1. DR PETER W A WEST TEMPUS-TACIS PROJECT MARCH 2004

2. KEY FEATURES ON EIGHT SYSTEMS OF HIGHER EDUCATION

3. SOME CHARACTERISTICS OF NATIONAL SYSTEMS OF GOVERNANCE

4. DEGREES OF AUTONOMY: A LEAGUE TABLE FROM IMHE GOVERNANCE REPORT

5. MANAGEMENT CULTURE IN TRADITIONAL AND ENTREPRENEURIAL UNIVERSITIES Traditional University Traditional University Supply-led Supply-led Reactive, resists change Reactive, resists change Depends on state funding Depends on state funding Consuming Assets Consuming Assets Administered Administered Entrepreneurial University Market-driven Pro-active, strategic Portfolio financing Investing for the future Managed

6. UNIVERSITIES ARE NOT BUSINESSES The Institution is driven by an academic vision which is not directly related to financial goalsThe Institution is driven by an academic vision which is not directly related to financial goals It has a public service role and an ethos of social responsibility which leads it, for example, to provide services which would not be regarded as financially viable in a commercial businessIt has a public service role and an ethos of social responsibility which leads it, for example, to provide services which would not be regarded as financially viable in a commercial business Senior academic staff have a degree of autonomy about the direction and focus of their work (especially research) which would not be normal in a corporate businessSenior academic staff have a degree of autonomy about the direction and focus of their work (especially research) which would not be normal in a corporate business Related to this, institutions often lack the ability (and perhaps the will) to manage their costs and performance to the extent that is normal in businessRelated to this, institutions often lack the ability (and perhaps the will) to manage their costs and performance to the extent that is normal in business Governance and management often depend on committed individuals, rather than profession managers. Some senior posts may be held by academic staff appointed by their peers, often on a part-time or rotating basisGovernance and management often depend on committed individuals, rather than profession managers. Some senior posts may be held by academic staff appointed by their peers, often on a part-time or rotating basis

7. THE MANAGEMENT CHALLENGE FOR UNIVERSITY LEADERS THE MANAGEMENT CHALLENGE FOR UNIVERSITY LEADERS Have we developed an integrated management team in which the academic and non-academic managers respect each others’ contribution and share a common set of values and objectives?Have we developed an integrated management team in which the academic and non-academic managers respect each others’ contribution and share a common set of values and objectives? Are our academic strategies informed and supported by the most professional management skills in the financial, estates, personnel and systems areas?Are our academic strategies informed and supported by the most professional management skills in the financial, estates, personnel and systems areas? Do our strategies enable us to develop and grow our position in the market, playing to our strengths rather than maintaining under-performing or historic activities?Do our strategies enable us to develop and grow our position in the market, playing to our strengths rather than maintaining under-performing or historic activities? Are we taking greater responsibility for our own future, or are we still too dependent on decisions made outside the institution?Are we taking greater responsibility for our own future, or are we still too dependent on decisions made outside the institution? Are we strong enough to deal with risks and contingencies which may threaten our sustainability?Are we strong enough to deal with risks and contingencies which may threaten our sustainability? Are we developing our staff to become the strategic institutional managers of the future?Are we developing our staff to become the strategic institutional managers of the future?