Creating quality together AT THE UNIVERSITY OF JYVÄSKYLÄ
2
“Quality refers to accuracy. For the same question, the answer is always the same irrespective of who is asking.” Tiia-Riikka Tero EDUCATION COORDINATOR, STUDENT AND ACADEMIC SERVICES
CONTENTS 3
Quality in operations at the University of Jyväskylä
4
Quality management at the University of Jyväskylä
6
Milestones of the university’s quality work
8
High-quality educational activities
10
High-quality research activities
12
Leadership and management support high-quality operation
3
Quality in operations at the University of Jyväskylä
“Quality is a goal-oriented component of the operational culture.” Peppi Taalas
Our quality work encompasses the
advantage of diversity as well as foster
basic tasks of universities: research and
interaction and trust. We encourage
education, societal interaction based
multidisciplinary collaboration and aim
on these activities, and services to
at continuous quality improvement.
support the core tasks. Major goals set by the university itself are included in the development programmes of the university’s strategy. In addition, the university is bound to the requirements of regulations and agreements it has signed. At the University of Jyväskylä, quality means operations that aim at achieving the established goals and fulfil relevant standards and requirements.
Each staff member and student of our university community is responsible for the quality and qualitative development of his or her own actions. We are working together in line with the university’s values, goals, and shared practices. By consistently doing the right things at the right time and in the right way, we will achieve ever better quality.
Continuous quality improvement is an overarching theme for the whole strategy of the university. Our values – openness, trust, quality, and integrity – are fundamental to the working culture of our university community. We think in a fresh way, inspiring one another and encouraging experimental approaches. We appreciate and take
DIRECTOR, CENTRE FOR MULTILINGUAL ACADEMIC COMMUNICATION
OPENNE SS, TRUST, QUALITY, AND INTEGRITY ARE THE BASIS FOR THE WORKING CULTURE OF OUR UNIVERSITY COMMUNITY.
“For us, high-quality activities mean that we envision and facilitate academic learning for adults and enable that everybody can realise their dreams. In our work, societal impact is highlighted. We strive for world-class research with connections to our region. Societal interaction becomes concrete because the University Consortium is a respected builder of and contributor to partnerships, one that is greater than the sum of its parts.” Ismo Hakala PROFESSOR, KOKKOLA UNIVERSITY CONSORTIUM CHYDENIUS
4
Quality management at the University of Jyväskylä Good quality management is part of
OUR QUALITY SYSTEM
all university activities, and it calls for
• ensures that we are doing the right things in the right way
continuous operational development. The aims, responsibilities and procedures of the quality management system are set out in the university’s quality policy, while the system is linked to the management system and operational
• yields information in support of the development of leadership and operations at JYU • supports our university's appropriate, goal-oriented, high-quality operations
“I see quality management as an integral part of strategic management. It is not a separate task; instead, it is based on the goals and responsibilities set out in the strategy. Quality management facilitates reaching these goals. It ensures that the community is appropriately equipped with the necessary knowledge, skills and resources for achieving the established goals. Moreover, good quality management also means a clear distribution of responsibilities.” Hanna-Leena Pesonen DEAN, JYVÄSKYLÄ UNIVERSITY SCHOOL OF BUSINESS AND ECONOMICS, CHAIRPERSON OF THE QUALITY MANAGEMENT STEERING GROUP
steering of our university. By improving • promotes the culture of continuous quality improvement. our capacity for knowledge-based management, we reinforce good leadership and a collaboration culture aiming at ever better quality. Quality management at the University of Jyväskylä is based on consistent planning, implementation, monitoring and evaluation, as well as development based on them. Quality management is essentially grounded in systematic collection, monitoring and analysis of data. In our daily university life, quality management manifests as different instructions, steering processes, process descriptions, and feedback systems.
An essential operational model in quality management comprises continuous and anticipatory development based on feedback and evaluation. The tools
system is audited at six-year intervals.
