AARHUS UNIVERSITY

1. AARHUS UNIVERSITY GOVERNANCE AND INSTITUTIONAL AUTONOMY OF UNIVERSITIES COMPARISON AND CASE STUDY RECTOR LAURITZ B. HOLM-NIELSEN

2. UNIVERSITY MANAGEMENT IN TIMES OF CHANGE • INCREASING DEMAND FOR KNOWLEDGE • Complex global challenges require interdisciplinary solutions • GLOBAL MARKET FOR RESEARCH AND HIGHER EDUCATION • European Research Area and European Higher Education Area • INSTITUTIONAL AUTONOMY • EUA Autonomy Scorecard • NATIONAL REFORMS AND INCREASED EUROPEAN COLLABORATION • A window of opportunity for changes • AARHUS UNIVERSITY – a MODERN EUROPEAN UNIVERSITY

3. INCREASING DEMAND FOR KNOWLEDGE: MOTIVATION FOR CHANGE • ”We must organize the “Aarhus University of the future” to enable us to contribute even more to meeting our society's challenges” • Globalization • Food • Water • Energy • Health • Migration • Security • Climate change • ... The world is globalized, withcomplexinterconnectedchallengeswhichtransgressdisciplinaryboundaries – withregard to causes, consequences, and solutions

4. EUROPE DEMANDS ADVANCED HUMAN CAPITAL • The challenges of tomorrow are complex, great, and global • Innovation Union 2020 foresees 1,000,000 new research jobs • ERAB 2030 recommends: • - 50% of EC research funding should go to frontier, high-risk R&D • - 20% of EU doctoral candidates working outside their home country • - 5% of GDP is spend on R&D. Private investments account for 2/3 • - EU + member states triple spending on higher education to 3.3% of GDP • Half of the adult population has achieved tertiary education • Doctoral degrees are passports to the intellectual world, however many PhD graduates will not be employed in academia • Research staff must be intellectually and internationally mobile

5. INCREASING DEMANDS FOR KNOWLEDGE Danish Investments in R&D Millions EUR (2008 prices)

6. UNIVERSITY MANAGEMENT IN TIMES OF CHANGE • INCREASING DEMAND FOR KNOWLEDGE • Complex global challenges require interdisciplinary solutions • GLOBAL MARKET FOR RESEARCH AND HIGHER EDUCATION • European Research Area and European Higher Education Area • INSTITUTIONAL AUTONOMY • EUA Autonomy Scorecard • NATIONAL REFORMS AND INCREASED EUROPEAN COLLABORATION • A window of opportunity for changes • AARHUS UNIVERSITY – a MODERN EUROPEAN UNIVERSITY

7. EMERGING GLOBALMARKET FOR EDUCATION AND R&D Students enrolled outside their home country, 1975-2011 International co-authorships, 1985-2005 Source: Data from OECD, Education at a Glance Source: OECD Science, Technology and Industry Outlook 2007

8. NORDIC PERSPECTIVE ON CITATIONIMPACT WORLD AVERAGE Source: Comparing Research at Nordic Universities usingBibliometricIndicators, A publication from the NORIA Net, NordForsk2011, p. 61

9. GLOBAL PERSPECTIVE ON CITATIONIMPACT AU DTU Normalized citation impact KU US top universities European top universities Total number of publications 2003-07

10. DANISH UNIVERSITIES IN GLOBAL RANKINGS 2011

11. UNIVERSITY MANAGEMENT IN TIMES OF CHANGE • INCREASING DEMAND FOR KNOWLEDGE • Complex global challenges require interdisciplinary solutions • GLOBAL MARKET FOR RESEARCH AND HIGHER EDUCATION • European Research Area and European Higher Education Area • INSTITUTIONAL AUTONOMY • EUA Autonomy Scorecard • NATIONAL REFORMS AND INCREASED EUROPEAN COLLABORATION • A window of opportunity for changes • AARHUS UNIVERSITY – a MODERN EUROPEAN UNIVERSITY

12. EUAAUTONOMY SCORECARD • Compares 26 European countries • Fourscorecards/autonomyareas: • organisational, financial, staffing and academic autonomy • Tool for benchmarking legislative frameworks in national HE systems • Encourage and qualify debate among stakeholders and policy makers

13. ORGANIZATIONALAND FINANCIALAUTONOMY

14. STAFFINGAND ACADEMIC AUTONOMY

15. A WINDOW OF OPPORTUNITY: NEWFRAMEWORK 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: Defragmenting 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

16. UNIVERSITYGOVERNANCE– ACTOF 2003 Autonomy – from state institutions to autonomous bodies within the public sector Accountability through the use of university performance contracts Governing boards with a majority of external members, which safeguard the university’s interests as an educational and research institution and determine guidelines for its organization, long term activities and development Appointed leaders in university management structure (rector, deans and department heads)

