the future state of higher education in europe

ThefuturestateofhighereducationinEurope

Miniscenariosfor2025

Commissionedby: EUROPEANCOMMISSIONDIRECTORATEGENERALJRCJOINT RESEARCH CENTRE Institute for ProspectiveTechnologicalStudies(Seville)KnowledgeforGrowthUnit

Client: ExecutiveAgencyforHigherEducationandResearchFunding,UEFISCSU

Project QualityandLeadershipinHigherEducation(POSDRU/2/1.2/S/3),

ActivityNumber: 1.3.2/1.51Deliverable: ThefuturestateofhighereducationinEurope Miniscenarios

for2025Version FinalversionSubmissionDate: January25th,2011.Projectteam: BodenMark,CagninCristiano,CarabiasVicente,ElenaPerez

Susana,FernandezAna,HaegemanKarel,KnnlTottiReportauthors: HaegemanKarel

Tableofcontents

1.Introduction

2.Methodology

3.Universitiesandsocietalchallenges

4. Scenarios forthefutureofuniversitiesinEurope

5.Fromscenariostoactions

6.Conclusions forthevisionbuilding process forthefutureofhighereducationinRomania

Annexes:

1.Listofissuesassessedbyuniversitymanagersandresearchers

2.Questionnaireforuniversitymanagers

3.Questionnaireforuniversityresearchers

1.Introduction

This report brings alternatives views on the future of higher education in Europe,based on an online survey among senior university managers and universityresearchers inEurope. It serves asan input for the vision building process for thefutureofhighereducationinRomania,aspartoftheproject"QualityandLeadershipinhighereducationinRomania".

The report starts with an outline of the methodology applied during the datacollection.Asafirstpartoftheresultsthenextsessionlooksatthewidercontextofuniversities in Europe, and relates the views of universitymanagers regarding therole of universities in their country/region in addressing societal challenges to theEurope2020strategy.Thenextchaptergoesmoreintodetail,andgivesanoverviewofthemainfindingsofthesurveyintermsofissuesthatpossiblyshapethefutureofhighereducationinEurope,bypresentingtheminasetofscenarios.Themostlikelyscenario is then translated into possible actions, using as a framework the policypriorities proposed by the European Commission in its Modernisation Agenda foruniversities in Europe. A concluding section translates those findings into guidingquestionsinsupportofthevisionbuildingprocessforthefutureofhighereducationinRomania.

2.Methodology

Thesurveywasdirectedtowardstwotargetgroups:senioruniversitymanagers,anduniversity researchers. Below some background information is given on the datacollectionforbothsurveys.

2.1Surveytosenioruniversitymanagement

Whatisaseniormanager?

Senior university managers are those persons who have the power andresponsibilitytomakedecisionstomanage(organiseandcoordinate)theuniversityasawhole(e.g.President,RectororPrincipal),adistinctunitoftheuniversity(e.g.DirectorofaSchool,Dean,HeadofDepartments),orconcreteresponsibilitiesforafunctionalarea(e.g.,VicePresidentforResearch,ViceRectorofExternalRelations,HeadofAccountingDepartment).

Selectionofuniversities

For the survey the list of 200 researchactive universities from the UniversityObservatorywereused. It includesuniversities from33ERAcountries (27MemberStatesandCroatia,Iceland,Israel,Norway,SwitzerlandandTurkey).Thenumberofuniversities per country has been calculated by using an HIndex1 that measuresboth the scientific productivity and the impact of publications. The number ofuniversitiespercountrywascalculatedaccordingtocountry'spositioninthescientificproduction index. Other alternative criteria were also checked (e.g. total publicexpenditure on education at tertiary level of education (ISCED 56) (millEuroPPS2005),relativelevels(%GDP),GERD(2006),orproductivityperR&Dinvestments)buttheyshowedmoreskewedresults.

TheparticularuniversitieswithinthecountrywereselectedbyusingtheirInstituteforScientific Information (ISI) academic output in 2008. Only articles linked to auniversityaddressfromtheselectedcountryin2008whereexported.TheselectionincludedthethreeISIdatabases:SCIEXPANDED,SSCI,A&HCI.

As theuseofoneyear totalproductionascriterion for theselectionofuniversitiescould be considered limited, we assured that the top European Universities(according toShanghai2,Leiden3 andTimes4 ranking)wereincludedin thesample.That is to say, if the university appeared simultaneously in the three mentioned

1 TheHindexisanindexthatattemptstomeasureboththeproductivityandimpactof thepublishedworkofascientistorscholar.Theindexisbasedonthesetofthescientist'smostcitedpapersandthenumberofcitationsthat they have received in other people's publications. The index can also be applied to the productivity andimpactofagroupofscientists,suchasadepartmentoruniversityorcountry.2 TheAcademicRanking ofWorldUniversities (ARWU) is produced by theCenter forWorldClassUniversitiesandtheInstituteofHigherEducationofShanghaiJiaoTongUniversity,China.3TheLeidenrankingisproducedbytheCentreforScienceandTechnologyStudies(CWTS),LeidenUniversity,TheNetherlands.4TheTimesHigherEducationWorldUniversityRanking.

rankings but not in our initial selection, the university was included as part of thestudy.Asaresult,thefinalnumberofuniversitiesassignedbycountryincreasedforFrance,Germany,SwedenandtheUK.Toensureinstitutionaldiversityandnationalrepresentativeness of all ERA countries, aminimum of one university per countrywas guarantee. For the same reason, we have accepted all the changes ofuniversitiessuggestedbythecountrycorrespondentsthatwerewithinanintervalof1%oftherelativeproductionoftheuniversitiesofthecountry.

ResponserateFrom the universities selected above, around 1200 email addresses of seniormanagerswerecollected thatwereavailableon theuniversitywebsites.144seniormanagersparticipatedinthesurvey.

Table1:Numberofseniormanagersthatparticipatedinthesurvey,bycountryoflocationoftheuniversity(EUMSinbold).

Countryofuniversitylocation Numberofsenioruniversitymanagersparticipating

Unknown 6

Austria 12

Belgium 5

BosniaandHerzegovina 1

Bulgaria 1

CzechRepublic 4

Denmark 5

Estonia 1

Finland 6

France 5

Germany 8

Greece 5

Hungary 2

Ireland 3

Israel 2

Italy 12

Latvia 1

Lithuania 1

Luxembourg 3

Netherlands 3

Norway 6

Poland 2

Portugal 4

Slovenia 2

Spain 13

Sweden 9

Switzerland 5

Turkey 3

UK 14

Total 144

Participants'jobtitleBelowthejobtitleoftheparticipantsisdisplayed.

Percentage

55%

12%

10%

6%

3%

2%

2%

2%

2%

6%

ViceRector

Rector

Director

Dean

Generalmanager

President

VicePresident

SecretaryGeneral

Chancellor

Other

Figure1:Jobtitlesofparticipantsinthesurveydirectedtosenioruniversitymanagers

2.2Surveytouniversityresearchandteachingstaff

Whatis universityresearchandteachingstaff?

Universityresearchandteachingstaffarethosewhoarecurrentlyworking,orwhohavepreviouslyworked,inuniversitiesoraffiliatedinstitutionswithresponsibilitiesforresearchand/orteachingactivities(e.g.Teacher,Professor,Researcher).

Selectionof researchersForthesurveyadatabaseofaround4000researchersfromEuropeandbeyondhasbeenused. In addition LinkedInwas used to promote the surveyamonguniversityresearchers.

Responserate308 researchers participated in the survey. There is a very high representation ofresearchersatBelgianuniversities,probablyduetotheuseofLinkedIn.

Countryofuniversitylocation Numberofresearchersparticipating

Unknown 14

Australia 1

Austria 7

Belgium 122

BosniaandHerzegovina 0

Brazil 4

Bulgaria 7

China 0

Croatia 4

Cyprus 0

CzechRepublic 1

Canada 4

Denmark 2

Estonia 0

Finland 10

France 9

Germany 11

Greece 12

Hungary 3

Iceland 1

Ireland 2

Israel 1

Italy 8

Japan 0

KosovounderUNSecurityCouncilResolution1244 0

Latvia 4

Lithuania 0

Luxembourg 1

Malta 1

Montenegro 0

Netherlands 6

Norway 3

Other 6

Poland 3

Portugal 6

Romania 7

Russia 1

Serbia 0

Slovakia 0

Slovenia 5

Spain 19

Sweden 3

Switzerland 4

TheformerYugoslavRepublicofMacedonia 0

Turkey 1

UnitedKingdom 12

USA 3

Total 308

Table2:Numberofuniversityresearchersthatparticipatedinthesurvey,bycountryoflocationoftheuniversity(EUMSinbold).

3. Universitiesandsocietalchallenges

UniversitiesinEuropehaveathirdmission,whichcannotbedisconnectedfromtheothertwomissions(researchandteaching),andwhichfocusesonengagementwithwider society. This third mission can relate to technology transfer to industry,participationinpolicymakingorinpublicengagementandsocietaldebate,etc.Oneof theobjectivesof theanalysis is tounderstandbetter the importanceof this thirdmission.

An important element of the third mission is the role of universities in addressingsocietalchallenges.Senioruniversitymanagerswereasked to indicate thesocietalchallenges which should have the highest priority for universities in theircountry/region.Answers to thisopenquestionhavebeengroupedaccording to thepillarsoftheEurope2020strategy,whichrepresentsthenewEuropeanagendaforthe next ten years, as stated in COM (2010) 20205. The annex 1 of thiscommunicationgivesanoverview tableofEurope2020.Thisagendaputs forwardthree mutually reinforcing priorities (Smart Growth, Sustainable Growth, InclusiveGrowth)whicharefurtherdividedintosevenflagshipinitiativestocatalyseprogressundereachprioritytheme.Thesevenflagshipsaredescribedintable3below.

Table3:ThethreeprioritythemesandthesevenflagshipinitiativesofEurope2020(Source:COM(2010)2020:Europe2020Europeanstrategyforsmart,sustainableandinclusivegrowth.Annex1Europe2020:Anoverview).

5COM(2010)2020: Europe2020 Europeanstrategyforsmart,sustainableandinclusivegrowth.

Societalchallengesof EuropeanuniversitiesandEurope2020Smartgrowth Sustainablegrowth Inclusivegrowth

INNOVATION(16)Contribute to and increase innovation develop researchprioritiestransferknowledgewitheconomicandsocialvaluecreate new innovations for companies and spin offs accessofsmallbusinessestoresearchtechnologicalinnovationandsustainability how to becomea knowledgesociety help theregion to dramatically improve the technological level of theindustry helpchange the economic paradigmof thecountryfrom a low wages one to an added value one based onknowledge explain the value of research for the benefit ofsociety centre of research and innovation link economy innovation.

