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© Dezernat Planung, Entwicklung u. Controlling 22.09.2010 Perspectives of the universities Administration vs. Management - The Excellence Initiative from.

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Presentation on theme: "© Dezernat Planung, Entwicklung u. Controlling 22.09.2010 Perspectives of the universities Administration vs. Management - The Excellence Initiative from."— Presentation transcript:

1 © Dezernat Planung, Entwicklung u. Controlling Perspectives of the universities Administration vs. Management - The Excellence Initiative from inside HUMANE 22nd/23rd of June, Konstanz Manfred Nettekoven 1

2 © Dezernat Planung, Entwicklung u. Controlling Strategy development at universities - Why and how? 2

3 © Dezernat Planung, Entwicklung u. Controlling Jahr University Freedom Law (deregulation) Independence from the state government Change of legal form Opening as Königlich Rheinisch-Westphälisch Polytechnische Schule ( ) Global budget The end of the hibernation Anzahl Studierende Bologna Excellence Initiative 3

4 © Dezernat Planung, Entwicklung u. Controlling Constitutional reform in 2006 The joint task Hochschulbau was discontinued (lapse of article 91a GG) The Federal Republic of Germany focuses only on investments in research (article 91 b GG) Transitional arrangement until 2013/2019 (article 143 c GG) 4

5 © Dezernat Planung, Entwicklung u. Controlling …leads to problems concerning investments, the German Science council on scientific matters calls the constellation as specified below financing trap Constitutional reform in

6 © Dezernat Planung, Entwicklung u. Controlling Make 1.3 out of 1.9 billion! Investments throughout Germany 6

7 © Dezernat Planung, Entwicklung u. Controlling With the deregulation changes in the budget sector arose 3 areas are affected: 1. Basic funding 2. Performance-based rewards 3. Innovation What followed was a budgeting exercise, starting with - Operational budget - Budget for human resources, - Facilities 7

8 © Dezernat Planung, Entwicklung u. Controlling Increasing relevance of output control Performance agreements as a vehicle to support this (output-orientated) change Discretionary resources are necessary to fund performance agreements Key performance indicators Controlling Commercial accounting instead of the traditional cameralistic accounting With the deregulation changes in the budget sector arose II 8

9 © Dezernat Planung, Entwicklung u. Controlling Not all the budgetary lines are involved, allocation of personnel is often omitted Area is facility allocation, remains the final frontier Management of funds and ressources 9

10 © Dezernat Planung, Entwicklung u. Controlling International trend Two possibilities Evaluation-based basic funding of university research spreads out. But: quantitative indicators and peer review are associated with problems. (e.g.: Great Britain, Australia) Alternative possibility: selective ad hoc financing, which do not touch the basic funding, to reach quality improvements of research (excellence initiative). There have recently been attempts of this type of initiatives in Canada, Japan, the Netherlands and recently also in Germany (ExIni). Chance: additional resources through competition 10

11 © Dezernat Planung, Entwicklung u. Controlling Rectors or presidents more often from outside, partially recruited by headhunters Chancellors often become vice-presidents for a limited period, lawyers privilege is abolished (1999) Establishment of full-time deans (Hamburgisches Hochschulgesetz, Hochschulmedizingesetz NRW) Effects on the staff 11

12 © Dezernat Planung, Entwicklung u. Controlling Portfolio-Management, Hybrid-universities, SWOT-analyses Cooperation with research centers, as for example: KIT (Karlsruhe), JARA (Aachen) Professionalization of management and of strategic and relevant business processes (appointments of professors) SAP and Datenlotsen etc., software for traditional business administration is going to be more relevant Effects on the strategy 12

13 © Dezernat Planung, Entwicklung u. Controlling A new strategy paper for the RWTH Aachen university, why? Graduate School Aachen Institute of Advanced Study in Computational Engineering Science (AICES) Future Concept RWTH 2020 – Meeting Global Challenges Excellence Cluster Ultra High-Speed Mobile Information and Communication (UMIC) Integrative Production Technology for High- Wage Countries Tailor-Made Fuels from Biomass (TMFB)

14 © Dezernat Planung, Entwicklung u. Controlling The future concept of the RWTH Aachen university Solve with the help of Improvement of the fundamental understanding Strengthen the cooperation between disciplins and partners Raising of consciousness of students and employees of the RWTH Aachen university Establishment of appropriate management structures Vision Global challenges availability of energy water supply chronic diseases demographic change work – life balance...

