self evaluation report - Universitatea de Ştiinţe Agricole şi Medicină ...

are subject to discussions within the Faculty Councils and University Senate and corrective measures are
formulated.
Being developed within the university, these IT applications can be enhanced and re-formulated, keeping pace
with the university management and strategy.
University and all faculties provide public information on study programs, diploma degrees, the processes
organization, and procedures, etc. The main information paths are the university's website, as well as
brochures, open day events, other promoting activities. Providing access to public information is regulated by
an internal procedure, according to the Law No. 544/2001.
Positive Impact of Quality Management System Implementation. The QMS has created an organizational
framework and the tools necessary to implement the strategies adopted by the USAMV Cluj-Napoca. The
results presented below follow the main activity areas:
Educational Processes. There have been implemented procedures for initiating, designing, monitoring and
periodic evaluation of study programs, as well as instruments for: communication with the economic, social
and cultural organizations; evaluation of financial efficiency for the didactic processes; students/ graduates/
employers feedback, etc. The results are embedded in novel structures (B-M-D training lines integrated with
research), or novel instruments (the eLearning platform).
Research Processes. In the field of research, the university QMS consists of monitoring and evaluation
mechanisms and instruments for: identifying the priorities in research of excellence at university level;
identifying the strategy and research objectives at institutional/ RTD departments/ individual level; quality
assurance of research resources; valorization of the research results at institutional/ research departments/
individual level, research quality evaluation.
Human resources. Quality assurance and improvement of human resource is achieved by processes and
instruments for: planning the personnel structure according to the specific needs at university/ faculties/ RTD
departments/ students services levels; competences development; promotion of academic staff and of other
personnel categories; performance evaluation; ensuring the labor security and health.
Infrastructure. From the quality management perspective, during the past five years the focus has been on
developing instruments for: planning the resources required considering the existent ones; performing public
acquisitions according to the regulations in force; quality evaluation. For ensuring the infrastructure efficient
use, management instruments were developed: procedures and software applications for acquisition progress
and control, software application for assigning the lecture/ seminar rooms and laboratories, monitoring the
load of each location and at faculty level.
Cooperation with the extra-academic community. The development of mechanisms and instruments
supporting the development of an interface between the university and the economic, social and cultural
environment has been one of the QMS priorities during the past years.
Management processes. The university management is aware of the climate and culture created for quality
assurance in the university, involving all levels, the academic and non-academic staff, the students, in all
processes related to quality assurance and quality improvement. The internal evaluation processes allow an
extended result analysis and outlines the strengths and the weaknesses, as tools for management decisions.
The society and economic changes and the competition in the Higher Education and Research Areas
continuously raise new challenges. Comparing challenges with previous results, the internal quality
evaluations lead to the (re)formulation of the university action plans and strategy.
6. STRATEGIC MANAGEMENT AND CAPACITY FOR CHANGE
The USAMV Cluj-Napoca strategy for the 2012-2016 period of time is based on a realistic SWOT analysis. This
approach, considering the resources and the weaknesses, the opportunities and the unavoidable threats, is
yearly updated and supports the Action Plans formulation, with a focus on minimizing risks in implementing
Page 21 SELF-EVALUATION REPORT, March, 2012