“Quality work is about building trust in the university’s internal decision-making. Only after describing realistically how things are can we describe how they should be. For many students, quality is crystallised in feedback given on education, the possible changes it brings about, and that the provider of the feedback is told about the change. However, quality is also about legal protection and nondiscrimination, that is, whether students can trust that they will receive similar decisions related to their own issues regardless of the person working on the case.”
The developmental evaluation makes
Joachim Kratochvil
our university even better.
SPECIALIST IN ACADEMIC AFFAIRS, STUDENT UNION OF THE UNIVERSITY OF JYVÄSKYLÄ
applied in evaluation include internal audits and self-assessments as well as external audits conducted by individual experts or expert groups. In addition, the Quality Management Steering Group monitors the implementation of developmental measures. The success of the university’s quality management
5
• • • • • •
Development of research activities Development of educational activities Development of learning skills Development of processes and services Staff training and competence development
•
AC T
L E A DE R S H I P AND M A NAG E M E N T
• • • •
ORG A N I SAT IONA L C U LT U R E
PL A N
HIGH-QUALITY OPERATIONS AT THE UNIVERSITY OF JYVÄSKYLÄ CH E CK
• • • • • • •
Strategy and development programmes Action plans Curricula Study planning Goal-setting and development discussions Planning for societal interaction and impact
QUA L I T Y M A NAG E M E N T
DO
•
Monitoring the implementation of strategy development plans Analysis of the operating environment Annual reports, financial statements and other yearly reporting Compliance audits Internal self-assessments and audits External assessments and audits Feedback and surveys
• • • • •
Implementing the strategy development programmes Research activities Teaching, guidance and assessment Studying Societal interaction and impact Support services
S T R AT E G Y 2 0 3 0
WISDOM AND WE LLBE ING FOR US ALL OPENNESS
TRUST
QUALITY
INTEGRITY
6
Milestones of the university’s quality work The university’s goal-oriented quality
gradually integrated into the strategic
management can be seen to have
management and operational steering
started at the beginning of the 1990s,
of the university, while also launching
when the operations of the univer-
systematic internal evaluations. In
sity were evaluated as a whole. The
2005, an external overall evaluati-
university received its first Centre of
on of research activities was also
Excellence in Research recognitions at
conducted.
the end of the 1990s.
In the 2010s, evaluation activities
In the early 2000s, a number of pro-
have become an established prac-
jects (OPLAA 2000–2002, OPLAAPro
tice and several internal audits and
2003–2006, and JOPLAA 2002–
self-assessments to support the
2005) were carried out to develop the
development of activities have been
university’s educational and mana-
carried out at the university. As for
gement activities. During the same
external evaluation schemes, the
years, an external evaluation was
university is involved in, for example,
conducted concerning the university’s
the WWF Green Office environ-
administration. The first Centre of
mental management system and in
Excellence recognitions for education
the Human Resources Strategy for
at the university were received in
Researchers (HRS4R).
2004. Quality management work was
THE UNIVERSITY R E CE I V E D I TS F I R ST CE N T R E OF EXCE LLE NCE IN R E SE A RCH R E CO G N I T IONS AT T H E E N D OF T H E 19 90 S .
