Action Plan. Strategic Plans. Performance Indicators. Strategic management. Planning. Core Processes. Improvement Activities.

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Strategic management

Improvement Activities

Strategic Plans

Planning

Action Plan

Performance Indicators

Support Processes

Tallinn 2015

Core Processes

Key Partners

Stakeholders

ManageMenT

SySTeM ManUal

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TUT MANAgeMeNT

sysTeM MANUAl

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Partial translation

of TUT Management system Manual Consolidated text:

Approved by Rector’s directive No 277 of 01 October 2014 Amended by Rector’s directive No 114 of 08 April 2015

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INTRODUCTION

MIssION Of TAllINN UNIveRsITy Of TeChNOlOgy

(hereinafter TUT)

TUT promotes science, academic and applied higher education and engineering culture. TUT creates a synergy of engineering, exact sciences, science, health and social sciences to benefit society.

The objectives of TUT are to contribute to the sustainable development of the society and the growth of the nation’s welfare by international high-level research, development and education and the innovative services based thereon.

Pursuant to the statutes, TUT shall:

1. provide and advance teaching and learning in conformity with modern quality requirements at the three cycles of higher education and award the corresponding graduation certificates;

2. provide continuing education service and issue relevant certificates;

3. initiate and conduct fundamental and applied research and carry out contract research and development; 4. cooperate with other universities and the entire society by supporting the development of the estonian society, by

creating and developing possibilities based on integrated instruction and research for international cooperation and lifelong learning and by helping students become responsible citizens who are able to demonstrate initiative; 5. promote legal protection of intellectual property rights and introduce the research results;

6. modernise TUT’s infrastructure through immovable property development, updating of resources for aca-demic and research activities and creating modern work conditions and amenities for the membership; 7. develop TUT library, serving as the university and public scientific library and the national information centre

of engineering and technology;

8. develop the TUT Museum, collect, preserve and explore the history of technology in estonia and at TUT; 9. issue scientific publications and study materials;

10. promote opportunities and facilities leading to self-actualisation among the membership through creative, cultural and sports activities and, as a result, enhance the effectiveness of teaching and learning and re-search activities;

11. popularise TUT activity.

AIM Of The MANAgeMeNT sysTeM MANUAl

The aim is to describe the overall management system, incl. TUT core and support processes.

The Manual presents a concise description of the management system performance provided by legal acts im-plemented at TUT.

The Manual is intended for use by university staff, primarily by leaders, to review action and performance of dif-ferent processes.

The Manual is subject to amendments if the validity of legal acts concerning essential parts has expired or if management processes need improvements.

BAsIC POsITIONs fOR PRePARATION Of The MANUAl

TUT Management system Manual follows the standard evs 902:2008 “Quality management systems. guidelines for implementation of the IsO 9001 standard in educational institutions“ (IWA 2:2007) and legal acts and agree-ments established in TUT.

TUT management system is based on the philosophy of continuous improvement that can be interpreted in four stages: 1. planning that is based on earlier information and experience and on the TUT strategic Plan as well as financial

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2. actions that are triggered as a result of the planning stage;

3. assessment to identify a review of the objectives acquired; quantitative and qualitative activity and perform-ance indices are used;

4. amendments associated with new or changed objectives, starting complementary or transforming existing processes depending on the level of results achieved.

Process-based approach is implemented in the TUT management system description: strategic management proc-ess; three core processes (teaching and learning, research and development and public-oriented activities targeted to TUT mission realisation – create society-centred values) and support processes ensuring core process realisation. If the strategic management process is targeted to systematic organisation of university management in a longer time horizon, then core and support processes shall provide primarily for organisation of daily planning. The Management system Manual shall be an instrument to ensure quality assurance in the TUT areas of activity. To achieve the objectives set in the TUT strategic Plan by TUT membership and management, to satisfy require-ments of interest groups and to assure quality of core processes and outcomes, activities pursued by TUT shall be subject to consistent improvement in compliance with the TUT management system.

sTRUCTURe Of The MANUAl

Chapter 1 reviews TUT organisation, management levels and organisational management. further, institutional strategic management processes are outlined, incl. preparation of strategic plans and strategies, organisation of implementation and analysis of the results, if necessary, planning of improvement activities and amendments in the strategic documents.

TUT external environment (stakeholders and key partners) is covered at the end of the chapter.

Chapter 2 reviews the organisation of sub-processes and specific support processes of R&D management. Chapter 3 focuses on the teaching and learning management. sub-processes of degree level studies and con-tinuous education related to specific support processes are singled out.

Chapter 4 gives an overview of the organisation of the third core process – public-oriented services in different university spheres.

Chapter 5 presents support processes essential for core process performance.

Chapter 6 outlines management of the student body and involvement in institutional management. According to the Universities Act (§ 42 and 43), student body shall have the right to self-government, the representative body being the executive body of the student Body.

The abbreviations used in the Manual have been explained at the end of the introductory part.

each chapter of the Manual contains texts of process descriptions and schematic value chain of the processes. Process owner, process participants and relevant legal acts regulating a process are outlined.

TeRMs UseD IN The MANUAl:

• Core process – teaching and learning activities, research and development activities, public-oriented services; • Sub-process – one part of the process value chain;

• Support process – process supporting core processes (e.g. personnel management, financial and infrastruc-ture management etc.);

• Specific support process of the core process – process supporting a core process or a process supporting its part;

• Value chain – itemised core process and specific support processes (in case of a support process, itemised sub-processes forming the support process).

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abbreviaTionS

aSU administrative and support structure unit

eTC educational Technology Centre

ibC innovation and business Centre

iT information technology

iro international relations office

MC Marketing and Communication

MCo Marketing and Communication office

rao research administration office

r&D research and development

SiS Study information System

TUT Tallinn University of Technology

abbreviaTionS of proCeSSeS USeD in The ManUal

S Strategic management

r research and development

T Degree level teaching and learning

C Continuing education

MM Marketing and Communication Management

pM personnel Management

fM financial Management

iM infrastructure Management

iTM iT Management

lM Creation of the legal environment

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1. ORgANIsATIONAl MANAgeMeNT

1.1 PROCess-BAseD MANAgeMeNT sysTeM Of TAllINN

UNIveRsITy Of TeChNOlOgy

sPeCIfIC sUPPORT PROCesses fOR CORe PROCess IMPleMeNTATION:

ORGANISATIONAL MANAGEMENT

(Mission, vision, values, TUT strategic Plan, strategic plans, action plans) Process owner: Rector

TEACHING AND LEARNING

Process owners: vice-Rector for Academic Affairs (degree level studies); vice-Rector for Innovation and Internationalisation (continuing education)

PUBLIC-ORIENTED SERVICES

Process owner: Rector

MARKETING AND COMMUNICATION MANAGEMENT

Process owners: marketing director (internal marketing within estonia), vice-Rector for Innovation and Internationalisation (external marketing)

PERSONNEL MANAGEMENT

Process owner: head of Personnel Office

FINANCIAL MANAGEMENT

Process owner: Director for finance

DOCUMENT MANAGEMENT AND RECORDS MANAGEMENT

Process owner: head of Document Management Office

INFRASTRUCTURE MANAGEMENT

Process owner: Director for facilities

IT MANAGEMENT

Process owner: head of Information Technology Office

CREATION OF LEGAL ENVIRONMENT

Process owner: head of legal Office

RESEARCH AND DEVELOPMENT ACTIVITY

Process owners: vice-Rector for Research (research activity), vice-Rector for Innovation and Internationalisation (development activity)

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1.2 MANAgeMeNT levels AND leADINg BODIes

The mission, vision, self-determination, role in society, strategic objectives and main directions of Tallinn

Univer-sity of Technology (TUT)are provided by the TUT Strategic Plan. The strategic Plan shall be endorsed by the

TUT Council, implemented in cooperation with the leaders of each level, students, academic staff and

administra-tive and support personnel. Basics of university management and the structure shall be provided in the Statutes

of TUT. TUT structure is divided into academic and administrative and support structure.

