Creating quality together at the University of Jyväskylä

Creating quality together AT THE UNIVERSITY OF JYVÄSKYLÄ

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“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

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Quality management at the University of Jyväskylä

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Milestones of the university’s quality work

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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

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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

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• • • • • •

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

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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.

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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.

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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

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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-

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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

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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.

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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