CLIMATE,ENERGYANDMOBILITY(16)Understanding, mitigating and responding to climatechange the production and use of the energies(renewable or not...) the environmental challengessustainable development natural resource savings mind set & behavioural changes energyconsumption/production Deal with complexity anduncertainty in a way that contributes to sustainabledevelopment at different levels of scale, from local toglobal biotechnologiesAgriculture andnutritionworld'sresources energy resources environmental issuesenergyenvironmentandenergy.

EMPLOYMENTANDSKILLS(10)Reduce unemployment rate improve employability rationalisethe labourmarket increase employment preparewell educatedgraduateswith the balancedknowledge of thecore engineeringexperienceandsoftskillsLifeLongLearningeducatepeopleforcompanies and public services contribution to develop a highskilled technological industry access to employment forgraduates.

EDUCATION(10)Educate reduce drop out rates at basic and secondaryschools make universities productive internationalise thecurriculum, the student body, staff and research streamlinethenumberofacademicinstitutionstoareasonableoneandfund only the best equal education be a driver of researchdriven education show that different type of HEIs havedifferent mission/roles in the society and that the"accountability" of theuniversity isnot only amatter ofcostbenefitthinkingfocusonteacher'seducation

DIGITALSOCIETY (3)Social/individual impacts of new technologies (Robotics,)ITandsocietyapproachtechnologyinaculturalway.

COMPETITIVENESS(9)Contribute to welfare increase the competitiveness ofour economyand bysuch away tohelp thesolution ofthe most important problems (unemployment, lowpensions, poor health care etc.) sustainable economicgrowth support the development of new industriessupport to sustainable economy and society increaseeconomic prosperity increase public understandingabout the role of universities for future welfare andeconomic development contribute to economic growthand development of the region contribute toentrepreneurship be able to respond to the changingmarketenvironment.

FIGHTINGPOVERTY (5)The challenges of a just society social cohesion social issueshelp the poorest and least advantaged in society addresspoverty.

OTHER:HEALTH(7)Personalisedmedicinemedicalandhealthcarechallengeshealthcareservicehealthsystem,Alzheimer.

OTHER:AGING(7)DemographicchangeagingofsocietyAgeingpopulation.

OTHER(20)Workonanewspiritneglectingeconomicalvaluesasthefirstgoalsinlifecontributetotheculturaldevelopmentofthecountrycontributetoafree,openanddemocraticsocietysecurityandtrustintelecommunicationsrationalwayofthinkingandanalysingproblemsopinionleadershipignoranceandinjusticeestablishtheruleoflawEuropeanintegrationandnationalismlawandeconomicsmigrationandculturaldividesglobalisationandthenewcosmopolitanismwearelivingtodayreligionandtolerancepostcapitalismequitybetweenManandWomanculturalawarenessbioethicsparticipationandintegrationofmigrantsintegrationdemocraticissues.Table4:SocietalchallengesthatsenioruniversitymanagersinEuropeconsidershouldhavethehighestpriorityforuniversitiesintheircountry/region,groupedbyEurope2020prioritythemesandflagshipinitiatives.Surveyamongsampleof200researchintensiveuniversities.Answersarefrom59senioruniversitymanagersintheEU,representingatleast52universities(5casesfromthesameuniversity,and2anonymousanswers).

Societal challenges of universities that come up from the survey have beenorganised according to the seven flagships (see table 4). Societal challengesmentionedthatdonotseemtorelatetooneoftheflagshipsaregroupedinto'Other'.

Althoughmanyofthechallengesmentionedrelatetomorethanoneflagshipinitiativeandmorethanoneprioritytheme,eachchallengementionedhasonlybeenassignedtotheflagshipinitiativetowhichitrelatesmostaccordingtothedescriptioninannex1 of theCommunication. This is in linewith themutually reinforcing nature of thepriority themes. The numbers between brackets behind each flagship initiativerepresent thenumberofuniversitymanagers thatmentionasocietalchallengethatrelates to that initiative. The number of examples of challenges given for eachchallengecanbelower,assomemanagersmentionthesamechallenges.

Fromthetablethefollowingcanbenoted:o There is a wide variety of challenges mentioned in each of the three priority

themesandeachof theseven flagship initiatives.Thissupports thescenarioofthedifferentiateduniversitylandscape.

o 103challengesarementioned,representingatleast52universities.Theaveragenumberofsocietalchallengesforeachuniversityisaround2.

o The distribution of challenges over the three priority themes is quite balanced,althoughwithaslightlystrongerfocusonprioritythemeoneandtwo.Theflagshipinitiativeswiththemostrelatedchallengesareinnovationandclimate,energyandmobility.Alsochallengesrelated toeducation,competitivenessandemploymentandskillsarementionedquiteoften.Challengesrelatedtofightingpovertyandtothe digital society are less often mentioned than some of the other. Otherchallenges mentioned can be grouped into 'health', 'aging', and 'other', whichcontains challenges that relate to values and democracy, integration,globalisation,...

Finally it should bementioned that some universities deliberately did not mentionsocietalchallenges,becausetheydonotsupporttheideaofuniversitiesaddressingcurrentsocietalchallenges.

4. ScenariosforthefutureofuniversitiesinEurope

4.1Thelikelyminiscenario:"theglobaluniversity"

Thebuildingblocksoftheminiscenario

When mapping all issues assessed by university managers based on their meanprobabilityandmeanrelevance,someissuesappearashighlyprobableandrelevant(see graph 1a). It concerns the issues listed in table 5. Graph 1b maps theassessment of the same issues by researchers. The most probable and relevantissues according to this target group seem to be the similar to the assessment ofmanagers,i.e.thereisahighconsensusamongbothtargetgroupsthatthoseissuesare both very relevant and very likely to happen. It can therefore be interesting tobring these issues together in a 'likely miniscenario' for the future of highereducation.Threeoutofthefiveissuesbeinglookedatrelateto(theadaptationto)globalisation.Ascenariocombiningtheseissuescouldthereforebelabelled"theglobaluniversity".

Graph1a:Mappingofissuesassessedbyuniversitymanagersaccordingtomeanprobabilityandmeanrelevance

Mea

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IssueCode

Issuedescription

A.TheFutureStateofGlobalisationA.1 By2025,highereducationinstitutionswillhavebecomegloballycompetitiveandthusabletocopewithpeopleof

manydifferentnationalitiesandculturalbackgrounds.A.2 By2025,emergingregionsinAsiaandelsewherewillhavebecomethemostimportantcentresofresearchand

innovation.A.3 By2025,virtualhighereducationandresearchorganisationsareestablished,takingadvantageofadvanced

computing,globalnetworksofinterdisciplinaryteamsandamixofskills.B.TheFutureStateofMobility

B.2 2/By2025,today'slessdevelopedeconomieswillcontinuetofacebraindrain,lowscienceinnovationlinksandaneverwideningtechnologicalgapwiththerestoftheworld.C.TheFutureStateof'ThirdMissionofUniversities'

C.1 1/By2025,societalneedsandvalueswillbethemostimportantdriversofresearchandinnovation.Table 5: most relevant and most probable issues shaping the state of universities in 2025 according to universitymanagersandresearchers

Graph1b:Mappingofissuesassessedbyuniversityresearchersaccordingtomeanprobabilityandmean

relevance

Variationstothisminiscenario

Thisscenarioisofcourseaminiscenariowhichdoesnotcaptureallpossibledriversfor change, but focuses on some very relevant ones. This scenario can be furtherrefinedbycombiningitwithminiscenarios thatweresubmittedbysenioruniversitymanagers. From those individual scenarios, those that relate toa certain extent totheissuesselectedabovearelistedbelow.

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1.TheglobaluniversityvariationsSharedvirtualrealityspacesforresearch.Timezoneproblems.Avatars.Classroomsettings,similartotoday's.More open, more intense use of Internet, more intense research activities, studentinnovationwillflourish,moreflexibleeducationschemes.Research,always,incollaborationinnetsofexcellence.Innovation,always,underdiscussion.Educationinperson,butinternationalknowledgethroughinternationalnetworks.Morespecialized,morecompetitive,moreelectroniceducation,moreinterestintalentdevelopmentAmarket,withnetworksofalliancesamongcompetitors("coopetition")UniversityasitsnamesaymaybeHighereducationuniversalcentres.Anypeopleofanycountry may study in any University. Students will be accepted because their ownknowledge, skills, etc. proved by a universal test. Researchwill be universal too in thesameway.Universities will have an integrated structure and with efficient managers a member ofmanydifferentnetworkswithcommonprojectsandusingthecommonresources(teachingstaff,labequipmentetc.).TheHEIwillbebigger than todayandwewillseeanincreasein fusionsbetweenHEI's.Wewillgivemorecredittopersonswhoareinnovativesothattheycancompeteinorderto hold positions as professors. Education is still mainly carried out on campuses eventhough some parts of the training are conducted online in order to make educationavailable to a greater number of students. Researchers will still be at the campus CambridgebelievesthatthenumberofNobelLaureatestheyhaveisduetotheircantina!Thereiswhereallthebrainsmeet!Universitieshaveanessentialroleasindependentknowledgeinstituteswithinallkindsofnetworks. Theyproduce knowledge in cooperationwith other institutes (both public andprivate)andarenecessarycentresofknowledgeworkinginthe21stcentury.In 2025 European universities will be more intensive in research and innovation withprofessorswithhighskillsinICTforonlineteachingandvirtualcollaborationsinR+D.

4.2Thedebatedminiscenario:"Theopenuniversity?"

Thebuildingblocksoftheminiscenario

Asecondwayoflookingattheissuesassessedrelatestothedivergenceinopinionsonwhetheranissueislikelytohappen.Graph2aand2bmaptheissuesassessedaccording to Standard deviation of probability and mean relevance. Both targetgroupscoincideinthewaytheyidentifythemostdebatedissues.ItconcernsissuesB1, C3 andC4.Among researchers also B4 appears to be highly debated, but isassessed as being less relevant. Issue C1 seems to be seen by researchers asrelevantanddebatedtoo.

The issuesconcernedare listed in table6.Thecommongroundof these issues isthattheyareallseentobe(highly)debatedbyuniversitymanagersandresearchers.It can therefore be interesting to bring these issues together in a 'debated miniscenario'forthefutureofhighereducation.Most issuesbeing lookedat relate toeither thirdmissionoruniversitiescompeting(forresearchersandwithalternativeeducationsystems).Inasensethisallhastodowith the degree to which universities open up to incorporate societal needs,stakeholders' opinions, alternative modes of education, open innovation, etc. Ascenario combining these issues could therefore be labelled "theopenuniversity?"(withaquestionmarktoindicatethedebatednatureofthescenario).

