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The University's transformational role
 

The University's transformational role

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Presentation by Filipe Teles, University of Aveiro, Portugal, on the occasion of the the EESC workshop on Universities for Europe (Brussels, 13 June 2014)

Presentation by Filipe Teles, University of Aveiro, Portugal, on the occasion of the the EESC workshop on Universities for Europe (Brussels, 13 June 2014)

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    The University's transformational role The University's transformational role Presentation Transcript

    • The University’s transformational role Filipe Teles, Pro-rector EESC Workshop, Brussels, June 13, 2014
    • University Mission The University of Aveiro is a young (1973) comprehensive university, with a focus on science and technology: •15 000 students, 1000 faculty and researchers, 260 postdocs, 1300 PhD students The challenge: •To become an innovative university, open to society, tackling the major issues of the Region •Lack of scientific knowledge and technology on traditional industries (ceramics, forestry, agro-food …) •Emerging technologies in the Region (ICT) – Aveiro, the cradle of ICT in Portugal •Environmental and marine sciences (geographical location, lagoon, sea)
    • University Mission The path: •Strong interaction with industry and the local authorities / government •Training and research oriented to regional economy and societal needs •Innovation and regional engagement within the DNA of the the University of Aveiro •Comprehensive teaching and research: social sciences, arts and humanities, … The achievements: •Wide teaching and research networks •Innovative reputation •Excelling in research •Recognised for its regional engagement •Growing international community
    • University Mission The Mission statement: “The UA’s mission is to create knowledge and expand access to knowledge through research, education and cooperation for the benefit of people and society; to undertake the project of global development of the individual; to be active in the construction of a European research and education community; and to promote a model of regional development based on innovation and scientific and technological knowledge”
    • The role of engagement with civil society globally and locally within the mission Applied research and training (“context sensitive”) Context committed and innovative interactions Engagement with civil society has relevant impact on mission delivery, internal policy, structure and resources, interface units, training strategies, regional strategic placement, research focus, …
    • The internal structure and organisation to support civic engagement • Internal structure – Governance: vice-rector (innovation and cooperation) and pro-rector (regional development and university’s mission) – Interface units: Science Park, U-EOffice, UNAVE (training), Incubator, IERA (regional network of incubators), Tech Platforms , TTOffice, “Fabrica” Science Centre, Open Sci and Cultural events, … Needs integrated coherence • Internal culture – Promoting and developing entrepreneurial competencies (incl. social innovation) – R&D contracts with industry and services in all fields of research – Internships (regional economy, public authorities, and third sector) – Supporting all relevant regional clusters Needs HR management and organizational adaptation • Strategy – New trends and focus: Health, ICT, Energy, Sea, materials – Rector’s programme (smart specialization and civic university development) – Working on strategic coordination with region and city (Close connection with local and regional authorities and industry; EUniverCities and common strategy; Regional strategy; Civic University strategy) Needs next stage implementation – to an embedded stage
    • The internal and external barriers to civic engagement • Career incentives • HR assessment • Developing interdisciplinary practice • International rankings • Funding opportunities • Internal mindset • External agents mindset
    • How EU policies can help deliver the civic mission • EU funding incentives: – Horizon 2020 – Structural funds • EU cooperation incentives: – Knowledge alliances – Transversal initiatives to different DG’s • EU specific incentives – Incentives to support organizational aspects of the civic mission – Develop Impact assessment – Social engagement rankings – Build reputation
    • Thank you! EESC Workshop, Brussels, June 13, 2014
    • Thank you! EESC Workshop, Brussels, June 13, 2014