15 © Dezernat Planung, Entwicklung u. Controlling A new strategy paper for the RWTH Aachen university, why? The new rectorate (Schmachtenberg) saw it as his task to continue the future concept and to develop a strategy for all areas. Reasons Strategy concept RWTH 2020 : Meeting Global Challenges (excellence initiative) is focused on research, it does not include any other area of activity The development of a holistic strategy concept served as an essential element of the renewal proposal: Future concepts for the second phase of the excellence initiative (Beginning 10/2012). 15

16 © Dezernat Planung, Entwicklung u. Controlling Applied system 16

17 © Dezernat Planung, Entwicklung u. Controlling Applied system Otmar von St. Gallen 17

18 © Dezernat Planung, Entwicklung u. Controlling Applied system 18

19 © Dezernat Planung, Entwicklung u. Controlling reality landing No scientific institution can become successful without an accepted and communicated strategy For this reason simplifications are necessary! 19

20 © Dezernat Planung, Entwicklung u. Controlling Elements of the strategy development Values VisionsObjectivesStrategies 20

21 © Dezernat Planung, Entwicklung u. Controlling The strategy process… 21

22 © Dezernat Planung, Entwicklung u. Controlling …a comprehensive process within the universities 22

23 © Dezernat Planung, Entwicklung u. Controlling Workshops 23

24 © Dezernat Planung, Entwicklung u. Controlling Genesis / Milestones :Presentation in the strategic council : 1. discussion with the members of the strategic council : 1. workshop held in the strategic council : Statement in the University council meeting : 2. discussion in the strategic council :2. workshop : Discussion in the senate: approval of strategy RWTH :University council meeting approval of strategy RWTH :The rector addresses an to all professors/ groups / departments - the strategy paper is attached :Official presentation in the context of the event RWTH transparent 24

25 © Dezernat Planung, Entwicklung u. Controlling Project status 25 ! Erarbeitung ab 01/2010 Erarbeitung ab 01/2010

26 © Dezernat Planung, Entwicklung u. Controlling Strategy RWTH

27 © Dezernat Planung, Entwicklung u. Controlling Projects carried out within the strategy program With respect to the fields of competitions the following twelve projects are considered as crucial: (1)Target and performance agreement with the faculties, technical groups and the rectors office (2) Aim to raise the number of scientists working for the RWTH (3) Image (corporate identity, marketing-PR) (4) Provide structures (enabling large scale projects) (5) Campus (industry matriculation, Campus GmbH) (6) Work on future teaching strategies 27

28 © Dezernat Planung, Entwicklung u. Controlling Projects carried out within the strategy program (2) (7) Personnel development programs/ Career advancement (8) Provide construction ground (investment in university construction/ campus) (9) Excellence Initiative concept (10)Focus on medicine and engineering (11) Research alliance with Jülich (12) Process of finding topics for the future (events, studies, forums, public discussions) The order of the listed projects does not represent an hierarchical arrangement and is therefore no indicator of the projects significance. 28

29 © Dezernat Planung, Entwicklung u. Controlling Project team Under the direction of: Herr Thomas Trännapp Dipl. Sozialwirt Leiter der Abteilung Struktur u. Forschung Stellvertretender Leiter des Dezernates Planung, Entwicklung u. Controlling Change Management Herr Giuseppe Strina Privatdozent Dr.-Ing. M.A. Support Herr Olaf Gockel Dipl.-Kfm. Leiter des Projektteams Exzellenzinitiative Abteilung Struktur u. Forschung Frau Carla Splinter Dipl.-Ing. Referentin des Strategierats Abteilung Struktur u. Forschung Frau Jennifer Derichs Abteilung Finanzplanung u. Controlling Sekretariat Zugriff auf Kapazitäten des Dezernats Planung, Entwicklung und Controlling 29

30 © Dezernat Planung, Entwicklung u. Controlling Thank you for your attention! 30


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