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1 Governing bodies Main changes General Council - Integrated by - PDF document

Nov 01, 2022 •238 likes •309 views

LEAD PROJECT Final Conference LEAD PROJECT Final Conference LEAD PROJECT Final Conference LEAD PROJECT Final Conference Vrije Universiteit Brussel, 10-12 September 2018 Topics Topics for Topics Topics for for sharing for sharing and

  1. LEAD PROJECT Final Conference LEAD PROJECT Final Conference LEAD PROJECT Final Conference LEAD PROJECT Final Conference Vrije Universiteit Brussel, 10-12 September 2018 Topics Topics for Topics Topics for for sharing for sharing and sharing sharing and discussing and and discussing discussing discussing Panel Panel Session Panel Panel Session Session Session: : : : 1. Recent reform of Portuguese Higher Education: from legislation University governance in the international context: training and learning models, sharing and transferring reponsibilities, and risk management to implementation 2. Implications for NOVA University, Lisbon - managing a strategic Tittle of the presentation: The long-term strategic plan of NOVA University, Lisbon: implications for plan in the context of the national reform and the global financial governance and leadership. Can the lessons learned be transferable? crisis, attempting to promote autonomy and accountability António Rendas 3. Lessons for governance and leadership Rector NOVA University, Lisbon (2007-2017) President of the Portuguese Council of Rectors (2010-2014) 4. Are all these experiences transferable? Recent reform of Portuguese Higher Education: from legislation to implementation Firetail, UK Main policy instruments for modernizing higher education The New Legal Regime // Law 62/2007 Reforming degrees and diplomas, 2006 : Approved in September 2007 (Legal Regime of Higher Education Institutions • Regulating the creation of post-secondary (professional) education – «RJIES») programs; Article 1: • Flexibility in admissions and access of adults (over 23 years old) to HE; • Full compliance with the Bologna Process. ♦ “This law settles the legal framework of Higher Education Institutions, Reforming the legal framework, 2007: specifically governing their constitution, attributions and organisation, the • New Legal Regime of Higher Education Institutions; functions and powers of their various bodies, as well as their public • New Legal framework for the assessment of higher education; supervision by the State within the scope of their autonomy ” . • Launching of the Higher Education Evaluation and Accreditation Agency; • Creation of a National Qualifications System and establishment of the (preceded by an OECD evaluation of Portuguese HE, 2005) National Qualifications Agency. 1

  2. Governing bodies Main changes  General Council - Integrated by 15 to 35 members, according to the institution dimension,  Setting up Governing Boards with external members and external members – representing up to 30% of the total;  Possibility of an independent legal status for public universities (public - Main functions: election of the Rector and validation of budget and the strategic plan. foundations)  Promoting the establishment of consortia among HEI  Rector (Senate, as a consultative body of the Rector may exist).  Possibility of contract-programs  Management Council (Integrated by a maximum of 5 members, appointed and headed by the Rector). A Stronger Role for the Rector Public Foundations  Following a proposal formulated by the Rector and approved by greater • Homologating the elections majority of the General Council, HE institutions may request to the • Appointing and dismissing the directors of the units without self Government the adoption of a public foundation statute. government  Administration: • Appointing and dismissing the directors of the institution’s services • Exercising disciplinary power - Board of Trustees (5 members) • Opening admission procedures for new staff Appointed by Government following institution proposal • Appointing examination panels for staff promotion - 5 years mandate, renewable once • Deciding on rules for academic evaluation  Main functions: • Deciding on the creation, suspension and extinction of study programmes - Nominate and exonerate the Management Council • Promoting quality assurance and accreditation mechanisms - Ratify General Council decisions • Deciding on the maximum number of new admissions and enrolments - Decide on acquisition or sale of real estate assets and authorize credit • Allocating social support for students, according to the law operations Role of the Portuguese Government Universities transformed in Public Foundations 2010 – A national contract was collectively signed between the government and all public universities and polytechnics aiming at increasing the number 2007-2009 : University of Porto (UP) of graduates and providing an overall funding of 100M€ University of Aveiro (UA) Lisbon University Institute (IUL/ISCTE) 2016 – A national contract was collectively signed between the government 2016-2017: University of Minho (UMi) and all public universities within the scope of developing science and NOVA University, Lisbon (UNL) knowledge with a specific compromise of maintaining the national university funding through the present governmental mandate and also reducing the administrative procedures required for recruiting and promoting academic and research staff including those with precarious contracts. The contract also included recommendations to promote open science and enhancing societal and cultural responsibilities in HE. 2

