Quality Assurance at Aalto University School of Arts, Design and Architecture (Aalto ARTS) Iina Ekholm Quality Manager, Aalto ARTS June 9, 2014
Strategy & Vision
Summary of the Aalto University Strategy Vision The best connect and succeed at Aalto University, an institution
internationally recognised for the impact of its science, art and learning.
Goal A world-class university by year 2020
Universal mission
Contributions to a better world
National mission
Competitiveness and welfare of Finland
Strategic enablers Leadership; Internationalisation; Services; Infrastructure
Culture built on common values Passion; Courage; Freedom; Responsibility; Integrity
Core strategies and KPIs Research
excellence Original, impactful,
interdiciplinary
Pioneering education
Students in focus, a new learning culture
and approaches
Trend- setting art
Art, architecture and design as key drivers for improving living
environments
Societal impact
Adding value through entrepreneurship,
business liaison and societal interactions
Schools Arts, Design and Architecture; Chemical Technology; Economics; Electrical Engineering; Engineering; Science
Aalto ARTS Vision
Aalto ARTS is an open and creative community, which strives for better future viewed from alternative perspectives through innovative and responsible rethinking. Aalto ARTS is an international actor that shakes up Finnish and global society
Aalto ARTS Approach
HUMAN User driven art, design and architecture
BRIDGE Bridging art, technology and business
CULTURE TradiBon based ground breaking culture
EXPERIENCE Sense based and hands on skills and knowledge
• Applicable to all research and art we do • Acts as our filter on any topic
Aalto ARTS Focus Areas and Strategic Initiatives
HUMAN
BRIDGE
CULTURE
EXPERIENCE
6
Living+
Future Media Centre
Ar#s#c research prac#ce
Digital society
Meanings and
expressions, storytelling
Design in all scales of human
environment and everyday
life Culture of
sharing; new ways of planning,
producing and distribu#ng
Key Performance Indicators KPI Act.
2012 Act. 2013
Obj. 2013
Obj. 2014
Obj. 2015
Preliminary plan 2016
Aalto Crown indicator - - - - - -‐ Interna#onal refereed publica#ons (number of) 29 29 38 40 40 50 Peer reviewed ar#s#c outputs 60 60 60 60 Significant ar#s#c outputs 10 10 15 Doctoral degrees (number of) 12 17 15 15 15 15 Master’s degrees, total (number of) 238 264 250 250 250 250 • Master’s degrees, Arts (number of) - 210 210 210 • Master’s degrees, Architecture (number of) - 40 40 40 Bachelor’s degrees (number of) 142 188 155 160 160 160 Students with > 55 credits per year (number of) 441 391 - - 539 637 Total income from non-‐academic partners (MEUR) 6,3 5 5 5 5 7,2 Impact on the societal and cultural development, number of jury memberships, evalua#ons, commiVee memberships and other expert tasks
10 10 12
School specific KPI(s) Number of students’ artistic outputs 10 10 15 Number of monographs 4 4 6
Quality Culture
Quality Assurance (QA) at Aalto ARTS is
• Sharing best practices and learning from each other
• Students, faculty and staff know what they are doing and what they are responsible for
• Continuous development and documentation of actions taken
• Reliable information systems
Aalto ARTS QA follows the Aalto University's QA plan
Handbooks
Aalto Handbook Ver 1.1.
10.4. 2014
Aalto ARTS Department of x
Handbook 2014
Annual Planning
Strategic planning
and dialogues for the coming year March-April
Resource
planning and dialogues for the
coming year October
Check point for Reseda results
December
Check point for Reseda results
March Qualititative assessment in every 6
years (SAAB)
Performance agreement
June
Results presented in Aalto ARTS
annual review Febuary
Students´ results presented in MoA, final thesis, demo
days, exhibitions… May
Artistic activity part of Education
and Research processes
Scientific and Artistic Advisory Board (SAAB) Terms of Reference 2014: • To provide a critical evaluation of the strategic plans and goals of the school and its
departments, and a critical evaluation of the implementation and effectiveness of the plans in the light of Aalto’s strategy and the previous evaluations.
• To follow up on the academic quality of the research achievements, scientific and societal visibility, research environment and future potential of the schools and the departments.
• To assess and present recommendations regarding arrangements, quality and efficiency of the doctoral education (doctoral courses, supervision, funding and results) taking into account how far the implementation of the doctoral programmes has proceeded.
• To look into any school-specific issues determined by the school and to follow up on the SAAB recommendations made in the previous meeting.
The evaluations described above are done in order: • To support and encourage the departments in their activities, development and
transformation process. • To support the Dean in managing and developing the school and in revising and
sharpening the strategic plans of the school. • To provide the President with feedback for developing the whole University.
Aalto University Career Systems
Tenure Track System
Lecturer Track System
University /School
Degree programme /Department
Main user
Course feedback system
Teacher
Student
Processing the feedback Collecting the feedback
Makes decisions on the collection and processing of online course feedback
Degree programme leader is committed to and ensures the collection of feedback for the courses of the degree programme
Feedback will be dealt e.g. in development discussions with the teacher’s superior
3. Can add questions specific to the course
4. The feedback form is complete
5. Receives a feedback request from the system
6. Gives feedback
7. Informs the teacher of the feedback
8. Processes feedback and responds to feedback given by students, documents development targets
9. Receives the teacher’s response to feedback
10. Contributes to ensuring that the development targets are implemented
11. Submits the course feedback summary (and documented development targets) to the degree programme leader, the head of the department or similar
1. Add/edit questions that are specific to the school
2. Receives information about courses to be launched, and sends a reminder to the teacher
Degree programme leader decides on the development targets together with the relevant teaching development/quality group and prepares a report to the management of the department.
Management (of the dept.) deals with the development targets coming from the degree programmes and prepares a report to the management of the school
Overview by the university management (AAK, AATU)
The Academic Affairs Committee of the school is informed about the development targets. The management of the school deals with the development targets coming from the departments.
Support Systems
• Course information and feedback: Weboodi • Information for students: Aalto Into • Information for faculty, staff and students: Inside • Research publications and artistic activity: Reseda
Roles and Responsibilities
QA Organization of Aalto ARTS Position Responsibility
Dean • QA of Aalto ARTS
Quality Team • QA coordination and development
Quality Manager Development manager
• Coordination and guidelines of QA work • Follow up and development • Connection between QA on the university
level and the strategy
Academic Committee for Arts, Design and Architecture Dean Vice Dean (education) Heads of Departments
QA in education
Dean Vice Dean (artistic activity, communication and research) Heads of Departments
QA in artistic activity
Doctoral Programme committee Dean Vice Dean (artistic activity, communication and research) Heads of departments
QA in research
Deans Heads of departments
QA in societal impact