9 MARCH2011 The Aarhus University of the Future STAFF MEETING, 9 MARCH 2011 AARHUS UNIVERSITY
MAKING A STRONG UNIVERSITY EVEN STRONGER We have the courage to challenge the university s vision We will make room for freedom and transcending boundaries We will invent flexible solutions to society s complex challenges Aarhus University working for deeper connections
The The Triple Humboldt Modern Helix University Talent development PhDs Post docs Students Research Research projects Professors Education Studies Research programmes Lifelong learning Knowledge exchange Contracts
The modern Aarhus University The The modern triple Humboldtuniversity helix university AU Expenses per core activity Talent development PhDs Talent development 24% Post docs Students Research Research projects Professors Education Studies Research 33% Education 31% Research programmes Lifelong learning Knowledge exchange Contracts Knowledge exchange 12%
The motivation for change 'We must organise the Aarhus University of the future to enable us to contribute even more to meeting our society's challenges' Climate change Food supply Mass migration Health Security Energy Globalisation... A complex world with complex interconnected challenges which transgress disciplinary boundaries - with regard to causes, consequences and solutions
This is why we have a simple, common goal 'We will create a university which unifies deep expertise in the core disciplines with interdisciplinary cooperation in close and flexible cooperation with the world around us' Deeper connections - greater coherence
We can and must meet these challenges Challenges Research: increased global competition for results and funding Talent development: the university must be able to attract and develop the brightest talents Knowledge exchange: increasing demand for university to produce knowledge for society Education: universities must contribute to raising the educational level of the population Solutions Greater focus and room for creativity across the entire university Priortise a creative, open atmosphere which encourages the individual to take responsibility and pursue his ideas freely An organisation which answers society's need for knowledge A freer inner education market, new interdisciplinary degree programmes and closer cooperation with employers
The four dimensions of change Organisation: From nine to four main academic areas, from 55 to 26 departments, programmes in same location - a unified university with fewer borders Management: From ten managements to one single management with cross-cutting responsibility and specific responsibilites for research, talent development, knowledge exchange and education - a unified management with joint responsibility for the entire university Finance and administration: A common financial model, standardised, quality service for the whole university; from three to twolevels of administration a single university without administrative borders Cross-cutting activities: Six interdisciplinary research centres, AU Forum for each core activity, etc. - collaboration across borders from day one
ORGANISATION
Arts
Science and Technology
Health Sciences
Business and Social Sciences
MANAGEMENT
A single unified management Premise: Every leader focusses on his or her sphere of responsibility Goal: We will ensure a common focus on academic excellence by creating a unified executive management with responsibility for the whole university The new executive management: The university's senior management group includes the rector, the pro-rector, the university director and four deans The role of the deans: Academic and financial responsibility for a main academic area Responsibility for one core area: research, talent development, knowledge exchange and education Responsibility rotates each year
AU s Management
FINANCE AND ADMINISTRATION
New guiding principles From generalists to specialised functions and staff members From a variety of systems and processes to widespread standardisation (90% standard, 10% necessary deviation) From local traditions for levels of service to explicit agreements on service level based on users' needs (a well-defined client/supplier relationship) From local management and local service to central management and local service From administrative processes at many levels to processes involving at most two levels
AU Administration - a new unified administration What is AU Administration? AU Administration will consolidate all administrative activities at AU into a single, unified administration AU Administration will consist of the current central administration in addition to the current faculty administrations, in addition to departmental staff whose job functions will be transferred to AU Administration AU Administration will have two main components: a central administration (back office) and local administrative centres (front office). All AU Administration employees will report either directly or indirectly to one of the nine deputy directors Does this mean that there will be no local administration at main academic area level? The administrative centres at the main academic areas will be part of the unified AU Administration. This will ensure a close relationship to the users of our services
AU Administration - a new unified administration What is the role of the administration managers in AU Administration? Each administrative centre will have an administration manager at the same organisational level as the deputy directors who reports to the university director. The administration manager will function as to coordinate AU Administration and teaching and research programmes, without responsibility for personnel What about departmental administration? The departments will be supported by the administrative centres, but there will also be local administration to the extent necessary (for example, secretarial functions)
AU Administration - a new unified administration Which staff member will be part of AU Administration? All employees who perform administrative job functions within an area headed by a deputy director (HR, Finance, etc.) are part of AU Administration and report to a deputy director Does this mean that all of these staff members will be gathered in the same location? No - organisational placement is not equivalent to geographical location How will the deans be supported? The deans will be supported by AU Administration, but they will also have a smaller secretariat at main academic area level headed by a chief adviser How will staff and students be supported? AU Administration will be organised so as to offer a single, simple point of access to administrative service Where can I get more information about the new administration? Local meetings in the near future Joint meeting for all administrative staff on 24 March The report on The Aarhus University of the Future (in Danish) The Avis om Fremtidens Aarhus University - distributed today www.medarbejdere.au.dk/
A shared financial model Goal: A single activity-based financial model for the entire university will lead to transparency and make new initiatives easier to launch and existing initiatives easier to prioritise: the money will follow the activity (and not the reverse) Three key principles: 1. All resources will be linked to the individual activities 2. Management will be based on an accurate calculation of costs 3. Long-term financial management will ensure that resources are allocated proportionate to the time frame for each activity
