AARHUS UNIVERSITY

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

AARHUSUNIVERSITY RECTOR LAURITZ B. HOLM-NIELSEN

MERGERS IN HIGHER EDUCATIONUniversity Reforms in Denmark – the Case of Aarhus University


UNIVERSITY REFORMS IN DENMARK – THE CASE OF AARHUS UNIVERSITY

• CONTEXT• The higher education system and its performance

• REFORM PROCESS• Governance, mergers and a new funding compact

• AARHUS RESPONSE• Shaping the modern European university

• NEW AARHUS UNIVERSITY• Organizational, financial and academic autonomy, a focus on

interdisciplinarity, access and openness


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 complex interconnected challenges which transgress disciplinary boundaries – with regard to causes, consequences, and solutions


THE OFFICIAL GOALS OF 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

•Strengthen the national innovation strategy: education, research, innovation

•State Education Grant, taximeter for first two cycles


Years

HIGHER EDUCATION

Denmark:

• is signatory to the Bologna process

• has introduced the European qualifications framework

• has an independent accreditation board, and works towards a flexible post secondary education system


UNIVERSITIES IN GLOBAL RANKINGS 2011

University of Copenhagen

Aarhus University

Technical University of

Denmark

University of Southern Denmark

Aalborg University

ARWU 43 86 151-200 201-300 -

QS Ranking 52 79 150 311 362

THE 135 125 178 251-275 301-350

HEEACT 40 96 211 223 -

LEIDEN 54 53 - - -


GLOBAL PERSPECTIVE ON CITATION IMPACT

Aarhus University

Danish Technical University

University of Copenhagen

US top universities

European top universities

Total number of publications 2003-07

Normalizedcitationimpact

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

0,00

0,10

0,20

0,30

0,40

0,50

0,60

0,70

0,80

0,90

Denm

ark

Neth

erla

nds

Swed

en

Fran

ce

Switz

erla

nd

Germ

any

Cana

da UK

Aust

ralia US

Spai

n

Sout

h Ko

rea

Italy

Indi

a

Chin

a

Japa

n

Researchers satisfaction by country

Source: Nature 2010

Source: Nature Vol 465 24 June 2010

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


UNIVERSITY REFORMS IN DENMARK – THE CASE OF AARHUS UNIVERSITY







INCENTIVES AND REASONS FOR INITIATING THE DANISH MERGERS

• Stronger institutions through consolidation of resources

• Increased international competitiveness

• Acadcemic synergies and innovation in education and research

• Cross organizational cost effectiveness


NEW FRAMEWORK CONDITIONS

1998/99, Intergovernmental agreement: Governmental push for convergence of HE systems by 2010

1999, Bologna Declaration: Key principles adopted by Ministers of Education of 29 European countries

2003 – 2007, Danish sector reforms:• New University Act (2003) (2011)• Reorganizing HE&R institutions (2007)• Modernizing the funding compact

2008, Aarhus University’s Strategy:• Research• Talent development• Knowledge exchange• Education

2010, The AU Academic Development Process:• Unified management• Interdisciplinarity

2000, European Research Area: Cohesion in European research, promoting transnational scientific knowledge flow, competition, collaboration and mobility

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


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.)


REORGANIZING HE&R INSTITUTIONS IN 2007


•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%)

MODERNIZING THE FUNDING COMPACT

1.500

1.700

1.900

2.100

2.300

2.500

2.700

2004 2005 2006 2007 2008 2009 2010 2011

Gross Public R&D investment (million EUR)

RECTOR LAURITZ B. HOLM-NIELSEN


UNIVERSITY MERGERS IN DENMARK







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


CHANGE PROCESS AT AARHUS UNIVERSITY

5 faculties,located in Aarhus

2006 2007 2010 201220112008 2009

Merger with Danish School of Education Aarhus School of Business Danish Agricultural Institute National Environmental Research Institute

9 faculties with 55 institutes,located all over Denmark

Academic development

process

Implementation

4 faculties with 27 instituteslocated mostly in Aarhus

Merger with Aarhus Engineering School


A MERGER PROCESS IN THREE PHASES

1. Safe performance after mergers• Staff relations• Student relations• External relations• Web site and contact information• Relationship with international partners, EU etc.

2. Strategy and planning of administrative and academic integration

3. The academic development process


KNOWLEDGE EXCHANGE

EDUCATION RESEARCH

TALENT DEVELOPMENT

THE HUMBOLDT UNIVERSITY

THE TRIPLE HELIX UNIVERSITY

A MODERN UNIVERSITY – COMBINING MASS AND ELITE


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


CHECQUES AND BALANCES IN THE GOVERNANCE STRUCTURE

AU Forums

Academic Councils

Departmental Forums

Advisory Boards

Employer Panels

Advisory Committees

AU Board

AU

Man

agem

ent

External Internal

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


UNIVERSITY MERGERS IN DENMARK







•ORGANISATIONAL AUTONOMY•AU reforms and a focus on interdisciplinarity

• FINANCIAL AUTONOMY

•ACADEMIC AUTONOMY

•ACCESS AND OPENNESS

THE NEW AARHUS UNIVERSITY


A SINGLE UNIFIED MANAGEMENT WHERE DEANS HAVE DOUBLE RESPONSIBILITIES


HUM

DSE TEO

ARTS

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


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 Lundbeck Foundation and VKR Foundation

Centers


AU CONTRIBUTIONS TO GLOBAL RESEARCH INFRASTRUCTURE

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



Study pro-

grammes 25%

Core re-search 34%

Competitive research

funding. 28%

Government contracts 4%

Other. 9%

DIVERSIFIED– INCOME STRUCTURE

Budget 2012: EUR 825 million


TOWARDS FINANCIAL INDEPENDENCE:AU RESEARCH FOUNDATION

ADM. AURF BOARD

RESEARCH FOUNDATION

RESEARCH FOUNDATION’SREAL ESTATE LTD.

AURIGA INDUSTRIES LTD.

ØSTJYSK INNOVATION A/S, INCUBA LTD.

INCUBA SCIENCE PARK LTD.

AARHUS UNIVERSITY BOARD Aarhus University Research Foundation

RECTOR’S OFFICE

ARTS

SCIENCE AND TECHNOLOGY

BUSINESS AND SOCIAL SCIENCES

HEALTH

AURF Equity: EUR 400 mAURF Balance: app. EUR 1

bn.AURF Grant Budget: EUR

10 m.

AU Student body: 42,492 students

AU Staff: 13,389 employeesAU 2012 Budget: EUR 825 M.


EXPENDITURES AT AARHUS UNIVERSITY

Talent development24%

Education31%

Knowledge exchange12%

Research33%

Knowledge exchange

EducationResearch

Talent development

The HumboldtuniversityThe triple helix universityThe modern university

PhDs

Post docs Students

Studies

Lifelonglearning

Contracts

Research programmes

Research projects

Professors

AU – Expenses per core activity


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 20102006 2007 2008 2009 2010 2011 2012

0100200300400500600700800900

392

643693 733 761 803 826

Expenditures (EUR million)


RESULTS, PROGRESS IN COMPETITIVENESS

RANKINGS AARHUS UNIVERSITY RANK

2011 2010 2009 2008 2007

Leiden Crown Indicator 53 55 - 105 -

ARWU 86 98 97 93 102

QS WU Ranking 79 84 63 81 114

THE 125 167 - - -

HEEACT 96 105 101 118 132

MUITO OBRIGADO

LAURITZ B. [email protected]

AARHUS UNIVERSITY

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