Developments in the University of Latvia

governance – past, present and future

Juris Krumins – Vice rector, University of Latvia

Juris Puce – Head of Strategy Unit, University of Latvia

Joint BSRUN and EAIR 10th Baltic Joint BSRUN and EAIR 10th Baltic Seminar of University Administrators Seminar of University Administrators

“Role of governing bodies in higher “Role of governing bodies in higher education. Recent developments in education. Recent developments in higher education governance” Riga, higher education governance” Riga,

14-15 May 200914-15 May 2009

Statute of the University of Latvia, 192211 Faculties and Governing Bodies

Faculty of Philology and Philosophy Faculty of TheologyFaculty of National Economy and LawFaculty of Natural Sciences and Mathematics Faculty of Chemistry Faculty of Medicine

Governance: University Council, Rector, 2 Vice-rectors (student affairs, economy), Deans’ Council, Economy Council, Secretariate, Auditing Commission

University of Latvia - End of Soviet period and 2009

Faculties and governing bodies

End of Soviet era:12 faculties (No – Medicine, Theology)Governance:University Council, Committe of CPSU, Rector, 5 Vice-rectors (studies, part-time studies, training, research, economy), Study Council, Research Council, Administrative units

Year 2009:14 Faculties (+ Medicine, Theology, Computing, Social Sciences)Governance:Senate, Rector, 5 Vice-”rectors” (studies, research, chancellor, director, administrative director), Deans’ Council,Study Council, Research Council, UL Administration

Projects. Riga: University of Latvia. 1995. Vol.1 - 133 p., Vol. 2 – 247 p.Institutional development - Vision

1.Faculty of Philology and Philosophy2.Faculty of Education and Psychology3.Faculty of Theology4.Faculty of Economics and Management5.Faculty of Law6.Faculty of Political Science and International Relations7.Faculty of Social Sciences8.Faculty of Physics and Mathematics9.Faculty of Natural Sciences

External regulations:

Education Law (1991)Chapter 8. Higher Education (1.5 pages)

Law on Higher Education Institutions (1995)

k k k k k k k k k k k

kDraft - Higher Education Law (2006)

6

Population projection by single age groups, Latvia

7

Number of students in Latvia

Academic years 1990/1991-2007/2008

127050129503

131072

130693

126756118845

110500

10127089510

7662064948

5618746696

39260375004190046300

46000

0

20000

40000

60000

80000

100000

120000

140000

90/9

1

91/9

2

92/9

3

93/9

4

94/9

5

95/9

6

96/9

7

97/9

8

98/9

9

99/0

0

00/0

1

01/2

002

02/2

003

03/2

004

04/2

005

05/2

006

06/2

007

2007

/08

Regulation on UL Administration, Approved by Senate on 26 November 2001

Development Strategy for the University of Latvia, Approved by Senate on 26 April 2004

Guidelines of the Strategic Development of the University of Latvia. Approved by Senate on 1 December 2008

Present situation: Strategy of University

• Development Strategy (2004) states following strategic aims towards governance:– Increase participation of social partners in

decision making bodies (both Senate and faculty councils);

– Create clear system of “division of labour” between faculties, institutes, study centres and central administration.

• Strategic Guidelines (2008) stresses importance of research, internationalization and increasing participation of representatives from society and employers.

Present situation: Finances and budget

• UL (from 2009) receives funding from government as lump sum, having responsibility to divide funds in order to meet aims.

• UL has partially decentralised budget:– Top management controls part of the budget,

most of it is used for maintanance of infrastructure and funding for development;

– Faculties and institutes receive their budget as “lump sum”. Central administration controls legality of spending and has some regulatory role in cash flow and expenditure priorities;

– Faculties pay salaries for staff from their budget.

Present situation: Institutional development

• Role changes:– Amendments to the Statute of UL (2005) gave

additional power to Rector (in finances, institutional appointments etc.).

• Academic structure:– Integration (2006) in the form of “institutes –

agencies” 9 former Academy of Science institutes. Academic, research and administrative co-operation is still insufficient.

– In 2009 UL founded Faculty of Computing and plans to merge faculties of Philology and Modern Languages.

• Administrative structure:– Central administration reform (2001-2002) created

new system of central administration.

Present situation: Territorial development

• UL is multi-campus urban university, who has more then 80 locations in Riga (faculties, institutes, dormitories etc.).

• In order to gain academically from inter- and transdisciplinary co-operation and financially from lowering maintenance expenditures in long term, UL is working towards moving to one campus (in 10-15 years).

Evaluation of UL

• UL participates in EUA Institutional Evaluation Programme and has received first assessment from evaluators. Evaluators see in UL these weaknesses:– Institutional goals are not “cascaded” to different

structural units;– Institutional structure is historically (sometimes –

illogically) developed and lacks clear division of responsibilities and functions;

– Institutional development is usually ad hoc, lacking clear connection to strategic goals of the UL.

Future: External factors

• Factors, that will directly influence future development in governance of UL:– Saeima (Parliament) debates on draft Law

on Higher Education (LHE), which has many innovations in governance of HEI’s;

– There is overall movement towards greater accountability of public sector;

– Economic crisis will have serious impact on funding of UL, but also will probably lead to structural changes in HE sector.

Future: participation of “externals”

• UL has Board of Advisors, that consists of “outside” members, but has only advisory role.

• Composition of faculty and institute councils should be changed to include “outside” members (only some have external members now) .

• Possible amendments to LHE include creation of University Council (Board) as central strategic institution with majority external members.

• LHE foresees necessity to include employers of graduates and representatives from society in governing bodies.

Board of Advisors meeting 08.05.2009

Future: Streamlining management

• UL needs to:– divide responsibility for funding issues and

academic development;– merge structural units responsible for

teaching and research;– professionalize management of UL and its

structural units (including development of managerial skills for both administrative and academic “managers”).

• LHE foresees streamlined management system with much bigger role for Rector.