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eyond labor market studies, there are no examples of economic impact studies by the HEIs, norof their contribution to social and cultural development.6.6 Institutional capacity building for regional involvementDue to their merger UvA and HvA have a joint mission. This mission specifically mentionsregional engagement as a target. The VU has formulated a specific regional mission explicitlytargeted at the development of the Zuidas (Southern Axis), which is the city’s largest businessdistrict and the location of many international corporate headquarters (VU, 2008: 8 and 15). TheVU is working together with Hogeschool INHolland and the city community to relocate itsactivities in this area of the city in the most optimal way in order to further the development ofthe Zuidas. Hogeschool INHollland is the VU’s strategic partner in the development of a‘knowledge district’ which matches the business interests of this city area. The impact of the VUin the larger Amsterdam area is given shape through collaboration with the other AmsterdamHEI’s like UvA, HvA and INHolland.Box 6-3: ‘Univercity’ at the ZuidasThe VU has recently signed an agreement with the city community to develop new researchfacilities for its life sciences and natural science faculties in the area. The new building shouldhost both research and educational facilities, office space and 2,000 houses. The aim is to create a‘univercity’ which combines science, business, culture, recreation and living space. Constructionis expected to start in 2012.Source: press releaseIn none of the HEIs has the structure of management been radically altered in order to engagewith regional needs. Generally tasks related to the operation of HEIs in the region are allocated todifferent members of the board of governors. HEIs like the VU have appointed specific policyofficers with the explicit task to establish closer ties with all the relevant stakeholders in theregion and to represent the HEI in the several bodies for regional dialogue like the Kenniskring.The lack of specific regional targets for VU and INHolland also means that funds and people arenot explicitly allocated to regional tasks. Such tasks are not specifically registrated in thefinancial administration but belong to the going concern of the internal organization. At UvA andHvA regional engagement is listed as part of the mission, but this objective is not translated intospecific targets as part of a planning and control cycle. Funds for regional engagement arelikewise not separately registrated. For all HEIs there is a financial budgeting system which doesnot differentiate between regional and other types of funds.6.7 Creating a new organizational cultureInternationalization is high on the agenda of the HEIs in the Amsterdam metropolitan area. UvAhas specific goals for its position on the Times HE and Shanghai rankings which are translatedinto internal targets for improving the scientific quality of its research. The targets are subject ofagreements between the university faculties and the board of governors. VU values the Leiden(CWTS) ranking most because it adopts a measurable standard of comparison, the impact ofscientific publications. Currently the VU is positioned fourth on this ranking among Dutchuniversities and 15 th among European universities. According to the VU, the Times HE-rankingand the Shanghai ranking is based on the subjective judgment of peers. Its strategic agenda saysthat the VU aims to become one of Europe’s twenty best research universities (VU, 2007: 8).HvA and INHolland also do not have specific targets related to international rankings. They doaim to attract a larger number of international students to their schools and actively seekcooperation with foreign partners for this goal. HvA says it focuses on becoming the best UAS125