Selfassessment Report 2003 Presented to Internal Audit

1
Self-assessment Report 2003Presented toInternal
Audit Assessment Team

• By QT 1 AuNet Center
• November 17 , 2004
• CL10 Multivision Room

2
Agenda

• Learning from the past
• From AuNet QA plans 2003 2004 to realization
• From IAATs comments to deployment
• Operation Environments
• Emerging realities Responses
• Positioning Differentiation
• Quality Assurance System
• QA Action Plans 2004 - 2005
• Performance 2003 - 2004

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Learning from the past

• Approach Deployment Results of 2003 2004
  are the function of
• QA Action Plans 2003 2004 (late planning
  deployment)
• IAATs comments and suggestions have been taken
  into consideration and incorporated, when
  appropriate

4
QA Action Plans Jun 2003 May 2004
Legend Results in White Approach/Deployment in
yellow beginning to have approach in red no
action taken yet
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Adoption of QMIPS
6
Adoption of QMIPS
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Environment and Challenges
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Environment and Challenges
Government institutions got more of ICT supports
at a relatively lower priceE-learning trend and
life-long learning
Competitors
Assumption University
Customers
Law makers
ISDC
CC
Emerging requirements of international
students Distance education customers new
requirements
Property rights New standards Cyber crime laws
AuNetCenter
CC
Technology Suppliers
Shorter life-span faster innovation
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AuNet Center Profile
The Strategic Direction/Positioning
Policies
Effective training of employees will be provided
on an ongoing basis to keep them on par with the
new challenges and grow with the Center
I
Internet infrastructure, the AuNet, will be
intelligent, reliable, scaleable, and secure
II
Internet-base information systems will be
relevant, complete, accurate, and up-to-date, and
constitutes a corner stone for the building up of
knowledge society for AU community
III
Help Desk system will be fast and reliable,
polite and humane, efficient and effective
IV
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AuNet Center Profile
The Strategic Direction/Positioning
Mission Statement
Total Solution for changing internetworking
requirements of users
Vision 2006
Leading Internet Service Provider in support of
AUs Education Mission
Goal
Optimum User Satisfaction
Strategic Objectives and Positioning
Professionalism Efficient and effective
production and service processes Quality products
and services Relevant portal-based information
systems Responsive Help Desk Systems
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AuNet Center Profile
Organization
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AuNet Center Profile
Performance Results (after two years 2001 2003)
100,000 Students can be accommodated
Infrastructure information
Top Business Education Top IT Education
Average level achieved
Empowerment, leadership, knowledge
skillsRe-engineered processes High-performing,
scaleable, reliable, secure Customized IS and
applications Fast, reliable, almost ONE STOP
service
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AuNet Center Profile
Final Picture 2006
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QA in 2003-2004
Approach/Deployment
Results

• Direction Setting
• Direction setting method, set and used
• Leadership and empowerment mechanism devised
• Administration
• HR Development planned, not implemented
• Information-based management, with web-based
  system
• Resources Allocation
• Human Capital
• Financial Resources

• Team Method for
• Revision in Feb 2005
• Empowerment revisited
• Standardization of
• Processes
• Systematization
• Team team leader
• Project-based, and strategy-focused

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QA in 2003-2004
Approach/Deployment
Results

• Product Service Development
• Process-centered and QC incorporated
• Project management implemented
• Learning-focused
• Market-focused
• Operation Operation Management
• Management centralized
• Feedback captured

• Quality products
• Right specifications
• On time delivery
• Almost zero-defect
• Quality service
• Fast reliable
• Responsive to changes
• Flexible
• Quite courteous

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SAR 2003 Development

• Adoption of QMIPS introduced by CFE leading to
• Understanding the requirements of KPIs
  indicators and their corresponding standard
  criteria, resulting in 156 defined measurements
• Preparing a new score sheet using 156
  measurements
• Briefly presenting the QMIPS and measurements to
  staff members
• Adoption of Balanced Scorecard Model
• Integration of QMIPS, BSC, and Thailand Quality
  Award (TQA)
• Mechanism QT1, Action Plans, Approach/Deployment/
  Result
• Performance Assessments
• First scoring of the Center performance, using
  the score sheet Results mean 485.5 variance
  8307.59
• Second scoring of the Center performance, using
  the score sheet with the mean/variance values of
  the first scoring given for consideration and
  more explanation given in relation to the scoring
  standard Results mean 447.94 variance 13233
  
• Score analysis and data interpretation

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SAR 2003QA Action Plan 2004 - 2005
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SAR 2003KPI 1 Vision, Mission, and Strategy

• Comments Observations
• Last years IAAT commented that the vision and
  mission and goal were stated clearly. It
  recommended AuNet to develop awareness and
  understanding of vision and mission and that the
  stakeholders should be informed.
• AuNet considers its direction as clear and
  inspiring, but perception about the alignment is
  below standard. By looking at the utilization of
  mission and vision in the operational planning it
  may be concluded the organization alignment is
  not clear contrary to what was believed in the
  previous year.

