RECTOR LAURITZ B. HOLM-NIELSEN AARHUS UNIVERSITY RECTOR LAURITZ B. HOLM-NIELSEN MERGERS IN HIGHER EDUCATION University Reforms in Denmark – the Case of Aarhus University

RECTOR LAURITZ B. HOLM-NIELSEN UNIVERSITY REFORMS IN DENMARK – THE CASE OF AARHUS UNIVERSITY CONTEXT The higher education system and its performance REFORM PROCESS Governance, mergers and a new funding compact AARHUS RESPONSE Shaping the modern European university NEW AARHUS UNIVERSITY Organizational, financial and academic autonomy, a focus on interdisciplinarity, access and openness

RECTOR LAURITZ B. HOLM-NIELSEN INCREASING DEMAND FOR KNOWLEDGE: MOTIVATION FOR CHANGE Globalization Food security Water quality Energy sustainability Demography and migration Public health Transnational economies Political stability and security Climate change... The world is globalized, with complex interconnected challenges which transgress disciplinary boundaries – with regard to causes, consequences, and solutions

RECTOR LAURITZ B. HOLM-NIELSEN THE OFFICIAL GOALS OF THORNING- SCHMIDT GOVERNMENT % should complete youth education, 60% higher education 25 % should complete research based higher education by % in PhD and 1% in post doc programmes Strengthen the national innovation strategy: education, research, innovation State Education Grant, taximeter for first two cycles

RECTOR LAURITZ B. HOLM-NIELSEN Years HIGHER EDUCATION Denmark: is signatory to the Bologna process has introduced the European qualifications framework has an independent accreditation board, and works towards a flexible post secondary education system

RECTOR LAURITZ B. HOLM-NIELSEN UNIVERSITIES IN GLOBAL RANKINGS 2011 University of Copenhagen Aarhus University Technical University of Denmark University of Southern Denmark Aalborg University ARWU QS Ranking THE HEEACT LEIDEN

RECTOR LAURITZ B. HOLM-NIELSEN GLOBAL PERSPECTIVE ON CITATION IMPACT Aarhus University Danish Technical University University of Copenhagen US top universities European top universities Total number of publications Normalized citation impact

ATTRACTIVENESS OF UNIVERSITY SYSTEMS Criteria  Degree of independence  Guidance received from superior or coworkers  Salary  Holiday entitlement  Health-care benefits  Maternity or paternity leave  Retirement plan  Total hours worked per week Source: Nature Vol June 2010

RECTOR LAURITZ B. HOLM-NIELSEN RECTOR LAURITZ B. HOLM-NIELSEN

RECTOR LAURITZ B. HOLM-NIELSEN UNIVERSITY REFORMS IN DENMARK – THE CASE OF AARHUS UNIVERSITY CONTEXT The higher education system and its performance REFORM PROCESS Governance, mergers and a new funding compact AARHUS RESPONSE Shaping the modern European university NEW AARHUS UNIVERSITY Organizational, financial and academic autonomy, a focus on interdisciplinarity, access and openness

RECTOR LAURITZ B. HOLM-NIELSEN INCENTIVES AND REASONS FOR INITIATING THE DANISH MERGERS Stronger institutions through consolidation of resources Increased international competitiveness Acadcemic synergies and innovation in education and research Cross organizational cost effectiveness

RECTOR LAURITZ B. HOLM-NIELSEN NEW FRAMEWORK CONDITIONS 1998/99, Intergovernmental agreement: Governmental push for convergence of HE systems by , Bologna Declaration: Key principles adopted by Ministers of Education of 29 European countries 2003 – 2007, Danish sector reforms: New University Act (2003) (2011) Reorganizing HE&R institutions (2007) Modernizing the funding compact 2008, Aarhus University’s Strategy: Research Talent development Knowledge exchange Education 2010, The AU Academic Development Process: Unified management Interdisciplinarity 2000, European Research Area: Cohesion in European research, promoting transnational scientific knowledge flow, competition, collaboration and mobility 2010, European Higher Education Area: 10 years after the Bologna process. Adopted by 47 countries, facilitating efforts to enhance European HE comparability, compatibility and coherence

RECTOR LAURITZ B. HOLM-NIELSEN NEW UNIVERSITY ACT OF 2003 Autonomy – going from state institutions to autonomous entities within the public sector Accountability through the use of performance contracts, audits and accreditation Governing boards with a majority of external members, which safeguard the university’s interests and determine guidelines for its organization, strategy and development. Appoints the rector. Appointed leaders in university management structure (rector, deans, department heads, heads of administration etc.)

