2003/12/18 , vilnius

KKą daryti, kad iki 2006m. Lietuva ą daryti, kad iki 2006m. Lietuva perimtų aukštojo mokslo valdymo perimtų aukštojo mokslo valdymo bendruosius principus (pasaulinę bendruosius principus (pasaulinę patirtį)?patirtį)?

2003/12/182003/12/18, , VilniusVilnius

Petras BarPetras BarššauskasauskasTarptautinė aukštoji vadybos mokykla (ISM)Tarptautinė aukštoji vadybos mokykla (ISM)

Konferencija – “Lietuvos aukštojo mokslo valdymas”Konferencija – “Lietuvos aukštojo mokslo valdymas”

European Higher Education AreaPriorities*

Social dimension (aiming and strenghtening social cohesion)Higher Education – public good and public responsibilityInternational academic cooperationCoherence with the EU Lisbon and Barcelona processClose links between HE and R&DPreservation of European cultural richnessCooperation among European HE InstitutionsFundamental role of student organisations

*Comunique of the Conference of Ministers responsible for Higher Education in Berlin, 19/09/2003

P. BarP. Barššauskasauskas 2003/12/182003/12/18, , VilniusVilnius


Pressures on European Universities

From national governments: pressure on higher education institutions to increase the number of students, generally without an equivalent increase in fundingFrom the European Union: pressure to help retrain an underskilled workforce both by increasing the number of vocational courses and by increasing the vocational content of existing courses From international competition: students are increasingly living in a world where large scale mobility is possible and detailed information about alternative educational activities is increasingly available



Consequences of the Pressure on European Universities

Universities have been encouraged to increase their student numbers (generally with limited additional financial support)To increase the vocational content of their courses. To reduce their course lengths; and to increase their 'European dimension' Universities also have to survive in a world where increased competition has arisen. To that is added the need for universities to increase their contribution to lifelong learningIn meeting these demands, institutions will have to: Teach older, and more experienced, learners Broaden their range of subjects; and Provide their courses in more flexible ways



The Challenge for Higher Education

The new learnersThe new subjectsThe new organisation More short courses More flexible course structures More flexible delivery of teaching More guidance and support Accreditation Credit accumulation



BILL for Act on Universities

in Denmark (University Act*)Governance Regulations

Board Rector Academic Council

*University Act entered into force on 1 July, 2003*Board shall be set up by 1 January, 2005*Preparation of the act - 2000 and 2001 (2 self-

governing universities: Danish U-ty of Education and Technical U-ty of Denmark)

*Similar reforms active in NO, FI, SE, A and NL



BILL for Act on Universities proposes:

That universities become self-governing institutions To reduce central control and increase academic self-government To strengthen the university education and research To improve the interaction with society, including the private business sector



General Notes on the University Act

More attractive and improved conditions for research in order to attract national as well as international studentsTo strengthen university management by allowing universities to make decisions, act and develop on their own – in particular for the educational sectorGreater degree of freedom is necessary for the universities and less central control and provisions. This is in order to change more rapidly so universities meet social needs and expectations



University Board

The Board shall administer the university funds and real estate to ensure that they benefit the university purpose as far as possibleThe Board sets up the university charter and amendmentsThe Board employs and dismisses Rector and dismisses on Rector’s recommendation the university executive management



Composition of BoardThe Board shall be composed of external members (comprising a majority) and members representing the scientific staff and studentsThe external members are selected on the merit of their personal qualifications and appointed for a period of four years The external members shall be experienced in management, organisation and economy; this includes evaluation of budgets and accounts



RectorRector shall undertake the day-to-day management of the university within the framework laid down by the BoardRector shall be an acknowledged researcher within one of the university disciplines Rector shall be an experienced manager and organiser with knowledge of university activities and relationship with societyRector employs and dismisses Heads of Faculty if the university is split up into main areas



Academic Council

Make statements to Rector on the internal distribution of fundsMake statements to Rector on central strategic research questions and educational issues and plans for knowledge exchangeMake recommendations to Rector on the composition of academic committees to assess applicants for scientific positionsAward the Ph.D. degree and the higher doctoral degree



CASE: Technical University of Denmark (DTU). Background

Main institution for engineering education and research in Denmark (programmes in all traditional engineering fields)

The number of students stagnated in the 1990's, while society's need for engineers was growing Need for revitalization was identified, including a need for modernization of the building mass and the laboratory facilities



CASE: Technical University of Denmark (DTU).Background

The university’s relations with trade and industry have taken on more and more importanceApproximately half of the funding of research comes from external sources: trade and industry, ministries, as well as research councils and the EU contribute to the success of the universityUnder the University Act and special Bill DTU became an autonomous foundation in 2001



Necessity for the establishment of an efficient and effective management

Modernising DTU’s infrastructure: laboratories, classrooms, buildings and research facilitiesAttracting more students through more attractive educational programsRecruiting new instructors and researchers to replace those leaving the UniversityGreater degree of freedom in the administration of its capital than a state-owned establishment



The Act of DTU

Changed the legal and financial status for the UniversityChanged university management: established the University Board – with a majority of members from outside DTUCampus land and buildings transferred to the university itselfDTU entered into a commercial contract with the Ministry of Education



DTU Structure.Organisation and management

The Board is the top level of management, and day-to-day operations are handled by the RectorThe Board consists of appointed members from outside DTU (who constitute a majority)The aim was for the Board to possess the main non-academic competencies previously held by the SenateA Management Committee was formed whose members are the Rector, the Vice-Rector, the University Director, Deans of Education and one Dean of Research



DTU Organization Chart



Aukštojo mokslo valdymas Lietuvoje

Nėra nei aiškių prioritetų, nei realios strategijos aukštojo mokslo valdymui iš valstybės pusėsUniversitetų finansavimo sistema šaukte šaukiasi reformųPaskolų sistema visiškai neveikiaValdymą universitetuose būtina reformuoti: Universitetų tarybos – pasityčiojimas Vadovų rinkimo sistema: “rektorius – senato

įkaitas” Būtina pertvarkyti programas Būtina atnaujinti personalą ir t.t.



Problemos žinomos.KĄ DARYTI?

Esminis ir pirmas žingsnis: atlikti atitinkamas pataisas aukštojo mokslo įstatymeDidžiausia problema – kas tai galėtų įgyvendinti: Nerealu, kad reformas inicijuotų patys universitetai Švietimo ministerija - viena vargu, ar pajėgi ką

nors pakeisti LR Vyriausybė be politinės valios tokio sprendimo

nedarys

Taigi reikalingas aiškus politinis sprendimas, kurį vargu ar ryžtųsi padaryti bet kuri partija, ypač prieš rinkimus



Išvada

Panašu, kad ir toliau “klestėsime” ir visi šauksime, kad duokit daugiau pinigų!



Ačiū už dėmesį!



2003/12/18 , vilnius

Documents