Annual Responsibility Report

Transcription

1 Annual Responsibility Report 2007 Kymenlaakson ammattikorkeakoulu, University of Applied Sciences now publishes an Annual Responsibility Report instead of an Annual Report. The report is available in electronic form only. The Finnish version can be found at and the English version at

2 Table of contents KyAMK s first Annual Responsibility Report...2 President s review...4 Kymenlaakso University of Applied Sciences achiever of success...6 Services and organisation in Vision, Principal Undertaking and values...8 KyAMK s operating environment and partner network...9 Key figures Management...12 KyAMK s quality system and quality criteria for good management...12 Risk management...13 Active approach essential...14 Updated R&D and competence strategy...15 Kymenlaakson ammattikorkeakoulu, University of Applied Sciences promotes sustainable development...17 Social responsibility...18 Students...18 Personnel...24 Regional influence...27 Environmental responsibility...30 Financial responsibility...33 Kymenlaakson Ammattikorkeakoulu Oy financial review Reorganisation of the campus network continued...39 Annual reviews by division International Business and Culture...41 Social and Health Care...43 Technology, Forestry and Transport...45 Training Services...47 Administration...49 Laws and regulations...49 Good governance...49 Parent organisations...50 Board of Management...50 Governing Body...51 Management...53 Steering Group...53 Glossary...55 Contact details...57 Editorial information

3 KyAMK s first Annual Responsibility Report This is the first Annual Responsibility Report published by Kymenlaakson ammattikorkeakoulu, University of Applied Sciences (KyAMK), covering KyAMK s activities in Kymenlaakson ammattikorkeakoulu, University of Applied Sciences decided to start publishing Annual Responsibility Reports, because universities of applied sciences undertake significant social responsibility when carrying out the obligations laid down in the Polytechnics Act: teaching, research and development and regional development. This Annual Responsibility Report discusses last year s operations from three perspectives: social responsibility, environmental responsibility and financial responsibility. This way, Kymenlaakson ammattikorkeakoulu, University of Applied Sciences implements the principle of sustainable development that encompasses, respectively, social and cultural sustainability, ecological sustainability and financial sustainability. All the areas of sustainable development are now included in one report, published in Finnish and English. The Annual Responsibility Report replaces KyAMK s Annual Report. The Annual Responsibility Report is based on the information in KyAMK s environmental report (ecological sustainability), human resources report (social and cultural sustainability) and the annual report of the limited company Kymenlaakson Ammattikorkeakoulu Oy (financial sustainability). In accordance with the values of sustainable development, this report is published in electronic form on the internet only. Initiation of annual responsibility reporting is part of KyAMK s strategic development. At strategic level, Kymenlaakson ammattikorkeakoulu, University of Applied Sciences has chosen sustainable development as one of the central themes, or veins, that pass through all of KyAMK s activities. Sustainable development will be integrated into KyAMK s quality assurance system. The quality assurance system conforms to the EFQM (European Foundation for Quality Management) model, and performance is measured using the Balanced Scorecard (BSC). For most part, the information produced by these systems is in line with the international GRI (Global Reporting Initiative) guidelines. Kymenlaakson ammattikorkeakoulu, University of Applied Sciences aims to apply the GRI guidelines to its annual responsibility reporting from the very beginning. Statistical information included in the Annual Responsibility Report is obtained, for example, from the information provided by the BSC metrics. The principles and procedures of environmental management at Kymenlaakson ammattikorkeakoulu, University of Applied Sciences are recorded in the sustainable development programme published in The programme is based on ISO and the EMAS (Eco- Management and Audit Scheme) decree. According to the programme, Kymenlaakson ammattikorkeakoulu, University of Applied Sciences is committed to sustainable development in all its activities and encourages its personnel and students to support measures that help to minimise the environmental burden resulting from the activities. Furthermore, Kymenlaakson ammattikorkeakoulu, University of Applied Sciences conforms to the principles of the international Cre Copernicus declaration, according to which the principles of sustainable development are implemented in everyday activities including teaching and R&D which are developed in a more sustainable direction. Kymenlaakson ammattikorkeakoulu, University of Applied Sciences is 2

4 engaged in domestic and international networks of universities and other institutions of higher education to promote sustainable development. 3

