Philippe Ruffio Modernising Universities

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Philippe Ruffio Modernising Universities

  1. 1. Tempus – Modernisation in Higher Education Philippe Ruffio – European Commission, DG EAC, Unit A5 Modernising universities: challenges and opportunities at organisation level Second Tempus Seminar for Higher Education experts, Zagreb 16-17 June 2008
  2. 2. <ul><li>Background : key drivers of the HE evolution and main challenges (Brussels Seminar) </li></ul><ul><li>Overall context for University modernisation </li></ul><ul><li>Current trends in terms of: </li></ul><ul><ul><li>university governance </li></ul></ul><ul><ul><ul><li>challenges and priorities </li></ul></ul></ul><ul><ul><ul><li>approaches and tools </li></ul></ul></ul><ul><ul><li>financial management </li></ul></ul><ul><ul><li>HR management </li></ul></ul><ul><ul><li>curricular reform and teaching practices </li></ul></ul><ul><li>Concluding remarks </li></ul>Outline
  3. 3. <ul><li>4 key drivers: </li></ul><ul><li>Demographic changes </li></ul><ul><li>Global competition </li></ul><ul><li>Changes in science and technology </li></ul><ul><li>Societal challenges </li></ul>The HE evolution: key drivers
  4. 4. <ul><li>Most countries have launched ambitious reform programmes </li></ul><ul><li>aimed at addressing 3 main challenges: </li></ul><ul><li>create a framework to enable the modernisation of HE </li></ul><ul><li>develop ambitious development strategies for HE institutions </li></ul><ul><li>adapt and redefine the content of the curricula </li></ul>The HE evolution: the challenges
  5. 5. <ul><li>2 main features which directly impact the nature of the modernisation process at university level: </li></ul><ul><li>“ a society in demand” </li></ul><ul><ul><ul><li>HE high in the political agenda in many countries </li></ul></ul></ul><ul><ul><ul><li>HE as an essential component of country’s dev. strategies (economic growth, job creation, social cohesion) </li></ul></ul></ul><ul><li>“ a move from a regulatory state to a supervisory state” (from thorough control to guidance) </li></ul><ul><li>(past: state as a main source of funding; detailed regulations governing operational activities; bureaucratic control mechanisms) </li></ul>Overall context for University modernisation
  6. 6. <ul><li>Overall strategy / approach implemented by public authorities : trends currently promoted… </li></ul><ul><li>Definition of M&LT policy plans at national level </li></ul><ul><li>Increasing autonomy in terms of objectives, activities, human and financial resource management </li></ul><ul><li>Increasing accountability (financial terms but also: quality, adequacy to societal and economic needs, chosen approaches – ethic, etc.) </li></ul><ul><li>Increasing competition among organisations </li></ul><ul><li>Efficiency in the use of public resources (in a context of lack of public resources to address the challenges at stake) </li></ul>Overall context for University modernisation
  7. 7. <ul><li>1 - Challenges and priorities: adapt to the overall context as described above </li></ul><ul><li>NB: at university level but also at faculty level (common trends) </li></ul><ul><li>Perform an integrated mission (education, research, innovation in a broad sense) (role to play in economy and society at large) </li></ul><ul><li>Implement differentiation strategies (built upon competitive advantages) (target people, portfolio of activities, balance education / research, etc.) </li></ul><ul><li>Evolve from a traditional collegiate style to a more managerial style of management (incl. new roles and responsibilities for exec. heads) </li></ul><ul><li>Develop links, interactions, synergies with external stakeholders (cross fertilisation) </li></ul>Trends in terms of univ. governance
  8. 8. <ul><li>2 – Approaches and tools (1/2) </li></ul><ul><li>M&LT strategic plans to state the vision and direction of the institution (objectives, implementation, review process) </li></ul><ul><li>including in particular internationalisation and marketing strategies </li></ul><ul><li>New governing structures and bodies (i.e. advisory or supervisory bodies to oversee, monitor operational educational & financial activities) </li></ul><ul><li>Increasing external guidance (advising, policy & decision making, monitoring, evaluation) (involvement of business, civil society, local authorities, etc.) </li></ul><ul><li>Increasing role of students (at all levels – formal or non formal instances) </li></ul>Trends in terms of univ. governance
  9. 9. <ul><li>2 – Approaches and tools (2/2) </li></ul><ul><li>Reorganisation of internal structures to overcome the fragmentation in faculties, departments, institutes, to favour links and synergies and reinforce critical mass </li></ul><ul><li>New support services to newly developed activities (e.g. relations with business: tech-transfer offices, exploitation of R&D results) </li></ul><ul><li>Formalisation and transparency of internal procedures (for internal & external purposes) (information systems) - customer oriented approaches </li></ul><ul><li>QA systems (external but also internal – self assessment procedures) </li></ul><ul><li>Renewed approaches in HR and financial management </li></ul>Trends in terms of univ. governance
  10. 10. <ul><li>1 - Challenges and priorities </li></ul><ul><li>Adapt to the changing funding policies of the states </li></ul><ul><li>funding policies as a lever to reach strategic objectives </li></ul><ul><ul><li>Funding formulas which integrate various parameters (input & output criterias) </li></ul></ul><ul><ul><li>Introduction of performance criteria (i.e. student results) </li></ul></ul><ul><ul><li>Introduction of performance contracts (set of qualitative & quantitative objectives) </li></ul></ul><ul><ul><li>Block grants replacing expenditure headings </li></ul></ul><ul><ul><li>Development of external monitoring and control procedures </li></ul></ul><ul><ul><li>Incentives to seek private funding (tax relief to univ and donors/sponsors/private partners, impact on allocation of public funds, etc) </li></ul></ul><ul><li>Increasing competition to access scarce resources (research but not only) </li></ul>Trends in terms of financial management
