Responsibility

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Responsibility Quality From quality as
management method to quality as a specific
branding strategy

• Gyöngyvér Hervai Szabó

Vice rector of research and development
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KJUC profile

• BA, BSc programmes from 2006 (3 year programmes)
• Andragogy/ Cultural management
• Communication Media
• English Language
• French Language
• German Language
• Economics with business studies
• ( distance programme)
• Economics with Tourism, Hotel Catering
• ( distance programme)
• International Politics
• Education Studies
• Social Work
• 2007- joint degrees, double programmes
• MA in Education
• MA in Quality Development Teacher
• MA in Multicultural Education

• college level programmes 3-4 year programmes-2009
• Communication/ Cultural management
• English Language Literature/ Communication
• French Language Literature/ Communication/
• German Language Literature/ Communication/
• Economics/ Business Administration
• Economics/ Tourism Catering
• Economics/ Hotel Catering
• Economics/ Business Administration/Communication
• Social Work
• International relations
• Appr. 60 postgr. programme (licences)
• Teacher training courses
• Language education
• ECDL courses
• Language, ECDL exam centres

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KJUC Mission 2006

• Our Mission is contributing to carry out the
  vision of European Social Quality
• with resources of a sustainable, applied
  research university, based on international
  excellent service culture as a value adding
  force
• Strengthen Székesfehérvárs role as regional
  centre
• Fulfill Siófok Orosházas role as touristic
  recreational centres
• Contributing to
• Become a European Regional Centre in case of
  Budapest
• Integration of Hungarian HE and into European HE
  Networks
• Strengthen the competitiveness of European Higher
  Education Area

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KJUC Vision 2006

• KJUC, as a leading non-profit,
• sustainable, quality oriented institution,
• Can fulfill its role,
• As
• Applied Research University,
• as
• Education-Research- Counselling Innovation
  Centre,
• as
• Excellence-Centre
• KJUC as a network university have to be a hub
  for national and international education and
  research programme services in EHEA and ERA.

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Vision Carry out European Social quality as
value

• KJUC programmes based on academic and service
  quality, focused on entrepreneurship, digital and
  foreign language communication, basic managerial
  competency development.
• Our aim is to teach economic, social community
  development competencies for our students to
  fulfil theirs own wellbeing and individual
  carriers.
• Our aim is to develop responsible citizens, with
  social justice, human rights sensitivity,
  commitment to rule of law, with competency to be
  professionally recognised, flexibility,
  undertaking engagement, working for social
  security, cohesion and integration.
• Full time, part time, distance education services
  are focused on helping integration into
  information society in case of students, teachers
  and administrative staff, to develop competencies
  for LLL.
• KJUC organisational culture focused on
  distributive justice satisfaction of costumers
  and partners, accountability, continous
  improvement, committed to quality and teamwork.

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Quality manaegement at KJUC
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KJUC responses on challenges in HHE

• 1992 -1995
• Foundation of KJUC
• Lobbying for new licenses of new programmes
• Navigating in confused legal environment

• 1995-2000
• Learning the behaviour of HE market
• Learning the academic environment
• Risking for extensive growing

• 2006
• Decision on meeting challenges of glocalisation,
  sustainable network type service system (new
  partnership policy-regional, national,
  international )
• Decision on priority of social quality
  (integrated programmes)
• Building new service culture for customers
• Rearranging structure for new aims
• Decision on new quality programme focused on
  distributive justice
• 2007
• Building an one-shop service for students
• New programmes for internationalisation of
  student intensive practice

• 2000-2005
• Decision on meeting World Bank criteria unique
  strategy in private sector
• Decision on meeting strict academic criteria of
  HAC
• Quality services for meeting the customers needs
  in a competitive environment
• Investment in future infrastructure, people,
  knowledge and service technology
• To take steps for transition in unified Bologna
  programme system

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Quality programme in Hungary

• 1993 Higher Education act
• Hungarian Accreditation Committee
• HAC main responsibility is to accredit all higher
  education institutions and programmes in Hungary
  that issue state-recognised degrees, including
  private and denominational universities and
  colleges.
• 2005 CXXXIX New Higher education Act
• HAC as responsible agency for organisational
  quality

• 1994-2000 First cycle of institutional
  accreditation
• 2005-2008 Second cycle (KJUC due in 2008)

• 1994-2003 programme accreditation (old type)
• 2005 Bologna accreditation BAlevel
• 2006 Bologna accreditation MA, MSc level
• 2001 pilot program for organisational quality in
  HE sector Ministry of Education
• 2005 CXXXIX higher education act new award for
  quality in HE sector (awarding agency Council of
  rectors)
• 2006 HE Quality Award Hungary