1.2.1 INsTITUTIONAl MANAgeMeNT

The activities of the university shall be directed by the Rector, who is responsible for the general state and development of the university as well as for the lawful and expedient use of financial resources and exercises the highest administrative and

disciplinary authority within his or her competence. The Rector’s Office is the management of TUT. The Rector’s Office

includes the Rector, the vice-Rectors, Directors of the areas of responsibility and other persons appointed by the Rector.

The highest decision-making body of the University is the Board of Governors which shall be responsible for the

development of TUT and ensure the achievement of its objectives. The Board of governors shall be composed of eleven members. The membership of the Board of governors shall be approved for five years by the government of the Re-public on the proposal of the Minister of education and Research. The Board of governors adopts the statutes of TUT, approves the development plan, financial plan and the budget based thereon, the report on the execution of the budget and the consolidated annual report, elects the Rector and authorises him or her to office and performs other functions imposed thereon with the law or statutes.

TUT Council an academic decision-making body which shall be responsible for the education, research and

de-velopment activities of TUT and ensure the high quality thereof. The TUT Council is chaired by the Rector. Rules for the formation, competence and basics of activity of the Council shall be provided by the statutes of TUT. Working bodies of the Council shall be four standing committees (Committee for Academic Affairs, Committee for economic Affairs, Committee for Research, and Committee for study Affairs), functioning pursuant to the statutes approved by the Council. The Council may, if necessary, form additional standing committees.

TUT Board shall be formed as a supervisory body to provide operational management. The Rector shall establish the principles and procedures of the TUT Board (see the statutes of TUT).

TUT Academic Court. The five-member Academic Court, elected for a period of three years by the TUT Council, shall resolve any internal academic disputes that may arise. The Academic Court shall function pursuant to the statutes endorsed by the Council.

1.2.2 ACADeMIC sTRUCTURe

Academic structure shall incorporate the faculties, institutions, departments and study centres, research

cen-tres, laboratories and other units thereunder.

A Faculty is the main unit of the academic structure, which includes the departments, centres, laboratories and other structural units engaged in the teaching and learning, research and development in similar fields of research. A faculty shall be administered by a Dean, who shall be appointed by the Rector who shall first hear the opinion of the faculty Council. The Dean is responsible for the overall state, development, reputation of the faculty and for the legiti-mate and appropriate use of the financial resources and exercises administrative authority within his or her competence. The faculty Council shall be a collegiate decision-making body of the faculty, the procedures of which shall be provided in the Statutes of TUT and faculty statutes. The activities of the faculty shall be coordinated by the dean’s office, administered by the dean. In addition to the faculty Council, the collegiate decision-making bodies on the faculty level include the study programme committees operating pursuant Rules of Procedure of the study Programme Committee. The vice-Deans coordinating the teaching and research activities in the faculty shall be appointed by the Rector from among the teaching and research staff, on the proposal of the Dean.

An institution under TUT structure shall conduct teaching and learning, research and development or several activities according to its statutes. An institution shall operate according to the statutes. The main activity of an educational institution (college) is teaching and learning. The main activity of a research and development institution is research and development work and coordination of doctoral studies in cooperation with faculties. The main activity of an edu-cational, research and development institution is teaching and learning and research and development. An institution shall be administered by the director. The collegiate decision-making body of an institution shall be the council or the scientific council. The director of the institution may be delegated by the Rector the rights to represent the employer and the institution may keep its own personnel and accounting records. In the institutions, the activity of which requires

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1.2.3. TUT ORgANIsATIONAl sTRUCTURe

Marketing and Communications Office

Academic structure Administrative support structure

faculty of Civil engineering Dean Roode Liias

faculty of Power engineering Dekaan Arvi Hamburg

faculty of Information Technology Dean Gert Jervan

faculty of Chemical and Materials Technology

Acting Deani kt Vahur Oja

Tallinn school of economics and Business Administration Dean Üllas Ehrlich

faculty of science Dean Tõnis Kanger

faculty of Mechanical engineering Dean Tauno Otto

faculty of social sciences Dean Sulev Mäeltsemees

Rectors Office legal Office

The Center of Defence and security studies

Document Management Office Personnel Office

Internal Auditing Office

Institutions

Institute of geology Director Atko Heinsalu

Institute of Cybernetics Director Andrus Salupere

Marine system Institute Director Jüri Elken

Museum

Acting Director Liia Rebane

library

Director Jüri Järs

Technomedicum Director Kalju Meigas

Certification Centre Director Tanel Tuisk

Research Administration Office vice-Rector for Research

Erkki Truve

Director for Marketing Heiki Lemba

Academic Court Audit Committee University Board International Advisory Board

UNIVERSITY COUNCIL RECTOR Andres Keevallik

Construction Management services facilities Management services Public Procurement Office Director for Management

Margus Leivo

Office of economics and finance Acting Director for finance

Katrin Toompuu

Open University Innovation and Business Center International Relations Office vice-Rector for Innovation and

Internationalisation Tea Varrak

Institutions

estonian Maritime Academy Acting Director Roomet Leiger

Kuressaare College Director Anne Keerberg

Tallinn College Director Udo Meriste

Tartu College Director Lembit Nei

virumaa College Director Viktor Andrejev

Preparatory Courses Office education Technology Centre Information Technology services Office of Academic Affairs vice-Rector for Academic Affairs

Jakob Kübarsepp

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an independent quality management system and the corresponding valid certificate, the director of the institution shall be responsible for the preparation of the required documents and organisation of the prescribed operations.

1.2.4 ADMINIsTRATIve sUPPORT sTRUCTURe

Administrative support units (hereinafter ASU) shall operate according to the statutes and shall support core process performance. Vice-Rectors and heads/directors of activity areas shall administer areas of compe-tence assigned by the Rector. Areas of compecompe-tence of vice-Rectors and heads/directors and those of the AsUs under their control shall be defined by the order/directive of the Rector.

1.3 sTRATegIC MANAgeMeNT

1.3.1 geNeRAl DesCRIPTION Of sTRATegIC MANAgeMeNT

This process description defines the principles and procedures of TUT long-term strategy (strategic Plans) and operation/action plan preparation, implementation, and realisation and performance assessment at different lev-els, as a result leading to improvements and changes and providing for forthcoming strategy drafting.