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SAR 2003KPI 1 Vision, Mission, and Strategy

• Recommendations
• Take a look at its alignment of vision and
  mission to those of the university to create
  alignment and communication.
• Consider revising its mission statement for easy
  understanding of the university members and
  adjust some terminologies, wordings and
  frameworks in Feb 2005
• QT1s more participation in building an
  appropriate QA system for the Center, by
  incorporating the QA Action Plan in the Annual
  Plan as part of management.
• Need to address an appropriate documentation
  system, with electronic storage and retrieval.

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SAR 2003KPI 2 Support to Learning Teaching

• Comments Observations
• IAAT commented last year that AuNet reconsider
  and identify its involvement and facilitation in
  the curriculum development, education design
  process and education delivery process of the
  faculties, seek faculties needs and should make
  plan on how to serve them.
• AuNet assesses its performance by the ICT support
  it provides to the university under the slogan
  Connecting People to Knowledge. The major
  achievements are
• Infrastructure Bandwidth control to prevent
  heavy downloads. Bandwidth expansion for
  International/Domestic links to the internet that
  will ensure its performance and reliability in
  the classroom and education activities on the
  Net.

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SAR 2003KPI 2 Support to Learning Teaching

• Comments Observations (cont.)
• Established Call Center to take in service
  requests and follow-up the service delivery
  process.
• AuNet focuses its resources to courseware
  development and to Learning Management Systems
  (LMS). There is no specific system for the
  support of curriculum design and delivery
  process.
• AuNet members have segmented its customers and
  stakeholders, and captured their particular needs
  and requirements, and satisfied by their
  activities and projects.
• Responsiveness is measured in terms of people,
  process, and outputs, while efficiency is
  measured in terms of inputs required.

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SAR 2003KPI 2 Support to Learning Teaching

• Recommendations
• Segment stakeholders and their particular
  requirements be systematically captured, stored,
  and retrieved electronically.
• Communication of values are to be planned and
  implemented
• Measure support services bye the responsiveness
  of the people, processes, and outputs, and by the
  efficiency of the inputs.

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SAR 2003KPI 3 Support to Student Activities

• Comments Observations
• IAAT suggested last year that AuNet should
  identify its involvement and promote its
  potential and existing services which can support
  students activities.
• It is not yet clear to both management and staff
  members what student development activities are
  carried out by the faculties and in what area
  other than that of the academic and so therefore
  there is neither direct nor indirect involvement
  in the organization of student development
  activities.
• No plans were set to organize or to support the
  student development activities.

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SAR 2003KPI 3 Support to Student Activities

• Recommendations
• Reconsider, during the upcoming revision of
  Strategic Position in Feb 2005, its involvement
  in the student development It was never included
  in the Centers policy
• Probable tentative resources Mobilize its
  Training Section to capture the ICT skills
  development for the segment of students who might
  require them most, especially those who are not
  in the computer-related field, and planned its
  involvement in the Annual Planning, if taken as a
  mission/policy of the Center

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SAR 2003KPI 4 Support to Research

• Comments Observations
• IAAT suggested that AuNet have clear policies on
  the support of research conducted in the
  university
• AuNet did not include the specific support for
  research in its operational plan, and the ICT
  values and state of readiness are not
  specifically communicated.
• Recommendations
• Responsiveness in terms of coverage and
  anticipation of requirements. Satisfaction of the
  customer will be captured.
• Find a fit approach to support the research
  efforts.
• Innovation management of the Center will be
  reconsidered at its Revision Session (Feb 2005)

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SAR 2003KPI 5 Support to Academic Services

• Comments Observations
• IAAT recommended that AuNet take part in academic
  services by stating policies, plans and methods
  with systematic process for the support of
  academic services.
• AuNet has no specific process designed to support
  academic services provided by the faculties in
  the university. What the Center does is to
  provide Internet Infrastructure, Internet-based
  information systems, and User Service Systems for
  the stakeholders.
• AuNet has not stated its policy to provide
  academic services to key communities.
• In relation to social responsibility, AuNet
  Center responds in terms of inculcating the sense
  of social and regulatory compliance.

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SAR 2003KPI 5 Support to Academic Services

• Recommendations
• The Centers involvement will be reconsidered at
  its Revision Session (Feb 2005).

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SAR 2003KPI 6 Support to Promotion of Thai Arts
and Cultures

• Comments Observations
• IAAT recommended last year that AuNet should
  strengthen its involvement in Thai Arts and
  Culture and state its policies.
• AuNet Center has no stated policies nor a
  systematic process for the promotion of Thai Arts
  and Culture. However, it used to position itself
  as information center for Thai Arts and Culture
  (check http//sunsite.au.edu)
• AuNet Center now provides specific technical
  supports, as well as consulting services to
  Office of Thai Arts, for marketing and cultural
  purposes (see http//www.aunews.au.edu)

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SAR 2003KPI 6 Support to Promotion of Thai Arts
and Cultures

• Recommendations
• At its Revision Session (Feb 2005), two areas
  will be addressed
• the significance of Thai Arts and Culture in the
  contexts of an international university like
  Assumption University and of the requirements of
  Thai Arts and Cultures as part of the education
  as required by the Ministry of Education
• The Centers involvement in the promotional
  activities of Office of Thai Arts and of the
  faculties.

