© dezernat planung, entwicklung u. controlling 22.09.2010 perspectives of the universities...
TRANSCRIPT
© Dezernat Planung, Entwicklung u. Controlling 22.09.2010
Perspectives of the universities
Administration vs. Management
- The Excellence Initiative from inside
HUMANE 22nd/23rd of June, Konstanz
Manfred Nettekoven
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© Dezernat Planung, Entwicklung u. Controlling 22.09.2010
Strategy development at universities - Why and how?
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© Dezernat Planung, Entwicklung u. Controlling 22.09.2010
1870 1880 1890 1900 1980 1990 1996 1998 2000 2005 2006
Jahr
“University Freedom” Law (deregulation)Independence from the state governmentChange of legal form
Opening as “Königlich Rheinisch-Westphälisch Polytechnische Schule”(10.10.1870)
Global budget
The end of the hibernation
An
zah
l Stu
die
ren
de
BolognaExcellence Initiative
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© Dezernat Planung, Entwicklung u. Controlling 22.09.2010
Constitutional reform in 2006
The joint task „Hochschulbau“ was discontinued (lapse of article 91a GG)
The Federal Republic of Germany focuses only on investments in research (article 91 b GG)
Transitional arrangement until 2013/2019 (article 143 c GG)
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© Dezernat Planung, Entwicklung u. Controlling 22.09.2010
…leads to problems concerning investments, the German Science council on scientific matters calls the constellation as specified below „financing trap“
Constitutional reform in 2006
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© Dezernat Planung, Entwicklung u. Controlling 22.09.2010
Make 1.3 out of 1.9 billion!
Investments throughout Germany
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© Dezernat Planung, Entwicklung u. Controlling 22.09.2010
With the deregulation changes in the budget sector arose
3 areas are affected:
1. Basic funding
2. Performance-based rewards
3. Innovation
What followed was a budgeting exercise, starting with
- Operational budget
- Budget for human resources,
- Facilities
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© Dezernat Planung, Entwicklung u. Controlling 22.09.2010
Increasing relevance of output control
Performance agreements as a vehicle to support this (output-orientated) change
Discretionary resources are necessary to fund performance agreements
Key performance indicators
Controlling
Commercial accounting instead of the traditional cameralistic accounting
With the deregulation changes in the budget sector arose II
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© Dezernat Planung, Entwicklung u. Controlling 22.09.2010
Not all the budgetary lines are involved, allocation of personnel is often omitted
Area is facility allocation, remains the „final frontier“
Management of funds and ressources
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© Dezernat Planung, Entwicklung u. Controlling 22.09.2010
International trend
Two possibilities
Evaluation-based basic funding of university research spreads out. But: quantitative indicators and peer review are associated with problems. (e.g.: Great Britain, Australia)
Alternative possibility: selective ad hoc financing, which do not touch the basic funding, to reach quality improvements of research (’excellence initiative’).
There have recently been attempts of this type of initiatives in Canada, Japan, the Netherlands and recently also in Germany (ExIni).
Chance: additional resources through competition
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© Dezernat Planung, Entwicklung u. Controlling 22.09.2010
Rectors or presidents more often „from outside“, partially recruited by headhunters
Chancellors often become vice-presidents for a limited period, „lawyers privilege“ is abolished (1999)
Establishment of full-time deans (Hamburgisches Hochschulgesetz, Hochschulmedizingesetz NRW)
Effects on the staff
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© Dezernat Planung, Entwicklung u. Controlling 22.09.2010
Portfolio-Management, Hybrid-universities, SWOT-analyses
Cooperation with research centers, as for example: KIT (Karlsruhe), JARA (Aachen)
Professionalization of management and of strategic and relevant business processes (appointments of professors)
SAP and „Datenlotsen“ etc., software for traditional business administration is going to be more relevant
Effects on the strategy
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A new strategy paper for the RWTH Aachen university, why?
Graduate School
Aachen Institute of Advanced Study in Computational Engineering Science (AICES)
Future Concept
RWTH 2020 – Meeting Global Challenges
Excellence Cluster
Ultra High-Speed Mobile Information and Communication (UMIC)
Integrative Production Technology for High-Wage Countries
Tailor-Made Fuels from Biomass (TMFB)
© Dezernat Planung, Entwicklung u. Controlling 22.09.2010 14
The future concept of the RWTH Aachen university
Solve with the help of
Improvement of the fundamental understandingStrengthen the cooperation between disciplins and partnersRaising of consciousness of students and employees of the RWTH Aachen universityEstablishment of appropriate management structures
Vision
Global challenges availability of energy water supply chronic diseases demographic change work – life balance ...
