On 28 May, the senate adopted the university's quality management principles, the aim of which is to establish a common quality management framework and define the quality management activities and persons in charge (in Estonian). On the other hand, the quality management principles support the development of the university’s quality culture and thereby improve the university members’ working and learning experience, as well as enhance the quality of services provided by the university.
Quality management is based on the cycle of continuous improvement.
Principles of quality management
- The principles of quality management aim to create a uniform framework for quality management at the University of Tartu (“university”) and define the quality management procedures and the persons responsible.
- Quality management is a part of strategic management, ensuring processes consistent with the university’s objectives of development and operation, and their periodic review and improvement. Quality management supports the development of the university’s quality culture and helps maintain and improve the quality of its main and supporting activities. Quality management is based on a cycle of continuous improvement, the parts of which are planning, doing, checking, and acting.
- Quality management is based on the statutes and the strategic plan of the university. Quality is defined by the mission, fundamental values, vision and tasks of the university, as defined in the strategic plan. The procedures supporting the achievement of the goals of the strategic plan and the fulfilment of the university’s tasks at all levels of management are described in the bylaws and guidelines of the university.
- The university ensures quality through continuous and purposeful improvement of all activities, taking into account the expectations and feedback of various stakeholders. The university’s stakeholders include the members of the university, continuing education learners, alumni, partners, employers, government agencies, local authorities and society at large. The university ensures that efforts to meet the expectations of one interest group do not reduce the satisfaction of other stakeholders.
- The main activities of the university are teaching, research and development, and provision of services to society based on these activities. The quality of the main activities is influenced, among other factors, by the preparedness and motivation of learners, staff competences and motivation, the clarity, feasibility and ambition of the university’s development and operational objectives, the quality of support activities, the condition of teaching and research infrastructure, and financial and other resources.
- The university’s support activities support the high-quality implementation of the main activities. The quality of the support activities is influenced, among other factors, by staff competences and motivation, the clarity, feasibility and ambition of the university’s development and operational objectives, and financial and other resources.
- Information about the quality of the main and support activities is received via feedback surveys, internal evaluation of teaching and studies, performance interviews and evaluation of employees, achievement of performance and key indicators, internal audit and external evaluations, and other means. Based on the data received, improvements are carried out.
- The hallmarks of quality culture are the commitment of employees and learners to their work and studies, shared values, ethics, cooperation, sharing best practices and the desire for continuous improvement.
- The rector is responsible for optimal functioning of quality management. All employees of the university are responsible for quality within their field of activity. Learners are responsible for the quality of their learning.
- The senate will review the principles of quality management as necessary, but at least once during the term of the strategic plan.