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Siret Rutiku, PhD Riin Kruusenberg, MA Tbilisi, Ilia State University , 29 . -30. 0 9 .2010

Siret Rutiku, PhD Riin Kruusenberg, MA Tbilisi, Ilia State University , 29 . -30. 0 9 .2010. Background information. Higher Education Institutions (HEIs) in today´s world; European Higher Education Area (EHEA); Estonian higher education system and University of Tartu (UT);

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Siret Rutiku, PhD Riin Kruusenberg, MA Tbilisi, Ilia State University , 29 . -30. 0 9 .2010

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  1. Siret Rutiku, PhD Riin Kruusenberg, MA Tbilisi, Ilia State University, 29.-30.09.2010

  2. Background information • Higher Education Institutions (HEIs) in today´s world; • European Higher Education Area (EHEA); • Estonian higher education system and University of Tartu (UT); • Looking back to the Strategic Plan 2004-2008 of the UT;

  3. “Tracking trends in the future will have to be more contextualised and focused on how institutions are managing multiple – sometimes incoherent – policy changes in times of funding restrictions, new demographic trends, globalisation and increased international competition.” (TRENDS 2010, p 91)

  4. “Given the rapid transformation of higher education in many countries, issues of institutional governance, leadership and strategic development have grown in importance. Thus, when institutions are asked which developments will most affect them in five years’ time, only 15% mention the Bologna Process.” (TRENDS 2010, p 89)

  5. The Estonian higher education system today: • 33 HEIs, ca. 69.000 Students (Estonian population: 1.3 Million); • Bologna reform “completed” quickly  (three cycles, ECTS, Learning Outcomes); • Bologna process continued (mobility, social dimension, data collection); • New quality assurance system in HE (in process); • Universities`governance reform (in process).

  6. The University of Tartu today • 9 Faculties • 5 Colleges • Students: ca 18.000 • Total staff: ca 3.500 • 3 Museums • Botanical Gardens • Library: 3.8 mln items • Budget: 2 bln EEK (=130 MEUR) • In top 600 of world’s leading universities (THES 2009 World University Rankings)

  7. UTs Strategic Plan 2004-2008 (1) • 2003: discussions, work groups and conference; • Divided into 4 fields of study and research (Medicina, Humaniora, Socialia, Realia& Naturalia); • 5 break through-directions (national university, internationalisation, intellectual property, doctoral studies, study quality); • Table of target indicators; • Investment plan.

  8. UTs Strategic Plan 2004-2008 (2) Looking back in 2008: + Clear, comprehensive, focused; + Ambitious, innovation-oriented; • No action plan; • No responsibilities, no screening; • Unrealistic goals (goals for third parties, investment plan) and target indicators; • Goals not measurable.

  9. Structure of the strategic documents • Strategic Plan A2015; • Strategic plan of areas of research and studies; • Budget of the university; • Operational plan; • Action plan of the faculties and institutions; • Report of the operational plan.

  10. Situational assessment • Aim: to map the developments and activities undertaken, the results so far and set new goals. • Team: Vice Rector for Research (and institutional development), Assistant to the Vice Rector, Councillor to the Rector, Heads of the following administrative offices:Academic Affairs, International Relations, R&D.

  11. Situational assessment • Structure: SWOT or NOT? • NOT: -People (students; employees; other staff & alumni) - Activities (studies; research & development) - Organisation(organisational structure; leadership and communication; study and work environment)

  12. Situational assessment - conclusions • People -Stronger emphasis on quality assurance -Focus on specific needs of students, subsistence and supporting activities -LLL and continuing education -Recruitment of the foreign academic staff and mobility of staff

  13. Situational assessment - conclusions • Studies and Research • Curricula development • Improve doctoral studies • Focus on evolving centres of excellence • Promote the transfer of knowledge and technology

  14. Situational assessment - conclusions • Organisation • Need for governance (managerial) reform • Harmonization of the structure • Need to strengthen the identity of UT

  15. Situational assessment – the end … it`s all about the structure! … should be based on reliable and systematic data; … should result in prioritized conclusions that serve as an input to the strategy;

  16. Drafting of the new Strategic Plan • Assessing the results of the former Strategic Plan; • (Re)formulating the mission, the vision and the strategic goals of the UT; • Discussing content, style and structure; • Considering the actors to be involved; • Working on the integrity of the text; • Having the time factor in mind – all the time!

