Quality / Qualité

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Taking into account a quality approach is an essential element for the relevant management of an organization such as a “Campus des Métiers et des Qualifications (CMQ)”. This page presents the principles we adopted for the Quality policy of the CMQs in the Bourgogne Franche-Comté region (BFC).
 - A CMQ is a network of independent multi-actors but united in the development of shared objectives. One of the main consequences of this independence of the actors is a diversity of approaches of Quality policies and their levels of maturity.
- Certification processes require that each member must be involved in this certification. Otherwise, the CMQ would be responsible for ensuring this certification (example: ISO 9001). This is not the aim of the CMQ and moreover, The CMQ does not have the ressources to perform this task. An external certification audit process is costly in terms of time and money and is not necessarily compatible with the Quality policy developed by the various members of the network. Some members of the network may have a Quality policy only based on the notion of self-assessment. 
- Concerning the definition of the scope of the Quality policy: The Quality policy of the CMQs is defined at the level of its governance part of the CMQs apart from the actors with their own legal representation (on which the CMQ has no authority, either hierarchical or functional).

- The development of a principle of self-assessment with a non-certifying external assessment is retained.

- The elements of the CMQ's Quality policy are as follows:
* Listening to "customers (stakeholders)": the governance of a CMQ defines the “Conseil de Perfectionnement” and the “Assemblée Générale” of the CMQ as tools for managing a "customer care”. Since CMQ's partners are involved in these two structures information can be collected and stakeholders' satisfaction be analyzed. CREFOP (Regional Committee for Employment, Training and professional Orientation), a four-party organization in the BFC region, is a complement such as the actions of CMQs to be positioned in a more general context. In particular, it has the Employment and Vocational Training Commission, which represents important feedback elements for the CMQs. In addition, the frequent relationships Operational Director / Campus Director vs. the CMQ's partners during the actions carried out in common are important elements of "customer care”.
* Management by indicators: The new specifications for the (re-) labeling of CMQs define a set of criteria (11) which represent as many indicators for monitoring the CMQ. These criteria can be refined, in particular with regard to criterion 9 ("Innovative vocational training courses") which represents the aims of the CMQ.
* Regular analysis of these indicators: As part of a continuous improvement process, the regular analysis of indicators with their positions using threshold values (e.g., target values) ​​makes it possible to improve the management of a CMQ. Endowed with a “Conseil de Perfectionnement”, an  organization in which the situation of the CMQ is regularly assessed, the CMQ can deploy this continuous improvement process.
* Traceability of actions: The minutes of  the “Conseil de Perfectionnement” meetings makes it possible to implement a traceability of the actions performed by a CMQ, in particular the analysis of indicators and the actions implemented / to be implemented based on this analysis.
* External evaluation: Providing an external vision to a CMQ is always a plus in a continuous improvement process. Unable, for human and financial reasons, to position us in a certification process, self-assessment is the first step in order to have a step back in the management of a CMQ. We propose a managerial innovation for the Quality policy of the CMQs by introducing an external evaluation from peers. The principle is that after training (provided by the Rectorat), the Operational Director of a CMQ performs an audit of another CMQ on a rotating basis. This approach provides feedback on the management of a CMQ by a person with a good knowledge of the specificities and with a neutral position for this CMQ. This approach could be generalized, for example with CMQ involved in another region but remaining within the theme of the audited CMQ.

Satisfaction measurement
- Measuring the satisfaction, on an annual base, of CMQ stakeholders can be done using the “Assemblée Générale”. Indeed, the latter brings together all the members of the CMQ. It meets on an annual basis which allows a return over a reasonable period for the implementation of corrective, curative or preventive actions if necessary. An analysis can, for example, be carried out through an online satisfaction questionnaire during an “Assemblée Générale” meeting.
- Overall, on a larger timescale, stakeholder satisfaction will also be measured by the development of the CMQ and its re-labeling at the end of the initial period. 
Last update : 2021-05-27