EUA LEADERSHIP SEMINAR Lausanne, June 2006 MODULE 1 UNIVERSITY LEADERSHIP IN AN INTERNATIONAL CONTEXT

Transcription

1 EUA LEADERSHIP SEMINAR Lausanne, June 2006 MODULE 1 UNIVERSITY LEADERSHIP IN AN INTERNATIONAL CONTEXT BUILDING, LEADING AND IMPLEMENTING AN INTERNATIONAL STRATEGY The first seminar of a two part leadership series Hosted by Université de Lausanne Sponsored by IMD Programme (Version 15/5/06) 1

2 2

3 In the series of EUA Leadership Seminars In collaboration with the Leadership Foundation for Higher Education (UK) and the ZWM - Centre for Science Management (DE) University Leadership In An International Context In 2006, EUA offers two seminars to address the complex topic of internationalisation from two different yet complementary angles. These two seminars build upon EUA s experience of over twenty-five years in running international management seminars for institutional leaders, and are organised in collaboration with the Leadership Foundation (UK) and the ZWM Centre of Science Management (Germany), both of which are high profile national providers of university and science management programmes. The goal of the two seminars is to deepen the understanding of senior university leaders of the concepts and skills required to develop and lead the internationalisation of a higher education institution (Module 1) and for working effectively with European organisations (Module 2), to the best strategic benefit of the institution. The two independent modules can be booked together or individually. Module 1 University Leadership in an International Context: Building, leading and implementing an international strategy Lausanne, Switzerland, June 2006 As an interactive case-based session with peer contributions, participants are asked to contribute their own cases and experiences while senior university leaders and leadership experts provide input for discussion and act as coaches in the process. Module 2 Working with European Organisations: For the best strategic benefit of the institution Brussels, Belgium, 9-10 November 2006 (with the support of the European Commission) This module provides a high-level update on key developments in the European Higher Education and Research Area, discussion with EU representatives and a forum for senior peer exchange on the required resources and competences to work effectively in the European context. EUA is the representative organisation of more than 750 universities and national rectors conferences in 45 countries across Europe. EUA s mission is to promote the development of a coherent system of education and research at the European level, acknowledging the diversity of its members and the importance of solidarity. Through projects and services to members, EUA aims to strengthen institutional governance and leadership, and to promote partnership in higher education and research. Find more information at 3

4 Leadership Seminar Module 1 University Leadership in an International Context: Building, Leading and Implementing an International Strategy June 2006 University of Lausanne, Switzerland The first module of the two-series Leadership Seminar in 2006 will focus on "University Leadership in an International Context: Building, leading and implementing an international strategy". Discussions will deal with the international dimension of university leadership through three interlinked issues: building an international strategy for the institution implementing the internationalisation of the institution developing intercultural leadership skills Participants will: gain a deeper understanding of the need for and the development of an international strategy, review the positioning of the institution with regard to its environment, profile and resources, develop an action agenda and priorities both on an institutional and on a personal leadership level. The Seminar will be hosted by the Université de Lausanne at their Dorigny Campus on the shores of Lake Geneva. This magnificent location, a peaceful green landscape with views of the Alps and the lake, provides the ideal setting and atmosphere for intensive learning, informal networking and relaxation. EUA is also very pleased about the active support of the Lausanne based IMD, one of the world s leading business schools with over 50 years experience in developing the leadership capabilities of international business executives. Format This is a residential programme, participants are requested to attend the whole seminar, which starts with dinner on Sunday 11 June and ends with an optional lunch on Wednesday 14 June. Social and networking activities are organised on Monday evening with a visit to the old town and on Tuesday with dinner and a boat trip across the lake to Thonon (France). The format for the seminar is an interactive case-based learning experience with peer contributions, participants are asked to contribute their own case studies and experiences while senior university leaders and leadership experts provide input for discussion and act as coaches in the process. The working language is English with no interpretation. A good command of the English language is therefore required. This Seminar is exclusively for members of university leadership teams: Rectors, Presidents, Vice Chancellors, Directors or Principals as well as Vice-Rectors and Heads of Administration. The number of participants will be limited to 25 in order to ensure an effective learning process and a good networking atmosphere. In order to maintain a certain geographical balance to ensure the genuine European character of the Seminar, EUA may have to refuse registrations if there are too many from any one country. 4