7 A SELECTION OF THE UNIVERSITY’S EVALUATIONS 2002
ISO 9001 Quality Management System Certificate for University Printing Services (Latest in 2019)
2005
External evaluation of research activities (also in 2010, 2018)
2009
Quality Management System audit (FINEEC, the most recent one was carried out in 2015, currently underway in 2020*)
ISO 14001 – Environmental Management System Certificate for University Printing Services (Latest in 2019)
2010
Internal audit for project activities
2011
Association of MBAs (AMBA) accreditation for the Jyväskylä University School of Business and Economics (latest in 2020) Internal audit for HR management and HR processes
2013
Developing Researcher Career with HRS4R (HR Excellence in Research, latest 2019) WWF Green Office Certificate (latest in 2019) External evaluation of the societal impact of higher education institutions (FINEEC)
2013–14
Self-assessments of education
2014
External evaluation of management Internal audit for equality issues Self-assessment of study administration services
2015
Self-assessment of research and innovation services
2016
Internal evaluation of doctoral training
2018
Self-assessment of research ethics Association to Advance Collegiate Schools of Business (AACSB) accreditation for the Jyväskylä University School of Business and Economics
2019
Evaluations of educational fields: humanities, business and economics, technology, and social sciences (FINEEC) Self-assessment of the feedback system for education Self-assessment of training in university pedagogy
2020
Business Graduate Association (BGA) accreditation for the Jyväskylä University School of Business and Economics Self-assessment of student mobility
*FINEEC will audit the university’s quality management system in December 2020.
8
High-quality educational activities We value teaching and ensure its
curriculum development
continuous quality development. We
cycle includes a systematic
secure equal and non-discriminating
evaluation study conducted
opportunities for our students for
by the Finnish Institute for
their learning and the development
Educational Research.
of their expertise. We support and promote students’ learning capacity and take care of their wellbeing.
The feedback system for education is one of the main tools for educational quality
“For me, quality means above all high-quality teaching. Of the kind that inspires you to gain new insights and develop yourself as a critical thinker.”
The education development pro-
management. Student feed-
gramme included in the university’s
back on teaching, guidance
strategy, “Educating experts with
and education is used in re-
influence”, guides the university’s
lated development activities.
Nina Kumpulainen
We develop our teaching
STUDENT, DEPARTMENT OF BIOLOGICAL AND ENVIRONMENTAL SCIENCE
educational activities and related development. The Education Council monitors the state of education, the implementation of the strategy development programme as well as the progress of evaluation-based development measures.
and educational activities in a research-based way in multidisciplinary and international collaboration. Students are actively
involved in educational development, in preparing curricular policies, in cur-
Educational activities are strongly
riculum planning, andas members of
directed by various regulations. The
development groups of their faculties
quality assurance criteria for the
and departments as well as serving as
university’s education programmes
liaisons toward their subject associa-
are applied when establishing new
tions.
degree programmes or when revising or discontinuing existing ones. Shared policies guide curriculum planning, setting learning outcomes, supervision and study planning (personal study plans). In addition, the three-year
We promote the high quality of education and teaching by, for example, ensuring appropriate weighting of teaching merits in recruitment, providing training in university pedagogy, funding teaching-related develop-
ment projects and teachers’ research periods. Our JYULearn concept helps us develop learning environments in a research-based way and promote teachers’ pedagogical expertise in these developing digital environments. Within the Student Life concept, we develop and examine services and programmes that promote students’ learning capacity and wellbeing. By following the principles of high-quality guidance and providing supportive training for the application of these, we ensure equitable support for the advancement of our students’ studies.
9
PL A N
DO
CH E CK
ACT
• Goals of education • Education development
• Degree Regulations • Implementation plans for
• Monitoring of the
• Development of teaching • JYU model for the development
• Quality assurance criteria
• Assessment criteria for
• Curricula • Learning outcomes for
• Accessibility and non-
programme
for education programmes
degrees and study components • High-quality guidance at the University of Jyväskylä • Personal study plans (PSP)
guidance
learning and competence
discrimination at the University of Jyväskylä • Recognition of prior learning • Processing of academic fraud
“In teaching, quality means that teaching is carefully planned and based on research knowledge and that teaching includes genuine encounters to empower both studentsand teachers.” Pekka Koskinen SENIOR LECTURER, VICE HEAD, DEPARTMENT OF PHYSICS
strategy development programme • Key statistics for education • Assessments and accreditations • Feedback on guidance, teaching and learning
of teaching, developmental projects and research periods • Development of JYULearn learning environments • Research-based development of the curriculum process • Development of Student Life action model and activities • Development of JYUStart initial orientation for students • Development of educational support services • Development of teachers’ expertise
“In practice, educational quality management means, for instance, that the curriculum process is developed in a research-based way and curricular planning is guided by collaboratively prepared policies. This way we can ensure that we develop high-quality curricula as well as learning outcomes for degrees and their components. We support the implementation of students’ personal study plans by means of high-quality guidance, for which we have shared principles and training that helps apply them.” Marja-Leena Laakso VICE RECTOR RESPONSIBLE FOR EDUCATION, UNIVERSITY OF JYVÄSKYLÄ
10
High-quality research activities The excellence of our research activi-
on series. In addition, the university
ties arises from our researchers’ strong
regularly evaluates the quality and
ethical competence, versatile metho-
operation environment of research in
dological mastery, and capability for
order to develop its research activities.
