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RECTOR LAURITZ B. HOLM-NIELSEN13-01-2012 AARHUS UNIVERSITY RECTOR LAURITZ B. HOLM-NIELSEN GOVERNANCE AND INSTITUTIONAL AUTONOMY OF UNIVERSITIES COMPARISON.

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Presentation on theme: "RECTOR LAURITZ B. HOLM-NIELSEN13-01-2012 AARHUS UNIVERSITY RECTOR LAURITZ B. HOLM-NIELSEN GOVERNANCE AND INSTITUTIONAL AUTONOMY OF UNIVERSITIES COMPARISON."— Presentation transcript:

1 RECTOR LAURITZ B. HOLM-NIELSEN AARHUS UNIVERSITY RECTOR LAURITZ B. HOLM-NIELSEN GOVERNANCE AND INSTITUTIONAL AUTONOMY OF UNIVERSITIES COMPARISON AND CASE STUDY

2 RECTOR LAURITZ B. HOLM-NIELSEN INCREASING DEMAND FOR KNOWLEDGE Complex global challenges require interdisciplinary solutions GLOBAL MARKET FOR RESEARCH AND HIGHER EDUCATION European Research Area and European Higher Education Area INSTITUTIONAL AUTONOMY EUA Autonomy Scorecard NATIONAL REFORMS AND INCREASED EUROPEAN COLLABORATION A window of opportunity for changes AARHUS UNIVERSITY – a MODERN EUROPEAN UNIVERSITY UNIVERSITY MANAGEMENT IN TIMES OF CHANGE

3 RECTOR LAURITZ B. HOLM-NIELSEN 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, with complex interconnected challenges which transgress disciplinary boundaries – with regard to causes, consequences, and solutions

4 RECTOR LAURITZ B. HOLM-NIELSEN EUROPE DEMANDS ADVANCED HUMAN CAPITAL The challenges of tomorrow are complex, great, and global Innovation Union 2020 foresees 1,000,000 new research jobs ERAB 2030 recommends: - 50% of EC research funding should go to frontier, high-risk R&D - 20% of EU doctoral candidates working outside their home country - 5% of GDP is spend on R&D. Private investments account for 2/3 - EU + member states triple spending on higher education to 3.3% of GDP - Half of the adult population has achieved tertiary education Doctoral degrees are passports to the intellectual world, however many PhD graduates will not be employed in academia Research staff must be intellectually and internationally mobile

5 RECTOR LAURITZ B. HOLM-NIELSEN INCREASING DEMANDS FOR KNOWLEDGE Danish Investments in R&D Millions EUR (2008 prices)

6 RECTOR LAURITZ B. HOLM-NIELSEN INCREASING DEMAND FOR KNOWLEDGE Complex global challenges require interdisciplinary solutions GLOBAL MARKET FOR RESEARCH AND HIGHER EDUCATION European Research Area and European Higher Education Area INSTITUTIONAL AUTONOMY EUA Autonomy Scorecard NATIONAL REFORMS AND INCREASED EUROPEAN COLLABORATION A window of opportunity for changes AARHUS UNIVERSITY – a MODERN EUROPEAN UNIVERSITY UNIVERSITY MANAGEMENT IN TIMES OF CHANGE

7 RECTOR LAURITZ B. HOLM-NIELSEN EMERGING GLOBAL MARKET FOR EDUCATION AND R&D Students enrolled outside their home country, International co-authorships, Source: Data from OECD, Education at a Glance Source: OECD Science, Technology and Industry Outlook 2007

8 RECTOR LAURITZ B. HOLM-NIELSEN NORDIC PERSPECTIVE ON CITATION IMPACT Source: Comparing Research at Nordic Universities using Bibliometric Indicators, A publication from the NORIA Net, NordForsk 2011, p. 61 WORLD AVERAGE

9 RECTOR LAURITZ B. HOLM-NIELSEN GLOBAL PERSPECTIVE ON CITATION IMPACT AU DTU KU US top universities European top universities Total number of publications Normalized citation impact

10 RECTOR LAURITZ B. HOLM-NIELSEN DANISH UNIVERSITIES IN GLOBAL RANKINGS 2011 University of Copenhagen Aarhus University Technical University of Denmark University of Southern Denmark Aalborg University ARWU QS Ranking THE HEEACT LEIDEN

11 RECTOR LAURITZ B. HOLM-NIELSEN INCREASING DEMAND FOR KNOWLEDGE Complex global challenges require interdisciplinary solutions GLOBAL MARKET FOR RESEARCH AND HIGHER EDUCATION European Research Area and European Higher Education Area INSTITUTIONAL AUTONOMY EUA Autonomy Scorecard NATIONAL REFORMS AND INCREASED EUROPEAN COLLABORATION A window of opportunity for changes AARHUS UNIVERSITY – a MODERN EUROPEAN UNIVERSITY UNIVERSITY MANAGEMENT IN TIMES OF CHANGE