5 Participants to the Seminar in Lausanne who wish to participate in the second seminar module in Brussels (9-10 November 2006) will benefit from a discount of 50. Leadership Seminar Module 1 University Leadership in an International Context: Building and Leading and International Strategy Programme Structure (as of ) Sunday 11 June Arrival of participants in Lausanne 20:00 Welcome dinner Getting to know each other: Host, participants, tutors, facilitators Monday, 12 June Registration & coffee Welcome by the host and EUA Jean-Marc Rapp, Rector, Université de Lausanne Andrée Sursock, Deputy Secretary General, EUA Introduction to the seminar by facilitators Bernadette Conraths, Alison Johns, Andrée Sursock World-Café: What does international mean for my institution? Part I: Building an international strategy for the institution 10: The rationale of internationalisation the role of the rector/president Two institutions, two perspectives Jean-Marc Rapp, Rector, University of Lausanne, CH Peter Lorange, President, IMD, CH Discussion Why is there a need to internationalise our higher education institutions? The two speakers represent very different types of higher education institutions which have different objectives and serve different individuals and groups in society (describe).they will outline their reasons and purpose for the international dimension of their respective institutions, the strategies they put in place and the role they play in building and developing it. In this context they will also share the personal challenges they have experienced, what helped and the different skills and competences they deem necessary for leading a successful process of internationalization Break and refreshments Headline announcements of four cases on international strategy development from participants to be discussed in the work groups. Focus on: The challenge of differentiation: Identifying the appropriate strategy for your institution Multiple factors such as the race toward research excellence, the pressure to broaden student access while improving quality of teaching and learning, 5

6 Lunch the Bologna process generate an increasing diversity in European Higher Education institutions. How do you build an appropriate international strategy based on the overall strategy and the specific profile of the university, including key components as academic staff, administrative resources, programmes, target groups, scope of research etc? Going international: Choosing markets and regions While in the past international connections in HE depended largely on individual academic contacts and on (Erasmus-driven) student exchange, today HE leaders have to set institutional priorities. Research foci, financial aspects, industrial environment, regional needs are factors to be taken into consideration. How to set priorities in terms of the regions from where to recruit which type of students? Where and with whom to intensify academic collaboration and partnerships? What sort of language policies should be adopted? Creating an international culture at home: The right mix of people Student exchanges and individual researchers networks are not sufficient anymore to create a truly international mindset and culture across the whole institution.how do you develop a strategic frame in order to achieve your goals? Considerations include for example: The balance and management of international vs national students, recruitment of international of academic and administrative staff or of national talent with a distinguished international profile, incentives for international exposure and activities, integration of the international perspective into curricula and teaching material. Developing a profile: Marketing the institution abroad By their very nature, universities would have an international scope regardless of the environment they mainly serve. Still, the more important the international dimension becomes in an increasingly competitive context, the more HEIs have to explicitly define their main strengths, characteristics and objectives in a coherent profile. How to develop an internationally viable branding of the institution, based on its vision and mission? Group works on focus themes Break and refreshments Personal leadership for high impact international strategy: Working with the Myers-Briggs Type Indicator (MBTI) and the Hofstede cultural dimensions Alison Johns, Higher Education Funding Council for England, HEFCE, UK Open Space checking the issues over a drink Tuesday, 13 June Bus transfer to the Old Town, visit and joint casual dinner As of Breakfast lounge Intro to the day, yesterday s issues Part 2: Implementing the internationalisation of the institution Once the overall strategy of the institution and its international scope are broadly set the leadership of the institution needs to decide on the kind of support and orientation which the academic and administrative parts of the organisation may need for implementation. The two speakers, both with extensive experience in leading 6

7 international strategy and activities for their institutions in very different contexts, will address diverse aspects of implementation and the demands on HEI leaders, both in terms of external activities and internal management 09: The challenges of implementation: The world out there Introducing the issues: Frans van Vught, former Rector University of Twente, NL Arthur Mettinger, Vice-Rector International Relations, University of Vienna, A Discussion Headline announcements of four cases of participants on external implementation. Focus on: Marketing the institution abroad: Resources and competences needed Communicating and operating successfully beyond the national borders require a complex coordination act that juggles the strategic choices of the institution, long established faculty and individual activities, professional marketing, PR and administration functions. What is the role of the HEI leadership academic and administrative? Which resources and competences are needed on a central institutional level? What are effective ways of marketing the university? Student recruitment and admissions: Attracting the right target groups Recruiting international students across the world responds to the strategic objectives of the institution, and so does, ideally, the admission of international applicants which is often supported by national or regional policies. What is the leadership role in defining the student flow in terms of numbers and national origins, in determining quality levels and admission criteria? What needs to be done in terms of integrating diverse cultural/religious student groups? Building partnerships and alliances: Managing synergies Cross-border institutional partnerships are becoming an increasingly frequent way to achieve various objectives, including critical research mass and project collaboration, extended staff and student exchange, joint teaching material development. What are the ingredients of a successful institutional collaboration and what is the leader s role in it? What are the required competences, what are the pitfalls? The research base: Strengthening the international scope While research activities in European universities are still mainly bottom-up initiatives there is a tendency to strengthen the strategic perspective at the institutional level. To what extent can the international dimension be enhanced through strategic incentives and central support for international research contacts and projects? What is the role of the academic leaders? Break and refreshments Group works on focus themes Lunch The challenges of implementation: Internal culture Introducing the issues: Frans van Vught & Arthur Mettinger, 7

