/ Anneli Lorenz Prezentace ze 2. dne závěrečné konference projektu IPN KVALITA.

1. Improving Quality Management in Higher
Education Using the European
Foundation for Quality Management
Excellence Model: a Case Study of
Estonian Higher Education Institutions
Anneli Lorenz
project manager 2008-2012
Praha 24.04.2014

2. What is Quality?
Do we know now?

3. GOLAS OF THE QUALITY PROJECT
 Internal quality management system;
 strengths and areas for improvement;
 best practices;
 accredation process;
 increase the competitiveness of Estonian
institutions of higher education and support their
success in the European Union and worldwide.

4. MORE ABOUT PROJECT
• From 2009 to 2012 (three processes – 2009/10,
2010/11, 2011/12);
• 17 universities and Federation of Estonian
Students Unions (EÜL)
• more than 300 people are trained in quality.

5. USED QUALITY MODEL
• European excellence award model and
scoring matrix (EFQM Excellence Award,
EFQM-European Foundation for Quality
Management).

6. The EFQM Exellence Model

7. STEPS OF PROJECT
Final seminar/conference
Conducting a feedback survey and analysis of results
Assessors' follow-up visits to organisations
Feedback training for organisations
Compiling and submission of feedback documents to organisations
Visit of organisations by assessors
Training of assessors
Submission of organisations' self-analysis documents
Training of representatives of organisations
Selection of organisations

8. Where were we 2009-2012?
RESULTS

9. MAIN OBSERVATION
(based on the assessment criteria):
LEADERSHIP
• Responsibility at all levels of management are
not clearly defined;
• how to motivate managers to deal with the
quality?
POLICY AND STRATEGY
• Development plans and strategies require
clearer objective of adopting, reviewing,
measuring and making of the improvements.

10. EMPLOYEES
• Development discussion - planned, but
implementation depends on the middle managers;
• participation in the training/courses - there are no
links between training/courses and organizational
choices;
• career opportunities - opportunities exist in all
institutions of higher education;
• employee motivation process - works if the
employees also participate in the process.

11. PARTNERSHIPS AND RESOURCES
• A choice of partners based on historical
tradition and personal relationships;
• searching for partners but their finding is not
determined by clear targets;
• analysis and assessment of cooperation with
external partners;
• the need to increase the focus on
internationalisation and to set relevant targets.

12. PROCESSES
• Question about systematic management;
• importance of support processes.
STAKEHOLDER RESULTS
• Stakeholder specification;
• students feedback doesn`t have targets, trends
and comparisons;
• student mobility;
• the results are not comparable.

13. EMPLOYEE RESULTS
• Satisfaction of employees;
• indicators - participation in research
conferences, the number of publications, the
distribution of qualifications, offices and ages,
the length of employment.
SOCIETY RESULTS
• Area of improvement is the weakness in
measuring the effectiveness of goals.

14. PERFORMANCE INDICATORS
• Results are, but goals should be more accurate;
• risk management – important;

15. VALUES OF THE PROJECT
• The top management in quality;
• development of quality systems in HEI;
• quality awareness and systems in HEI;
• the ability to show and analyse the aspects that
ensure quality in the HEI;
• ensuring the compliance of indicators with the
priorities of the HEI;
• higher investment in employees.

16. Thank you!
Questions?
anneli.lorenz@emu.ee