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Evaluation of University of Arts "George Enescu"

2014-02-03T05:43:50Z

Admin:

This report is the result of the evaluation of [[University of Arts George Enescu]] Iaşi. The evaluation took place in 2012-2013 in the framework of the project “Performance in Research, Performance in Teaching – Quality, Diversity, and Innovation in Romanian Universities”, which aims at strengthening core elements of Romanian universities, such as their autonomy and administrative competences, by improving their quality assurance and management proficiency.

Such evaluations are taking place within the context of major reforms in the Romanian higher education system, and specifically in accordance with the provisions of the ''2011 Education Act'' and the various related normative documents. Whilst institutional evaluations are taking place in the context of an overall reform, each university is being assessed by an independent team, under the authority of [[Institutional Evaluation Programme]].

==== Evaluators ====

The evaluation team (hereinafter named the team) consisted of:
* Prof. Philippe Rousseau, Former Rector, University Charles de Gaulle - Lille 3, France, team chair
* Prof. John Butler, Professor of Art, Birmingham City University, United Kingdom
* Kotryna Peilakauskaite, Student, Vilnius University, Lithuania
* Dr Terhi Nokkala, Research Fellow, University of Jyväskylä, Finland, team coordinator

This report is based on knowledge, which the review team gained during two visits to the university and from written materials: the self-evaluation report and some additional materials prepared by the university on request. However, there are some limitations in this form of assessment. The report of the review team is dependent on what they have been told and have seen during the visits. In some cases they heard conflicting statements reflecting the uneven perception in various parts of the institution of a fast-changing situation.

The team would like to thank the Rector Simionescu, her team, the self-evaluation group and the entire university community for the cordial reception and candid and constructive discussions throughout the entire evaluation process. Also the logistical support provided by the UEFISCDI liaisons Alexandra Roman and Virgil Brumaru, as well as help of the interpreter Lucia Petrescu was invaluable for the work of the IEP team.

==== Self-evaluation Process ====

The self-evaluation process was undertaken by a Self-Evaluation Group (SEG) established by the university. The SEG comprised the following people representing the faculties and units of the university:
* Mr. Doru Albu, Professor PhD, Vice-Rector for Teaching and Quality in Education – Chairperson of SEG;
* Mr. Aurelian Bălăiță, Assistant Professor PhD – Vice-Rector for Research;
* Mr. Florin Grigoraș, Assistant Professor PhD – Vice-Rector for International relations, Academic Image and Student affairs;
* Ms. Eugenia Maria Pașca, Assistant Professor PhD – Director of the Institute for Counselling and Training in Psychology and Pedagogy (CTPP);
* Ms. Cornelia Brustureanu, Lecturer PhD – Vice-Dean for Teaching, the Faculty of Visual Arts and Design (FVAD);
* Mr. Ion Urdeș, Lecturer PhD – representative of the Faculty of Music Performance, Composition and Theoretical Musical Studies (FMPCTMS);
* Mrs. Raluca Bujoreanu – Huţanu, Assistant Professor PhD – Dean of the Faculty of Acting (FT);
* Mr. Ciprian Ion, Assistant professor PhD – Head of Department, FMPCTMS

The self-evaluation report of UAGE, together with the appendices, was sent to the evaluation team on 7 November 2012. The visits of the evaluation team to Iaşi took place from 5 to 6 December 2012 and from 27 February to 1 March 2013, respectively. In between the visits the University of Arts George Enescu Iaşi provided the evaluation team with some additional documentation.

The team would like to offer the following observations concerning the self-evaluation process and report.
* There was no student representative in the self-evaluation group, which the IEP team considered somewhat puzzling. The students were, however, at least in some departments, consulted in a more informal manner.
* The staff of the various departments of the institution were asked to provide data on their activities and research and artistic production for the purposes of the self-evaluation report.
* Some had also engaged in discussions at departmental level regarding the content of the self-evaluation report.
* The self-evaluation report had been widely circulated amongst the university community.

The self-evaluation report itself is a largely descriptive document, which offers a lot of information about the intentions of the university. It would have benefitted, however, from a more critical self-evaluation of the actual situation and from additional data to substantiate statements made in the report.

The impression of the team is that because the university has gone through several evaluations of a different nature over the recent past, the IEP exercise has been somewhat new for the university, and in some occasions, its specific character had not at first been fully understood. As a result, the potential of the self-evaluation process has partially been obscured by a more accountability-driven approach. However, the benefit of the previous evaluations has been that the university has had to develop an internal information system for collecting the output data, which is also used for preparing the next strategic plan of the university.

==== Reporting ====

===== Governance and Institutional Decision-making =====

''more on [[Governance and Institutional Decision-making at UAGE]]''

According to the self-evaluation report, the university wants to make full use of the autonomy granted to it by the legislation of Romania to establish and fulfil its mission, described above. To do this, the university has put in place an institutional strategy, organisational structures and governing bodies, as well as procedures for preparing budgets and quality assurance.

===== Teaching and Learning =====

''more on [[Teaching and Learning at UAGE]]''

The university currently offers education in three domains, music, acting and visual arts. It perceives that having these three domains gives it a unique selling point in Romania, as it enables the combination of knowledge and expertise from the different fields to develop larger scale, multidisciplinary artistic productions. The university also wants to develop a new programme in scenography, which would stimulate the collaboration between the three existing domains. In terms of the educational process, the university recognises the need to adapt to the current economic and societal situation, and wants to expand its lifelong learning offer.

===== Research and artistic production =====

''more on [[Research and artistic production at UAGE]]''

According to the self-evaluation report, “the university's research policy focuses on national and European directions of development, whose priority areas are: to create new knowledge, to increase competitiveness and promote excellence, and to implement research outcomes. The main goal of the “George Enescu” University of the Arts of Iaşi is to become a nationally and internationally recognised pool of excellence. Each faculty has adopted a medium- and long-term scientific research plan approved by the Faculty Council, based on which the university's overall research policy has been established.”

===== Service to Society =====

''more on [[Service to Society at UAGE]]''

The city of Iaşi is traditionally the rich cultural centre of the region, with several important cultural institutions located in the city. The university maintains close collaboration with these institutions. According to the self-evaluation report, service to society is embedded in the mission of the university through its education, research and artistic activity function: “A major objective of the University of Arts “George Enescu” Iaşi is its involvement in helping to disseminate Romanian culture on a regional and national level. Our university's collaborations with cultural institutions, economic partners as well as local and regional authorities represent important elements in developing academic-related activities. Their implication is a major part of developing study programmes by permanently collaborating to set up specific cultural events.”

