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SUPERA Project: the case of the Central European University

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SUPERA Project: the case of the Central European University

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Presentation given by Andrea Krizsán (Central European University - CEU) during the conference Gender equality in CEE countries: Policies and practices 2020 / Institutional change through the implementation of GEPs at the RPOs and RFOs in the CEE countries, 12 November 2020

Presentation given by Andrea Krizsán (Central European University - CEU) during the conference Gender equality in CEE countries: Policies and practices 2020 / Institutional change through the implementation of GEPs at the RPOs and RFOs in the CEE countries, 12 November 2020

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SUPERA Project: the case of the Central European University

  1. 1. SUPERA PROJECT: THE CASE OF THE CENTRAL EUROPEAN UNIVERSITY Andrea Krizsán
  2. 2. CENTRAL EUROPEAN UNIVERSITY BUDAPEST/VIENNA • Private liberal arts (progressive) • American acredited (+Hungarian/Austrian) • Graduate (MA-PhD) – BA as of 2020 • Small: less than 2000 students, around 500 permanent employees • Policies: Equal Opportunity Policy (2014), Policy on Harassment (2013), Gender Equality in Events (2013) • Institutional structures: Senate Equal Opportunity Committte, 0.2 FTE Equal Opportunity Officer (2017), Equal Opportunity Website • Relatively strong policy framework, no implementation
  3. 3. FROM EQUAL OPPORTUNITIES TO GENDER EQUALITY SPECIFICALLY • Repeated applications • SUPERA project: 2018-2022 • Building alliances and support • Generating evidence – Gender Equality Baseline Assesment Report • Concerted effort of communication and deliberation (GE website, FB, AF, Senate, HUB, EOC, SU, CEU website) • Team of doers “This project has received funding from the European Union’s Horizon 2020 research and innovation programme under grant agreement No 787829”.
  4. 4. ELEMENTS OF INSTITUTIONALIZATION • CEUs first Gender Equality Plan 2019-2022 • Yearly workplans: WP 2019/20, WP 20/21 • Gender Equality Officer position • Developing a regular data collection and monitoring system, • The Gender Equality Hub • Some of the outstanding policy initiatives: harassment policy, student parents’ policy, review of promotion policy, policy on gender balanced faculty hiring
  5. 5. OPPORTUNITY STRUCTURES • Political circumstances: attacks on gender equality and gender studies within wider attacks against CEU and academic freedom • Leadership and political will – strong allies (Rector, Pro-rector, IRO) • Changing political context (move to Vienna) • Context of institutional change and need/demand for institutional/organizational reform • Organizational exhaustion before 2020 and in 2020
  6. 6. DIFFICULTIES/SUSTAINABILITY/REPLICABILIT Y Difficulties: - Organizational culture not based on transparency and rules but ad-hoc personalized, often arbitrary decisions (sometimes well intended) – lack of ranks, paygrades, policies, systematic data - Huge personnel turnover – discontinuities, wasted efforts to train - Fatigue Sustainability: - institutions, data system, policies in place; awareness and decentralized expertise to be targeted - Q: leadership and political will Replicability: You tell us!

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