Graph2a:Mappingofissuesassessedbyuniversitymanagersaccordingtostandarddeviationofprobabilityandmeanrelevance

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B.TheFutureStateofMobilityB.1 1/By2025,severalEuropeancountrieswillfaceasubstantialdeclineinthenumberof

researchersandPhDstudents.B.4 4/By2025,alternativeeducationsystems(onlineeducation,distanceeducation,competition

fromforeignuniversities)willhavereplacedsubstantiallythetraditionalhighereducationsysteminseveralEuropeancountries.C.TheFutureStateof'ThirdMissionofUniversities'

C.1 1/By2025,societalneedsandvalueswillbethemostimportantdriversofresearchandinnovation(mainlyaccordingtoresearchers).

C.3 3/By2025,differentstakeholderssuchaspolitics,university,industryandrepresentativesofcivilsocietyarehighlyinvolvedinresearchandinnovationthroughonlinenetworks.

C.4 4/By2025,theprotectionofintellectualpropertywillhavebecometoagreatextentirrelevant,assuccessfulinnovationwillhavecometodependmoreandmoreonknowledgesharingandopeninnovation.

Table6:mostdebatedissues(probability)shapingthestateofuniversitiesin2025accordingtouniversitymanagersandresearchers(issuesinitalicareassessedasbeinglessrelevant)

Graph2b:Mappingofissuesassessedbyuniversity researchers accordingtostandarddeviationof probabilityandmeanrelevance

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From the individual scenarios of senior university managers submitted, those thatrelatetoacertainextenttotheissuesselectedarelistedbelow.

2.Theopenuniversity?There will be stronger research and knowledge transfer links between universities andindustry/commerce.Universitieswillimproveatmakingsurethattheirgraduateshavetheskillsneededtothriveintomorrow'sworkplace.Influencedbythemarket,moneydepended,competitivewithregardstofunding,gettingawayfrompedagogy.Universitiesin2025willlooklikethecapitalismoftheearly20yhcentury.Scienceandindustryrelevantdisciplineswillhave increasingimportance,but in thenextdecade Europe should take care of its cultural potential. Culture is not only a positive"touristeffect",butishighlysociallyrelevant,especiallyinEuropeanculture.Thisisoneofouruniquefeaturesandweshouldsavethisculturalaspect.Therewillbemoreintegrationbetweenuniversitiesandsocietyatlarge.Thecomponentsofknowledgetrianglewillfeedbackeachotherinamorecomprehensivewaythantoday.However,wewillneedmorecompetentwaystohandletherelationamongthemthroughmoreparticipatorygovernanceschemes.EUUniversitieswillkeepequilibriuminthetriangle,keepingmomentuminbasicresearchand on selectedapplied science themeswhere the futureofmankind is concerned (eg:energy,environment).UniversitieswillbeintegratedandopenwithextensivecollaborationwithindustryToday'smodelswillcoexistwithnewmodels,e.g.researchbeingconductedsidebysidewithspinoffcompanies,mode2researchandtriplehelixmodels.Also,studentswilltakemore part in research activities and/or practical company training during their program.Traditionalboundariesbetweenbasicandappliedresearch,teaching,implementationandbetweenuniversities,companiesandthepublicsectorwillbechallenged.Universities know how to work with knowledgemanagement whichwill give them goodpossibilities to collaborate both with other universities and with industry and the publicsector. We will have good entrepreneurial education programs, and the attitudes toinnovationhavechangedinapositivewayalsoforhumanities.Thetrianglewillhavestrongties,preciselyatthedoctoratelevel,atalltheuniversitiesthatwouldhavefollowedtheadaptiontorespondtothesocietyneeds.Therewillbemoreuseinspiredresearch,moreinterdisciplinaryprojectsandgreaterengagementofpractitionersinresearchandteachingatUniversitieswithoutstigma.

4.3 Thedifferentiateduniversitylandscape

Lookingatthedifferencesinopinionsasregardsrelevance,twomorerelevantissuesin the debate canbedetected (see graph 3a and 3b). In addition to the issues intable6,senioruniversitymanagersseemtohavequitestronglydivergingviewsontherelevanceofissueA4andresearchersontherelevanceofA5(seetable7).

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A.4 By2025,competitiveregionswillhavespecialisedinoneorasmallnumberofspecificknowledgeorientedsectors.

A.5 By2025,theassessmentandcertificationofknowledgebypeersininformalinternationalnetworks(e.g.throughsocialcomputing)willhavebecomemoreimportantthantheroleofestablishedinstitutions.

Table7:mostdebatedissues(relevance)shapingthestateofuniversitiesin2025accordingtouniversitymanagersandresearchers.

Thisscenariotouchesuponanelementofspecialisation.Senioruniversitymanagersalso proposed a wide set of other forms of specialisation (see below). This againshowsthewidelydifferingviewson this issue.There ishardlyanycommongroundfor all these variations to specialised universities, apart from the fact that they allshow a differentiated university landscape in 2025. As issue A5 (table 7) is quitestronglydebated,peerreviewthroughinformalnetworkscanalsobeseenasawayforuniversitiestospecialise/differentiate.


Fromthe individualscenarios fromthesenioruniversitymanagerssubmitted, thosethatrelatetoacertainextenttotheissuesselectedarelistedbelow.Thenumberofcontributionsinthisareashowsthattheissueofdifferentiationishighlydebated.

3.ThedifferentiateduniversitylandscapeTherewillbemaximum34verygood,researchorienteddepartmentsineachfieldineachcountry and a large base of primarily educationoriented colleges and universities withminor research functions. As governments will withdraw increasingly from research andeducation funding for lack of financial resources, university researchwill be increasinglydependentonoutsidefunding.Education will be dominant and research concentrated to fewer institutions, whereinnovationwillplayanimportantrole.I think there will be an inevitable internal differentiation. Some universities (or parts ofthem) will specialise in advanced research and doctoral training, others on lowerleveltrainingandLLL,othersstillonappliedresearchandcontributiontolocaldevelopment.Therewillbemoreindustrialprojectthantoday,lessmoneysentbygovernmentandlessstablepositionatuniversities.Thesectorwillbediversifiedevenfurther,withclearidentificationofworldleading,researchleduniversitiesandotherswhichhaveadifferentmission(e.g.3rdstream).Modesofstudyaremoreflexibleanddeliveryinnovative,involvinggreateruseoftechnology/electronicmeans.TheywillbemorelikethesuccessfulBritishandUSuniversitiestoday.Nothugelydifferentfromtodayexceptthattherewillbegreaterdifferentiationbetweenasmallnumberofleadingandthelargenumberofotheruniversities.By2025,universitieswillbeinvolvedinconsortium(bothattheregionalandsubregionallevels)ofhigheducationandresearch,eachpartnerhavingitsownspecificcompetencesAbiggerdifferencewillexistbetweenthetopuniversitiesandthesecondandthirdtier.

WewillhaveinEuropefewexcellentuniversitieswhichshouldattractthestudentfromtheglobalworld.TheseuniversitieswillalsohavestrongfundamentalresearchsponsoredbyEU money. Technology transfer will be one of mayor generators for national economy.Several local universities which will have less students and less scientific output willeducatepopulationtoservethelessknowledgebasedprocesses.Ifwellsucceedthediversification,i.e.restratifytheworldofthetertiaryandconservethetraditionalnatureofsomeofthem(thatoftheuseless"truthseekers")withoutdenyingtheaccess of many to some type of the HEIs, the research and the education will be inbalance. Europe will have about 2030 mega mergers centres, then about 10% oftraditional universities/country and the remaining HEIs, centres and schools. Theinnovationafteraperiodofdemystificationwillconcentratetospecializedschoolsandtomergers.Seniorprofessorsteachmore juniorresearchersteachmodestlyandgetopportunitiestoinnovateresearch.Studentsevaluatetheirteachers,butareboundbyevaluationsoftheirownworkonapeerreviewregularbasis.Thepeerreviewwillpreferablybedoneinotherinstitutionsthantheirown.Rangeofvarieties,strongresearchuniversities,educationfocusseduniversities.Given the public money bags, Europe will be proud to have been able to increase thenumberofexistingtopuniversitiesbyafewmore.Thesepremierleagueinstitutionswillbeable to compete on an international scale. Moreover a large(r than today) number ofinstitutions will exist with a high reputation and with a rather focussed research andteachingportfolio.These twocategories togetherwillmake theknowledge trianglework,particularly if they are located in major industrial regions. The others are more or lessproductionsitesforundergraduatesandgraduateshopefullytobetakenupbythelabourmarketbuttheyhavetoreturnduetothenecessityoflifelonglearning.Research:50%Education:40% Innovation:10%.Therearetwoscenarios:1.TheEuropeanuniversitysystemwill lookmore like theUS,with10or20keyplayers

competingwith theUS and Asia in research, another 100 or so high quality places,and the next 1000 being mostly focused on education. This would allow Europe tostaycompetitiveworldwide

2.Therewillbe2000averageormediocreplaces.We will have strong and well identified research universities on one hand and highereducation colleges in the other hand to assure mass education. Except for stronguniversitieshavingimportantfundingtheinnovationwilltakeplaceinprivatestructures.Smaller,clearlydividedintotopresearchandappliedresearch/basicteachingschools,theformer national leaders on the Shanghai list, the latter local workforce pools. Butuniversitiesinbothgroupswillbesmaller,withlesspeoplethannowthelatterbecauseofproductivityanddemography require lessworkforce, the former because they specialiseevenfurtherthantoday.Theeconomiesofsizethatwererelevantinthe1900sarenotanymore.Researchwillbemoreconcentratedinafewleadinguniversitieswhichcompeteglobally.Manyinstitutionswillbeteachingonly.Probablytherewillbeasmallnumberofeliteinstitutionsandmanyoftheothersfocusingonmasseducation..Different conditions.Some strong universitieswill becomemore than now thedrivers oflocalandregionaldevelopment,bridgingamongterritoriesatthenationalandinternationallevel.Manyotheruniversitieswillbecomeweaker,underfunded, runbyprivateconcern,

specializedonlyineducationliketodaymanyuniversitiesintheUSA.Therewillbeadistinctionbetweenresearchintensiveuniversitiesanduniversitieswitharolethatrelateseithertoteaching/trainingortothetransferoftheuniversities'knowledgetoregionaleconomiesEuropeanUniversitieswillhavemoredifferentiatedmissions,willcooperatemorestronglywith regional and national society, will be more integrated in transnational andtranscontinental networks and will have a larger proportion of students coming fromoutsideEuropeNot all universities will be able to maintain all three. University clusters/networks canprovidecompetitiveopportunitieswheretheyagreetheircomplementarystrengths.There will be a larger variety of institutions for higher education: institutions leading tobachelor degrees, partly with long distance education, a smaller number of researchuniversitieswithdoctoraldegreeprogramsofhighreputation,andsomeresearchcentresthatshouldlinkwiththeresearchuniversities.Therewillbeno "EuropeanUniversity". Incommon tomost (notall)willbeastrong linkbetween education, research and application (incl. when suitable commercialization ofinnovation).Someinstitutionswill,however,bemostlyresearchoriented.Europeanuniversitiesaresodifferent!Themostsuccessfulwaywillbethesupportofbestpeople.