8 Antoinette Charon, President of the European Association for International Education, EAIE, and Head of International Office, Université Lausanne Discussion Complementing the contribution of the two speakers Antoinette Charon will share her experiences of and views on the role and scope of an effective International Office within a university, including its relation with the leadership team, resourcing, responsibilities and necessary competences Headline announcements of four cases of participants on internal culture issues. Focus on: Internationalising academic staff: Recruitment and incentives Recruiting, integrating and retaining international staff is often difficult in a public university environment and not only for financial reasons Still, there are many ways to promote an international outlook and profile of the academic staff, such as diverse international exposure, PhD programmes etc. What can HE leaders do at a central level (and within the national legislation constraints) to introduce successful policies of recruitment and retention of international academic staff? Which incentive policies can be put in place to increase the international profile of national staff members? Managing the international support system: Resources and competences The quality and scope of an institution s international activities depend on its internal management, i.e. such support structures as the International Office and well trained administrative staff across the functions. What is the role and scope of a successful International Office at a central level? What are its tasks? What profiles and competences are needed to lead them? What competences are needed in other administrative functions in order to best manage the international activities of the institution? Programme portfolio and curricula: Integrating the international dimension No disciplinary field in HEI is untouched by global developments and interdependences. Students have increased opportunities to move and continue studies outside their national bourder, depending on their language abilities. How can the academic leadership make sure that international developments are being reflected in the curricula? How to develop the kind of programme portfolio which attracts the targeted international student body and develop the international competence of the national students?internationalising programme portfolio and curricula Costs and funding: Investing in the international dimension A meaningful international strategy needs investment: the leaders time, human and financial resources for communication, marketing, travel etc. How can the cost of all these aspects be determined? How much of an international dimension can the institution afford? Which funding sources can be tapped? Break and refreshment Group works on focus themes Open space & issue check over a drink; Individual action agenda development Shuttle bus to hotels 8

9 20.00 Special dinner hosted by Université de Lausanne and IMD: A boat ride on the Lake of Geneva Wednesday 14 June Part 3: Leading internationalisation: The personal impact An action-reflection session on how the rector s personal leadership profile and awareness of cultural dimensions impact on taking the strategy forward Alison Johns and facilitators Taking a different view on cultural issues: Discussing the Hofstede model and report results, sharing insights, surprises Consultancy Trios: Exploring leadership developing strategy further In groups of three participants coach their colleagues in turns on critical issues they have identified over the past days and clarify their personal action priorities Break and formulation of personal action agenda Pulling it all together and sharing personal action agendas (optional) Farewell and optional lunch 9