5 President s review Kymenlaakson ammattikorkeakoulu, University of Applied Sciences had a successful year in Nearly all key figures showed favourable improvement. The key indicators of quality of instruction improved: the number of degrees successfully completed was up by nearly 10% from the previous year, the number of Bachelor s theses based on customer assignments rose, and the number of credits earned from R&D projects and online studies increased considerably. The financial situation is stable and the financial result was better than budgeted for, despite ongoing investment in our operations. I would like to thank the entire personnel and all the students this year s success was the result of our joint efforts! We are heading in the right direction, and we are fully capable of achieving even better results in the future. The Vice Rector was in charge of a team that focused Ragnar Lundqvist, President/Rector on pedagogic development, and the results of the work will be visible in the curricula for the next academic year. The goal is to develop a general vision of learning at KyAMK that will contribute to the quality of instruction. Integration of R&D into teaching was enhanced during the year, and R&D was successful in promoting regional development. The structural development process at Kymenlaakson ammattikorkeakoulu, University of Applied Sciences continued in accordance with the policy issued in KyAMK implemented a new organisational structure in August 2007, and the first impressions are positive. We are now in a position to take advantages of the synergies created. We streamlined our set of degree programmes and eliminated duplication. Despite the changes, our programmes remained popular with applicants. The moving of campuses from Elimäki to Kuusankoski and from Mussalo to Metsola in Kotka went smoothly. The students and personnel adapted well to their new premises and working environments. Reorganisation of the campus network caused much discussion in Early in 2008 it was decided that KyAMK will operate on two campuses in the 2010s: the combined Metsola-Jylppy campus in Kotka and the Kasarminmäki campus in Kouvola. This decision will considerably expedite future financial management. Furthermore, it will enable us to focus on enhancement of instruction and improvement of quality. The discussion on the reorganisation question became heated at times, but the solution we chose is in line with the opinions of the Finnish Ministry of Education on development of higher education institutions. 4

6 We continued the planning of a new building at the Kasarminmäki campus in Kouvola, although the plans have changed along the way. The planned transfer of University of Helsinki s Department of Translation Studies to Helsinki in 2009 will vacate premises in Kouvola. KyAMK intends to optimise use of the vacated premises, which is the socially correct, efficient solution. Therefore, our new building at Kasarminmäki will be smaller than originally planned, but it will nevertheless be modern, stylish and practical. In the Kouvola region, the goal is to concentrate our operations on the Kasarminmäki Campus in External structural development was carried out in accordance with the guidelines of the Finnish Ministry of Education. Kymenlaakso, South Karelia and Mikkeli Universities of Applied Sciences and Lappeenranta University of Technology (LUT) will engage in co-operation in Southeast Finland. In autumn 2007, Kymenlaakson ammattikorkeakoulu, University of Applied Sciences hired Senior Lawyer Markku Linna to investigate opportunities and alternative solutions for co-operation between the higher education institutions in Southeast Finland. His report at the end of the year proposed that in future, higher education institutions could be organised as subsidiaries in a group of limited companies, working as equal partners. However, the higher education institutions in the region are not ready for this yet. Instead, in 2008 the institutions involved initiated discussions on closer co-operation and distribution of work. Regional needs and the reports published by the Finnish Ministry of Education s national-level working groups will probably feed this discussion. The R&D and competence strategy for was updated under the leadership of the Development Director. The work was carried out in spring and summer 2007 by a large cooperative team that included staff members from KyAMK and experts from various industries. Four spearheads were chosen for KyAMK: preventive health care, safety of transport chains, emission measurement and product and business innovation processes. They support our previously chosen profile that is based on international business, logistics and health promotion. The strategy work also specified five veins that will become manifest in our everyday work (curricula and R&D, for example). They are sustainable development, service expertise, safety, expertise on Russia and entrepreneurship. Implementation of the strategy will be one of our most important ventures over the next few years. We were not quite as active in R&D as previously, partly as a result of technical reasons, but the number of R&D projects was nevertheless satisfactory. We systematically aimed for more extensive projects and integration of R&D into teaching. Multi-disciplinary projects were promoted, and the proportion of international projects increased. We are undergoing a period of continuing change. This requires patience, flexibility and strength from personnel and students. I know that the work has been hard at times, but the staff have managed outstandingly once more, I would like to express my thanks to everyone! We are on the right track, and it will help us to achieve good results over and over again. 5

7 Kymenlaakso University of Applied Sciences achiever of success Kymenlaakson ammattikorkeakoulu, University of Applied Sciences (KyAMK) has three principal commitments, defined in the Polytechnics Act: education, research and development (R&D) and regional development. These obligations are carried out in close co-operation with the world of work, educational organisations and other actors. Services and organisation in 2007 KyAMK provides multi-disciplinary higher education at seven campuses located in Kotka, Kouvola and Kuusankoski. The education includes degree-awarding Bachelor and Master programmes for young people and adults, studies at open university of applied sciences and other continuing education programmes. The fields of study are Technology, communication and transport, Natural resources and the environment, Social sciences, business and administration, Culture and Social services, health and sports. The profile of KyAMK is based on three areas of focus: international business Kouvola logistics Kotka health promotion Kotka and Kuusankoski. The organisation consists of four profit centres: three faculties based on KyAMK s profile and the Training Services unit. The faculties form three major centres of education and R&D, and they encompass seven departments altogether. In the academic year , the departments provided instruction in 18 degree programmes with a total of 42 specialisations. From 1 August 2007, the faculties and departments and their leaders are as follows: International Business and Culture, Kouvola, 1,500 students, Director Raimo Pelli Business, 920 students, Manager of Department Markku Puustelli Design and Media, 580 students, Manager of Department Kata Lyytikäinen Social and Health Care, Kotka and Kuusankoski, 830 students, Director Seija Aalto Social Care, Kuusankoski, 350 students, Manager of Department Auli Jungner Health Care, Kotka and Kuusankoski, 480 students, Manager of Department Päivi Mäenpää 6

