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Philippe Ruffio – European Commission, DG EAC, Unit A5

Tempus – Modernisation in Higher Education

Modernising universities: challenges and opportunities at

organisation levelSecond Tempus Seminar for Higher Education experts,

Zagreb 16-17 June 2008

• Background : key drivers of the HE evolution and main challenges (Brussels Seminar)

• Overall context for University modernisation

• Current trends in terms of:• university governance

• challenges and priorities• approaches and tools

• financial management • HR management• curricular reform and teaching practices

• Concluding remarks

Outline

4 key drivers:

• Demographic changes

• Global competition

• Changes in science and technology

• Societal challenges

The HE evolution: key drivers

Most countries have launched ambitious reform programmes

aimed at addressing 3 main challenges:

• create a framework to enable the modernisation of HE

• develop ambitious development strategies for HE institutions

• adapt and redefine the content of the curricula

The HE evolution: the challenges

2 main features which directly impact the nature of the modernisation process at university level:

• “a society in demand” •HE high in the political agenda in many countries•HE as an essential component of country’s dev. strategies (economic growth, job creation, social cohesion)

• “a move from a regulatory state to a supervisory state” (from thorough control to guidance)

(past: state as a main source of funding; detailed regulations governing operational activities; bureaucratic control mechanisms)

Overall context for University modernisation

Overall strategy / approach implemented by public authorities: trends currently promoted…

• Definition of M&LT policy plans at national level

• Increasing autonomy in terms of objectives, activities, human and financial resource management

• Increasing accountability (financial terms but also: quality, adequacy to societal and economic needs, chosen approaches – ethic, etc.)

• Increasing competition among organisations

• Efficiency in the use of public resources (in a context of lack of public resources to address the challenges at stake)

Overall context for University modernisation

1 - Challenges and priorities: adapt to the overall context as described above

NB: at university level but also at faculty level (common trends)

• Perform an integrated mission (education, research, innovation in a broad sense) (role to play in economy and society at large)• Implement differentiation strategies (built upon competitive advantages) (target people, portfolio of activities, balance education / research, etc.)• Evolve from a traditional collegiate style to a more managerial style of management (incl. new roles and responsibilities for exec. heads)• Develop links, interactions, synergies with external stakeholders (cross fertilisation)

Trends in terms of univ. governance

2 – Approaches and tools (1/2)

• M&LT strategic plans to state the vision and direction of the institution (objectives, implementation, review process)

including in particular internationalisation and marketing strategies

• New governing structures and bodies (i.e. advisory or

supervisory bodies to oversee, monitor operational educational & financial activities)

• Increasing external guidance (advising, policy & decision

making, monitoring, evaluation) (involvement of business, civil society, local authorities, etc.)

• Increasing role of students (at all levels – formal or non formal instances)

Trends in terms of univ. governance

2 – Approaches and tools (2/2)

• Reorganisation of internal structures to overcome the

fragmentation in faculties, departments, institutes, to favour links and synergies and reinforce critical mass

•New support services to newly developed activities (e.g. relations

with business: tech-transfer offices, exploitation of R&D results)

• Formalisation and transparency of internal procedures (for internal & external purposes) (information systems) - customer oriented approaches

• QA systems (external but also internal – self assessment procedures)

• Renewed approaches in HR and financial management

Trends in terms of univ. governance

1 - Challenges and priorities

• Adapt to the changing funding policies of the statesfunding policies as a lever to reach strategic objectives•Funding formulas which integrate various parameters (input & output criterias)•Introduction of performance criteria (i.e. student results)•Introduction of performance contracts (set of qualitative & quantitative objectives)•Block grants replacing expenditure headings•Development of external monitoring and control procedures•Incentives to seek private funding (tax relief to univ and donors/sponsors/private partners, impact on allocation of public funds, etc)

• Increasing competition to access scarce resources (research but not only)

Trends in terms of financial management

2 – Approaches and tools

• Diversification of resources – increasing the private sources (households, private partners, regional / local authorities)

•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)•Exploiting public incentives (e.g. taxes)•Developing fundraising activities / services

• Structured partnerships with external stakeholders (business, regions and local authorities)

• Training and up grading staff dealing with budget and finances

• Developing internal and external budgetary procedures and tolls (monitoring and control)

Trends in terms of financial management

1 - Challenges and priorities

• Attracting and retaining people:• Ageing of academic staff (shortage of resources but new opportunities at lower cost)• Increasing competition with other org. and sectors (private sector more attractive)

• Managing the performance and flexibility required• Improving quality of staff • Implementing contractual arrangement policy for staff

• Managing the diversification of tasks for the staff • Academics: beyond traditional activities - leadership, management, coordination, consulting, etc. • Support staff: more responsibilities, output / customer oriented approaches

Trends in terms of HR management

2 – Approaches and tools

• Developing incentive mechanisms and systems of rewards (motivating, innovating, ownership feeling)

• Diversifying performance criteria to take into account the increasing number of missions (research + education + other tasks) and needs (e.g. multidisciplinary approaches)

• Creating & offering real professional / career development opportunities in particular for young staff

• Developing mobility opportunities (geographical, sectoral, disciplinary)

• Increasing training, re-training opportunities

• Developing team working practices

Trends in terms of HR management

1 - Challenges and priorities

• Improving the employability of graduates (adaptation to the need + access to the labour market)

• Adapting to the diversification of the target people (LLL context)

• Nurturing the differentiation strategies of the university

• Addressing the challenge of quality / excellence within a wide perspective (beyond research & academic excellence)

• Finding the right balance between 3 main components: acquisition of knowledge + key competences (creativity, critical mind, communication, etc.) + professional experience (know-how)

Trends in terms of curricular reforms and teaching practices

2 – Approaches and tools (all levels are concerned, including PhD) (1/2)

• Diversifying the offer in terms of content, degree-diploma offered, ways of designing and delivering programmes (e.g. short intensive sessions, on site delivery)

• Individualisation and flexibility of programmes (modularisation, credit transfer systems, etc.)

• New pedagogical approaches & methods: • Student centered approaches• Concept of learning outcomes• ICTs• Evaluation and monitoring processes

Trends in terms of curricular reforms and teaching practices

2 – Approaches and tools (2/2)

•Developing mobility opportunities (geographical, sectoral, disciplinary) and adapting accordingly the organisation / design of the programmes and the recognition procedures & tools

• Introduction of multidisciplinary approaches and new topics / disciplines (such as entrepreneurship, management, social sciences)

•Develop links with business and society (placements, internships, external lecturers, team-projects, etc.)

Trends in terms of curricular reforms and teaching practices

• Selected topics for the current Seminar• Governance:

- Governing structures and HR management- Managing University resources

• Modernising curricula:- Learning outcomes- Flexibility, modularisation, individualisation

• QA systems:- Benchmarking- A quality culture

Conclusive remarks

• A major issue is to find the right balance between diverging / contradictory trends / requirements:

autonomy / accountabilitytradition, continuity / adaptation & breaksacademic culture & freedom / managerial

modelsopening / identity, ownership

• A long way ahead of us. Beyond organisations and structures, it is a matter of changing minds and individual behaviors

• Organisations have their own internal logics and coherences. Systemic approaches are needed (management of interactions and complexity)

Conclusive remarks

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Tempus – Modernisation in Higher Education

Thank you for your attention…!