10 REGISTRATION EUA Members receive an invitation by with online registration instructions through the EUA website. The number of participants is limited to 25, in order to facilitate a truly in-depth discussion. Registration fee is 1700 Euro to EUA members and 1900Euro to Non- Members (excluding accommodation costs). CURRENCY 1 = 1.56 CHF(as of May 2006) TRAVEL Airports serving Lausanne, Geneva, Zurich and Basle The closest airport is Geneva located 60 kms from Lausanne. Public Transport into Lausanne There is a direct train service from Geneva Airport to Lausanne at a frequency of 2 trains per hour. The train station is located within the airport. The journey takes about 45 minutes. There are also direct trains from both Zurich and Basle. For more information and scheduling please check the SBB site. Once you arrive in Lausanne take a taxi from the train station to the Hotels (cost aprx 15 CHF) or take the metro to Ouchy at 2.40 CHF per person. The metro is located right in front of the train station main entrance. All hotels are in very close walking distance from Ouchy metro station. Hotel Navigation Place de la Navigation, Avenue de la Harpe 49, 1006 Lausanne 6, Switzerland Map Contact: Nathalie Rolaz Tel: Fax: hotel.navigation@bluewin.ch Price : 125 CHF single room + 2 CHF tax The Hotel Navigation is a family run hotel, 5 minutes from the centre of Lausanne with easy access to the railway station and city attractions. It is situated 200 m from the Ouchy metro station. It overlooks Lake Geneva and the nearby yachting marina. It has a restaurant and brasserie with 2 terraces and a lake view as well as a small boutique. Hotel Aulac Place de la Navigation 4, 1000 Lausanne 6, Switzerland Map Contact: Anne-Sylvie Utz Tel: Fax: aulac@cdmgroup.ch Price : 120 CHF single room (including breakfast) + 2 CHF tax The Hotel Aulac situated on the Lake Geneva is an ideal destination for business or leisure. It is 10 minutes from the city centre and the railway station and 40 minutes drive from Geneva's international airport. Hotel Aulac is close to the lakeside promenades, parks and gardens and just a few steps from the Olympic Museum. City Map of Lausanne How to get to Lausanne SEMINAR VENUE SUNDAY, 11 JUNE 2006, :30 (Registration & Welcome Dinner) Mövenpick Hotel Street map WEATHER The weather in Lausanne in June should be warm and pleasant. For up to date forecasts please click here HOTEL RESERVATIONS To book a hotel, please complete the hotel reservation form that you have been sent and fax directly to the hotel of your choice. Mövenpick Hotel Avenue de Rhodanie 4, 1000 Lausanne 6, Switzerland Contact: Fanny Schürmann Tel: Fax: Map fanny.schurmann@moevenpick.com Price: 253 CHF deluxe single room with lake view 28 CHF breakfast 2,20 CHF Tax The Mövenpick Hotel is in the heart of Lausanne Ouchy on the banks of Lake Geneva overlooking the spectacular Alps. It's within easy access to major city landmarks and attractions. It's 5 mins drive from the city centre, the railway station and the motorway. The Geneva-Cointrin international airport is 30 mins drive. The hotel has a fitness centre and sauna and water sports are available on the banks of Lake Geneva. Only 4 rooms are available at the Mövenpick Hotel so please reserve your room as soon as possible to avoid disappointment. The Mövenpick Hotel is within walking distance from the Hotel Au Lac and Hotel Navigation. From the train station you can either take a taxi (approx cost 15 CHF) or take the metro to Ouchy (approx cost 2,4 CHF per person). The metro is located right in front of the main station entrance. 10

11 MONDAY - WEDNESDAY, JUNE 2006 Université de Lausanne Street map / Campus Map SOCIAL AND NETWORKING PROGRAMME This is a residential programme, participants are requested to attend the whole seminar, which starts with dinner on Sunday 11th June and ends with an optional lunch on Wednesday. Social and networking activities are organised on Monday evening with a visit to the old town and on Tuesday with dinner and a boat trip across the lake to Thonon (France). Sunday 11 th June 20:00 Welcome Dinner and introductions at the Mövenpick Hotel The Leadership Seminar will take place in the Université de Lausanne s Dorigny site on the shores of Lake Geneva. This magnificent location, formerly a mixture of farmland and woods, once inspired Peter Brueghel the elder to paint his masterpiece "The Harvesters". Today, this peaceful green landscape with its views of the Alps and the lake, provides the ideal setting and atmosphere for intensive learning, informal networking and relaxation. All sessions will take place in the recently renovated 18 th century Château de Dorigny Monday 12 th June 18:15 Participants are invited to a visit of the old town followed by dinner at a local restaurant La Pomme de Pin SHUTTLE BUS SCHEDULE A shuttle bus is organised to transport participants from Ouchy to the Dorigny Campus. The bus will leave from the beginning of Avenue de la Harpe which is just to the left of the Mövenpick Hotel. The shuttle bus will be marked "transport hors-ligne" Monday 12 th Departs: 08:15 From: Av de la Harpe To: Université de Lausanne, Grange de Dorigny (200m from the Château) Tuesday 13 th June 20:00 Participants are invited to a special dinner hosted by Université de Lausanne and IMD: A boat ride on the Lake of Geneva Monday 12th Departs: 18 :15 From: Université de Lausanne, Grange de Dorigny To: Cathédrale Arret Pierre Viret TL 16, La Barre Monday 12th Departs: 22 :30 From: Arret Bus TL16 La Barre To: Av de la Harpe / hotels Tuesday 13th Departs: 08 :30 From: Av de la Harpe To: Université de Lausanne, Grange Dorigny Tuesday 13th Departs: 18 :40 From: Université de Lausanne, Grange de Dorigny To: Av de la Harpe / Hotels Wednesday 14th Departs: 08 :30 From: Av de la Harpe To: Université de Lausanne, Grange de Dorigny Wednesday 14th Departs: From: Grange de Dorigny To: Av de la Harpe via the CFF Train Station DRESS Smart casual EUA CONTACT PERSONS For practical questions please contact: Carolyn Dare, Project Manager, Tel: Fax: , Mobile (during meeting): +32 (0) , carolyn.dare@eua.be For questions on the Programme please contact: Bernadette Conraths, Project Director Mobile: , bernadette.conraths@eua.be 11

12 12

13 13