12 RECTOR LAURITZ B. HOLM-NIELSEN EUA AUTONOMY SCORECARD Compares 26 European countries Four scorecards/autonomy areas: –organisational, financial, staffing and academic autonomy Tool for benchmarking legislative frameworks in national HE systems Encourage and qualify debate among stakeholders and policy makers

13 RECTOR LAURITZ B. HOLM-NIELSEN ORGANIZATIONAL AND FINANCIAL AUTONOMY

14 RECTOR LAURITZ B. HOLM-NIELSEN STAFFING AND ACADEMIC AUTONOMY

15 RECTOR LAURITZ B. HOLM-NIELSEN A WINDOW OF OPPORTUNITY: NEW FRAMEWORK CONDITIONS 1998/99, Intergovernmental agreement: Governmental push for convergence of HE systems by , Bologna Declaration: Key principles adopted by Ministers of Education of 29 European countries 2003 – 2007, Danish sector reforms: New University Act (2003) (2011) Reorganizing HE&R institutions (2007) Modernizing the funding compact 2008, Aarhus University’s Strategy: Research Talent development Knowledge exchange Education 2010, The AU Academic Development Process: Unified management Interdisciplinarity 2000, European Research Area: Defragmenting European research, promoting transnational scientific knowledge flow, competition, collaboration and mobility 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

16 RECTOR LAURITZ B. HOLM-NIELSEN UNIVERSITY GOVERNANCE – ACT OF 2003 Autonomy – from state institutions to autonomous bodies within the public sector Accountability through the use of university performance contracts Governing boards with a majority of external members, which safeguard the university’s interests as an educational and research institution and determine guidelines for its organization, long term activities and development Appointed leaders in university management structure (rector, deans and department heads)

17 RECTOR LAURITZ B. HOLM-NIELSEN INCREASING DEMAND FOR KNOWLEDGE Complex global challenges require interdisciplinary solutions GLOBAL MARKET FOR RESEARCH AND HIGHER EDUCATION European Research Area and European Higher Education Area INSTITUTIONAL AUTONOMY EUA Autonomy Scorecard NATIONAL REFORMS AND INCREASED EUROPEAN COLLABORATION A window of opportunity for changes AARHUS UNIVERSITY – a MODERN EUROPEAN UNIVERSITY UNIVERSITY MANAGEMENT IN TIMES OF CHANGE

18 The Aarhus response THE AARHUS RESPONSE

19 RECTOR LAURITZ B. HOLM-NIELSEN KNOWLEDGE EXCHANGE EDUCATION RESEARCH TALENT DEVELOPMENT THE HUMBOLDT UNIVERSITY THE TRIPLE HELIX UNIVERSITY A MODERN UNIVERSITY – COMBINING MASS AND ELITE

20 RECTOR LAURITZ B. HOLM-NIELSEN AARHUS UNIVERSITY - A UNIVERSITY GROWING STRONGER 40,500 students (FTE) (52% graduate level students) 3,000 PhD students and early career researchers 4,300 international students 7,200 employees (FTE) 11,731 publications in 2010

21 RECTOR LAURITZ B. HOLM-NIELSEN EXPENDITURES AT AARHUS UNIVERSITY Knowledge exchange EducationResearch Talent development The Humboldtuniversity The triple helix university The modern university PhDs Post docsStudents Studies Lifelong learning Contracts Research programmes Research projects Professors AU – Expenses per core activity

22 RECTOR LAURITZ B. HOLM-NIELSEN ORGANISATIONAL AUTONOMY AU reforms and a focus on interdisciplinarity FINANCIAL AUTONOMY ACADEMIC AUTONOMY ACCESS AND OPENNESS THE NEW AARHUS UNIVERSITY

23 RECTOR LAURITZ B. HOLM-NIELSEN CHANGE PROCESS AND EMPOWERMENT AT AU Academic organisation: A unified university with fewer boundaries From 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 boundaries A 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

24 RECTOR LAURITZ B. HOLM-NIELSEN AN ACADEMIC ORGANISATION THAT REFLECTS THE QUADRUPLE HELIX

25 RECTOR LAURITZ B. HOLM-NIELSEN INTERDISCIPLINARY SOLUTIONS TO COMPLEX CHALLENGES Interdisciplinary centers iNANO MINDlab Neurocampus Centre for Food, Nutrition and Health Centre for Global Change and Development Centre for Integrated Register-based Research Centre for Arctic Research … National Centers of Excellence 18 National Research Foundation centers 5 Lundbeck Foundation and VKR Foundation Centers

