The main objective of quality management at the University is to be a strong socially responsible organisation that fosters an academic environment – attracts motivated students and high-performing employees – by ensuring the integrity of quality management processes and the University’s strategy.
Quality management key principles:
The University’s quality management principles are inseparable from the development and implementation of the organisation’s strategic objectives, aspirations, priority activities and plans. Formulated and consistently implemented, University’s strategy helps to shape the organisation’s structure and vision and set strategic directions and priority objectives. The latter, in turn, have a direct impact not only on decisions that can be measured as quantitative results but also on the qualitative principles of the organisation’s management.
In implementing the University’s strategic objectives, the University community aims to ensure high quality of study and research results, consistently improve performance results and build a University’s ecosystem based on trust, creativity and leadership. To become a university recognised in Europe and internationally competitive, the University implements and continuously improves its quality system based on the Standards and Guidelines for Quality Assurance in the European Higher Education (hereinafter – ESQF), the key higher education policy documents of the European Union, the European 2 Qualifications Framework, the European standards and guidelines, the laws and legislation governing higher education in the Republic of Lithuania, and best practices. The compliance of the University’s quality management system with the ESG is based on the University’s legislation.
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The system is based on the PDCA (Plan, Do, Check, Act/Adjust) model which enables quality assurance and continuous improvement of activities/processes. The model helps to ensure the implementation of regular action planning processes, including the launching of new initiatives to promote the development of the quality of the University’s activities, the various levels of planning of the University’s activities (from the preparation of long-term planning documents at the strategic level to the short-term planning of activities of individual employees); periodic monitoring processes, internal control and assessment of operational risks; the provision of feedback, the identification and analysis of problems and areas for improvement; and continuous improvement of performance.
The quality of the University’s activities is linked to the successful identification of strategic priorities, the setting of appropriate objectives and the need to articulate what the specific objectives mean for the community. The mission, vision, values and general operational principles, strategic operational priorities, key performance indicators and key needs for change identified in the University’s strategy provide the University’s community with the guidelines to guide day-to-day activities and improvement processes. Based on the University’s strategic operational documents, the University’s departments prepare annual action and financial plans which describe the specific activities and/or measures planned to achieve the department’s objectives, identify the expected results, plan the financial and other required resources, and assign the responsible persons. The implementation of the short-term planning process at the level of individual departments ensures not only the implementation of strategic activities, but also the identification of the quality objectives for the University’s activities which are focused on the improvement of the University’s internal processes and the satisfaction of the needs of stakeholders, and their and integration into the department’s action plan. Employees also prepare their annual activity plans (up to grade 11 job positions), taking into account the objectives and planned activities of the department. All planning processes at the University are regulated by legislation.
The University Strategy 2021-2025 defines the vision of KTU to become an internationally competitive, interdisciplinary technological university that creates and transfers knowledge and innovation. The University’s vision for the future is also highlighted in the three main areas of the University’s activities which are reflected in three value chains: the value chain in studies, the value chain in research and innovation and the value chain in organisational development.
The mission of the University is shaped by proper assessment of all activities of the University, the expectations of the University community and society as well as taking into account the needs of the various stakeholders. To students and customers, the University’s mission is to create and transfer interdisciplinary knowledge and innovative technologies that create value. To society, KTU commits to be a driven University and to create a sustainable society, and to each other, the University community has pledged to collaborate and work together to achieve ambitious goals, while continuously developing with external scientific and business leaders.
The implementation of the vision and mission of the University, as well as the strategic objectives and activities, is based on the values of KTU community: responsibility to society which includes the responsibility to the University community, in terms of transparency of the University’s activities, academic integrity and social responsibility to people and the environment; cooperation which is important to everyone both within and outside the organisation; and continuous development to ensure that motivated students are studying and inspiring professional employees are working at the University.
The quality of the organisation’s activities is inseparable from the successful identification of strategic priorities, the setting of appropriate objectives and the implementation of relevant activities. Long-term objectives must be supported by clear priority activities in both the long and short term. Achieving the objectives is also closely linked to the need to identify what the specific objectives mean for the organisational community. KTU Strategy 2021-2025 identifies long-term strategic objectives:
The implementation of strategic priority objectives will help to ensure:
To ensure a successful implementation of KTU Strategy in the long term and taking into account the expert recommendations received in the previous external evaluation, KTU Strategy is based on the supporting strategies for individual areas of activities – long-term strategic guidelines. The development guidelines have been developed for the following main areas of activities: studies, research and innovation, human resource management, development of international relations, marketing and communication management, IT infrastructure management and sustainable development.