8 Technology, Forestry and Transport, Kotka, 2,020 students, Director Juha Rissanen Seafaring and Logistics, 820 students, Manager of Department Tapani Salmenhaara Forestry and Wood Technology, 400 students, Manager of Department Kauko Yläsaari Technology, 800 students, Manager of Department Markku Huhtinen. The Language Department provides language instruction for all departments, and the Mathematics and Science Department is responsible for Mathematics and science instruction in Kotka. Language Department, Manager of Department Olli Ervaala Mathematics and Science Department, Manager of Department Timo Harju In addition, Kymenlaakson ammattikorkeakoulu, University of Applied Sciences has the following nine service units: Human Resources Services, Human Resources Manager Seija Rajamäki International Affairs, Manager of International Affairs Henrik Luikko Housing Management, Property Manager Heikki Kalve Library and Information Services, Library Manager Iiris Kuusinen Student Guidance and Administration, Manager Ulla Talvi Financial Management, Financial Director Antti Paloneva Data Administration, Data Administration Manager Timo Pirtilä Research and Development Support Services, Director Kari Kokkonen Communication Services, Communications Manager Marja Metso. Organisational chart 7

9 Vision, Principal Undertaking and values Vision 2012 Kymenlaakson ammattikorkeakoulu, University of Applied Sciences is a higher education institution that provides high-quality education, fosters competence, conducts applied research and engages in regional development in Southeast Finland as an important, target-oriented member of an efficient network of organisations. Mission Statement The multi-disciplinary Kymenlaakson ammattikorkeakoulu, University of Applied Sciences produces high-quality professional experts and maintains close links with the world of work and other training and research organisations. Kymenlaakso University of Applied Sciences promotes competence, innovativeness and welfare in the region through training, R&D and services and fosters areas of expertise that are important at the national level. Principal Undertaking The Principal Undertaking of Kymenlaakson ammattikorkeakoulu, University of Applied Sciences is to reinforce expertise in the region systematically at an individual, business and industrial level. Kymenlaakso University of Applied Sciences augments human resources in the region and undertakes an active role in promoting a regional innovation system and improving regional expertise. A further undertaking is to strengthen the cultural identity of the region in various ways. These tasks are carried out proactively and in co-operation with regional, national and international partners and development organisations. Main objectives The main objectives are to offer degree programmes and training services and engage in R&D projects and other activities that promote welfare in the region and respond to the competenceand development-related needs of individuals, companies and other stakeholders, promoting their success. Values Our Target Value, high professional expertise, is based on trust co-operation skills adaptability. 8

10 KyAMK s operating environment and partner network Kymenlaakson ammattikorkeakoulu, University of Applied Sciences operates at local, regional, national and international levels. The operating environment includes social and political institutions and other elements that have direct or indirect effects on the operations. The operating environment is linked to developments in society, such as legislation and the economy. KyAMK s degree programmes, continuing education programmes, projects, services, R&D projects and other activities have various social and economic effects. The Polytechnics Act states that universities of applied sciences should engage in co-operation with industry, businesses and the world of work in general, particularly within their own regions, as well as with higher education institutions and other educational institutions in Finland and abroad. 9

11 Key figures Realised in 2006 Realised in 2007 Target for 2008 FINANCIAL RESPONSIBILITY Scope of operations Turnover, EUR 26,082,151 26,870,942 28,910,085 Other income, EUR 5,263,234 4,970,525 4,123,830 Profitability Operating profit, EUR 854, ,775 1,432,836 Operating profit, % Profit/loss for the financial year, EUR 889, ,358 1,280,797 Profit/loss, % of turnover Return on equity, % Solvency Solvency ratio, % Productivity Costs per degree, EUR 38,530 - Costs per ECTS credit, EUR Cost-efficiency of premises Cost of premises/m 2, EUR 39 (in 2005) (target for 2009) Existing premises m 2 /student 20 m 2 (in 2005) 20 m 2 16 m 2 (target for 2009) Cost of premises/student, EUR 780 (in 2005) 819 (maintenance costs only) 1,168 (target for 2009, incl. capital costs) ENVIRONMENTAL RESPONSIBILITY Electricity consumption, GWh Heat consumption, GWh Water consumption, m 3 19,500 18,940 20,000 Amount of waste, tons 198 Waste management costs, EUR 49,590 Credits earned from online studies 5,337 8,703 7,000 SOCIAL RESPONSIBILITY Students Appeal of programmes taught in Finnish: primary applicants in the joint application process / intake of young students Progress of studies: credits earned / student / year (normative duration of studies) Quality of instruction, guidance, counselling and practical training as experienced by students (OPALA feedback*) 1/5 2/5 3/5 10