CROSS-CUTTING CORE ACTIVITIES
NEW INTERDISCIPLINARY ACTIVITIES RESEARCH Lauch of a transparent selection process with identification and evaluation of potential new interdisciplinary research centres Process: Description - international evaluation - selection Selected centres to be awarded basic grant Six interdisciplinary research centres - including basic grant Centre for Food, Nutrition and Health Centre for Global Change and Development Centre for isequencing Neurocampus Centre for Integrated Register-based Research Centre for Arctic Research An AUFF initiative: AU IDEAS (visionary and original project ideas) Project Development (1-2 yrs. with up to DKK 500,000 per applicant) Pilot Centres (3-5 yrs.; up to DKK 3-7.5 million)
NEW CROSS-CUTTING INITIATIVES TALENT DEVELOPMENT Four new graduate schools supported by a joint PhD administration Graduate School of Arts Graduate School of Science and Technology Graduate School of Health Sciences Graduate School of Business and Social Sciences An AUFF initiative: Aarhus Institute of Advanced Studies Designed for exceptionally talented younger researchers from all over the world Opportunity to work in a stimulating, international and interdisciplinary environment Opportunity to pursue own research interests for two to three year period Opportunity to create new international research growth centres (incubators) Independent managerial structure with international experts and Advisory Board Seed grant of DKK 10 million annual for five years
NEW CROSS-CUTTING INITIATIVES KNOWLEDGE EXCHANGE Four new national centres - including basic grant National Centre for Environment and Energy National Centre for Food and Agriculture National Centre for Culture and Learning National Centre for Particle Therapy Prioritised and strengthened tech transfer and commercialisation New strategy and new partnership with MedTech Innovation Center Strategic partnerships in the areas of agriculture, food and environment The initiative will receive financial support to promote the strategy and the partnership Consolidation of library services in Aarhus University Library
NEW CROSS-CUTTING INITIATIVES EDUCATION "AU Educational IT Promote development of students' and teaching staffs' skills "Interdisciplinary Centre for Entrepreneurship and Innovation Consolidate and develop a range of educational activities Develop training, continuing education, skills development, etc. in entrepreneurship Close cooperation with relevant research and teaching programmes Improving the study environment Renovation of the Aarhus Student House Establish more study places in connection with reorganisation of library services The study environment will be supported throughout the development process
Funding for strategic initiatives: On 17 June 2010, the Board established a strategic financial management fund of DKK 200 million annually, or DKK 1,150 million for the period 2011-2016. DKK 380 million to finance academic development plans at the four new main academic areas DKK 305 million for the management pool DKK 465 million for interdisciplinary and integration-oriented initiatives DKK 100 million from The Aarhus University Research Foundation A total of DKK 1,250 million are allocated for strategic initiatives in the period 2011-2016.
THE NEXT STEPS
The next steps What won't change: All of AU's core activities in the areas of research, talent development, knowledge exchange and education will continue. For example, all degree programmes will be offered as usual 2011 a transitional year The remaining vice-deans and new dept. heads expected to be appointed by 1 July New departments will be established shortly thereafter New structure of boards of studies in place by autumn elections 1 November Budget for 2012 will reflect the new structure New budget model in effect starting in 2013 Geographical reorganisation Reorganisation affecting existing buildings (primarily Arts and Business and Social Sciences) expected to take place in 2011 and 2012 Moves to new facilities (primarily Health and Science and Technology) within five years Selected activities will be transferred from Emdrup to Aarhus (short to medium term), staff will be informed of specific plans as soon as they are finalised
The next steps The implementation organisation Temporary project organisation will be established - headed by university director The immediate future Meetings between deans and academic staff at main academic areas Joint and local meetings of administrative staff Open meeting for students
Changes for staff Major changes: job responsibilities (for example, from several to one administrative area) geography (for example, transportation time increased by 20-30 min.) organisational (position level reduction) clarification of skills and competences and opportunity to express own preferences (formal process) Less comprehensive changes: Same responsibilities or more specialised responsibilities within same administrative area No or minor geographical relocation (within 8000C, for example) New manager(s) Interview with deputy director or deputy director representative Managers participate in manager process to help them support the process and their staff!
Clarification of reassignment preferences Two rounds First administrative managers Then administrative staff Process Clarification of competences and skills with assistance from external consultants Afterwards express 1-3 preferences and describe your most important competences Task force of deputy directors, adm. managers and senior consultants will match preferences to new positions If no match within three preferences, interview with immediate superior to discuss alternatives An effort will be made to find a place for everyone in the new organisation, but if you are unwilling to take on new responsibilities/new place of work, termination of employment is a possible outcome
Clarification of reassignment preferences Schedule Competence clarification: mid-march to late May Preference clarification for managers: mid- to late April Final decision on new function in organisation: late May Preference clarification for staff: early to mid-june Final decision on position in new organisation: late September
ALL IN ALL...
Result: more flexible, useful contributions to society Research The internal academic and organisational boundaries will be less prominent, and researchers will be free to combine the insights of different disciplines in their work - and to seek the answers to the big questions Talent development Promising young researchers form all over the world will benefit from the best possible conditions for interdisciplinary reseach and collaboration with our most eminent researchers. The result will be a new generation of researchers born into an interdisciplinary mindset Education It will be easier to exchange and develop degree programmes, courses and teaching across main academic areas and departments. Society will benefit from graduates who think and act in an interdisciplinary spirit - and who also possess a deep expertise in their core discipline Knowledge exchange AU places all of its resources at the disposal of government and industry, with clear points of contact and forms of collaboration
Freedom to seek deeper connections - greater coherence