Center for Continuing Education The Center for Continuing Education at the University of Graz Contribution to Strategy, Profile, Provision Andrea Waxenegger University of Graz TEMPUS Project 3 LUC, Consortium Kick-off Meeting Wednesday, 6 December 2006 Graz, Austria

Center for Continuing Education Speaker: University education: Educational Sciences/Adult Education; since 1989 working in the field of University Continuing Education in research & development, management, organisational development, consulting and various functions Present position: Director of the Center for Continuing Education (since June 2000) Since 1996: Member of the founding group and since September, Member of the Steering Committee of AUCEN – Austrian University Continuing Education and Staff Development Network Since May 2004: Member of the Steering Committee and Secretary General of EUCEN – European University Continuing Education Network Since 2004: Member of the Steering Committee and Managing Director of the Association for the Promotion of Lifelong Learning (in cooperation with the University of Graz)

Center for Continuing Education Overview 1.The LLL-Strategy of the University of Graz including the Role of the Center for Continuing Education 2.The Center for Continuing Education – Profile, Provision, Major Developmental Questions 3.Who is who and Contact

Center for Continuing Education What is “University Continuing Education”? Formats: from public lectures addressing a wide audience to specialised Master’s programmes lasting several semesters Certificates: from “confirmation of participation/certificate of attendance”  “university certificates”  “Master’s degrees” Academic titles: “The curriculum may specify master’s titles in normal international use for the respective subject to be awarded to the graduates of such courses, if the admission requirements, scope and standards are comparable to those of like master’s programmes in other countries”. “In the event that subsection 1 does not apply, the curriculum may stipulate that the title “Akademische…” or “Akademischer …” [academically accredited], followed by a suffix indicating the contents of the course in question, is to be awarded to persons successfully completing the course in question, provided that it qualifies for at least 60 ECTS credits points.” (ECTS: work load of one year full-time is 1500 hours = 60 ECTS) Money: from “no fees” to “cost-covering fees”

Center for Continuing Education What is “University Continuing Education”? to offer participation in “university learning processes” (i.e. research- based – State-of-the-Art; critical and reflective approach) and taking into consideration the experience and knowledge being brought into the process by participants from their work. Prerequisite is: firstly, researchers/teachers who are capable of bringing this experience into university teaching and learning processes; and secondly, these processes need enough time. Organisational development and change: It is often not enough to qualify one participant without thinking about the transfer of knowledge into the organisation he or she is part of.

Center for Continuing Education LLL-Strategy 2000 – 2003 Summer 2000: Definition of Roles and Tasks in strategy building Winter 2000/01: Project group Strategy building and Project group Management by objectives Summer 2001: Kick-off-Event and Future Search Autumn 2001: Work in progress (Results, developmental plans of faculties) Winter 2002/02: “First Reading” in Senate, “counter current process” Summer 2002: Strategy Conference, Decision Making process in Senate Autumn 2002: Management by Objectives – Final paper

Center for Continuing Education LLL-Strategy 2000 – 2003 Continuing Education 3 Strategic Targets 1.For Support, professionalisation and coordination of UCE a Center for Continuing Education is established. 2.Through marketing the UCE programmes are visible at national and international level. 3.The University of Graz offers post-graduates courses at international level.

Center for Continuing Education LLL-Strategy 2000 – concrete projects: 1.Information and guidance for university teachers developing UCE. 2.Coordination of the various Summer universities. 3.Academy on Monday. 4.Board (external stakeholders) for UCE. 5.New services for the implementation of UCE courses. 6.Data in UCE. 7.Marketing concept. 8.Business plan. 9.Information on how to do market research. 10.Concept for quality assurance.

