Learning by Developing (LBD) Operating Model and Quality Learning in Living Laboratories Laurea was appointed as a Centre of Excellence in Education for 2010-2012 based on the Learning by Developing (LbD) Operating Model for the fifth time IMHE OECD 18092012 Tuija Hirvikoski, Phd, Director at Laurea www.laurea.fi Enoll Council member http://www.openlivinglabs.eu/
UAS 132 000 Mass higher education in Finland students University of Applied AU Sciences148 000 Master’s degreesstudents University of Applied Sciences Bachelor’s degrees In Finland, the expansion of HE is DESCRI closely related to the welfare-state agenda (egalitarian policy aims with an PTION emphasis on regional policy). About 65% OF of the relevant age cohorts study in FINNISH HEIs. HIGHER This policy (Triple Helix) has been successful in promoting national development: E.g. in EDUCA The Global Competitiveness Report 2012- TION 2013 Finland is in third position. Moreover, Finland had earned the Eurozone’s best DEGRE credit ratings (AAA)) ES Higher education is provided by 16 academic universities (AU) and 25 universities of applied sciences (UAS). Laurea University of Applied Sciences | Tuija Hirvikoski
Living Labs are Self-renewal Human-centric, Multi-stakeholder Ecosystems“What is needed?” Service- multilevel governance providers Enablers MNS, Citizens SMES and users Education Public sector convergence of third sector science (RDI) cross-sector co-operation “What is possible?” Science, technology, innovation (STI) 4% Doing, using, interacting (DUI) (96%) (Harmaakorpi) We need to learn to innovate!
Helsinki Metropolitan Area’s InnovationHubs as Living Laboratories and Enriching Learning Environments Laurea operates in the Greater Helsinki Metropolitan Area, which produces approximately 50% of Finland’s gross domestic product. In its operating environment, Laurea is specializing in service innovations and Helsinki focusing on regional development of the metropolitan area. Laurea University of Applied Sciences Tuija Hirvikoski 4
Laurea’s Profile in the Finnish Higher Education System1. Service innovations and value networks2. Internationally acknowledged and productive research, development and innovation activity3. An operating model that promotes the development of working life by integrating learning and R&D (Learning by Developing)9/20/2012 Laurea University of Applied Sciences 5
Laurea in figures -LbD is an economically sustainablemodel with high impact on employment rate and student initiated start ups•Turnover, total 54,2 M€ •Employment rate 96,36% • Of which RDI 12,5 M€ •Graduate employment rate•Total amount of students 7620 2003-2007 graduated • No tuition fees ˜ 99% 90,4%•Average study time • Young students 4,18 years •RDI credits/student 10,41 • Adult students 3,27 years •Student initiated firms 29•Staff (man year) 518 • Teaching staff 297 (12,5% hold PhD, 8,4% licentiates, •Students/lecturer 19,88 73% Masters) •Degrees/lecturer 4,56 • Others 222 • RDI involved 3239/20/2012 Laurea University of Applied Sciences Tuija Hirvikoski 6
How has your institution tackled the challenges raised by mass higher education with respect to maintaining and improving teaching and learning? 9/20/2012Laurea University of Applied Sciences 7
Fostering Quality Teaching in Higher Education: Policies and practices IMHE-OECD (Hénard, 2012) Quality teaching is the use of •Raising awareness of qualitypedagogical techniques to produce teachinglearning outcomes for students. It involves •Developing excellent teachersseveral dimensions, including the effectivedesign of curriculum and course content, a •Engaging studentsvariety of learning contexts (including •Building organisation for changeguided independent study, project-based and teaching leadershiplearning, collaborative learning,experimentation, etc.), soliciting and using •Aligning institutional policies tofeedback, and effective assessment of foster quality teachinglearning outcomes. It also involves well- •Highlighting innovation as a driveradapted learning environments and for changestudent support services. •Assessing impacts 9/20/2012 Laurea University of Applied Sciences | Tuija Hirvikoski 8
Fostering Quality Teaching in Higher Education: Policies and practices IMHE-OECD (Henard, 2012) Covered by Laurea Learning by Developing (LBD) Operating Model Quality teaching is the use of •Raising awareness of qualitypedagogical techniques to produce teachinglearning outcomes for students. It involves •Developing excellent teachersseveral dimensions, including the effectivedesign of curriculum and course content, a •Engaging studentsvariety of learning contexts (including •Building organisation for changeguided independent study, project-based and teaching leadershiplearning, collaborative learning,experimentation, etc.), soliciting and using •Aligning institutional policies tofeedback, and effective assessment of foster quality teachinglearning outcomes. It also involves well- •Highlighting innovation as a driveradapted learning environments and for changestudent support services. •Assessing impacts 9/20/2012 Laurea University of Applied Sciences 9
Fostering Quality in HE “takes place at three inter- dependent levels” (IMHE-OECD 2012) National level: HEIs’ central role in building Europe, measured in terms of social and economic progress • Multiply awarded UAS, Institution- • Quality management system audited by FINHEEC; wide level • Continuous development of strategies and management The Laurea • Quality management LbD Programme system, Elements • New programmes based on level evidence Fostering Quality • Quality management Learning Individual system, • Employability, level • Student initiated start-ups, • Life-Long-learning9/20/2012 Laurea University of Applied Sciences | Tuija Hirvikoski 10
Human centricity! Learning by Developing is a Unique way for Life Long Learning in Living Laboratories Image thh !9/20/2012 Laurea University of Applied Sciences 11
Laurea’s strategy 2010-2015; Promoting Students’ Professional GrowthStrategic Choices1. LbD: Generating Future •Laurea’s strategic choice is Expertise and Service to integrate its three main Innovations and Promoting tasks: education, regional Student intiated and Growth development and R&D. Entrepreneurship •Learning by Developing (LbD)2. Developing the Greater is an innovative operating Helsinki Metropolitan Area model based on authenticity,3. Internationally creativity, partnership and Acknowledged, Productive experimental approach. R&D&I 9/20/2012 Laurea University of Applied Sciences 12
