The Governance and Management of European Universities – Future Trends

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The Governance and Management of European Universities – Future Trends Thomas Estermann Senior Programme Manager European University Association Targu Mures 13 June 2008

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The Governance and Management of European Universities – Future Trends. Thomas Estermann Senior Programme Manager European University Association Targu Mures 13 June 2008. The European University Association (EUA) in Brussels: Independent Stakeholder for Europe’s Universities. - PowerPoint PPT Presentation

Transcript of The Governance and Management of European Universities – Future Trends

Page 1: The Governance and Management of European Universities – Future Trends

The Governance and Management of European Universities – Future Trends

Thomas EstermannSenior Programme Manager

European University Association

Targu Mures 13 June 2008

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The European University Association (EUA) in Brussels: Independent Stakeholder for

Europe’s Universities

Non-governmental Membership-based Organisation

800 universities in 46 countries (individual members), 34 National Rectors’ Conferences (collective members) and university networks (affiliate members)

Policy Focus: ERA and EHEA

Support for members: projects, workshops, conferences, web-based newsletters, targeted information and policy statements/positions

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EUAs Role, background and work

Central in ensuring that governance reforms provide the appropriate conditions for strengthening Europe’s universitiesProvides empirical evidence for policy positionsEUA conferences in 2007 and 2008 focus on governance autonomy and accountability EUA University Funding project’s findings on governanceEUA studies with national rectors conferencesEUA policy positions (Glasgow Declaration, Lisbon Declaration, Consultation process on ERA Green paper)

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Expectations of Higher Education Institutions

HEIs perceived by European, national and regional politicians as central economic actors: Act more local, more regional, more European, more global Drive knowledge economy Concentrate research and respond to regional needs Be more responsive to the labour market Increase participation & widen access Increase competition Be socially inclusive Attract more students and scholars from outside Europe

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European policies impacting on universities

The European Higher Education AreaBologna Process – looking forward to post 2010 – what next?The role of universities in lifelong learning

InternationalisationGrowing EC interest & programmes, e.g. ERASMUS MUNDUS Preparation of DG RES Communication on international research cooperation

Governance, autonomy & fundingThe EC’s Modernisation Agenda for Universities

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European policies impacting on universities (2)

ERA: Research & InnovationFollow-up of the Green Paper on the future of the ERA – the role of universities Research Careers and Mobility – Researchers’ passportEuropean Structural & Social Funds – new emphasis in Lisbon Objectives on Research and InnovationImproving University/Business collaboration & Knowledge Transfer, including Intellectual Property Charter FP7: mid term review 2010 - cost models for universities; ERCEIT

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Changing relationship with the StateThe State is not increasing investment in HE Rising costs of teaching and research HE is competing with other social needs

The State is using the market and incentives as steering mechanisms

The State is granting more institutional autonomyThe State is expecting more accountability through: Performance Funding Full costing Engagement of external stakeholders External and internal QA processes

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Changing relationship externally and internally

Academic community Shift from teacher- to student-centred learning Shift from individual initiatives to institutional strategies Shift from disciplinarity to interdisciplinarity

Student community LLL Student fees change expectations

Business and industry Research Learning - Employabillity

Society

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Impact on University Governance: Common trends and challenges

More partners and different partners, including European institutions, regional governments, business and industryMore autonomy and flexibility for decision making (global budgets, management of HR, foundations)Strengthened executive leaders and weakened consultative bodiesAppearance of employer-employee relationship

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Impact on University Governance: Diversity

Diverse Profiles and MissionsDiverse models of governanceDiverse forms of management structuresDiverse forms of leadershipDiverse roles of HoA

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Impact on university leadership: Trends and challenges

Ensuring the implementation of legal reforms (more autonomy and accountability)Developing a strategyDiversifying funding streamsEstablishing strategic partnershipsWorking with governing boards – with a clear view of their role (i.e., distinguish between governance, management and administration): Custodian of the institution Ensure stakeholder confidence Provide support for institutional leaders

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Impact on university management: Trends and challenges

Organise and coordinate services in an optimal way in order to achieve best results in teaching/research/service to societyEnsure clear responsibility lines and internal accountabilityEnsure that your staff has the required professional skills and profilesEnsure systematic internal quality processes without over-bureaucratisationEnsure financial sustainability through full-costingEnsure that funding incentives are not the exclusive drivers of new research and teaching activities

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Wrap up

A time of renewal and changeA time for proactive engagement in Governance and autonomy reforms Providing core expertise Bridging strategy and operational tasks Anticipating trends

A time for sharing experiences: EUA publication on a variety of projects: e.g.

funding/costing, autonomy study, HE systems, etc. EUA /HUMANE/LFHE Strategy workshop series (first on

internationalisation, Vienna, 4 – 5 December 2008) Institutional Evaluation programme…13…

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