Aalto University: Quality Work - Building a Quality System

Quality Work – Building a Quality System

Kirsi Eulenberger- KarvettiJune 2014

Aalto University strategy framework

VisionThe best connect and succeed at Aalto University, an institution internationally recognised for the impact of its science, art, and learning.

Goal A world-class university by 2020

Internationalmission

Contributions to a better world

Nationalmission

Competitiveness andwelfare of Finland

Core processesandperformanceindicators

Strategic enablersLeadership | Internationalisation | Services | Infrastructure

Culture built on common values

Passion | Freedom | Courage | Responsibility | Integrity

Schools

School of Arts, Design and Architecture | School of BusinessSchool of Chemical Technology | School of Electrical Engineering | School of Engineering | School of Science

Societal impact

Adding value through

entrepreneurship,business liaison andsocietal interactions

Researchexcellence

Original, impactful,interdiciplinary

Pioneeringeducation

Students in focus,a new learning

cultureand approaches

Trend-setting art

Art, architecture and design as key drivers for improving living

environments

Why quality work? Background

Bologna process is to create a common European Higher Education Area (EHEA)

The six objectives: Easily readable and comparable degrees. Uniform degree structures. Establishment of a system of credits - the ECTS system. Increased mobility. Promotion of European co-operation in quality assurance with

a view to developing comparable criteria and methodologies. Promotion of the European dimension in higher education.

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Why quality work? Background

Finnish University Legislation (87§)

“The universities must evaluate their education, research and artistic activities and the impact thereof. The universities shall also take part in external evaluation of their activities and quality assurance systems on a regular basis. The universities must publish the findings of the evaluations they undertake.”

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Why quality work? Background

But first and foremost;

Own need to recognise, unify, develop and monitor our

own activities/processes and their quality and

efficiency

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Quality is when doing

Doing right things - strategy

In right way - prosesses

At right time - annual clock / planning

With right individuals - knowledge

Constantly improving - feedback, KPIs

And this documented -> Quality System

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Focus of quality work at Aalto

a. Recognize and model core-, management- and support processes

→ Unifying and harmonizing processes

b. Recognition of actors, defining the roles and responsibilities

→ Clarifying management chain and decision making

c. Feedback system – evaluation program

→ collect, handle, utilize feedback

d. Transparency

→ More communication, appropriate documentation - handbooks

e. Implementing quality culture, philosophy; PDCA (Plan-Do-Check-Act)

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Quality system

Processes- core-, and support processes, actors

Steering system- management processes, decisioin chain, annual clock, rules and instructions, communication

Feedback system- evalations, surveys, accreditations, audit, KPIs

PDCA (Plan, Do, Check, Act) - systematic

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Aaltocommunity

Contributions to a better world

Competitiveness and national

welfare of Finland

CORE STRATEGY Research excellence Pioneering education Trend-setting art Societal impact

ACADEMICLEADERSHIP

COMMON VALUES

Strategic enablers

Strategic planning and target setting

Operative planning and resourcing

Implementation,reporting and

forecasting

Evaluation and continuous

improvementMANAGEMENT

INPUT PROCESSES OUTPUT

Quality system / steering system

Feedback

Strategy

Support processes

Processes

Challeges

Independent schools

→ Everyone acts in their own way?

→ How to reach all

Commitment of management (all levels)

Different or no feedback systems

→ Utilization of feedback !

Lacking communication, documentation

Monitoring

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QM / QA – philosophy at Aalto University

Documents

P: plan what to do; strategy, roadmaps, plans, process descriptions

D: implementation of the plans, processes, development projects

C: monitor, evaluate, measure processes

A: actions to improveprocesses, activities

Process owners (University)

Management processes Process owner* Strategic planning and target setting  President* Operative planning and resourcing  CFO* Implementation, reporting and forecasting  CDO* Evaluation and continuous improvement  CDO

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Core processes Process owner* Research Provost* Education and learning Provost* Artistic activity Dean of ARTS* Societal impact Provost

Processes as a whole Process owner President

The management processes

1.1. Aalto strategy and forecasting

1.2. Aalto common policies

1.3. Performance agreement with MinEdu

1.4. Aalto funding model

1.5. Performance rewarding model

1.6. Degree program offering

1.7. School’s strategic planning

3.1. Operational management, reporting and forecasting

3.2. Financial management, reporting and forecasting

3.3. Personnel management, reporting and forecasting

3.4. Process management, reporting and forecasting

3.5. Statistics, financial statement and annual report

2.1. Resource planning (personnel, infrastructure, finances)

2.2. Process planning and development

2.3. Development discussions

4.1. Aalto evaluation program

4.2. Aalto strategy evaluation

4.3. Internal and external evaluations

4.4. Internal audits / self evaluations

4.5. External audits and accreditations

4.6. International rankings

4.7. MinEdu feedback

4.8. Evaluation results and actions

1. Strategic

planning and target setting

2. Operative

planning and resourcing

3.Implementation,

reporting and forecasting

4. Evaluation and

continuous improvement

MANAGEMENT Education Research

P

P

D

CA

Aalto University annual clock

October• Board: Budget seminar• MinEdu feedback

January-March• Annual statistics incl. MinEdu and other authorities• Development discussions (personell)