On a consistent basis, supportive feedback from strategies and the strategic management process performance are assessed and if necessary, improvements are implemented.

strategic management is described by four sub-processes (see below in value Chain sub-processes s1–s4) and by two specific support processes (ss-1 and ss-2).

In addition, implementation of the planned activities (primarily in terms of operational planning) is also described in the sections of research and development, teaching and learning, public-oriented services, and major support processes. Sub-processes of strategic management are:

• selection of strategic options and preparation of the institutional strategic plan

• Implementation of the actions planned (activity area strategies and strategic plans of structural units, opera-tion/action plans, basic and support processes)

• Control of strategy implementation (strategic plans) and operation/action plans and analysis of results • Planning of improvement activities

Selection of strategic options and preparation of the institutional strategic plan

strategic options are selected, as a rule, in the process of defining strategic directions and preparation of the strategic plan. Prior to the preparation of strategic plans, strategies and operation/action plans, risk assessment is carried out. The Rector shall approve TUT bases of risk assessment, whereupon the Internal Auditing Office shall coordinate risk assessment and check timely implementation of the activities established for risk management. As a rule, risk management is an uninterrupted process. Risks are subject to detailed analysis and planning of predictable activities in the course of the strategic plan and operation/action plan preparation.

strategic development is an area that will attract the whole membership.

The institutional strategic plan prepared for a five-year period is the key strategic document. The Rector shall nominate a standing committee responsible for the preparation of the TUT strategic Plan. In new goal-setting, implementation of the goals set for previous periods, possible resources and risks for the forthcoming period will be scrutinised, and feedback will be collected from the interest groups and key partners. The TUT Council shall adopt the strategic Plan of TUT and shall submit it to the Board of governors for approval. To ensure sustainability of the strategic planning process, in addition to the

strategic Plan, a strategic vision for the next development period will be prepared. A strategic vision will be prepared in the

third or fourth year of implementation of the strategic plan. It contains a strategic vision predicted for the first years of the next strategic plan (i.e. an input for the next period and for the strategic plan preparation). An inter-period vision prepared by the Rector’s Office shall be approved by the Rector, and the information communicated to the Council and membership. Implementation of the plans shall be based on the area strategies, strategic plans of the structural units and different operation/action plans through research and development, teaching and learning and public-oriented activities and major support processes. Descriptions are accessible in the relevant parts of the Manual.

To coordinate and monitor the implementation of the TUT strategic Plan, the Rector shall form the Strategy Committee. The strategy Committee advises and monitors the preparation of the strategic plans of the struc-tural units, the implementation of the strategic Plan of TUT and then reports to the Rector on execution of the strategic Plan during the whole five-year period.

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Preparation of activity area strategies shall rely on the goals set in the TUT strategic Plan.

The goals of activity area strategies shall be implemented through the university (management) plans, operation/ action plans of the academic and AsU.

Two basic activity area strategies will be prepared, subject to approval by the TUT Council:

1. Research and Development Strategy that specifies the TUT strategic Plan in the relevant broader area;

2. Strategy for Provision of Education that specifies degree level studies and continuing education in the

TUT strategic Plan.

The strategic documents above, linked to TUT core processes, shall compose integrated key strategies.

In addition, if necessary, complementary strategies will be prepared to ensure essential developments that, de-pending on urgency, will be approved by the Council or endorsed by the Rector. examples are as follows:

• Strategy of Internationalisation and Innovation;

• Personnel Strategy;

• TUT Information Technology Strategy;

• Marketing and communication strategy of Tallinn University of Technology

Complimentary examples of the strategy and strategic plan preparation in specific areas targeted to public-oriented activities derived from TUT development needs are:

1. Strategic Plan of the TUT Library (as a strategic plan of an academic unit);

2. Strategic Plan of the Museum

Area strategies and strategic plans create preconditions for the implementation of the goals set in the TUT strategic Plan.

Five-year strategic plans of the faculty, research institution and college shall rely on the TUT strategic Plan and shall be approved by the council of the relevant unit and endorsed by the Rector.

Institutional (management) yearly operation/action plan shall be prepared by the vice-Rectors, heads/directors, endorsed by the Rector. AsU shall prepare their yearly operation/action plans based on the management operation/ac-tion plan. Operaoperation/ac-tion/acoperation/ac-tion plans of the management and the AsU are accessible to the membership in the internal web. The operation/action plan shall be the basis for the statement of revenue and expenditure.

Operation/Action plan of a faculty and an institution (as well as an operation/action plan of a activity area of a unit) shall be prepared by the dean/director, approved by the council of the unit. Operation/action plans of the faculty and the institution shall be prepared on the two- (three-) year basis. The operation/action plan of a struc-tural unit is an internal working document serving as a basis for budgetary and action planning.

The strategy Committee shall be responsible for yearly analysis of fulfilment of the institutional strategic plan and operation/action plans of the management. Realisation of area strategies and strategic plans of structural units shall be subject to yearly analysis of relevant area annual reports. Results of the analysis shall be publicised in the internal web (Intranet) and in the reports of the Rector

Analysis of the execution of the strategic plans and operation/action plans of the faculties, institutions and colleges shall be organised by the head of the relevant structural unit, who shall inform the council of the structural unit thereof. Operation/action plans shall be analysed yearly (in the structural units once according to the term of the action plan) prior to the operation/action plan preparation for a new period. Amendments and changes shall be planned, if necessary, once within the term of strategy validity.

liability for implementation control of AsU operation/action plans lies with the leader of the structural unit and the leader of the relevant area of competence (vice-Rector, director of area of responsibility).

Planning of improvement activities, incl. introduction of corrective actions into the strategic plans and strategies shall be decided in compliance with the results from the analysis of the implementation of planned activities. The strategy Committee in charge of the implementation of the strategic plans also addresses necessities for amendments in the plans and makes recommendations to the Rector, if necessary. The Rector shall decide if consulting the Advisory Board is neces-sary prior to consideration by the TUT Council or directs the named to the Council without consulting and then to the Board of governors for processing. Relevant council committees shall process the amendments on a content-based manner. Specific support processes of strategic management are:

• strategy feedback

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Process owner: Rector Process participants

Rector, Rector’s Office members, TUT Council, Board of governors, heads of structural units, councils of structural units, strategy Committee, working group of strategic vision. liability at the institutional strategic management level lies with the Rector and with leaders of areas of responsibility appointed by the Rector.

