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Toimintakäsikirja Arvioi Johtamisen arviointi sisältö englanti
Evaluation of management and services
We have several different evaluation procedures to support management and decision-making as well as the development of services. In this section, we have compiled evaluation procedures that provide extensive information for our processes or services.
Toimintakäsikirja Arvioi Johtamisen arviointi haitari englanti
The Employee barometer is a personnel survey prepared for the police. It helps develop the employees’ wellbeing at work, the smooth operation and organisation of the work, and personnel management in police units.
The Employee barometer is implemented every three years and its results are drawn up into development plans.
More information for Police University College staff
Police intranet > Police University College > HR affairs > Wellbeing at work and occupational safety > Personnel Barometer
We collect feedback on our activities to develop the library services.
Our feedback channels are:
- feedback book in the library
- customer service situations
- national user survey of libraries at universities of applied sciences libraries at regular intervals.
We discuss the feedback received at the library's team meetings and, to the extent possible, inform the provider of the feedback of the measures it has caused.
Proposals related to the library collection are handled in the library by the officer who receives the procurement proposal. If necessary, the officer discusses the matter with the person responsible for the collection.
More information for Police University College staff and students
Reports on library user surveys (Police intranet > Police University College > Library > About the library > User surveys)
Every six years, we participate in an external audit by the Finnish Education Evaluation Centre FINEEC. In 2024 we received a quality label that is valid until spring 2030. The next audit will take place in 2029–2030.
Based on the audit, we prepare a development plan that is be used in the planning of our operations.
See also
Audit of the Police University College 2024 report on the FINEEC website (in Finnish)
Audit manual for higher education institutions 2019-2024 on FINEEC's website
More information for Police University College staff and students
Police intranet / Työtilat / Polamk tulossuunnittelu ja laatu
The purpose of legality control in the police is to promote the attainment of objectives and maintain and improve the correctness and quality of operations. It helps prevents errors and rectify incorrect operating methods. The purpose of legality control is to strengthen the trust among citizens in police operations and their lawfulness.
The National Police Board is responsible for the nationwide organisation of legality control in the police. The Director of the Police University College is responsible for organising legality control and the related resourcing at the Police University College. The National Police Board’s legality control specifies the nationwide priorities for legality control each year. Forms of legality control include legality checks and claims for correction.
The police uses an ethical channel through which it is possible to report operations that are in violation of regulations or unethical and pose, or may pose a risk, or cause harm to the police or the reputation of the police.
Further information:
Internal legality control within the police - guideline (POL-2019-16223) (Police intranet > Guidelines)
The Police barometer regularly surveys the Finnish population's perceptions of police activities and, more broadly, of internal security.
The Police barometer contains important information that we use to plan our operations.
See also
The National Police Museum uses several different methods and channels to measure customer satisfaction and collect feedback:
- The HappyorNot service measures general customer satisfaction in the museum lobby. The results give an overview of how well visitors have enjoyed the museum.
- We have a guest book for writing feedback.
- Feedback can also be provided via the poliisimuseo.fi website or by e-mail.
- We actively monitor feedback given through Google, Facebook or Instagram. Feedback usually describes the success of the visitor experience.
- We conduct visitor surveys and participate in a national study carried out by the Finnish Museums Association.
- Museum customers can provide feedback directly to the lobby service, which records all feedback.
We analyse all feedback we receive and respond to feedback from visitors who have submitted their contact details. We respond to feedback from social media if it includes a question related to our service. Feedback from museum visitors has often led to development measures, such as improvements in equipment at the facilities.
From the HappyorNot feedback, we track the times of positive and negative feedback and compare them to the visitor calendar. If critical feedback is accumulated at a certain point in time, we review it with lobby employees and consider possible development of our service.
We analyse the results of the visitor surveys carefully and decide on key development areas together.
The aim of the survey is to determine the views of our partners on the Police University College's public image, operation and important sources of information, and to obtain information about their wishes towards the Police University College.
The stakeholder survey is carried out approximately every 3–4 years, as necessary.
More information for Police University College staff and students
Reports of stakeholder surveys (Police intranet > Police University College > Strategy and quality / Educational institution network’s intranet > Support services > Quality work)
We have linked the identification of changes in the operating environment to our annual operational and performance planning, risk management and curriculum work. We examine the operating environment and changes in it by using, for example, the PESTE framework that is divided into identification of the following change factors:
- political and legislative changes
- economical changes
- social changes
- technological changes
- ecological changes.
At the same time, we analyse whether the identified change factors are opportunities or threats.
The analysis of the operating environment is also an important part of risk management, which we carry out annually according to police guidelines. We assess the impact and probability of risks associated with change factors identified in operational planning and risk management on a four-step scale. This enables us to identify the risk level of the change factors and the urgency of the measures.
Analysis of the operating environment is part of our curriculum work. Teachers who update the curricula and implementation plans consider, under leadership of the teachers in charge, learning outcomes from the perspective of the police, society and the latest research results.
Our publication series includes regular reviews of the operating environment.
See also
The operating environment of the police and statistics on the police website
The strategy is the foundation of all of our planning, operation and development. We evaluate our strategy annually during operational planning, by conducting an analysis of the operating environment and by ensuring that our goals for the following year are linked to our strategic priorities.
We have a number of established procedures for evaluating operations and finances. We conduct interim evaluations twice a year, on 30 April and 31 August, which include the following sections:
- Identification of successes, challenges and prospects for the coming years
- Analysis of the achievement of performance agreement and action plan objectives
- Results of key figures in the performance agreement
- Estimates of the realisation of the budget and personnel budget.
In the interim evaluation, we are also able to update the objectives of our action plan.
Once a year, we prepare an annual report, which is part of the annual report of the police. According to the State Treasury's guidelines, we report the following information:
- the impact of the operation
- operational efficiency by core process and key services
- operating result and profitability
- management and development of intellectual resources
- financial statement analysis
- statement on the assessment and assurance of internal control
- results of the overall evaluations.
We benefit from a wide range of indicators in monitoring and evaluating our operations. In the interim evaluations, we conduct a narrower review, which only covers the indicators of the performance agreement that have been agreed upon with the National Police Board. In our annual report, we examine our activities comprehensively and analyse the key figures of our core processes and key services in more detail. We also have updated statistical reports on key figures for real-time monitoring.
See also
Strategy and policies of the Police University College
More information for Police University College staff and students
Performance monitoring documents and the Police University College's key figures (Police intranet > Police University College > Shortcuts > Performance planning and quality > Performance planning)
Updated statistics reports of the Police University College (Police intranet > Police University College > Shortcuts > Police University College statistics)
Studies of communication services and image survey the quality and accessibility of the Police University College’s communications, and general perceptions concerning the higher education institution. We regularly take part in various reports and evaluations.
More information for Police University College staff and students
Police intranet > Police University College > Administration > Communication services > Monitoring and evaluation of communication services