Søren Hartz Faculty director HRM in a recently merged university HUMANE in Coimbra, september 19th – 20th Søren Hartz Faculty director

Changing the landscape 2003 New University Act : Self-governing universities Strengthening management structure Board with a majority of external members Management team is appointed, not elected Responsibility linked to persons, not collective bodies. Exceptions: Academic Council and Study Boards Deregulation of state rules Deregulation of state control of educational content 2005 New accounting principles – activity based costing 2007 University and Sector Research mergers: 27  11 + 50 % government funding from 2012 2009 Competition for basic funding and public-sector consultancy ‘Take-along’ tuition fee

Changing the landscape Government-funded research + 5.2 billion DKK = + 47.7 % = 16.1 billion DKK

University of Aarhus + Aarhus School of Business + Danish Institut for Agricultural Sciences + Danish School of Education University of Copenhagen + The Royal Veterinary and Agricultural University + The Danish University of Pharmaceutical Sciences Technical University of Denmark + Research Center Risø + Danish Institute for Food and Veterinary Research + Danish Institute For Fisheries Research + Danish National Space Center + Danish Transport Research Institute Aalborg University + Danish Building Research Institute Copenhagen School of Business IT University of Copenhagen University of Southern Denmark + National Institute of Public Health Roskilde University

The Royal Veterinary and Agricultural University  KVL – a university of life sciences  Faculty of Life Sciences  KU-LIFE

The trend? Graduates Year

BEFORE NOW The Royal Veterinary and Agricultural University The Pharmaceutical University The University of Copenhagen NOW The University of Copenhagen - 8 faculties The largest university in Scandinavia in number of researchers with more than 5,500 researchers and 37,000 students. One of Europe’s largest university clusters within Health and Life Sciences.

Principles Clear hypothesis on value creation through merger 1. Goals Principles Clear hypothesis on value creation through merger 4. Process 2. Management Prioritising and managing progress Focussed involvment The business case of the customer 3. Implementation Communication and follow-up action

1. Goals Europe strongest life-science cluster Internal market on EDU New IT-infrastucture Strategy on developing countries Internationalisation 12% annual cost saving on administration (20 mio. EURO)

Central Administration 2. Management Board Rectorate Director Central Administration Faculty of Health Sciences Faculty of Humanities Faculty of Law Faculty of Life Sciences Faculty of Pharmaceutical Sciences Faculty of Science Faculty of Social Sciences Faculty of Theology

Most important administrative changes – so far 3. Implementation Most important administrative changes – so far Board Management team, rectorate and deans (11) Director coordination group (9) Formalised heads of research group Director of studies Faculty advisory board Panel of employer representatives Accounting Office, Pay Roll, (Library), Building & Plans centralized New KU opening balance New KU university performance contract 2008-2010

University Performance Contract 3. Implementation University Performance Contract Publications Internationalisation of research External, non-governmental funding PhDs Student intake Drop-out rate Completion time Educational programmes that meet society’s needs Entrepeneurship Internationalisation of educational programmes Quality in education and teachting Cooperation with university colleges Continuing education Participation in public debate Cooperation with private companies Research-based public-sector consultancy

Scientific potentials 4. Academic process Scientific potentials Biggest brainstorm ever?  12 thematic packages Take-off and brainstorming Focussing - themes Analysis Description of thematic packages Thematic packages 17 January February March-April May-June July

4. Academic process Thematic packages Funding – 55million Euro Improving livelihood, environment and health conditions in developing countries E- in science Natural resources and the environment Science - ethics and communication The universe of the cell Identities Modern medicine, food and health Creation of societies through demographic movements Future technologies Global challenges Welfare and democracy Pharma, brain, mind Funding – 55million Euro

Conclusions Clear hypothesis on value creation through merger 1. Goals Conclusions Clear hypothesis on value creation through merger 4. Process 2. Management Prioritising and managing progress Focussed involvment The business case of the customer 3. Implementation Communication and follow-up action

Success! Process in relation to thematic packages KUUR – new strategic committee on educational matters The internal market for education KUFUR – new strategic committee on PhD matters Stable operations Core staff stays on IT systems om the move Positive staff involvement and climate KVL  KU-LIFE 8 on THES Europe’s Top 10 Universities KVL  KU-LIFE # 42 on Shanghai Jiao Tong rating International Alliance of Research Universities (IARU)

Worries! Narrowminded national competition Basic funding declining Critical mass in education Speed Engagement Culture gaps Political influence Standardisation Internal administrative overload …and less focus on the customer