Improving University governanceMODERN HE platform & Benchmarking

Jose Gines Mora

ESMU Board member

Riga, 15 May 2009

The MODERN Project

European Platform for Higher Education Modernisation Three-year EU-funded Project

Consortium:

ESMU – Project Leader 9 Partners 26 Associates

Riga, 15 May 2009

ESMU – Project Leader

ESMU is an international non-profit organisation promoting good practices in European Universities through:

Networks

Projects

Benchmarking Exercises

Seminar and training Programmes

ESMU provided technical assistance to the European Commission for the management of major higher education programmes (COMET – 19871995- SOCRATES, LEONARDO, YOUTH for Europe III)

Riga, 15 May 2009

Project Partners

1. European Foundation for Management Development (EFMD)2. Centre for High Education Development (CHE)3. Danube University Krems – University for Continuing Education4. Centre for Higher Education Policy Studies, University of Twente

(CHEPS)5. European Consortium of Innovative Universities (ECIU)6. European Association for International Education (EAIE)7. International Centre for Higher Education Management, University

of Bath (ICHEM)8. Politecnico di Milano – Consortium for the Innovation of Firms and

Public Administration Management (MIP)9. Higher Education Development Association (HEDDA)

Riga, 15 May 2009

Associated Partners

1. Association of Heads of University Administration (AHUA)

2. Baltic Sea Region University Network (BSRUN)

3. Central European University (CEU)

4. Compostela Group of Universities

5. Danube Rectors’ Conference (DRC)

6. Deans’ European and Academic Network (DEAN)

7. European Association of Distance Education Universities (EADTU)

8. European Association of Institutions in Higher Education (EURASHE)

Riga, 15 May 2009

Associated Partners II

9. European Higher Education Society (EAIR)

10. European Society for Engineering Education (SEFI)

11. European University Institute (EUI)

12. Fachhochschule Osnabrück

13. HBO raad (as manager of the European Network for Universities of Applied Sciences/UAS)

14. University of London, Institute of Education (IoE)

15. Institutional Management in Higher Education (OECD-IMHE)

16. Network of Universities from Capitals of Europe (UNICA)

17. The Norwegian Association of Higher Education Institutions (UHR)

Riga, 15 May 2009

Associated Partners III17. ProTon Europe18. Santander Group of European Universities19. Universidad Politécnica de Valencia, Center for the Study of Higher

Education Management (CEGES)20. University of Kassel, International Centre for Higher Education Research

(INCHER)21. University of Oldenburg22. University of Southern Denmark23. Heads of University Management and Administration Network in Europe

(HUMANE)24. ESMU-HUMANE Winter School Alumni Network for Senior University

Administrators25. Winter School Alumni network (WSAN)26. University of Southampton, CHEMPaS

Riga, 15 May 2009

Why?

To provide a structured answer to the current fragmentation in the supply of management development training for HEIs

To respond to current priorities in the EHEA and ensure HEIs’ competitiveness to respond to external challenges :

Invest in people

Support potential leaders

Encourage management training at all levels (junior/senior, academic/ admin)

Riga, 15 May 2009

Modern activities

Platform – web-based/conferences

Review - supply of mgt programmes & demand

Database of information

New joint actions - Peer learning

Dissemination

State-of-the art reports

Work closely with EU and all stakeholders

Riga, 15 May 2009

Modern - Governance

MODERN conference, Brussels, 9 June 2009 MODERN state-of-the-art report

Governance reforms in European higher education Produced by CHEPS, project partner

Riga, 15 May 2009

From government to governance

- Why ?

1. Globalization, internationalization and Europeanization

2. Economic recessions & decreasing public expenditures

3. The rise of New Public Management

- More complex and dynamic multi-actor relationships

- Both new shift to supra-national level (EU policy agenda) & regional level

Riga, 15 May 2009

Institutional autonomy

Institutional mission/strategy development Internal governance structures Introduction of new study programmes Internal financial policies Conditions of employment of staff Access and admission policies

Riga, 15 May 2009

Institutional mission development

In many countries national authorities interested in determining the missions of the HEIs

Institutional leadership plays a decisive role in developing missions Other actors involved are academics, students and industry and

business

Riga, 15 May 2009

Internal governance structures

In most of the countries national legislation determines – to some extent – internal governance and management structures

Institutional leadership strengthened; increase in number of mid-level positions

Establishment of quality assurance mechanisms Role of academics and students varies strongly External stakeholders not much involved

Riga, 15 May 2009

Development of study programmes

Most countries - responsibility of the institution Institutional management in collaboration with academics and

students Institutional autonomy is restricted by programme accreditation

Riga, 15 May 2009

Finance and resource allocation

Institutional management (government to a lesser extent) decision on internal budget distribution

Significant institutional autonomy (although in many countries HEIs follow the same rules applied by the government in allocating lump sums)

Institutional autonomy in determining tuition fees - only in few countries

Riga, 15 May 2009

Student staff and selection

Mixed picture : In many countries - centralized national procedures and regulations

on student access and selection In other countries HEIs play a key role, i.e. institutional management

and academics

Overall shift to enhanced institutional autonomy

Riga, 15 May 2009

National governance: trends

Increasing institutional autonomy Increased emphasis on competition between HEIs Introduction of performance-based funding National and institutional quality assurance systems Reform of institutional governance structures

Riga, 15 May 2009

Internal governance: trends

Strengthening of institutional leadership and institutional strategies Increased focus on institutional performance Collegiality and consensus-based decision-making under pressure Towards the “corporate university”?

Riga, 15 May 2009

EBI-II Benchmarking project

EU-funded project (2008-2010) Four partners : ESMU, Institute of Education (London), CHE,

ICHEM Four groups of 10-15 HEIs set up

Governance University-enterprise cooperation Lifelong Learning Curriculum reforms

One kick-off workshop (April) and four workshops (data gathering, analysis and action plans)

Riga, 15 May 2009

EBI-II Benchmarking project

Possible indicators to benchmark governance Contextual data

National Level – legislation, degree of institutional autonomy Institutional Level – vision/mission statement

Governance Internal Stakeholders – balance, mechanisms External Stakeholders – mechanisms, selection Decision-making – key actors & bodies, roles Governance Quality – communication, experience,

professionalism

Riga, 15 May 2009

For further Information…

ESMU www.esmu.be

MODERN platform www.highereducationbenchmarking.eu

EBI www.education-benchmarking.eu

Nadine Burquel, Secretary-General, nadine.burquel@esmu.be