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SAR 2003KPI 7 Administration

• Comments Observations
• IAAT suggested the use of BSC regularly and
  further development and to have proper
  performance analysis and a systematic process for
  staff education and training.
• AuNets direction has been set in 2001, and
  communicated and used annually at its Annual
  Planning. It will be revised in February 2005.
• The Center believes in the effectiveness of
  empowerment. When empowerment is implemented,
  innovation is promoted, and equity sustained.
• Although the directions are all set, AuNet staff
  members, according to the score, has a little
  understanding of them so the leadership becomes a
  problem at all levels and its empowerment has
  become stagnant.

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SAR 2003KPI 7 Administration

• Comments and Observations (Cont.)
• There is a systematic process to capture
  performance data for performance analysis and
  assessment. (see http//www.qa.aunet.au.edu under
  Service Request Logging). BSC is thought of and
  became part of the project evaluation, but no
  concrete results are produced.
• In Information Management, data availability and
  maintenance systems are systematically addressed.
• In Organization Management, the Center focuses
  its assessment on organization and alignment
  training and education process personnel
  satisfaction, and career growth and life
  security. Much of the promises in these areas are
  not delivered, yet.

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SAR 2003KPI 7 Administration

• Recommendations
• Refocusing this KPI to management (not
  leadership) is needed. Leadership and empowerment
  should be addressed in KPI 1. Notwithstanding,
  leadership and empowerment are to be addressed
  clearly and immediately.
• Performance standards and measurement based on
  BSC are to be explained and put to use. BSC will
  constitute the Centers management model.
• Performance data are to be analyzed by more
  leaders at various levels.
• Data availability and maintenance systems are to
  be regularly assessed and improved.
• Personnel satisfaction and dynamism are to be
  immediately addressed and concrete action plans
  are to be proposed to the University.

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SAR 2003KPI 8 Finance Budgeting

• Comments Observations
• IAAT suggested that AuNet should formalize the
  budgeting system.
• There is a systematic process for external
  funding and budgeting. The main source of revenue
  comes from the Internet fees collected from every
  student and from some other services. The Center
  allocates its financial resource on two bases
  the operation cost (fixed) and the investment
  cost to implement its strategic objectives.
• Budget allocations are project-based and
  strategy-focused. Fixed costs are maintained at a
  level not higher than the previous years.

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SAR 2003KPI 8 Finance Budgeting

• Recommendations
• AuNet Center will revise its allocation scheme in
  Feb 2005, with the goal to reduce the operation
  cost by the average of 10 for three consecutive
  years (around 6 8 million baht)
• An improved VENDOR Management model will be
  revised in Feb 2005 to manage fixed operation and
  maintenance costs in such a way to improve both
  the life span of the expensive devices and the
  financial results.
• Visibility of the Project Implementation VS
  Financial resource utilization Strategy-focused
  allocation scheme and the method/mechanism for
  allocation are to be reconsidered and devised
• A process of budget auditing is to be devised at
  its Revision Session (Feb 2005) for transparency
  and effectiveness in the budget utilization.

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SAR 2003KPI 9 Quality Assurance and Performance
Results

• Comments Observations
• IAAT suggested that AuNet survey users
  satisfaction and needs and try to create plans on
  how to fulfill these needs
• At AuNet, quality is designed into the process of
  product development and service delivery (see.
  http//www.qa.aunet.au.edu under Project
  Descriptions). QT1 has been set up but members
  were not very active during the year, except at
  the time when the Self-Assessment Report (SAR)
  is being developed.
• AuNet Center has devised a process for capturing
  and storing satisfaction and complaints, services
  and request electronically (see
  http//www.qa.aunet.au.edu under Service Request
  Logging)

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SAR 2003KPI 9 Quality Assurance and Performance
Result

• Comments Observations (cont.)
• AuNet Center has a process monitoring the service
  results of the students (see http//www.qa.aunet.a
  u.edu under Satisfaction Survey).
• AuNet staff members are growing steadily in their
  competency and education. However, the level of
  satisfaction is decreasing over time.
  Dissatisfaction with the working environment is
  growing. Compensation model is not motivating the
  key staff to remain. Rate of turn-over is not
  high but the performance is becoming stagnant.

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SAR 2003KPI 9 Quality Assurance and Performance
Result

• Comments Observations (cont.)
• AuNet measures its effectiveness by the degree of
  student learning and work productivity, cost
  reduction, number of complaints, and service
  reliability.
• AuNet determines its members social
  responsibility in terms of health and accidents.

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SAR 2003KPI 9 Quality Assurance and Performance
Result

• Recommendations
• Identify and measure concrete results of its
  strategic objectives. Collect and analyze
  performance data. Conduct survey at regular
  interval to capture emerging requirements and
  level of satisfaction.
• Address the issue of productivity, cost
  reduction, and revenue growth.

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Thanks

• Q A