1) The document outlines quality assurance strategies and processes at Aalto University School of Arts, Design and Architecture (Aalto ARTS). 2) Key aspects of the quality assurance system include annual strategic planning, performance reviews, student and faculty feedback systems, and oversight by a Scientific and Artistic Advisory Board. 3) Roles and responsibilities in quality assurance are divided between the dean, quality team, academic committees, and department heads to ensure continuous development and documentation of actions across teaching, research, artistic activity and societal impact.

1. Quality Assurance at
Aalto University
School of Arts, Design and
Architecture (Aalto ARTS)
Iina Ekholm
Quality Manager, Aalto ARTS
June 9, 2014

2. Strategy & Vision

3. 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

4. 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

5. 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

6. 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

7. 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

8. Quality Culture

9. 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

10. Handbooks
Aalto Handbook
Ver 1.1.
10.4. 2014
Aalto
ARTS
Department
of
x
Handbook
2014

12. 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

13. 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.

14. Aalto University Career Systems

15. Tenure Track System

16. Lecturer Track System

17. University
/School
Degree
programme
/Department
Main user
Course
feedback
system
Teacher
Student
Processing the feedbackCollecting 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.

18. 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

19. Roles and Responsibilities

20. 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