12 Students belonging to the student union, % (target for 2009**) Number of degrees completed, all degree awarding education Dropout rate, % (all degree-awarding education) Student participation in R&D projects: all 2, 795 cr 7,566 cr - degree-awarding education, credits earned 0.7 cr / 1.95 cr / 2.2 cr / from R&D projects attending student attending student student (normative duration of studies) Graduates in employment, %: (target for 2007: 2-84 employed by the end of the year following year delay in the information graduation (Statistics Finland) Personnel Money invested in training of personnel, proportion of salary costs, % 1.13 (realised in 2005) obtained from Finland Statistics Total personnel training costs, EUR / full- - 1,658 1,700 time employee Proportion of pedagogically qualified personnel, % Employee satisfaction and maintenance of working ability, atmosphere index measured every 3 years Regional influence Graduates employed in Kymenlaakso 61% (realised in 2005) Theses based on customer assignments, proportion of all theses Open UAS education: credits earned from open UAS / attending students in degreeawarding education Income from paid services / total internal financing: comparison with other Finnish UASs *) Research and development Research costs, EUR (material from the Finnish Ministry of Education, Statistics Finland) R&D funding from external sources, % of a) research costs b) operational income 3.1 not measured 3.3 (target for 2009) - 60% (target for 2009) 69.7% 76% 85% 650 cr 744 cr 1,200 cr 0.17 cr / 0.2 cr / student student 4/5 4/ 5 4/ million 3.28 million 3.75 million a) 92 b) 12 a) 92 b) 10.7 a) 85 b) 11.5 Proportion of person-years worked in 27.7% 23.9% 25.% research activities of total person-years (targe worked by full-time teachers t for 2009) *) The Finnish Ministry of Education compares universities of applied sciences at national level using a scale from 1 to 5. 5 = among the five top UASs (approximately), 1 = among the five lowest-ranking UASs ( approximately). The score 1/5 means being among the five lowest-ra nking UASs. Part of the comparison is based on the OPALA student feedback. The statistics compiled by the Finnish Ministry of Education on universities of applied sciences are recorded in the AMKOTA system, see **) The goal set by the Finnish Ministry of Education for all universities of applied sciences. 11

13 Management KyAMK s quality system and quality criteria for good management Management culture at Kymenlaakson ammattikorkeakoulu, University of Applied Sciences is not based on any specific theory or framework (strategic management, quality management, process management, information management, etc.). Instead, it is based on our agreed quality criteria. In accordance with the principle of autonomy, universities of applied sciences themselves have individual responsibility for their own quality assurance. In 2007, Kymenlaakson ammattikorkeakoulu, University of Applied Sciences launched a management training programme for all directors and supervisors, and this training will continue in We have set quality criteria for good management and agreed to confo rm to them. Meeting these criteria means that our conduct is exemplary and in line with our vision and values. This includes the ability to co-operate, which involves showing respect and appreciation to others and working to achieve the goals of the organisation. For supervisors, flexibility means that they tolerate uncertainty, have the courage of their convictions, are pro active and see changes as opportunities. In their work, trust means loyalty to the organisation and colleagues, transparency and commitment to agreements. Furthermore, supervisors develop and implement the management system interact with students, clients, partners and authorities promote excellence in the organisation instigate change. The following methods are used to evaluate the management culture and procedures at Kymenlaakso University of Applied Sciences: annual self-evaluation by the Steering Group evaluation of the Balanced Scorecard management system self-evaluation in accordance with the EFQM evaluation criteria every 5 6 years external evaluation or audit every 5 6 years work atmosphere survey of per sonnel every 3 years evaluation in connection with annual internal target and result negotiations / the process includes management review internal audits in faculties and units personnel meetings, other open feedback events evaluation in accordance with the facu lties quality assurance systems evaluation in accordance with the quality assurance systems of the administration / service units annual performance reviews. 12

14 Risk management The annual report of Kymenlaakson ammattikorkeakoulu Oy describes the most significant risks and uncertainties associated with the structure and operations of the organisation. Strategic risks The effects of regional politics on long-term decision-making concerning Kymenlaakso University of Applied Sciences create uncertainty, as regards the operative management s decision-making and negotiations on development of higher education in Southeast Finland. Operational risks Well-being at work is an important element of competitiveness. No final decisions have been made on the employment of the Kuusankoski campus personnel after the campus is closed. This has resulted in insecurity among the personnel, which may reflect on well-being at work, work motivation, performance and, subsequently, costs. This question needs special attention. The network of Finnish higher education institutions will be modernised by This will include organising them as strategic alliances. In 2008, the Kymenlaakso, South Karelia and Mikkeli Universities of Applied Sciences and the Lappeenranta University of Technology will continue to plan a project to modernise higher education in Southeast Finland. The modernisation mea ns that we must prepare for a higher business risk. This will probably cause uncertainty amo ng personnel with regard to future developments and among students with regard to their future studies. At the initial stage of the process, extensive structural changes will probably have both positive and negative effects on the key figures indicating KyAMK's performance. In the long run, the goals of structural development and the measures to achieve them aim for general improvement of performance, productivity and quality. Part of the core funding granted to universities of applied sciences is performance- and project-based. In addition to the overall number of students, the level of core funding depends on the number of completed degrees. Development is forecast based on various general performance indicators and the overall occupancy rate. The decisions on measures to improve efficiency are based on the key figures. Financing risks According to the Finnish Ministry of Education, the number of students in universities of applied sciences will decrease by This means that financing of building projects involves a risk, becaus e the amount of depreciation taken into account in KyAMK s funding is based on the number of students. In addition, uncertainty is caused by changes in depreciation and building costs, for example. 13