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KJUC Quality Milestones

• Quality Strategy and Policies
• 1998 decision on introducing quality management,
  organisational health checking
• 2000 Quality programme built in 2000 Strategic
  Plan
• 2000 Quality strategy
• 2000-2005 process management quality actions
• 2003 quality evaluation
• 2006 new quality strategy

• Quality Services
• Quality organisational units
• Quality services audit for programmes
• benchmarking
• Quality partnership programme
• Measuring the implementation of strategy,
  policies
• Dissemination of quality management results

• External evaluations
• 1999 HAC
• 2001 HAC
• Regional Award assessors
• Shiba Award assessors
• EFQM Award assessment
• 2007 Hungarian Higher Education Gold Diplome

• Self-assessments
• 1998 HAC first institutional accreditation
• 2000 HAC additional (regional centres Budapest,
  Siófok) institutional accreditation
• 2001, 2002, 2003, 2004, 2005 programme assessment
• 2000 health cheking of the organisation
• 2003 Self-assessment connected to regional award
• 2004 self-assessment for Bologna-criteria
• 2004 self-assessment connected to Shiba Award
• 2005 self-assessment for new strategy and EFQM
  AWARD

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Quality stages at KJUC

• Senate of Kodolányi János University College
  evaluated quality services in 2003.
• Statments
• The embryonic stage 1998-2000
• inner quality system, hiring the necessary
  qualified personnel, quality in market leading
  programmes, quality in pre-review and
  pre-accreditation documents.
• The second stage between 2000-2003 focused on
• a stabilized operational and service personnel,
  and searching for a good quality system. The HAC
  accredited the KJUC programmes, highly valued the
  quality strategic commitment and made suggestions
  for improvement.
• introducing quality programmes, developing
  strategic quality plan, and improving quality
• Third stage between 2004-
• professionalisation quality services

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The third quality stage clear policies

• KJUC had an integrated quality improvement plan
  for education, research and services
• Developed a coherent quality programme
• Introduced a tutor system, a student learning
  support system
• The academic departments became responsible for
  programme quality
• The teacher fond was stabilized
• A holistic programme approach in student learning
  and support services
• Developed lifelong learning competencies in
  students

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Results in 2003

• New service and operational groups were developed
  and valued the quality.
• The quality discourses became permanent in
  service system
• It was started to introduce family-atmosphere in
  services
• Regularity in quick response for student needs
• The management group focused on change management
  and committed to breakthrough in quality
  management
• A continuous improvement in management capacities
  and competencies of academic departments
• Commitment to continuous improvement in quality
• Continuous improvement in quality management
  services

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Milestones in Hungarian HRD Quality Project
Network 2005-2006

• HRD QPN aims
• Adapting HE into the EFQM model
• Understanding EFQM criteria in HE environment
• Training key criteria owners in HEIs
• Self-assessment in case of HEIs network

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Quality and institutional Strategy

• 2006
• Quality as branding strategy
• Integrated horisontal and vertical processes for
  service delivery system
• Quality services have to be decentralised new
  quality strategy

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Quality services at KJUC 2000, 2006

• Creating the agenda (fitness for purpose)
• Quality as a professional responsibility
• Encouraging the development a learning
  organisation
• Open and informed approach to quality
• A planned and systematic approach to quality
• Valuing self-improvement and improvement based on
  external reference
• Development of the KJUC quality planning and
  review cycle, a quality cycle
• The importance of feedback.

• New front office and back office management
  programme
• New system for dealing with matters
• New human resource rewarding system
• New social programmes for human resources for
  recreation
• New organisational culture building programmes
  for new entrance people
• Training programmes for experienced personell

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Strategic quality processes
at KJUC in 2006
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Process management in case of KJUC in 2000 and
2006
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The KJUC a unique institution in quality culture
in HHE

• The only institute in Hungarian higher education
  with quality award,
• The only institute with autonomous and coherent
  quality system and policies.
• the only institute whose activity is served as
  best practice.
• The only institute which organised a national
  workshop for Shiba awarded,
• The only institute getting law for membership in
  National Quality Club as Shiba awarded.
• We regularly attend at national and European
  subregional higher education quality programmes
  and
• Developed a partnership for Polish, Ukrainian and
  Romanian partners.

