University of Innsbruck
Univ.-Prof. Dr. Erich Thöni
Zagreb 2004
UNIV.-PROF. MAG. DR. ERICH THÖNI
University Coordinator for INTERNATIONAL RELATIONS
Innsbruck Coordinator ASEA-UNINET and EURASIA-PACIFIC-UNINET
LEOPOLD FRANZENS UNIVERSITY OF INNSBRUCK (Austria)
1
University of Innsbruck
Univ.-Prof. Dr. Erich Thöni
Zagreb 2004
Images of Innsbruck
2
University of Innsbruck
Univ.-Prof. Dr. Erich Thöni
‘Innsbruck University (UI):
A case study on approaches to
institutional change with the
emphasis on quality assurance’
Workshop:
Change management and institutional development of
quality assurance system (in HE)
University of Innsbruck
Univ.-Prof. Dr. Erich Thöni
Location of Innsbruck
Innsbruck
Zagreb 2004
Austria
Tyrol
4
University of Innsbruck
Univ.-Prof. Dr. Erich Thöni
Facts and Figures
Zagreb 2004
 Founded 1669
 4 Nobel Laureats
 Today:
6 Faculties (lost 1 by 1.1.04)
80 fields of study
23.000 Students (7.300 foreign)
181 Prof.,1.120 Assoc. Profs.,
Ass.-Profs. And Lecturers,
1.200 Admin. Staff
International relations since its
start
Library: 3 mio books, 1.700
manuscipts, 8.000 periodicals,
1.050 (old) handwritings
5
University of Innsbruck
Univ.-Prof. Dr. Erich Thöni
International Relations
 12 Partnership/Special
Cooperation Agreements
 Cooperation-, Joint-Study- and
Student Exchange Agreements
with +250 european und 83
extra-european Universities
Zagreb 2004
 Co-Founder of ASEA-Uninet (50
Univ.) and EURASIA-Pacific
Uninet (40 Univ.)
 Partner of many Worldwide, all
EU and National supporting
programs for R&T and
Education
6
University of Innsbruck
Univ.-Prof. Dr. Erich Thöni
International Relations
Zagreb 2004
 12 Partnership/Special
Cooperation Agreements:
Universität Freiburg (D)
Universität Padua (I)
Universität Trient (I)
Universität Genua (I)
Universität Lublin (PL)
University of Notre Dame (USA)
University of New Orleans (USA)
University of Florida (USA)
Universität Sarajewo (BIH)
Chulalongkorn Universität Bangkok
(Thailand)
Chiang Mai Universität (Thailand)
Gadjah Mada Universität
Yogyakarta (Indonesien)
7
University of Innsbruck
Univ.-Prof. Dr. Erich Thöni
Overview
I.
Some Pre-remarks
II.
Austrian HE reform alongside European
developments
III. Innsbruck’s organizational reform and intentions
of organizational innovations
IV. Innsbruck’s performance oriented reforms
Zagreb 2004
V.
Internationalization – A core concern of university
reform
VI. Some conclusions
8
University of Innsbruck
Univ.-Prof. Dr. Erich Thöni
Some Pre-remarks
Zagreb 2004
 What is the purpose of today’s universities?
A worldwide overview shows no clear answer for 21st C.
We will discuss this issue in part II.
 Today, universities are questioned on their academic
value system and response to these demands
 Many universities, therein different actors perceive these
developments as threats and take a defensive stance
9
University of Innsbruck
Univ.-Prof. Dr. Erich Thöni
Some Pre-remarks
Zagreb 2004
 At present the struggle on public vs. private provision of
HE is (again) on
 There are several models given – all develop into a mix
of PP within an international public policy framework
 Crucially important is the development and acceptance
of a common definition of ‘quality’ and ‘QA’:
What does quality in HE actually mean?
There is no clear definition for tertiary education!
10
University of Innsbruck
Univ.-Prof. Dr. Erich Thöni
Some Pre-remarks
 Several concepts are around
none yet approved to be enough ‘outcome oriented’
Zagreb 2004
 In part II we will discuss
“How good is good?”
