The Quality Management System of the University of Kuopio (UKU) CHE

Transcription

1 The Quality Management System of the University of Kuopio (UKU) CHE 18.- Sirpa Suntioinen

2 Content/1 Finnish Universities The University of Kuopio (UKU) The European Context of Quality Work The Short History of UKU s Quality Work UKU s Quality Work Today UKU's Experiences about Quality Work

3 Universities in Finland Annually new students students in all 20 research universities, Helsinki (4) Espoo (1) Turku (3) Tampere (2) Jyväskylä (1) Joensuu (1) Lappeenranta (1) Kuopio (1) Vaasa (1) Oulu (1) Rovaniemi (1) Art academies (3) in Helsinki Vaasa Rovaniemi Oulu Jyväskylä Tampere Turku Helsinki Espoo Kuopio Joensuu Lappeenranta

4 Finnish Universities Public, state universities Founded by the University Act and subsequent amendments Recieving 50-70% of their total funding from the state budged (UKU about 53%)

5 Mission and values of the University of Kuopio The mission of the University of Kuopio is to generate educational excellence to promote learning in Finland by producing new and internationally high quality scientific research, new research-based applications and a high standard of research-based teaching. The core values of the University of Kuopio are freedom justice equality.

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8 The European Context for UKU's Quality Work The University Act Internationalization Recognized quality mangement system EU - EHEA Bologna declaration - European degree system Berlin communicee 2003 Bergen communicee 2005 The Ministry of Education FinHEEC: Audits of Quality Assurance Systems of Finnish Higher Education Institutions, Audit manual Continuous improvement

9 Bologna process Berlin communicee: by 2005, national quality assurance systems should include: A system of accreditation, certification or comparable procedures. EUA s recommendation: Quality Assurance: A Reference System for Indicators and Evaluation Procedures After Bergen communicee: EHEA: Standards and Guidelines for Quality Assurance in the European Higher Education Area MinEdu Fin: Korkeakoulutuksen laadunvarmistus 2004:6 (Quality Assurance in Higher Education)

10 The history of quality work in UKU In 1996 UKU is to be a university of high quality (Rector Ossi V. Lindqvist) In 2002 The Management Team of the University was named also as the Management Team of the Quality Work a full-time quality manager was appointed free hands, clear responsible position autumn 2003 => ISO 9001:2000 certificate for the teaching and learning processes all departments were committed to participate in regular internal audits by the end of the year 2006

11 The Strategic Decision The leadership of the university was really committed and motivated to the quality work and to continuous improvment They showed their commitment by offering resources and by many other ways creating QMS is a long term process (years) and demands lots of work from many persons (tens, hundreds of persons)

12 The starting point and the goal of UKU s quality work/1 Comprehensive Quality Management System Covering all the University s activities and fields at all levels teaching and research administration university, faculties, departments Supporting strategic management and continuous systematic development of the University Annual negotiations, autumn 2003 Quality contract between the Rector and the Deans Our quality system is ready to be audited internally in 2004/2005/2006'

13 The starting point and the goal of UKU s quality work/2 Why according to ISO9001-standard? International aspect - certificate is known world wide Gives guidance to quality work Internal audit system

14 Quality Organisation/1 No new bodies/boards/committees Three-cornered management system University Senate Highest decission making body Management Team of the University Highest planning body (strategic) The Deans of the faculties The Boards for Evaluation and Development of teaching/research/social interaction Planning bodys Chaired by rector/vice-rector

15 Quality Organisation/2 Quality Manager full-time coordinates and produces guidelines for the quality work of departments and their internal audits draws and maintains the Main Quality Manual plans and organises external audits and assessments Quality Officers all the departments have their own appointed parttime quality officers are working with the Quality Manager Internal Auditors all the departments have trained their own auditors students are acting as co-auditors

16 Quality Policy of UKU The quality policy of the University of Kuopio includes the following owing subjects: to maintain the quality system, which supports the University to manage the basic tasks reliably and efficiently at all levels, taking into consideration the needs of the individuals, society and the environment. to base the strategic leadership and actions on the continuous development by analysing the results of the evaluations to remain as an innovative, nationally and internationally appreciated and eligible studying, working and research community and partner to boost the well-being of the personnel and students

17 Tools of Quality Work/1 Quality web pages Quality Manuals according to ISO 9001:2000-standard Common language, common rules and guide lines Main Quality Manual (university level) Other quality manuals (faculties, departments)