  3. Influence of New Public Management on HEI? (Change from academic collegiality to central control ?) Managing a strategic plan in the context of • Decline of academic influence the national reform and the global financial • More peripheral role of senates and councils • Strong role of external stakeholders crisis, attempting to promote autonomy and • More flexibility of personnel appointments • Possibility of using private rules – foundation universities accountability • Funding by performance contracts • More effective quality assessment The launching of NOVA’s strategic plan (2012-2016) was preceded by “Internal” options considered by NOVA University an extensive internal debate and consensual agreement (2010-2011) • Increasing the number of graduates (not the same as increasing the number of students) 36 Key Performance Indicator ( KPI) distributed by 7 areas: • Enhancing globally the quality of teaching, research and Teaching (6) innovation, including a great internationalization Research (4) (different from enhancing quality in each academic area separetly) Inovation and Creation of Economic and Social Value (6) • Promote the new governance model as a leverage to allow for HEI Internationalization (8) to reach full potential while remaining accountable (not the same as granting autonomy and interfere at Human Resources (4) micromanagement level or allowing the system to run without Financial Resources (3) supervision) Social Services (5) (database since 2009) Research Research Number of peer-reviewed Number of peer-reviewed 2.1 2.1 publications publications Priorit Priorit Normalized impact of WoS Normalized impact of WoS 2.2.1 2.2.1 publications (MNCS) publications (MNCS) Priorit. Priorit. Percentage of expenditure with Percentage of expenditure with 2.3 2.3 research vis-à-vis total research vis-à-vis total expenditure expenditure Percentage of research units Percentage of research units 2.4 2.4 classified as Exceptional, classified as Exceptional, Excellent or Very Good Excellent or Very Good Target Target 3

  4. Research Research Number of peer-reviewed Number of peer-reviewed 2.1 2.1 publications publications Priorit Priorit Normalized impact of WoS Normalized impact of WoS 2.2.1 2.2.1 publications (MNCS) publications (MNCS) Priorit. Priorit. Percentage of expenditure with Percentage of expenditure with 2.3 2.3 research vis-à-vis total research vis-à-vis total expenditure expenditure Percentage of research units Percentage of research units 2.4 2.4 classified as Exceptional, classified as Exceptional, Excellent or Very Good Excellent or Very Good Target Target Research Research Number of peer-reviewed Number of peer-reviewed 2.1 2.1 publications publications Priorit Priorit Normalized impact of WoS Normalized impact of WoS 2.2.1 2.2.1 publications (MNCS) publications (MNCS) Priorit. Priorit. Percentage of expenditure with Percentage of expenditure with 2.3 2.3 research vis-à-vis total research vis-à-vis total expenditure expenditure Percentage of research units Percentage of research units 2.4 2.4 classified as Exceptional, classified as Exceptional, Excellent or Very Good Excellent or Very Good Target Target Internationalization Internationalization Number of partnerships in Number of partnerships in 4.1 4.1 European and global networks European and global networks Number of projects in EU Number of projects in EU 4.2 4.2 Framework programmes Framework programmes Percentage of foreign teachers Percentage of foreign teachers 4.3 4.3 and researchers and researchers Percentage of Master's and Percentage of Master's and 4.4 4.4 PhD's taught in English PhD's taught in English Percentage of students enrolled Percentage of students enrolled 4.5.1 4.5.1 in international mobility in international mobility programmes (incoming) programmes (incoming) Percentage of students enrolled Percentage of students enrolled 4.5.2 4.5.2 in international mobility in international mobility programmes (outgoing) programmes (outgoing) Percentage of joint Master's and Percentage of joint Master's and 4.6 4.6 PhD's with international PhD's with international Priorit . Priorit . institutions institutions Target Target 4

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