 Let us now enter the
“Case study on approaches to institutional change with
the emphasis on QA“ and
special reference to Austria’s University Act (UA) 2002
and its implementation at Innsbruck’s University
11
Some Pre-remarks
University of Innsbruck
Univ.-Prof. Dr. Erich Thöni
Zagreb 2004
University law 2002 – General
background info
 Demand on higher education rising faster than supply
of resources
 Education gets global business: globalization –
internationalization
 Shift from hypothesis based to problem based research
 Publicly assisted – privately run
 Austria is approaching USA, but completely different
starting point
12
Some Pre-remarks
University of Innsbruck
Univ.-Prof. Dr. Erich Thöni
University law 2002: AustriaUSA – a simple comparison
 Financial support (education is a public good, thus it
should be funded by public)
 Tuition fee (700 € versus 4700 € on average; amounts
to about 10% of budget in A and 20% in USA!!)
 Dimension of budgets/finances play a different role, e.g.
Zagreb 2004
 Open admission policy versus entrance exams
13
Some Pre-remarks
University of Innsbruck
Univ.-Prof. Dr. Erich Thöni
University Reform acts in
Austria from 1993
 University Organisation Act of 1993 (UOG 1993)
Provided basis for ‘institutional autonomy’ of universities
 University Studies Act of 1997 and amendment of 99
Simplified the Study Law
introduced the two-cycle European study architecture
 Decree of 2000
Introduced tuition fees (winter term 2001/2002 onwards)
Zagreb 2004
 University Act of 2002 (UG 2002) introduced
‘real autonomy’
‘global budget’ for several years
‘achievement agreements’
reform of studies
14
University of Innsbruck
Univ.-Prof. Dr. Erich Thöni
Overview
I.
Some Pre-remarks
II.
Austrian HE reform alongside European
developments
III. Innsbruck’s organizational reform and intentions
of organizational innovations
IV. Innsbruck’s performance oriented reforms
Zagreb 2004
V.
Internationalization – A core concern of university
reform
VI. Some conclusions
15
University of Innsbruck
Univ.-Prof. Dr. Erich Thöni
Austrian HE reform alongside
European development
 Reform Act of 1993 shifted decision-making powers
from the Ministry to the universities
 Over time the limits of the ‘restricted autonomy’ got
obvious. Therefore…
Zagreb 2004
universities should be granted full legal capacity
management culture similar to that of private companies
new Act for ‘Modern Studies and Research’
new employment law to facilitate the extended autonomy
new employment generally based on contractual law
 1993-Reform was formally ‘fully implemented’ in 2000
 Preparation of a new act in 2001 which should be
enacted by 2002 and implemented immediately
16
Austrian HE reform
University of Innsbruck
Univ.-Prof. Dr. Erich Thöni
UA 2002 –
Intensions and fundamentals
New organisational types, like ‘Universitätsrat’, ‘Rektorat’
New tasks for ‘Rektor’, ‘Senate’, and the Ministry
Separation of Medical Faculties into Medical Universities
More self-reliant and more entrepreneurial and
responsible universities
 New law and governance structure
 ‘Speed kill’ implementation
 Competition of universities with ‘rival knowledge
organisations’
 All that to motivate for adjustment and
quality upgrading
Zagreb 2004




17
Austrian HE reform
University of Innsbruck
Univ.-Prof. Dr. Erich Thöni
UA 2002 –
Intensions and fundamentals
Zagreb 2004
 Financial Autonomy/Finanzautonomie
 Autonomy over all Human
Resources/Personalautonomie
 Organizational Autonomy/Organisationsautonomie
 The Organizational Plan (OP) should serve the
transformation of the Development Plan (EP) and
by it of the mission and aims of the university
18
Austrian HE reform
University of Innsbruck
Univ.-Prof. Dr. Erich Thöni
UA 2002 - Different opinions
 Not many actors at UI and in all Austria were for the
2002-Reform
 Several reasons why actors perceived these changes as
threats and therefore changes were to oppose
Zagreb 2004
 This is one of the important issues in part II !!!