26 RECTOR LAURITZ B. HOLM-NIELSEN ORGANISATIONAL AUTONOMY FINANCIAL AUTONOMY diversified income structure full-cost challenge towards financial independence ACADEMIC AUTONOMY ACCESS OPENNESS THE NEW AARHUS UNIVERSITY

27 RECTOR LAURITZ B. HOLM-NIELSEN DIVERSIFIED– INCOME STRUCTURE Budget 2012: EUR 825 million

28 RECTOR LAURITZ B. HOLM-NIELSEN TOWARDS FINANCIAL INDEPENDENCE: AU RESEARCH FOUNDATION ADM. AURF BOARD RESEARCH FOUNDATION RESEARCH FOUNDATION’S REAL ESTATE LTD. AURIGA INDUSTRIES LTD. ØSTJYSK INNOVATION A/S, INCUBA LTD. INCUBA SCIENCE PARK LTD. AARHUS UNIVERSITY BOARD Aarhus University Research Foundation RECTOR’S OFFICE ARTS SCIENCE AND TECHNOLOGY BUSINESS AND SOCIAL SCIENCES HEALTH AURF Equity: EUR 400 m AURF Balance: app. EUR 1 bn. AURF Grant Budget: EUR 10 m. AU Student body: 42,492 students AU Staff: 13,389 employees AU 2012 Budget: EUR 825 M.

29 RECTOR LAURITZ B. HOLM-NIELSEN ORGANISATIONAL AUTONOMY FINANCIAL AUTONOMY ACADEMIC AUTONOMY External Quality Assurance, Accreditation Internal Governance structure ACCESS AND OPENNESS THE NEW AARHUS UNIVERSITY

30 RECTOR LAURITZ B. HOLM-NIELSEN 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? EXTERNAL QUALITY ASSURANCE – BUREAUCRATIC ACCREDITATION

31 RECTOR LAURITZ B. HOLM-NIELSEN CHECQUES AND BALANCES IN THE GOVERNANCE STRUCTURE AU Forums Academic Councils Departmenta l Forums Advisory Boards Employer Panels Advisory Committees AU Board AU Management ExternalInternal

32 RECTOR LAURITZ B. HOLM-NIELSEN 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 THE NEW AARHUS UNIVERSITY

33 RECTOR LAURITZ B. HOLM-NIELSEN MASS HIGHER EDUCATION & TALENT DEVELOPMENT The official goals (Helle Thorning-Schmidt Government 2011): 95 % should complete youth education, 60% higher education 25 % should complete research based higher education by % 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 and flexible PhD- programmes

34 RECTOR LAURITZ B. HOLM-NIELSEN A GENEROUS INTERNATIONAL GRADUATE RESEARCH UNIVERSITY 1,000 courses and 65 complete degree programs in English 100+ agreements with universities overseas 1,000 outgoing students 4300 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.)

35 RECTOR LAURITZ B. HOLM-NIELSEN PROGRESS IN GLOBAL COMPETITIVENESS RANKINGS AARHUS UNIVERSITY RANK Leiden Crown Indicator ARWU QS WU Ranking THE HEEACT

36 RECTOR LAURITZ B. HOLM-NIELSEN INCREASING DEMAND FOR KNOWLEDGE Complex global challenges require interdisciplinary solutions GLOBAL MARKET FOR RESEARCH AND HIGHER EDUCATION European Research Area and European Higher Education Area INSTITUTIONAL AUTONOMY EUA Autonomy Scorecard NATIONAL REFORMS AND INCREASED EUROPEAN COLLABORATION A window of opportunity for changes AARHUS UNIVERSITY – a MODERN EUROPEAN UNIVERSITY CONCLUSION - UNIVERSITY GOVERNANCE IN TIMES OF CHANGE

37 RECTOR LAURITZ B. HOLM-NIELSEN KNOWLEDGE EXCHANGE EDUCATION RESEARCH TALENT DEVELOPMENT THE HUMBOLDT UNIVERSITYTHE TRIPLE HELIX UNIVERSITY A MODERN UNIVERSITY – COMBINING MASS AND ELITE

38 RECTOR LAURITZ B. HOLM-NIELSEN WINDOWS OF OPPORTUNITIES AND ACCOUNTABLE AUTONOMY New framework conditions in Europe provides a window of opportunity for change at EUROPE’s universities All changes at AU have been aimed at shaping a modern university combining features of the mass and the elite university Autonomy is fundamental to universities. Achieving financial and academic autonomy still prove to be the largest challenges ……. However autonomy without good governance and leadership is anarchy…….

39 THANK YOU FOR YOUR ATTENTION LAURITZ B. HOLM-NIELSEN RECTOR, AARHUS UNIVERSITY


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