17. UNIVERSITY MANAGEMENT IN TIMES OF CHANGE • INCREASING DEMAND FOR KNOWLEDGE • Complex global challenges require interdisciplinary solutions • GLOBAL MARKET FOR RESEARCH AND HIGHER EDUCATION • European Research Area and European Higher Education Area • INSTITUTIONAL AUTONOMY • EUA Autonomy Scorecard • NATIONAL REFORMS AND INCREASED EUROPEAN COLLABORATION • A window of opportunity for changes • AARHUS UNIVERSITY – a MODERN EUROPEAN UNIVERSITY

18. The Aarhus response THEAARHUS RESPONSE

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

20. 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

21. 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

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

23. CHANGE PROCESSANDEMPOWERMENT AT AU • Academic organisation: A unified university with fewer 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 one single management unit with cross-cutting responsibility for strategic management and quality assurance of: research, talent development, knowledge exchange and education • Administration and finance: A single university without administrative boundariesA common financial model, standardised, quality service for the whole university; from three to one (two) levels of administration – front office and back office. • Academic cheques and balances: 4 academic councils, and 4 AU Fora, one for each core activity: research, talent development, knowledge exchange and education

24. AN ACADEMICORGANISATION THAT REFLECTS THE QUADRUPLE HELIX

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

26. THE NEW AARHUSUNIVERSITY • ORGANISATIONAL AUTONOMY • FINANCIAL AUTONOMY • diversified income structure • full-cost challenge • towards financial independence • ACADEMIC AUTONOMY • ACCESS • OPENNESS

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

28. 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.

29. THE NEW AARHUSUNIVERSITY • ORGANISATIONAL AUTONOMY • FINANCIAL AUTONOMY • ACADEMIC AUTONOMY • External Quality Assurance, Accreditation • Internal Governance structure • ACCESS AND OPENNESS

30. EXTERNALQUALITY ASSURANCE – BUREAUCRATIC ACCREDITATION • ACE Denmark - accredits study programmes at Danish universities. This is done by making an academic assessment of the quality and relevance of the programme • Aarhus University: All programmes accredited • ECTS Label • Management and Business Administration • Equis accreditation • AACSB- og AMBA accreditation process • Institutional accreditation in the future?

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

32. THE NEW AARHUSUNIVERSITY • ORGANISATIONAL AUTONOMY • FINANCIAL AUTONOMY • ACADEMIC AUTONOMY • ACCESS AND OPENNESS • Mass higher education and talent development • International role of research intensive universities • International competitiveness, where are AU

33. MASS HIGHER EDUCATION & TALENT DEVELOPMENT • The official goals (Helle Thorning-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 • Create a national innovation strategy: education, research, innovation • State Education Grant, taximeter for first two cycles • AU responses to the challenges of mass education • Internal market for education • Talent development as the link between mass and elite university • Early recruitment for the most talented students and flexible PhD-programmes

34. A GENEROUS INTERNATIONALGRADUATE RESEARCHUNIVERSITY • 1,000 courses and 65 complete degree programs in English • 100+ agreements with universities overseas • 1,000 outgoing students • 4300 International students, (approx. 10% of the student body) • State education grant – the money follows the student • Staff of 75 different nationalities • 10 world class research platforms (Storage Ring, ZACKENBERG, bio-energy, testing facilities, population databases etc.)

35. PROGRESS IN GLOBAL COMPETITIVENESS

36. CONCLUSION - UNIVERSITY GOVERNANCE IN TIMES OF CHANGE • INCREASING DEMAND FOR KNOWLEDGE • Complex global challenges require interdisciplinary solutions • GLOBAL MARKET FOR RESEARCH AND HIGHER EDUCATION • European Research Area and European Higher Education Area • INSTITUTIONAL AUTONOMY • EUA Autonomy Scorecard • NATIONAL REFORMS AND INCREASED EUROPEAN COLLABORATION • A window of opportunity for changes • AARHUS UNIVERSITY – a MODERN EUROPEAN UNIVERSITY

37. A MODERN UNIVERSITY – COMBINING MASS AND ELITE THE HUMBOLDT UNIVERSITY THE TRIPLE HELIX UNIVERSITY TALENT DEVELOPMENT RESEARCH EDUCATION KNOWLEDGE EXCHANGE

38. WINDOWSOF OPPORTUNITIES AND ACCOUNTABLE AUTONOMY • New framework conditions in Europe provides a window of opportunity for change at EUROPE’s universities • All changes at AU have been aimed at shaping a modern university combining features of the mass and the elite university • Autonomy is fundamental touniversities. Achieving financial and academic autonomy stillprove to be the largest challenges • ……. However autonomy without good governance and leadership is anarchy…….

39. THANK YOU FORYOUR ATTENTION LAURITZ B. HOLM-NIELSEN RECTOR, AARHUS UNIVERSITY RECTOR@AU.DK