7
Regarding the quality assurance of education, the law leaves ‘a great deal of freedom to education providers,’
who may choose their approach to school evaluation, along with ‘the areas of focus, methods and frequency of
the quality assurance procedures’ (European Commission, 2015, p. 42, 157). Education providers may also decide
to delegate decision-making on quality assurance to schools. In 2009 the MoE
1
published a tool called ‘Quality
Criteria for Basic Education’ to ‘recommend and support quality assurance work at school and municipal levels’
(European Commission, 2015, p. 42). Several stakeholders, including education providers and pedagogical
experts participated in preparing the Quality Criteria. The guidelines laid out in the Quality Criteria are non-
binding, but widely used by schools and municipalities (European Commission, 2015, p. 157). The MoE describes
the criteria as ‘a useful tool for local policy-makers for evaluating shorter- and longer-term effects of their
decisions on school quality. At its best, the information gained with the help of quality criteria enable policy-
makers and authorities to identify shortcomings and put them right in the context of yearly operational and
economic planning’ (MoE, 2009, p. 7). The quality criteria steer schools and education providers to assess both
the quality of their structures (governance, personnel, economic resources and evaluation) and the quality of
their operations, emphasising the point of view of the student. The Quality Criteria also encourage student
participation in the school’s quality assurance through feedback systems for the students and the operation of a
student council. The Quality Criteria recommend wide participation, encouraging schools to take into account
‘the views of municipal decision makers, pupils and their guardians, teachers, principals and other stakeholders’
in their quality work (European Commission, 2015, p. 157). Students and parents are usually represented on the
management boards of schools, together with teachers and non-teaching staff. The purpose of the management
boards is to promote the development of the school’s activities as well as cooperation both inside the school and
with parents and the local community (Välijärvi, 2013).
Traditionally Finland has celebrated high equity among comprehensive schools throughout the country, and the
differences for example in PISA results between the highest and lowest scoring schools have been low (Välijärvi,
2013). However, the financial situations of municipalities affect the schooling they offer. Some municipalities
where the financial situation is in good shape are able to offer their students in comprehensive schools extra
lessons beyond the minimum required, adding up to several extra weeks of school each year, while those who
struggle with finances are only just meeting the minimum required days (Lötjönen, 2016). This creates inequality
among students, which should demand more attention nationally, especially in the face of the prolonged
economic recession which Finland has suffered.
In summary, while there are mechanisms in place for monitoring the provision of education from pre-primary to
upper secondary education at the regional level, the quality of education rests on the autonomous responsibility
of the education providers, supported by national steering rather than control, and enhanced through national
evaluations, which are further explored in section 4.
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