Title of publication
Audit of LAB University of Applied Sciences
Authors
Jaakko Hallila, Liisa Postareff, Isabella Lindberg, Hilla Vuori & Mira Huusko
Self-assessment of LAB University of Applied Sciences (eds.) Merja Heino, Minna Suutari & Tanja Matikainen.
The Higher Education Evaluation Committee’s decision
The LAB University of Applied Sciences passed the audit on 8 November 2024.
The Quality Label is valid until 8 November 2030.
The audit team’s evaluation of evaluation areas I-III
I: HEI creates competence: good level
II: HEI promotes impact and renewal: good level
III: HEI enhances quality and well-being: good level
HEI as a learning organisation – evaluation area chosen by LAB University of Applied Sciences
The support for demanding innovation activities
Theme and partner for benchlearning
Theme: Student wellbeing
Partner: AVANS University of Applied Sciences, the Netherlands
Key strengths and recommendations
Strengths
- The education offered at LAB University of Applied Sciences (LAB) is strongly linked to the labour market. Competence needs are identified in cooperation with partners from the labour market.
- LAB has set ambitious targets for the impact of its research, development, and innovation (RDI) activities and a system for achieving them.
- The strategy and strategic action plan strongly guide LAB’s activities and have been well internalised by the staff.
- LAB has strengthened the support for demanding innovation activities, which is reflected in good results in funding applications. LUT University Services provides significant support for LAB’s demanding innovation activities.
Recommendations
- The quality of learning and teaching should be assessed in a more comprehensive way. LAB should further develop indicators to monitor the quality of education. LAB should identify and implement improvement measures based on the data collected.
- LAB should define common practices for the whole university of applied sciences in further enhancing its societal engagement and impact.
- LAB should clarify the key points of its quality system within the community, for example through a more comprehensive quality manual that serves the quality work and strategic management of the UAS.
- Staffing needs for demanding innovation activities should be better anticipated.