4.4Theknowledgetrianglebecomesreality

Some proposed miniscenarios see a strong knowledge triangle, integratingresearch, education and innovation. Among the variations proposed are thefollowing:

4.TheknowledgetrianglebecomesrealityTherewillbea tighteranddenserinteractionbetweenthe threenodesof theknowledgetriangle but the difficulties associated with the governance and management of theknowledgetrianglewillbecomemorecomplex.InEUUniversitieswillremaintheprimeactorsintheknowledgetriangle.Collaborationwithindustrywillbeevenmorepronounced,withperhapsmoreclearlydefinedroles foreachplayer.TheHumboldtuniversitymodelseemstobeoutdated,butresearchandhighereducationmustremainconnected.Therewillbeastronger linkbetween researchand innovation. Itwillbemoreandmoredifficulttodiscriminatefundamentalandappliedresearch.Ontheotherhand,thehighestlevelofeducation is researchand it isclear that in2025 thebestuniversitieswillbeaseverthosewheretheinteractionbetweentheverticesofthetriangleisoptimised.Theknowledgetriangleshouldbedevelopedbybreakingboundariesbetweenuniversitiesandindustries,whichmeansuniversityprofessorstobeemployedbothbyuniversitiesandcorrespondingindustriesofhis/herprofessionalfield.Industrialrepresentativesshouldbecurrentlyinvolved(employed)inuniversitytrainingandeducation.Thismutualprocesswillfacilitatetheinnovationprocess.Universityinvolvementininnovationwillcontinuetogrow,andUniversitieswillneedtobemoreinvolvedinexploitation,perhapsbymeansofsubsidiaryorganisationsthataremorecloselytiedtoindustry(e.g.researchcentresorinstitutes).Educationwillhaveasignificanttrainingcomponent,asresearchersaremoremobilewithrespecttotheindustryacademictransition. A major challenge will be to continue to support basic research as fundingmodelsandexpectationsbecomemoreapplied.Thisiscriticalforthelongtermsuccessofanytechnologydrivenenterprise.The triangle of education, research and innovation is one of the most essential tasksof the universities and therefore universities should look for their best way to fulfillalltherequirements.UniversitiesshouldpromoteinnovationandresearchusingasbasistheeducationIfwemeanthatuniversityisthetopofhighereducationalinstitutions,thenbesidestheeducationtheresearchandinnovationwillplaymoreandmoreimportantrole.Innovationandeducationwilltakeplaceinuniversities,innovationinappliedresearchcentresandbusiness.Researchwillremaintheimportantpartofuniversities.Innovationisoneofthetoolstoincreasecreativityofstaffandstudents.Studentcentrededucationshouldbedeveloped.Therewillbemorepointedandprofileshapedstudyprograms,professionorientatededucation,moreinnovationbecauseofadiversstaffandanexcellentpoolofideas.

4.5Businessasusual(BAU)scenarios

Outofthecontributionssomeminiscenariossupposethatnomajorchangeswillhappenbetweennowand2025

5.Businessasusual(BAU)scenariosTheywillbemoreorlessthesameastoday.Unless,thereisanorganisedattempttodowngradetheirimportanceineducation.Itisnotsurethattherewillbemuchdifference.Theymaybemoretechnologicallyadvancedbuttheeducationpartmaynotbesostrong.Not much different, despite the increased use of computer and network basedtechnologies.Thevirtualexperimentscannot replace therealandthe functionof teachercannot be replaced by anyelectronically basededucationmethod.Probably, themajoreffortintheknowledgetrianglewillbetofindoutthereal,newandcorrectinformationfromjustgarbageorintentionallymisleadinginformation.Themaincharacteristicswillbethesameastoday,buttheinternationalsystemofhighereducationinstitutionswillconcernalmostallcountriesinEurope,America,AustraliaandAsia.Thenetworkswillbemuchbroaderthannow.Therewillbenomajorimprovementtheywillprogressinstagnationandselfcontemplation,withsomenotableexceptionsofcourse.Universitieswillberecognisablythesamefifteenyearsfromnowastheyareatpresent.Changeswillnotnecessarilybeforthebetter,andthesystemisnotbroken.Thepressuretoincreaseinnovationinuniversitieswillresultinfocusonappliedresearchand spin off that will change the current shape of universities probably also affectinggovernance but the essential of university in terms of advanced teaching and excellentbasicresearchwillcontinue,hopefully,asthecoreofEuropeanuniversities.Europewillnotbebetterin2025thannow.Mainreasonsarethefollowing:EachEuropeancountryisdifferent fromtheotherone,wecannotcompareMemberStates for the fundsandthesupporttoresearchandthereisnoEuropeanpolicy(thecommontreatiessignedbytheMinistersofHigherEducationarenotobligatorytocomplywith).Thesituationwillbesimilarastoday,inthebestuniversitiesprobablywillincreasetheroleofresearchactivities

4.6Utopia

Asetofsuggestedminiscenariosseeasuccessfulroleforuniversitiesinthefutureas a utopia.Miniscenarios relate to lowquality universities because of decreasedpublic funding and increased global competition, imbalances between sciencesbecauseofextremecommercialisation,etc.

6.UtopiaTalkingaboutEuropeanuniversitiesisautopiabecause theydonotexist, itdependsoneach national policy. In Spain I see a black future because the government does notrequireresponsibilitiesoftheuniversities.It will be governed in an internally centralised and commercialised way with a strongleadershipforcedtoadapttothemarket.Thisdevelopmentwillbeextremelydestructivetoscienceinallfields,butparticularlytohumanitiesandsocialscience.Because of the decreasing amount of money invested in European Universities,competitiveness from other areas of the planet and low payment of researchers andprofessors,thelevelofEuropeanUniversitiesareseeminglytodecreaseinthenearfuture.AstrongimpulseonaEuropeanLevelaimingtoreachaEuropeanresponseisnecessarytopreventthat.Thepolicytodecreasethefundsdedicatedtoresearchthatsomecountries(suchasItaly)arecarryingoutwillnegativelyinfluencethedegreeofinnovationandthecompetitivenessof the universities in the national and international scenario. As a consequence, it ispossiblethatinthiscasethetransferofknowledgefromresearchtoeducationwillsuffergoing towards a low quality level of standardisation, probably driven by the economicneeds instead of cultural and backgrounds consolidation (mandatory for furtherinnovation).Inthosecountriesthat,despitetheeconomicalandfinancialcrisis,willfollowaprogramofmaintaining thesupportof theresearch, theknowledge trianglewillbeconservedwhereeducationgetscontributefromresearchandinnovation,andresearchandinnovationbothcollaboratetoenhancetheirrespectiveforcesandfurtherfeedahigherandhigherqualityeducation.

5. Fromscenariostoactions

Foreachoftheissuesassessedinthesurvey,actionsaresuggestedforuniversitiesto take inorder toaddress the issue.The relevantpolicydocumentatEU levelasregards policy priorities for the future of universities is the CommissionCommunication6 "Deliveringonthemodernisationagendaforuniversities:education,researchandinnovation".Thiscommunicationproposes9policyprioritiesaspartofthemodernisationagendafor universities in Europe. See table 8 below for an overview of the prioritiesproposed.

Policy priorities proposed in the modernisation agenda for universities COM(2006)2081.BreakdownthebarriersarounduniversitiesinEurope2.Ensurerealautonomyandaccountabilityforuniversities3.Provideincentivesforstructuredpartnershipswiththebusinesscommunity4.Providetherightmixofskillsandcompetencesforthelabourmarket5. Reduce the funding gap and make funding more effectively in education andresearch6.Enhanceinterdisciplinarityandtransdisciplinarity7.Activateknowledgethroughinteractionwithsociety8.Rewardexcellenceatthehighestlevel9.MaketheEuropeanhighereducationareaandtheEuropeanresearchareamorevisibleandattractiveintheworldTable8:PolicyprioritiesproposedinthemodernisationagendaforuniversitiesCOM(2006)208

Aspartofthesurvey,senioruniversitymanagerswereaskedtoproposeactionsthatshouldbetakenforeachissuethattheywereaskedtoassess.Manyoftheseissueshaveaconnectionwiththemodernisationagendamentionedabove.In thissectionsomeexamplesaregivenofproposedactions foreachof thepolicyprioritiesofthemodernisationagenda.Theexamplesofactionsarepresentedusingthelikelyminiscenario"theglobaluniversity".Similarexamplescouldbedevelopedfortheotherscenarios.

6COM(2006)208 http://ec.europa.eu/education/policies/2010/doc/comuniv2006_en.pdf

Examplesofactionsforthelikelyminiscenario:"theglobaluniversity"PolicyprioritiesproposedinthemodernisationagendaforuniversitiesCOM(2006)208

1.BreakdownthebarriersarounduniversitiesinEurope

2.Ensurerealautonomyandaccountabilityforuniversities

3.Provideincentivesforstructuredpartnershipswiththebusinesscommunity

4.Providetherightmixofskillsandcompetencesforthelabourmarket

A.1/By2025,highereducation institutionswillhavebecome globally competitive and thus able to copewith people of many different nationalities andculturalbackgrounds.

EU universities should promote amutually beneficial offer, in whichcultural, linguistic and academicdifferencesareexplained,analyzedandmadeaccessibleforaricherapproachofteachingand research, insteadofbeingerased in favour of an allEnglishmonochromatic (and therefore poorer)system.OffermoreprogramsinEnglishExpandtheir internationalpartnernetworkSeekinternational accreditations Focus onranking positions Develop websitesRecruitinternationalfacultyandstaff.

We have many universities and despiteBologna still different systems.We are atvery different stages of development. It'sclearlyimportantforusalltoacttoremainor become competitive but a single roadpath for all of us is unrealistic andwouldnot be beneficial for all or the system.Greater diversity of mission and activitywould be better. Have external people inAdministrationCouncils.