18 Content of the Quality Manuals in UKU (on university, faculty and unit level) 1. Management Quality work as part of strategic management Management reviews 2. Resources Staff Working environment, equipment,, safety Funding 3. Processes Core Processes Support Processes 4. Evaluation and Improvement Audits (external( external, internal) Evaluations (national, international) Analysis of the data and improvement of activities

19 Tools of Quality Work/2 Indicators Derived from the strategy A Internationally high standard of research B Research-based innovative teaching C Strengthening strategic partnership D Reinforcing the University's positive image E Reinforcement of the University's contribution to society F Improvement of financial profitability G Developing international activities According to BSC

20 Teaching indicators years av. aim actual aim actual A Internationally high standard of research B Reseach-based innovative teaching 12 masters degree in 5 years (%) number of centres of excellance in teaching 1 1 C Strengthening strategic partnership 14 feedback from employers ** ** D Reinforcing the University's positive image internally and externally 15 selected students / applicants (selection %) E Reinforcement of the University's contribution to society 16 employment of masters (%) 88/86/** 90/86/** 17 number of students in open university/ects:s points awarded 3494/ /32012 number of students in complementary courses / number of courses 3527/97,2 3543/99 F Improvement of financial profitability G Developing international activities 18 number of foreign students in intern. degree programmes 58,6 90 (1) 19 student exchange(leaving / coming) 105,4/85,2 132/

21 Teaching and Learning Process Student Sending application Students Affair Office Marketing and recruitment Faculties/Teaching units/departments Support Processes in Teaching Marketing communication Co-op. with society 18 Secondary highschools 19 Student selection 15 Polytechnics and other universities - internationalisation Accepting the study place 13 Planning, delivering and evaluating of teaching and tutoring Studying PSP Completing the degree 12 ECTS register career service Planning and providing the study infrastructure (library, learning centre, IT centre) 14 labour market LLL 17 Awarding the degree Employment Open university, complementary courses

22 Lower level indicators Board for Evaluation and Improvement of Teaching Planning, delivering and evaluating of teaching and tutoring Student feedback system Course feedback Study Path feedback feedback of feedback National Student Survey

23 Tools of Quality Work/3 Management Reviews Management Team performs annually to ensure continuing suitability, adequacy and effectiveness of the University's QMS Incluedes assessing opportunities for improvement and the need for changes

24 Tools of Quality Work/4 Management Review involves results of audits and evaluations customer feedback process performance HR -report financial issues indicators follow-up actions from previous management review status of preventive and corrective actions changes that could affect the QMS recommendations for improvement

25 Tools of Quality Work/5 Training General quality training for staff Audit training for auditors and students Principles of Quality Work 1.5 ECTS - for students Special training for quality officers, leaders and mangers Purpose of the extencive training The whole staff and all students know the basic principles of the quality management system

26 Staff and Students as Quality Actors Administration Management Team (directs the quality work) Governing Board (highest decision making body) The Board for the Evaluation and Development of Teaching/Reseach/ Faculty Councils Educational Planning committees Department Meetings Quality Manager Creating the quality management system Quality training Audits

27 ISO9001:2000 principles Customer focus Leadership Involvement of people (staff and students) Process approach Systematic approch to management Continual improvement Factual approach to decision making Mutually benefical supplier relations

28 Demands of ISO9001:2000 Description requirements 1. Core processes 2. Control of documents 3. Control of records 4. Internal audits 5. Control of nonconforming products 6. Corrective action 7. Preventive action ISO 9001 is quite flexible today - as far as there is objective evidence of continual improvment of the performance of processes

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30 Audits Audit is systematic, independent and documentated process for obtaining audit evidence and evaluating it objectively to determine the extent to which audit criteria are fulfilled concerning the QMS is performed as agreed in advance with the target helps the target to improve its activities and quality system first internal audit was performed minimum: 1-4 auditors/department

31 Where are we today/1 Quality Culture has been adopted - the system is familiar and in use leadership strongly committed indicators selected according to the new strategy (BSC system)=> annual management reviews quality work and policy discussed in internal AEP and in annual financial and activity negotiations Quality Manuals main Quality Manual version 3.1 approved in University Senate December 2007 Homepage English version also

32 Where are we today /2 Internal audits all departments/units have been audited atleast twice are included in annual audit plan/schedule per year we have recieved positive feedback about audits they serve as good praxis for the external audits they help to improve the processes continuously they help to adopt good practices important fingings of internal audits are taken on the agenda of management reviews

