The BolognaProcess as a Challenge for University Management and Administration GustavStresemannInsti - PowerPoint PPT Presentation

Title: The BolognaProcess as a Challenge for University Management and Administration GustavStresemannInsti


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The Bologna-Process as a Challenge for
University Management and AdministrationGustav-S
tresemann-Institut e.V.Bonn July, 7th,8th 2006

• HUMANE NETWORK www.humane.eu
• Heads of University Management Administration
  Network in Europe
• Rafael Zorrilla
• HUMANE Chairman
• rafael.zorrilla_at_uc3m.es

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HUMANE

• Heads of University Management Administration
  Network in Europe
• HUMANE was set up in 1997 with the aim of
  grouping all heads of university administration
  in Europe in an informal network devoted to
  professional development and best practice.
• 200 EUROPEAN UNIVERSITIES
• 16 GERMAN UNIVERSITIES
• FROM 25 DIFFERENT EUROPEAN COUNTRIES

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HUMANE MISSION ( R.Table, Brussels Jun06 )
HUMANE a driver for professional administration
in European univ.  HUMANE is a network of
professional excellence which  Provides rich
opportunities for HoAs and their staff to meet
and exchange experiences, share good practice and
facilitate innovation in HEIs.   Supports HoAs
as leaders within their organizations.  Dissemina
tes knowledge and skills of high relevance for
the administration of European HEIs.  Enhances
operational leadership, day-to-day management,
and administration as a profession crucial to the
success of HEIs.  Reinforces the relationships
between academic and administrative leadership in
HEIs.  Provides advice to and works with
European agencies to influence the development
of efficient management procedures for higher
education and research.  
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HUMANE WORKING LINES

• SEMINARS
• WINTER SCHOOL
• STUDY VISITS
• COOPERATION WITH EUA

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HUMANE SEMINARS

• 5-6 per year. gt 50 since 1997
• For Heads of Admin. Strategic visions and debate
  on Finance, Government, Financial, HR, ICT,
  Change processes, .... Issues
• Focus on qualitative benchmarking and in informal
  but efficient contacts among active HoAs

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The role of the gerente (Kanzler) in Spanish
Universities. Is it possible to put order in
Chaos?
AN EXAMPLE PAVIA SEMINAR. Oct-04

• HUMANE Seminars
• GOVERNANCE
• Pavía 15th, 16th October 2004
• Fernando Casani.Univ Autonoma Madrid

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UNIVERSITY NETWORK
Rector
Vice-rectors
Regional Government
Gerente
Deans
Social Council
Administrative staff
Students
Teaching staff
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IS IT POSSIBLE TO PUT ORDER IN CHAOS?

• The gerente does not control revenues or the
  allocation of expenses.
• He has no power over teaching staff and is in
  charge of administrative and services staff, by
  mandate, and without the possibility of
  incentives.
• He must establish management procedures that
  assure the rendering of accounts and increase
  management and financing efficiency.
• He must do everything, taking into account that
  the Rector cannot loose the support of the
  teaching and administrative staff, which
  guarantees his continuity.
• Is it possible?

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PRACTICAL PROFILE

• A person on whom the Rector has absolute
  confidence (all the powers necessary to exercise
  his mission are granted by the Rector)
• Manager of the Management Board policies. Good
  relations with vice-rectors in order to implement
  policies that help to achieve management goals.
• Responsible for the rendering of accounts. Good
  relations with the Social Council
• Responsible for procedure design and improvement
  actions. Good relations with deans and
  administrators
• Responsible for labour relations with
  administrative and services staff . Good
  relations with trade unions

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HUMANE WORKING LINES( cont.)