Introduceasarulethatitisimpossibletoreceive a post of full professor withoutminimum 2 years practice in practicalapplication of knowledge in his/herspecialfield,preferablyabroad.

ActivelyworkforfindingworkforcealsofromoutsideEurope,tokeepEuropecompetitiveinthefuture.Andthentoeducatethemwell.Forthis,theschoolsneedtobeimpressivefortheapplicants,becausetherearelotsofimpressiveschoolselsewhere.Bestpeoplewillbethemostskilfulandknowledgeable,andguaranteecompetitivelevelsatwork.

A.2/ By 2025, emerging regions in Asia andelsewhere will have become the most importantcentresofresearchandinnovation.

Only ensuring and fostering theexistence of a single common space ofhigh education and research ofexcellence will ensure competitivenesswithotherareasintheworld.

It is not a matter for universities it is amatter of national governments.Universities need more freedom and abetterfinancialsupport.

Open new programs cofunded byuniversities andindustry/foundations/banks, to supportspecialized centers partially opened togive service to industry and thecommunityValorisationofresearchresultsshouldbeanasset.

Europeanuniversitiesshouldprepareforbiggerrelationsandmobilitywiththesecountries withlanguagecourses,adaptationfordifficultiesbydifferencesinlanguages...

A.3/ By 2025, virtual higher education and researchorganisations are established, taking advantage ofadvanced computing, global networks ofinterdisciplinaryteamsandamixofskills.

Established networks of Europeanuniversities could develop suchprograms.Build on the good experience of interinstitutional cooperation of theFramework and Bologna programmesandprocesses.Supportsharedresearchinfrastructures.

IT is nowadays missioncritical foruniversities, hence competitive ITinfrastructures and services are the key(also in the sense of ITbusinessalignment, where business meansuniversity core business research,teaching, and knowledge transfer intosociety).

Itwillbeeasytohaveteachingandlearningatadistancebutitwillbenotsoeasytomakesurethatthestudentsachievestraininginamannerthatisresearchorientedanddevelopedtheresearchandflexibilityskillsemployersarelookingforviavirtualfacilitation.Virtualprovisionmightaidbutthereisnoevidenceyetthatitwillreplacethefacetofaceexperienceasregardstraininginthecriticalskillsforeconomies.

B.2/By2025,today'slessdevelopedeconomieswillcontinue to facebraindrain, lowscienceinnovationlinks and an everwidening technological gap withtherestoftheworld.

Make sure brain drain does not affectEurope as a continent. There might beinternal brain drain within Europe (likethere is inside the USA) but Europeshould make sure that globally, it isretainingandattractingtalent.

It is not a problem of the developedeconomiesuniversities.

Mainis

sues

oftheminisc

enario:"theglobaluniversity"

C.1/ By 2025, societal needs and valueswill be themostimportantdriversofresearchandinnovation.

Respectivetopicsinjointprogramming. Universitiesmustinordertomaintaintheirfunding base be ready to address thegrandchallengesofsociety.Taxpayerswilldemand evidence that they get value formoney. This may potentially threaten thefundingofbasicresearch.Develop models to support blueskiesthinking even as support for it from publicfundsdiminishes.

Strongrelationshipwithsocialgroups,enterprisesandinstitutionsUniversitiesshouldbeabletoresisttheeasymoney.But,Ithinktheremaybeadivisionoftheuniversitysystemtosomerelativelysmalloneswithlongtermfundingandnobellevelbasicresearchandsomethatgetmoremarginalfundingandconcentrateontheacuteneedsofthelocalindustries.(So,theactiontotakeistodecidewhichgroupyouwanttobelong).

Developedcountries,butnotobligatorythesameastoday,willintroducemoreandmorenewtechnologieswhatwillcreatedemandfornewknowledgeandskillsofpersonnel.Becauseofthis,Univer5sitiesshouldarrangeteachinginthesedirections.Asimportantactors,Europeanuniversitiesshoulddevelopmanagerialskillsandexpertisenotonlyinresearchandeducation,butalsoinansweringsocietalneeds.

Table9:Examplesofactionsproposedbysenioruniversitymanagers,tobetakenbyuniversitiesinEuropeinaddressingissuesaspartofminiscenario1:"Theglobaluniversity".5.Reducethefundinggapandmake 6.Enhanceinterdisciplinarityand 7.Activateknowledgethroughinteraction 8.Rewardexcellenceatthe 9.MaketheEuropeanhigher

fundingmoreeffectivelyineducationandresearch

transdisciplinarity withsociety highestlevel educationareaandtheEuropeanresearchareamorevisibleandattractiveintheworld

Resourcesforbasicresearchshouldbeguaranteed.To catch up, measures to be taken are increase ofbudget,ofscientistsstudentsratio,andautonomy.Ontopbudget alongwith new structures, processes, andservicesissurelyneededfordiversitymanagement.

Mastercodiplomationinspecificfields. Universitiesneedtodevelopcloserconnectionswiththegeneral public andwith the communities in which theyaresituated. Inparticular,universitiesneed toexaminehowbesttheycanassistinthecontinuingdevelopmentofpastgraduatesandothersintheworkforce.Young and talent people should be engaged withresearch.Thismeansthat theyshouldhavetrust inthefuturewhentheyselectacademictrack.

Create a network of excellence goingbeyondnationalborders.Surely not every European university willbe able to play in the premier league hence a smart scheme for differentiationisneeded.

MorefocusonmarketingtheirprogrammesinAsiatodaycomparedtoUSasanexample.Providescholarshipstogetthetop10%studentsfromemergingcountrylikeIndia,China,VietnamorEasternEurope.The middle range universities should startimmediately to have an internationaldevelopmentstrategy.

Foresee inallEUandnationalgrantsminimum5%ofbudget for joint work with Asian scientists includingexchangeofscientists,especiallyyoung.The emerging regions "threat" is secondary for them.First, theyhave to find the formula todistinguishbasicresearch, applied research, development andinnovationandtofindhowtomanageandfinancethemappropriatelyaccordingtotheverynatureofthesequitedifferenthumanactivities.Coordinationintheestablishmentofgoalsisabsolutelynecessary.

AsEuropehasalongandimportanttraditioninresearchof humanities and cultural studies, Europe has to putemphasison these fields,alsobecausethose researchsubjectsareveryimportantforEuropeanidentity.

Our international efforts should be drivenbyqualityandnottrends.Atopuniversitywill have associations with thoseuniversities and research centres thatpromotesimilarresearch.Remunerationofinventorsshouldplayamajorroleinattractingthebestresearchers.

Focusonmarketingdistinctivedifferentialelements(culturaldiversity,language,public/privatecooperation,welfare,design,creativity)

Investinclever/goodvalueformoneyequipment.TheopeningupofEUbasednetworksandthesharingof institutional partnerships to create such networks.Emphasisona rangeofeffectivenetworks rather thanasinglenetworkpertheme.

It isnoteasytomotivatepeoplefromdifferentresearchareastoworktogetheronacommonsubject. Moreover, there are no real"interdisciplinary" scientific journals.The difficulty is here to produce realscience,andnotonlyamixofthingsoflowlevel.It isessentiallyatthelevelofgraduatestudiesthat the interdisciplinarity will have a strongimpact. To remain attractive universities needtopromoteverygoodopenmindedresearchlabswithinternationalimpact.

IngeneralEUUniversitiesshouldinvestmoreenpaymoreattentiontovisibility/contacts/resultssharing/collaborationthroughInternet

Offereconomicandacademicrewardstoinnovative,andinterdisciplinaryindividualteachersandresearchersandteams.Inadditiontodisciplinaryexcellencealsomulti,interandtransdisciplinaryexcellencedeservesmuchattention.

Europeshoulddoeffortsforcoordinatingsuchvirtualcentresandtoparticipateinglobalnetworks.

Needtofocusontheirnichestrengthsinareas whichwillhave long term relevance to society. Need to ensuretheir staff have experienced research and teaching inleading institutions worldwide and therefore have theirminds opened to what is necessary to continue todevelop and innovate. This implies recruitmentstrategies thatencourageearlymobility for researcherswho will then be competitive for academic positions.They will also have contacts which will keep theirinstitutionslinkedtootherinstitutionsworldwide.

Anyleadinguniversitywelcomestheopportunitytocollaboratewithandrecruittopscientistsfromallovertheworld,includingthirdworldcountries.Thepoliticiansmustdecidehowmuchsupporttheywillgiveforthis.

Establishalliancesandsharedprogramsanddegreeswithuniversitiesinlessdevelopedcountries.Promotetopleveleducationinlessdevelopedcountries,openingofuniversityoffices,exchangeofstudentsandsupportservices(grantsandscholarshipstostudentsfromlessdevelopedcountriestoensureanexcellenteducation).Thisismainlyaquestionofgeneralpoliticalimpact.Europeansocietyshouldbecomeawarethatitsleadingroleis(orwas)thebyproductofinvestinginscientificinnovation(whichinturnislinkedtoastimulatingintellectualenvironmentinthewidesense).EitheranewRenaissancetakesplaceorEurope(atleastmostcountriesinEurope)isdoomedtodeclinemoreandmore.

Infine,societypaysfortheuniversities,soitisobviousthat societal needs and values will be the mostimportantdriversofresearchandinnovation!It becomes more and more difficult to imagine anindependent"reflective"actionofuniversities(andtheiractions as valuemakers). Universities need to defendtheirfreedombutnofreedomexistsifyouarenotclosetotheeconomicandpoliticalpowers.

Realisetheimportanceofinterdisciplinaryskillsto meet with societal needs, not least theimportanceforhumanitiesandsocialsciences

Fight it. Explain the difference between short termapparentneedsandlongtermunpredictableneeds.Europehastotakecaretonotonlyfinanceeconomicallysuccessful research, but especially those sociallynecessary, e.g. climate change, problems of mobility,interculturaldiscourse.Thepreviouscenturywasa time forhigh technology. Iam sure that the present century will have to take inaccount thesocialneedsof thepopulation.Universitiesmust improve the contact between research andmainpointsofinterestofthepopulation.

Remunerateprofessorswhoengagethemselvesinahighclasswaywithsociety.ThisisnowplayeddownthroughtheISIandotherassessmentsystems.Shouldnotbecometoodistractedby"societalneeds"asdefinedbypoliticians,continuetofocusonbasicresearchofhighestpossiblequality

Europemustbereadytomaintainitsleadingpositionintheworldinbotheducationandresearch.Adaptationtotheneedsandchangesofthesocietyisnecessaryinordertoofferaflexibleresponsetothem.

