The Governance and Management of European Universities – Future Trends

1. The Governance and Management of European Universities – Future Trends Thomas Estermann Senior Programme Manager European University Association TarguMures 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 • Providesempiricalevidence 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)

4. 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

5. 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

6. 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 2010 - cost models for universities; ERC EIT

7. 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

8. 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

9. 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

10. 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

11. 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

12. 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

13. 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

14. For further information: thomas.estermann@eua.be www.eua.be