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The Italian Governance Models and the role of the Head of Administration

The Italian Governance Models and the role of the Head of Administration. Pasquale Mastrodomenico Head of Administration - University of Eastern Piedmont “Amedeo Avogadro” Vercelli, Italy HUMANE SEMINAR Targu Mures , 13th 14th June 2008. Contents. Amedeo Avogadro University

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The Italian Governance Models and the role of the Head of Administration

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  1. The Italian Governance Models and the role of the Head of Administration Pasquale MastrodomenicoHead of Administration - University of Eastern Piedmont “Amedeo Avogadro” Vercelli, Italy HUMANE SEMINAR Targu Mures, 13th 14th June 2008

  2. Contents • Amedeo Avogadro University • Italian University Governance over the years • Evolution - devolution activities • H.o.A. mission - task – role

  3. Amedeo Avogadro University (A.A.U.) Main centres of study: • Alessandria • Novara • Vercelli

  4. City Faculties Departments VERCELLI (Rectorate) • Humanities • Humanities NOVARA • Economics • Medicine and Surgery • Pharmacy • Business Management and Territory Planning • Economics and Quantitative Methods • Medical Sciences • Clinical and Experimental Medicine • Chemistry, Food, Pharmaceutical and Pharmacological Sciences ALESSANDRIA • Law • Mathematics, Physics and Natural Sciences • Political Sciences • Law and Economics • Bio-and Environmental Sciences • Sciences and Advanced Technologies • Information Technology • Public Policy and Public Choice • Social Research

  5. The A.A.U. figuresyear 2007 • teaching staff 378 • technical administrative staff 355 • students enrolled (I+II cycle) 9.500 (29 coming from Romania) • PhD + medical schools 550 • graduated students 1.700 • budget 80.000.000 • from operational State funds 44.000.000 • From student’s fees 8.000.000 • from others 28.000.000

  6. Research ranking indicators (AAU vs similar universities)(National Research Evaluation Committee - C.I.V.R. web site)

  7. Services and structures ranking (AAU vs Italian universities - Censis a.y. 2008/2009) Faculty ranking Economics 7/45 Pharmacy 2/29 Law 21/45 Humanities 13/41 Medicine 11/38 Mat. Phys. Nat. Sciences 9/29 Political Sciences 4/30 A. Avogadro University 15/59

  8. University Ministry over the years 1988-1996 specific University Ministry 1996-2006 part of the Education Ministry, (University Deputy Minister with portfolio) 2006-2008 specific University Ministry 2008- part of the Education Ministry, (University Deputy Minister without portfolio)

  9. Ministry consulting committees CUN academic university council (professors and researchers recruitment authorisation, courses authorisation, professors disciplinary action, ...) CNVSU national evaluation committee CIVR research evaluation committee CNSU university student committee CRUI Rector conference

  10. the former the new University Ministers

  11. Internal University Governance (Italian overview) Bodies fields Senate academics, student, internal regulation and general strategy Board students’ fees, economical, financial, estate, etc. Chancellor represents the University, chairs the Senate and the Board Internal Evaluation Committee (since 1993 - link to the National evaluation committee) Auditor Committee (since 1982 - a member is appointed by the Economic Ministry)

  12. A.A.U. - Senate Composition (28 members) Deans and representatives of: Professors, Researchers, Students, technical and administrative staff Task Political function, resources allocation planning, academic issues

  13. A.A.U. - Board Composition (24 members) representatives of: Professors, Researches, technical and administrative staff, Students, local Institutions (Cities of Alessandria, Novara, Vercelli), Ministry Task supervision of the economical and financial “University life”

  14. A.A.U. - Chancellor elected by all Professors and a representative of Researchers, students and technical/administrative staff Tasks He/She guarantees freedom of research, teaching and study; protects the students’ rights; He/She is the legal representative of the University

  15. University milestones 1980 from the “academic chair” to the “roles” (Po - Pa - Researchers) 1982 Departments financial autonomy 1989 Universities statute autonomy 1990 Payrolls decentralisation 1993 State financial simplification (from 21 budget items to only 3 b.i.) 1999 “Bologna Process” (courses reform, ects, mobility, ect.) 2005 National “three year planning” 2007 Courses qualifying requirement 2007 new National Evaluation System

  16. new University duties • payrolls (fixed salary) • accessory salary (according to Trade-unions negotiation) • building maintenance, new constructions, safety tools • health services (Medicine Faculty) • recruitment process (professors, researchers, permanent or temporary staff with different rules, long time process, many authorisations, …) • Bologna Process (credits, exams, IT services, mobility,…) • Students courses qualification (teachers number, students number, transparency requirement, information on web site, …) • Three years planning (regarding academic courses, research, students services, internationalisation, H.R.) • ...

  17. … and new Institutional relations • Education Ministry • Economy Ministry National Administration Local Administration • Health Ministry National Administration Local Administration • Regional Government • Provincial Government • City Government • Other public and private Institutions (Local Companies, Banks, Foundations, ...)

  18. Critical points • No State funding to run new activities • The rules change continuously • Difficulty in recruitment process • Arising of internal and external Institutional players • ...

  19. …to sum-up Many competences moved from State to Universities No specific State funds to support Universities A new economic word coinage “free-cost reform”! The result ? Decentralisation complexity !

  20. H.o.A. in the past - 1 • till 1997 appointed by the Minister • chosen from a “list” of University managers • written on the “list” following a national public selection • non fixed-term appointment • H.o.A. level A: big Universities • H.o.A. level B: small Universities

  21. H.o.A. in the past - 2 the main tasks • Board and Senate Secretary • Signature: supply orders and contracts, payment mandates, students’ certifications, salary notes, authorisations, etc. • “deputy officer” to spend State funding regarding building maintenance and construction, research equipment. • Budget dimension (e.g.: Turin Polytechnic 1989 budget 20,9 M€ - 2007 budget 293 M€ + 1.400%) the Mission Minister’s “longa manus”, to ensure law respect and financial control

  22. H.o.A. nowadays - 1 • appointed by the Chancellor in agreement with the University Government Bodies • it is no longer a “list” • the belonging to the University system is optional • he/she can be a manager coming from other P.A. • the academic degree for the position is non necessary • fixed-term appointment (3÷5 years period)

  23. H.o.A. nowadays - 2 the main tasks • Board and Senate Secretary • Signature: on contracts, authorisations, etc. • to write/check reports, to attend meetings, …., to fight with trade-unions, …, to survive to the e-mail flood, ... the Mission “is to balance different powers and to deal with different players in order to achieve the institutional goals” (Fernando Casani)

  24. New H.o.A. skills • Human resources management (sometimes also psychiatric help!) • Financial knowledge • Contracts competence • Assessment and performance analyst • I.C.T. knowledge • Problem oriented

  25. Amedeo Avogadro UniversityAdministration chart (2006)

  26. Pasquale past experience - 1Administration chart (UniTo 1998-2005)

  27. Pasquale past experience - 2 Administration chart ( PoliTo 1990-1997)

  28. The way to be H.o.A. • Chief executive officer • General secretary • Executive secretary • Chancellor secretary • ….

  29. Scenarios

  30. Choose the right scenario adapting to the events ?

  31. Multe mulţumiri colegilor de români! Many thanks to the Romanian colleagues!

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