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AARHUS UNIVERSITY

MERGERS IN HIGHER EDUCATION University Reforms in Denmark – the Case of Aarhus University. RECTOR LAURITZ B. HOLM-NIELSEN. AARHUS UNIVERSITY. UNIVERSITY REFORMS IN DENMARK – THE CASE OF AARHUS UNIVERSITY. CONTEXT The higher education system and its performance

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AARHUS UNIVERSITY

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  1. MERGERS IN HIGHER EDUCATION University Reforms in Denmark – the Case of Aarhus University RECTOR LAURITZ B. HOLM-NIELSEN AARHUS UNIVERSITY

  2. UNIVERSITY REFORMS IN DENMARK – THE CASE OF AARHUS UNIVERSITY • CONTEXT • The highereducation system and its performance • REFORM PROCESS • Governance, mergers and a new fundingcompact • AARHUS RESPONSE • Shaping the modern European university • NEW AARHUS UNIVERSITY • Organizational, financial and academic autonomy, a focus on interdisciplinarity, access and openness

  3. INCREASING DEMAND FOR KNOWLEDGE: MOTIVATION FOR CHANGE • Globalization • Food security • Water quality • Energy sustainability • Demography and migration • Public health • Transnational economies • Political stability and security • Climate change • ... The world is globalized, with complexinterconnectedchallengeswhichtransgressdisciplinaryboundaries – with regard to causes, consequences, and solutions

  4. THE OFFICIAL GOALS OFTHORNING-SCHMIDT GOVERNMENT 2011- • 95 % should complete youth education, 60% higher education • 25 % should complete research based higher education by 2020 • 2.5 % in PhD and 1% in post doc programmes • Strengthen the national innovation strategy: education, research, innovation • State Education Grant, taximeter for first two cycles

  5. Years HIGHER EDUCATION • Denmark: • is signatory to the Bologna process • has introduced the European qualificationsframework • has an independent accreditationboard, and workstowards a flexible post secondaryeducation system

  6. UNIVERSITIES IN GLOBAL RANKINGS 2011

  7. GLOBAL PERSPECTIVE ON CITATIONIMPACT Aarhus University Danish TechnicalUniversity Normalized citation impact University of Copenhagen US top universities European top universities Total number of publications 2003-07

  8. ATTRACTIVENESS OF UNIVERSITY SYSTEMS Criteria • Degree of independence • Guidance received from superior or coworkers • Salary • Holiday entitlement • Health-care benefits • Maternity or paternity leave • Retirement plan • Total hours worked per week Source: Nature Vol 465 24 June 2010

  9. RECTOR LAURITZ B. HOLM-NIELSEN 08-03-2012

  10. UNIVERSITY REFORMS IN DENMARK – THE CASE OF AARHUS UNIVERSITY • CONTEXT • The highereducation system and its performance • REFORM PROCESS • Governance, mergers and a new fundingcompact • AARHUS RESPONSE • Shaping the modern European university • NEW AARHUS UNIVERSITY • Organizational, financial and academic autonomy, a focus on interdisciplinarity, access and openness

  11. INCENTIVES AND REASONS FOR INITIATING THE DANISH MERGERS • Stronger institutions throughconsolidation of resources • Increasedinternational competitiveness • Acadcemicsynergies and innovation in education and research • Cross organizationalcosteffectiveness

  12. NEW FRAMEWORK CONDITIONS • 2010, The AU Academic Development Process: • Unified management • Interdisciplinarity 1998/99, Intergovernmental agreement: Governmental push for convergence of HE systems by 2010 • 2003 – 2007, Danish sector reforms: • New University Act (2003) (2011) • Reorganizing HE&R institutions (2007) • Modernizing the funding compact 2000, European Research Area: Cohesion in European research, promoting transnational scientific knowledge flow, competition, collaboration and mobility 1999, Bologna Declaration: Key principles adopted by Ministers of Education of 29 European countries • 2008, Aarhus University’s Strategy: • Research • Talent development • Knowledge exchange • Education 2010, European Higher Education Area: 10 years after the Bologna process. Adopted by 47 countries, facilitating efforts to enhance European HE comparability, compatibility and coherence

  13. NEW UNIVERSITY ACT OF 2003 • Autonomy – going from state institutions to autonomous entities within the public sector • Accountability through the use of performance contracts, audits and accreditation • Governing boards with a majority of external members, which safeguard the university’s interests and determine guidelines for its organization, strategy and development. Appoints the rector. • Appointed leaders in university management structure (rector, deans, department heads, heads of administration etc.)

  14. REORGANIZING HE&R INSTITUTIONS IN 2007

  15. modernizing the funding compact • Committed to the Lisbon and Barcelona targets • Public investments in research 1 percent of GDP by 2010 • University core-funding is based on performance indicators (45% graduation, 10% Ph.D. program efficiency, “25% bibliometry, 20% external funding) • Study programs are taximeter funded (automatic and follows accumulated completed ECTS) • 50-60% of research funding through competitive mechanisms e.g. research councils (includes a flat overhead rate of 44%)

  16. RECTOR LAURITZ B. HOLM-NIELSEN

  17. UNIVERSITY MERGERS IN DENMARK • CONTEXT • The highereducation system and its performance • REFORM PROCESS • Governance, mergers and a new fundingcompact • AARHUS RESPONSE • Shaping the modern European university • NEW AARHUS UNIVERSITY • Organizational, financial and academic autonomy, a focus on interdisciplinarity, access and openness

  18. MOTIVATION FOR CHANGE • Ambition to further improve quality, impact and international reach • Strong performance in terms of academic and financial results • Complete the merger process to create one unified university • Move to tear down internal boundaries and stimulate collaboration across disciplines • Ensure a more professional and efficient administration