  11. 11. <ul><li>2 – Approaches and tools </li></ul><ul><li>Diversification of resources – increasing the private sources (households, private partners, regional / local authorities) </li></ul><ul><ul><ul><li>Exploiting the possibilities offered by current rules and regulations (donations, legacies, rent and revenues from properties, sponsorship, fees from service provision, interests on investments, exploitation of research results, commercial companies) </li></ul></ul></ul><ul><ul><ul><li>Exploiting public incentives (e.g. taxes) </li></ul></ul></ul><ul><ul><ul><li>Developing fundraising activities / services </li></ul></ul></ul><ul><li>Structured partnerships with external stakeholders (business, regions and local authorities) </li></ul><ul><li>Training and up grading staff dealing with budget and finances </li></ul><ul><li>Developing internal and external budgetary procedures and tolls (monitoring and control) </li></ul>Trends in terms of financial management
  12. 12. <ul><li>1 - Challenges and priorities </li></ul><ul><li>Attracting and retaining people: </li></ul><ul><ul><ul><ul><li>Ageing of academic staff (shortage of resources but new opportunities at lower cost) </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Increasing competition with other org. and sectors (private sector more attractive) </li></ul></ul></ul></ul><ul><li>Managing the performance and flexibility required </li></ul><ul><ul><ul><ul><li>Improving quality of staff </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Implementing contractual arrangement policy for staff </li></ul></ul></ul></ul><ul><li>Managing the diversification of tasks for the staff </li></ul><ul><ul><ul><ul><li>Academics: beyond traditional activities - leadership, management, coordination, consulting, etc. </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Support staff: more responsibilities, output / customer oriented approaches </li></ul></ul></ul></ul>Trends in terms of HR management
  13. 13. <ul><li>2 – Approaches and tools </li></ul><ul><li>Developing incentive mechanisms and systems of rewards (motivating, innovating, ownership feeling) </li></ul><ul><li>Diversifying performance criteria to take into account the increasing number of missions (research + education + other tasks) and needs (e.g. multidisciplinary approaches) </li></ul><ul><li>Creating & offering real professional / career development opportunities in particular for young staff </li></ul><ul><li>Developing mobility opportunities (geographical, sectoral, disciplinary) </li></ul><ul><li>Increasing training , re-training opportunities </li></ul><ul><li>Developing team working practices </li></ul>Trends in terms of HR management
  14. 14. <ul><li>1 - Challenges and priorities </li></ul><ul><li>Improving the employability of graduates (adaptation to the need + access to the labour market) </li></ul><ul><li>Adapting to the diversification of the target people (LLL context) </li></ul><ul><li>Nurturing the differentiation strategies of the university </li></ul><ul><li>Addressing the challenge of quality / excellence within a wide perspective (beyond research & academic excellence) </li></ul><ul><li>Finding the right balance between 3 main components: acquisition of knowledge + key competences (creativity, critical mind, communication, etc.) + professional experience (know-how) </li></ul>Trends in terms of curricular reforms and teaching practices
  15. 15. <ul><li>2 – Approaches and tools (all levels are concerned, including PhD) (1/2) </li></ul><ul><li>Diversifying the offer in terms of content, degree-diploma offered, ways of designing and delivering programmes (e.g. short intensive sessions, on site delivery) </li></ul><ul><li>Individualisation and flexibility of programmes (modularisation, credit transfer systems, etc.) </li></ul><ul><li>New pedagogical approaches & methods: </li></ul><ul><ul><ul><ul><li>Student centered approaches </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Concept of learning outcomes </li></ul></ul></ul></ul><ul><ul><ul><ul><li>ICTs </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Evaluation and monitoring processes </li></ul></ul></ul></ul>Trends in terms of curricular reforms and teaching practices
  16. 16. <ul><li>2 – Approaches and tools (2/2) </li></ul><ul><li>Developing mobility opportunities (geographical, sectoral, disciplinary) and adapting accordingly the organisation / design of the programmes and the recognition procedures & tools </li></ul><ul><li>Introduction of multidisciplinary approaches and new topics / disciplines (such as entrepreneurship, management, social sciences) </li></ul><ul><li>Develop links with business and society (placements, internships, external lecturers, team-projects, etc.) </li></ul>Trends in terms of curricular reforms and teaching practices
  17. 17. <ul><li>Selected topics for the current Seminar </li></ul><ul><ul><ul><ul><li>Governance: </li></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>- Governing structures and HR management </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Managing University resources </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><li>Modernising curricula: </li></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Learning outcomes </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Flexibility, modularisation, individualisation </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><li>QA systems: </li></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Benchmarking </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>A quality culture </li></ul></ul></ul></ul></ul>Conclusive remarks
  18. 18. <ul><li>A major issue is to find the right balance between diverging / contradictory trends / requirements: </li></ul><ul><ul><ul><ul><li>autonomy / accountability </li></ul></ul></ul></ul><ul><ul><ul><ul><li>tradition, continuity / adaptation & breaks </li></ul></ul></ul></ul><ul><ul><ul><ul><li>academic culture & freedom / managerial models </li></ul></ul></ul></ul><ul><ul><ul><ul><li>opening / identity, ownership </li></ul></ul></ul></ul><ul><li>A long way ahead of us. Beyond organisations and structures, it is a matter of changing minds and individual behaviors </li></ul><ul><li>Organisations have their own internal logics and coherences. </li></ul><ul><li>Systemic approaches are needed (management of interactions and complexity) </li></ul>Conclusive remarks
  19. 19. Tempus – Modernisation in Higher Education Thank you for your attention…!

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