Strategy Development in Higher Education Institutions Planning Implementing Monitoring

Transcription

1 Advanced Seminar Strategy Development in Higher Education Institutions Planning Implementing Monitoring 10 th 11 th April 2014, Berlin With experts from: Brochure Cardiff University, Planning Division, United Kingdom University of Amsterdam, Strategy and Information, the Netherlands University of Copenhagen, Rector s Office, Denmark University of Groningen, Office of the University Directorate, the Netherlands Brunel University, Planning and Policy Department, United Kingdom University College Dublin, President s Office, Ireland 1

2 ADVANCED SEMINAR Strategy Development in Higher Education Institutions Higher Education Institutions are urged to act both strategically and competitively The decrease of external funding and the increase of competition between Higher Education Institutions (HEIs) make it essential to think and act more strategically. Therefore, a targeted development strategy is crucial for the institution s success. These, usually very ambitious, strategic plans indicate which actions should be taken in teaching, research, internationalisation, staff and student mobility, as well as other areas. Who is this seminar for? Directors, Heads of Departments and Units, Managers and Officers in charge of strategy development, implementation and control, especially from the following departments: Strategic planners at HEIs have to make sure that all faculties, departments and units are involved in the strategy development process as a top-down approach is not always the key to success. Ensuring that the strategy has the envisaged impact, that it is implemented successfully and that it contributes to the HEI s institutional development are only some of the tasks planning staff have to manage. Whereas the overall strategy is set out for several years, short-term action plans are drafted to reach targets. Furthermore, every faculty drafts its own plans. All these contributions need to be coordinated to work together towards the common goals of the overall strategy. Monitoring and measuring of achieved results Staff in charge of implementation and execution of strategic plans are also confronted with the question of effective monitoring and measuring of achieved results. Key Performance Indicators are one possibility to monitor achievements. However, in some areas success is difficult to display with quantitative measures. Therefore, a methodology for assessing developments in such areas needs to be defined. Furthermore, the internal audit s findings can also contribute to the overall strategy development. Improve your institution s strategic planning processes from drafting the strategy plan through the implementation to evaluation of the results. Exchange know-how and practical experiences with colleagues from all over Europe at our Advanced Seminar! Strategic Planning & Planning Support Development & Corporate Policy Rector s Office Vice-Rectors Offices (Teaching, Research, Internationalisation, Communication, etc.) Management Board Institutional Development University Council Central Administration Marketing & Communication Quality Assurance Internal Audit From: Universities and other Higher Education Institutions Research and Technology Institutes High relevance to my area of work. Graeme Findlay, Deputy Director, Research & Innovation Services, University of Dundee, United Kingdom 2

3 What will you learn at this seminar? How to assess your institution s capabilities and opportunities What needs to be considered when formulating and drafting the strategy paper? How can you ensure the most successful strategy implementation? How to make use of annual action plans Which Key Performance Indicators are most suitable and practicable to measure results? How to ensure effective cooperation and communication between different stakeholders from your institution How to best integrate goals for teaching, research and internationalisation into the overall strategy In which way can the internal audit support strategy implementation and quality assurance? Your benefits Learn step-by-step how to systematically develop your institution s strategy Make the best of your strategy and achieve your common goals Ensure your institution s funding by setting-up and pursuing a coherent strategy Profit from our practical workshop on definition and use of Key Performance Indicators for strategy development Be proactive Contribute to increased competitiveness of your institution Benefit from lessons learned and first-hand practical experiences from different countries and institutions Discuss and network with our experts and colleagues from all across Europe Changes are coming: The seminar discusses the present, thinking about the future. 3