Table9continued:Examplesofactionsproposedbysenioruniversitymanagers,tobetakenbyuniversitiesinEuropeinaddressingissuesaspartofminiscenario1:"Theglobaluniversity".

6.Conclusionsforthe visionbuilding process forthefutureofhighereducationinRomania

ThisreportpresentsdivergingviewsonthefutureofhighereducationinEurope,basedonasurveyamongsenioruniversitymanagersanduniversityresearchers.Thisisdoneby giving an indication of the societal challenges that senior university managersconsidertoberelevantfortheirinstitutions,bydescribing6alternativeminiscenariosforthe future of universities in Europe, and by translating three of those scenarios intopossiblepolicyoptions.

Usingthisasastartingpoint,asetofguidingquestionscanbeaskedthatcanfacilitatetheprocessofvisionbuildingforthefutureofhighereducationinRomania.

o Whichscenarios(orelementsofscenarios)aremostinterestingtohavealookatforhighereducationinRomania?

o WhicharelikelyimplicationsofthosescenariosforRomanianhighereducation?

o Whichoftheseimplicationsaredesirable?Whicharehighlyundesirable?

o WhatwouldbeadesirablefutureforRomanianhighereducation?

o What policyprioritieswould need to beput in place tomake this desirable futuremorelikely?

o Howrobustarethesepolicyprioritiesagainsteachofthescenariosproposed?

o Do Romanian universities choose to address societal challenges as part of theirmission?Ifso,whichones?

Annex1: Listofissuesassessedinthesurvey

IssueCode

Issuedescription

A.TheFutureStateofGlobalisationA.1 By2025,highereducationinstitutionswillhavebecomegloballycompetitiveandthusableto

copewithpeopleofmanydifferentnationalitiesandculturalbackgrounds.A.2 By2025,emergingregionsinAsiaandelsewherewillhavebecomethemostimportantcentres

ofresearchandinnovation.A.3 By2025,virtualhighereducationandresearchorganisationsareestablished,taking

advantageofadvancedcomputing,globalnetworksofinterdisciplinaryteamsandamixofskills.

A.4 By2025,competitiveregionswillhavespecialisedinoneorasmallnumberofspecificknowledgeorientedsectors.

A.5 By2025,theassessmentandcertificationofknowledgebypeersininformalinternationalnetworks(e.g.throughsocialcomputing)willhavebecomemoreimportantthantheroleofestablishedinstitutions.B.TheFutureStateofMobility

B.1 1/By2025,severalEuropeancountrieswillfaceasubstantialdeclineinthenumberofresearchersandPhDstudents.

B.2 2/By2025,today'slessdevelopedeconomieswillcontinuetofacebraindrain,lowscienceinnovationlinksandaneverwideningtechnologicalgapwiththerestoftheworld.

B.3 3/By2025,alargepartoftheworkforcewillnothavemetthedemandforacombinationofnewskillsandcompetenceswithconventionalknowledgeofspecificindustries.

B.4 4/By2025,alternativeeducationsystems(onlineeducation,distanceeducation,competitionfromforeignuniversities)willhavereplacedsubstantiallythetraditionalhighereducationsysteminseveralEuropeancountries.

B.5 5/By2025,massificationofhighlystandardisedhighereducationwillcoexistwithratherlimitedaccesstopersonalisededucation.C.TheFutureStateof'ThirdMissionofUniversities'

C.1 1/By2025,societalneedsandvalueswillbethemostimportantdriversofresearchandinnovation.

C.2 2/By2025,topdowngovernanceinresearchwillhavebeencomplementedsubstantiallywithparticipatorywaysofdecisionmakingusingsocialnetworkingtools.

C.3 3/By2025,differentstakeholderssuchaspolitics,university,industryandrepresentativesofcivilsocietyarehighlyinvolvedinresearchandinnovationthroughonlinenetworks.

C.4 4/By2025,theprotectionofintellectualpropertywillhavebecometoagreatextentirrelevant,assuccessfulinnovationwillhavecometodependmoreandmoreonknowledgesharingandopeninnovation.

C.5 5/By2025,NGOshaveconsiderablymorepowerthantodayandplayacrucialroleinevaluatingaddedvalueofnewtechnologiesforsocietyandindebatingonpotentialcontroversiesandconflictsnewtechnologiesmaybring.

Annex2:Questionnaireforuniversitymanagers

SurveyonuniversitiesinEuropeandbeyondforSeniorManagement

ThissurveyaimstocollectyouropinionsonthepresentandfuturestateofuniversitiesinEuropeandbeyondandtheirrelationtotheEuropeanResearchArea.Respondingtothefullsurveyshouldtakenomorethan20minutes,althoughitispossibletochoosetoansweronlythosequestionsrelatedtoeitherthecurrentoutlookorthoselookingtowards2025byleavingsomequestionsunanswered.Ineithersuchcase,thecompletionofthesurveywouldtakeonly10minutes.Please,continueuntilthelastpagetosubmityouranswers.

A.TheFutureStateofGlobalisationYouareinvitedtoassesstheissuesbelowaccordingtothefollowingtwocriteria:

Probabilityby2025:Howprobableisitthattheissuedescribedhasbecomearealityby2025?

RelevanceforEuropeanuniversitiestoacttoday:WhatistherelevanceofthisissueforuniversitiesinEuropetoactuponittoday?

1/By2025,highereducationinstitutionswillhavebecomegloballycompetitiveandthusabletocopewithpeopleofmanydifferentnationalitiesandculturalbackgrounds.

Probabilityby2025 RelevanceforEuropeanuniversitiestoacttoday PleaseexplainwhichactionsinyouropinionEuropeanuniversitiesshouldtake?

2/By2025,emergingregionsinAsiaandelsewherewillhavebecomethemostimportantcentresofresearchandinnovation.


3/By2025,virtualhighereducationandresearchorganisationsareestablished,takingadvantageofadvancedcomputing,globalnetworksofinterdisciplinaryteamsandamixofskills.

Probabilityby2025 RelevanceforEuropeanuniversitiestoacttoday

PleaseexplainwhichactionsinyouropinionEuropeanuniversitiesshouldtake?

4/By2025,competitiveregionswillhavespecialisedinoneorasmallnumberofspecificknowledgeorientedsectors.


5/By2025,theassessmentandcertificationofknowledgebypeersininformalinternationalnetworks(e.g.throughsocialcomputing)willhavebecomemoreimportantthantheroleofestablishedinstitutions.


B.TheFutureStateofMobilityYouareinvitedtoassesstheissuesbelowaccordingtothefollowingtwocriteria:



1/By2025,severalEuropeancountrieswillfaceasubstantialdeclineinthenumberofresearchersandPhDstudents.


2/By2025,today'slessdevelopedeconomieswillcontinuetofacebraindrain,lowscienceinnovationlinksandaneverwideningtechnologicalgapwiththerestoftheworld.


3/By2025,alargepartoftheworkforcewillnothavemetthedemandforacombinationofnewskillsandcompetenceswithconventionalknowledgeofspecificindustries.


4/By2025,alternativeeducationsystems(onlineeducation,distanceeducation,competitionfromforeignuniversities)willhavereplacedsubstantiallythetraditionalhighereducationsysteminseveralEuropeancountries.



C.TheFutureStateof'ThirdMissionofUniversities'Youareinvitedtoassesstheissuesbelowaccordingtothefollowingtwocriteria:



1/By2025,societalneedsandvalueswillbethemostimportantdriversofresearchandinnovation.


2/By2025,topdowngovernanceinresearchwillhavebeencomplementedsubstantiallywithparticipatorywaysofdecisionmakingusingsocialnetworkingtools.


3/By2025,differentstakeholderssuchaspolitics,university,industryandrepresentativesofcivilsocietyarehighlyinvolvedinresearchandinnovationthroughonlinenetworks.


4/By2025,theprotectionofintellectualpropertywillhavebecometoagreatextentirrelevant,assuccessfulinnovationwillhavecometodependmoreandmoreonknowledgesharingandopeninnovation.


5/By2025,NGOshaveconsiderablymorepowerthantodayandplayacrucialroleinevaluatingaddedvalueofnewtechnologiesforsocietyandindebatingonpotentialcontroversiesandconflictsnewtechnologiesmaybring.


6/Howwilluniversitieslooklikein2025?

Describebrieflyhowyouthinkresearch,innovationandeducation(i.e.theknowledgetriangle)willlooklikeinEuropeanuniversitiesintheyear2025.

D.ThePresentStateofMobilityPleaseevaluatethestatementsbelowonthescaleindicated.

1/Belowyoufindafewstatementsabouttheeffectsofresearchers'mobilityacrossEuropeancountriesinyourUniversity.PleaseindicateyourestimationonascaleLessMoreincomparisontononmobilecolleagues."Ibelievethatresearchersinmyuniversitywhohaveworkedabroad(will)haveless/more"

a)opportunitiesforfindingajobabroadb)opportunitiestobepromotedc)capacitytochooseresearchtopicsd)chancestoobtainapermanentpositione)opportunitiesforspecialisationf)opportunitiesforfindingajobinanothersectorg)collaborationinresearchprojectswithforeignuniversities/researchcentres

2/Pleaseevaluatethevalueofthefollowingtypesofmobilityaccordingtotheirrecognitioninthecareerdevelopmentofresearchers/teachersatyouruniversity.PleaseindicateyourestimationonascaleNegativePositive.

a)Postdoctoralpositionsinanothercountryb)Postdoctoralpositionsinanothersector(e.g.industry)c)Previousjobpositionsinanothernationaluniversity/researchcentred)Previousjobpositioninanothersectore)Shortvisitsinanothernationaluniversity/researchcentref)Shortvisitsinanotherinternationaluniversity/researchcentreg)Shortvisitsinanothersector

Whatareyourreasonsforthehighestandthelowestscore?

3/Pleaseindicatewhetherresearchermobilityhasanegativeorpositiveeffectinyouruniversity.PleaseindicateyourestimationonascaleNegativePositive.

a)TheoveralleffectsofattractingmoreresearcherstomyuniversityareThemainreasonsforthatare

b)TheoveralleffectsofresearchersofmyuniversityspendingashorttimeabroadareThemainreasonsforthatare

c)TheoveralleffectsofresearchersofmyuniversityworkingalongtimeabroadareThemainreasonsforthatare

4/Whatarethemainchallengesinyouruniversityregardingattractingforeignresearcherstoyouruniversity?

5/Whatarethemainchallengesforincreasingthenumberofresearchersfromyouruniversityin/toforeignuniversities?