19
Austrian HE reform
University of Innsbruck
Univ.-Prof. Dr. Erich Thöni
UA 2002 - General change
management at Ministry level
Zagreb 2004
Some documented consequences:
 New, uncommon university structure
 General Budget Consolidation – reduction of means
 Pecuniary consequences for Austrian universities:
funding cuts
few to no own funds
nearly no ‘sponsorship tradition’
few to no own ‘business’ property
new personal based on contractual business law
lower provided pay funds than foreseen by law
20
Austrian HE reform
University of Innsbruck
Univ.-Prof. Dr. Erich Thöni
UA 2002 - General change
management at Ministry level
introduced tuition fees went into federal budget in 2003
too low funds for the transformation and implementation
costs
too low funds to separate Medical Universities
Zagreb 2004
 Non-pecuniary consequences for Austrian universities :
Information gaps
Split between professors into leaders, followers and
resisters
Demotivation of the ‘Mittelbau’-level (issue for part II) and
especially of the administrative staff
Few reaction at student side, except recently in Vienna
21
Austrian HE reform
University of Innsbruck
Univ.-Prof. Dr. Erich Thöni
General change management at
Ministry level
 Meanwhile (2001 to 2004) the Motto to profile
universities got more realistic
 From “Towards World-class”
Zagreb 2004
 to Minister Gehrer’s:
“We want universities with elite-organizations”, i.e.
no elite-university, but each university should
observe that their core areas play ‘in the highest
European league’, ranking in the foremost in Europe!!
(Die Presse 2004, Sonderausgabe)
22
Austrian HE reform
University of Innsbruck
Univ.-Prof. Dr. Erich Thöni
UA 2002 - General change
management at Innsbruck level
 Cons immediate:
E.g. consequence for Innsbruck- budget:
in 2003: € 7.1 mio. less than 2002
(in 2004: only 2% more than 2002 while enlarging tasks)
 Led to:
Zagreb 2004
Personal recruitment stop at all levels
Means to invest had to be redirected to pay
Reduction of operational means and means to invest
 Cons medium/longer term:
Reduction in the ‘supply’/offer in research and teaching
HEI closer to business better off
23
Austrian HE reform
University of Innsbruck
Univ.-Prof. Dr. Erich Thöni
UA 2002 - General change
management at Innsbruck level
 Pros:
Zagreb 2004
Change in the ‘supply’/offer in research
Change in education/teaching implies reconfiguration,
stratification, reorientation
To profile the UI, around e.g. new focal points of research
(new ‘brands’ of the university):
▪ ‘Alpine Space’
▪ ‘Quantum informatics’
▪ ‘Microbiology’
▪ ‘World order and force’
24
University of Innsbruck
Univ.-Prof. Dr. Erich Thöni
Overview
I.
Some Pre-remarks
II.
Austrian HE reform alongside European
developments
III. Innsbruck’s organizational reform and intentions
of organizational innovations
IV. Innsbruck’s performance oriented reforms
Zagreb 2004
V.
Internationalization – A core concern of university
reform
VI. Some conclusions
25
Innsbruck’s Organizational reform
University of Innsbruck
Univ.-Prof. Dr. Erich Thöni
Innsbruck’s Organizational
reform
Zagreb 2004
 Pre-Discussions on a new ‘Organizational Plan’
Loidl –Plan (Future structure around Research knots)
Question-catalogue for existing faculties
Answers – basis for core concerns and of future ‘Zielund Leistungsvereinbarungen’ (Aims and performance
agreements/achievement agreements)
Faculties – propose their own structures
Codetermination in ‘Counselling boards’
Rektorat – more obligations in information(!!),
consultation (!!), accountability (!!)
