Key Performance Indicators for Quality Assurance in Higher Education
The Case of the Department of Informatics at the Technological Educational Institute
of Thessaloniki, Greece
Kerstin V. Siakas
Aristea-Alexandra Prigkou
Stergios Draganidis
Balanced ScoreCard in Higher Education
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Quality Assurance in Higher Education
Open European Higher Education Closer cooperation between higher
education institutions Student and staff mobility Competitiveness of Europeans in the
international labour market Attractiveness of European higher
education in the world
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Objectives of the“Bologna Process”
More transparent and mutually recognised educational systems
A common frame for diverse national systems
Quality assurance including evaluation of programmes and/or institutions
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How we met the European challenge
A pilot internal assessment in order to: measure the current situation initiate a quality assurance program aiming to
the continuous improvement of the quality of education
The implementation of this process will be utilised by a software tool based on the Balanced ScoreCard methodology, which provides an integrated perspective on goals, targets and measures of progress
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Balanced ScoreCard: A Performance Management System
Clear mission, vision, objectives
linked with
a specific strategy
Aims to lead an organisation into future success in all sectors
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Balanced ScoreCard
Quantifies entities, such as the performance of employees the quality of results customer satisfaction
1. Increase the profit2. Ensure transparency and efficiency in every aspect 3. Identify the weak points in order to improve them
These measurements influence essentially the human behaviour inside and outside the organisation and emphasises a more holistic and complete set of measurement indicators
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The Four Perspectives of The Balanced ScoreCard
The organisation is viewed from fourperspectives in order to develop metrics
Assuming that each organisation is divided into four parts thatall together indicate a complete image: Financial Customer (Customer satisfaction) Internal Processes (The internal procedures of the
organisation) Education and Development (Ability of constant education
aiming at continuous improvement and competitiveness) If these parts can operate separately, the organisation willalso operate properly
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The Four Perspectives in Higher Education
Higher Educational Institutes Organisations
Customer = StudentFinancial = Profit in all SectorsInternal Processes = Teaching and Secretarial ProceduresEducation and Development = (System’s and Personnel's Continuous Improvement)
The main objective is: To define the critical success factors for achieving
our strategic goals in order to be able in the future to assess the actual performance against the measures
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Design of Key Performance Indicators
Analysis of each perspective by using the Goal-Question-Metric (GQM) methodology The goals were determined Questions emerged to clarify the goals Determination of measures we will use in
order to indicate our strategic direction
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Goals
Customer (Student) Perspective High level of students Satisfied students Satisfied graduates
Financial Perspective Sufficient material infrastructure Accurate educational support
Internal Process Perspective Active Learning Competitive program of studies Accurate secretarial support Accurate communication (electronic services)
Learning / improvement perspective Continuous briefing on new products / technologies
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Questions
What is the level of educational personnel?
How satisfied are students?
How satisfied are graduates?
How satisfied is the educational personnel?
How satisfied are employers?
How accurate is the secretarial support?
What is the participation rate in research?
How many presentations / informative seminars are realised?
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Key Indicators Customer Perspective
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Key Indicators Financial Perspective
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Key indicators Internal Processes
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Key indicators Learning – Improvement
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Data Collection
Databases Student registers Staff databases Industrial placement databases
Questionnaires and Interviews Students Graduates Staff Employers
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Conclusion
This paper investigated the possibilities of introducing a measurement-based management tool for assessing the current situation in the department of Informatics at the Technological Educational Institute of Thessaloniki, Greece, and for continuous use
Balanced ScoreCard was chosen in order to quantify the current situation in the department for focus on the weaknesses and continuous improvement
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Future work
Application of our metrics to the principles and concepts of the Balanced ScoreCard
A pilot study will be implemented by using a Balanced ScoreCard software tool
Analysis of the results
Continuous Improvements
Thank you for your attention...
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