Transcript Slide 1

Improving
University governance
MODERN HE platform & Benchmarking
Jose Gines Mora
ESMU Board
member
The MODERN Project
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European Platform for Higher Education Modernisation
Three-year EU-funded Project
Consortium:
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ESMU – Project Leader
9 Partners
26 Associates
Riga, 15 May 2009
ESMU – Project Leader
ESMU is an international non-profit organisation promoting good
practices in European Universities through:
 Networks
 Projects
 Benchmarking Exercises
 Seminar and training Programmes
ESMU provided technical assistance to the European Commission for
the management of major higher education programmes (COMET –
19871995- SOCRATES, LEONARDO, YOUTH for Europe III)
Riga, 15 May 2009
Project Partners
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European Foundation for Management Development (EFMD)
Centre for High Education Development (CHE)
Danube University Krems – University for Continuing Education
Centre for Higher Education Policy Studies, University of Twente
(CHEPS)
European Consortium of Innovative Universities (ECIU)
European Association for International Education (EAIE)
International Centre for Higher Education Management, University
of Bath (ICHEM)
Politecnico di Milano – Consortium for the Innovation of Firms and
Public Administration Management (MIP)
Higher Education Development Association (HEDDA)
Riga, 15 May 2009
Associated Partners
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Association of Heads of University Administration (AHUA)
Baltic Sea Region University Network (BSRUN)
Central European University (CEU)
Compostela Group of Universities
Danube Rectors’ Conference (DRC)
Deans’ European and Academic Network (DEAN)
European Association of Distance Education Universities (EADTU)
European Association of Institutions in Higher Education
(EURASHE)
Riga, 15 May 2009
Associated Partners II
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European Higher Education Society (EAIR)
European Society for Engineering Education (SEFI)
European University Institute (EUI)
Fachhochschule Osnabrück
HBO raad (as manager of the European Network for Universities of
Applied Sciences/UAS)
University of London, Institute of Education (IoE)
Institutional Management in Higher Education (OECD-IMHE)
Network of Universities from Capitals of Europe (UNICA)
The Norwegian Association of Higher Education Institutions (UHR)
Riga, 15 May 2009
Associated Partners III
17. ProTon Europe
18. Santander Group of European Universities
19. Universidad Politécnica de Valencia, Center for the Study of Higher
Education Management (CEGES)
20. University of Kassel, International Centre for Higher Education Research
(INCHER)
21. University of Oldenburg
22. University of Southern Denmark
23. Heads of University Management and Administration Network in Europe
(HUMANE)
24. ESMU-HUMANE Winter School Alumni Network for Senior University
Administrators
25. Winter School Alumni network (WSAN)
26. University of Southampton, CHEMPaS
Riga, 15 May 2009
Why?
To provide a structured answer to the current fragmentation in the
supply of management development training for HEIs
To respond to current priorities in the EHEA and ensure HEIs’
competitiveness to respond to external challenges :
 Invest in people
 Support potential leaders
 Encourage management training at all levels (junior/senior,
academic/ admin)
Riga, 15 May 2009
Modern activities
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Platform – web-based/conferences
Review - supply of mgt programmes & demand
Database of information
New joint actions - Peer learning
Dissemination
 State-of-the art reports
 Work closely with EU and all stakeholders
Riga, 15 May 2009
Modern - Governance
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MODERN conference, Brussels, 9 June 2009
MODERN state-of-the-art report
 Governance reforms in European higher education
 Produced by CHEPS, project partner
Riga, 15 May 2009
From government to governance
- Why ?
1. Globalization, internationalization and Europeanization
2. Economic recessions & decreasing public expenditures
3. The rise of New Public Management
- More complex and dynamic multi-actor relationships
- Both new shift to supra-national level (EU policy agenda) & regional
level
Riga, 15 May 2009
Institutional autonomy
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Institutional mission/strategy development
Internal governance structures
Introduction of new study programmes
Internal financial policies
Conditions of employment of staff
Access and admission policies
Riga, 15 May 2009
Institutional mission development
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In many countries national authorities interested in determining the
missions of the HEIs
Institutional leadership plays a decisive role in developing missions
Other actors involved are academics, students and industry and
business
Riga, 15 May 2009
Internal governance structures
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In most of the countries national legislation determines – to some
extent – internal governance and management structures
Institutional leadership strengthened; increase in number of midlevel positions
Establishment of quality assurance mechanisms
Role of academics and students varies strongly
External stakeholders not much involved
Riga, 15 May 2009
Development of study programmes
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Most countries - responsibility of the institution
Institutional management in collaboration with academics and
students
Institutional autonomy is restricted by programme accreditation
Riga, 15 May 2009
Finance and resource allocation
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Institutional management (government to a lesser extent) decision
on internal budget distribution
Significant institutional autonomy (although in many countries HEIs
follow the same rules applied by the government in allocating lump
sums)
Institutional autonomy in determining tuition fees - only in few
countries
Riga, 15 May 2009
Student staff and selection
Mixed picture :
 In many countries - centralized national procedures and regulations
on student access and selection
 In other countries HEIs play a key role, i.e. institutional management
and academics
Overall shift to enhanced institutional autonomy
Riga, 15 May 2009
National governance: trends
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Increasing institutional autonomy
Increased emphasis on competition between HEIs
Introduction of performance-based funding
National and institutional quality assurance systems
Reform of institutional governance structures
Riga, 15 May 2009
Internal governance: trends
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Strengthening of institutional leadership and institutional strategies
Increased focus on institutional performance
Collegiality and consensus-based decision-making under pressure
Towards the “corporate university”?
Riga, 15 May 2009
EBI-II Benchmarking project
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EU-funded project (2008-2010)
Four partners : ESMU, Institute of Education (London), CHE, ICHEM
Four groups of 10-15 HEIs set up
 Governance
 University-enterprise cooperation
 Lifelong Learning
 Curriculum reforms
One kick-off workshop (April) and four workshops (data gathering,
analysis and action plans)
Riga, 15 May 2009
EBI-II Benchmarking project
Possible indicators to benchmark governance
 Contextual data
 National Level – legislation, degree of institutional autonomy
 Institutional Level – vision/mission statement
 Governance
 Internal Stakeholders – balance, mechanisms
 External Stakeholders – mechanisms, selection
 Decision-making – key actors & bodies, roles
 Governance Quality – communication, experience,
professionalism
Riga, 15 May 2009
For further Information…
ESMU www.esmu.be
MODERN platform www.highereducationbenchmarking.eu
EBI www.education-benchmarking.eu
Nadine Burquel, Secretary-General, [email protected]
Riga, 15 May 2009