MERGING STRUCTURES AARHUS UNIVERSITY EXPERIENCE

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1 MERGING STRUCTURES EXPERIENCE

2 MERGERS IN DENMARK universities in Denmark were merged into 8, and the state sector research institutions became part of the universities. Aarhus University was merged with: The Danish University of Education Aarhus School of Business The Danish Institute of Agricultural Sciences The National Environmental Research Institute The Engineering College, Aarhus

3 REORGANISING The mergers consequently involved a major reorganisation of Aarhus University initiated in 2011 and named The Academic Development Process. 9 faculties merged into 4 faculties and 55 departments merged into 29 departments and centres, located all over Denmark Faculty of Arts (Arts) Faculty of Science and Technology (ST) Faculty of Business and Social Science (BSS) Faculty of Health (HE)

4 NEW ADMINISTRATIVE STRUCTURE The four faculties were supported by four administrative front offices organised in four administrative centres. Administrative centres consisting of a mixture of administrative staff from the 9 administrative areas. The aim to professionalise and specialise the administrative staff leaving very few secretaries at each department/centre to deal with practical tasks. Each faculty, department/centre and administrative area had elected liaison committees and occupational health and safety committees. The departments also had a number of department councils. At faculty level there were academic councils, study councils and PhD committees. The committees overall consisted of elected members of staff (often union representatives and occupational health and safety representatives), students and members of management.

5 ADMINISTRATIVE STRUCTURE The majority of administrative/technical staff were organised into different administrative areas consisting of front- and back offices within each area: Human Resources Communication Research and Talent Finance and Planning Strategy IT Administrative Centre Arts Administrative Centre BSS Administrative Centre ST Administrative Centre HE Department Department Department Department Centre Centre Studies Knowledge Exchange ETC.

6 FOLLOW-UP ON THE ACADEMIC DEVELOPMENT PROCESS The follow-up, 2014 aimed at ensuring that the university is able to achieve its academic goals and that it continues to produce degree programmes and research of the highest quality. The Psychological Workplace Assessment in the spring of 2013 made it evident that it was necessary to focus on involvement and dialogue between management and staff. Staff and students were therefore involved in the follow-up process to a considerable extent. Involving the academic councils, the Main Liaison Committee, the student body, the administration and other relevant collegial and managerial bodies in accordance with the project plan. Necessary time for consolidation (3-5 years)!

7 ADJUSTMENTS TO THE ADMINISTRATION As of 1 st February 2015 As a general rule, each administration centre is responsible for its own administration. Better framework for performing administrative jobs best possible support for academics. Cooperation across the administration must be strengthened. The administration must continue to develop.

8 With the decisions we have just made, the organisation is now fundamentally falling into place. Tasks will be located where they will be carried out in future, and I expect that this will create the clarity regarding administrative support that the university wants, Jane Kraglund, January 2015 (former university director, )

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