Hedda10 - Aagaard - merger process of Aarhus


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Hedda10 - Aagaard - merger process of Aarhus

  2. 2. Danish University Mergers The case of Aarhus UniversityMergers of public research institutions: For decades an issue on the Danish political agenda Growing pressure for change after 2000 2001: The Danish Research Commission 2002/2003: The Danish Council for Research Policy 2004: OECD 2004: Minor mergers - from 25 to 17 GRIs At the same time major merger processes in other political areas (municipalities, hospitals, university colleges etc.)
  3. 3. Danish University Mergers The case of Aarhus UniversityThe national decisionmaking process:2006 Globalisation Strategy as initiation. The primary aims of the mergers to: Strengthen Danish research and university education – also in an international context Increase the universities proportion of business collaboration and innovation Increase the universities ability to attract international research funding, including EU-funding Enhance services for the public authoritiesVery fast process (Feb. 2006-Oct. 2006) and very limited central analysis – more emphasis at solutions than problems
  4. 4. Danish University Mergers The case of Aarhus UniversityNational Result: From 25 to 11 institutions with effect from 1/1-2007Three major universities (2/3 of the sector in both research and education) KU: KU, DFU and KVL AU: AU, ASB, DPU, DJF and NERI DTU: DTU, RISØ, DFVF, DRC, DFIU and DTFFive smaller and very different universities (AAU, SDU, RUC, CBS and ITU): 2 universities with small GRI-mergers (AAU, SDU) and 3 non-merged universities (RUC, CBS, ITU)4 Non-merged GRIs (NFA, SFI, The Kennedy Centre, GEUS)In general most institutions were integrated as independent units within new universities – few reorganisations and few geographical transfers of staff
  5. 5. Danish University Mergers The case of Aarhus UniversityThe case of Aarhus University AU 2006: A traditional multifaculty university AU 2007: Integration of 2 small universities and 2 large GRIs - 40% increase in turnover and an increase from 5 to 9 main academic areas: Humanities (HUM) Health Sciences (SUN) Science (NAT), Theology (TEO) Social Sciences (SAM) The Faculty of Agricultural Sciences (DJF) The National Environmental Research Institute (NERI) The Aarhus School of Business (ASB) The Danish School of Education (DPU) Result: A large, very diverse and very geographically spread out university
  6. 6. Danish University Mergers The case of Aarhus University Horsens: DJF (Forskningscenter Geographic overview 2007- 2011Askov: DJF (Askov Forsøgsstation)
  7. 7. Danish University Mergers The case of Aarhus UniversityNew AU in brief Responsible for 27% of total research performed in the public sector 9,500 publications (80% scholarly/scientific and 20% public dissemination) 38,050 students (7,000 new) /1,610 PhD students Approx. 85 Bachelor’s programmes and 125 Master’s programmes Academic staff: 5,970 employees - Technical/administrative staff: 5,007 employeesRevenues:  Teaching DKK 1.3 billion  Basic research DKK 1.9 billion  Competitive funding DKK 1.7 billion  Public sector consultancy DKK 0.3 billion  Other DKK 0.5 billion Total: DKK 5.7 billion (0.760 billion Euros)
  8. 8. Danish University Mergers The case of Aarhus UniversityPhase II : Internal reorganisations – initiated march 2010External challenges:  Increased domestic and international competition for research funding  Increased competition for the most talented researchers and students  Increased focus on strategic research  Increased understanding of the key societal role played by our universities  Increased complexity of global challengesInternal challenges:  Increased demand for efficiency  Increased demand for concrete synergy effects from the mergers  Need to break down ”silos” to increase collaboration and communication  Need to create greater scope for strategic leadershipSolution: New organisational structure with fewer main academic areas, fewer departments, simpler administrative structure – approved in march 2011 - implemented by 1/8-2011
  9. 9. Danish University Mergers The case of Aarhus UniversityAU 2011: From nine to four main academic areas
  10. 10. Danish University Mergers The case of Aarhus UniversityReduction of number of institutes/departments/centres Arts: From ten to four (DPU: From independent university to independent faculty to institute) Business and Social Sciences: From 11 to seven (ASB: From independent university to independent faculty to part of merged faculty) Health: From 10 to five Science and Technology: From 24 to 12 (DMU and DJF from large GRIs to independent faculties to national centres)In total: From 55 to 26 - Rationale at all levels: Fewer units equals fewer borders
  11. 11. Danish University Mergers The case of Aarhus UniversityIntegration of the large GRIs DMU and DJF: From large GRIs to faculties to National Centres Portals for authorities, businesses, interest organisations and the public to the expertise of Aarhus University within nature, environment and energy on the one hand and food and agriculture on the other In reality the former GRI’s are now shut down and all staff integrated completely within different departments A couple of other national centres are also under construction (education, forensic medicine)
  12. 12. Danish University Mergers The case of Aarhus UniversityFuture challenges within AU To settle and find continuity To convince the ministries to continue to use and fund the activities of the former GRIs To maintain bottom up dynamics in very large units with substantial distance from top to bottom To foster real interdisciplinarity within the university
  13. 13. Danish University Mergers The case of Aarhus UniversityTrends in the national landscape Phase II has also been initiated at the two remaining large universities (KU and DTU), but in less radical forms In general no standard across universities and ministries with regard to how the former GRIs are organised and funded – but funding is under pressure everywhere Future mergers or extended collaborations with University Colleges? Continued pressure upon the non-merged institutions (both universities and GRIs)