© Dezernat Planung, Entwicklung u. Controlling 22.09.2010
A new strategy paper for the RWTH Aachen university, why?
The „new rectorate“ (Schmachtenberg) saw it as
his task to continue the future concept and to
develop a strategy for all areas.
Reasons
Strategy concept „RWTH 2020 : Meeting Global Challenges“ (excellence initiative) is focused on research, it does not include any other area of activity
The development of a „holistic“ strategy concept served as an essential element of the renewal proposal: Future concepts for the second phase of the excellence initiative (Beginning 10/2012).
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Applied system
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© Dezernat Planung, Entwicklung u. Controlling 22.09.2010
Applied system
Otmar von St. Gallen
Effizienz: „Die Dinge richtig tun!“
Eff
ekti
vitä
t: „
Die
ric
hti
gen
Din
ge
tun
!“
Hauptprozesse Forschung
1. Allokation Haushalt
2. Akquise Projekte
3. Akquise Großprojekte
4. Akquise Industrie
5. Akquise Investitionen
6. FP 1: Publikationen
7. FP 2: dis. Projekte
8. FP 3: interdis. Proj., SFB`s
9. Akquise Cluster
10. Personalgewinnung
11. Personalentwicklung
12. Diversity Recruiting
- 0 +
-
0
+
Maßnahmen
1
4
5
23 7
8
9
10
11
6
Strukturen schaffen
Prof. Stellen
Planung & Führung
Image (CI)
Zukunftsthemen
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Effizienz: „Die Dinge richtig tun!“
Eff
ekti
vitä
t: „
Die
ric
hti
gen
Din
ge
tun
!“
Hauptprozesse Forschung
1. Allokation Haushalt
2. Akquise Projekte
3. Akquise Großprojekte
4. Akquise Industrie
5. Akquise Investitionen
6. FP 1: Publikationen
7. FP 2: dis. Projekte
8. FP 3: interdis. Proj., SFB`s
9. Akquise Cluster
10. Personalgewinnung
11. Personalentwicklung
12. Diversity Recruiting
- 0 +
-
0
+
Maßnahmen
1
4
5
23 7
8
9
1010
1111
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Strukturen schaffen
Prof. Stellen
Planung & Führung
Image (CI)
Zukunftsthemen
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Applied system
stra
tegi
sch
norm
ativ
oper
ativ
Strat. führbareUni mit FZJ
und UKA
Synergien schaffen(komparative Vorteile)
MeinungsführerschaftForschungsqualitätDrittmittelfähigkeitGroßprojektfähigkeitStudienerfolgsquoteAbsolventenqualität
Planungs- u.Führungssystem
Strukturergänzungen: (CC, Cluster, Forschungs-institute)
Sonderprofessuren
JARA-Institute
Exzellenz =
Qualitatives Wachstum
Hochleistungs-kultur
Einzelstrategien (je Entität)
Planungs-/Führungsproz.
Ergänzungsflächen (Lehre)
Campus (Melaten/ Westbhf.)
Zukunftskonzept 3. Linie
Zukunftskonzept Lehre
Gender-Programm
Personalwachstum&Entwickl.
Flächenwachstum
CI / Image / Marke
Campus (Industrie-Immatr.)
Forschungs-Großprojekte
Medizin u. Technik-Programm
Leistungsprinzip
Kooperationsbereitschaft
Veränderungsbereitschaft
AktivitätenStruktur Verhalten
Gemeinsames Bewusstsein
• Zukunftsorientierung• Interdisziplinarität• Internationalisierung• Qualität der Forschung• Qualität der Lehre• Gender & Diversity• Wettbewerb
stra
tegi
sch
norm
ativ
oper
ativ
Strat. führbareUni mit FZJ
und UKA
Synergien schaffen(komparative Vorteile)
MeinungsführerschaftForschungsqualitätDrittmittelfähigkeitGroßprojektfähigkeitStudienerfolgsquoteAbsolventenqualität
Planungs- u.Führungssystem
Strukturergänzungen: (CC, Cluster, Forschungs-institute)
Sonderprofessuren
JARA-Institute
Exzellenz =
Qualitatives Wachstum
Hochleistungs-kultur
Einzelstrategien (je Entität)
Planungs-/Führungsproz.