===== Quality Culture =====

''more on [[Quality Culture at UAGE]]''

Quality culture is an overarching concept that pertains to all aspects of an academic institution. In the UAGE’s self-evaluation report, the following, quality-related strategic goals are specifically mentioned:
* “ensure a standard of excellence in training and education, artistic activities and academic research” and
* “ensure academic quality”

===== Internationalisation =====

''more on [[Internationalisation at UAGE]]''

According to its mission, the university wants to operate as a recognised and respected member of the national, European and international higher education community. Due to the demographic change and declining Romanian student population, internationalisation is one of the key goals of the university: “In perspective, the University of Arts “George Enescu” Iaşi aims at increasing its national and international reputation by starting study programmes taught in international languages, thus attracting talented Romanians as well as foreigners to study at our university and, at the same time, by further training our staff to meet the demands of an internationally competitive higher education.”

==== Recommendations ====

Governance

* We urge the university’s leadership and community to take clear ownership of the identity and direction of the university beyond what the Ministry dictates.
* Redefine mission, goals and priorities of the university, and operationalise them as activities, with appropriate indicators and budget. Monitor these regularly and take remedial action if necessary.
* Rethink the balance between the needs of the university and the faculties within the limits of national regulations. Whilst a bottom-up process is important for the establishment of a feeling of a shared purpose, the entire university also needs to have a clear direction, which requires the university’s leadership to take comprehensive responsibility.
* Clarify the responsibilities between legislative, executive and administrative bodies. Although the process has already started, it is still at an early stage. The Senate and its committees must play a more proactive role in formulating the strategy, monitoring its implementation and controlling the Quality Assurance system.
* The possibilities of the university to flourish and develop are inevitably linked to the stability of its financial resources. In a situation where pubic budgets are restricted, we recommend that the university establishes relevant structures dedicated to identifying and pursuing new external funding sources, involving alumni and committed external stakeholders.

Teaching and learning

* We recommend that the university makes better use of the potential offered by the three fields of study by developing integrated interdisciplinary programmes and implementing them across the university.
* Whilst there already are, on an informal basis, some examples of students taking courses from other programmes besides their own, we recommend the university to enable flexible study across programmes and fields on a more formal accredited and non-accredited basis.
* The university could consider making use of an invited committee comprising external experts to evaluate the quality of programmes and ensure they are of an international standard.
* The university should also continue and expand the work it has already started in some fields with defining the expected learning outcomes for different levels of study. The university may wish to make use of different arts subject descriptors for learning outcomes developed by organisations such as the European League of Institutes of the Arts (ELIA), of which UAGE is a member (http://www.elia-artschools.org.). It is important for the university to own the process and adapt the indicators to the specific needs of UAGE and its students.

Research and artistic production

* The university should formulate a clearer research strategy with goals and priorities, as well as implement indicators and assessment practice for research in order to systematise research activity in UAGE.
* Implement support structures for research to help teachers identify funding sources, plan projects and apply for grants. Even if establishing a fully blown research support office appear to be difficult in the context of the current economic constraints, the university should pursue that goal and consider levying an overhead for the research projects funded from external sources to cover the costs, or pooling resources with another university in Iaşi to do this.
* UAGE is uniquely positioned amongst Romanian arts universities due to its comprehensive profile with three fields of arts. The university should take a more systematic approach to interdisciplinary research in order to seize new funding opportunities.
* The university could also consider inviting external, international experts to help UAGE to achieve its set objectives for research.
Service to society
* The university could consider establishing a Stakeholder Council to make better use of their expertise and include them in the process of defining the university strategy.
* Similarly, the university should broaden the scope of collaboration beyond the immediate region and neighbouring countries, to include leading artistic institutions in Europe, building on its established links in Germany and ERASMUS partners further afield. Also, it has the scientific, artistic and educational resources to find European or transnational commercial, industrial or cultural partners beyond the limits of their region, taking advantage of a network of artists and friendly stakeholders.
* The university should adopt a more systematic approach to analyse the changing labour market needs and student employability. For example, establishing an alumni database and implementing a regular survey every few years may help the university to better keep track of the graduate employment and employability requirements.

Quality culture

* The university leadership and community should take responsibility for development of a comprehensive quality culture, which does not build solely on the externally mandated quantitative quality indicators. As part of this process, the university should create quality indicators arising from its own needs and strategic priorities and monitor those systematically in order to be able to make changes in their primary processes if need arises.
* The university should pursue further development of quality assurance practices at all levels of the institution, as well as develop an annual quality process for all programmes.
* The university should systematically involve students and stakeholders in all quality assurance procedures

Internationalisation

* The university should define a comprehensive internationalisation strategy with explicit priorities and linked resources.
* The university should also consider establishing a strategic network of partner institutions to widen and stabilise the international horizon of the university. In this context, the university could also review and if necessary, revise, all international agreements to maximise their strategic potential.
* There is also a need for the university to implement better guidance and support structures for international income generation taking advantage of the expertise of the aforementioned network of international strategic partner institutions.

==== Conclusion ====

The team would like to conclude that the University of Arts George Enescu is a good arts university with solid educational programmes at all three levels and a good national reputation. Its position as the only arts university in Romania encompassing music, theatre and visual arts gives it unique opportunities to evolve into a comprehensive and innovative centre of arts education, research and creation in its region and wider context. The staff of UAGE is competent, dedicated and highly appreciated by the students, and the university counts many highly respected artists amongst staff and alumni. The university has active collaboration with the local community and it demonstrates willingness to change in the face of the new challenges it faces.

However, the team also recognises the following overall constraints for the thriving of the university. The mission of the university is formulated on a very general level and it fails to truly set the university apart. UAGE has started a strategy process but the university currently
lacks clearly identified strategic goals. Due to the insufficient integration between the three fields, the university is not able to make full use of the opportunities presented by interdisciplinarity. Only a more integrated university will be able to thrive in the new operational context.
The University of Arts George Enescu operates in a challenging economic, legislative and political environment, which requires considerable self-reflection and effort to better analyse its actual situation, including a lucid SWOT analysis, clarifying its mission and strategic goals in the new context, improving its functionality and enhancing its quality culture. Based on the material received and visits conducted during the evaluation process, the team is convinced that the university has all the tools to do this. The team is confident that UAGE will achieve its objectives and the recognition the university duly deserves.

The team would like to take this opportunity to thank the university once again for its welcoming, open, and constructive attitude during the evaluation and to wish the university best success in achieving its goals.

