WS 3: Structural Projects

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WS 3 Structural Projects
CASEE Conference BOKU University Vienna, May
20th, 2010 Thomas Guggenberger
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Strategic development Where do we want to be
in 2015, 2020? Aim, mission, strategy Is our
university/faculty fit to achieve these
aims? Analysis of strengths and weaknesses How
to build on our strengths, how to overcome our
weaknesses? Where to start? How to set
priorities? Elaboration of projects, a
development plan, implementation, evaluation,
enhancement
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Staff management Is our staff fit for 2020?
Which staff development is required for the top
management, programme developers, teachers,
researchers, administrative staff? How to
recruit new professors, young researchers,
university managers, administrative staff? Data
management Is the quality of our data good
enough? Is the effort to retrieve certain data
appropriate?
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Funding How to increase the budget, how to
distribute the funds? How to reduce the
administration? Esp. for teachers and
researchers? How to achieve more with fewer
resources? How to raise the efficiency and the
effectiveness? Organizational development How
to change an existing structure? Top-down or
bottom-up approach? Change management or
organizational development, participatory or
non-participatory? How about the participation of
different interest groups and students? How to
set up a new structure/unit, which does not exist
yet?
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Quality management, e.g. Education Is our
structure appropriate to develop innovative
degree programmes which correspond to the needs
of society and of academia? Do we have
appropriate feedback mechanisms in order to
ensure that the aims of our courses/degree
programmes are met? Which measures are in place
in order to improve the courses and programmes,
the qualification of our graduates? Do we comply
with international standards, e.g. of
ENQA? Research Is our structure appropriate
to support the researchers in the management of
research projects, in increasing the research
output, in achieving external funds?
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Quality management Process optimization Which
are our most important core processes? Which are
the most important support processes? (E.g.
selection of new chairs, development of new
curricula, introducing new staff) Are the steps,
tasks and responsibilities well defined? Are
there feedback mechanisms in place in order to
find out whether the objectives are met? Which
mechanisms are in place in order to improve the
processes, to increase the performance with fewer
resources? QMSHow to design and set up a
quality management system for a whole
university?
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Internal communication Does every employee know
what the university or faculty stands for? Does
each group (teachers, technicians, secretaries)
receive the relevant information? How to improve
the internal communication Bottom up, top down,
among interest groups? Technology transfer and
public relations How can the technology transfer
be intensified and the co-operations with small
and medium enterprises and the industry be
strengthened? In which way are stakeholders
regularly informed? Which information is given
to the public? To which degree does this image
correspond with the work done at the
university? In which way are future students
approached, which information do they
receive?    
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• Ideas for future co-operations
• Strengthen the regional cooperation Similar
  background and interests
• Learning from each other Good examples,
  exchange of know how and of experiences
  (reforms, projects, project ideas)
• Joint development (single projects, long term
  strategic co-operations)
• Joint submission of proposals (Tempus etc.)
• Access to the ICA expert pool
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Thomas Guggenberger Head of Quality
Management BOKU Peter Jordan Street 70, A-1190
Vienna Tel. [phone] thomas.guggenberger_at_
boku.ac.at www.boku.ac.at/qm.html Thank you
for your attention!