Center for Continuing Education LLL-Strategy: Role of the Center Organisational development! Starting point and approach: Start event: –„Stabsstelle für Universitäre Weiterbildung“, assistant of the Rector Task: –Center for Continuing Education –Qualitative and quantitative improvement of performance –Organisational development – Continuing Education as a „develop and realise“ - Task Approach: –University reform (UOG 93, UG 2002) –Organisational development of expert organisations

Center for Continuing Education LLL-Strategy: Role of the Center Hypothesis: –Only with the help of organisational development the target can be reached Organisational development processes in UCE: –Three organisational development processes „Institutionalisation“, „Quality Assurance“ und „Environment“ Accompanying doctoral thesis –University of Klagenfurt

Center for Continuing Education LLL-Strategy: Role of the Center Procedures June June 2003: -Internal survey of the State-of-the-Art of UCE (2000/01) including strengths and weaknesses. -Resarch on models in Austria and abroad. -Project „Profile for Services for and Products in UCE“ -Involvement of internal relevant stakeholders -Establishment of a project group „UCE“ -3 internal Workshops including Vice-Rector for Research and Knowledge Transfer -Internal Feedback, work in progress -Link to the „formal system“ (University commission for Research, Rectorate, integration in management by objectives catalogue) -Final workshop with external consultant (→ final profile) -Implementation

Center for Continuing Education LLL-Strategy: Role of the Center Strengths: Some excellent niche products and interdisciplinary continuing education projects. High committment of some university teachers and project teams for their continuing education projects. Many cooperation projects with external partners. Weaknesses: Potential is not used to the extent possible. Many good product ideas are not implemented due to lack of support by the university and legal restrictions. Lack of „entrepreneurship“ and teaching competencies for UCE. No Corporate Identity of the University as „Continuing Education Provider“, no specific profile in UCE.

Center for Continuing Education LLL-Strategy: Role of the Center We are  the coordination center for continuing education at the University of Graz,  the link between scholarship and the community,  a meeting point for institutions and people interested in continuing education and scholarship with their practical application. We aim to  develop the role of continuing education within the framework of the University of Graz,  offer continuing education of superior quality,  create and maintain an up-to-date link between scholarship and professional practice. We’re offering to university staff and to business and industry  information and guidance for the development of and participation in university continuing education at the University of Graz,  presentation of university continuing education to potential participants,  quality management in the field of university continuing education,  our own programme of innovative and top-quality courses,  a state-of-the-art seminar room, located on the campus, with space for up to 50 participants.

Center for Continuing Education LLL-Strategy: Role of the Center Results June June2003: A new organisational unit „Center for Continuing Education“ A clear profile Involvement of all relevant internal stakeholders Internal network Building of trust New products (courses)

Center for Continuing Education LLL-Strategy: Role of the Center Experiences June 2000 – June 2003: Scepticism!!! Positive: -Organisational development is participative, link to strategy development process at University level -Professionalism (Workshops) -Productive working atmosphere, including the Vice-Rector -Linked to but also independent of formal boards -Taking scepticism and concerns into account -Vision: capacity to act and committment Critical aspects: -Long process, parallel: management by objectives for the whole university -Vagueness: first develop a profile, waste of money -Raise expectations and not able to fulfill them -Organisational development is not a „serious“ business

Center for Continuing Education LLL-Strategy: Role of the Center Role of the Director of the Center for Continuing Education June 2000– June 2003: -Internal Consultant for University Management (preparation, implementation of decisions, contribution to the strategy development process, design of processes) -Expert for University Continuing Education (Organisation/Management, institutions, european and international developments) -University Management (preparation and management of the Center for Continuing Education, building up of Know how, key processes, knowledge management, organisational development, quality management)

Center for Continuing Education LLL-Strategy 2005 – 2010 “Uni for Life – university education for everyone between 18 and 88” One of the long-term goals set by the University of Graz is to cast the university in the role of a “partner in learning” for students of any and all ages. In addition to the “classical” programmes offered to the 18 to 25-year-olds, the five faculties of the University are turning their attention more and more towards the needs of the post-25 group and are looking to develop the University into a partner in lifelong learning. In this area, the role of the university is two-fold: to provide a network and impetus for applied research, and to act as the main point of contact for continuing professional development and continuing education at an advanced level.