Evaluation of University of Arts "George Enescu"

2014-02-03T04:45:11Z

Admin:

University of Arts George Enescu

2014-02-03T04:36:05Z

Admin: Created page with 'The operational environment of higher education in Romania has experienced many changes in the recent years. The new education law, which came into force in 2011, granted univers...'

The operational environment of higher education in Romania has experienced many changes in the recent years. The new education law, which came into force in 2011, granted universities more autonomy, whilst renewing the governance and organisational structures of universities. The leadership of all Romanian universities has changed since the new law. Additionally, all Romanian universities have been grouped into three categories as 1) advanced research and teaching-based universities, 2) teaching and scientific research-based universities or teaching and art-based universities and 3) teaching-based universities. All study programmes have been also evaluated and assigned into categories from A to E based on their resources and performance. In this categorisation of Romanian universities, The University of Arts George Enescu (UAGE) belongs to the second group – research, teaching and artistic creation universities. Two of its fields of study have received rating A, and one a rating B.

The University of Arts George Enescu (UAGE) is the only arts university in Romania that brings together music, drama and visual arts. UAGE traces its history back to the establishment of schools of music and arts in the 1860s. In its current form as a comprehensive arts university, UAGE has existed since the 1990s. Internally, the university has undergone several structural changes. The latest of these took place only in 2012, when the university reorganised its academic units into three faculties – the faculty of performance, composition and theoretical musical studies, the faculty of acting and the faculty of visual arts and design – as well as a series of pedagogical training and service units in the Pedagogical Institute. The deans of two of the new faculties were only selected in autumn 2012. The Rector, Atena Elena Simionescu, has been in her post since spring 2012.

The university is located in Iaşi, the second largest city in Romania, in the Moldova region in the north-eastern part of the country. The location gives a specific flair to this large student city, both to its cultural life as well as to the university, which considers the cooperation with institutes in Moldova an important strategic direction. The region has distinctive cultural features, as well as shared features with the rest of the country and, moreover, is part of a distinct transborder region also including Republic of Moldova and southern Ukraine.

The university’s mission, as defined in the Self-Evaluation Report, is as follows:
<blockquote>“The mission of the University of Arts “George Enescu” Iaşi, a university with lifelong tradition and prestige among vocational institutions, is to mould and cultivate talent, character and personalities, to train specialists (artists or theorists) able to offer people genuine culture, and to maintain a rich artistic and research activity that enables the progress of Romanian art and culture adapted to the international social and cultural context.”</blockquote>

The university operates in a challenging economic and political environment. Whilst the educational law of 2011 mandates university autonomy, it also describes the governance structures for the university and the financial regulations and numerous national quality assurance regulations that constrain the university scope for manoeuvre. The legislation has also continuously been changed and adapted in recent years. This, together with the financial and economic crisis, the resulting budget cuts imposed on the higher education sector in the recent past and the fluctuating political situation make the operational environment of the
university extremely volatile. The future demographic challenges faced by Romania as well as the horizon of higher education changing from national to international, mandate the university to rethink its strategy and operations.

Evaluation of University of Arts "George Enescu"

2014-02-03T04:32:54Z

Admin:

Evaluation of University of Arts "George Enescu"

2014-02-03T04:26:25Z

Admin:

This report is the result of the evaluation of University of Arts George Enescu Iaşi. The evaluation took place in 2012-2013 in the framework of the project “Performance in Research, Performance in Teaching – Quality, Diversity, and Innovation in Romanian Universities”, which aims at strengthening core elements of Romanian universities, such as their autonomy and administrative competences, by improving their quality assurance and management proficiency.

Such evaluations are taking place within the context of major reforms in the Romanian higher education system, and specifically in accordance with the provisions of the ''2011 Education Act'' and the various related normative documents. Whilst institutional evaluations are taking place in the context of an overall reform, each university is being assessed by an independent team, under the authority of [[Institutional Evaluation Programme]].

Evaluation of University of Arts "George Enescu"

2014-02-03T04:25:05Z

Admin: Created page with 'This report is the result of the evaluation of University of Arts George Enescu Iaşi. The evaluation took place in 2012-2013 in the framework of the project “Performance in Re...'

List of complete reporting projects

2014-02-03T04:24:25Z

Admin:

The following universities have been evaluated under the EiWiki guidelines and policies:

* [[Evaluation of University of Medicine and Pharmacy “Grigore T. Popa” | University of Medicine and Pharmacy “Grigore T. Popa” Iaşi]]
* [[Evaluation of West University Timisoara | West University Timisoara]]
* [[Evaluation of University of Agronomic Sciences and Veterinary Medicine | University of Agronomic Sciences and Veterinary Medicine]]
* [[Evaluation of "Lucian Blaga" University | "Lucian Blaga" University]]
* [[Evaluation of University of Arts "George Enescu" | University of Arts "George Enescu"]]

Evaluation of "Lucian Blaga" University

2014-02-02T21:13:45Z

Admin:

This report is the result of the evaluation of [[Lucian Blaga University]], Sibiu. The
evaluation took place in December 2012 and February 2013 in the framework of the
project “Performance in Research, Performance in Teaching – Quality, Diversity, and
Innovation in Romanian Universities”, which aims at strengthening core elements of
Romanian universities, such as their autonomy and administrative competences, by
improving their quality assurance and management proficiency.

Such evaluations are taking place within the context of major reforms in the Romanian higher education system, and specifically in accordance with the provisions of the ''2011 Education Act'' and the various related normative documents. Whilst institutional evaluations are taking place in the context of an overall reform, each university is being assessed by an independent team, under the authority of [[Institutional Evaluation Programme]].

==== Evaluators ====

The evaluation team (hereinafter named the team) consisted of:
* Professor Carles Solà, former Rector, Universitat Autònoma de Barcelona, Spain, Team chair
* Professor Jean-Pierre Gesson, former President, University of Poitiers, France
* Professor Karol Izydor Wysokinski, former Vice-Rector for Research and International Collaboration, Uniwersytet Marii Curie-Skłodowskiej (UMCS) Lublin, Poland
* Ms Camilla Georgsson, student, Linköping University, Sweden (for first visit)
* Ms Liliya Ivanova, student, University of National and World Economy, Bulgaria (for second visit)
* Dr Raymond Smith, former Academic Registrar, London Metropolitan University, United Kingdom, Team coordinator.

The team would like to thank the Rector, Professor Ioan Bondrea, and our institutional
liaison, the Vice-Rector for Organisational and Financial Strategy, Professor Livia Ilie, for
their considerable support in this IEP visit to Lucian Blaga University. The team is very grateful to the staff and students of the university who have spent
time meeting us and helped us to understand how the university operates. The team
was very impressed with their enthusiasm and willingness to share their views and
opinions.

==== Self-evaluation Process ====

The self-evaluation process was undertaken by a team comprising the following:
* Professor Livia Ilie, Vice-Rector, Organisational and Financial Strategy
* Professor Claudiu Kifor, Vice-Rector for Research and Doctoral Studies
* Associate Professor Marian Tiplic, Academic Vice-Rector
* Associate Professor Ramona Todericiu, Deputy Administrative Director
* Dr Daniela Preda, Director of International Relations Office
* Professor Liviu Rosca, Dean, Faculty of Engineering
* Associate Professor Silva Marginean, Faculty of Economic Sciences
* Associate Professor Eva-Nicoleta Burdusel, Faculty of Letters and Arts
* Assistant Professor Lucian Lobont, Quality Assurance Department
* Associate Professor Horatiu Rusu, Research Department
* Diana Lupu, Student, Faculty of Engineering
* Marius Smarandoiu, Student, Faculty of Medicine

The self-evaluation report of the Lucian Blaga University, Sibiu together with the
appendices, was sent to the evaluation team in November 2012. The visits of the
evaluation team to Lucian Blaga University, Sibiu took place from 9 to 11 December
2012 and from 3 to 6 February 2013, respectively. In between the visits to Lucian Blaga
University, Sibiu provided the evaluation team with some additional documentation.

==== Reporting ====

===== Governance and Institutional Decision-making =====

''more on [[Governance and Institutional Decision-making at LBU]]''

It was clear to the team that the university had approached this international
evaluation process with serious intent. The university saw the benefits of such a
self-evaluation process in the context of the need to respond to the on-going
economic difficulties in Europe and the reform of the higher education system
in Romania.

===== Teaching and Learning =====

''more on [[Teaching and Learning at LBU]]''

The components of the three-tier Bologna system are present in the academic
structure at LBUS. As the SER notes, however, the academic autonomy of the
university is constrained by the number of places allowed by ARACIS on
Bachelor and Masters programmes and the nationally prescribed elements of
the curriculum. The team were advised that, in respect of Bachelor
programmes, the university only had academic discretion over 20% of the
curriculum and that all study programmes had to be firstly authorised and then
accredited by ARACIS and comply with nationally determined academic
standards and criteria. LBUS is reviewing its Masters programmes as not all of
them offer the opportunity to pursue doctoral studies.

===== Research =====

''more on [[Research at LBU]]''

LBUS embeds research and knowledge transfer into many aspects of its mission
and strategic goals. The team was fully supportive of this approach but found it
difficult to clearly define the overall direction of research in the university, some
of the ways in which it was organised and ways in which research output was
funded and evaluated. In addition to these issues some of the metrics relating
to the supervision of research students were not altogether transparent.

===== Service to Society =====

''more on [[Service to Society at LBU]]''

The team were able to discuss the university’s relationship with the city and the
wider region with the Mayor of Sibiu and a group of employers and alumni.
There is, understandably, an emphasis in the university’s SER on being an active
member of the local community and also reference to positive partnerships
with City Hall and major companies operating in the Sibiu region. The
involvement of the university in organising the arrangements for Sibiu’s period
as European City of Culture in 2007 still provides a point of reference in the
university for such partnership. Yet, it seemed to the team from its meetings
that there could be a greater and improved dynamic between the university and
the city. There was clearly a shared desire to see a comprehensive university
with a student population at its current level but there appeared to be no
shared projects — outside the cultural field — between City Hall and the
university. It was suggested, for example, that there might be opportunities for
involving the faculty of engineering in projects. More generally, there was a
desire from employers, endorsed by the team, to see an increase in practical
training for students at the university.

===== Quality culture =====

''more on [[Quality culture at LBU]]''

The team noted that, in recent years, there had been an active debate in the
university concerning the theory and practice of quality assurance and
enhancement. The university had also been open to external scrutiny in this
area. The rector and his management team were clearly keen to provide fresh
impetus to this debate and to improve staff engagement in quality processes
and the wider culture relating to quality enhancement. The SER and, in
particular, the appendix on quality functional units, set out the university’s
processes for assuring and enhancing the quality of its academic provision. As
part of the evaluation of quality culture across the university the team met with
staff and students in a number of faculties. It emerged strongly from these
meetings that the information and data required to scrutinise performance on
programmes were either not available or only obtainable with some significant
difficulty. For example, both staff and students confirmed to the team that the
student feedback mechanisms faced a range of problems including poor student
response rates, a lack of feedback to students, results of student feedback not
being provided to professors, and some professors not responding to the
feedback. There was the view at both faculty and central levels of the university
that the existing quality processes and mechanisms were not working as
effectively as they could.

===== Internationalisation =====

''more on [[Internationalization at LBU]]''

As part of its strategic development LBUS has prioritised links with other
universities in the European Union and also more widely in other regions of the
world. The scope of these links is considerable and the SER notes that in the last
four years LBUS had signed 44 cooperation agreements with a long list of
countries. Overall LBUS has more than 90 such agreements.

==== Recommendations ====

Governance and institutional decision-making

* To fulfil its desire to be a comprehensive university LBUS needs to consider carefully how it can reflect opinions from across the spectrum.
* In the future development of the university there should also be allowance for the traditions flowing from the humanities and the wider cultural significance of the work of the university. This might help in securing the identity of the university.
* Improvement strategies should not only be focused on those programmes in category C but should also look to sustain A-graded programmes, seek to improve programmes from B to A and finally look at the potential for improving D/E programmes where there was strong evidence of student demand.
* To support the involvement of students in the affairs of the university, there is a case for including a student on the Strategic Working Group.
* The university needs to gain a greater understanding of how it will balance some competing dynamics — central authority in driving forward change together with greater autonomy for the faculties; wider involvement in decision-making via the Senate while the Executive arm needs to be increasingly flexible and fleet footed in responding to the many challenges facing the university.
* The university should give further thought to its investment in development as this has seen a considerable reduction in the last four years.

