Www.manru.uniyar.ac.ru Anna Mazaletskaya Head of R&I Department Yaroslavl State University...

www.manru.uniyar.ac.ru

Anna MazaletskayaHead of R&I Department

Yaroslavl State UniversityYaroslavl, Russia

Tempus Programme Project MANRU (UM_JEP-24090-2003)

Raising Management Standards in a

Russian University

Alexander RusakovRectorYaroslavl State UniversityYaroslavl, Russia


Outline for the presentation

• Give an overview of background and context

• Outline of the project, including key objectives

• Share 1st year key learning and experiences

• Planning next steps

• Questions


5 years ago – the start of the journey


EFQM Excellence Model ®

Processes CustomerResults

Society Results

Policy &Strategy

People

LeadershipKey

PerformanceResults

PeopleResults

Partnerships & ResourcesPartnerships & Resources

Enablers Results

Innovation and Learning

The EFQM Excellence Model is a Registered Trademark

Everythingisconnectedtoeverything


Sheffield Hallam best practice

• EFQM Community of Practice (European Higher Education )

• Self-assessment projects - EFQM Excellence Model for HE

• Processes Mapping projects – tools, models, QAA, EQUIS

• Benchmarking – quality, exemplars• Learning Organisation concept• Communication and Dissemination• Programme Management – light-touch PRINCE 2


First stage for Russia: June 2003

• First visit to YSU with self-assessment using the Excellence Model by the Rectorate

• Recognition and agreement of the need to introduce this approach – joint bid to JEP-TEMPUS fund created by December 2003

• Successful bid announced June 2004• Contracts signed December 2004• Project started 1 January 2005


The MANRU Project

www.manru

.uniyar.

ac.ru


• Sheffield Polytechnic since 1969 .• University status got in 1992. • Has 4 Faculties and 25 Departments.

• 28000 students and post-garduates, 3200 academic staff

• Budget 150 million pounds

Partner 1 Sheffield Hallam University


• YSU was founded in 1803.• Today YSU has 6400 of students and 402 of

academic staff. • YSU's faculties span the natural sciences, the social

sciences, informatics and law.

• As a state university YSU reports directly to the Federal Agency of Education.

• YSU is currently ranked at 23-rd amongst the 180 classical universities in Russia in the nationwide performance rating of the FAE.

• The annual budget of YSU is EUR 4.8 million

Partner 2Yaroslavl State University


• Founded in Brussels in 1989 (14 leading European companies)

• National Partner Organisations (NPOs) in every European country (in Russia – Russian Organisation for Quality)

Partner 3 European Foundation for Quality Management

• EFQM Excellence Model is used by - 20000 European organisations, including: - 60% of the largest companies - 10000 SMEs


MANRU Project objectives

• The development, enhancement and use of two key customer facing processes (student admissions and curriculum management)

• Demonstrable continuous improvement in self-management in the University through the introduction of the EFQM Excellence Model© in the Rectorate, 2 out of 9 Faculties and 6 out of 27 departments.


Key motivators

• excessive centralisation of decision-making, slow to take decisions, document flows unclear;

• low staff motivation, no regular information about policy and plans by top management;

• no overall development strategy for YSU and no system to develop and guide this;

• processes, especially between faculties and departments, are poorly understood, not properly defined and not managed;

• there is no system for establishing quality criteria and for monitoring these.

1-st vice rector Alexander Rusakov is on the 'anxious bench'


1st Project Year Results. 2005 hard and fruitful year

Our start


1st Project Year Results. 2005 hard and fruitful year• February - April –

acquaintance with EFQM Excellence Model and Process Approach

• May – Ambassadors for Excellence training

• May – self-assessments of Biology & Ecology Faculty and Psychology Faculty

• July – self-assessments of 6 departments and Admissions Commission as virtual department

• September-October – Work Plans of Faculties and Departments


• October - December – Rectorate self-assessment, Work Plan development

• July - December – SA and CM Processes Mapping Projects execution (2 mixed teams)

• April - December – development and enlargement of Learning Network of Excellence (20 Educational Institutions and non-University partners) 3 Round Table Meetings



• Critical judgement of the University work.• Team work methodology – new experience. • Found critical areas for improvement.• Understanding, that a student, an entrant – are «Clients»,

«Customers».• Need to get and analyse feedback from all stakeholders.• Need to make more active career-guidance services.• Active University marketing and branding – the demand of

the educational market.• Rectorate involvement – Project success guarantee.

MANRU Main Outcomes - 1:


• “Clients” Feedback mechanisms development, clear understanding of market demands.

• Development of new educational courses according the market demands, cancellation of «unpopular» specialisations, introduction of new courses.

• More close co-operation with graduates.• Development of processes structures and maps.• It is necessary to raise professional skills not only for

academic staff, but for administrative staff too.• Competant resources management.

MANRU Main Outcomes - 2:


Key learning and experiences

• Strong project management approach and regular communication is essential

• Energy and enthusiasm of teams is growing• Clear understanding of problems and areas for

improvement• Staff started to think about improvements• Internal communication benefits


Learning from Self-assessments

• The workshop process itself has introduced a new way of working and sharing ideas

• Team work has united staff and identified concrete steps for improvement

• Preparation, positioning and managing expectations is essential

• Outcomes are very positive, with staff feeling ‘enlightened’

• Promoted cross-University open discussion

Rectorate team self-assessment


Outcomes – self assessments

• Development of customer feedback mechanisms and better understanding of customer markets

• Development of a process approach, including process mapping

• Establishing a system to measure overall and personal performance

• Development of a competitive strategy• Raising skill levels• Marketing and better curriculum development• Creation of more mutually beneficial resource

allocation• Develop better relationships with graduates


Learning from process work

• A process review cycle case study tailored to the local environment is needed

• Action learning – a new way of working for many individuals

• Ownership of core processes is necessary to ensure real actions and process change happens

• Regular training and support is needed

• Expect the unexpected!