To maintain the proper organisation of the University’s activities and timely implementation of the University’s strategic operational objectives, systematic planning of activities is ensured in the short term. For this purpose, all first-level departments of the University prepare annual activity plans each year. The departments prepare their annual activity plans taking into account the University’s strategic documents (Strategic Plan, Strategy, long-term action plan) and the specifics of the activities of the department, define the department’s performance criteria and the planned values of the criteria according to the approved list of performance indicators.
The process of annual activity planning and preparation, coordination and approval of annual activity plans of the University and first-level departments is regulated by KTU Guidelines for Strategic and Annual Activity Planning sso ¦ vpn ¦ ltu. The department’s annual activity plan also describes the specific activities and/or measures planned to achieve the department’s objectives, the expected results, the persons responsible and the timeframe for the implementation of the planned activities (in cases where the planned activities are scheduled for a period shorter than one calendar year for which the annual activity plan is prepared). The annual activity planning forms are based on the list of strategic performance indicators approved by the University.
To align the individual activities of employees and performance objectives with the strategic and annual objectives of the departments and the University, the University conducts annual activity planning for employees. For this purpose, annual activity planning interviews are held between managers and their subordinate employees to discuss and evaluate the previous period’s performance, set objectives for the coming period, and draw up plans for employee development and the development of competencies. At the same time, the aim is to provide feedback to employees on the manager’s evaluation of their annual performance and contribution of their activities to the implementation of the University Strategy.
The planning of material resources for the execution of study and research/art activities is conducted considering the strategic priorities and objectives of the University and approved by the University’s collegial governing bodies: approval of the Senate and a decree of the Council. Investments in infrastructure are planned considering the supporting strategies-guidelines of individual areas of activities and the objectives and activities envisaged in the projects of the draft 2021-2025 Activity Plan of Kaunas University of Technology.
For more information on green procurement of planned resources, see Public procurement (in Lithuanian).
In this phase, the implementation of quality management and operational processes takes place in three main areas of the University’s activities, represented by three value chains:
During the implementation phase, the tasks set out in the plans of the University, departments and individual employees are implemented within the planned timeframes and using the planned resources, and there is continuous communication and cooperation with the University’s academic and non-academic community, social partners and students.
Quality assurance in studies and lifelong learning is based on six key components: i) the study management model (including the study management model and responsibilities, and the management of the study programme portfolio), ii) the organisation of student-centred education, iii) the system for the development of teachers’ competencies, iv) the system for the success of students in the University, v) the monitoring system (including the feedback and monitoring systems and their development) and vi) the publicity to the community and society.
Internal study quality assurance is an integral part of the University’s quality assurance system, as defined in the description of the Internal Study Quality Assurance System, approved by the Senate.
More information about Guidelines for development of studies » and Guidelines for development of international relations ».
Quality assurance in research and innovation is based on the relevance, interdisciplinarity and competitiveness in the international environment of the produced knowledge, the value creation of the transferred knowledge and technologies, the impact on business and society, the country and the region, the development of partnerships and entrepreneurship, and the development of the scientific and general competencies of academic employees and doctoral students. More information about Guidelines for research and innovation development »
Quality assurance in organisational development is based on effective resource management, promoting leadership, consistently improving the quality of business processes, focusing on people and their well-being, developing competencies, promoting sustainability and social responsibility, ensuring smooth communication, and fostering the unity of the community.
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The University uses defined indicators for the evaluation of activities and the achievement of results to monitor and evaluate the success of the achievement of the set objectives of the activities and the quality of the achieved results, taking into account various relevant aspects of different activities. Following the principles of transparency and smooth communication, feedback information collected through quality assurance processes is published and discussed with the University community and all stakeholders. In addition to continuous monitoring of the quality of the University’s activities, the University’s managers and those responsible for the implementation of internal quality processes regularly check that the quality assurance and improvement system is appropriate and in line with the fundamental principles and objectives of organisational quality management.
The systematic collection and aggregation of opinions enable the evaluation of the University’s performance, taking into account the needs of all stakeholders. The feedback collection process covers all value chains. Feedback from the University’s stakeholders is collected based on the 360° principle and includes feedback and evaluations from students, lecturers, employees, alumni and employers. The University collects feedback through e-surveys, round table discussions and meetings with stakeholders.