Center for Continuing Education LLL-Strategy 2005 – 2010 “Uni for Life – university education for everyone between 18 and 88” Target Groups: University and University of Applied Sciences graduates and post- graduates People in employment or unemployed, above all managers Students Pupils Public access Returners, drop-outs, non-traditional students

Center for Continuing Education LLL-Strategy 2005 – 2010 : Institutionalisation June 2000: „leistungsunterstützende Stabsstelle“ (assistant to Rector/Vice- Rector) Autumn 2002: Center for Continuing Education (Vice-Rector for Research and Knowledge Transfer and Central Administration) Autumn 2004: Center for Continuing Education (Vice-Rector for Research and Knowledge Transfer) Autumn 2004: Association for the Promotion of Lifelong Learning Winter 2004: University Board agreed to establish the UNI for LIFE Ltd. Autumn/winter/spring 05: Business plan UNI for LIFE Ltd. Summer 2006: UNI for LIFE Ltd. ( Continuing Professional Development for Business and Industry, for graduates/post-graduates, for the University) and Center for Continuing Education („Center for Innovation in Continuing Education“)

Center for Continuing Education The Center for Continuing Education – New Profile and Objectives 1.to fulfil the role of the University of Graz in the community as a lifelong partner in university continuing education 2.to further develop and expand the programme of university continuing education currently being offered by the University –in the area of general interest courses at university level for public access and –in the area of scientific learning 3.to further improve the quality of the programme of university continuing education in these two areas

Center for Continuing Education The Center for Continuing Education – New Tasks 1.to develop and test an innovative programme of general interest courses at university level for public access 2.based on academic/scientific research, to develop and test –an innovative programme of university continuing education and –innovative learning environments in the area of scientific learning 3.to set up an information centre and counselling service on university continuing education and training for target groups in the area of public access programmes and scientific learning programmes 4.to develop programmes to further competence and increase professionalism of educators working in university continuing education (teaching within the context of university continuing education; learning with older and inter-generational learners) 5.to build up and maintain regional, national and European –partnerships for programme development –cooperation projects and –networks

Center for Continuing Education Work plan Universitäre Allgemeinbildung (innovative programme of general interest courses at university level for public access) –Academy on Monday –Megaphon-Uni –Islam in Austria and in Europe: Integration and Participation of Muslims in Society –Multikulti-Akademy –Knowledge Transfer Schools - Universities 2.Wissenschaftliche Weiterbildung („scientific learning“): –University of the Third Age - Vita Activa –Summer Universities Vita Activa 2007 and Information centre and counselling service on university continuing education and training for target groups in the area of public access programmes and scientific learning programmes

Center for Continuing Education Work plan Programmes to further competence and increase professionalism of educators working in university continuing education : –Module teaching within the context of university continuing education –Module learning with older and inter-generational learners 5.Regional, national and European partnerships for programme development, cooperation projects and networks: –EQUIPEplus – European Quality in Individualised Pathways in Education plus ( ) –EU-SOKRATES/Grundtvig-Projekt Add-Life – Adding Quality to Life through inter-generational Learning via Universities ( ); Koordinator –TEMPUS-SCM-Projekt Lifelong Learning in University Context - 3 LUC ( ) –EUCEN – European University Continuing Education Network –AUCEN – Austrian Universities Continuing Education and Staff Development Network –Association for the Promotion of Lifelong Learning

Center for Continuing Education Major developmental questions as organisation 1.Quality: Are we doing the right things? Are we doing the things right? 2.Role within the University 3.Organisational development: Keeping us as organisation „responsive“ to changing environments 4.Entrepreneurship 5.Human Resources Management, Staff development, Knowledge management

Center for Continuing Education Who is who and Contact Dr. Andrea Waxenegger (Director), Mag. Dr. Marcus Ludescher, Project Manager Vita Activa, Mag. Christian Friedl, Project Manager, Academy on Monday, Mag. Claudia Preißler, Project Manager, Weiterbildungsbroschüre 2007, Administration: Evelyn J. Kalb, M.A., Office/ Seminar Room: Katharina-Daniela Mara, Bakk., Thomas Neumeister, Tobias Peters, Magdalena Purkarthofer, Mag. Martina Tödtling EUCEN: AUCEN: