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12 juillet 2015

Publication du décret sur la fusion des associations

http://alternatives-economiques.fr/blogs/abherve/files/abherve.jpgSur le blog de Michel Abhervé pour Alternatives économiques. Le Décret n° 2015-832 du 7 juillet 2015 pris pour l’application de la loi du 31 juillet 2014 sur l’économie sociale et solidaire et relatif aux associations est paru au Journal Officiel du 9 juillet 2015. Voir l'article...

8 juin 2015

2 présidents et 1 fusion

Sur le blog "Histoires d'universités" de Pierre Dubois. Gilles Roussel, président de l’université Paris-Est Marne-la-Vallée, et Luc Hittinger, président de l’université Paris-Est Créteil, ont participé au colloque de la CPU Université 3.0. Vendredi 28 mai, le colloque terminé, ils acceptent de poser pour une photo commune. Légende : les présidents fusionnels. Ils souhaitent en effet que leurs deux universités n’en fassent plus qu’une au 1er janvier 2017. Suite...

24 mai 2015

La fureur fusionniste atteindra-t-elle les branches professionnelles ?

http://alternatives-economiques.fr/blogs/abherve/files/abherve.jpgSur le blog de Michel Abhervé pour Alternatives économiques. La mode est à le fusion de toutes les organisations, les régions, où nous constatons que les difficultés ont été considérablement sous estimées, les Universités, où la recherche de la visibilité depuis Shangaï conduit à la marginalisation du fonctionnement démocratique des instances, les CAF où le modèle département ne supporte pas l’exception basco béarnaise. Voir l'article...

24 mai 2015

« La création de l’université de Bordeaux nous a permis d’être beaucoup plus lisibles »

http://orientation.blog.lemonde.fr/files/2011/08/Edhec-Olivier-Rollot-208x300.jpgBlog "Il y a une vie après le bac" d'Olivier Rollot. Hier Bordeaux comptait quatre universités. Il y a un peu plus d’un an trois d’entre elles ont fusionné dans une grande Université de Bordeaux capable de de se placer dans la catégorie des « World Class Universities », ces universités de classe mondiale que nous devons développer pour rester dans la course à l’excellence. Son président, Manuel Tunon de Lara, nous décrit le rôle spécifique que jouent des grandes universités de plus de 50 000 étudiants comme la sienne. Suite...

23 mai 2015

Normandie 2016. Déjà une réalité à l'université

Ouest-France, toute l’actualité locale et internationaleLes campus universitaires de Caen, Rouen et Le Havre figurent parmi les précurseurs de la Normandie réunifiée : ils envisagent l'avenir en complémentarité. 
Les campus universitaires de Caen, Rouen et Le Havre comptent près de 60 000 étudiants. 
Ils préparent leur avenir ensemble, en complémentarité. La coopération des trois villes sur ce domaine est parmi les plus avancées. Une aubaine pour les étudiants. Voir l'article...

10 mai 2015

Fusion … pas fusion : destins contrastés

Sur le blog Gaïa Universitas. « Les universités de Grenoble ont officialisé vendredi leur fusion administrative à partir du 1er janvier 2016, après plusieurs années de désaccords sur la gouvernance qui avaient fait échouer en 2012 la candidature grenobloise au label d’excellence Idex ». Voir l'article...

3 mai 2015

Heythrop and St Mary’s ‘merger’ talks near conclusion

By . One of the UK’s oldest higher education institutions has moved a step closer to a potential merger with a Catholic university.
Heythrop College, University of London, which celebrated its 400th anniversary last year, says that it has agreed to continue discussions with St Mary’s University, Twickenham, over a possible “strategic partnership”. More...

2 mai 2015

University mergers in Europe - The University of Strasbourg

LogoUniversity mergers in Europe” is the second thematic report published by EUA as part of the DEFINE project. DEFINE explores strategies for efficient funding of universities in Europe, looking in particular at excellence initiatives, university mergers and performance-based funding mechanisms.
University mergers in Europe - The University of Strasbourg
The University of Strasbourg was officially founded on 1 January 2009, after about three years of preparation once the decision to merge had been taken in 2006. The merger was primarily a project owned by the institutions themselves, in a context where the public authorities fostered clustering in the sector. The institutions involved took advantage of the reform of the regulatory framework initiated in 2007 by choosing to be part of the first round of universities entrusted with ‘enlarged responsibilities’ (notably as regards staffing autonomy and budget management).
The main driver behind the process was the willingness to improve the international attractiveness of a stronger, more visible institution with critical mass and comprehensive academic offer.
The process was steered by the leaders of the three merging institutions and managed and supported by an operational project leader and a coordination team. The structure also included a series of inter-institutional thematic committees and working groups within each institution. External consultants were invited to provide advice on the design and implementation of the new organisational structure. The European University Association accompanied the change process and subsequently carried out an audit of the merger.

Success factors
- Common vision of the leadership
- Favourable political and regulatory developments (autonomy reform; “operation campus”)
- Geographical coherence (same campus)
- No significant overlap in the academic offer
- Common history of the three partners

Challenges
- Limited human resources and significant additional workload for involved staff
- Change management methodologies not proportional to the ambition of change
- Change of leadership teams during the preparation process
- Diversity in the governance and administration profiles of the three partners
- Heterogeneous academic traditions and institutional cultures
- Pioneering merger process in France: no ‘best practices’ available. Download the report “University mergers in Europe. More...

2 mai 2015

University mergers in Europe - Governance

LogoUniversity mergers in Europe” is the second thematic report published by EUA as part of the DEFINE project. DEFINE explores strategies for efficient funding of universities in Europe, looking in particular at excellence initiatives, university mergers and performance-based funding mechanisms.
University mergers in Europe - Governance
The analysis of various merger cases shows that the steering of the process is most frequently placed directly under the joint leadership of the merging institutions, often with the support of the corresponding senior management team. At the operational level, a taskforce or merger project team is generally put in place at an early point to map out how the merger will be implemented, and reports to the leadership. This team coordinates the work and feedback of a series of usually thematic working groups organised at inter-institutional level and within the institutions themselves. The establishment of shadow structures is also a frequent feature in the process (bodies that do the work of existing institutions in the form of the newly merged university). Download the report “University mergers in Europe. More...

2 mai 2015

University mergers in Europe - Recommendations

LogoUniversity mergers in Europe” is the second thematic report published by EUA as part of the DEFINE project. DEFINE explores strategies for efficient funding of universities in Europe, looking in particular at excellence initiatives, university mergers and performance-based funding mechanisms.
University mergers in Europe - Recommendations
It must first be noted that the variety of initiatives that may be considered under the umbrella term of “merger and concentration processes” is vast. For a comprehensive view of the range of initiatives that have been undertaken in European universities, EUA will launch a pilot merger mapping tool in 2015. Despite the apparent diversity, however, university leaders and practitioners involved in the DEFINE study widely shared the belief that there was more commonality than divergence. Therefore, the potential for transferable learning is considerable. Taking as their basis the previous sections which explored the process of merging from the perspective of university leaders and practitioners, the following recommendations bring together the key points to take into account when considering a merger process. Download the report “University mergers in Europe. More...

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