Presentation on theme: "Perspectives of the universities Administration vs"— Presentation transcript:
1 Perspectives of the universities Administration vs Perspectives of the universities Administration vs. Management - The Excellence Initiative from inside HUMANE 22nd/23rd of June, Konstanz Manfred Nettekoven
2 Strategy development at universities - Why and how?
3 The end of the hibernation Excellence InitiativeBolognaGlobal budgetAnzahl Studierende18701880189019001980199019961998200020052006JahrOpening as “Königlich Rheinisch-Westphälisch Polytechnische Schule”( )“University Freedom” Law (deregulation)Independence from the state governmentChange of legal form
4 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)
5 Constitutional reform in 2006 …leads to problems concerning investments, the German Science council on scientific matters calls the constellation as specified below „financing trap“
6 Investments throughout Germany Make 1.3 out of 1.9 billion!
7 With the deregulation changes in the budget sector arose 3 areas are affected:1. Basic funding2. Performance-based rewards3. InnovationWhat followed was a budgeting exercise, starting with- Operational budget- Budget for human resources,- Facilities
8 With the deregulation changes in the budget sector arose II Increasing relevance of output controlPerformance agreements as a vehicle to support this (output-orientated) changeDiscretionary resources are necessary to fund performance agreementsKey performance indicatorsControllingCommercial accounting instead of the traditional cameralistic accounting
9 Management of funds and ressources Not all the budgetary lines are involved, allocation of personnel is often omittedArea is facility allocation, remains the „final frontier“
10 Chance: additional resources through competition International trendTwo possibilitiesEvaluation-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).
11 Effects on the staffRectors or presidents more often „from outside“, partially recruited by headhuntersChancellors often become vice-presidents for a limited period, „lawyers privilege“ is abolished (1999)Establishment of full-time deans (Hamburgisches Hochschulgesetz, Hochschulmedizingesetz NRW)
12 Effects on the strategy Portfolio-Management, Hybrid-universities, SWOT-analysesCooperation 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
13 A new strategy paper for the RWTH Aachen university, why? Graduate SchoolAachen Institute of Advanced Study in Computational Engineering Science (AICES)Excellence ClusterUltra High-Speed Mobile Information and Communication (UMIC)Integrative Production Technology for High-Wage CountriesTailor-Made Fuels from Biomass (TMFB)Future ConceptRWTH 2020 –MeetingGlobal Challenges
14 The future concept of the RWTH Aachen university VisionGlobal challengesavailability of energywater supplychronic diseasesdemographic changework – life balance...Solve with the help ofImprovement of the fundamental understandingStrengthen the cooperation between disciplins and partnersRaising of consciousness of students and employees of the RWTH Aachen universityEstablishment of appropriate management structures
15 A new strategy paper for the RWTH Aachen university, why? The „new rectorate“ (Schmachtenberg) saw it ashis task to continue the future concept and todevelop a strategy for all areas.ReasonsStrategy concept „RWTH 2020 : Meeting Global Challenges“ (excellence initiative) is focused on research, it does not include any other area of activityThe 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).
24 Genesis / Milestones 02.04.09 : 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: The rector addresses an to all professors/ groups / departments - the strategy paper is attached: Official presentation in the context of the event „RWTH transparent“
27 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 rector‘s 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
28 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.
29 Project team Support Under the direction of: Change Management Herr Thomas TrännappDipl. SozialwirtLeiter der Abteilung Struktur u. ForschungStellvertretender Leiter des Dezernates Planung, Entwicklung u. ControllingChange ManagementHerr Giuseppe Strina Privatdozent Dr.-Ing. M.A.SupportHerr Olaf GockelDipl.-Kfm.Leiter des Projektteams ExzellenzinitiativeAbteilung Struktur u. ForschungFrau Carla SplinterDipl.-Ing.Referentin des StrategieratsFrau Jennifer DerichsAbteilung Finanzplanung u. ControllingSekretariatZugriff auf Kapazitäten des Dezernats Planung, Entwicklung und Controlling