networked cooperation as well as from their significant scientific and societal impact. We foster creativity, freedom of research and the renewal of science.
We support effective research activities in recruiting procedures, by the research period system, start-up funding for new professors, the systematic
Research and innovation activities
development of research infrastruc-
are guided by the focal areas of the
ture, and providing help with applying
university’s strategy and the research
for international research funding. We
development programme, “Putting the
follow the principles of responsible
researcher first”. The Science Council
conduct of research and ensure the
follows and monitors the implemen-
quality of research pursued at the
tation of the strategy development
university with regard to the research
programme as well as the progress
processes and results.
of evaluation-based developmentalmeasures. The Science Council regularly reviews the level and effectiveness of the university’s research.
The university promotes the openness of scientific research by guiding and training researchers, teachers and students, creating functional working
Academic peer review constitutes
processes and action models, and
the core of quality management for
developing systems for these purpo-
research activities. Typical examples
ses. Support services for research offer
of this are the processes for filling
concrete tools and operation models
academic posts, processing of funding
for the implementation and promotion
applications for research projects,
of research and innovation activities
and reporting of research findings in
and entrepreneurship.
conferences and academic publicati-
11
PL A N
DO
• Goals of research • Research development
• Principles of open science • Guidelines for research
programme • Ethical review of research • Principles of open science
integrity and research ethics • Guidelines for immaterial property rights • Support services for research • Responsible conduct of research
“For me, a premise of high-quality research is that we set out to challenge big enough issues either from a societal or scientific perspective. Only this way can we get answers that bear significance in terms of scientific progress and resolving major societal problems.” Mikko Mönkkönen DEAN, FACULTY OF MATHEMATICS AND SCIENCE
CH E CK
• Academic peer review • Monitoring of the
AC T
• Development of
prerequisites for research
strategy development programme • Key statistics for research activities • Evaluation of research activities
“Openness is an integral part of high-quality and responsible research. With the support services for open science and research, we help researchers at the different stages of the research process so that the outcomes would be as effective and useful as possible for the researchers themselves as well as for society, science, and the research community. Visibility and sharing of knowledge increases the potential for impact.” Irene Ylönen SERVICE MANAGER, OPEN SCIENCE CENTRE
• Development of research infrastructures
• Development of support services for research
• Development of
researchers’ expertise
“Explicit quality management ensures that peer review is also used systematically in the university’s internal processes and that the operation of the university and its units is evaluated regularly.” Timo Tiihonen PROFESSOR, FACULTY OF INFORMATION TECHNOLOGY
12
Leadership and management support high-quality operation At our university, good leadership is
faculties, departments, and indepen-
based on openness, trust, non-discri-
dent institutes is integrated into the
mination, collaboration, recognition of
university’s planning, development,
the individual’s potential, and caring.
and reporting processes. The vice
Our capable, creative and thriving
rectors, vice deans and directors of
university community provides a
independent institutes form the uni-
fertile ground for the growth of new
versity’s Science Council and Educa-
knowledge and education, which is
tion Council. In addition, the faculties
changing the world through its inte-
and some departments have specific
raction with society.