April• Strategy implementation reporting to MinEdu• Operational and financial framework (per unit)• Dean’s department dialogues• School’s strategic planning

December• Board: Budget approval• Ratification of resource allocation

September• Financial forecast T2• School’s budget proposal

February• Strategy implementation plan analysis and updates

March• Annual report (incl. financial statement)• Board: Financial statement and annual report• Management review

May• Financial forecast T1• President’s strategy dialogues• School’s strategic performance agreement

June• Board: Strategy seminar

November• Potential Tenure slot-decisions• Advance notice on President’s and

Deans’ resource allocations • University budget• Updated School resource plans

October-November• President’s resource dialogues

August–September• School’s resource planning

Management review

The purpose of the management review • Is to examine the results of the activities (KPIs) and in

particular, the feedback received through internal and external evaluations, audits and different surveys

• Is to agree the development measures and the responsibilities of those involved

• Is to agree evaluation programme• Is to examine the functioning of the quality system and to

agree on any changes to it• (Is to agree areas of internal audit / self-evaluation)

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Management review; example agenda

1. RESEARCH / ARTISTIC ACTIVITIES • Career and employment survey of doctors• Evaluation of artistic activities • KPIs

2. TEACHING AND LEARNING

Student feedback • Course feedback • Bachelor graduates feedback • Master graduates feedback• Career and employment survey of master

graduates (alumni feedback)• KPIs

3. SOCIETAL IMPACT • Evaluation of higher education institutions’

social and regional impact (FINHEEC) • Corporation round - feedback • KPIs

4. Other surveys and feedback• EQUIS re-evaluation• KPIs

5. Development of quality system and possible changes• Confirm of evaluation programme 2014-2018 • (Areas of internal audits)• Priori and scheduling of actions

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Autumn 2018• RAE – Research assessment

exercise• Career follow-up, doctors degree

2012-13

Spring 2014• SAB/SAAB-reviews• Bachelor student feedback, 2013• The state of scientific research (icl. Infras, tenure.tracks)• CEMS re-evaluation

Spring 2018• Service satisfaction survey• EQUIS re-accreditation

Autumn 2014• Internal self evaluations /audits

Spring 2015• Career follow-up 2009 MSc graduates• Service satisfaction survey

Spring 2016• Quality system audit (FINEEC)• SAB/SAAB-reviews• Service satisfaction survey

Autumn 2016• Career follow-up, doctors degree 2012-13

Autumn 2019• Employee satisfaction survey• Teaching evaluation M.Sc

Spring 2019• Career follow-up 2013 MSc graduates• Service satisfaction survey• CEMS re-evaluation

Autumn 2017• Teaching evaluation, B.Sc.• Employee satisfaction survey• Internal audits / self evaluations

Spring 2017• Career follow-up 2011 MSc graduates• Service satisfaction survey• AACSB and AMBA re-accreditation

Autumn 2015• Internal self evaluations /audits• Employee satisfaction survey

+ Continuous feedback: course feedback, graduates feedback, BSc & MSc

Aalto University- Evaluation Program 2014-2019

Aalto / School Handbook

describes the quality system of an organization/unit (Aalto/ School / Department)

informs the organizational processes and procedures as well as unifies activities in an appropriate manner.

contains organization, management, resources, processes as well as evaluation and development of activities.

is a description of present situation enhances the development of a unified quality culture is excellent orientation material

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Aalto Handbook- table of contents

1. Aalto University1.1 Mission, vision, values

1.2 Strategic goals

2. Core Activities2.1. Research Activities

2.1.2 Doctoral Education

2.2. Education & learning

2.4. Artistic Activities

2.5. Societal Impact

3. Governance3.1 Organization and Decision making

3.2 Management Processes

3.3 Quality management

3.4 Risk management

4. Faculty and staff 4.1 Tenure Track

4.2 Other Career Systems

4.3 Recruiting

4.4 Employee orientation

4.5 Competence Development

4.6 Employment Information

4.7 Equality

4.8 Well-being and Occupational Safety

5. Students

6. Key Enablers6.1. Infrastructure

6.2. Funding

6.3. Internationalization

6.4. Services

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Towards world-class

Major reforms

Innovations & new businesses

World-class science

Campus development

Aalto platforms for interaction

Internal efficiency & effectiveness

Impact

Renewal

New career system: tenure trackResearch & teaching evaluation

Degree reforms

Basis

Excellence & professionals

PrinciplesCollaboration | Internationalization | Multidisciplinarity | Innovation | Entrepreneurship

2010

2020

Thank you

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