University governance and autonomy

1

• University governance and autonomy
• September 2008
• PRIUM site visit
• Rosette SJegers
• Vice rector for Education

2
Governance mechanisms

• Originally Vrije Universiteit Brussel was
  characterised by a dual model
• decentralised academic decisionmaking at the
  level of
• 8 faculties, fully responsible for education and
  research
• centralised administrative services (finance,
  human resources, registration, etc...) steered by
  sub-committees of the University Board

3
Disadvantages of decentralised approach appear

• As university expands towards 9000 students, 1600
  members of academic personnel and 130 ba and ma
  programs
• As stronger competition from other educational
  networks (institutes for higher education /
  hogescholen) is building up in Brussels
• As political impact of Brussels is weakening in
  Belgium

4
SWOT analysis of the mid-90s shows a number of
internal weaknesses

• Absence of performance indicators and evaluation
  tools
• Variability of teaching quality
• Lack of consistency in external and internal
  communication
• Need for greater transparency and effectiveness
  in decision making
• Corporate governance dominated by a variety of
  committee activities resulting in never ending
  discussions

5
1995 ? up till today

• Reforms towards a stronger governance and
  steering power
• Important progress at the level of quality
  assessment of academic programs and academic
  staff (internal external evaluation tools)
• Competitive organisation of research funding and
  introduction of research valorisation schemes
• Central academic steering potential reinforced by
  central services for education, research and
  student-affairs (headed by vice-rectors)
• Central administrative services headed by
  director general

6
Administrative structures

• RECTOR University
  Board
• 
  
• Rectoral College Governing
  College
• --------------------------------------------------
  -----------------------------
• Central academic services headed by Rector
• Rectors office
• Vice-rector for educations office
• Vice-rector for researchs office
• Vice-rector for student affairs office
• Central administrative services headed by
  director general
• Director generals office
• Facility management
• Personnel administration
• Technical support
• Financial administration
• Budget and corporate finance
• ICT
• Faculties headed by deans
• Autonomous entities

7
Governance bodies
8
Main pitfalls for implementing change

• Composition of university board and need for
  internal consensus / support
• Length of decision procedures and lack of clear
  cut delegation between governance bodies and
  councils/committees
• Need for more efficient cohabitation between
  rectoral services and top administration

9
Composition of University Board

• Members
• Rector and vice-rectors
• 8 deans
• 8 representatives academic staff
• 8 representatives assistant academic staff
• 1 representative central academic staff
• 4 representatives administrative and technical
  staff
• 8 students
• 1 alumnus
• 6 external members including the President of the
  Board
• Consultants
• Administrative directors

10
Length of procedures

• Example change in central exam rules
• First draft from vice rectors office submitted
  to
• Curriculum committee (academic representatives
  from 8 faculties) supporting the Education
  Council
• ? discussions at faculty level 8 faculty
  boards interfaculty administration committee
• ? adapted draft submitted to curriculum
  committee
• ? Board of Deans
• ? Education Council
• ? University Board
• Estimated length of procedure ? 1 year!

11
Cohabitation between rectorate and top
administration

• Slow decision making leads to slow implementation

12
Implementation issues
13
Cohabitation between rectorate and top
administration (bis)

• Stakeholder conflicts students versus staff
  versus administration
• Lack of external benchmarks and best practices
  (as well from the education sector as from other
  business)
• Passive attitude towards funding

14
Change projects reality...
15
Governance challenges in context of change
- decision levels and organisational
structure (empowerment of departments versus
centralisation) - scale versus specialisation -
cooperation versus competition - attraction and
motivation of human resources