On the occasion of the anniversary of the Lucerne University of Applied Sciences and Arts

The Lucerne University of Applied Sciences and Arts (HSLU) celebrates its 20th birthday this year. It was founded in 1997 as a university of applied sciences for the six central Swiss cantons of Lucerne, Uri, Schwyz, Obwalden, Nidwalden and Zug. It is one of the oldest universities of applied sciences in Switzerland. In the meantime, the educational landscape has changed immensely: Among other things, the universities of applied sciences were given a "fourfold performance mandate that still needs to be fulfilled today", explains Markus Hodel after the anniversary celebration on 19 June at the modern HSLU complex at Werftestrasse 4.

The HSLU is in constant competition with national and international universities. They are obliged by the Swiss Confederation to operate a quality management system. The HSLU joined the model of the European Foundation for Quality Management (EFQM) at an early stage. In 2010, it was the first university in the German-speaking world to receive the "Recognised for Excellence 3*" award, and in 2016 it was even awarded the ESPRIX prize.

In order to continuously develop its quality in education and training, application-oriented research and services, it needs new visions and models. Where does the HSLU get new qualitative impulses? Rector Markus Hodel on the current and future challenges facing the Lucerne University of Applied Sciences and Arts.

"Developing a curriculum and not adjusting it for years doesn't work."

Dr. Hodel, what do you consider to be the most important quality characteristics that a university like the HSLU should continuously adhere to?
Markus Hodel, HSLU Rector: The decisive factor is a clear strategy based on the vision and mission in all four areas of performance of the Lucerne University of Applied Sciences and Arts: education, continuing education, research and services. We periodically evaluate where we stand with our goals by means of surveys - both of staff and students as well as of employers and the general public - and derive appropriate measures. These may include the reorientation or addition of modules or the further qualification of employees as well as the coaching of managers.

Developing a curriculum today and not adapting it for years is not possible.

How do you manage the university in terms of quality management?
We integrate quality management into our management activities, i.e. we coordinate instruments such as employee or student surveys with the strategy and budgeting rhythm. In the periodic review of where we stand with regard to strategic goals, the key financial figures are also informative, for example the amount of the continuing education budget for employees. Or, for example, the prioritization of our research volume of around 21 percent of total sales (editor's note: CHF 51 million of around CHF 253 million in total expenditure).

What do you yourself weight as more relevant: Continuous, internal processes or public milestones and awards?
Since the beginning of the development of a systematic quality management, the Lucerne University of Applied Sciences and Arts has followed the principle of concentrating on internal processes. Our focus is on achieving a high level of benefit for our stakeholders with our services.

For us, quality management means consistently running through the improvement control loop "Plan-Do-Check-Act".

We try to be in direct contact with all our stakeholders (e.g. alumni) to identify their needs and use their feedback for the development of our products and services.

However, when we have reached the appropriate level of maturity, we use procedures in the EFQM recognition programme to obtain external feedback. If this independent assessment ultimately results in us achieving the EFQM label "Recognised for Excellence 5*", we are happy to communicate this publicly.

As an educational institute, you operate in a highly regulated area. How do you see it?
That is indeed the case. I think it is a strength of the Swiss education system and part of its international reputation that high standards apply and compliance with them is checked. Under the new Higher Education Promotion and Coordination Act (HEdA), all universities are obliged to undergo a comprehensive institutional accreditation every seven years. This essentially checks whether the university can ensure that its strategic goals are achieved with its quality management.

The review takes place on the basis of 18 defined standards. With its corporate governance based on the EFQM model, the Lucerne University of Applied Sciences and Arts has established good prerequisites for this and plans to successfully complete this accreditation process by 2019.

What does the term "business excellence" mean to you - in general terms?
Business Excellence is a holistic way of doing business and achieving sustainable results. We achieve this through an intensive exchange with the relevant stakeholders:

• with students in education and training and their current or future employers, research partners and service recipients.
• with staff, both academic and administrative
• with representatives from politics and society.

Looking back, what were the biggest challenges for the HSLU?
With our six departments of Engineering & Architecture, Business, Information Technology, Social Work, Design & Art and Music and over 1600 employees, we are a very diverse institution and therefore have different cultures. Getting them all under one roof in the quality development process was certainly the greatest challenge. For example, we saw on the basis of various assessments that leadership training is needed in order to implement a common strategy and common values.

The HSLU is an organisation divided into various units. To what extent does this make the implementation of EFQM more difficult or easier?
Certainly, small organisations are usually more agile in development processes. In organisations such as the HSLU, it must be ensured that implementation takes place cascade- ly, from top to bottom, across all units at approximately the same time. A clear commitment from the highest management bodies and their consistent efforts to motivate the next level down is essential.

Small and large companies still differ in the number of management levels. In large companies, there is definitely a risk that something is "lost" on the longer and more circuitous way to the base - when I think of content and motivation.

What are the next strategic goals of the Lucerne University of Applied Sciences and Arts?
In the development of Swiss universities of applied sciences, the dual competence profile of lecturers is gaining in importance: practical experience and scientific knowledge. We want to further qualify our lecturers in scientific methodology as well as with regard to digitalisation and the associated didactics. We also want to further develop interdisciplinary cooperation in research and teaching. We have invested a great deal in the development of interdisciplinary study programmes and research projects - both conceptually and financially. Our broad range of subjects, from technology to art and design, results in new and surprising approaches, for example when engineers cooperate with designers to develop energy-efficient and at the same time aesthetic products. In the further development of this strength, I see the best opportunities for us to distinguish ourselves. The HSLU's current and medium-term priorities are digitalisation, human resources development and the establishment of interdisciplinary subject clusters.