15 Active approach essential The rapidly changing operating environment requires continuous, anticipatory improvement of operations. Development Director Mirja Toikka, Ph.D., is in charge of strategic development and organisation development at Kymenlaakson ammattikorkeakoulu, University of Applied Sciences. Her responsibilities include strategic planning and modernisation of central strategies (strategy processes). The Vice Rector is responsible for the content of pedagogic strategy. The central strategic goals of Kymenlaakson ammattikorkeakoulu, University of Applied Sciences are enhancement of instruction improvement of regional influence improvement of productivity. Our central strategies, derived from the three basic obligations of universities of applied sciences, are R&D and competence strategy, pedagogic strategy and regional influence strategy. The overall strategy includes our vision, mission and principal undertaking and strategic development lines. These are always included in the action and economic plan. Since 2006, KyAMK has been using the Balanced Scorecard performance indicators as a management tool. Based on the BSC indicators, KyAMK's operations are viewed from five perspectives: processes and structures regional and social effects (personnel) competence, regeneration and working ability needs of students and stakeholders, service capacity finance, cost-efficiency and material resources. Each perspective includes critical success factors and indicators that are important with regard to our vision and strategy. Operations and performance are evaluated with key indicators and auxiliary indicators. The key indicators are used to assess the achievement of KyAMK s strategic goals. The key indicators include completed degrees quality of instruction, guidance, counselling and practical training (OPALA feedback) appeal dropout rate student participation in R&D projects qualifications of full-time teachers employment rate of graduates Bachelor s theses based on customer assignments open UAS education paid services expenditure on research activities. 14

16 Prioritisation of the indicators is based on the number of completed degrees and their connection with internal financing, overall quality of instruction and education and regional influence, i.e., KyAMK's position and responsibility as the only independent higher education institution in the province. Figure: Strategic management frame of reference at KyAMK (BSC) At KyAMK, the set of indicators and goals is also tied to planning of operations, concrete measures and budgeting at profit centres and units. KyAMK s action and economic plan is the key document that binds them together. All planning is based on agreements, programmes and strategies that steer the operations. The most important of these include Performance Agreement and its supplementary protocols (KyAMK Ministry of Education) Education and Research Development Plan (Ministry of Education) KyAMK s existing strategies. Updated R&D and competence strategy KyAMK s R&D and competence strategy was modernised during the spring and summer of It involved extensive co-operation between KyAMK s personnel and leading experts from various fields. The updated strategy widely reflects the opinion of KyAMK s personnel and representatives from the province s business life on enhancement of competence in the Kymenlaakso province and at Kymenlaakson ammattikorkeakoulu, University of Applied Science s. KyAMK s R&D and competence strategy is in line with earlier strategic decisions made in the province. Also, our strategy work conforms to the Tekes (National Technology Agency of Finland) m odel on technology strategy work for universities of applied sciences. 15

17 The R&D and competence strategy aims to find the most efficient measures to promote KyAMK s VISION: Kymenlaakson ammattikorkeakoulu, University of Applied Sciences is a higher education institution that provides high-quality education, fosters competence, conducts applied research and engages in regional development in Southeast Finland as an important, target-oriented member of an efficient network of organisations. During the strategy work, KyAMK's core competencies were analysed and broken into three categories: spearheads, top competencies and key competencies. In addition, we determined the central themes, or veins, that pass through all of KyAMK s activities. The spearheads of Kymenlaakson ammattikorkeakoulu, University of Applied Sciences are preventive health care safety of transportation chains emission measurement product and business innovation processes. The central themes, i.e. veins, that pass through KyAMK's all operations are sustainable development service expertise safety expertise on Russia entrepreneurship. 16

18 Kymenlaakson ammattikorkeakoulu, University of Applied Sciences promotes sustainable development Tutors reading the first Student s Handbook, published in Sustainable development is continuous and controlled changing of society at global, regional and local level, aiming to ensure the possibilities of future generations to live a good life. KyAMK s role in the process of sustainable development is described on the following pages from three perspectives: social, environmental and financial responsibility. KyAMK s social responsibility includes promoting the welfare and development of its students and personnel and the region of Southeast Finland in general. 17

