1. Professionel University Management CESAER 20 th General Assembly & Seminar 30 th October 2009 President Lars Pallesen

2. Technical University of DenmarkCESAER 20th General Assembly & Seminar – 3th October 2009 An observation Why is it neccessary to use ”professional” in the context of ”university management” ? Is it because: Universities regard themselves as unmanaged or even unmanagable ? Universities regard themselves as unprofessional ? Universities regard professionalisme in management as a perculiar discipline for geeky researchers ? Or is it because universities in fact are aware that changes are needed and that professional skills in management of a university are needed to become or stay competitive in a globalized economy, where knowledge and innovation is the driver which can uphold a contry’s competitive edge. 2

3. Technical University of DenmarkCESAER 20th General Assembly & Seminar – 3th October 2009 University management in Denmark The Danish University Act of 2003 established new rules on the organisation and management of Danish Universities, including: A Board of Governors with a majority of external members and with the overall responsibility of the university. A President hired by the Board of Governors, and with the primary responsibility of the day to day management of the University. Provost, University Director as well as Deans hired by the Board upon the recommendation of the President. Department Heads hired by the President/Dean. An Academic Council, whose responsibility is limited to certain academic affairs. 3

4. Technical University of DenmarkCESAER 20th General Assembly & Seminar – 3th October 2009 University management at DTU University management at DTU is based on the ”US-model” of university management, including: A long term strategy (6 years) with mission, vision, strategic goals, values, organisation and strategic plan. Decentralised competence and responsibility to the head of department level (hired). Single point of responsibiilty No ”by-passing”. Academic freedom. Annual cycle of planning and accounting. Accountability. 4

5. Technical University of DenmarkCESAER 20th General Assembly & Seminar – 3th October 2009 University management at DTU (II) University management at DTU is based on the ”US-model” of university management, including: Annual sessions to set up goals (4 year-perspective) for each department and with a number of annual follow-ups, comprising of:  Department profile and strategy  Human resources and staff policies  Other resources (partnerships, IT, equipment, labs etc.)  Development in education, research, public sector consultancy and innovation  Visibility and marketing  Economy  Major strategic projects  Approx. 50 quantitative goals 5

6. Technical University of DenmarkCESAER 20th General Assembly & Seminar – 3th October 2009 Food for thoughts ? – The Crown Indicator 6

7. Technical University of DenmarkCESAER 20th General Assembly & Seminar – 3th October 2009 Food for thoughts ? – The Crown Indicator 7

8. Technical University of DenmarkCESAER 20th General Assembly & Seminar – 3th October 2009 Food for thoughts ? – The Crown Indicator 8

9. Technical University of DenmarkCESAER 20th General Assembly & Seminar – 3th October 2009 Food for thoughts – The Crown Indicator 9

10. Technical University of DenmarkCESAER 20th General Assembly & Seminar – 3th October 2009 Food for thoughts – The Crown Indicator 10