hedda10 - aagaard - merger process of aarhus

K A A R E A A G A A R DD A N I S H C E N T R E F O R S T U D I E S I N R E S E A R C H A N D

R E S E A R C H P O L I C Y – A A R H U S U N I V E R S I T Y

Danish University MergersThe case of Aarhus University

Danish University Mergers The case of Aarhus University

Mergers of public research institutions:For decades an issue on the Danish political

agendaGrowing pressure for change after 20002001: The Danish Research Commission2002/2003: The Danish Council for Research Policy2004: OECD 2004: Minor mergers - from 25 to 17 GRIsAt the same time major merger processes in other

political areas (municipalities, hospitals, university colleges etc.)


The national decisionmaking process: 2006 Globalisation Strategy as initiation. The primary aims of

the mergers to:Strengthen Danish research and university education – also

in an international contextIncrease the universities' proportion of business

collaboration and innovationIncrease the universities' ability to attract international

research funding, including EU-fundingEnhance services for the public authorities

Very fast process (Feb. 2006-Oct. 2006) and very limited central analysis – more emphasis at solutions than problems


National Result: From 25 to 11 institutions with effect from 1/1-2007

Three major universities (2/3 of the sector in both research and education)

KU: KU, DFU and KVL AU: AU, ASB, DPU, DJF and NERI DTU: DTU, RISØ, DFVF, DRC, DFIU and DTF Five smaller and very different universities (AAU, SDU, RUC, CBS

and ITU): 2 universities with small GRI-mergers (AAU, SDU) and 3 non-merged universities (RUC, CBS, ITU)

4 Non-merged GRIs (NFA, SFI, The Kennedy Centre, GEUS)

In general most institutions were integrated as independent units within new universities – few reorganisations and few geographical transfers of staff


The case of Aarhus University AU 2006: A traditional multifaculty university AU 2007: Integration of 2 small universities and 2 large GRIs - 40%

increase in turnover and an increase from 5 to 9 main academic areas:Humanities (HUM)Health Sciences (SUN)Science (NAT),Theology (TEO)Social Sciences (SAM)

The Faculty of Agricultural Sciences (DJF)The National Environmental Research Institute (NERI)The Aarhus School of Business (ASB)The Danish School of Education (DPU)

Result: A large, very diverse and very geographically spread out university


Horsens: DJF (Forskningscenter

Askov: DJF (Askov Forsøgsstation)

Geographic overview 2007-2011


New AU in brief Responsible for 27% of total research performed in the public sector 9,500 publications (80% scholarly/scientific and 20% public

dissemination) 38,050 students (7,000 new) /1,610 PhD students Approx. 85 Bachelor’s programmes and 125 Master’s programmes Academic staff: 5,970 employees - Technical/administrative staff: 5,007

employees

Revenues: Teaching DKK 1.3 billion Basic research DKK 1.9 billion Competitive funding DKK 1.7 billion Public sector consultancy DKK 0.3 billion Other DKK 0.5 billion

Total:DKK 5.7 billion (0.760 billion Euros)


Phase II : Internal reorganisations – initiated march 2010 External challenges:

Increased domestic and international competition for research funding Increased competition for the most talented researchers and students Increased focus on strategic research Increased understanding of the key societal role played by our universities Increased complexity of global challenges

Internal challenges: Increased demand for efficiency Increased demand for concrete synergy effects from the mergers Need to break down ”silos” to increase collaboration and communication Need to create greater scope for strategic leadership

Solution: New organisational structure with fewer main academic areas, fewer departments, simpler administrative structure – approved in march 2011 - implemented by 1/8-2011


AU 2011: From nine to four main academic areas


Reduction of number of institutes/departments/centres

Arts: From ten to four (DPU: From independent university to independent faculty to institute)

Business and Social Sciences: From 11 to seven (ASB: From independent university to independent faculty to part of merged faculty)

Health: From 10 to fiveScience and Technology: From 24 to 12 (DMU and DJF

from large GRIs to independent faculties to national centres)

In total: From 55 to 26 - Rationale at all levels: Fewer units equals fewer borders


Integration of the large GRIsDMU and DJF: From large GRIs to faculties to National

Centres

Portals for authorities, businesses, interest organisations and the public to the expertise of Aarhus University within nature, environment and energy on the one hand and food and agriculture on the other

In reality the former GRI’s are now shut down and all staff integrated completely within different departments

A couple of other national centres are also under construction (education, forensic medicine)


Future challenges within AUTo settle and find continuity

To convince the ministries to continue to use and fund the activities of the former GRIs

To maintain bottom up dynamics in very large units with substantial distance from top to bottom

To foster real interdisciplinarity within the university


Trends in the national landscapePhase II has also been initiated at the two

remaining large universities (KU and DTU), but in less radical forms

In general no standard across universities and ministries with regard to how the former GRIs are organised and funded – but funding is under pressure everywhere

Future mergers or extended collaborations with University Colleges?

Continued pressure upon the non-merged institutions (both universities and GRIs)