Teaching and learning

* It is important for good practice in teaching and learning to be shared by the community and as much support as possible provided for teaching staff. * It is clear that there is the potential for sharing good practice across faculties. This might be helped by the introduction of staff development plans at both faculty and institutional levels. A particular focus might be the development of a deeper understanding of some aspects of the Bologna Process such as the embedding of student-centred learning in the curriculum and the clear
articulation of learning outcomes.
* An institutional learning and teaching strategy should be developed that responds to some of the problems observed and could include ways, for example, of promoting technology-aided learning; tackling student concerns over large class sizes and the length of the teaching day; bias in marking; the approach to tackling plagiarism; out-dated library stock.
* The university should consider ways in which the curriculum could be developed to improve graduate transferrable skills, including team working, language skills and information literacy and also provide a focus for improving both opportunities for, and the experience of, internships.

Research

* The university should make clear the distinction between genuine research centres and those which are, in fact, research groups.
* It is imperative to create an appropriate administrative mechanism to support research.
* Efforts should be made to develop a university wide community of doctoral students to facilitate the sharing of experience.
* The university should continue to explore ways in which research activity can be incentivised.
* There should be a greater emphasis on the teaching of research methodology as part of doctoral studies and this should be linked to the particular subject discipline.
* The university should pay particular attention to the weaknesses identified in the report on research provided to the team.
* There is considerable scope for the sharing of good practice in research identified in some faculties and this would support the development of a wider research culture across the university.

Service to Society

* There should be a greater and improved dynamic between the university and the city.
* There should be an increase in practical training for students at the university and, jointly, the university and local companies should support the development of further opportunities in respect of student internships in the local economy.
* The university should work with employers and the Mayor of Sibiu to improve the effectiveness of the Advisory Board.

Quality Culture

* There needs to be an improved system of quality monitoring to tackle some problems identified by students e.g. the subjective assessment (favouritism) of students by some professors; a concern that questionnaires were not kept confidential and that honest comments might result in victimisation.
* The role of the Quality Assurance Department should be enhanced and, perhaps, linked directly to the Rectorate team.
The university needs to ensure that its quality assurance processes are able to identify problems and resolve the issues with greater rigour. The university would benefit from consulting the European Standards and Guidelines for Quality Assurance in the Higher Education Area.

Internationalisation

* The university should formulate a clear international strategy and, in the medium- to long-term, should consider providing more focused links both in terms of countries and subject disciplines.
* The university should ensure that there are rigorous systems in place for recording ECTS when students return from their Erasmus programmes.
* The university should take advantage of the opportunities for developing more programmes in English, perhaps initially with an offer of 60 ECTS to facilitate student exchange.
* The English language version of the university’s website should be kept up-todate and also offer more specific guidance on the content of academic programmes.
* The university should work with the Mayor’s Office to consider ways in which international students might be involved with cultural events in the City.

==== Conclusion ====

Lucian Blaga University, Sibiu is establishing a clear sense of its future direction
in a period of significant and continuing change in the national higher education
landscape. It has a realistic sense of what can be achieved in the short- to
medium-term and is determined to build its development from a sound
financial base.

The team was impressed with the ambition shown by the new rector and his
senior management team to harness improvement to change and it appeared
that this was being embraced by the wider university community. It was
acknowledged that there were significant barriers to change, many
encountered in the external HE environment in Romania. The team was struck
by the almost unanimous view in the university that the vagaries of changing
national laws did little to support considered academic and financial planning or
the enhancement of a quality culture. In particular, this had a damaging impact
on staff morale; the barriers to recruitment of academic and administrative
staff were challenging both core systems for quality management and
improvements in learning and teaching across all disciplines. Notwithstanding
these external constraints, there is still much scope for the university to change
and improve and this was perhaps evidenced most clearly in the views of some
of the younger teaching staff. Here the team saw the potential for innovation in
the curriculum, especially in respect of employability; the delivery of studentcentred
learning; and an understanding that academic staff had to be at the
forefront of improvements in the quality of teaching, learning and research.
This provided for greater optimism about the future. This was also recognised
by many of the students who the team met during the evaluation.

Students were supportive of the broad ambitions of the university and many
felt that the comprehensive nature of the academic portfolio was a key
attraction to them in selecting the university. There was a clear indication from
students that they felt more involved and had a greater voice following the
election of the new rector. The team also found evidence that the student
council was developing into a valuable forum for the student voice.

The university had set about a thorough review of all its activities and had
already identified many strengths and weaknesses. The honesty with which it
was pursuing this ambitious review was critical to its future success, not least in
respect of the research agenda. The team was convinced, however, that the
Rector’s programme for change was taking the university in the right direction
and that, with the support of the wider community, the university’s future was
sustainable and open to significant improvement in the key areas of teaching,
learning and research.

Internationalization at LBU

2014-02-02T20:58:05Z

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LBUS’s international strategy was not, however, highlighted to the team during
its various meetings. Indeed, in many of the meetings there was far more
commentary on the local/regional dimension of the university. The impression
gained was of a proliferation of international links but with little sense of how
these fitted into a wider strategic objective. In addition there was no
information on how the benefits of these links were being evaluated. While in
the short term there was clear value in raising the profile of LBUS in the wider
international arena there was a danger that such an expansive approach would,
in due course, dissipate resources in the university and hinder the delivery of
real, measurable benefits. The university should, therefore, formulate a clear
international strategy and, in the medium- to long-term, consider providing
more focused international links both in terms of countries and subject
disciplines.

Staff directly involved in international activity were found to be knowledgeable
and enthusiastic and provided a range of support for international students,
particularly in relation to financial support. It was established that there were
458 international students of which 60% joined Masters’ programmes, 20%
Bachelors’ programmes and 20% started PhDs. There was a very strong trend in
recruitment to the engineering faculty. There was evidence of coordination of
activities with faculties through the Vice-Deans for student affairs. However, the
central staff support for this activity was, in common with other central
activities, relatively limited and the IT and information infrastructure needed
development.

Staff and students were generally enthusiastic about the value of international
links and opportunities but there was limited mobility through the ERASMUS
programme and students that had studied elsewhere in the EU through
ERASMUS felt that the organisation of these activities at the partner university
was rather better than at LBUS. On return not all ECTS credits were incorporated
into their home programme, a problem acknowledged by the International
Department. The team recommends, therefore, that the university should
ensure there are rigorous systems in place for recording ECTS when students
return from their Erasmus programmes.

The team felt that there was greater scope for the recruitment of international
students outside the area of engineering and therefore, as suggested, by one
professor, the team recommends that the university take advantage of the
opportunities for developing more programmes in English, perhaps initially with
an offer of 60 ECTS to facilitate student exchange.

Equally the ability of students from across Europe and the wider world to
understand the potential for studying at LBUS could be increased if the English
language version of the university’s website was kept up-to-date and offered
more specific guidance on the content of academic programmes.

