Beiträge zur Hochschulforschung - European University Association

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34 Thomas Estermann, Enora Bennetot Pruvot The other specificity of the university is its geographic location, at the periphery of the Dutch decision-making centres, but strategically placed to attract both German and Belgian students, which quickly became key target groups for the university. The increased presence of “regional” international students and staff has also pushed Maastricht to become a fully bilingual university. This early orientation towards inter- nationalisation has helped the university to further build on this to identify “focus” countries outside the EU and create an integrated approach to international student recruitment. Importantly, the Dutch government stopped subsidising places for non-EU students in 2006, which triggered the implementation of differentiated fees for this part of the student population. This has resulted in significant risk mitigation for the university as a large part of its students (about 40 per cent) does not depend on financial support from the Duch government. These developments are therefore underpinned by a consistent strategy to which the university leadership is strongly committed. This in turn is supported by coherent financial planning driven by expectations (such as the reduction of public funding avail- able and the need to enhance additional funding). 7.2.2 Loughborough University Loughborough University’s income generating activities strongly underpin the institution’s ethos and academic mission. As a financially sound university, Loughborough University’s financial target is to de- liver a 3 per cent surplus on an annual basis. However, on the basis of expectations regarding cuts in public funding, the university’s management is engineering a large operation aiming at reshaping the institution into more cost-effective and academic- focused structures. This includes rationalizing the number of academic structures into larger cost centres (merging departments) and looking for saving and investment opportunities across the university’s services. Expected funding cuts have neverthe- less not been driving the agenda for income diversification, as a long-time target has been to increase, in absolute terms, public funding while reducing it as a proportion of LU’s total income. This is strongly embedded in the institution’s budget process through the direct involve- ment of the deans in the drafting of the development plans of their faculties. The deans are asked to identify and prioritise saving and investment opportunities. This process is “locked in” by assuming a certain level of enterprise and fundraising growth in all development plans. Transparency is also key to success, while important work has Beiträge zur Hochschulforschung, 33. Jahrgang, 2/2011
Overview of the study been conducted on keeping academics informed and making them aware that sur- pluses are needed to sustain development. In terms of income potential, the University does not expect a big growth in terms of additional international students, as market opportunities become more limited and dependence towards large student-providing countries is not desirable; similarly, the university does not seek to increase its offer in undergraduate programmes, as the local population does not provide a sufficient pool to tap into. Distance-learning programmes however provide an interesting form of additional revenue generation. Therefore, as teaching activities are expected to remain rather constant in the near future, balance must be achieved by increasing revenue generated by enterprise and commercial activities, as well as by contractual research. 7.2.3 Istanbul Technical University The leadership of Istanbul Technical University (ITU), faced with declining public funding, increasing student population and a need to upgrade research and teaching infra- structure in the 1980’s, saw a need for additional income generation to solve these issues. Part of the strategy designed by the institution consisted in developing a multi-stage fundraising effort. The university chose to focus first on student and academic support facilities as well as the teaching environment in general. In a second phase, fundraising was targeted at improving research infrastructures and supporting research activities. Finally, in the third phase, priority was given to the creation of an endowment that in turn ensured the sustainability of the mechanisms created in the first two phases. Success factors were identified in a triangle “Strong reasons – Devoted people – Com- mitted stakeholders”. On the side of the university, assets included a new administra- tion with a clear vision and mission statement; a capacity for change and reform; a commitment to restructure the system to put external funding to best use and to control external constraints. The institution carefully designed the projects and adver- tised their benefits for ITU’s reforms. It set up efficient and progressive task forces to implement the projects. Finally, and perhaps most importantly, the leadership took care of maintaining transparency in all the processes. The institution also benefitted from a strong alumni community in the industry and business sectors, who felt strongly committed to ITU’s projects. The university further structured this community through setting up integrated alumni networks (foundations, associations). The leadership sought to involve alumni more closely by spreading alumni councils at departmental and faculty levels, to increase interactions and there- Beiträge zur Hochschulforschung, 33. Jahrgang, 2/2011 35
Page 1: IHF Beiträge zur Bayerisches Staat
Page 4 and 5: Impressum Beiträge zur Hochschulfo
Page 6 and 7: 2 Orientation, themes and target au
Page 8 and 9: 4 Editorial Obwohl Hochschulen als
Page 10 and 11: 6 We would like to warmly thank the
Page 12 and 13: 8 Abstracts Partnerschaften und die
Page 14 and 15: 10 Abstracts Mark Lammerts: Challen
Page 16 and 17: 12 Jean-Marc Rapp An introduction t
Page 18 and 19: 14 Jean-Marc Rapp long-term financi
Page 20 and 21: 16 Jean-Marc Rapp The European Unio
Page 22 and 23: 18 Thomas Estermann, Enora Bennetot
Page 44 and 45: 40 Nigel Thrift Income diversificat
Page 46 and 47: 42 Nigel Thrift that, on average in
Page 48 and 49: 44 Nigel Thrift relationships with
Page 50 and 51: 46 Nigel Thrift South Africa and Ta
Page 52 and 53: 48 Mark Lammerts Challenges of univ
Page 54 and 55: 50 Mark Lammerts Graph 3: Increasin
Page 56 and 57: 52 Mark Lammerts Joining forces wit
Page 58 and 59: 54 Mark Lammerts strategy building,
Page 60 and 61: 56 Mark Lammerts When talking to me
Page 62 and 63: 58 Joanna Motion, Adrian Beney Inco
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Page 66 and 67: 62 Joanna Motion, Adrian Beney Ther
Page 68 and 69: 64 Joanna Motion, Adrian Beney able
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Page 72 and 73: 68 Sheila Gupta Professionalisation
Page 74 and 75: 70 Sheila Gupta ment structures. Go
Page 76 and 77: 72 Sheila Gupta institutions are of
Page 78 and 79: 74 Sheila Gupta ■ Delivering new
Page 80 and 81: 76 Michael Jansen Funding condition
Page 82 and 83: 78 Michael Jansen This is in partic
Page 84 and 85: 80 Michael Jansen 2012. This notabl
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84 Michael Jansen ing the strategy
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86 Thomas Estermann, Monika Steinel
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92 Bibliography Bibliography Aartse
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94 Hinweise für Autoren Hinweise f
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IHF Bayerisches Staatsinstitut für
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