One of the main feedback collection tools used at the University is surveys. The organisation of feedback from social stakeholders is regulated by the Guidelines for the Organisation of Feedback from KTU Social Stakeholders sso ¦ vpn ¦ ltu, approved by the Rector’s order. A plan of the University’s planned surveys is approved annually sso ¦ vpn ¦ ltu.
The results of the surveys are particularly valuable to the University and are used to improve the quality of organisation and provision of studies. The results of the surveys are used to evaluate and improve study programmes and modules, the quality and competence of lecturers, and to resolve issues related to infrastructure, material and other support. The results of the surveys are used as follows:
The University’s surveys are organised electronically, survey participants are provided with digital questionnaires generated by the “LimeSurvey” or “Microsoft Forms”. The process of organising the surveys is implemented by the Strategy Monitoring and Quality Office.
International rankings:
National rankings:
An operational process tree is a collection of process categories and their associated process groups represented in a single diagram. The purpose of the process tree is to represent the organisation’s operational processes, their sequence and the elements of their integration into a set of activities which in turn helps to ensure the continuous monitoring of performed activities: to improve the context of the performed activities, eliminate the duplication of activities in various processes, thus increasing the optimisation of resources and activities, allocate responsibilities for the proper management and implementation of processes, and ensure the accuracy and clarity of the organisation’s legislation/guidelines being developed.
The development of the process tree is a dynamic process – it is continuously updated with activity process diagrams, both in the development of the diagrams of the University’s main operational processes and in the development of new or updating the current legislation of the University.
For the management and administration of processes and activities, the University uses a visualisation model of process diagrams which is presented by digitising processes/activities using specialised software – Cameo Business Modeler and the University’s process and activity mapping system – IVPS sso ¦ vpn ¦ ltu. The process diagrams are developed using the Business Process Model and Notation (BPMN) and supplemented by the legislation of the University. The digitisation of process mapping allows for a much faster and more accurate representation of changes in the University’s processes and activities.
The processes of the University are developed according to the Description of the Legislative Procedure of KTU sso ¦ vpn. Identifying and mapping processes in diagrams helps to identify obstacles in processes, facilitates the coordination of activities between departments, and helps to share best practices.
Internal control
KTU internal control system and processes as well as principles of operational risk management, which help to ensure effective implementation of the operational risk management process in the organisation, are regulated by the Guidelines for Internal Control and Operational Risk Management approved by the University. These Guidelines define the fundamental principles guiding the University’s responsible persons in the proper development, maintenance and operation of the internal control objectives and the functioning of internal control at the University, including the appropriate and timely management of operational risks. The assessment of internal control at the University is carried out as an expert assessment, based on the methodology for assessing internal control at the national level.
The assessment and management of operational risks are carried out following a risk management plan approved by the rector of the University. Taking into account the performance management model, organisational structure and activity planning aspects of KTU, the University has chosen a centralised operational risk management model. This means that the University’s operational risk management plan is developed and implemented in terms of key strategic activities and their evaluation indicators.
The risk management plan identifies the potential risks to the implementation of strategic activities and assesses the probabilities of risks occurring and the potential impact of risks on the University’s core operational processes. The assessment of all these circumstances leads to the identification of actions for the timely elimination of risks or maximum mitigation of potential consequences of the risks. The Internal Control and Quality Committee is responsible for the development of this plan, the implementation of the risk management process, the initiation of related actions and the monitoring of the risk management process.
The rector of the University is responsible for the proper management of operational risks within the University. The following employees are also involved in the University’s operational risk management: the heads of the highest level and structural departments, who are responsible for defining the concept of operational risk management at the University and, within the scope of their competencies and responsibilities, ensure the appropriate and timely management of operational risks in individual departments of the University; the Internal Control and Quality Committee, which is responsible for supervision of the internal control and operational risk management process, approving operational risk management plans and ensuring regular reporting on internal control and operational risk management, developing, implementing and continuously monitoring the provisions of the operational risk management plan, methodologies and/or other risk management regulations, and the dissemination of information on the management of operational risks within the University; all the employees of the University who exercise their rights and obligations under the employment contract (and any additional agreements) with the University in their daily activities.
