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THE CASE OF AARHUS UNIVERSITY EMPOWER EUROPEAN UNIVERSITIES, MAASTRICHT 2011

HOW DOES THE EMPOWER EUROPEAN UNIVERSITIES FRAMEWORK PLAY OUT FOR AN INDIVIDUAL UNIVERSITY?. THE CASE OF AARHUS UNIVERSITY EMPOWER EUROPEAN UNIVERSITIES, MAASTRICHT 2011 RECTOR LAURITZ B. HOLM-NIELSEN. THE EEU FRAMEWORK AND THE CASE OF AARHUS UNIVERSITY.

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THE CASE OF AARHUS UNIVERSITY EMPOWER EUROPEAN UNIVERSITIES, MAASTRICHT 2011

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  1. HOW DOES THE EMPOWEREUROPEANUNIVERSITIESFRAMEWORKPLAY OUT FOR AN INDIVIDUAL UNIVERSITY? THE CASE OF AARHUS UNIVERSITY EMPOWER EUROPEAN UNIVERSITIES, MAASTRICHT 2011 RECTOR LAURITZ B. HOLM-NIELSEN

  2. THE EEUFRAMEWORK AND THE CASE OF AARHUS UNIVERSITY • UNIVERSITY MANAGEMENT IN TIMES OF CHANGE • AARHUS UNIVERSITY AND THE EMPOWER EUROPEAN UNIVERSITIES FRAMEWORK • CONCLUSIONS

  3. UNIVERSITY MANAGEMENT IN TIMES OF CHANGE • INCREASING DEMAND FOR KNOWLEDGE • Complex grand challenges require interdisciplinary solutions • GLOBAL MARKET FOR RESEARCH AND HIGHER EDUCATION • European Research Area and European Higher Education Area • NATIONAL REFORMS AND INCREASED EUROPEAN COLLABORATION • A window of opportunity for changes • MASS UNIVERSITIES VERSUS ELITE UNIVERSITIES • The importance of talent development

  4. INCREASING DEMAND for KNOWLEDGE: MOTIVATION FOR CHANGE • ”We must organize the “Aarhus University of the future” to enable us to contribute even more to meeting our society's challenges” • Globalization • Food • Water • Energy • Health • Migration • Security • Climate change • ... The world is globalized, withcomplexinterconnectedchallengeswhichtransgressdisciplinaryboundaries – withregard to causes, consequences, and solutions

  5. EMERGING GLOBALMARKET FOR EDUCATION AND R&D Students enrolled outside their home country, 1975-2011 International co-authorships, 1985-2005 Source: Data from OECD, Education at a Glance Source: OECD Science, Technology and Industry Outlook 2007

  6. A WINDOW OF OPPORTUNITY: NEWFRAMEWORK CONDITIONS • 2010, The AU Academic Development Process: • Unified management • Interdisciplinarity 1998/99, Intergovernmental agreement: Governmental push for convergence of HE systems by 2010 • 2003 – 2007, Danish sector reforms: • New University Act (2003) (2011) • Reorganizing HE&R institutions (2007) • Modernizing the funding compact 2000, European Research Area: Defragmenting European research, promoting transnational scientific knowledge flow, competition, collaboration and mobility 1999, Bologna Declaration: Key principles adopted by Ministers of Education of 29 European countries • 2008, Aarhus University’s Strategy: • Research • Talent development • Knowledge exchange • Education 2010, European Higher Education Area: 10 years after the Bologna process. Adopted by 47 countries, facilitating efforts to enhance European HE comparability, compatibility and coherence

  7. THEQUADRUPLE HELIX UNIVERSITY TALENT DEVELOPMENT PhDs EDUCATION RESEARCH Post docs Students KNOWLEDGE EXCHANGE Professors Research projects Studies Research programmes Lifelong learning Contracts