RECTOR LAURITZ B. HOLM-NIELSEN REORGANIZING HE&R INSTITUTIONS IN 2007

RECTOR LAURITZ B. HOLM-NIELSEN Committed to the Lisbon and Barcelona targets Public investments in research 1 percent of GDP by 2010 University core-funding is based on performance indicators (45% graduation, 10% Ph.D. program efficiency, “25% bibliometry, 20% external funding) Study programs are taximeter funded (automatic and follows accumulated completed ECTS) 50-60% of research funding through competitive mechanisms e.g. research councils (includes a flat overhead rate of 44%) MODERNIZING THE FUNDING COMPACT

RECTOR LAURITZ B. HOLM-NIELSEN

UNIVERSITY MERGERS IN DENMARK CONTEXT The higher education system and its performance REFORM PROCESS Governance, mergers and a new funding compact AARHUS RESPONSE Shaping the modern European university NEW AARHUS UNIVERSITY Organizational, financial and academic autonomy, a focus on interdisciplinarity, access and openness

RECTOR LAURITZ B. HOLM-NIELSEN MOTIVATION FOR CHANGE  Ambition to further improve quality, impact and international reach  Strong performance in terms of academic and financial results  Complete the merger process to create one unified university  Move to tear down internal boundaries and stimulate collaboration across disciplines  Ensure a more professional and efficient administration

RECTOR LAURITZ B. HOLM-NIELSEN CHANGE PROCESS AT AARHUS UNIVERSITY 5 faculties, located in Aarhus Merger with  Danish School of Education  Aarhus School of Business  Danish Agricultural Institute  National Environmental Research Institute 9 faculties with 55 institutes, located all over Denmark Academic development process Implementation 4 faculties with 27 institutes located mostly in Aarhus Merger with  Aarhus Engineering School

RECTOR LAURITZ B. HOLM-NIELSEN A MERGER PROCESS IN THREE PHASES 1.Safe performance after mergers Staff relations Student relations External relations Web site and contact information Relationship with international partners, EU etc. 2.Strategy and planning of administrative and academic integration 3.The academic development process

RECTOR LAURITZ B. HOLM-NIELSEN KNOWLEDGE EXCHANGE EDUCATION RESEARCH TALENT DEVELOPMENT THE HUMBOLDT UNIVERSITY THE TRIPLE HELIX UNIVERSITY A MODERN UNIVERSITY – COMBINING MASS AND ELITE

RECTOR LAURITZ B. HOLM-NIELSEN CHANGE PROCESS AND EMPOWERMENT AT AU Academic organization: A unified university with fewer internal boundaries From nine to four main academic areas, from 55 to 26 departments, Governance: Management with appointed leaders and joint responsibility for the entire university. From ten management units to a senior leadership team with cross-cutting responsibility for strategic management and quality assurance Administration and finance: A single university with an integrated administration A common financial model, standardised quality service for the whole university; from three to one (two) levels of administration – front office and back office philosophy Academic cheques and balances: one academic council per faculty (main academic area), and 4 AU Fora, one for each core activity: research, talent development, knowledge exchange and education

RECTOR LAURITZ B. HOLM-NIELSEN CHECQUES AND BALANCES IN THE GOVERNANCE STRUCTURE AU Forums Academic Councils Departmental Forums Advisory Boards Employer Panels Advisory Committees AU Board AU Management ExternalInternal

RECTOR LAURITZ B. HOLM-NIELSEN RECTOR LAURITZ B. HOLM-NIELSEN

RECTOR LAURITZ B. HOLM-NIELSEN UNIVERSITY MERGERS IN DENMARK CONTEXT The higher education system and its performance REFORM PROCESS Governance, mergers and a new funding compact AARHUS RESPONSE Shaping the modern European university NEW AARHUS UNIVERSITY Organizational, financial and academic autonomy, a focus on interdisciplinarity, access and openness

