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Improving University governance MODERN HE platform & Benchmarking
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Improving University governance MODERN HE platform & Benchmarking

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  1. Improving University governanceMODERN HE platform & Benchmarking Jose Gines Mora ESMU Board member

  2. The MODERN Project • European Platform for Higher Education Modernisation • Three-year EU-funded Project • Consortium: • ESMU – Project Leader • 9 Partners • 26 Associates

  3. ESMU – Project Leader • ESMU is an international non-profit organisation promoting good practices in European Universities through: • Networks • Projects • Benchmarking Exercises • Seminar and training Programmes • ESMU provided technical assistance to the European Commission for the management of major higher education programmes (COMET – 19871995- SOCRATES, LEONARDO, YOUTH for Europe III)

  4. Project Partners • European Foundation for Management Development (EFMD) • Centre for High Education Development (CHE) • Danube University Krems – University for Continuing Education • Centre for Higher Education Policy Studies, University of Twente (CHEPS) • European Consortium of Innovative Universities (ECIU) • European Association for International Education (EAIE) • International Centre for Higher Education Management, University of Bath (ICHEM) • Politecnico di Milano – Consortium for the Innovation of Firms and Public Administration Management (MIP) • Higher Education Development Association (HEDDA)

  5. Associated Partners • Association of Heads of University Administration (AHUA) • Baltic Sea Region University Network (BSRUN) • Central European University (CEU) • Compostela Group of Universities • Danube Rectors’ Conference (DRC) • Deans’ European and Academic Network (DEAN) • European Association of Distance Education Universities (EADTU) • European Association of Institutions in Higher Education (EURASHE)

  6. Associated Partners II • European Higher Education Society (EAIR) • European Society for Engineering Education (SEFI) • European University Institute (EUI) • Fachhochschule Osnabrück • HBO raad (as manager of the European Network for Universities of Applied Sciences/UAS) • University of London, Institute of Education (IoE) • Institutional Management in Higher Education (OECD-IMHE) • Network of Universities from Capitals of Europe (UNICA) • The Norwegian Association of Higher Education Institutions (UHR)

  7. Associated Partners III • ProTon Europe • Santander Group of European Universities • Universidad Politécnica de Valencia, Center for the Study of Higher Education Management (CEGES) • University of Kassel, International Centre for Higher Education Research (INCHER) • University of Oldenburg • University of Southern Denmark • Heads of University Management and Administration Network in Europe (HUMANE) • ESMU-HUMANE Winter School Alumni Network for Senior University Administrators • Winter School Alumni network (WSAN) • University of Southampton, CHEMPaS

  8. Why? To provide a structured answer to the current fragmentation in the supply of management development training for HEIs To respond to current priorities in the EHEA and ensure HEIs’ competitiveness to respond to external challenges : • Invest in people • Support potential leaders • Encourage management training at all levels (junior/senior, academic/ admin)

  9. Modern activities • Platform – web-based/conferences • Review - supply of mgt programmes & demand • Database of information • New joint actions - Peer learning • Dissemination • State-of-the art reports • Work closely with EU and all stakeholders

  10. Modern - Governance • MODERN conference, Brussels, 9 June 2009 • MODERN state-of-the-art report • Governance reforms in European higher education • Produced by CHEPS, project partner

  11. From government to governance • - Why ? • 1. Globalization, internationalization and Europeanization • 2. Economic recessions & decreasing public expenditures • 3. The rise of New Public Management • - More complex and dynamic multi-actor relationships - Both new shift to supra-national level (EU policy agenda) & regional level

  12. Institutional autonomy • Institutional mission/strategy development • Internal governance structures • Introduction of new study programmes • Internal financial policies • Conditions of employment of staff • Access and admission policies

  13. Institutional mission development • In many countries national authorities interested in determining the missions of the HEIs • Institutional leadership plays a decisive role in developing missions • Other actors involved are academics, students and industry and business

  14. Internal governance structures • In most of the countries national legislation determines – to some extent – internal governance and management structures • Institutional leadership strengthened; increase in number of mid-level positions • Establishment of quality assurance mechanisms • Role of academics and students varies strongly • External stakeholders not much involved

  15. Development of study programmes • Most countries - responsibility of the institution • Institutional management in collaboration with academics and students • Institutional autonomy is restricted by programme accreditation

  16. Finance and resource allocation • Institutional management (government to a lesser extent) decision on internal budget distribution • Significant institutional autonomy (although in many countries HEIs follow the same rules applied by the government in allocating lump sums) • Institutional autonomy in determining tuition fees - only in few countries

  17. Student staff and selection • Mixed picture : • In many countries - centralized national procedures and regulations on student access and selection • In other countries HEIs play a key role, i.e. institutional management and academics • Overall shift to enhanced institutional autonomy

  18. National governance: trends • Increasing institutional autonomy • Increased emphasis on competition between HEIs • Introduction of performance-based funding • National and institutional quality assurance systems • Reform of institutional governance structures

  19. Internal governance: trends • Strengthening of institutional leadership and institutional strategies • Increased focus on institutional performance • Collegiality and consensus-based decision-making under pressure • Towards the “corporate university”?

  20. EBI-II Benchmarking project • EU-funded project (2008-2010) • Four partners : ESMU, Institute of Education (London), CHE, ICHEM • Four groups of 10-15 HEIs set up • Governance • University-enterprise cooperation • Lifelong Learning • Curriculum reforms • One kick-off workshop (April) and four workshops (data gathering, analysis and action plans)

  21. EBI-II Benchmarking project • Possible indicators to benchmark governance • Contextual data • National Level – legislation, degree of institutional autonomy • Institutional Level – vision/mission statement • Governance • Internal Stakeholders – balance, mechanisms • External Stakeholders – mechanisms, selection • Decision-making – key actors & bodies, roles • Governance Quality – communication, experience, professionalism

  22. For further Information… • ESMU www.esmu.be • MODERN platform www.highereducationbenchmarking.eu • EBI www.education-benchmarking.eu • Nadine Burquel, Secretary-General, nadine.burquel@esmu.be