  19. CHANGE PROCESS AT AARHUS UNIVERSITY • Merger with • Danish School of Education • Aarhus School of Business • Danish Agricultural Institute • National Environmental Research Institute • Merger with • Aarhus Engineering School Academic development process Implementation 4 faculties with 27 institutes located mostly in Aarhus 5 faculties, located in Aarhus 9 faculties with 55 institutes, located all over Denmark 2006 2007 2008 2009 2010 2011 2012

  20. AMERGER PROCESS IN THREE PHASES • Safe performance after mergers • Staff relations • Student relations • External relations • Web site and contact information • Relationship with international partners, EU etc. • Strategy and planning of administrative and academic integration • The academic development process

  21. THETRIPLE HELIX UNIVERSITY THEHUMBOLDTUNIVERSITY A MODERN UNIVERSITY – COMBINING MASS AND ELITE TALENT DEVELOPMENT RESEARCH EDUCATION KNOWLEDGE EXCHANGE

  22. CHANGE PROCESS AND EMPOWERMENT AT AU • Academic organization: A unified university with fewer internal boundariesFrom nine to four main academic areas, from 55 to 26 departments, • Governance: Management with appointed leaders and joint responsibility for the entire university. From ten management units to a senior leadership team with cross-cutting responsibility for strategic management and quality assurance • Administration and finance: A single university with an integrated administrationA common financial model, standardised quality service for the whole university; from three to one (two) levels of administration – front office and back office philosophy • Academic cheques and balances: one academic council per faculty (main academic area), and 4 AU Fora, one for each core activity: research, talent development, knowledge exchange and education

  23. CHECQUES AND BALANCES IN THE GOVERNANCE STRUCTURE AU Board External Internal AU Management AdvisoryBoards AU Forums Employer Panels AcademicCouncils AdvisoryCommittees Departmental Forums

  24. RECTOR LAURITZ B. HOLM-NIELSEN 08-03-2012

  25. UNIVERSITY MERGERS IN DENMARK • CONTEXT • The highereducation system and its performance • REFORM PROCESS • Governance, mergers and a new fundingcompact • AARHUS RESPONSE • Shaping the modern European university • NEW AARHUS UNIVERSITY • Organizational, financial and academic autonomy, a focus on interdisciplinarity, access and openness

  26. THE NEW AARHUSUNIVERSITY • ORGANISATIONAL AUTONOMY • AU reforms and a focus on interdisciplinarity • FINANCIAL AUTONOMY • ACADEMIC AUTONOMY • ACCESS AND OPENNESS

  27. A SINGLE UNIFIED MANAGEMENT WHERE DEANS HAVE DOUBLE RESPONSIBILITIES

  28. TODAY 2012 • Department of Culture and Society • Department of Aesthetics and Communication • Department of Education • Centre for Teaching Development and Digital Media EXAMPLE - ARTS BEFORE 2011 HUM ARTS TEO DSE

  29. INTERDISCIPLINARY SOLUTIONS TO COMPLEX CHALLENGES • Interdisciplinary centers • iNANO • MINDlab • Neurocampus • Food, Nutrition and Health • Global Change and Development • Integrated Register-based Research • Arctic Research • … • … • National Centers of Excellence • 18 National Research Foundation centers • 5 LundbeckFoundation and VKR Foundation Centers

  30. AU CONTRIBUTIONS TO GLOBAL RESEARCHINFRASTRUCTURE • Aarhus Institute of Advanced Studies • Exceptionally talented younger researchers from all over the world • Stimulating, international and interdisciplinary environment • Opportunity to pursue own research interests for a 2-3 year period • Independent managerial structure with international advisory board • International research platforms • ASTRID II – Heavy Ion Storage Ring and Synchrotron Radiation Facility • Research Vessel • National Centre for Particle Radiotherapy • National Centre for NMR • Testing Facilities for Wind and Bio Energy Systems • Information intensive population databases • Zackenberg High Arctic Research Station RECTOR LAURITZ B. HOLM-NIELSEN 08-03-2012

  31. DIVERSIFIED– INCOME STRUCTURE Budget 2012: EUR 825 million

  32. TOWARDS FINANCIAL INDEPENDENCE:AU RESEARCHFOUNDATION AURF BOARD AARHUS UNIVERSITY BOARD Aarhus University Research Foundation RECTOR’S OFFICE ADM. • AURF Equity: EUR 400 m • AURF Balance: app. EUR 1 bn. • AURF Grant Budget: EUR 10 m. ARTS RESEARCH FOUNDATION SCIENCE AND TECHNOLOGY BUSINESS AND SOCIAL SCIENCES HEALTH RESEARCH FOUNDATION’S REAL ESTATE LTD. • AU Student body: 42,492 students • AU Staff: 13,389 employees • AU 2012 Budget: EUR 825 M. AURIGA INDUSTRIES LTD. ØSTJYSK INNOVATION A/S, INCUBA LTD. INCUBA SCIENCE PARK LTD.

  33. EXPENDITURES AT AARHUS UNIVERSITY The Humboldtuniversity AU – Expenses per core activity The modern university The triple helix university Talent development PhDs Research Education Post docs Students Knowledge exchange Professors Research projects Studies Lifelong learning Research programmes Contracts

  34. AARHUS UNIVERSITY - A UNIVERSITY GROWING STRONGER • 40,500 students (FTE) • (52% graduate level students) • 3,000 PhD students and • early career researchers • 4,300 international students • 7,200 employees (FTE) • 11,731 publications in 2010

  35. RESULTS, PROGRESS IN COMPETITIVENESS

  36. MUITO OBRIGADO LAURITZ B. HOLM-NIELSEN RECTOR@AU.DK

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