Handbook of Quality Management in Education Exports

KARELIA UNIVERSITY OF APPLIED SCIENCES

Publication Series B:22 Chief Editor Kari TiainenEditors Riina Siikanen and Mervi Leminen Graphic Design and Layout Salla Anttila

@ Authors and Karelia University of Applied Sciences

ISBN 978-952-275-126-3 (printed)ISBN 978-952-275-127-0 (online publication)ISSN-L 2323-6876ISSN 2323-6876

Grano Oy, Joensuu, 2014

Foreword 5

National quality assurance criteria for Finnish higher education institutions 6

Evaluation of Higher Education 7

Universities of Applied Sciences in Finland 9

Quality management in UAS’s 10

Value Chain 12

Quality management in mapping and planning 14

Quality management in doing 16

Quality management in evaluation and development 20

Summary of the Best Practises 22

Content

5

This handbook presents the final conclusions of the KOLARI-project carried out by Karelia University of Applied Sciences (Karelia UAS). The aim of the project was to identify and docu-ment the best practises of quality management, as well as to analyse the possible risks in the context of education exports. These documented practises and risk analysis are focused on in this handbook.

In the beginning of the project, people from different exporting companies were being interviewed to benchmark their practises and knowhow of exporting goods and services. In addition, at this stage it was important to clarify the need for this kind of quality and risk analysis in Karelia UAS. Based on several inter-views and the SWOT-analysis, a strong demand for quality and risk analysis in education exports had turned out in two previ-ous reports of this project. These documents are confidential in order to secure and respect the business secrets. The best practises were documented by analysing three different cases of Karelia UAS, where educational activities were planned and

put into practise. Each case was treated as a pilot. The pilots were chosen as examples of different elements of the quality management system of Karelia UAS. The award-winning system follows the PDCA (plan, do, check, act) cycle and therefore, it was applicable to risk management analysis as well. The best practises were documented through observing the documents, and also by participating in and observing one international training session.

Thank you for all the people and organisations who contributed to the KOLARI-project and to the preparing of this handbook. Special compliments to the financiers: Centre for Economic Development, Transport and the Environment, European Social Fund, and Joensuu Regional Development Company JOSEK.

In Joensuu 29 May 2014

Riina Siikanen Mervi LeminenProject Planning Officer Project Manager

Foreword

6

NATIONAL QUALITY ASSURANCE CRITERIA FOR FINNISH HIGHER EDUCATION INSTITUTIONS

European Higher Education Area

Global education market

NATIONAL STEERING

FOR HIGHER EDUCATION

POLICY (MINISTRY OF EDUCATION AND CULTURE)

FINNISH CENTRE FOR EVALUATION OF EDUCATION / FINNISH HIGHER

EDUCATION EVALUATION COUNCIL

QUALITY MANAGEMENT IN HIGHER EDUCATION

DECISIONS ON DEGREE PROGRAMMES

» main responsibility for the quality and development of operations

» organisation of quality management» participation in external evaluations

» national evaluation responsibility» auditing of quality assurance systems» centre of excellence and thematic evaluations

» target and performance management (TASO)

» decision-making» authoritative evaluation

LEGISLATION OPERATING LICENCES

Quality

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Evaluation of Higher EducationThe Finnish Higher Education Evaluation Council (FIN-HEEC) is an independent expert body assisting universities, universities of applied sciences, and the Ministry of Education and Culture in matters relating to evaluation, and thus contrib-utes to improving the quality of higher education.

FINHEEC aims at guaranteeing the expertise in evaluations of higher education institutions and in clarifying the European quality assurance criteria. It conducts the audits of quality as-surance systems of higher education institutions.

Even though FINHEEC creates opportunities for quality assur-ance, the UAS’s have the final responsibility for the quality of the activities they perform.

Source: www.finheec.fi

Evaluation

8

9

Finnish higher education consists of two complementary sec-tors: universities and universities of applied sciences (UAS). Universities promote research and provide academic higher education based on research, whereas UAS’s are in charge of professional or ‘vocational’ higher education. UAS’s are munici-pal or private institutions, which are authorised by the govern-ment. The authorisation determines their educational mission, fields of education, student numbers and location. UAS’s have autonomy in their internal affairs.

Universities of Applied Sciences in Finland

UAS graduates are professionally oriented experts in their own fields. Highly skilled students with professional competencies graduate from UAS’s. The acquired skills are applicable already during the studies in projects carried out in working life, various assignments, thesis and the compulsory practical training. The BA and MA degrees provide the knowledge and competencies for further studies.

Sources: www.studyinfinland.fi, www.minedu.fi

UAS

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Quality management in UAS’sDespite the national quality assurance system, every higher education institution (HEI) has to monitor its processes. The quality management system might be a separate system, or for example incorporated into the enterprise resource management system, likewise in Karelia UAS. The risk analysis should follow the HEI’s strategy. This guarantees that the intrinsic aspects are focused on in the analysis. Thus, it serves the purpose. The aim of quality

management is continuous development

Quality

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DevelopmentPlan

Contracts

» Proposals» Training arrangements

Staff

Operational processes » Actual

realisation of training

Supporting activities

Implementation

» Gathering feedback» Self-evaluation

Feedback

Stake- holders

» Developing activities

Act

Do Check

QUALITY MANAGEMENT

Quality Management

12

Value chain is used to describe the phases that an organisation has to go through to successfully deliver a service or a product. These phases have to be recognised in order to identify the smaller phases that support the core activities. Quality manage-ment has to be taken into consideration throughout the whole process.