  8. AARHUSUNIVERSITY AND THE EEUFRAMEWORK • ORGANISATIONAL AUTONOMY • AU reforms and a focus on interdisciplinarity • FINANCIAL AUTONOMY • ACADEMIC AUTONOMY • ACCESS AND OPENNESS

  9. AU CHANGE PROCESSAND EMPOWERMENT • Academic organisation: A unified university with fewer boundariesFrom nine to four main academic areas, from 55 to 26 departments, • Governance: Management with appointed leaders and joint responsibility for the entire university. From ten management units to one single management unit with cross-cutting responsibility for strategic management and quality assurance of: research, talent development, knowledge exchange and education • Administration and finance: A single university without administrative boundariesA common financial model, standardised, quality service for the whole university; from three to one (two) levels of administration – front office and back office. • Academic cheques and balances: 4 academic councils, and 4 AU Fora, one for each core activity: research, talent development, knowledge exchange and education

  10. AN ACADEMICORGANISATION THAT REFLECTS THE QUADRUPLE HELIX

  11. INTERDISCIPLINARY SOLUTIONS TO COMPLEX CHALLENGES • Interdisciplinary centers • iNANO • MINDlab • Neurocampus • Centre for Food, Nutrition and Health • Centre for Global Change and Development • Centre for iSequencing • Centre for Integrated Register-based Research • Centre for Arctic Research • National Centers of Excellence • 18 National Research Foundation centers • 5 LundbeckFoundation and VKR Foundation Centers

  12. AARHUSUNIVERSITY AND THE EEUFRAMEWORK • ORGANISATIONAL AUTONOMY • FINANCIAL AUTONOMY • diversified income structure • full-cost challenge • towards financial independence • ACADEMIC AUTONOMY • ACCESS • OPENNESS

  13. DIVERSIFIED– INCOME STRUCTURE Budget 2011: EUR 800 million

  14. FULL-COST CHALLENGE McKinsey (2009): Degree programme expenditures exceeds taximeter income and are not full cost financed Result: AU internal cross-subsidy of education from research budget at about 3-6%

  15. TOWARDS FINANCIAL INDEPENDENCE:AU RESEARCHFOUNDATION AURF BOARD AARHUS UNIVERSITY BOARD Aarhus University Research Foundation RECTOR’S OFFICE ADM. • AURF Equity: EUR 400 m • AURF Balance: app. EUR 1 bn. • AURF Grant Budget: EUR 10 m. ARTS RESEARCH FOUNDATION SCIENCE AND TECHNOLOGY BUSINESS AND SOCIAL SCIENCES HEALTH RESEARCH FOUNDATION’S REAL ESTATE LTD. • AU Student body: 42,492 students • AU Staff: 13,389 employees • AU 2012 Budget: EUR 803,7 M. AURIGA INDUSTRIES LTD. ØSTJYSK INNOVATION A/S, INCUBA LTD. INCUBA SCIENCE PARK LTD.

  16. AARHUSUNIVERSITY AND THE EEUFRAMEWORK • ORGANISATIONAL AUTONOMY • FINANCIAL AUTONOMY • ACADEMIC AUTONOMY • External Quality Assurance, Accreditation • Internal Governance structure • ACCESS AND OPENNESS

  17. EXTERNALQUALITY ASSURANCE – BUREAUCRATIC ACCREDITATION • ACE Denmark - accredits study programmes at Danish universities. This is done by making an academic assessment of the quality and relevance of the programme • Aarhus University: All programmes accredited • ECTS Label • Management and Business Administration • Equis accreditation • AACSB- og AMBA accreditation process • Institutional accreditation in the future?