19 Social responsibility Students Vice Rector in charge of enhancement of instruction In connection with its organisational revision in 2007, Kymenlaakson ammattikorkeakoulu, University of Applied Sciences decided to establish a new Vice Rector post to enhance instruction. Pirkko Rautaniemi, M.Sc. (Health Care) was appointed on 1 August The role of students and learning as the basis of KyAMK s operations is emphasised in her work. In the autumn, the Vice Rector launched an action programme that focuses on improvement of the quality of teaching, planning of instruction and education and enhancement of the learning environment. Pirkko Rautaniemi, Vice Rector During autumn 2007, each degree programme developed an action programme to improve the quality of teaching and to integrate research and development into studies. In the OPALA student feedback survey at the end of the year, quality of teaching rose from level 1 to level 2. In addition, the number of credits earned from R&D projects rose from 0.7 credits/student to 1.95 credits/student. In 2007, Kymenlaakson ammattikorkeakoulu, University of Applied Sciences allocated resources to support students to complete their studies and graduate. The most important goals were to boost the graduation rate of students who have not completed their studies within the normative time, to enhance the thesis writing process and to improve student counselling. The graduation rate rose from the previous year: we had a total of 701 graduates. In autumn, the Vice Rector established a pedagogic forum that aims to enhance the quality of teaching and to develop an overall vision for learning at KyAMK. The team includes leaders of degree programmes, principal lecturers, research and development staff, library and learning technology staff, the co-ordinator of student counselling and representatives of KyAMK s top management. The forum also began to work on the curricula in accordance with the new R&D and competence strategy. Furthermore, a teaching quality team worked in co-operation with students, the Development Director, the Rector and teachers to improve the quality of teaching. The most significant result of the team s work was transferring of courses to the Moodle web platform. This improved the opportunities for studies independent of time and place. As a result, credits earned from online studies increased by 63% from the previous year. Competence-based curricula are an important object of development. Electronic study plans (eopss) were implemented in Enhanced quality of teaching and education can clearly be seen in the improved key figures indicating integration of instruction and R&D, in the OPALA 18

20 feedback from students and in the increased number of Bachelor s theses based on customer assignments. In autumn 2007, all new students were given an electronic individual study plan, ehops. At the same time, group counsellors were appointed to support the planning and monitoring of studies. Drafting of work plans was revised: the goal is to complete work plans for the entire academic year, starting in autumn In 2007, KyAMK began to prepare the implementation of an electronic planning system, SOLEops. For more systematic collecting of student feedback, an online student feedback system was planned to be implemented in Student feedback was also received in meetings with students. The Vice Rector and the Directors met students from each department and discussed solutions to solve problems related to studies. It was decided to continue these discussions on a regular basis. The results of the student well- taken into account in the being survey conducted by the student union Klaani in 2006 were planning of operations. Enhancement of student communication began in Intranet for students and personnel was introduced at the beginning of the year. The first Student s Handbook was published in the autumn and distributed to all new students. Furthermore, Communication Services established a student communication team in the autumn. Its members include students and personnel from all the departments. The team will meet regularly 3 4 times per year. Internet services enhanced in co-operation with students Kymenlaakson ammattikorkeakoulu, University of Applied Sciences launched its new website at the beginning of This was the first result of an extensive web service enhancement project that was launched in September KyAMK s intranet and extranet were introduced in spring The new website is based on Nitro FX Oy s Content Manager system. Nitro FX also designed the layout of the website. The website modernisation project is a good example of KyAMK students success in the job market. During the project, the employees of Nitro FX included 11 KyAMK graduates or students still studying at KyAMK. They represented different disciplines, and most of them were engaged in this project. They included professionals of media communication, technology and business. For example, the layout of the website was designed by Minna Utriainen, the technical solution by Matti Järvinen and the concept by Maria Huttunen, all of them KyAMK graduates. In addition, KyAMK s own teams engaged in the project included current and former KyAMK students. The goal of the project is to promote electronic communication. The website is mainly targeted at new applicants, our external partners and others looking for information. The material intended for KyAMK's personnel and students is published on the intranet. The extranet is a website for projects conducted with companies, for example, and a user ID is required to access it. 19