Process-related general institutional documents

Institutional level: TUT strategic Plan, TUT activity area strategies (strategic plans), TUT strategic directions for the next 2–3 years, TUT management action plan

level of structural units: strategic Plan of the structural unit, operation/action plan of the structural unit Ss-1 STRATEGY FEEDBACK S2 IMPLEMENTATION OF THE PLANNED ACTIVITIES (AREA STRATEGIES AND STRATEGIC PLANS, OPERATION/ ACTION PLANS, CORE AND SUPPORT

PROCESSES OF STRUCTURAL

UNITS)

Ss-2

ASSESSMENT OF STRATEGIC MANAGEMENT PROCESS PERFORMANCE

S1 SELECTION OF STRATEGIC OPTIONS AND PREPARATION OF THE TUT STRATEGIC PLAN S4 PLANNING OF IMPROVEMENT ACTIVITY S3 IMPLEMENTATION OF STRATEGIES (STRATEGIC PLANS) AND ANALYSIS OF RESULTS

Strategy feedback. feedback from different interest groups concerning relevance of strategic options and compliance with strategic directions is essential in the strategy development and amendment. Drafts of institutional strategic plans shall be introduced to the membership of the university, the Ministry of education and Research, employers’ representative organisations, Alumni Council and to other interest groups. Prior to the adoption of the TUT strategic Plan, a development conference will be organised, with the representatives of interest groups participating in the debates of key strategic is-sues. In addition, the strategic Plan is subject to provision of input, assessment and recommendations from the Board of governors. Draft strategic plans of the structural units (faculties and institutions) shall be acquainted to the professional societies and key partners (see section 1.3 “TUT and external environment“) whose proposals will be taken into account. Assessment of the strategic management process performance. The strategy Committee shall review yearly implementation of the goals set in the strategic Plan, the operation/action plan of the management and, if necessary, other strategic documents and shall, alongside with analysis, inform the Rector of functioning of the strategic manage-ment process. structural units shall analyse independently the performance of the strategic managemanage-ment processes and shall make amendments and improvements to the processes. The strategy Committee shall review yearly the strategic management processes of the structural units within the validity period and shall make relevant proposals, at the same time informing the Rector. If necessary, TUT Internal Auditing Office may be assigned to analyse strategic management issues of structural units.

vAlUe ChAIN

(Sub-processes related to strategic management and specific support processes itemised)

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1.4 TUT AND exTeRNAl eNvIRONMeNT

external environment of TUT is defined as the whole environment surrounding the university, such as different organisations, public institutions, private persons who are involved or may be involved in institutional goal-setting, implementation and/or subjects offered different services oriented on the institutional goals. In a narrower sense, TUT’s external environment may be regarded essentially in two broad parts: stakeholders (who may benefit from the university activity; in addition to external stakeholders, resulting from management specificity, university membership is regarded as an internal stakeholder) and key partners in cooperation (whose interests comply with those of the university and whose cooperation is beneficial to the university). The stakeholders and key partners shall participate in the formation of the university strategy.

TUT communicates with the external environment through its core activities (teaching and learning, research and development, public-oriented services (see relevant chapters of the Manual)).

1.4.1 sTAKehOlDeRs

The following stakeholder groups are engaged in TUT management: • Membership, incl. the Board of governors and students

• Riigikogu (Parliament) and the government and different state institutions

• local governments

• Public decision-making institutions and bodies

• enterprises and other profit-earning organisations (incl. those from abroad) • employers’ societies

• Comprehensive schools and other educational institutions • Cultural and sports organisations

• general public

Management decision-making at different TUT management levels (incl. both strategic and operation manage-ment) shall consider opinions and feedback from the stakeholders. A large number of persons from the stakehold-ers mentioned are attracted as univstakehold-ersity’s key partnstakehold-ers.

1.4.2 Key PARTNeRs

TUT key partners (persons in close cooperation, targeted to TUT goal implementation) are:

• Other higher educational institutions in estonia and abroad under broad-based cooperation agreements con-cluded at the institutional level. As a rule, proposals for cooperation agreements from structural units shall be forwarded to the Office of Academic Affairs or to the International Relations Office. The agreements shall be signed by the Rector.

• R&D institutions under broad-based cooperation agreements concluded at the institutional level. As a rule, propos-als for cooperation agreements from the structural units shall be forwarded to the Research Administration Office or through the faculty to the institutional level. The agreements shall be signed by the Rector or if delegated, by the vice-Rector for Research. Research institutions shall be eligible to conclude agreements on an independent basis. • estonian comprehensive schools (TUT’s partner schools by agreement). Proposals for cooperation

agree-ments shall be made by the structural units and forwarded to the Office of Academic Affairs. Agreeagree-ments shall be signed by the Rector or if delegated, the vice-Rector for Academic Affairs or the Dean. educational institutions shall be eligible to conclude the agreements on an independent basis.

• Business partners under broad-based cooperation agreement at the institutional level. Proposals for coopera-tion agreements by the structural units shall be forwarded to the Innovacoopera-tion and Business Centre. Agreements shall be signed by the Rector or the vice-Rector for Innovation and International Relations. Institutions shall be eligible to conclude the agreements on an individual basis.

• Professional societies under cooperation agreements. As a rule, agreements shall be concluded by the facul-ties/institutions and departments.

• Businesses, foundations, non-profit organisations and other legal persons that incorporate the university as a shareholder or a founding member. Registers are kept and participation is processed by the Innovation and Business Centre.

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• Competence centres with the participation of TUT. Proposals for participation in the competence centres shall be made to the Research Administration Office by the structural units. final decisions will be taken by the TUT Council subsequent to hearing the position of the Rector’s Office.

• International networks. Proposals with regard to joining a network by the structural units shall be forwarded to the International Relations Office, in order to identify the background and the capacity to implement a joint project, if required. The decision regarding to joining a network lies with the Rector, in compliance with the university’s priorities. • Clusters (different joint activities with enterprises). TUT participates as a cooperation partner in cluster

de-velopments. Proposals concerning participation in a cluster shall be made by the structural units whereas the decision shall be taken at the faculty or institution level.

• Regional centres of competence. Through their activities, competence centres aggregate regional businesses, the public and academic sector and create a favourable environment for boosting their cooperation. Propos-als to establish centres of competence made by the structural units shall be forwarded to the Innovation and Business Centre. The decision lies with the TUT Council subsequent to hearing in the Rector’s Office.

In case of TUT’s participation as a shareholder, a partner, a member in the key partner activity (limited liability companies, non-profit organisations and foundations or legal bound persons), the relevant TUT legislation shall be applied. The legislation shall set out the establishment of a limited liability company, a non-profit organisation and a foundation and participation therein as a shareholder, a partner, a member or a founding member and supervi-sion thereof, as well as the bases of cooperation with the above and with the spin-off companies. The University may establish or participate in legally bound person activity that will lead to the implementation of goals set in the Universities Act, the statutes of TUT and the TUT strategic Plan or other legal acts.

TUT representative, assigned by the Rector, shall be incorporated a member of the council, board or controlling body or a procurist at the legally bound person. The representative shall be nominated by the university or shall protect university’s interests as well as a person authorised to exercise rights of the university as a shareholder, a partner, a member or a founding member. The aim is to represent and protect the interests of the university at the person legally bound; to perform the function, the representative of the university shall collect information about the exploitation of university assets and about the activity of the person legally bound.

establishment of the persons legally bound, document handling related to their activity and supervision of their activity shall be arranged by the Innovation and Business Centre (IBC).