The identified value chain follows the PDCA cycle of the quality management system of Karelia UAS. Based on the analysis of the cases, a separate “mapping” phase was added to the model. This includes all the important background work that has to be done before the actual planning can begin.

Value chain

Quality management has to be taken into consideration throughout the whole process.

Quality Management

13

Communication

Networks

Market research

Contract

Selling

Proposal/Offer Billing Feedback

QUALITY MANAGEMENT

Mapping Plan Do Check Act

Stakeholders

Quality Management

14

Quality management in mapping and planningPlanning is often stated to be the most important phase of the process. Carefully completed mapping guarantees a good starting point for planning. Consequently, a well managed and implemented planning process affects the whole upcoming process. Careful planning plays an important role when aspir-ing excellent outcome. The planning phase includes also the identification of the stakeholders. Before the implementation of the plan can be done, several aspects, such as preparing the business transaction and drawing up a contract, have to be taken notice of in order to avoid risks.

The most important aspects of the mapping and planning phases are:

» Background work » Identification of the strong areas » Identification of the stakeholders and the focus group » First drafts of the contracts » Making cost calculations

Mapping Plan

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POSSIBLE RISK EXAMPLE OF SOLUTION

There are not enough human resources Networks, effective HR planning

Activities are not cost-effective Careful and cost-effective business planning and cost calculation, targets for profit margin

Client is not financially stable Advance payments

No contracts have been made or they do not cover certain things

Official contracts and agreements about collaboration, fixing the contracts

There are not enough information about the client Background work

Cultural differences cause problems and misunderstandings Careful background work, cultural sensitivity

Identified risks

Mapping Plan

16

Quality management in doingThe work that is done in the planning phase becomes concrete in the doing phase. The execution of the plan should follow the standard procedure of the organisation, for instance when train-ings etc. are carried out. Each person involved in the process should have a clear view of one’s tasks and responsibilities. This includes managing the stakeholders’ actions and their influence on the process. The risks in this phase can be avoided or at least reduced by careful planning.

The most important aspects of the doing phase are:

» Identification of the target group » Use of the local networks » Communication and cooperation

with stakeholders and clients » Careful background work about the client and the cultural

background (if not done earlier) » Stakeholders’ management actions

Do

17

Identified risks

POSSIBLE RISK EXAMPLE OF SOLUTION

Customers are not listened to Effective communication with customers and stakeholders

Client is unsatisfied Better communication, taking client as part of the planning process

The original plan does not work Evaluating the plan and possibly even changing it, flexibility

Execution of the plan is not well doneInvolving the people who are responsible of the implementation of the planning process, defining priorities

Do

18

Quality management through stakeholder relations (alaotsikko)

NATIONAL AND INTERNATIONAL STAKEHOLDERS

Key partnersCity councilsMinistry of EducationExpertsInstitutions

LOCAL STAKEHOLDERS

PartnersClientsCity councilsMinistriesExperts

SUPPORTING SERVICES

AccommodationTravel agencyTranslators and interpretersInfrastructureInsurance company

CUSTOMERS

PersonsOrganisations

Quality management through stakeholder relations

Do

19

20

Quality management in evaluation and developmentGathering feedback is an essential part of the value chain. However, even more important is the use of the data and react-ing to the information. For example, in Karelia UAS an effective feedback system which covers students, staff and stakeholders, is used. The organisation’s own actions and also the stakehold-ers’ actions during the process should be focused on in evalua-tion. For instance following issues should be evaluated:

» Effectiveness and fluency of the collaboration » Experience of the staff » Price-quality ratio » Customer orientation

The most important aspects of the check and act phases are:

» Systematic feedback gathering » Specifying contracts so that they still serve the purpose » Finding more partners and other stakeholders, if necessary » Reacting to the feedback and results of the evaluation » Supporting better communication

both in and outside the organisation

Check Act

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POSSIBLE RISK EXAMPLE OF SOLUTION

There are only verbal agreements or collaboration is between persons, not organisations Formalising collaboration by agreements

Feedback is not gathered systematically and it is not comparable Building a feedback system

Service is not developed Gathering feedback and exploiting it

Departure of a key person with essential expertise Transferring a key person’s personalised knowhow into organisation’s expertise by e.g productisation

Identified risks

Check Act

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Summary of the Best Practises » To identify the stakeholders of the value chain » To choose partners carefully and aim to establish long-term relationships with the stakeholders » To formalise the collaboration by contracts and MOUs » To communicate effectively with the stakeholders » To build a management system for stakeholder relations » To plan activities well » To build an effective feedback system » To react to the feedback and to the needs of the stakeholders » Actively develop activities and take the stakeholders as part of the planning process » To reflect the previous activities and to learn from them

Summary

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Programme for International Student Assessment (PISA) aims to evaluate education systems all over the world. Finland has constantly scored high every test year which claims that the quality of the Finnish education system is stable and firm.

www.karelia.fi