The team was impressed with the breadth of activity in the international arena.
It felt, however, that international students studying at the university could
benefit from a greater involvement with the affairs of the city. There could be
reciprocal benefits to this integration. The team recommends that the university
should work jointly with the Mayor’s office to consider ways in which
international students might be more involved with cultural and other events in
the city.

Evaluation of "Lucian Blaga" University

2014-02-02T20:56:07Z

Admin:

Quality culture at LBU

2014-02-02T20:52:38Z

Admin: Created page with 'In part this was attributed to the failings of the IT systems meant to support the quality process. The team learnt that one of the key information systems in this respect, QUANT...'

In part this was attributed to the failings of the IT systems meant to support the
quality process. The team learnt that one of the key information systems in this
respect, QUANTIS, was viewed with limited confidence by many staff and that
there was a desire to migrate to new software, possibly through a Google-based
platform. In response to these difficulties one dean indicated that he relied on
information on the quality of provision coming from other sources, for example,
conversations with students, a complaints box, the completion of forms on the
internet, and talking to colleagues.

In these circumstances it was difficult for the team to see how there could be
formal and proper consideration of the key indicators relating to quality. In
addition it was not clear to the team how data on student retention,
progression and achievement was considered alongside feedback from
students. Teaching staff volunteered the view that, depending on the faculty,
between 15-20% of a new cohort would fail to complete their course. This
excluded those students who failed some part of the course but continued their
studies by repeating the failed elements.

The university’s SER expressed a view from students that there is a need for an
improved system of quality monitoring. This was reinforced in meetings with
students. Students identified a number of issues that concerned them including
the subjective assessment (favouritism) of students by some professors; an
anxiety that questionnaires were not kept confidential and that honest
comments might result in victimisation (although there was greater confidence
now that the questionnaires were being handled centrally); students being
recruited with low grades who subsequently were disruptive in
lectures/seminars (some students went so far as to suggest a separate entrance
examination as a way of counteracting this problem).

The team was interested to hear of a Facebook survey conducted by students in
one of the faculties that asked a number of questions as to why students
dropped out. The answers were in line with other comments received from
students. The four main reasons were (1) good students leaving because of
disruption in lectures; (2) the scheduling of lectures from early in the morning
to late at night (8am to 8pm); difficulties in relationships between some
professors and their students; (4) students entering programmes without the
relevant subject background. It was also acknowledged that some students left
for economic reasons.

The team gained the impression that these issues were recurrent ones and that
the quality assurance processes were either (a) failing to identify the problems
or (b) failing to tackle the issues. However, the team was advised of a major
exercise, initiated by the Rectorate, currently taking place in all faculties to
evaluate the academic and financial viability of programmes and no doubt these
reviews would draw on data and information linked to many of the issues raised
above. While, undoubtedly, this was a crucial and timely exercise there was a
need for the university to strengthen its core day-to-day operations in quality
management. There was, in the view of the team, a strong case for enhancing
the role and authority of the Quality Assurance Department and this might be
achieved, in part, by linking it directly to the Rectorate. Notwithstanding some
of the less than helpful requirements linked to national laws, for example, to
staff appointments, deliberative structures and to curriculum development,
ultimately the university needed to ensure that its quality assurance processes
were able to identify problems and resolve the issues with greater rigor. In this
context, the university would benefit from consulting the European Standards
and Guidelines for Quality Assurance in the Higher Education Area.

Evaluation of "Lucian Blaga" University

2014-02-02T20:50:33Z

Admin:

Service to Society at LBU

2014-02-02T15:59:29Z

Admin: Created page with 'As part of the self-evaluation process the university undertook a stakeholder analysis and the focus group for employers provided important feedback on the need for graduates to ...'

As part of the self-evaluation process the university undertook a stakeholder
analysis and the focus group for employers provided important feedback on the
need for graduates to be better prepared for employment. Views from these
focus groups included the need to move away from teaching activities overly
based on, often outdated, theory; for improved transferable skills and general
competences; the barriers to effective internships; for effective, as opposed to
certified, foreign language skills; and for a greatly improved student careers
service. The team had hoped to explore some of these themes in the meeting
with employers. However, the employers represented at the meeting did not
feel that there were any issues of substance that needed addressing at the
university in terms of graduate preparedness for work. They were keen for the
university to continue moving closer to companies but, on the whole, professed
themselves satisfied with their relationship with the university.

The university has established an Advisory Board comprising over 15 local and
regional employers, the Mayor of Sibiu and senior figures from the university.
This was seen as being of value by the employers the team met during the first
visit. However, the university acknowledged that the Board was not working
effectively and this might, in part, be the result of the lack of a historical base to
such industry partnerships in the Romanian higher education system. The
university was clear that such partnerships had to be founded in a “real”
working together but it was not obvious to the team how this was being taken
forward. While all agreed that this was an essential relationship, in some
respects it appeared that both parties were waiting for the other to take the
initiative. Equally, although there was broad agreement on the value of student
internships with local companies there was little, by way of concrete examples,
of broader knowledge exchange or the role of applied research in supporting
the local/ regional community. This might help develop the “real” working
relationships that all wanted to exist. The partnership with Continental
Automotive Systems was provided as an example of best practice and there
were some department-specific applied research links with companies. This did
not however appear to be part of a systematic approach to forming a
partnership with the university. It was the view of the team that there was much
greater potential for exploiting the “Knowledge Triangle” of education, research
and innovation (business). This can help to create a new breed of entrepreneurs,
enable individuals and multi-disciplinary teams to develop breakthrough ideas
and allow such innovation to be linked to business in the regional and wider
economy.

Evaluation of "Lucian Blaga" University

2014-02-02T15:57:17Z

Admin:

Research at LBU

2014-02-02T15:50:23Z

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Outwardly, it appeared that research had taken a significant dip in progress in
the last two years if measured by the number of published research papers. It
was explained that the growth of papers up to 2010 was linked to government
grants, which required publications as part of the contract. These grants had
been reduced significantly in the past two years. It was noted that the
engineering faculty produced half of the research papers for the university and
that overall, the university had had a very large number of PhD students in
relation to the numbers of professors identified as supervisors. The numbers of
new PhD entrants were, however, falling. Support for supervisors or the training
of new supervisors was still to be embedded in the research arrangements of
the university. More generally the team noted that heads of department were
regarded as being at the forefront of the research agenda in faculties although
the dean was responsible for resourcing policy.