1.5 COMPReheNsIve feeDBACK sysTeM

Of TAllINN UNIveRsITy Of TeChNOlOgy

feedback provides preliminary, current and follow-up information for management decisions and activities of the university and creates conditions for successful implementation of the TUT strategy. Requesting feedback in TUT is targeted and aimed at improving the circumstances (see figure 1). feedback has been integrated into each phase of activity (Deming Circle) and linked to the core- and sub-processes of the university (the strategic level:

general and strategic management of the university; tactical level: general- and middle-level management, broad group of studies and R&D, monthly/weekly; operational level: level of a structural unit, an individual, daily).

each TUT employee uses direct and analytical feedback when making daily management decisions.

Direct feedback means, for example, an opinion, assessment, position of a student, colleague or a client or any other information collected on a continuous basis, e.g. information received through the CRM (Customer

Relation-ship Management), interviews, audits, meetings and conversations (incl. tests), information systems (e.g. the study

information system, accounting system, room booking system, etc.), media (incl. social media) and web forums, e-mail or regular mail and on the basis of data processing (incl. performance indicators). Direct feedback is provided and collected on a continuous basis. each structural unit, including a head or an employee, shall decide independently upon the direct feedback system most suitable for them, depending on the nature of the work and in terms of the achievement of the best possible result.

Analytical feedback (surveys, questionnaires, etc.) is collected, processed and implemented periodically under the leadership of the responsible structural unit and person on the basis of certain regularity and system (see the appended table). The organisation of analytical feedback has been linked to all the core and support processes of the university. The structural unit and person responsible for analytical feedback shall organise the collection and processing of feedback and the formulation of improvement activities. The collection and processing of feedback and the formulation of proposals/observations has, as a rule, been solved centrally (excluding

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faculty-/curricu-lum-based questionnaires, surveys, etc.). The implementation of improvement activities arising from feedback is centralised (administrative and support units) and decentralised (academic units, divisions). supervision over the implementation of feedback is centralised and decentralised respectively.

Information collected in the form of feedback may be connected to a problem (e.g. dropout rate, problematic teaching

staff, etc.), a new or an existing product/service (e.g. curriculum, intellectual property, etc.), a process (e.g. curriculum

development, recruitment of students), an activity (e.g. dissemination of research information, organisation of alumni

events, etc.), servicing or, e.g. the description of performance indicators (strategic, tactical, operational). The target groups, about whom feedback is collected (the stages of collecting feedback in brackets):

• secondary school students, graduates of the 1st_{cycle of higher education* (marketing-sales; recruitment; admission)}

• students* (commencement of studies; learning and practical training; graduation) • Continuing education course participants (marketing-sales; admission; learning)

• Alumni (work/career performance; sales of university service; admission; supporting the university) • employers (satisfaction with the level of graduates, quality of curricula , the system of practical training) • Users of public services (marketing-sales; conclusion of transactions; using of services)

• employees* (brand-marketing; recruitment; employment; termination of contracts)

PLANNING IMPLEMENTATION VERIFICATION IMPROVEMENT FEEDBACK FEEDBACK FEEDBACK FEEDBACK

* Both, external and internal target group

(19)

C

O

M

PR

eh

eN

sI

ve

f

ee

D

B

AC

K

sy

sT

eM

O

f

TA

ll

IN

N

U

N

Iv

eR

sI

Ty

O

f

Te

Ch

N

O

lO

g

y.

P

eR

IO

D

IC

Al

s

U

Rv

ey

s

specification of the target group (inter

-ested party)

Title of the surv

ey

frequency

Purpose of the surv

ey

Area of use _{of the results} Responsible/ conducting

unit

g

uidelines

Date of conducting the surv

ey 2008 2009 2010 2011 2012 2013 2014 2015 TARGET GROUP: APP lICANT s Upper second

-ary school students

Market re

-search of sec

-ondary school leav

ers

ev

ery f

our

years

Identifying the interests and pref

-erences and the decision-making period of secondary school leav

ers

in the univ

ersity and speciality

selection process. Identifying the strengths and w

eaknesses of TUT

.

specifying the factors aff

ecting

the decision (e.g. parents, friends, certain ev

ents, etc.).

Planning marketing and communica

-tion activities: increasing admission (incl. quality) in the I lev

el

Marketing and Com

-munications Office Tu ru -u ur in -gute A s no no no yes no no no yes Upper second

-ary school students, the whole popula

-tion Univ ersities brand aware

-ness and image surv

ey annually TU T’ s re pu ta tio n am on gs t u ni ve rs i-tie s, br an d aw ar en es s, ke yw or ds bu ild in g th e im ag e an d th ei r n u-m er ic al v al ue s. Tr en ds b ro ke n do w n by d iff er en t s eg m en ts c on ce rn in g ch an ge s in re pu ta tio n. R an ki ng o f th e m os t p op ul ar s pe ci al iti es .

-tions activi

-ties (incl. the brand) Marketing and Com

-munications Office TN s emor no no yes yes yes yes yes yes

Applicants (secondary school leav

ers, Master’ s lev el target group) follo w-up surv ey of the admission campaign annually

evaluation of the admission campaign perf

ormance (market

-ing and communication activity): visibility

, attractiv eness, susceptibil -ity (broken do wn b y diff erent age

groups, periods, channels and adv

ertising solutions)

evalua

-tion of the perf

ormance

of marketing activities and planning fur

-ther activities

Marketing and Com

-munications Office TN s emor no no no no yes yes yes yes TARGET GROUP: sTUD eNT s first-y ear students

Applicants focus group surv

ey annually evaluation b y the first-y ear stu

-dents of the perf

ormance of the

admission campaign and other marketing activities car

ried out in the framew ork of admission to the univ ersity .

-tions activities

Marketing and Com

-munications Office

Market

-ing action plan

no no no yes yes yes yes yes students, emplo yees

Corporate gifts surv

ey ev ery tw o years O bt ai ni ng fe ed ba ck o n th e se le ct io n, pr ic e, q ua lit y of T U T br an d pr od uc ts (in cl . s ou ve ni rs ) i n or de r t o off er th e m os t s ui ta bl e pr od uc ts d ep en di ng o n th e ad dr es se e, a re a, e tc ..

Planning marketing and sales activities Marketing and Com

-munications Office

Market

-ing action plan

no no no no no yes yes yes

(20)

-ested party)

Title of the surv

ey

frequency

Purpose of the surv

ey

unit

g

uidelines

ey 2008 2009 2010 2011 2012 2013 2014 2015 ev ery one who

has declared subjects in the cur

rent semester s tu de nt s at is -fa ct io n su rv ey (f ee db ac k ba se d on t he s Is ; u nt il 20 13 sp ri ng s em es -te r, in cl .; fr om 20 13 a ut um n se m es te r, in cl .)

at the end of each semester

Obtaining f

eedback on the quality

of studies (incl. subjects, teaching staff and organisation of studies)

Re -e le ct io n of le ct ur er s, d e-ve lo pm en t of cu rr ic ul a an d m ak in g ot he r m an ag em en t de ci si on s.

