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Maria Helena Nazaré President of EUA Former Rector Universidade de Aveiro, Portugal.

The importance of Third Mission activities in European Universities. Maria Helena Nazaré President of EUA Former Rector Universidade de Aveiro, Portugal. . The International Context : Demographics ( and other challenging ) Issues

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Maria Helena Nazaré President of EUA Former Rector Universidade de Aveiro, Portugal.

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  1. TheimportanceofThirdMissionactivities in EuropeanUniversities Maria Helena Nazaré Presidentof EUA FormerRector Universidade de Aveiro, Portugal.

  2. TheInternationalContext: Demographics (andotherchallenging) Issues • PoliticalEconomyofUniversities. (PoliticalEconomicsisaninterdisciplinaryfieldfocusingonthe non-market, collectiveactivityofindividulasandorganisations) • Making the Knowledge Triangle Work: Ensuring that the University has a Positive Impact on the Region.

  3. ThirdMissionActivities Economy & Research Education Jobs creation Act together

  4. Demographics: (It’s happening NOW!) Over the next decade the percentage of the population over the age of 60 will grow to over 30% to 40% in the U.S., Europe, and parts of Asia. Ageing populations present workforce challenges (qualification) and need higher support from the public purse (health and pensions). Global disparities in wealth and economic opportunity are driving population migration, resulting in growing immigrant and minority populations that both diversify and challenge existing cultures, economies, and politics. (Education) The gap between the very rich and the very poor is widening. Better and stronger policies for improvement of social inclusion and cohesion are needed.

  5. Concerns(Glion 2011) • Economic, geopolitical, and demographic forces could • drive a massive restructuring of higher education enterprise, similar to what is experienced by other sectors (banking, communication, energy). • Movement toward a revenue-driven, market-responsive higher education system since there is no way that our current tax systems can support both massification and quality in the face of other needs (e.g., of the elderly). • Market forces are rapidly overwhelming public policy and public investment in determining the future course of higher education

  6. Universities: Key stakeholders in building an inclusive knowledge society • Educating knowledge workers and researchers • Diverse missions in basic and collaborative research • Interdisciplinary research skills and expertise • Embeddedness in cities and regions as components of social and economic development • Focal points for dialogue and knowledge exchange with society • International cooperation building upon institutional historical and cultural links – strengths and capacities

  7. Challenges to SystemsandInstitutions • Need to dramatically broaden participation in higher education to build a competitive workforce. Tertiary and Pos Graduate. Continuing and Life Long. Integrate minorities and build inter generational bridges. A pillar for regional development. • Build world-class research Universities. Competition for brains is getting tougher. Need to examine the rationale. Cream needs milk. • Maintain parity of esteem among HE Institutions. Are there cases of same umbrella Institution?

  8. Can itbedone? YES Is iteasy? NO NeededTools: • Vision • Leadership • InstitutionalAutonomy • Sustainable Funding

  9. Why Institutional Autonomy? Correlations (may be shown!?) between autonomy and performance quality degrees of income diversification successful internationalisation Institutional autonomy enables universities to determine and pursue strategic priorities according to their strengths; does not automatically lead to better performance but is an important requisite.

  10. Institutional Autonomy? What is it? is a complex concept that consists of various interconnected elements: Organisational, financial, academic and staffing. is contingent on the diverse cultural, political, legal and historical backgrounds of Europe’s HE systems; cannot be measured objectively. There is not just one model! It is context depend. Leadershipisessential

  11. Challenges • Divergencebetweenpracticaland formal autonomy. Often times isnotthe case of NOT havingAutonomy, butlacking to use it. • Needof a new set ofskillsandcompetences in leadershipand management. • ThelevelofAutonomyhasincreasedoverthelastdecade. Howeverausteritymeasureshaveaffectednegativelysttafingand financial autonomy.

  12. Funding Trends: state of play On average, almost ¾ of universities’ funding comes from national/regional public funding sources

  13. OECD Conference Higher Education in Cities and Regions. PORTUGAL; AVEIRO Economy: Theregion centre represents 20% ofthenational GDP. Major sectors are tourism, ceramics, food, electronics & telecomunications, shoes, automobilepartsandmetalomechanics. SME’smainlyplusa fewmultinationals. TheAveiro lagoon (Ria de Aveiro) isofgreatimportance in theeconomyoftheregion. HigherEducation: HE isbinarysystemmadeofUniversityandofPolitechnicEducation.

  14. UTAD Minho We can afforddiversitywithin! Porto Despite the odds?! We are now a well reputed university integrating university departments and politechnic schools with excellent performance research wise and catering (2012/2013) for 14768 students. Aveiro Coimbra UBI Lisboa UTL UNL Aberta Évora Açores Algarve Madeira

  15. Strategic selection of scientific domains Regional Impact • 1970’s • Telecommunications. • Materials Science • Teacher Training • Environmental Sciences • & Engineering. Regional Planning • Biotechnology • Biomedical Sciences • Nanosciences • Medicine (à la Imperial) CTT, PT… Telecom cluster Ceramics. Tiles, China andpottery Integrationofmigrants, LLL,… TheLagoonandtheCoastalarea. Tourism, sustainabledevellopment, biodiversity…. Food etc

  16. EDUCATION (Fighting unemployment; Retraining actives; integrating migrants) • Leading the Change • UA model incorporates University Departments and Polytechnic Schools (1st school in 1997). Strong support from the region. • In 2003 the needs of the region in terms of qualification of the work force, were discussed. A programme aimed at post-secondary education was started. Now run by the Polytechnic Schools. Strongly supported by the Business, District and Municipalities. School of Design and Technology – ESAN. School of Technology and Management – ESTGA. School of Health – ESSA. Institute of Accountancy – ISCAA

  17. Ovos Moles – traditional Aveiro sweets

  18. aveiro institute of nanotechnology tema ciceco i3n professors 8 researchers 20 posdocs 20 phd 67 professors 54 researchers 29 posdocs 84 phd 108 professors 35 researchers 8 posdocs 17 phd 40 CitationsMaterialsSciences 1) U Cambridge 2) Imperial College 3) U Manchester 4) EPFL 5) U Pierre & Marie Curie 6) ETH 7) TU Denmark 8) U Groningen 9) TU Delft 10) TU Eindhoven 11) Karlsruhe IT 12) U Oxford 13) U Sheffield 14) U Aveiro ~ 490

  19. THANK YOU!

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