Internal Control and Quality Committee
The main objective of the Internal Control and Quality Committee is to supervise the implementation of the University’s internal control and the compliance of the internal control with the internal control policy set out by the rector and ensure proper quality management of the organisation’s activities. The Committee is composed of the University employees responsible for the management and implementation of the University’s key strategic areas of activities, including:
Internal audit
Internal audit is one of the three lines of defence ensuring the functioning of the University’s internal control system. The Internal Audit provides independent and objective assurance of the adequacy and effectiveness of the University’s governance and risk management by examining and assessing the University’s governance, risk management and internal control and providing recommendations and consultations to the University’s management.
The Internal Audit is directly subordinate and accountable to the rector of the University and the University Senate and the University Council. The plan of conducted internal audits is drawn following the Internal Audit Methodology approved by the order of the rector. The planning of internal audits takes into account the following risk factors: the importance of the University’s activities/function, the level of expenditure, staff turnover and experience, the level of internal control, the frequency of structural changes, the level of performance regulation (rules, procedures), the length of time since the last audit, the control environment and the possibility of financial instability. Risk areas are identified for four groups of objectives of the University’s activities: strategic objectives to support and ensure the achievement of the mission, resource use objectives to ensure the efficient, economic and rational use of resources, accountability objectives to ensure the reliability of internal and external reporting, and compliance objectives to ensure compliance with the requirements of the legislation.
External evaluation and accreditation of a higher education institution
The main objective of the external institutional evaluation organised by the Centre for Quality Assessment of Higher Education is to assess the quality of a higher education institution’s performance and to present recommendations that form the basis for improving the performance of the higher education institution. The external evaluation is carried out and the conclusions are presented by a team of international experts selected by the SKVC on the basis of a self-assessment summary prepared by the University and the information gathered during the experts’ visit to the University. The experts’ evaluation of the University’s performance covers four areas: strategic management, quality assurance, study and research/arts activities, and impact on regional and national development.
According to the results of the 2017-2022 international institutional external evaluation, which will be published in 2023, Kaunas University of Technology is characterised by its positive impact on regional and national development, its close relations with social partners, and its successful activities in the fields of studies and research. The ability of the KTU community to develop targeted measures to improve student achievement, reduce attrition, strengthen practical skills and ensure sufficient access to the University’s research infrastructure were also identified as good examples. Based on this evaluation, the University was granted accreditation by the SKVC for 7 years.
The University is developing a data analytics tool, MS Power BI. The data is presented in the Performance Data Analytics and Visualisation System sso ¦ vpn ¦ ltu. The University and faculty administrations have access to study analytics: records of student admission, student contingent, and work accounting of academic staff. The University’s Academic Information System provides detailed data analytics for study fields and study programmes, including field assessment and internal monitoring indicators, as well as detailed statistics for the administration. To simplify and increase the efficiency of the management of data and indicators of the most important activities of the University, enable quick and easy understanding of the multidimensional structure of periodically changing data and ensure continuous unified calculation of indicators of the most important activities of the organisation, the University initiated a project for the development of a data analytics information system “Business Intelligence” (BI).
The results of the University’s activities are analysed in terms of the management of the University’s studies, research and arts and organisational activities. All decisions on quality improvement are made by the management of the University and are always based on facts, i.e., based on qualitative and/or quantitative information. The results of the performance evaluation are periodically analysed and effectively used to review and improve internal performance objectives and implementation processes. Once the necessary changes have been agreed upon and specific improvement activities are being implemented, a new cycle of PDCA is restarted, thus ensuring consistency and effectiveness of the introduced changes.
Follow-up activities are an integral part of the organisation’s internal quality management and development processes, aimed at continuous improvement of performed activities. Effective follow-up activities are based on systematic monitoring of the implementation of plans and activities, continuous improvement of identified problem areas, and effective resource management. The University implements both periodic follow-up processes based on the findings of external and internal evaluations in different areas (including, but not limited to, institutional evaluation, evaluation of study fields, evaluation of research activities, external and internal audits, etc.) and continuous follow-up activities based on the monitoring of the implementation of the activities, the execution of budgets, the use of resources, the analysis of the results of the feedback collected by the University in different ways, etc.
Strategy Monitoring and Quality Office
K. Donelaičio St. 73-312, LT- 44249 Kaunas, Lithuania
email kokybe@ktu.lt