Office of Academic Affairs being amended no no yes yes yes yes no no

All graduating students

g

raduate satis

-faction surv

ey

each spring (in June)

Obtaining f

eedback on satisfac

-tion with the quality of studies (incl. prof

essional kno

wledge and

skills required f

or emplo

yment),

organisation of studies, assess

-ment and supervision, counselling and studying conditions. Assessment of the quality of education, dev

elopment of cur ricula, assistance to cur rent and prospectiv e

students in making pro

-fessional and career-related choices. Office of Academic Affairs

under prepara -tion no no no no yes yes yes yes All students surv ey on sat

-isfaction with counselling services

ev ery tw o years O bt ai ni ng f ee db ac k on s at is fa c-ti on w it h va ri ou s co un se lli ng se rv ic es p ro vi de d by T U T (s tu dy c ou ns el lin g, c ar ee r co un se lli ng , g en er al a va ila bi lit y of in fo rm at io n co nc er ni ng li vi ng co nd it io ns , h ea lt h an d sp or ts , ps yc ho lo gi ca l c ou ns el lin g an d co un se lli ng o f st ud en ts w it h sp ec ia l n ee ds ). “Dev elopment of the counsel -ling system.“

Office of Academic Affairs under prepara -tion no no no no yes yes no yes

students who hav

e applied for AP el feedback questionnaire of AP el ap -plicants ev ery three years

Understanding the strengths and weaknesses of the AP

el

process,

planning impro

vements from the

point of view of the applicants

Pl an ni ng , im pr ov in g th e ac tiv iti es / de ve lo pm en t of t he A Pe l pr oc es s

Office of Academic Affairs

Not exist -ing no yes no no yes no no yes

(21)

-ested party)

Title of the surv

ey

frequency

Purpose of the surv

ey

unit

g

uidelines

ey 2008 2009 2010 2011 2012 2013 2014 2015 g raduating f or -eign students

focus group surv

ey

at the end of each semester

To compare ho w the students of top univ ersities perceiv e TUT ,

general questionnaires to all the leav

ers B et te r or ga ni sa tio n of s up po rt ac tiv iti es , im pr ove m en t of t he s tu dy -in g en vi ro n-m en t an d liv in g co nd i-tio ns

International Relations Office

no no no yes yes yes yes yes foreign stu

-dents, students speaking other languages, col

-lege students, PhD students and distant study students education Quality W ork g roups ev ery other y ear Pro viding f eedback to faculties/ cur

riculum committees on the

general quality of the cur

ricula,

the subjects, lecturers and the organisation of studies

impro

vement

of the studies as a whole student Union w w w .tt u. ee /

projektid/ hariduse- kvaliteedi- toogru

-pid-3/ mis-see- on/projek

-tist/ no no no no no yes no yes All students Dev elopment of IT services

does not exist

Obtaining f

eedback on satisfac

-tion with IT services

Upgrading IT strategy

.

Impro

vement

of the quality of IT manage

-ment and IT services

IT services w w w .tt u.e e/ tugistruk -tu ur /it -t ee

-nused/it- strateegia/ rahulolu- uuringud/

no no yes no no no yes no

(22)

-ested party)

Title of the surv

ey

frequency

Purpose of the surv

ey

unit

g

uidelines

ey 2008 2009 2010 2011 2012 2013 2014 2015 TARGET GROUP: CONTINUIN g e DUCA TION COUR se P ARTIC IP ANT s Continuing ed

-ucation course participants, representativ

es

of the emplo

y-er as client

feedback questionnaire on continu

-ing education courses after each course

O bt ai ni ng f ee db ac k on s at is -fa ct io n w it h co nt in ui ng ed uc at io n co ur se s (c on te nt , st ud y fo rm , l ec tu re rs , or ga ni sa ti on o f st ud ie s, m ee t-in g ex pe ct at io ns , e tc .). A ss es sm en t of t he im pa ct of c on ti nu in g ed uc at io n on th e co m pa ny ’s a ct iv it ie s. M ap pi ng o f ne w c ou rs es o r to pi cs . Impro vement and dev elop

-ment of the processes and courses of continuing education

The struc

-tural unit organising continuing education courses feedback form available; guide

-lines f

or

interview

-ing the empo

y-ers to be specified yes yes yes yes yes yes yes yes

Continuing education course partici

-pants; emplo

y-ees organising and conducting continuing education courses

surv

ey on client

satisfaction with continu

-ing education courses

ev ery three years Id en ti fic at io n of c lie nt s at is fa c-ti on w it h co nt in ui ng e du ca ti on co ur se s on t he b as is o f fe ed ba ck qu es ti on na ire s (o ve ra ll as se ss -m en t of t he o f th e co nt en t an d or ga ni sa ti on o f st ud ie s, le ct ur -er s, p ro ce ss es , m ee ti ng t he e x-pe ct at io ns , i n ad di ti on o rg an is a-ti on o f st ud ie s is a ss es se d fr om co nt en t pr ov id er /le ct ur er a sp ec t et c. ). Impro vement and dev elop

-ment of the processes and courses of continuing education

Open Univ

er

-sity

feedback form available; methodol

-ogy to be supple -mented no no no no yes no no yes

Open studies students

surv

ey on sat

-isfaction with open studies

ev ery three years O bt ai ni ng fe ed ba ck o n sa tis fa c-tio n w ith o pe n st ud ie s (s el ec tio n of s pe ci al ity s ub je ct s fo r co nt in u-in g ed uc at io n, c on te nt o f st ud ie s, le ct ur er s, a ca de m ic c ou ns el lin g, da te s of s tu dy a nd o th er o rg an i-za tio na l a sp ec ts ). Impro vement

of counselling and organisa

-tion of studies in the Open Univ

ersity Open Univ er -sity Under prepara -tion no no no no no yes no no TARGET GROUP: e MP lO yees AP el advisers feedback ques -tionnaire on APel advisers ev ery three years

el

process,

planning impro

vements from the

point of view of the advisers

Pl an ni ng , im pr ov in g th e ac ti vi ti es / de ve lo pm en t of t he A Pe l pr oc es s

Not exist -ing no yes no no yes no no yes

(23)

-ested party)

Title of the surv

ey

frequency

Purpose of the surv

ey

unit

g

uidelines

ey 2008 2009 2010 2011 2012 2013 2014 2015 AP el asses -sors feedback ques -tionnaire on APel assessors ev ery three years

el

process,

planning impro

vements from the

point of view of the assessors

Planning, impro

ving

the activities/ dev

elopment

of the AP

el

process

Not exist -ing no yes no no yes no no yes All emplo yees Dev elopment of IT services

does not exist

Obtaining f

eedback on satisfac

-tion with the IT services pro

vided

to emplo

yees

Planning/ upgrading of IT strategy

.