21 KyAMK is increasingly engaging in international co-operation, which is why we wanted to enhance our English services. There will not be a separate website in English, but it will be possible to make an English version of each web page. This way, the English site will be similar in style to the Finnish website and the information can easily be kept up to date. The modernisation of KyAMK s website was done exceptionally quickly, within the agreed schedule. This was possible, because the work was distributed to all the faculties and service units. The website is centrally co-ordinated, but each faculty is responsible for its own content. The website of Kymenlaakson ammattikorkeakoulu, University of Applied Sciences is frequently visited. On a normal week day in 2007, there were hits from about 3,500 computers, with about 8,000 downloads of the front page. Data Administration enhanced online student services by implementing the Helpdesk online service. Student Guidance and Administration enhanced its services by implementing SMS services. All faculties offer Master level programmes All the three faculties offered the opportunity for Master level studies: the programmes available were Maritime Administration in Technology, Forestry and Transport, Health Promotion in Social and Health Care and International Business Management in International Business and Culture. The International Business Management programme is taught in English. All students in Master level programmes take a course in management, which promotes the formation of networks. International activities increased with a rise of 37% in the number of foreign students in degreeawarding education, totalling 151. Technology and Transport arranged an international academic year (60 cr) with the main focus on logistics. Natural Resources offered an academic year in English (60 cr) in Forestry Products Marketing. The number of credits earned from R&D projects and the number of Bachelor s theses based on customer assignments rose considerably. This had a very positive effect on instruction and the quality of teaching. KyAMK s appeal rate was 1.6. Social services, health and sport had the highest appeal and Natural resources and the environment had the lowest. Student flow from upper secondary level to the university of applied sciences (23.2%) almost meets the target for the performance agreement period Enhancement of language, mathematics and science instruction As part of the organisational revision at Kymenlaakson ammattikorkeakoulu, University of Applied Sciences, all our language teachers were united under the umbrella of a single Language Department, established on 1 August 2007, to provide services for the entire KyAMK. Olli Ervaala, MA, was appointed as the Manager of the Language Department. In addition to administrative duties, his work includes teaching and co-ordination of research and development. Language teachers produced plenty of material for the Moodle learning platform. Some of the courses are now fully online, but most of the material is intended to support contact teaching. 20

22 Goals were not specified in numbers, but in autumn 2007, language studies formed the largest category in Moodle. The Mathematics and Science Department continued providing teaching services mainly for Technology, Forestry and Transport and, to some extent, the Business Department. A test to determine new students basic level of Mathematics is arranged every August. Students who fail the test take a course on the basics of Mathematics. This has proven an efficient model. In spring and summer 2007, easy-to-use, high-quality online material was implemented in Moodle, which enables independent studies. As before, remedial instruction was provided for students who had difficulties with Mathematics. As a result, 90% of the participants passed their courses. The purpose is to maximise the graduation rate and minimise the dropout rate. Diverse sports services for students KyAMK s sports services are intended for both students and personnel. In addition to leisure time sports, students can include sports in their free-choice studies as part of their degree. In 2007, we continued to offer a variety of different sports. Climbing and tournaments in various ball games were among the most popular activities. A new activity in 2007 was parkour. It aims for innovative, continuous movement in one's everyday living environment the whole city is a field of exercise. On KyAMK s birthday in January, students had the opportunity to try different sports free of charge. In 2007, the majority of sports services were still offered in Kotka. The objective is to improve the opportunities for sports and exercise in Kouvola. The problem in Kouvola is that KyAMK does not have premises for sports there. The National Programme for Sports and Physical Activity 2015 will include recommendations on sports activities offered for students of universities of applied sciences. Active student exchange Becoming an exchange student is an excellent way of preparing for one s career. In 2007, Kymenlaakson ammattikorkeakoulu, University of Applied Sciences was engaged in active interaction with Russia and the Baltic countries. Many students went to Russia as exchange students or to complete their practical training. The International Business degree programme has a key role in our activities in Russia. In 2007, we reinforced our Russian connections in many ways. For example, we arranged intensive courses in Russian and made a short film about being an exchange student in St Petersburg. KyAMK arranged the Baltic Breeze event on March The participants included 45 foreign lecturers and experts. The main theme of Baltic Breeze was sustainable development in the Baltic Sea region. The European Union s exchange and co-operation programme for higher education institutions was revised in Thus, 2007 was the first year for the new Erasmus programme. The European Comission granted KyAMK the Erasmus University Charter which provides the basis for KyAMK s Erasmus co-operation. Through the Charter, higher education institutions are committed to the basic principles and conditions of the programme. KyAMK received more 21

23 Erasmus funding for than before. Now funding is also available for practical training abroad. In 2007, the International Affairs unit revised its organisation and implemented new software tools. The internationalisation training based on the courses, introduced in 2006, was continued. STUDENT EXCHANGE Long stay (more than 3 months) Departing Incoming TEACHER AND EXPERT EXCHANGE Departing Incoming Permanent status for Career and Recruitment Services Career and Recruitment Services achieved a permanent status in This facilitates long-term planning of the work. Questions relating to career and recruitment have become a substantial part of student counselling services. Students and employers in the region are increasingly using the nationwide Jobstep.net employment and information service. Jobstep-sote, a service for social and health care students looking for practical training placements, was successfully implemented in Kymenlaakso. This year it was Kotka s turn to arrange the WorkExpo career and recruitment event. The goal in 2008 is to enhance activities related to career planning and professional growth, to develop WorkExpo into a recruitment fair type event in co-operation with stakeholders and to implement ideas developed in national-level co-operation networks. Student union Klaani focused on marketing 2007 was the first year for the statutory student union. Therefore, the primary target was to increase student union Klaani s visibility. Communication was promoted by launching a new website and by publishing a printed brochure and a calendar for Klaani members. Furthermore, the marketing team designed brochure racks that will be placed on campuses in September Social policy is one of Klaani s most important activities. The purpose is to promote students well-being and to solve possible problems together with students and representatives of KyAMK. Social care student Riikka Kääriäinen was in charge of social policy in Klaani in In 2008, Klaani will focus on developing the usability of the student card and increasing the number of its members. Another goal is to continue improving Klaani's visibility among KyAMK s personnel. 22