The team was advised of a well-developed structure of support for research in
one of the faculties they visited – the faculty of theology. Doctoral students
have two formal meetings with their supervisors in May and November of each
year. Papers are published by a research centre based in the faculty. The faculty
keeps track of graduates for three years after graduation and there is an active
alumni association. The faculty organises four or five national and international
conferences a year. There are strong links with institutes in the world outside
Sibiu. The faculty gave the appearance of having a thriving research
environment. The team viewed this as an example of good practice.

It was noted that while the engineering faculty contributes significantly to the
published papers for the university the dean had indicated that, at the present
time, he was concentrating on taught provision rather than research. This was
largely connected to an exercise being conducted across all faculties to establish
the academic and financial viability of taught programmes. However, as taught
programme grades were linked to research criteria, deans acknowledged that
there is a need to reflect on what this said about the status of research in their
faculties. It was acknowledged that this was the first time the ARACIS taught
programme evaluation exercise had taken place and that perhaps it had not
been approached, tactically, in the right way; the implication was that, with
hindsight, some subject specialisms might have been dropped.

A large number of research centres seem to operate in the university although
these were not identified in organisational diagrams. It emerged that these
research centres are often built around a single professor although there is
some involvement of post-doctoral staff and research students. Some
professors felt that this worked reasonably well but admitted that practice was
variable across departments. In practice it appears that these entities are
research groups rather than research centres. There is a clear determination, at
the most senior levels of the university, to tackle this problem. Non-active
centres/groups would be closed and the intention is to concentrate on a smaller
number of centres and demarcate them in four main categories – international;
national; regional and local. The team encouraged the university to ensure that
there is a clear distinction between genuine research centres and those which
are, in fact, research groups.

The future direction of research in the university appears fluid with new
initiatives to create PhD schools in discipline domains, for example, theology,
humanities, engineering and the ring-fencing of funds to support work at PhD
level. The team finds as imperative the creation of an appropriate administrative
mechanism to support this work. Performance indicators (PIs), such as the
numbers of published papers, are important but these had only just been set up
on a national level. Previously PIs focused on process rather than outputs such
as the submission of grant applications. One PhD student commented that, in
terms of the research environment, communication amongst research students
is improving. Weaknesses in the system, from the student perspective,
included limited library resources and no real access to financial support to aid
exploring material outside the country. In addition there are limited
opportunities for doctoral students to gather together outside their discipline
domain/doctoral field. The team noted that a number of HE institutions in
Europe organise an annual research week to help bring together PhD students
from across disciplines and develop their interaction with each other, more
experienced researchers and employers interested in applied research. This
was something that might be considered at LBUS. The team recommends that a
first step might be the development of a university-wide community of doctoral
students to facilitate the sharing of experience.

The team was able to explore all these aspects of the research culture and
operation at the university with a range of staff and students who are at the
centre of this research activity. It was clear that the decrease in government
financial support badly disrupted the impetus around research in the last two
years. There was, perhaps, a disproportionate impact on staff morale and, as a
consequence, the university was looking to provide greater incentives for those
engaged in research or research studies. This was a conscious decision of the
university’s management and the team endorses this approach.

Research methodology, as part of support for doctoral studies, was found to be
present in the university only as a general support and was not embedded in
research study programmes. Research students confirmed that they felt that
they were being held back by the lack of discipline specific research
methodology training as part of their PhD programmes. Given the reduction in
the number of PhD students studying at the university, the team recommends
that this is an opportune moment for those students to be provided with focused
support in the area of research methodology. This would meet the expectations
for third-cycle studies in the Bologna Process. There was also merit in building
aspects of personal competences in PhD studies alongside the core activity of
deepening knowledge. This would help advance the employability prospects of
doctoral students.

The team are of the strong opinion that some key building blocks for a thriving
research environment still need development. This view was reinforced by a
report on “Research, Development and Innovation at LBUS — current status,
assessment and development prospects”, written by the Vice-Rector for
Research, and provided to the team as part of the additional documentation
requested following the first visit in December 2012. The team found this report
to be a comprehensive and honest appraisal of the current position of research
in the university. In particular, there were a number of weaknesses identified in
the report, which suggested that relatively urgent action was required to
address these shortcomings. The team understood that there was a wider
national context regarding some of these concerns. The team notes it is of
critical importance that the university develop a clear and rigorous action plan
to tackle these various matters. The strong research tradition in some quarters
of the university should be used as examples of good practice to support those
faculties where there is less experience and evident weaknesses. This would aid
the development of a more widely based research culture that could enhance
the quality and standards of research across the university.

Evaluation of "Lucian Blaga" University

2014-02-02T15:47:08Z

Admin:

Teaching and Learning at LBU

2014-02-02T15:42:31Z

Admin: Created page with 'When asked about the predominance of programmes in the “C category” in one of the faculties, some academic staff acknowledged that this was probably a true reflection of thei...'

When asked about the predominance of programmes in the “C category” in one
of the faculties, some academic staff acknowledged that this was probably a
true reflection of their status but pointed out that the criteria used by ARACIS
was largely based on research outputs in the subject specialisations. In this
sense this external scrutiny did not offer any great insight into the approach to
learning and teaching. Student focus group comments in the SER, however,
highlighted the view that some professors are self-centred rather than studentcentred
and that curriculum design is narrow and failed to reflect the interdisciplinary
aspects of the subject. This was confirmed in meetings with
students. Nevertheless there was evidence of external, company involvement
with curriculum development although it was not clear to the team whether
this might result in some programmes being developed that were too closely
allied to the needs of a particular company with concomitant risks to the
academic integrity of the programmes.

There was a general view expressed both at the level of senior managers and
amongst academic staff that the low level of motivation of teaching staff is a
serious problem. There were few, if any, promotion possibilities although there
was some feeling that the Ministry of Education might change its policy in this
area during 2013. Equally no new blood was entering the system with a
government moratorium on new appointments. It was noted that staff mobility
is generally poor in Romania and that the culture did not encourage movement
of staff around the country. One professor expressed the view that it might
require some form of legislation to change this. The team also noted that there
is a pattern of former LBUS students becoming professors and a real lack of
external appointments to the teaching staff. In some areas of the university this
was compensated for by academic staff studying abroad, either for a PhD or a
post-doctoral qualification, and academic staff exchanges. Overall, there was a
real concern expressed at a senior level that the quality of learning and teaching
and the associated quality assurance systems could not be improved without
appropriate resources and greater motivation amongst all staff.