Impro

vement

of the quality of IT manage

-ment and IT services

IT services w w w .tt u.e e/ tugistruk -tu ur /it -t ee

-nused/it- strateegia/ rahulolu- uuringud/

no no no yes no no no yes All emplo yees Quality of worklif e surv ey

not less frequently than ev

ery 3 y ears Obtaining f eedback on emplo yees ’ w orklif

e quality (satisfaction with

management, communication of information, w

orklif

e quality

, inclu

-sion, recognition, RDC support services) for planning and imple

-mentation of the personnel strategy and other sectoral strategies of the univ

er

-sity (commu

-nication, studies, R&D, internationali

-zation)

Personnel Office

the meth

-odology has been dev

eloped

at the Depart

-ment of Industrial Psy

chol -ogy no no no no no yes no no emplo yees

organising and conduct

-ing continu-ing education courses, heads of structural units

self

-assess

-ment of the quality system of continuing education

ev

ery fiv

e

years

Identification of the strengths and w

eaknesses of the continu

-ing education process through individual self

-assessment or self -assessment b y structural units. Making suggestions f or impro ve

-ment and planning impro

vement

activities

Impro

ve

-ment of the processes of continuing education

Open Univ er -sity w w w .tt u. ee / public/t/ Taiendu

-soppijale/ Juhend_ enese

-hindam -ise_labivi -imiseks_ hyPe .pdf no no no no no no yes no

(24)

-ested party)

Title of the surv

ey

frequency

Purpose of the surv

ey

unit

g

uidelines

ey 2008 2009 2010 2011 2012 2013 2014 2015 All emplo yees Internal com -munications surv ey ev ery three years Obtaining f eedback on the

organisation and functioning of internal communication (channels, messages,frequency

, etc.).

Impro

ving

the planning and organi

-sation of internal commu

-nication; increasing satisfaction of emplo

yees

Marketing and Com

-munications Office

Market

-ing action plan

no yes no no no no yes no TARGET GROUP: se Rv IC e U se Rs emplo yees, students, part

-ners, pupils, alumni

W ebsite satis -faction surv ey annually Obtaining f

eedback on the ease

of use and needs to use TUT website (visibility of inf

ormation,

content texts and materials, de

-sign and usability , proposals).

Impro

ving

inf

ormation

architecture, content, design, etc. of the website. Impro

ving

user-friendli

-ness of TUT website Marketing and Com

-munications Office

Market

-ing action plan

no no no no yes yes yes yes TARGET GROUP: A lUMNI

Alumni who hav

e joined the

alumni portal

Alumni portal surv

ey ev ery three years Obtaining f

eedback on the alumni

portal, identifying the needs of the

alumni, mapping the dev

elopment

needs of the portal.

Planning dev

elopment

of the alumni portal; more efficient servicing of the persons who hav

e

joined the portal through more mean

-ingful creation of content, etc. Marketing and Com

-munications Office

Market

-ing action plan

no no no no no yes yes yes

(25)

-ested party)

Title of the surv

ey

frequency

Purpose of the surv

ey

unit

g

uidelines

ey 2008 2009 2010 2011 2012 2013 2014 2015 g raduates _{of tw} o y ears,

from whose graduation at least 1 y

ear has passed Alumni emplo y-ment surv ey ev ery other y ear, in autumn Obtaining inf ormation on

satisfaction with the quality of studies (incl. evaluation of one

’s

competencies and the importance thereof, competitiv

eness, coping

with the job) and connected

-ness of the job with the studied speciality Assessing the quality of education, dev

elopment of cur ricula, assistance to cur rent and prospectiv e

students in making pro

-fessional and career-related choices. Office of Academic Affairs

being amended yes no yes yes yes no yes no TARGET GROUP: e MP lO ye Rs Major emplo

y-ers presented by faculties

emplo yer satis -faction surv ey ev ery three years Obtaining f eedback on emplo yer’ s

satisfaction with the lev

el of

graduates, incl. their social com

-petencies, compliance of gradu

-ates to the expectations of the labour market, satisfaction with the quality of cur

ricula and the

system of practical training.

The results are required as indicators f

or

assessment of the quality of education and they serv

e as

an input in the dev

elopment

of cur

ricula.

Office of Academic Affairs being amended yes yes yes no no yes no no TARGET GROUP: T he W h O le M eDIA AUDIT ORIUM Media co verage surv ey annually

evaluation and impro

vement of

efficiency of media activities (number of mentions, topics, to

-nality

, trends and comparison with

other univ

ersities).

Planning and organisation of external communiation Marketing and Com

-munications Office eT A Moni -tooring no no yes yes yes yes yes yes

(26)

2. ReSeaRCH anD DeVelOPMenT aCTIVITy

2.1 geneRal DeSCRIPTIOn Of ReSeaRCH anD

DeVelOPMenT

Research and development (R&D) is a university activity of primary importance. R&D core process incorporates the following sub-processes: planning and selecting strategic options (TUT Strategic Plan, TUT RD Strategy); for-mulation of a scientific idea, preparation of an action plan; seeking funds for idea implementation, entering into contract; conducting research; presentation of research results and/or delivery to the tender; control and analysis of R&D area results; planning of improvement activity.

TUT R&D shall be planned through the TUT R&D and Internationalisation and Innovation Strategy. Both of the

strategies derived from relevant national area strategies (Knowledge-Based estonia 2007–2013,

Knowledge-Based estonia 2014–2020, and Strategy for the Internationalisation of estonian Higher education 2006–2015)

indicate explicitly R&D goals and actions planned in the TUT Strategic Plan 2011–2015. TUT faculties and

institutions shall plan their activities in compliance with their strategic plans that can be regarded as strategic documents in the R&D areas.

To achieve the goals set, important R&D area sub-processes (from the idea and hypothesis formulation to the presenta-tion/delivery of the results to the tender) shall be implemented mainly at TUT faculties and R&D institutions. R&D-related support services are offered to the academic staff mainly through the Research administration Office (RaO) and the Innovation and Business Centre (IBC). Implementation of strategies in the university shall be organised by the Rector, the Vice-Rector for Research, the Vice-Rector for Innovation and Internationalisation, the deans and the directors of the institutions.

Analysis. Rector’s Office, administrative and support structure leaders of faculties and institutions shall be re-sponsible for the strategy realisation in a consistent manner and management decision-making. Performance indicators of strategy realisation shall be collected and the R&D consolidated report (incl. required analysis) covering the realisation of the goals set in the strategies shall be prepared by the RaO and IBC. The report will be subject to discussion in the Committee for Research at the TUT Council. The decisions taken, incl. significant improvement activities, as a rule, shall be recorded in the minutes of the Committee for Research.

Review and corrections. R&D strategy realisation shall be subject to discussion at the TUT Council and at the TUT strategy conference or seminar at least once yearly. Performance level and quality of the University R&D shall be evaluated as provided by the TUT Council. R&D annual reports serve as essential input in the evaluation. activities for the internationalisation and innovation strategy, with dates and resources indicated, shall be established in the action plans of the academic units and aSU. liability for the named rests with the Vice-Rector for Innovation and Internationalisation.

If required, routine amendments and improvements to the strategies shall be endorsed by the TUT Council. R&D important goal realisation and implementation of the strategic and/or action plans and amendments, if necessary, at the TUT faculty and institution level, shall rest with the leaders of the structural units.

2.2 DeSCRIPTIOn Of R&D SUB-PROCeSSeS

This process description defines the manner and the type of basic sub-processes under R&D at TUT: prospective R&D project options and flow/performance from the idea up to delivery of the completed work and/or publicising. Support service provides consistent consulting and R&D project management. R&D management is described by six sub-processes (see below in Value Chain sub-processes R1–R6) and by four specific support processes (Rs-1 – Rs-4). Provision of the required infrastructure shall be at the centre of attention. at the same time, R&D process performance shall be reviewed and evaluated and if necessary, improvements made.