• WINTER SCHOOL ( WS )
• For Universities senior administrators.
• Started in 2003. 4 editions. More than 100 alumni
  WS Alumni Network set up and running
• STUDY VISITS
• For HoAs and senior staff
• Intensive and well prepared visits to prestigiuos
  Universities. Oct 06 to University of Helsinki
  and Helsinki School of Economics
• Cooperation with EUA
• EUA Bologna Handbook
• Funding

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HUMANE 2007 ACTIVITIES
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TRIESTE SEMINAR. 15-16 SEP06 ( Agenda )
Universities as international players The
Internationalisation of Higher Education.
Trieste, 15-16 September 2006 Joint Seminar with
Winter School Alumni Network   Friday 15
September 1400 Welcome  1415 Universities in
the International Arena Looking Forward.Hans de
Wit  1515 Break  1545 The competitive
approachTim Westlake, University of
Manchester 1630 Best practice examples Example
1 Building the international brand a case study
of internationalisation strategy formation at
City University, London, Ian Creagh Example
Example 2 Repositioning, Adrian
Graves 1800 Conclusions 1815 Finish
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TRIESTE SEMINAR. 15-16 SEP06 ( Agenda )
Saturday 16 September  900 The cooperative
approach Giovanna Filippini, University of
Bologn 945 Best practice examples Example 1
Cooperation in French speaking
universities Example 2 Joint Awards, Mary
Hughes  1100 1100 Break  1130 Managing
Internationalisation Best practices in
preparing university services for
internationalisation. -University of Eastern
Piedmonts experience Mobility of Researchers
SISAS experience, Giuliana Zotta Tatiana
Usenich - Student support in Italy, Pasquale
Mastrodomenico an his colleage  1330 Conclusions
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BARCELONA 13-14 OCT06 ( Abstractextract )
Open HUMANE seminar on Management Challenges
related to Research Funding. This seminar is
devoted to the management challenges that arise
in the new European research funding landscape.
This does not only cover the perhaps first
thought of European dimensions, such as the 7th
Framework Programme, the European institute of
technology and the European Research Council.
There are also trends in national research
funding, which appear to be spreading within the
Union.  Insights in the politics on the European
level to be given by Mr Bjarne Kirsebom, Minister
for Research in the Swedish delegation to the
Commission.  Dr Leonidas Karapiperis from DG
Research. Present trends in the U.K will be
introduced by Jon Nicholls at the University of
Birmingham   
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BARCELONA OCT-06 ( Abstractextract )
The organization of Research Services of our
Round Table host, the Vrije Universiteit Brüssel,
has had good evaluation results and will be
presented by the V.U.B Vice-Rector for Research
(speaker to be confirmed). We are presently
searching for a colleague to give an idea of how
the German research funding system functions,
with its large dependences on foundations. The
Seminar host, the Universidad Autonoma de
Barcelona is one of the leading Spanish research
universities. Our colleague Gustau Folch is, even
though this is a long weekend in Spain, working
on a visit to a top-line laboratory and
discussions with researchers on practical issues
related to research funding.
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MORE INFORMATION

• www.humane.eu
• Carlos Lopez-Terradas, HUMANE Network Mgr.
  carlos.lopez-terradas_at_uc3m.es
• Vielen Dank !!!.
• Rafael Zorrilla, rafael.zorrilla_at_uc3m.es

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ANEXOS POSIBLES
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1. GOVERNANCE STRUCTURE OF SPANISH PUBLIC
UNIVERSITY
State
Regional Government
Legal framework
Financing
Spanish public universities
Social Council
Economic supervision
Government Board
Gerente
Rector
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4. THE GERENTE AS A NETWORK MANAGER ?

• NOT A GENERAL MANAGER
• NOT A MERE EXECUTOR
• A NETWORK MANAGER?

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NOT A GENERAL MANAGER

• He does not have influence on revenues
• He does not control products (teaching and
  research) or academic decisions
• He does not decide the allocation of expenses
• He has no responsibility over most part of the
  staff (teaching staff)

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NOT A MERE EXECUTOR

• In charge of economic and administrative
  management
• He is an individual administrative body
• Takes an active part in the work of every
  collegiate administrative body
• Responsible, by mandate, of administrative and
  services staff

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A NETWORK MANAGER?

• University could be defined as a network of
  activities, management and economic flows,
  defined by power relations
• The network must achieve certain institutional
  goals
• Each network node (stakeholders) has its own
  interests and its corresponding quota of power
  to protect them