4 PROGRAMME DAY 1 Strategy Development in Higher Education Institutions Registration and Hand-out of Seminar Material Opening Remarks from the European Academy for Taxes, Economics & Law Welcome Note from the Chair and Round of Introductions Dr Sue Hybart, Director of Planning, Planning Division, Cardiff University, United Kingdom The Strategy Process Step by Step Assessment of Capabilities and Opportunities Defining a challenging but realistic ambition Assessing the external context - Government priorities - Student demand and other stakeholder demand - The external funding environment Assessing the internal context - Current performance and capacity - Capability and resources for change Identifying a route to success Dr Sue Hybart, Director of Planning, Planning Division, Cardiff University, United Kingdom Coffee Break and Networking Opportunity Strategy Implementation in Practice Devolvement of institutional strategy within the institution - Drawing up covenants or management contracts - Alignment of faculty and overall strategy - The importance of service units Annual Action Plans - Strategy and the PDCA cycle - Short-term vs long-term priorities How to involve your people - Holding on to priorities - Strategic planning vs academic freedom - Alignment of strategy and financial incentives Dr Arne Brentjes, Head of Strategy and Information, University of Amsterdam, the Netherlands DR SUE HYBART Director of Planning, Planning Division, Cardiff University, United Kingdom Dr Sue Hybart is Director of Planning at Cardiff University. She is responsible for integrated and effective strategic planning within the University. Her tasks include the planning, budgeting and performance review process. She advises also on the external political context and impact on the University of changing legislation and policy in other government, public and private sector organisations. In particular she is in charge of support for research policy, funding and planning at the University of Cardiff. Before becoming Director of Planning Sue Hybart was responsible for the merger of Cardiff University and the University of Wales College of Medicine from 2002 to DR ARNE BRENTJES Head of Unit, Strategy and Information, University of Amsterdam, the Netherlands Dr Arne Brentjes is currently Head of the Strategy and Information Unit to the University of Amsterdam s (UvA) Board. He joined the University of Amsterdam after 21 years in public service, initially to become the Head of Internal Audit in From he was responsible for financial policy, estate investment planning and funding, institutional research and operational audit, before taking up his present position. With the institutional research and audit teams, he now focuses on the strategic issues of the University as an institution and on the development and production of reporting and decision data or models. These strategic issues include the quality drive that underlies the University s strategic plan and the governance and information aspects relating to the position of the University within the wider system of higher education and research in Amsterdam and the Netherlands Case Studies: Ensuring Effective Cooperation Between University Stakeholders This session will take two case studies from new strategies at Cardiff University (i) at merger of Cardiff and University of Wales College of Medicine, and (ii) on the arrival of a new Vice-Chancellor. It will explore: The role played by the Vice-Chancellor and senior team The different modes of communication and the importance of using different approaches to fit the circumstances The influence of institutional culture The importance of relationships with external stakeholders Reinforcing the message of the strategy through other related processes The role of the planning support team Dr Sue Hybart, Director of Planning, Planning Division, Cardiff University, United Kingdom Lunch Break and Networking Opportunity

5 The Strategy-Process Workshop :00 Control and Measurement of Results Developing Key Performance Indicators In this interactive workshop participants improve their skills in development of key performance indicators. They work in groups on practical examples. Introduction Pro s and Con s: What do we actually want to measure? What can be measured? How to set effective and useful indicators How to make the best use of indicators Should indicators be published? And their achievements? Excursion: How to measure results when indicators are not applicable? External benchmarking: How can this be used? Group Work Discussion of Results Dr Rosa Scoble, Acting Director Planning, Planning and Policy Department, Brunel University, United Kingdom Coffee Break and Networking Opportunity 16:30-17:15 Focus: Internationalisation Developing a strategy Setting goals and objectives Building relationships Financial implications Outputs and indicators of performance Tony Carey, Director of Strategic Planning, University College Dublin, Ireland DR ROSA SCOBLE Acting Director Planning, Planning and Policy Department, Brunel University, United Kingdom Dr Rosa Scoble is currently Acting Director of Planning, Planning and Policy Department at Brunel University. The department is responsible for supporting the university research strategy, the management and review of the academic planning cycle (including student number planning), management of risk, setting and monitoring of KPIs and benchmarking. The office also provides analysis of sector policies and business intelligence. She was responsible for the submission to REF2014 and to RAE2008. Rosa has an extensive knowledge of research information management and is involved in a number of Jisc funded projects. From 2002 to 2007 she has lead a team at Brunel that compiled the annual Guardian University league tables. TONY CAREY Director of Strategic Planning, University College Dublin, Ireland Since 2003, Tony Carey has been working as Director of Strategic Planning with University College Dublin (UCD). Reporting to the President, he is responsible for the development and coordination of the programme of strategic change necessary to deliver on UCD s Strategic Plan. As internationalisation is a key objective of UCD, much of Tony Carey s work currently involves the planning and delivery of key international initiatives and relationships. At present, he is focused on major partnering opportunities in China. Prior to his current position, Tony Carey worked as a Management Consultant with Andersen Consulting (now Accenture) and IBM Business Consulting Services for a total of fifteen years. In these roles he was primarily responsible for business development and the management of relationships with key clients, mainly in the financial services and educational sectors End of Day One Get-Together Reception 5