CM process team training


Outcomes - Processes

• Enabling skill development for staff involved• Actually changing / challenging some aspects of the

process• Starting to encourage ‘enquiry’ in the culture• Starting to unlock ‘silo’ mentality by allowing cross

team interaction• High level student acquisition process mapped –

Level 0 – 10 maps• Process mapping methodology being used and

understood.


Project Views of Participants

22 4 20

373

63

63

27

2624

2442216124

85

1014

641

22

66

175547

109

117

involving challenging

inspirational enlightening

absorbing entertaining

boring interesting

confusing exasperating

basic clear

straightforward realistic

hands-on theoretical

academic relevant

irrelevant useful

provoking innovatve

complicated comprehensive

thorough valuable

over my head over-ambitious

unfocussed invigorating

waiste of time exhilarating

exhausting made me think


MANRU Project – Next Steps - 1

2006-2007• Development/alteration of

stakeholders surveys (2 basic processes)

• «Curricular Management» Project execution - introduction of new specialization “Psychologist-consultant” at the Psychology Faculty

• «Students Acquisition» Project execution - (very complicated process!!!) – special attention to problem sub-processes Rector is more optimistic


2006-2007• EFQM Excellence Model® self-

assessments of Faculties and Departments (2+6)

• Invitation to self-assessment NEW Faculties and Departments

• Share experience an knowledge with HE institutions within the Learning Network of Excellence

Rectorate approves 1-st year results (29.11.2005)

MANRU Project – Next Steps – 2


2005

2 Faculties 6 Departments

2006

+3 Faculties+6 Departments

2007

+4 Faculties+6 Departments

MANRU Project – Next Steps – 3

Faculties - 2006

Self-assessment

Other

Faculties - 2007

Self-assessment

Other

Depts - 2005

Self-assessment

Other

Depts - 2006

Self-assessment

Other

Depts - 2007

Self-assessment

Other

Depts - 2005

Self-assessment

Other


YSU Key Actions Plan People Criterion

• Formalize Social Programmes for Staff and Students.• Encourage and stimulate success work of post-

graduates and persons working for doctor's degree.• Encourage and stimulate academic staff for new

courses development and new approach to training.• Develop the Information system for University staff

based on IT technologies.• Fulfil evaluation of all work places and define the

main directions to improve work conditions.• Monthly publication of combined University working

plan at the University Internet site and in the University newspaper.


YSU Key Actions Plan Partnership and Resources Criterion

• Create Budget Department, separate planning function from book-keeping.

• Create Commission for Competitive Auctions.• Involve new IT System in University

Management.• Fulfil inventory and statute of University rights

for all types of property.• Introduce power- and resource-saving

technologies.• Bring function instructions in correspondence

with University structure


YSU Key Actions Plan Processes Criterion

• Create teams for development of new training courses and programmes.

• Pick out and start mapping of the main University processes and their owners.

• Annual analysis of the main students suppliers.


YSU Key Actions Plan Customer Results Criterion

• Modify the University Internet site, add new sections, including section for alumnus.

• Develop University newspaper (share outside the University, increase the circulation, get licence).

• Develop computer system for surveying students and employers.

• Establish Educational Association of IT regional companies in order to study market demands and customers’ satisfaction.

• Collect and systematize appraisals and estimations of University educational services.

• Appoint curators responsible for new specializations development and for co-working with consumers.

• Revise approach to students’ practice and its results based on placing in a job after graduation.

• Special Programme experiment – support of students’ practice at Psychology Faculty.


YSU Key Actions Plan People Results Criterion

• Conduct a survey of expectations and needs of University staff.

• Allocate special sections at internal Internet site and in University newspaper for main documents publishing and discussion.

• Get feedback and estimation from staff about programmes of skills raising, trainings and development.


YSU Key Actions Plan Society Results Criterion

• Conduct the public survey about University influence on regional society.

• Analyse the market needs in additional training programmes.

• Collect and analyse publications about University and its activities.

• Unite the leading regional Universities in United Educational Network.

• Develop the datbase of staff participation in public work.


YSU Key Actions Plan Key Performance Results Criterion

• Analyse the quality of graduates on the base of diplomas results.

• Develop the Management Information System.• Involve the majority of University structures in EFQM

Excellence Model® self-assessment .• Develop the internal System of indexes, oriented on

the main risks in University activities.


The Excellence Journey suggested by SHU to YSU

Excellence

Maturity of organisation

Health check

Self-AssessmentAction plans

Planning tool

Business Plans&

Self-Assessment

Strategic tool

Organisational DevelopmentProcess ManagementCorporate Scorecard

Goal DeploymentPersonal Development

Customer and Supplier RelationshipManagement

Partnership & CollaborationLearning Organisation

Integration & alignment



Slowly, but forward and upwards

At the beginning Now


Questions,please


Thank Youfor being patient and interested !

Alexander RusakovRector

Yaroslavl State University, Russia

[email protected] www.uniyar.ac.ru

Anna MazaletskayaHead of R&I Dept

Yaroslavl State University, Russia

[email protected]

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