24 Student Union KLAANI Secretary in 2006 Anna-Maija Jukkara Chairmen in 2007 Chairman Ville Konka Vice Chairman Lauri Juurijoki KLAANI s members 2002 spring 1, spring 2, spring 2, spring 1, spring 1, spring 1,750 Alumni activities Alumni activities are organised by the alumni association. The chairman is Pasi Tikka, Ba. Eng. The association s objective is to arrange interesting alumni events and recruit new members. The alumni association acts as a connecting link among KyAMK graduates and between the graduates and KyAMK. The activities also offer an opportunity to reinforce students' and KyAMK's contacts with the world of work. 23

25 Social responsibility Personnel Systematic human resources management In 2007, Kymenlaakson ammattikorkeakoulu, University of Applied Sciences updated its occupational health care action plan. For example, the services of a psychologist, influenza vaccinations and health care reporting are now included in the plan. The occupational safety programme for 2007 included supervisor training and rehabilitation programmes. Occupational safety costs totalled EUR 38,873. We continued the vocational rehabilitation project which was started in 2005 and is financially supported by the Finnish Social Security Institution (Kela). By the end of 2007, we had arranged two ASLAK rehabilitation groups for non teaching staff, two ASLAK rehabilitation groups for teachers and four TYK rehabilitation groups for teachers. (ASLAK = occupationally oriented medical rehabilitation; TYK = rehabilitation to maintain working capacity). About 15% of the personnel have taken part in rehabilitation programmes. Performance reviews were conducted with all the employees. Our goal is to integrate KyAMK s mission statement, core values, undertakings and vision into the employees work. Other goals include enhancement of employee competence and working capacity. Enhancement of competence Changes in one s work can place high demands on competence. Curricula are revised, new tools are implemented, new computer software programmes may be complicated, etc. Training and updating of professional skills are necessary to be able to meet future challenges. Training expenditure amounted to 1.1% of salary costs. A total of 143 employees took part in training, totalling 749 days of training. Six employees were on unpaid leave due to studies, totalling 477 days. Total training costs amounted to EUR 239,918, an increase of 4.5% over A total of EUR was spent on personnel self-development, amounting to 3.14% of salary costs. In 2007, a competence survey of personnel was conducted in the Social and Health Care Faculty. The other faculties will be surveyed in Employer-employee negotiations We continued the employer-employee negotiations initiated in 2006, concerning the effects of structural changes on the staff. So far, there has been no need for personnel cuts, as the necessary downsizing has taken place through natural wastage. 24

26 Leisure activities improve working capacity In 2007, KyAMK offered various sport and exercise activities for the personnel. These included, for example, golf, tennis and orienteering. On KyAMK's anniversary in January 2007, the staff had the opportunity to try different sports at the Vierumäki Sports Institute. KyAMK promotes the physical working capacity of the personnel by selling sports vouchers at half price. The vouchers can be used anywhere in Finland, and their popularity is increasing. The long-term goal is a more systematic improvement of sports services as part of overall promotion of personnel health. A total of EUR 40,188 was spent on leisure activities. Expenditure on leisure activities increased by 50.43% from the previous year, mainly due to the introduction of sports vouchers. Improved online services Kymenlaakson ammattikorkeakoulu, University of Applied Sciences introduced an intranet system in The implementation was carried out jointly by Data Administration and Communication Services. Each unit is responsible for keeping its information on the intranet up to date. Data Administration and Communication Services assist in content provision, when necessary. The structure of the intranet is similar to the structure of KyAMK's website, and students use the intranet as well. In the first year, the intranet was not widely used, but the system will be promoted in 2008 through training and information. Other means of providing information for all personnel include , Rector s information meetings and various other meetings and events. Statistics Personnel on 31 December 2007 Teachers 207 Non-teaching staff 191 Total 398 Full-time staff 31 Dec Dec 2007 At the end of 2007, Kymenlaakson ammattikorkeakoulu, University of Applied Sciences had 398 full-time employees. This includes both permanent and fixed-term contract staff. Compared with 2006, the number of full-time employees fell by 22 (5.5 %). Fifty-three per cent of the permanent and fixed-term contract staff were women. The average age of full-time staff was 46.8 years. 25