Quality assurance system Laurea University of Applied Sciences 13
CHECK, Operation monitoring and evaluation Laurea University of Applied Sciences 14
The feedback system in relation to professional development Alumni questionnaire Graduation questionnaire Quality quiestionnaire of International education and student mobility learning feedback questionnaire Internship feedback questionnaire Study unitInstant feedback feedback questionnaire forward
A Joint Regional Competence Development Continuum PhD ThesesCompetences B B B Theses M B Competence B M development B PhD Theses M PhD B B Failed RDI PhD application Failed RDI RDI project 3 applicati Failed RDI RDI RDI on application RDI project n project project 2 1 LbD – co-creation of new knowledge, skills and innovation with multiple stakeholders Dissemination / diffusion of knowledge and innovation Commercialization, entrepreneurship, Spin-offs Aika
How can the higher education institutions of your country maintain and improve quality teaching at a time of mass higher education? Ahola, Sakari and Hoffman, David M. (2012) Higher Education Research in Finland – Emerging Structures and Contemporary IssuesLaurea University of Applied Sciences 17
The mission of AU and UAS The mission of The UASs have the responsibilityuniversities (AU) is to •to provide and support thepromote free research development of a professional workforce,and academic and artisticeducation, to provide •carry out applied research and development andeducation based on •support regional developmentresearch, and to educate and lifelong learningstudents to serve their •develop adult learning andcountry and humanity. provide vocational teacher training Laurea University of Applied Sciences | Tuija Hirvikoski 18
FINHEEC’s audit – Finnish principals• Finnish HEIs are responsible for their own quality management• They can develop the quality system for themselves based on their own needs and goals• Participation in external evaluations of operations and quality systems is obligatory• The national guiding :The Ministry of Education and Culture/ Finnish Higher Education Evaluation Council (FINHEEC) • to support quality work of HEIs and disseminate good practices 19
Case Example Helsinki Metropolitan area Knowledge Triangle and Horison2020 Aalto & Laurea the cornerstones for Living LabsLaurea University of Applied Sciences 20
Future? Local Digital Agenda for the Helsinki Regionbased on Smart Specialisation. The discussion is going on. We will pioneer solutions to tackle Grand Societal Challenges. We will focus on: 1. Smart Urban Design 2. Active and Healthy Ageing 3. Low Carbon Economy This means especially fueling Industrial Leadership by focusing on: 1. Regional Service Architecture and Modeling 2. Digitalization of System Processes, especially Services 3. Mindset and Environment for Start-up and Growth Companies And this means on global level science excellence focusing on: 1. Open Innovation Interlinked Ecosystems 2. Integrating Real and Virtual Reality 3. Future and Emerging Technologies This is the proposal made by Markku Markkula on 6 May 2012 based on the CoR Horizon 2020 draft opinion, Vanguard Group LDA activities, the EUE/RIE plans and the EU Smart Specialisation Mirror Group.
What do you predict the quality teaching of higher education might be in the future of mass higher education? 9/20/2012Laurea University of Applied Sciences 23
Measured by student numbers, the higher educationin Finland became a mass higher education system during the 1970s (Välimaa 2012) with the highest entry rates (OECD 2009) However, in 2009 and 2010, a “The Finnish university system radical change took place; may take some steps towards Anglo- previously “Finnish Universities (AU) Saxon model, in which elite and have been defined as national mass sections are side by side both cultural institutions, whereas now in the system and institution the aim is to create status hierarchy levels.” (Kivistö&Tirronen, 2012) in Finnish HE system with the establishment of a ‘world class university’ in Helsinki, known as Aalto University.” (Välimaa 2012) “New elitism” in Finnish higher education (Kivistö&Tirronen, 2012) Tuija Hirvikoski 24
Balancing between two cultures; the traditional academic culture and the culture of the free market (Rinne&Jauhiainen, 2012)• The entrepreneurial university,• The manageristic university Global policy and NPM are• Academic capitalism not processes that change• Mode 2 everything simultaneously,• Interactive models of innovation buy we are looking at• Triple Helix complex and phased processes• Knowledge Triangle• Living labs> Transformation is taking place in the ways university research is carried out and how science-society contract is defined9/20/2012 Laurea University of Applied Sciences| Tuija Hirvikoski 25
Framework for Understanding Curriculum in HE (Mäkinen & Annala (2012) based on Barnett and Coate (2005) and Bernstain (1996)Domain External InternalKnowing Curriculum implementing Curriculum representing disciplinary knowledge-intensive education knowledgeActing Curriculum producing competencies Curriculum supporting growth of in employment market and society academic expertise Curriculum providing individual Curriculum contributingBeing career success identity formation process9/20/2012 Laurea University of Applied Sciences 26
Balancing between the needed competences contributing academia, world of work, society and individual’s identity Contributing Individual’s identity and capacity to deal with successes and cope with turmoil Contributing Academic development, World of work, Social and economic progress9/20/2012 Laurea University of Applied Sciences | Tuija Hirvikoski 27
Kanter (1988): Innovation is most likely in organizations that(a) have integrative structures,(b) emphasize diversity,(c) have multiple structural linkages inside and outside the organization,(d) have intersecting territories,(e) have collective pride and faith in people’s talent, and(f) emphasize collaboration and teamwork.Thank You!Tuija.Hirvikoski@laurea.fi
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