6 PROGRAMME DAY 2 Strategy Development in Higher Education Institutions Welcome Note from the Speaker Dr Lambert Verveld, Secretary General, Office of the University Directorate, University of Groningen, the Netherlands Delving Deeper Key Areas for Strategy Development Formulating and Drafting an Institutional Strategy for a University Case Study What does strategy mean to a university? Which considerations were taken into account at the outset? How was the process conducted? What was the end product? How is implementation done and to what extent have goals been reached? What are the learning points? Steen Ulrich, Director of Rector s Office, University of Copenhagen, Denmark Coffee Break and Networking Opportunity Focus I: Teaching and Education Using SWOT-analysis as a tool in strategy planning Setting-out goals for teaching and education Integration and emphasis in overall strategy Dr Lambert Verveld, Secretary General, Office of the University Directorate, University of Groningen, the Netherlands STEEN ULRICH Director of Rector s Office, University of Copenhagen, Denmark Steen Ulrich is Director of the Rector s Office at the University of Copenhagen in Denmark. In this role he is the strategic advisor to the top four executives at the University of Copenhagen the Rector, the two Prorectors and the University Director. His main responsibilities include strategic planning and implementation of major internal organisational processes as well as representation and negotiation on behalf of the University of Copenhagen in relation to external partners, e.g. decision-makers, business partners and authorities. Steen Ulrich has more than ten years of experience in political, strategic and organisational processes in Danish and European organisational and political systems: in the European Parliament, at the Confederation of Danish Industry and at the University of Copenhagen. DR LAMBERT VERVELD Secretary General, Office of the University Directorate, University of Groningen, the Netherlands Dr Lambert Verveld is Secretary General of the University of Groningen, since In this position he is responsible for the preparation and implementation of the University strategy. As Secretary General he manages the corporate office and the administration of the University. The University of Groningen is an international research university with around Ba, Ma and PhD students and more than staff members. More than 10% of the student population is international, whereas 20% of the academic staff comes from abroad. Lambert Verveld is strongly involved in national and international cooperation. He is Chairman of HUMANE, the Heads of University Management & Administration Network in Europe. HUMANE was set up in 1997 with the aim of grouping Heads of university administration in Europe in an informal network devoted to professional development and best practice. More than 200 European universities from all member states of the EU participate in HUMANE. Lambert Verveld is President of the national meeting of Secretaries General of the Dutch universities. He has a long career in management and policy of Higher Education at the University of Groningen. Before being appointed Secretary General, he was Managing Director of the Faculty of Social Sciences, Head of the department of education and study advice of the Faculty of Law and Policy Advisor on Education and Research to the Executive Board. He worked for five years as Policy Advisor Higher Education for the Government of the Province of Friesland. 6