E.ThePresentStateof'ThirdMissionofUniversities'Pleaseanswerthequestionsbelowrelatedtothethirdmissioninyouruniversity.

1/DoestheUnityouaremanaging(Rectorate,Vicerectorates,Faculties/Schools,Departments)collaboratewithindustry?

Please,ticktheappropriateresponse:Yes/No

2/DoesyourUniversityhaveaTechnologyTransferOffice(TTO)?

Please,ticktheappropriateresponse:Yes/No

3/Pleaseevaluatethefollowingstatementsontheroleofpatentinginuniversitiesondisagreeagreescale.

a)Patentingisessentialforasuccessfuluniversityinresearchactivityb)Patentingispartoftheaimsofaresearcher'sactivitiesc)Universityownershipofpatentsisthebeststrategytoprofitfromuniversity/industrycollaborationd)Beinganinventorofpatentsisthebeststrategytoprofitfromuniversity/industrycollaboratione)Thepressureforpatentingisharmfultoresearchactivities.

Pleaseexplainyourreasons:

4/Pleaseevaluatewhetheryouconsiderthefollowingaspectsbenefitfromestablishingspinoffs?

a)IncreasingvisibilityofUniversityb)Availabilityofstageandapprenticeshipforstudentsc)Establishmentofarelationshipbetweenauniversity/researchcentreandthecorporateenvironmentd)Theconversionofresearchintocuttingedgeinnovation

Whichotherbenefitsdoyouthinkspinoffscanhave?


5/PleaseevaluatethefollowingstatementsontheroleofcollaboratingwiththeTechnologyTransferOffices(TTOs)ofuniversitiesonadisagreeagreescale.

a.ToliaisewithTTOsisanimportantpartofresearchactivities.b.TTOsareimportantactorsinestablishingcontactswithindustry.c.TTOsareimportantindevelopingresearchprojects.d.TTOsareimportantinmanagingtheIntellectualPropertyRight(IPR).e.IdonotvaluemuchthefunctionoftheTTO.


6/Pleaseevaluatethefollowingstatementsabouttheroleofpublicengagementwithsocietyinuniversitiesonadisagreeagreescale.

a.Publicengagementisnotusefulbecausescienceandresearchworkswithdifferentdeliberationdynamics.b.Publicengagementisadistractionfromdoingresearch.It'snottheroleofresearcherstoseekconsensus.c.Publicengagementisonlyamarketingexerciseto'sell'betterourscience.d.Publicengagementisusefultodialoguewithsocietyandtounderstanditsneeds.e.Publicengagementwithsocietyshouldbeinclusiveofcitizens'instancesandthereforemoredemocratic.


7/Whichofthesocietalchallengesshouldhavethehighestpriorityforuniversitiesinyourcountry/region?

Pleaseformulatethechallengeasconcretelyaspossible.

F.ThePresentStateofFinancialManagementPleaseanswerthefollowingquestionsonfinancialmanagementinyouruniversity.

1/HowwouldyoudefinetheUnitforwhichyouhavemanagingresponsibilities?

Pleaseticktheappropriatebox:

Rectorate

ViceRectorate

Faculty

School

Department

Other:

2/DoyouhaveanyresponsibilityregardingthefinancialmanagementoftheUnityouaremanaging?Theseresponsabilitiescanrelatetoplanning,monitoring,organising,andcontrollingofthemonetaryresources.

Pleaseticktheappropriatebox:Yes/No

3/Whichisthedegreeofautonomyyouhaveasamanagerto?Pleaseindicateyourpreferenceonthescalebelow.

a....reallocateresourceswithinyourunitb....settuitionfeesc....borrowmoneyonthefinancialmarketd....raisefundsfromprivateinvestorsordonationse....recruitstafff....negotiatesalaries

4/WhataretheplansofyourUnitregardingimplementedanaccountingsystemthatidentifiesthefullcostofyouractivities?AnaccountingsystemthatidentifiesthefullcostofyouractivitiestakesintoaccountallthedirectandindirectcoststhatneedtobeconsideredtoruntheUnit.

Pleaseticktheappropriatebox: MyUnithasalreadyimplementedsuchasystem MyUnitisintheprocessofimplementingsuchasystem MyUnitisplanningtoimplementsuchasysteminthenearfuture MyUnitdoesnotplantoimplementsuchasysteminthenearfuture MyUnitcannotdecideonthisissue

5/Whatareasdoesthisaccountingsystemcover?

Selectallthepossibleoptions: Researchactivities

Teachingactivities Projects Otheractivities(library,publishingcompany,bookshops,etc.)

6/Inyouropinion,whatarethemainadvantagesofhavingimplementedanaccountingsystemthatidentifiesthefullcostsofyouractivities?Pleaseindicateyourpreferenceonthescalebelow.

a.Improvementofuniversities'accountabilityandhavemoreefficientresourceallocation.b.Improvementofinternalfinancialmanagementandbetterstrategicdecisions(e.gforinvestments).c.PossibilitytobettercomplywiththeFrameworkProgrammerequirements.d.ImprovementofcomparabilityamongdifferentuniversitiesacrossEurope.e.Betterpossibilitiestonegotiatewithexternalparties(e.g.publicprivatepartnerships)andfundingagencies.f.Improvementofcultureoftransparency.g.Otheradvantages:

7/Inyouropinion,whatarethemaindifficultiesofimplementinganaccountingsystemthatidentifiesthefullcostsofyouractivities?Pleaseindicateyourpreferenceonthescalebelow.

a.LackofsupportfromUniversity'smaingoverningbodies.b.Lackofsupportfromnational/regionalgovernment.c.Lackofmanagerialskillsrequiredtoimplementsuchassystem.d.Lackofautonomytochangetheaccountingsystemoftheinstitution.e.Availabilityofdataneeded.Thismeansthatnocompleteinformationaboutthefullcostofallactivitiescanbedeveloped.f.Lackofcultureoftransparency.g.Otherdifficulties:

8/Incaseyouarea(Vice)Rector,doestheRectoratehavetosubmitfinancialreportstothefundingauthorities(Ministries,RegionalGovernments,etc)?Ifyouarenota(Vice)Rectorpleaseignorethisquestion.

Pleaseticktheappropriatebox(es): Noreports Financialreports Scientific/Performancereports Managementreports Intellectualcapitalstatements Other:

9/Incaseyouarenota(Vice)Rector,whichreportsonfinancialissuesisyourUnitcompelledtosubmittotheUniversity'smaingoverningbody(Rector/President)?Incaseyouarea(Vice)Rector,pleaseignorethisquestion.

Pleaseticktheappropriatebox(es): Noreports Financialreports Scientific/Performancereports Managementreports

Intellectualcapitalstatements Other:

G.IdentificationQuestionsFinally,pleaseanswersomequestionsregardingyourprofilebeforesubmittingyouranswers.

1/Doyouhaveanyformalqualificationasmanager?


2/IfYes,pleasespecifyqualificationandyearofaward

Pleasespecifyyourmanagerqualification:

Pleasespecifyyear(s)whenthequalificationwasawarded:

3/HowwereyouselectedtobethemanagerofthisUnit?

Pleasechooseonefromthelistbelow. Democraticallyelectedbytheacademiccommunity(academicstaff,otherstaff,students) NominatedbytheRector/PresidentoftheUniversityorthemaingoverningbody(e.g.Senate) NominatedbyMinistryorotherofthefundingentity Selectedfromtheexternallabourmarketthoughacompetitiveprocess Other:

4/Whatisyourcountryofnationality?

Pleasechooseonefromthelistbelow::

IfOther,pleasespecifyyourcountryhere:

5/Whichdescriptionfitsbestyourprofile?

Pleasechooseonefromthelistbelow. Rector ViceRector President Director Bursar Chancellor Dean SecretaryGeneral GeneralManager Other:

6/Whatisyourmainresearchdomain?

Pleaseselecttheonethatbestfitsyouracademicactivities.

NaturalSciences EngineeringandTechnology MedicalSciences AgriculturalSciences SocialSciences Humanities Economics Other:

7/Whatisthenameofyourcurrentemployinginstitution/organisation?

8/Inwhichcountryisitlocated?

Pleasechooseonefromthelistbelow:

IfOther,pleasespecifythecountryhere:

9/Whatisyourgender?

Pleaseticktheappropriatebox:Female/Male

Thankyouforparticipatinginthissurvey.Ifyouwouldliketobeinformedoftheresultsofthissurvey,andhaveaninterestinothersurveysonhighereducation,pleasefillinyouremailaddress.

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Annex3:Questionnaireforuniversityresearchers

SurveyonuniversitiesinEuropeandbeyondforResearchandTeachingStaffThissurveyaimstocollectyouropinionsonthepresentandfuturestateofuniversitiesinEuropeandbeyondandtheirrelationtotheEuropeanResearchArea.Respondingtothefullsurveyshouldtakenomorethan20minutes,althoughitispossibletochoosetoansweronlythosequestionsrelatedtoeitherthecurrentoutlookorthoselookingtowards2025byleavingsomequestionsunanswered.Ineithersuchcase,thecompletionofthesurveywouldtakeonly10minutes.Please,continueuntilthelastpagetosubmityouranswers.

A.TheFutureStateofGlobalisationYouareinvitedtoassesstheissuesbelowaccordingtothefollowingtwocriteria:



1/By2025,highereducationinstitutionswillhavebecomegloballycompetitiveandthusabletocopewithpeopleofmanydifferentnationalitiesandculturalbackgrounds.


2/By2025,emergingregionsinAsiaandelsewherewillhavebecomethemostimportantcentresofresearchandinnovation.


3/By2025,virtualhighereducationandresearchorganisationsareestablished,takingadvantageofadvancedcomputing,globalnetworksofinterdisciplinaryteamsandamixofskills.


4/By2025,competitiveregionswillhavespecialisedinoneorasmallnumberofspecificknowledgeorientedsectors.


5/By2025,theassessmentandcertificationofknowledgebypeersininformalinternationalnetworks(e.g.throughsocialcomputing)willhavebecomemoreimportantthantheroleofestablishedinstitutions.


B.TheFutureStateofMobilityYouareinvitedtoassesstheissuesbelowaccordingtothefollowingtwocriteria:



1/By2025,severalEuropeancountrieswillfaceasubstantialdeclineinthenumberofresearchersandPhDstudents.


2/By2025,today'slessdevelopedeconomieswillcontinuetofacebraindrain,lowscienceinnovationlinksandaneverwideningtechnologicalgapwiththerestoftheworld.


3/By2025,alargepartoftheworkforcewillnothavemetthedemandforacombinationofnewskillsandcompetenceswithconventionalknowledgeofspecificindustries.