(27)

vAlUe ChAIN

(university research and development process and supporting specific processes itemised)

sPeCIfIC PROCesses fOR CORe PROCess IMPleMeNTATION:

R2

FORMULATION OF THE SCIENTIFIC IDEA, PREPARATION OF THE ACTION PLAN

R3

SEEKING FUNDS FOR REALISATION OF THE IDEA, CONCLUDING A CONTRACT

R4

CONDUCTING RESEARCH wORK R5

PRESENTATION OF RESEARCH RESULTS AND/OR DELIVERY TO THE TENDER

R 6 C O N TR O L A N D A N A LY S IS O F R & D A R EA R ES U LT S PL A N N IN G O F IM PR OV EM EN T A C TI O N S Rs-1

CONSULTING AT PROJECT SEEKING/NEGOTIATIONS

R 1 PL A N N IN G A N D S EL EC TI O N O F S TR AT EG IC O PT IO N S (T U T Strategic Plan , T U T R & D Strategy ) Rs-2

PROJECT SUPPORT ACTIVITIES, ADMINISTRATIVE COUNSELING Rs-3

COUNSELING FOR THE PRESENTATION OF THE RESULTS OF RESEARCH AND DEVELOPMENT wORK

Rs-4

HANDLING OF INTELLECTUAL PROPERTY TRANSFER TO USE

Process owners: vice-Rector for Research (research activity), vice-Rector for Innovation and Internationalisation (development activity)

Process participants

Rector, vice-Rectors, heads/directors of areas of responsibility, leaders of structural units (budget entities), AsUs, TUT employees, students (primarily doctoral and master students).

Process-related general institutional documents

TUT strategic Plan, TUT R&D strategy, TUT Internationalisation and Innovation strategy, strategic plans of TUT and structural units.

Concepts of handling intellectual property in Tallinn University of Technology, TUT regulation of basic financing from foreign sources, incl. international programmes and regulation of fund seeking and implementation from the projects financed from the european Union structural resources.

(28)

3. TeAChINg AND leARNINg

3.1 geNeRAl DesCRIPTION Of TeAChINg

AND leARNINg ACTIvITIes

TUT shall provide teaching and learning to two different kinds of students under two levels: degree level and continuing education.

Degree level studies shall be arranged under the degree level programmes of bachelor’s study, applied higher educa-tion study, integrated master’s study, and doctoral study. A learner in the degree study shall be qualified a student. Continuing education shall be profession-related, university preparatory or open education study based on the continuing education programmes and degree study-related continuing education according to the study plan composed of subjects selected from the degree study programme. A learner participating in continuing education shall be qualified as continuing education learner.

sub-processes of the core process of teaching and learning in the degree and continuing education study are: se-lection of strategic options and planning of teaching and learning; curriculum/programme development (initiation, creation, adoption, amendment, closing of the curriculum/continuing education programme); admission (student admission, registration of continuing education learners); implementation of teaching and learning (by academic structural units); suspension and completion of studies; analysis of teaching and learning outcomes and planning of improvement activities.

3.2 sTRATegIC OPTIONs AND PlANNINg

Of TeAChINg AND leARNINg

strategy for Provision of education that specifies degree level and continuing education in the TUT strategic

Plan and the strategy of Internationalisation and Innovation serve as bases of planning teaching and learning.

The strategies shall be implemented in cooperation with the university management, academic structural units (faculty, department, study centre), institutions (college, research and development institution) and AsUs (Office of Academic Affairs, Open University, International Relations Office, etc.). Coordination upon the implementation of the strategy of Teaching and learning shall lie with the vice-Rector for Academic Affairs. Coordination upon the implementation of the Internationalisation and Innovation strategy lies with the vice-Rector for Innovation and Internationalisation. sub-activities and specific support activities for teaching and learning with persons re-sponsible and dates shall be established in the operation/action plans of the university management, academic structural units, and AsU.

Curriculum/programme development. The source document in the degree study shall be the curriculum/pro-gramme, in the continuing education, the continuing education programme. New curricula/programmes shall be created, initiated by the faculty, as well as by the university management, resulting from strategic objectives. Closing a curriculum/programme means termination of study under a particular curriculum/programme, being preceded by closing student admission. The statute of the Curriculum shall provide the requirements set to the curriculum, the conditions and procedures for its preparation, opening, maintaining, changing, and closing. The registration (admission) of continuing education learners shall be provided by the Regulation of Continuing edu-cation.

Student/learner admission. student admission shall operate according to the Regulations of student

Admis-sion. Certain diversification is applicable to the admission process concerning local and foreign students and

different cycles. A time schedule for admissions, requirements and thresholds and admission indicators shall be adopted (for each curriculum/programme). Registration (admission) of continuing education learners shall be provided by the Regulation of Continuing education.

Regulations of teaching and learning. Organisation of studies and teaching and learning shall be based on

the Academic Policies at TUT that provides for the requirements, rules and norms of degree level studies in all

Action Plan. Strategic Plans. Performance Indicators. Strategic management. Planning. Core Processes. Improvement Activities.

Strategic management

Improvement Activities

Strategic Plans

Planning

Action Plan

Performance Indicators

Support Processes

Tallinn 2015

Core Processes

Key Partners

Stakeholders

ManageMenT

SySTeM ManUal

TUT MANAgeMeNT

sysTeM MANUAl

INTRODUCTION

MIssION Of TAllINN UNIveRsITy Of TeChNOlOgy

(hereinafter TUT)

AIM Of The MANAgeMeNT sysTeM MANUAl

BAsIC POsITIONs fOR PRePARATION Of The MANUAl

sTRUCTURe Of The MANUAl

TeRMs UseD IN The MANUAl:

abbreviaTionS

abbreviaTionS of proCeSSeS USeD in The ManUal

Table of ConTenTS

1. ORgANIsATIONAl MANAgeMeNT

1.1

PROCess-BAseD MANAgeMeNT sysTeM Of TAllINN

UNIveRsITy Of TeChNOlOgy

sPeCIfIC sUPPORT PROCesses fOR CORe PROCess IMPleMeNTATION:

The

N

ee

D

s

O

f

sOC

Ie

Ty

CORe PROCesses:

se

Rv

IN

g

The

s

OC

Ie

Ty

1.2

MANAgeMeNT levels AND leADINg BODIes

1.2.1 INsTITUTIONAl MANAgeMeNT

1.2.2 ACADeMIC sTRUCTURe

1.2.3. TUT ORgANIsATIONAl sTRUCTURe

1.2.4 ADMINIsTRATIve sUPPORT sTRUCTURe

1.3

sTRATegIC MANAgeMeNT

1.3.1 geNeRAl DesCRIPTION Of sTRATegIC MANAgeMeNT

vAlUe ChAIN

1.4

TUT AND exTeRNAl eNvIRONMeNT

1.4.1 sTAKehOlDeRs

1.4.2 Key PARTNeRs

1.5

COMPReheNsIve feeDBACK sysTeM

Of TAllINN UNIveRsITy Of TeChNOlOgy

C

O

M

PR

eh

eN

sI

ve

f

ee

D

B