26
Innsbruck’s Organizational reform
University of Innsbruck
Univ.-Prof. Dr. Erich Thöni
Core concerns/areas
Zagreb 2004
(Schwerpunkte)
 Core concerns/areas express ‚competence‘ in
Research, Education/Teaching and Administration
 Core concerns/areas are established as a ‚voluntary
network‘ between several researchers (confirmed by
the Rektorat after evaluation)
 Core concerns/areas are permanently evaluated and
exist for a certain period
 Core concerns/areas profile a university internally and
externally and allow for targeted support of excellence
27
Innsbruck’s Organizational reform
University of Innsbruck
Univ.-Prof. Dr. Erich Thöni
The Statute of the University
(permanently revised)
 Up to now – definitively introduced:
New guidelines for study reform (alongside ‘Bologna’)
Lecture evaluation procedure and its implementation
Alumni integration
Zagreb 2004
Assignment of functions like ‘Universitätsstudienleiter’
(Vice Rector for Academic Affairs)
28
Innsbruck’s Organizational reform
University of Innsbruck
Univ.-Prof. Dr. Erich Thöni
The new Organizational Plan
 Requests
Transparancy
Participation
Economic, efficient, effective behaviour
Guiding via achievement/performance agreement
Zagreb 2004
 Therefore
Lean Structure with 2 (ev. 3??) levels
29
University of Innsbruck
Univ.-Prof. Dr. Erich Thöni
Zagreb 2004
Innsbruck’s Organizational reform
The new Organizational Plan
30
University of Innsbruck
Univ.-Prof. Dr. Erich Thöni
Zagreb 2004
Innsbruck’s Organizational reform
The new Organizational Plan
31
University of Innsbruck
Univ.-Prof. Dr. Erich Thöni
Zagreb 2004
Innsbruck’s Organizational reform
The new Organizational Plan
32
University of Innsbruck
Univ.-Prof. Dr. Erich Thöni
Zagreb 2004
Innsbruck’s Organizational reform
The new Organizational Plan
CatholicTheological
Faculty
Faculty for
Business
Administration
Faculty for
Political Science
and Sociology
Faculty for
Economics and
Statistics
Law Faculty
Faculty for
Education and
Communication
Faculty for History
and
Cultural Sciences
Faculty for
Languages and
Literature
Faculty for
Biology
Faculty for
Chemistry and
Pharmacy
Faculty for Earth
and Atmospheric
Sciences
Faculty for
Mathematics –
Informatics-Physics
Faculty for
Psychology
Faculty for
Architecture
Faculty for
Civil Engineering
33
Innsbruck’s Organizational reform
University of Innsbruck
Univ.-Prof. Dr. Erich Thöni
The new Organizational Plan
 Time schedule:
Zagreb 2004
Provisional Organizational plan by the Rektorat on
22.12.2003
Faculty hearings 23.1.2004
Last change 30.3.2004
Discussion in Senate
Decision by University Board by Mid of June 2004
‘Remainders’ remain with the Rektorat
 Incentives/Disincentives
 Asymmetries vis à vis Development
34
Innsbruck’s Organizational reform
University of Innsbruck
Univ.-Prof. Dr. Erich Thöni
The new Development Plan
(to be finished by Summer 2004)
 Long-term profile and core concerns in research
 Teaching with special reference to realistically expected
resources
 Some documented consequences:
Zagreb 2004
Leaders, followers and resisters
Difficult development track (organization ahead of
development)
35
University of Innsbruck
Univ.-Prof. Dr. Erich Thöni
Overview
I.
Some Pre-remarks
II.
Austrian HE reform alongside European
developments
III. Innsbruck’s organizational reform and intentions
of organizational innovations
IV. Innsbruck’s performance oriented reforms
Zagreb 2004
V.
Internationalization – A core concern of university
reform
VI. Some conclusions
36
University of Innsbruck
Univ.-Prof. Dr. Erich Thöni
Innsbruck’s performance
oriented reforms
 Innsbruck’s Research reform
Changes alongside the European Research Area (EuRA)
 Innsbruck’s Study reform
Newest innovations and intentions alongside the
European Higher Education Area (EuHEA)
 Innsbruck’s Administration reform
Zagreb 2004
Centralization on cost efficiency reasons
 Innsbruck‘s Public Service Reforms
- stronger cooperation with provincial government, town
and regional business on transformation of knowledge
37
Innsbruck’s performance oriented reform
University of Innsbruck
Univ.-Prof. Dr. Erich Thöni
European Research Area
Zagreb 2004
 Restructuring alongside core concerns/areas
 Concentration vs. deconcentration
 Consequences:
Support of junior scientists
▪ Lack of Graduates in Maths, Science and Technology
▪ Gender problems
Research evaluation (in preparation)
Extension of knowledge transfer into business
38
Innsbruck’s performance oriented reform
University of Innsbruck
Univ.-Prof. Dr. Erich Thöni
European Higher Education Area
 Bologna process and its further implementation
 Open fields:
Improving the quality of teachers
Asymmetries in recruitment
optimization of student services
 New intentions:
Zagreb 2004
LLL and ‘New attractive learning’ language skills
Increasing ‘Mobility’ and
Increasing ‘International Seminar Rooms’ en place
 Consequences:
Budget restrictions, recruitment stop, only few changes
like ‘Chipcard’ as (only) student document
39
Innsbruck’s performance oriented reform
University of Innsbruck
Univ.-Prof. Dr. Erich Thöni
Administration
 Leftovers of former Administration reform (NPM)
Overstressed and underpaid personal
Recruitment stop
Dismissal from ‘Bundeshaushaltsrecht’/Federal budget law
New business accounting system - SAP
 Consequences Short-term:
Zagreb 2004
Slight lifting of recruitment stop in 2004
Centralization intentions
SAP: Upgrading of knowledge on revenues, expenditures, costs, etc.