4/By2025,alternativeeducationsystems(onlineeducation,distanceeducation,competitionfromforeignuniversities)willhavereplacedsubstantiallythetraditionalhighereducationsysteminseveralEuropeancountries.


5/By2025,massificationofhighlystandardisedhighereducationwillcoexistwithratherlimitedaccesstopersonalisededucation.


C.TheFutureStateof'ThirdMissionofUniversities'Youareinvitedtoassesstheissuesbelowaccordingtothefollowingtwocriteria:



1/By2025,societalneedsandvalueswillbethemostimportantdriversofresearchandinnovation.


2/By2025,topdowngovernanceinresearchwillhavebeencomplementedsubstantiallywithparticipatorywaysofdecisionmakingusingsocialnetworkingtools.


3/By2025,differentstakeholderssuchaspolitics,university,industryandrepresentativesofcivilsocietyarehighlyinvolvedinresearchandinnovationthroughonlinenetworks.

Probabilityby2025 RelevanceforEuropeanuniversitiestoacttoday

PleaseexplainwhichactionsinyouropinionEuropeanuniversitiesshouldtake?

4/By2025,theprotectionofintellectualpropertywillhavebecometoagreatextentirrelevant,assuccessfulinnovationwillhavecometodependmoreandmoreonknowledgesharingandopeninnovation.


5/By2025,NGOshaveconsiderablymorepowerthantodayandplayacrucialroleinevaluatingaddedvalueofnewtechnologiesforsocietyandindebatingonpotentialcontroversiesandconflictsnewtechnologiesmaybring.


6/Howwilluniversitieslooklikein2025?

Describebrieflyhowyouthinkresearch,innovationandeducation(i.e.theknowledgetriangle)willlooklikeinEuropeanuniversitiesintheyear2025.

D.ThePresentStateofMobilityPleaseevaluatethestatementsbelowonthescaleindicated.

1/Pleaseevaluatethefollowingstatementsabouttheeffectsofresearchers'mobilityontheindicatedscale."Ibelievethatresearchers'mobilitydecreases/increases"

a)opportunitiesforfindingajobabroadb)opportunitiestobepromotedc)capacitytochooseresearchtopicsd)chancestoobtainapermanentpositione)opportunitiesforspecialisationf)opportunitiesforfindingajobinanothersectorg)collaborationinresearchprojectswithforeignuniversities/researchcentres

2/Pleaseevaluatethevalueofthefollowingtypesofmobilityaccordingtotheirrecognitioninthecareerdevelopmentofresearchandteachingstaffatyouruniversity.

a)Postdoctoralpositionsinanothercountryb)Postdoctoralpositionsinanothersector(e.g.industry)c)Previousjobpositionsinanothernationaluniversity/researchcentred)Previousjobpositioninanothersectore)Shortvisitsinanothernationaluniversity/researchcentref)Shortvisitsinanotherinternationaluniversity/researchcentreg)Shortvisitsinanothersector

Pleaseexplainyourreasonsforthehighestandthelowestscore?

3/Regardlessofyourpersonalexperience,doyouthinkmobilityisofbenefittoresearchers?

Pleasecheckthemostappropriatebox: Yes,ofgreatbenefit Yes,ofsomebenefit Notverymuch Notatall

4/IfYes,pleaseevaluateineachstageofaresearcher'scareerwhethermobilityhasanegativeorpositiveimpact(intermsofcollaborations,publications,careerdevelopment,etc).Ifnot,pleasegotonextquestion.

Mobilityintheearlycareerstage(duringMastersand/orPhDor05yrsexperience) Mobilityinthemiddlestageofacareer(59yrsexperience) Mobilityinthelaterstageofacareer(10+yrsexperience)Themainreasonsare

5/Forwhatreasonswouldyouconsider/notconsiderworkingabroad?

ThemainreasonswhyIwouldconsiderworkinginanothercountryare

ThemainreasonswhyIwouldnotconsiderworkinginanothercountryare

6/Forwhatreasonswouldyouconsider/notconsiderworkinginanothersector?

ThemainreasonswhyIwouldconsiderworkinginanothersectorare

ThemainreasonswhyIwouldnotconsiderworkinginanothersectorare

E.ThePresentStateof'ThirdMissionofUniversities'Pleaseanswerthequestionsbelowontheindicatedscale.

1/Doyoucollaboratewithindustry?Pleaseticktheappropriateresponse:Yes/No

2/DoesyourUniversityhaveaTechnologyTransferOffice(TTO)?Pleaseticktheappropriateresponse:Yes/No

3/PleaseevaluatethefollowingstatementsontheroleofpatentinginUniversitiesontheindicatedscale.

a)Patentingisessentialforasuccessfulresearchactivityuniversityb)Patentingispartoftheaimsofaresearcher'sactivitiesc)Universityownershipofpatentsisthebeststrategytoprofitfromuniversity/industrycollaborationd)Beinganinventorofpatentsisthebeststrategytoprofitfromuniversity/industrycollaboratione)Thepressureforpatentingisharmfultoresearchactivities.

4/Pleaseevaluatewhetheryouconsiderthefollowingaspectsbenefitfromestablishingspinoffs?

a)Increasingvisibilityoftheuniversityb)Availabilityofstageandapprenticeshipforstudentsc)Establishmentofarelationshipbetweenauniversity/researchcentreandthecorporateenvironmentd)TheconversionofresearchintocuttingedgeinnovationWhichotherbenefitsdoyouthinkspinoffscanhave?Themainreasonsare

5/PleaseevaluatethefollowingstatementsontheroleofcollaboratingwiththeTechnologyTransferOffices(TTOs)ofuniversitiesonadisagreeagreescale.

a.ToliaisewithTTOisanimportantpartofresearchactivitiesb.TTOsareimportantactorsinestablishingcontactswithindustryc.TTOsareimportantindevelopingresearchprojectsd.TTOsareimportantinmanagingtheIntellectualPropertyRight(IPR)e.IdonotvaluemuchthefunctionoftheTTOThemainreasonsare

6/Pleaseevaluatethefollowingstatementsabouttheroleofpublicengagementwithsocietyinuniversitiesonadisagreeagreescale.

a.Publicengagementisnotusefulbecausescienceandresearchworkswithdifferentdeliberationdynamics.b.Publicengagementisadistractionfromdoingresearch.It'snottheroleofresearcherstoseekconsensus.c.Publicengagementisonlyamarketingexerciseto'sell'betterourscience.d.Publicengagementisusefultodialoguewithsocietyandtounderstanditsneeds.e.Publicengagementwithsocietyshouldbeinclusiveofcitizensinstancesandthereforemoredemocratic.Themainreasonsare

7/Whichofthesocietalchallengesshouldhavethehighestpriorityforyouruniversity?Pleaseformulatethechallengeasconcreteaspossible?

F.IdentificationQuestionsIFinally,pleaseanswersomequestionsregardingyourprofile.

1/Whatisyourgender?


2/Whatisyourcountryofnationality?


IfOther,pleasespecifyyourcountryhere:

3/Whichdescription(s)fitbestyourprofile?

Youcanselectmorethanoneanswerfromthelistbelow: Researcherinauniversity Teacherinauniversity Researcherinapublicresearchcentre Researcherinaprivateresearchcentre Other:

4/Whatisyourmainresearchdomain?

Pleaseselecttheonethatbestfitsyouracademicactivities:

NaturalSciences EngineeringandTechnology MedicalSciences AgriculturalSciences SocialSciences Humanities Economics Other:

5/Whatisyourjobtitle?

6/Whatisthenameofyourcurrentemployinginstitution/organisation?

7/Inwhichcountryisitlocated?



G.IdentificationQuestionsIIFinally,pleaseansweradditionalquestionsregardingyourprofilebeforesubmittingyouranswers.

1/Whatisyourhighestformalqualification?


Pleasespecifytheyearwhenthequalificationwasawarded:

2/Didyouobtainanyoftheseformalqualificationsinadifferentcountrytotheoneyouarecurrentlyworkingin?


IfYes,pleasespecifythecountrieshere:

PleasechooseonefromthelistbelowfortheUndergraduateDegree:

IfOther,pleasespecifythecountryherefortheUndergraduateDegree:

PleasechooseonefromthelistbelowfortheMastersDegree:

IfOther,pleasespecifythecountryherefortheMastersDegree:

PleasechooseonefromthelistbelowfortheDoctorate:

IfOther,pleasespecifythecountryherefortheDoctorate:

3/HowmanyPOSTDOCTORALpositionshaveyouheld?Postdoctoralpositionsaredefinedasnontenuretrackpositions(beyondthelevelofarequireddoctoraldegree).

PleasespecifyherethenumberofPOSTDOCTORALpositions:

If1ormore,did/doesitoccurinadifferentcountrytotheoneyouobtainedyourPhDdegree?Yes/No

PleasechooseonecountryfromthelistbelowforthelongestPOSTDOCTORALposition:

IfOther,pleasespecifythecountryhereforthelongestPOSTDOCTORALposition:

4/HaveyouheldanyacademicjobpositionABROADbeforeyourcurrentpost,excludingpostdoctoralpositions?Abroadstandsforacountrydifferentfromyourcountryofnationality.


PleasechooseonecountryfromthelistbelowforthelongestacademicjobpositionABROAD:


5/HaveyouworkedbeforeyourcurrentpostinanothernonacademicSECTOR(e.g.industry,government)?

Pleaseticktheappropriatebox(es): YesIndustry YesGovernment No

6/HowoftendoyouenjoySHORTVISITINGSTAYS(lessthanoneyear)?

Pleaseticktheappropriatebox: Morethanoneperyear Oneperyear Oneeverytwoyears Lessoften Never

Whatistheaveragedurationofyourshortvisits? Lessthan1month Between1and3months Morethan3andmax.6months Morethan6months

7/Allquestionsinthissectionrefertoyourpublicationactivities.

PleasespecifyherethenumberofISIpublicationsyouhavepublishedfrom2001onwards:

Howmanyofthemareajointpublicationwithcolleaguesthatyouhavemetduringanyperiodofmobility?

DidyoupublishanyISIscientificarticlebeforefinishingyourPhD?Yes/No

Howmanyothertypeofpublications(nonISIarticles,bookchapters,etc.)haveyoupublishedfrom2001onwards?

Were/areyouobligedtobemobile(shortstays)inyourcontract/fellowship?Yes/No

Thankyouforparticipatinginthissurvey.Ifyouwouldliketobeinformedoftheresultsofthissurvey,andhaveaninterestinothersurveysonhighereducation,pleasefillinyouremailaddress.

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the future state of higher education in europe

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