7 Focus II: University Research Strategy Tuning Agendas How can a university synchronise the different policy agendas at regional, national and international level? How can cooperation with business and industry help with focusing the university strategy? How can cooperation and networks between universities create opportunities for the research strategy? Dr Lambert Verveld, Secretary General, Office of the University Directorate, University of Groningen, the Netherlands Lunch Break and Networking Opportunity Involvement of the Internal Audit in Implementation and Measurable Success of Strategy Internal and external quality assurance The 3 Lines of Defense Model with regard to academic quality Position of the internal audit function and relationships with stakeholders Necessity of auditing projects pre, during and post strategy-implementation The importance of proactive auditing Assessment of management and control systems Dr Arne Brentjes, Head of Strategy and Information, University of Amsterdam, the Netherlands End of Seminar and Handout of Certificates Meeting the international colleagues was an added value. Assessment of capabilities = opportunities. Very good and useful. 7

8 ORGANISATIONAL MATTERS Strategy Development in Higher Education Institutions Date of Event 10 th 11 th April 2014 Booking Number S-770 Event Language The event language is English. Event Price 1.389,- Euro excl. German VAT (19%) The above price covers the following: Admission to the seminar Hand-out documents Seminar certificate, if seminar fully attended Soft drinks and coffee/tea on both event days Lunch on both event days Upon request you can receive a digital version of the seminar documents after the event for 60,- Euro excl. German VAT (19%) in addition to the seminar. BOOKING Fax: +49 (0) booking@euroacad.eu Phone: +49 (0) For online booking please visit our website: Contact European Academy for Taxes, Economics & Law at Potsdamer Platz, Leipziger Platz 9, Berlin Phone: +49 (0) Fax: +49 (0) info@euroacad.eu Internet: Your contact persons for the programme: Regina Lüning, M. Sc. econ. Head of Marketing and Sales Phone: +49 (0) Fax: +49 (0) regina.luening@euroacad.eu Carolin Schmidt Conference Manager Phone: +49 (0) Fax: +49 (0) carolin.schmidt@euroacad.eu (Programme is subject to alterations) Event Location Courtyard by Marriott Berlin Mitte Axel-Springer-Str Berlin, Germany Phone: +49 (0) Fax: +49 (0) reservations.berlin@marriotthotels.com Internet: Please contact the hotel directly and refer to the European Academy for Taxes, Economics & Law if you wish to benefit from a limited room availability-contingent. Of course you can always look for an alternative hotel accommodation. 8

9 NOTE Please note, you can register as many delegates as you wish (except, the seminar is fully booked). You only need to copy this formular for as many persons you wish. European Academy for Taxes, Economics & Law at Potsdamer Platz Entrance: Leipziger Platz Berlin / Germany BOOKING BOOKING NUMBER: S-770 (DM) 10 th 11 th APRIL 2014 Herewith we register the following persons for the Advanced Seminar: Strategy Development in Higher Education Institutions Delegate 1 Ms. Mr. First name Last name Your organisation Department Unit Job position Street Postcode / City Country Delegate 2 Ms. Mr. First name Last name Your organisation Department Unit Job position Street Postcode / City Country Delegate 3 Ms. Mr. First name Last name Your organisation Department Unit Job position Street Postcode / City Country Phone Fax Phone Fax Phone Fax I hereby order the digital version of the seminar documents (fee required) in addition to the seminar. I hereby order the digital version of the seminar documents (fee required) in addition to the seminar. I hereby order the digital version of the seminar documents (fee required) in addition to the seminar. Invoice Organisation First name Your Organisation Department Unit Job Position Ms. Mr. Last name Street Postcode / City Country Phone Fax With my signature I confirm my registration and accept the General Terms and Conditions as legally binding. I herewith agree to receive further information from the European Academy for Taxes, Economics & Law In case of registration of more than one delegate do you prefer: single invoice? collective invoice? NOTE Only Valid with Signature and Stamp. Place, Date Authorised Signature and Stamp European Academy for Taxes, Economics & Law Brauner Klingenberg GmbH Leipziger Platz Berlin Phone +49 (0) Fax +49 (0)

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