The Governance and Management of European Universities – Future Trends Thomas Estermann Senior Programme Manager European University Association Targu Mures 13 June 2008

…2… The European University Association (EUA) in Brussels: Independent Stakeholder for Europe’s Universities Non-governmental Membership-based Organisation 800 universities in 46 countries (individual members), 34 National Rectors’ Conferences (collective members) and university networks (affiliate members) Policy Focus: ERA and EHEA Support for members: projects, workshops, conferences, web-based newsletters, targeted information and policy statements/positions

…3… EUAs Role, background and work Central in ensuring that governance reforms provide the appropriate conditions for strengthening Europe’s universities Provides empirical evidence for policy positions EUA conferences in 2007 and 2008 focus on governance autonomy and accountability EUA University Funding project’s findings on governance EUA studies with national rectors conferences EUA policy positions (Glasgow Declaration, Lisbon Declaration, Consultation process on ERA Green paper)

Expectations of Higher Education Institutions HEIs perceived by European, national and regional politicians as central economic actors: Act more local, more regional, more European, more global Drive knowledge economy Concentrate research and respond to regional needs Be more responsive to the labour market Increase participation & widen access Increase competition Be socially inclusive Attract more students and scholars from outside Europe

European policies impacting on universities The European Higher Education Area Bologna Process – looking forward to post 2010 – what next? The role of universities in lifelong learning Internationalisation Growing EC interest & programmes, e.g. ERASMUS MUNDUS Preparation of DG RES Communication on international research cooperation Governance, autonomy & funding The EC’s Modernisation Agenda for Universities

European policies impacting on universities (2) ERA: Research & Innovation Follow-up of the Green Paper on the future of the ERA – the role of universities Research Careers and Mobility – Researchers’ passport European Structural & Social Funds – new emphasis in Lisbon Objectives on Research and Innovation Improving University/Business collaboration & Knowledge Transfer, including Intellectual Property Charter FP7: mid term review cost models for universities; ERC EIT

Changing relationship with the State The State is not increasing investment in HE Rising costs of teaching and research HE is competing with other social needs The State is using the market and incentives as steering mechanisms The State is granting more institutional autonomy The State is expecting more accountability through: Performance Funding Full costing Engagement of external stakeholders External and internal QA processes …7…

Changing relationship externally and internally Academic community Shift from teacher- to student-centred learning Shift from individual initiatives to institutional strategies Shift from disciplinarity to interdisciplinarity Student community LLL Student fees change expectations Business and industry Research Learning - Employabillity Society

Impact on University Governance: Common trends and challenges More partners and different partners, including European institutions, regional governments, business and industry More autonomy and flexibility for decision making (global budgets, management of HR, foundations) Strengthened executive leaders and weakened consultative bodies Appearance of employer-employee relationship …9…

Impact on University Governance: Diversity Diverse Profiles and Missions Diverse models of governance Diverse forms of management structures Diverse forms of leadership Diverse roles of HoA …10…

Impact on university leadership: Trends and challenges Ensuring the implementation of legal reforms (more autonomy and accountability) Developing a strategy Diversifying funding streams Establishing strategic partnerships Working with governing boards – with a clear view of their role (i.e., distinguish between governance, management and administration): Custodian of the institution Ensure stakeholder confidence Provide support for institutional leaders

Impact on university management: Trends and challenges Organise and coordinate services in an optimal way in order to achieve best results in teaching/research/service to society Ensure clear responsibility lines and internal accountability Ensure that your staff has the required professional skills and profiles Ensure systematic internal quality processes without over- bureaucratisation Ensure financial sustainability through full-costing Ensure that funding incentives are not the exclusive drivers of new research and teaching activities

Wrap up A time of renewal and change A time for proactive engagement in Governance and autonomy reforms Providing core expertise Bridging strategy and operational tasks Anticipating trends A time for sharing experiences: EUA publication on a variety of projects: e.g. funding/costing, autonomy study, HE systems, etc. EUA /HUMANE/LFHE Strategy workshop series (first on internationalisation, Vienna, 4 – 5 December 2008) Institutional Evaluation programme …13…

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