Emerging Models of University Autonomy in Europe

Professor Georg WincklerPresident of European University Association (EUA)

Rector of the University of ViennaThe University of the 21st Century: Emerging Models of

IndependenceNovi Sad

28 October 2005

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Introduction: the context and challenges

Crucial importance of addressing issues of State – university relations, and more widely university – society relationsIssues of governance and autonomy very high on EUA agendaParticularly relevant to host this event in Serbia – problems of State interference fresh in the mindPleasing that Novi Sad is the venue: positive recent experience of university in taking advantage of space for independent action

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Reminder: EUA Membership organisation 750+ members:

universities and national rector conferences in 45 countries

Mission: To promote coherent system of higher education and research in Europe

Activities: Policy development, projects, biannual convention (Salamance, Graz, Glasgow) conferences, seminars, research and publications

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Glasgow Declaration: strong universities for a strong Europe

Declaration taken forward to Ministers Conference in Bergen, May 2005Europe needs “strong and creative universities as key actors in shaping the European knowledge society”University role in social, cultural, economic well-beingAt regional, national, European and global level University commitment to improving governance structures“Institutional autonomy and mission diversity are essential prerequisites for ensuring efficient engagement”

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Universities in a changing environmentWide range of growing demands:- increase and broaden access- concentrate research / respond to regional need- be more local, more regional, more European, more

international - provide compatible curricula across Europe / but be

more learner centred and maintain cultural diversity- be more autonomous / but conform to Bologna - be more competetive / and be more socially inclusive- cut costs...

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To whom do universities of the 21st century respond?

To the State – and with greater accountabilityTo local governmentTo students, whether traditional post-secondary school, or lifelong learners To industry and businessIn short, to Society

Accountability is therefore a critical issue, and a prime responsibility of universities

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Framework Framework for Improving thefor Improving thePerformance of Performance of UniversitiesUniversities

competition

incentives for and decision structures

of universities

2

1

3

policy maker(public regulation)

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Goals Goals and and OverviewOverview

evaluation,accreditation, etc.

managementby objectives (MbO)

zielorientierteErgebnissteuerung

output oriented goals

potentials for improving the performance of universities

Contract- management

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Ministry of Education, Scienceand Culture

Science Council(12 members)

advises

Performanceagreement

Three-year budgets(at univs‘ disposal)

Leitungsorgane

Universität - Juristische Person öffentlichen RechtsU n i v e r s i t y — legal public entity

Governing bodies

University Council Rectorate Senate

5 (7 or 9) persons

• 2 (3 or 4) appointed by Federal Government• 2 (3 or 4) elected by senate• additional member

1 rectorup to 4 vice-rectors

Responsibilities• Representation of the university• Appointment of heads of organisational units• Budget allocations• Preparation of proposals for:

- Development plan- Organisation plan- Performance agreement

12–24 persons

Professors: absolute majority(7–13)Students: 1/4 of members(3–6)Assistants, non-academicstaff: 2–5

Responsibilities• Chairperson of rectorate• Negotiations on performance agreements• Employer‘s representative in dealings with university members

Responsibilities• Three-person shortlist

for appointment of rector• University statute• Curricula

University determines its internal structure: faculties, departments, institutes, etc.

Responsibilities• Election and dismissal of rector and vice-rectors• Supervisory functions• Approval of:

- Development plan- Organisation plan- Performance agreement- Budget allocations

advises

Rector

Universities Act 2002

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Sequencing of Reform

University Employment Law: 2001

University Act : 2002

- Political motivation- Success ?

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Problems?New public management?Strategic Goals of Government?Political compromise

2. Conflicting duties? Senate vs. University Council

3. Academic freedom?Extended protection against dismissal

4. Medical universities?

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European trends Withdrawal of the State as the “sole” financer, and hence discussions on the role and implications of different and increasing private financeScientific and economic systems ever closer intertwined – as summed up in the phrase “knowledge economies”Stakeholders claiming their right to participate in the shaping of universitiesIncreasing diversification of mission and “profiling”

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Autonomy as a necessityUniversities cannot respond to the changing environment without autonomyAutonomy must be at the level of the university, and not at the level of faculties/departments “it is not the strongest or the most intelligent of the species that survives, but the one most capable of change” Darwin was not referring to the universities of the 21st century... but he could have been