33 Where are we today /3 External Audits Helped to motivate the staff Inspecta Certificate Teaching Process Performed during Dec Nov days all faculties management system International certificate awarded, Nov The first follow-up audit, Nov. 2007

34 Where are we today /4 External Audits FinHEEC concerning all processes, all levels 2,5 days, Dec certificate awarded, March 2006 next: Autumn 2010 (UEF)

35 Where are we today /5 Evaluations international and national teaching and research programmes Benchmarkings international and national

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37 Audit performed by FinHEEC Enhancement-led evaluation performed according to Audits of Quality Assurance Systems of Finnish Higher Education Institutions, Audit Manual for FinHEEC publication 4:2006 Includes all processes (research, teaching, support processes) New version: Audits of Quality Assurance Systems of Finnish Higher Education Institutions, Audit Manual for FinHEEC publication 10:2007 We recieved an extensive usefull report

38 Strengths of UKU Quality work has proceeded in a determined way Documentation is extensive, quality web pages are highly informative Planning and improvement of teaching processes are well organized Staff and students have good opportunity to participate and are well motivated and committed in quality work 'All know what QMS is about.' Training in QMS is well organized and extensive Stakeholders have opportunity to contribute Management Reviews

39 To be improved indicators (new indicators have been adopted ) descriptions of the processes crossing the interfaces (much has been done, work is going on) systematic student feedback system, collection, analysis and their use in planning (new system has been adopted autumn 2006) process approch instead of department approch (this process is on-going) description of research process (has been added to the main quality manual spring 2007)

40 Audit by Inspecta We wanted to achieve an international certificate for our teaching and learning processes => effective marketing of our international master degree programmes audits (11 days) certificate was awarded in november 2006

41 Good experiences about QMS More systematic management Management Reviews more reflective and conscious attitude in all activities Certificates international visibility new partners Extra funding from Ministry of Education Internal audits helped to orientate towards external audits

42 What has changed? Systematic ways to act and to improve processes systematic feedback system evidence based improvement management reviews internal and external audits benchmarking and comparative partnerships adequate documentation systematic management of reclamations and nonconforming products

43 Negative experiences about QMS Creating QMS demands lots of work = costs quite a lot certification, Inspecta: /3 years FINHEEC audit: /6 years other costs /year => totally /year the first results are obtained just after years people get tired

44 What next UKU? Hard objective-oriented work before certification - now we start to see the fruits - the positive effects Challenging - thou motivating and rewarding Well-being of staff is important - not too much stress Keeping up the level of certification and the motivation Keeping up the continuous improvment International benchmarking processes (ESMU) Next FINHEEC audit in 2010 (UEF)

45 The University of Eastern Finland UEF "to better respond to global challenges in changing operating environment" Vision 2012 UEF is an international and multi-disciplinary university with a firm status among the leading universities in Finland important part of the Finnish innovation system benefits especially Eastern Finland Mission incorporates the universities of the region and emphasises their operations in education and research create an internationally visible profile in education and research Strategy to be published in winter

46 University of Kuopio /University of Joensuu The University has more than 6,100/8,200 students of which 5,100/7400 pursue Bachelor- or Master-level studies 1,000/800 are postgraduate students. Annually 1,000 new students, 470/680 master degrees and 165/155lower degrees, 90/55 doctoral degrees, 70 professional postgraduate degrees. The number of staff is 1600/1400, of whom 367/536 are teachers. Annually the total budget is about 100/100 million euros.

47 Kuopion yliopisto: Canthia, 1978, (arkkit. Juhani Katainen) 2 - Snellmania, 1981 (Juhani Katainen) 3 - Studentia, 1988 (Juhani Katainen) 4 - Melania, 1990 (Juhani Katainen) 5 - Tietoteknia, 1990 (Pentti Toivanen) 6 - Bioteknia1, 1994 (Riitta Korhonen) 7 - Bioteknia 2, 1999 (Riitta Korhonen) 8 - Microteknia 1, 2000 (Pekka Laatio) 9 - Microteknia 2, 2002 (Quim-arkkitehdit Oy sekä arkkit. Sillman) 10 - Mediteknia, 2003 (Juhani Katainen) 11 - Medistudia, 2004 (Juhani Katainen) 12 Lentoon, 1982 (taiteilija Markku Viitasalo) 9