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Effects of changes of political context for Czech universities Tomáš Kopřiva Institute of Chemical Technology Prague. Lyon , HUMANE, 19-20 October 2007. Agenda. Political changes: a new situation OECD Thematic Review OECD recommendations Governmental concept

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Effects of changes of political context for Czech universitiesTomáš KopřivaInstitute of Chemical Technology Prague

Lyon, HUMANE, 19-20 October2007

agenda
Agenda
  • Political changes: a new situation
  • OECD Thematic Review
  • OECD recommendations
  • Governmental concept
  • Proposals of governance sub-commission
  • White Paper (Draft)
  • Conclusion
political changes a new situation
Political changes: a new situation
  • Post-1989:
    • autonomy
    • rapid growth
  • New HE act 1997:
    • HEIs become public legal bodies
    • right to own property
    • establishment of private HEIs
  • Other changes – entry to EU, globalisation
  • New situation – conflicting views
  • Decision to undertake an independent analysis
oecd thematic review
OECD Thematic Review
  • Country Background Report for the Czech Republic (Feb 2006)
  • Visit of OECD experts (March 2006)
  • Thematic Review of Tertiary Education: Czech Republic: Country Note (Nov 2006)
oecd thematic review analysis
OECD Thematic Review: analysis
  • External stakeholders absent from policymaking
  • Extensive institutional and faculty autonomy
  • Weak role of Board of Trustees (BT)
  • Institutions inwardly-focused
oecd thematic review analysis 2
OECD Thematic Review: analysis 2
  • Ability of rectors and deans to lead effectively also constrained by:
    • democratic academic self-governance
    • academic senates that elect them
    • relatively short periods of office
    • high degree of faculty autonomy
      • focus on maximising faculty income limits availability of central university resources
      • path of least resistance adopted
        • difficult to take strategic decisions that involve prioritising between the plans of different faculties
oecd thematic review analysis 3
OECD Thematic Review: analysis 3
  • Influential role of students in senate decision-making can cause problems in:
    • leadership elections
    • determining priorities and budgets
      • conflicts between issues of immediate relevance to students (teaching, social services) and those with less direct impact (research, innovation)
oecd thematic review analysis 4
OECD Thematic Review: analysis 4
  • In comparison with Western European universities:
    • internal management systems are relatively underdeveloped
    • ethos of having strong professional management yet to take root
oecd recommendations academic self governance
OECD recommendations (academic self-governance)
  • Strengthen steering and co-ordination capacity at system level
  • Include broader range of stakeholders in governance at strategic (not scientific) system and institutional levels
  • Improve ability of rectors and deans to lead their institutions
  • Professionalize university administration
governmental concept dec 2006
Governmental concept(Dec 2006)
  • Design and implementation of a fundamental reform of governance
    • broader range of external stakeholders to be included in process of appointing HEI leaders
  • Rectors and deans (elected through the new electoral system) to be given more freedom and responsibility to make strategic decisions at their level
  • Council of HEIs to include a chamber of external stakeholders
proposals of governance sub commission june 2007
Proposals of governance sub-commission(June 2007)
  • Diversify HEIs into three groups:
    • research universities
    • entrepreneurial universities
    • teaching universities
  • Separate strategic, administrative and financial management from academic activities
proposals of sub commission 2
Proposals of sub-commission 2
  • Strengthen role of BTs:
    • approve establishment or dissolution of a university (or parts thereof)
    • approve long-term plans and budgets
    • approve annual report on activities
    • approve annual report on economic management
    • participate in appointment of rector
  • Change method of appointing BT members
proposals of sub commission 3
Proposals of sub-commission 3
  • Reduce role of academic senates
  • Limit their role to academic affairs:
    • election of members of Scientific Board
    • proposalof study programs
    • study rules
    • student affairs
proposals of sub commission 4
Proposals of sub-commission 4
  • Limit role of student representatives to aspects directly impacting student life:
    • quality of teaching
    • quality of student services
    • participation of students in R&D and entrepreneurial activities
proposals of sub commission 5
Proposals of sub-commission 5
  • Define competencies and powers of rector and registrar:
    • var. 1:
      • rector is academic representative responsible for teaching and scientific affairs
      • registrar is “president” for all other activities
    • var. 2:
      • rector is responsible for all activities
      • registrar is “administrative director”
proposals of sub commission 6
Proposals of sub-commission 6
  • Cut down or annul economic and administrative power of faculties
    • centralise responsibilities and competencies in one place
  • Professionalize university administration
white paper draft sept 2007
White Paper (Draft)(Sept. 2007)
  • Analysis of current system:
    • disconnection of power from responsibility
    • Tends to conservatism
      • particular needs asserted over the greater good
    • external stakeholders are “outsiders” without influence
      • applicants, students and their families, employers, industrial & R&D partners
    • no clear distinction between academic, scientific and administrative agendas
    • complicated proceedings characterised by:
      • strong position of academic senates
      • independence of faculties
      • lack of external stakeholders
white paper draft 2
White Paper (Draft)2
  • Goals for reform of governance:
    • definition of competencies of all “drivers”
    • separation of academic and executives roles
    • profiling new role of academic senates, focused on:
      • evaluation of quality
      • supervision of teaching and student services
    • definition of role of external stakeholders
    • integration of HEIs
    • creation of simpler and more effective internal organisation structures in HEIs
conclusion
Conclusion
  • Strengths:
    • good analysis
    • consensus of CZ and foreignexperts
    • firm basis for further development
  • Weaknesses:
    • lack of will and courage to make changes
    • unstable political environment
      • ceaseless electioneering
  • God save the Czech HEIs!
thank you for your attention
Thank you for your attention

Lyon, HUMANE, 19-20 October 2007