development teams for their educati-
Leadership supports high-quality
The directors of all units of the
thened its academic leadership, and
university, the Education Council, the
the reinforced management system
Science Counciland the community
enables us to monitor quality issues
development groups are responsible
and take action on development
for the quality of activities and related
targets more systematically. The posts
development in their own domain in
of vice rectors and deans are full-time
accordance with the university’s ma-
posts. The vice rectors of the universi-
nagement system and delegated res-
ty, the vice deans of the faculties, and
ponsibilities. The finance and service
the deputy heads of departments are
director and the University Services
responsiblefor education as well as for
Management Team are responsible
research and innovation activities.
for the quality and development of
nagement teams of the university,
Hanna-Leena Pesonen DEAN, JYVÄSKYLÄ UNIVERSITY SCHOOL OF BUSINESS AND ECONOMICS
on and research activities.
operations. The university has streng-
The working of the respective ma-
“At its best, quality management makes the university community’s daily life easier. It helps make the shared goals visible and standardises procedures in the work community where necessary for high-quality operation. It is important to agree on shared rules for those things that are significant in view of the quality of activities andachieving results.”
the university’s administration and services.
OU R U N I V E R S I T Y COM M U N I T Y PROV IDE S A F E RT ILE G ROU N D FOR T H E G ROW T H OF N E W K NOW LE D G E A N D E DUCAT ION, W H ICH I S CH A NG ING T H E WOR LD T H ROUG H I TS IN T E R ACT ION W I T H S O CIE T Y.
13
The university has revised its
The university’s core activities –
operational management system
research, education, and societal
and enhanced its knowledge-based
interaction – as well as its work to
management, which has made opera-
support these together with related
tional planning and monitoring more
responsibilities are described in the
systematic. The evaluation and feed-
quality manual. The manual combines
back data yielded quality management
the university’s strategy, operatio-
system are used as a basis for the goal
nal requirements, goals, processes
setting and development measures of
and services into a coherent whole.
action plans. The university and units
Furthermore, the manual provides an
monitor the achievement of goals in
up-to-date view on the university’s
units’ annual reports and performance
operations, supports operational
discussions between the Rector and
planning and development, enables
unit management, which make up an
systematic monitoring, and helps in
“In our university community, striving for good quality is a matter of honour for each of us. The high quality of an organisation is founded on individuals’ actions and is strengthened through a shared culture. This calls for better awareness of quality and quality work and its continuous collaborative development. Good quality is not self-evident in a university, either.”
important part of informed action and
change management.
Keijo Hämäläinen
dialogue between the units and the university management.
RECTOR, UNIVERSITY OF JYVÄSKYLÄ
V I S ION
S T R AT E G IC T H I N K I NG
S T R AT E G Y DE V E LOPM E N T PRO G R A M M E S
The university’s values and principles as a whole
Laws, decrees, quality and agreements
G OA L S A N D R E QU I R E M E N T S
What we should do ORG A N I SAT IONA L C U LT U R E
U N I V E R S I T Y ’ S C OR E OPE R AT ION S Research
Societal interaction and impact
Education
OPE R AT I V E AC T ION S
ACTIVITIES SUPPORTING THE CORE OPERATIONS
Organisation management
HR management
Financial management
Facility management
Digitalisation management
Communications and marketing management
Knowledge capital management
What is possible
OPERATIONAL RESOURCES Leadership and participation
People and competence
Services and processes
Systems and technologies
Knowledge capital
Infrastructure
Ensuring th legality of operations
“High-quality operations call for compliance with shared rules. By following shared guidelines, we all contribute to the quality culture of our university community.” Katja Mielonen QUALITY MANAGEMENT SPECIALIST, UNIVERSITY SERVICES
See more about our university's quality work: www.jyu.fi/en/quality-management