 Consequences Medium-term:
Lean and efficient administration
Introduction of an ‘education passport’ for continuous training
40
University of Innsbruck
Univ.-Prof. Dr. Erich Thöni
Overview
I.
Some Pre-remarks
II.
Austrian HE reform alongside European
developments
III. Innsbruck’s organizational reform and intentions
of organizational innovations
IV. Innsbruck’s performance oriented reforms
Zagreb 2004
V.
Internationalization – A core concern of university
reform
VI. Some conclusions
41
Internationalization
University of Innsbruck
Univ.-Prof. Dr. Erich Thöni
Internationalization
 Positioning of the UI
‘Cooperation’ dominates vis-à-vis industrial, semiindustrial, and developing countries in mobility
‘Competition’ dominates over ‘brightest minds’
Zagreb 2004





European/Austrian/Innsbruck’s ‘HE marketing’
European mobility
En place intentions
Third countries’ handling (China, Latin-America ….)
Consequences:
Internationalization – a real centre focus?
Innsbruck’s HE-marketing – not yet transformed!
Alumni-work: a forgotten field for many years
42
University of Innsbruck
Univ.-Prof. Dr. Erich Thöni
Overview
I.
Some Pre-remarks
II.
Austrian HE reform alongside European
developments
III. Innsbruck’s organizational reform and intentions
of organizational innovations
IV. Innsbruck’s performance oriented reforms
Zagreb 2004
V.
Internationalization – A core concern of university
reform
VI. Some conclusions
43
Some conclusions
University of Innsbruck
Univ.-Prof. Dr. Erich Thöni
Some conclusions: General
 World-class university?
Zagreb 2004
Should that be the motto for the entire university or only
for some departments?
What about the others?
What is a world-class university?
What is and who does the appropriate international
evaluation?
Discussion in part II !!!!!!
44
University of Innsbruck
Univ.-Prof. Dr. Erich Thöni
Some conclusions:
Innsbruck University
Zagreb 2004
 Own (authors) conclusions:
Focus on a realistic and for all transparent perspective of
the university
Avoid overemphasizing and setting up of unrealistic
expectations in an environment not allowing for
A comprehensive university is squeezed at several
edges:
▪ research
▪ education
▪ administration
▪ societal service
45
University of Innsbruck
Univ.-Prof. Dr. Erich Thöni
Zagreb 2004
Special conclusions on
Innsbruck University
Trade-off between open access to universities and global
budgets, long termed, though ceiled
Funding through research needs first of all funding of
research!
Success within EuRA and EuHEA depends mainly on
sufficient and efficient ‘outfit’ of the Austrian HEIs
There should be a certain ‘tenure ship’ and therefore ‘job
security’ in Austria’s academic, esp. research careers
Staff switches between universities and business should
be possible, but not permanent
46
University of Innsbruck
Univ.-Prof. Dr. Erich Thöni
Special conclusions on
Innsbruck University
Zagreb 2004
By means of the UA 2002 Austrian
Universities received an appropriate
legislative frame,
Yet, the motivation is down and
yet, the necessary financing, long term
and lasting, is missing!!!!
47
University of Innsbruck
Univ.-Prof. Dr. Erich Thöni
Zagreb 2004
Univ.-Prof. Dr. Erich Thöni
University Coordinator for Int. Relations
University of Innsbruck
Universitätsstraße 15
A-6020 Innsbruck, Austria
E-Mail: erich.thoeni@uibk.ac.at
48