  18. Empower European Universities CHECQUESANDBALANCESINTHEGOVERNANCE STRUCTURE AU Board AU Management AdvisoryBoards AU Forums Employer Panels AcademicCouncils RECTOR LAURITZ B. HOLM-NIELSEN NOV. 2011 AdvisoryCommittees Departmental Forums

  19. AARHUSUNIVERSITY AND THE EEU • ORGANISATIONAL AUTONOMY • FINANCIAL AUTONOMY • ACADEMIC AUTONOMY • ACCESS AND OPENNESS • Mass higher education and talent development • International role of research intensive universities • International competitiveness, where are AU

  20. MASS HIGHER ECUATION & TALENTDEVELOPMENT • The official goals (Helle Thorning-Schmidt Government 2011): • 95 % should complete youth education, 60% higher education • 25 % should complete research based higher education by 2020 • 2.5 % in PhD and 1% in post doc programmes • Create a national innovation strategy: education, research, innovation • State Education Grant, taximeter for first two cycles • AU responses to the challenges of mass education • Internal market for education • Talent development as the link between mass and elite university • Early recruitment for the most talented students • Flexible PhD-programmes

  21. A GENEROUS INTERNATIONAL GRADUATE RESEARCHUNIVERSITY • 1,000 courses and 65 complete degree programs in English • 100+ agreements with universities overseas • 1,000 outgoing students • 4000 International students, (approx. 10% of the student body) • State education grant – the money follows the student • Staff of 75 different nationalities • 10 world class research platforms (Storage Ring, ZACKENBERG, bio-energy, testing facilities, population databases etc.)

  22. INTERNATIONAL COMPETITIVENESS: WHERE DO AU STAND?

  23. THEQUADRUPLE HELIX UNIVERSITY TALENT DEVELOPMENT PhDs EDUCATION RESEARCH Post docs Students KNOWLEDGE EXCHANGE Professors Research projects Studies Research programmes Lifelong learning Contracts

  24. WCU Shanghai CONCLUSIONS: WINDOWSOF OPPORTUNITIES AND THE IMPORTANCE OF AUTONOMY • New framework conditions in Europe and Denmark provided a window of opportunity for change at Aarhus University • All changes at AU have been aimed at shaping a modern university combining features of the mass and the elite university • Autonomy is fundamental touniversities. Achieving financial and academic autonomy stillprove to be the largest challenges • ……. However autonomy without good governance and leadership is anarchy……. RECTOR LAURITZ B. HOLM-NIELSEN Nov. 2011

  25. Empower European Universites THANK YOU RECTOR LAURITZ B. HOLM-NIELSEN rector@au.dk Rector Lauritz B. Holm-Nielsen Nov. 2011

  26. AARHUS UNIVERSITY - EXPENDITURES The Humboldtuniversity AU – Expenses per core activity The modern university The triple helix university Talent development PhDs Research Education Post docs Students Knowledge exchange Professors Research projects Studies Lifelong learning Research programmes Contracts

  27. THE IMPORTANCE OFANATTRACTIVE RESEARCHINFRASTRUCTURE • Aarhus Institute of Advanced Studies • Exceptionally talented younger researchers from all over the world • Stimulating, international and interdisciplinary environment • Opportunity to pursue own research interests for a 2-3 year period • Independent managerial structure with international advisory board • International research platforms • ASTRID II – Heavy Ion Storage Ring and Synchrotron Radiation Facility • Research Vessel • National Centre for Particle Radiotherapy • National Centre for NMR • Testing Facilities for Wind and Bio Energy Systems • Information intensive population databases • Zackenberg High Arctic Research Station

  28. DANISH CITATIONIMPACT I AU DTU Normalized citation impact KU US top universities European top universities Total number of publications 2003-07

  29. Empower European Universities DANISH CITATIONIMPACT II WORLD AVERAGE Source: Comparing Research at Nordic Universities usingBibliometricIndicators, A publication from the NORIA Net, NordForsk2011, p. 61 RECTOR LAURITZ B. HOLM-NIELSEN Nov. 2011

  30. Empower European Universities DANISH UNIVERSITY RANKS 2011 RECTOR LAURITZ B. HOLM-NIELSEN NOVEMBER 2011

  31. AU KEY FIGURES STUDENTS STAFF FINANCES

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