TATIONpRÆSEN AARHUS UNIVERSITET 1 AARHUS UNIVERSITET Aarhus University - The new administration.
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Transcript of TATIONpRÆSEN AARHUS UNIVERSITET 1 AARHUS UNIVERSITET Aarhus University - The new administration.
TATIONpRÆSEN
AARHUSUNIVERSITET
1
AARHUSUNIVERSITET
Aarhus University- The new administration
DIRECTOR OF RESEARCH SUPPORT JOHN WESTENSEE JUNE2012
AARHUS UNIVERSITY IN BRIEF
Bachelor 17,504
Master 16,395
Part-time Master etc. 5,176
PhD 1,891
Total no. of students: 40,966
IHA 2,600
STUDENTSAcademic staff 4,446
Academic staff (part-time)
2,028
Administrative/technical staff
4,725
Total no. staff members:
11,199
IHA 183
STAFF
Annual report 2008
Annual report 2009
Annual report 2010
Budget 2011
Budget2012
(incl. IHA)
Million € (2012 level) 699 739 768 810 833
FINANCES
DIRECTOR OF RESEARCH SUPPORT JOHN WESTENSEE JUNE2012
A STRONG POSITION TO BUILD ON
DIRECTOR OF RESEARCH SUPPORT JOHN WESTENSEE JUNE2012
SITUATION BEFORE THE CHANGE
Original university with 5 faculties
Merged with a business school, teaching university and two government research institutes (agriculture and environment)
Went from 5 to 9 faculties, but with no real integration and harmonisation – eg. different finance systems
No scientific integration
DIRECTOR OF RESEARCH SUPPORT JOHN WESTENSEE JUNE2012
SITUATION BEFORE THE CHANGE IN THE ADMINISTRATION
Local administrations at departmental, faculty and university level
Many generalists, few specialists and no critical mass
Duplication of effort and many layers to go through when dealing with an issue.
Not a strong university profile. Faculties having local agendas
Weak links between strategy and reality
DIRECTOR OF RESEARCH SUPPORT JOHN WESTENSEE JUNE2012
SITUATION AFTER THE CHANGE
Went from 9 to 4 faculties
Went from 55 to 26 departments
Integration of scientific disciplines to promote interdisciplinarity
Very small administrations in departments and faculties
General administration delivered through administrative centres managed by central administration and employed by central administration
Rector and deans share management responsibility (co-located)
DIRECTOR OF RESEARCH SUPPORT JOHN WESTENSEE JUNE2012
GUIDING PRINCIPLES FOR THE NEW ADMINISTRATION
Allow researchers and academic leaders to focus on core activities
Handling of cases at one administrative level and two levels at the most
Specialization of functions in order to professionalize services
Ensuring a critical mass with a view to reducing vulnerability
Standardized and digital solutions to enhance efficiency
Strong focus on the wishes and needs of end users
DIRECTOR OF RESEARCH SUPPORT JOHN WESTENSEE JUNE2012
A SINGLE UNIFIED MANAGEMENT WHERE DEANS HAVE THREE RESPONSIBILITIES
DIRECTOR OF RESEARCH SUPPORT JOHN WESTENSEE JUNE2012
NINE AREAS OF ADMINISTRATIVE SPECIALIZATION
AU Strategy
AU Research and Talent
Office of the senior
management
AU Knowledge Exchange
AU Finance and Planning
AU HR
AU IT
AU Studies
AU Communicatio
n
University director
Support of 4 core
AU function
s
General administrative support
DIRECTOR OF RESEARCH SUPPORT JOHN WESTENSEE JUNE2012
FOUR ADMINISTRATIVE CENTERS
Administrative centers
AR, ST, HE and BSS
AU STUDIES
AU FINANCE AND PLANNING
AU COMMUNICATION
AU IT
AU HR
AU RESEARCH & TALENT
26 Institutes
Coherent and
responsive services
Specialized services
4 directors of liaison
DIRECTOR OF RESEARCH SUPPORT JOHN WESTENSEE JUNE2012
EXAMPLE: AU RESEARCH AND TALENT
Administrative Center,
AR
Administrative Center, ST
Administrative Center,
HE
Administrative Center,
BSS
Back-office: Research Support
Back-office: Talent Development
Back-office: International Center
DIRECTOR OF RESEARCH SUPPORT JOHN WESTENSEE JUNE2012
RESEARCH SUPPORT
Director(1 AU/AUH)
IT/library (3 AUH)Secretary (1 AUH)
Strategy(3 AU)
Post Award(4 AU)
Manager of Pre Award(1 AU/AUH)
HEALTH(3 AUH/2 AU)
ARTS+ BSS(5 AU)
Science & Technology(3 AU/1 AUH)
DIRECTOR OF RESEARCH SUPPORT JOHN WESTENSEE JUNE2012
FACTS ABOUT RESEARCH SUPPORT
Started April 2002 with one person and focus on pre award
27 staff servicing the university and hospitals and including strategy and complex post award
External funding level: 15% of total university budget – 40-50% of total research budget
FP7: +200 projects, 21 ERC grants, success rates – 20% ERC, 40% cooperation, 50% Marie Curie
Strategic focus from the start on ERC
Attracts 25-30% of all national funding
DIRECTOR OF RESEARCH SUPPORT JOHN WESTENSEE JUNE2012
SUCCESS FACTORS
Heavy focus on users – RSO seen as team member
Training of young and experienced staff
Pro-active contact to researchers
Experienced and highly professional staff
Knowledge of local expertise
Focusing of application effort – fewer proposals and more grants
Close link between strategy, proposal and project management (project life cycle) – kind of one-stop-shop
DIRECTOR OF RESEARCH SUPPORT JOHN WESTENSEE JUNE2012
STRATEGIC PLAN FOR PRE AND POST AWARD (MATRIX)
Three types of projects
Unique, large-scale projects
Complex, multi-partner projects
Simple projects
Three types of phases – who does what?
Idea generation
Pre award
Post award
DIRECTOR OF RESEARCH SUPPORT JOHN WESTENSEE JUNE2012
STRATEGIC WORK
Secretariat for research committee (dean and the four vice deans for research)
Internal funding: Interdisciplinary centers, ideas programme
Research strategy: Funding, Research Management, Excellence, Visbility, Research Environment
Support strategy for researchers
AU Research Forum
Preparing agenda
Funding initiatives and links to (international) recruitment
DIRECTOR OF RESEARCH SUPPORT JOHN WESTENSEE JUNE2012
STRATEGIC WORK (MATRIX)
Three types of processes
Political
Funding programmes and visibility (6 interdisciplinary working groups)
Internal mapping (mapping through interdisciplinary groups)
Four kinds of parties
Rector/dean
Research committee
Researchers
Support office
DIRECTOR OF RESEARCH SUPPORT JOHN WESTENSEE JUNE2012
PITFALLS
Too many changes at once – almost all connections between administrators and researchers changed
Perceived to be too much a top-down process
Communication internally and externally
Uncertainty among administrative staff (going from generalists to specialists)
Sense of A and B class of staff
DIRECTOR OF RESEARCH SUPPORT JOHN WESTENSEE JUNE2012
CRITICAL SUCCESS FACTORS
Clear vision
Willingness to focus resources
Develop a customer approach to academics
Coordinate overall strategy with local initiatives
Focus on interdisciplinarity and societal challenges
Short decision making structure and process
Evidence-based strategy
DIRECTOR OF RESEARCH SUPPORT JOHN WESTENSEE JUNE201220
Thank youJohn Westensee, Director, AU Talent and Research, Research Support
E-mail: [email protected]