1 / 10

The Autonomization of Austrian Universities after the University Act 2002: the UoV Experience

The Autonomization of Austrian Universities after the University Act 2002: the UoV Experience. Arthur Mettinger UNICA Rectors‘ Seminar 03-11-06. Major changes.

quintessa-duran
Télécharger la présentation

The Autonomization of Austrian Universities after the University Act 2002: the UoV Experience

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. The Autonomization of Austrian Universities after the University Act 2002:the UoV Experience Arthur Mettinger UNICA Rectors‘ Seminar 03-11-06

  2. Major changes • Special legal status of public universities - full legal power - private employees (based on wages negotiations with trade unions) - 3 years‘ global state budget (performance-based) • Financial accountability based on commercial law • Flexibility of internal organisation - legally fixed: Council – Senate – Rectorate • Introduction of Quality Management System(s) • Performance-based allocation of funds (+ „intellectual capital report“)

  3. UoV: Internal organisation • (see other document)

  4. The Senate: „the internal view“ • 18 members (from the University of Vienna) - 10 professors (> 50%) - 2 „assistants“ - 1 „administrator“ - 5 students (> 25%) • Main fields of responsibility - curricular and academic matters • - approval of statute (detailed regulations based on University Act 2002) - appoint 4 (external) members for University Council - call for Rector‘s position + shortlist of 3 • Term of office: 3 years

  5. The University Council: „the external view“ • 9 members, all from outside the UoV • - 4 members appointed by the Senate - 4 members appointed by the Minister responsible for HE • - 1 member „found“ by the 8 • Main fields of responsibility - appointing rector and vice rectors - overseeing financial management of university - approval of organisation plan, strategic development plan, draft performance agreement with ministry, „intellectual capital report“ • Term of office: 5 years

  6. The Rectorate: „the (strategic +) management view“ • 5 members - Rector (Head of Rectorate, ~ CEO) - 4 VRs (Resources & Library Affairs, Educational & Int‘l Affairs, Human Resources & Advancement of Women, Information Management & Organisation) • Main fields of responsibility • - respresentaion & management of university - hiring of personnel - admission of students • - appointment of heads of organisational units (rules!) • Term of office: 4 years

  7. Major instruments + „players“ • Organisation plan - proposed by Rectorate - commented by Senate • - approved by Council • Strategic development plan - proposed by Rectorate - commented by Senate - approved by Council • Performance agreement with Ministry • - proposed by Rectorate - commented by Council - negotiated by Rector

  8. Statute (internal regulations, mainly academic matters and QM) - proposed by Rectorate - approved by Senate • Curricula - based on Strategic Development Plan - worked out by working groups (profs – ass. – stud.) - supervised by Curriculum Committee of Senate - commented by Rectorate (finances!) and Council - approved by Senate

  9. Performance agreements: The „cascading“ of power • PA between Council and Rector • PA between Rector and Vice Rectors • PA between Rectorate and organisational units (faculties, centres, research platforms, service units) • PA between heads of units with employees

  10. A first (impressionistic) evaluation • Advantages - more efficient use of funds - improved investment policy - increased diversification of funding - increased possibilites of strategic development - improved „performance“ of members of UoV - clear responsibilities • Challenges - slow change of „mental frames“ - increased „negotiation time“ - need for new communication and „participation“ models

More Related