Ergänzungsflächen (Lehre)
Campus (Melaten/ Westbhf.)
Zukunftskonzept 3. Linie
Zukunftskonzept Lehre
Gender-Programm
Personalwachstum&Entwickl.
Flächenwachstum
CI / Image / Marke
Campus (Industrie-Immatr.)
Forschungs-Großprojekte
Medizin u. Technik-Programm
Leistungsprinzip
Kooperationsbereitschaft
Veränderungsbereitschaft
AktivitätenStruktur Verhalten
Gemeinsames Bewusstsein
• Zukunftsorientierung• Interdisziplinarität• Internationalisierung• Qualität der Forschung• Qualität der Lehre• Gender & Diversity• Wettbewerb
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© Dezernat Planung, Entwicklung u. Controlling 22.09.2010
„reality landing“
No scientific institution can become successful without an accepted and communicated strategy
For this reason simplifications are necessary!
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© Dezernat Planung, Entwicklung u. Controlling 22.09.2010
Elements of the strategy development
Values Visions Objectives Strategies
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© Dezernat Planung, Entwicklung u. Controlling 22.09.2010
The strategy process…
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© Dezernat Planung, Entwicklung u. Controlling 22.09.2010
…a comprehensive process within the universities
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© Dezernat Planung, Entwicklung u. Controlling 22.09.2010
Workshops
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© Dezernat Planung, Entwicklung u. Controlling 22.09.2010
Genesis / Milestones
02.04.09 : Presentation in the strategic council
24.06.09 : 1. discussion with the members of the strategic council
18.07.09 : 1. workshop held in the strategic council
10.09.09 : Statement in the University council meeting
24.09.09 : 2. discussion in the strategic council
01.10.09 : 2. workshop
29.10.09 : Discussion in the senate:
approval of „strategy RWTH 2009 - 2020“
12.11.09 : University council meeting
approval of „strategy RWTH 2009 - 2020“
18.11.09 : The rector addresses an email to all professors/ groups / departments - the strategy paper is attached
29.01.10 : Official presentation in the context of the event „RWTH transparent“
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Project status
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!Erarbeitung
ab 01/2010
© Dezernat Planung, Entwicklung u. Controlling 22.09.2010 26
Strategy RWTH 2009 - 2020
© Dezernat Planung, Entwicklung u. Controlling 22.09.2010
Projects carried out within the strategy program
With respect to the fields of competitions the following twelve projects are considered as crucial:
(1) Target and performance agreement with the faculties, technical groups and the rector‘s office
(2) Aim to raise the number of scientists working for the RWTH
(3) Image (corporate identity, marketing-PR)
(4) Provide structures (enabling large scale projects)
(5) Campus (industry matriculation, Campus GmbH)
(6) Work on future teaching strategies
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© Dezernat Planung, Entwicklung u. Controlling 22.09.2010
Projects carried out within the strategy program (2)
(7) Personnel development programs/ Career advancement
(8) Provide construction ground (investment in university construction/ campus)
(9) Excellence Initiative concept
(10) Focus on medicine and engineering
(11) Research alliance with Jülich
(12) Process of finding topics for the future (events, studies, forums, public discussions)
The order of the listed projects does not represent an hierarchical arrangement and is therefore no indicator of the projects significance.
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© Dezernat Planung, Entwicklung u. Controlling 22.09.2010
Project team
Under the direction of:Herr Thomas TrännappDipl. Sozialwirt
Leiter der Abteilung Struktur u. Forschung
Stellvertretender Leiter des Dezernates Planung, Entwicklung u. Controlling
Change ManagementHerr Giuseppe StrinaPrivatdozent Dr.-Ing. M.A.
SupportHerr Olaf GockelDipl.-Kfm.
Leiter des Projektteams Exzellenzinitiative
Abteilung Struktur u. Forschung
Frau Carla SplinterDipl.-Ing.
Referentin des Strategierats
Abteilung Struktur u. Forschung
Frau Jennifer Derichs Abteilung Finanzplanung u. Controlling
SekretariatZugriff auf Kapazitäten des Dezernats Planung, Entwicklung und Controlling
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© Dezernat Planung, Entwicklung u. Controlling 22.09.2010
Thank you for your attention!
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