  17. UTs Mission Statement The mission of the University of Tartu is to act as the leading forcedriving the development of knowledge-based society in Estonia and the guarantor of its continuity. In order to fulfil its mission, the University of Tartu advances research, education and culture and serves society through teaching and research, creating the preconditions for development of world-class research fields through international cooperation and, as Estonia’s national university, assuming its share of responsibility for the preservation of the Estonian people and nation. As the national university, the University of Tartu, in cooperation with the state, works to ensure the continuity of an educated Estonia and the development of Estonian language and culture. The university seeks to promote disciplines that are concerned with Estonia and the Estonian people, and to guarantee the preservation and development of its cultural heritage.

  18. UTs Vision Statement (2015) The University of Tartu is an internationally renowned research university,and the centre of academic life, culture and high-technology innovation in Estonia.

  19. UTs Strategic Aims (2015) 1. In all its fields of teaching and research, the University of Tartuensures a standard that is internationally recognisedand the bestin Estonia. 2. The University of Tartu is an attractive learning and workingenvironment, with an international staff and student body. 3. The University of Tartu has developed centres of excellence ofinternational importance in teaching and research. 4. In cooperation with its partners, the University of Tartu exerts anactive influence on Estonia’s economic and cultural life and socialdevelopment, communicates its activities to the public and promoteslifelonglearning. 5. The University of Tartu is a flexible and smoothly functioningorganisation endowed with moderninfrastructure.

  20. Structure of the Strategic Plan • Mission • Vision • Strategic Aims (specifications of the vision) • Activities concerning • People (Students; employees; other members and Alumni) • Studies and Research (Studies; Research and Development) • Organisation (Leadership and communication; organisational structure; study and work environment) • Implementation

  21. Rules and suggestions • Aims, goals and objectives: the SMART-rule; • For whom? As short as possible, as informative as needed; • Balance between general (HE) and specific (HEI); • Input from different parties – the question of choices, agreements and compromises; • Constructive alignment (horizontal and vertical); • Edition of the text and responsibilities; • There will never be enough time for all that!

  22. Success metrics • Table of indicators to assess the attainment of the strategic goals set in A2015 • 9 indicators and 24 units of measurement

  23. Drafting the Operational Plan • Timeline • The working groups - academic vs administrative representation • Inclusion of the members of the university • Technical issues • NB! The package is of utmost importance

  24. Report and evaluation system • Once a year – interim report • Form should follow the logic of OP, hence evolve concurrently with operational plan • Evaluation – how to measure the attainment?

  25. Communication • Communication → inclusion = crucial successfactor. • Involvement of internal and external stakeholders (staff, students (!), employers, ministries, business partners, etc.). • Communication channels: • Information in the Intranet, • Direct mailing, • Workgroups, • Seminars in faculties/colleges and in administrative departments, • Public conference, • Media.

  26. Conclusions and suggestions (1) • The planning phase has to be taken very seriously – plan time for planning! • Clear responsibilities (incl. project manager) are very important – but consider the difference between academic and administrative competencies! • Clear and proactive communication plan is crucial – success is based on the “Yes, we will!”-attitude.

  27. Conclusions and suggestions (2) • SWOT-analysis is important – even if sometimes painful; • Clear focuses according to the SWOT-analysis (or situation analysis) should be set – you can´t save the world– prioritise! • While setting the goals • be self-critical and do not lie to yourself, • think how to reach the goals (implementation plan) and how to measure progress and results (indicators).

  28. THANK YOU FOR YOUR ATTENTION! www.ut.ee siret.rutiku@ut.ee riin.kruusenberg@ut.ee

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