RECTOR LAURITZ B. HOLM-NIELSEN ORGANISATIONAL AUTONOMY AU reforms and a focus on interdisciplinarity FINANCIAL AUTONOMY ACADEMIC AUTONOMY ACCESS AND OPENNESS THE NEW AARHUS UNIVERSITY

RECTOR LAURITZ B. HOLM-NIELSEN A SINGLE UNIFIED MANAGEMENT WHERE DEANS HAVE DOUBLE RESPONSIBILITIES

RECTOR LAURITZ B. HOLM-NIELSEN HUM DSE TEO ARTS TODAY 2012 Department of Culture and Society Department of Aesthetics and Communication Department of Education Centre for Teaching Development and Digital Media EXAMPLE - ARTS BEFORE 2011

RECTOR LAURITZ B. HOLM-NIELSEN INTERDISCIPLINARY SOLUTIONS TO COMPLEX CHALLENGES Interdisciplinary centers iNANO MINDlab Neurocampus Food, Nutrition and Health Global Change and Development Integrated Register-based Research Arctic Research … National Centers of Excellence 18 National Research Foundation centers 5 Lundbeck Foundation and VKR Foundation Centers

RECTOR LAURITZ B. HOLM-NIELSEN AU CONTRIBUTIONS TO GLOBAL RESEARCH INFRASTRUCTURE Aarhus Institute of Advanced Studies Exceptionally talented younger researchers from all over the world Stimulating, international and interdisciplinary environment Opportunity to pursue own research interests for a 2-3 year period Independent managerial structure with international advisory board International research platforms ASTRID II – Heavy Ion Storage Ring and Synchrotron Radiation Facility Research Vessel National Centre for Particle Radiotherapy National Centre for NMR Testing Facilities for Wind and Bio Energy Systems Information intensive population databases Zackenberg High Arctic Research Station RECTOR LAURITZ B. HOLM-NIELSEN

RECTOR LAURITZ B. HOLM-NIELSEN DIVERSIFIED– INCOME STRUCTURE Budget 2012: EUR 825 million

RECTOR LAURITZ B. HOLM-NIELSEN TOWARDS FINANCIAL INDEPENDENCE: AU RESEARCH FOUNDATION ADM. AURF BOARD RESEARCH FOUNDATION RESEARCH FOUNDATION’S REAL ESTATE LTD. AURIGA INDUSTRIES LTD. ØSTJYSK INNOVATION A/S, INCUBA LTD. INCUBA SCIENCE PARK LTD. AARHUS UNIVERSITY BOARD Aarhus University Research Foundation RECTOR’S OFFICE ARTS SCIENCE AND TECHNOLOGY BUSINESS AND SOCIAL SCIENCES HEALTH AURF Equity: EUR 400 m AURF Balance: app. EUR 1 bn. AURF Grant Budget: EUR 10 m. AU Student body: 42,492 students AU Staff: 13,389 employees AU 2012 Budget: EUR 825 M.

RECTOR LAURITZ B. HOLM-NIELSEN EXPENDITURES AT AARHUS UNIVERSITY Knowledge exchange EducationResearch Talent development The Humboldtuniversity The triple helix university The modern university PhDs Post docsStudents Studies Lifelong learning Contracts Research programmes Research projects Professors AU – Expenses per core activity

RECTOR LAURITZ B. HOLM-NIELSEN AARHUS UNIVERSITY - A UNIVERSITY GROWING STRONGER 40,500 students (FTE) (52% graduate level students) 3,000 PhD students and early career researchers 4,300 international students 7,200 employees (FTE) 11,731 publications in 2010

RECTOR LAURITZ B. HOLM-NIELSEN RESULTS, PROGRESS IN COMPETITIVENESS RANKINGS AARHUS UNIVERSITY RANK Leiden Crown Indicator ARWU QS WU Ranking THE HEEACT

MUITO OBRIGADO LAURITZ B. HOLM-NIELSEN