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From assessment centred quality culture to
competency-based quality services

• Quality centres in KJUC
• Programme benchmarking national and international
• Quality management in student and teacher
  mobility
• Quality management for internationalisation
• Quality standards in infrastructure
• Quality standards in high level quality services

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Quality Culture challenges in 21st century KJUC

• EHEA
• the decade of international quality
• Integrity as Substance standards and contents
• Integrity as Coherence horizontal and vertical
  integration
• Integrity as Trustworthiness credentials as
  credible medium of exchange

• To enable academic institutes for quality
  programme (programme portfolios)
• To enable academic institutes for quality
  programme development (institute portfolios)
• To enable regional education centres for quality
  programme development (regional centre
  portfolios)
• To enable academic personnel for high quality
  teaching philosophy, methods, research excellence
  and tutoring (teacher portfolios)
• To enable students for improving learning
  competencies (students portfolios)

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Partnership in quality programmes with students

• Physical, intellectual and emotional
  participitation of students in teaching and
  learning services
• Identification of problems and defficiencies in
  services
• Responsible contribution in education and
  learning processes
• Responsible attendance in measuring quality of
  teching
• Contributing marketing for new students
• 2. Instead of freeing students from tasks
  introducing the logic of enabling students
• Responsibility for students in own learning
• Deepening the relations between students and
  institution
• Using successes as method for attachment to
  College
• Introducing student portfolio for student carrier
  planning

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• 3. Development more efficient student personality
• Helping students in development new methods for
  using education facilities
• Developing feeling belonging to an
  Quality Club organisation attandence in high
  society programmes regular visits of foreign
  ambassadors, regularly organised international
  study trips, regular presence of business
  assotiation and managerial elites at KJUC
• Introducing new methods for cooperation in case
  of student-teachers common study trips
• Using different methods concerning behaviour of
  other students problems, falls, solutions
• 4. Treating students as costumers
• Strenghtening loyalty to KJUC
• Personal quest for inactive students
• Contributing for solutions dismantling barriers
  in case of learning
• Personal quest for developing a student carrier
• Efficient student administration office modell
• 5. Mix of education, knowledgetransfer and
  management elements in services
• price/quality ratio,
• Service image as an attracting factor for
  students, different service package by lifestyle
  (for young, for young adult and experienced
  students)
• Forming participation style of students, helping
  students decisionmaking
• Individualised services for students

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Summary The KJUC quality route

• The KJUC quality route is
• from searching quality structure and policies,
• Through quality services in benchmarking,
• costumer satisfaction measurement,
• evidence based service evaluation,
• Self-assessment,
• Services for external assessment,
• to quality as a specific branding strategy,
• quality as framework for strategic management
  processes
• the vision of integrity management in quality.
• We think our institutions quality policies are
• more comprehensive, more integrative and more
  visible.
• and gives a bases for a European external
  evaluation, for an international benchmarking.

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Our aim is to be an outstanding network
institution in EHEA, ERA, enhancing social
qualityfor regional economy and society
HAC and international Academic quality and
Business Service Quality
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Our Awards 7 3 accreditation Living in
permanent external audit processes (32 in
processes)

• Regional Quality Award 2003 EFQM-type
• Shiba Award 2004
• R4E 5 2006 EFQM Brussels
• High Quality Accreditation in 2000
• High Quality Accreditation in 2005 100
• Infrastructure accreditation in 2007
• Adult Education Accreditation in 2007
• Institution Programme Accreditation Self
  Assesment in 2008 (European Standards EFQM
  selfassessment)

• European Language Education Award 2005
• Socrates Award European Business Community Oxford
  for rector 2006
• Hungarian Award for Distance Education 2006
• 2007 E-Quality Award for European Mobility
  Tempus
• European Communication Award? 2007
• Presentation the awarded film in Brussel, in
  European Parliament

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Quality Philosophy at KJUC

• Quality has a function of branding
• It gives possibility to belong to business
  communities (Joint Venture, Business Leaders,
  Hungarian Quality Clubs
• Quality as communicative action (Habermas)
• Quality as distributive justice ( raising
  organisational citizenship values, raising
  organisational community feelings)
• Quality as management philosophy leadership by
  objectives, by changes and brakethrough
• Quality as culture discourses about improvement
  and not about failures
• Quality as finantial tool a commitment for
  effectiveness and efficiency
• Quality as personal passion people can be
  evaluated by talent and creativity and not for
  burocratic tables

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The milestones for Success

• Shiba Award 2004 The rector is an actor at
  presentation
• The whole management team is actor in quality
  game
• R4E 2006 the strategic processes and quality
  processes
• are the same face of a coin they are truly
  important
• HE QA 2007 self assessment a routine practice
• in case of KJUC an everyday discourse, a
  possibility for management by metaphores, by
  storytelling,
• a game for employees to see themselves
• as excellent personalities capable for everything
  
• what the organisation is needed quality as
  lifeworld