Australian Business Excellence Framework

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Australian Business Excellence Framework

• Mary Lyons
• Executive Manager
• Corporate Services

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Overview

• Background
• Description of the Framework
• Use at UQL

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• Only when you have the self awareness to examine
  your program and the imagination and conscience
  to create a new, unique, principle-centred
  program to which you can say yes only then
  will you have sufficient independent will power
  to say no to the unimportant
• Stephen Covey

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Framework Background

• A framework for innovation, improvement and long
  term success
• Applicable to all organisations
• Designed to measure current performance
• Build a pathway to long-term success
• 12 principles of leadership and management
• 7 interrelated performance categories
• 22 subcategories

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Why use the Framework

• Improve management and leadership practices
• Assess the performance of your leadership and
  management systems
• Build those results into your strategic planning
  processes
• Benchmark where your organisation stands in terms
  of the marketplace

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Where did the Framework come from?

• Developed in 1987
• One of the first 4 global excellence frameworks
• Developed in response to Government and industry
  calls for more efficient and competitive
  enterprises
• Describes the principles and practices which
  create high performing organisations
• To drive continuous and sustainable improvement
• 70 countries using similar frameworks
• Complements other management systems e.g. ISO
  9001, Balanced Scorecard etc

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12 Principles of Excellence

• Direction
• Planning
• Customers
• Processes
• People
• Learning

• Systems
• Data
• Variation
• Community
• Stakeholders
• Leadership

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7 Performance categories

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Subcategories

• 22 items spread across 7 categories
• Gives descriptions of areas in each item to which
  organisations should pay attention
• Each item is evaluated by exploring how the
  organisation
• Puts plans and structures in place
• Deploys those plans and structures
• Measures and analyses the outcomes
• Learns from its experience
• Approach, Deployment, Results, Improvement

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ADRI - Approach

• Approach identifies the organisations vision of
  excellence and intent for that Item, the thinking
  and planning plus the strategies, processes and
  infrastructure which are designed to achieve the
  intent. In assessing Approach, look for a systems
  viewpoint and congruence with the principles

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ADRI Deployment, Results, Improvement

• Deployment identifies the activities actually
  happening
• Results demonstrates how measures or achievements
  associated with the Approach and its Deployment
  are monitored
• Improvement shows how you review and improve the
  Approach and its Deployment

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ABEF at UQL

• In 1999 UQL decided to adopt ABEF
• Many months spent analysing and developing
  responses to each of the 22 items in the 7
  performance categories
• Involved all levels of staff, particularly HEW 7
  and above

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Example

• Leadership and Innovation
• Approach
• Evidence
• Deployment
• Evidence
• Results
• Benchmarking
• Improvement

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Challenges

• Terminology
• e.g. Difference between approach and deployment
• Time
• Staff resistance
• Very long and involved process

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Value to UQL

• We learnt a great deal about our library and how
  our organisation works
• Identified a number of gaps
• Identified a number of positive aspects
• Subsequently moved gaps to priority projects

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Any Questions