In this context the team recommends that it was important for good practice in
teaching and learning to be shared and as much support as possible provided for
teaching staff. It was clear that there is potential for sharing good practice
across faculties; indeed some professors were keen to see a wider debate on
didactic methods. The point was also made by one professor that the current
arrangements did not provide for the training of academic staff to be educators
and that there would be real benefit from an approach that allowed for the
development of educational skills. The team learnt that the university did
provide some workshops for teaching staff, for example, on motivating students
but there did not appear to be formal staff development plans for staff either at
the faculty or the university level. The team recommends that this gap in staff
development plans should be addressed and that a particular focus could be on
the development of a deeper understanding of some aspects of the Bologna
Process such as the embedding of student-centred learning in the curriculum
and the clear articulation of learning outcomes. It was notable that both these
features were felt to be lacking in discussions that the team had with students
from across the university. The team did note, however, that there was a
determination at senior levels of the university to provide for the better
preparation of staff for teaching and that a new department dedicated to
enhancing teaching skills had just been established. There was also recognition
that assessment instruments such as examinations needed to demonstrate that
the appropriate learning outcomes were being tested.

It was confirmed that an institutional learning and teaching strategy was being
developed. The team recommends that this should be progressed with some
urgency as it would allow the university to respond to some of the factors raised
in the paragraphs immediately above. Such a strategy could also include ways,
for example, of promoting technology-aided learning; responding to student
concerns over large class sizes; the length of the teaching day; bias in marking;
the approach to tackling plagiarism; out-dated library stock; and the disruption
of lectures and seminars by some students. It might also consider ways in which
the curriculum could be developed to improve graduate transferrable skills,
including teamwork, and provide a focus for improving the opportunities for,
and the experience of, internships. Some of the most strongly expressed opinions
from students in meetings and in comments in the SER related to lack of
internships, poor organisation of these opportunities and a sense that they were
not allocated on a fair basis. This lead the team to conclude that other graduate
attributes could also be highlighted, for example, language skills and
information literacy, the latter an area that the library might be able to take
forward with faculties.

The team was pleased to hear that, as a key support to such developments, the
university was moving ahead with new arrangements for academic support for
students. A new personal tutorial system would ensure that, at undergraduate
level, all students were linked to an academic member of staff for the duration
of their studies. This contact would also be sustained following graduation. The
team found that there was general support for this initiative amongst both
students and staff. One student commented that students wanted someone to
care about them and their studies.

The team was interested to hear that staff in some faculties were visiting high
schools and providing additional tutoring to pupils thinking of entering
university – particularly in disciplines that required core knowledge in the
sciences. While it was early days this work appeared to be having an impact.

Evaluation of "Lucian Blaga" University

2014-02-02T08:11:28Z

Admin: /* Teaching and Learning */

Evaluation of "Lucian Blaga" University

2014-02-02T08:10:59Z

Admin:

Governance and Institutional Decision-making at LBU

2014-02-02T08:06:58Z

Admin:

==== Strategic direction ====

It was clear to the team that the university had approached this international
evaluation process with serious intent. The university saw the benefits of such a
self-evaluation process in the context of the need to respond to the on-going
economic difficulties in Europe and the reform of the higher education system
in Romania.

The university also saw the IEP as an opportunity to drive forward a range of
organisational and financial imperatives. The team noted that the new
management team at the university had only been in place since May 2012 and
there appeared to be strong backing for the new rector and a willingness
amongst the wider senior management group to address the need for better
communication and transparency in the policies and operation of the university.
Both staff and students confirmed that there was a greater degree of openness
in the university over the last 10 months and the team noted with interest the
rector’s initiative “LBUS Dialogues”. Every week a department/faculty presents
its achievements to the wider university and the rector sees this as an impetus
for bridge-building across subject disciplines in teaching and a platform for
multi-disciplinary research. The team felt that this was an important dimension
in the university’s development.

In the meetings with staff from faculties it was not clear how many of them had
been actively involved in the self-evaluation exercise although it was evident
that, on the whole, they were aware of the Self-Evaluation Report (SER); it was
freely available online and there was a view expressed in some faculties that
the report broadly matched reality. Amongst some staff, however, there was a
feeling that the reality of the situation at the university was somewhat better
than how it was presented in the SER. The team had the impression that the
consultation exercise that was part of the self-evaluation exercise had only
been partly successful and that some voices in some faculties had not been
heard. In a broader sense it appeared that many in the university were still at
arm’s length from the change agenda. In summary, in order to fulfil its stated
desire to be a comprehensive university the team recommends that LBUS
considers carefully how it can reflect opinions from across the spectrum. While
the economic environment was a crucial factor in the future development of the
university the team recommends that there should also be allowance for the
traditions flowing from the humanities and the wider cultural significance of the
work of the university. In the view of the team this might help in securing the
identity of the university.

The team noted that the University had a keen sense of the funding challenges
facing it with the significant decrease in student numbers in recent years
associated with a decline in the HE student demographic, a more challenging
entry baccalaureate and the availability of fewer programmes.

The university indicated that, on the whole, it saw its position as a teaching and
scientific research public university within the Romanian higher education
sector as appropriate. It did not appear to harbour ambitions to become an
advanced research and teaching university. There is, however, the ambition to
improve the university’s ranking within the tier of teaching and scientific
research institutions as well as a desire to reinforce its national reputation and
build a greater awareness of its work in the wider international community.

The team were advised that the university saw the maintenance of the
comprehensive nature of their programme offering as being of critical
importance to its future sustainability. At the same time there is a desire to cut
back on some specialisms and focus on the highest quality programmes. In
terms of the quality of programmes, the SER indicates that in the 2011 national
ranking process for Masters and Bachelor specialisations, 11 were ranked in
Category A; 27 in Category B; 24 in Category C; and 8 in the D/E categories. The
university indicates that improvement strategies are to be focused on those
programmes in category C. This struck the team as imposing an undesirable
ceiling to improvement strategies. The team recommends that these strategies
should not only be focused on those programmes in category C but should also
look to sustain A-graded programmes, seek to improve programmes from B to A
and finally look at the potential for improving D/E programmes where there was
strong evidence of student demand.

The urge to consolidate the current position of the university came through
very strongly in meetings with the rector, the self-evaluation team and the
newly formed Strategic Working Group. Some features of this consolidation
emerged as (1) an emphasis on undergraduate education (2) a focus on
recruitment from the regions around Sibiu (3) the need to counteract
competition from institutions in the wider Romania.

However, it appeared to the team that some of the indicators on recruitment
posed a considerable challenge to this idea of consolidation. For example, in
respect of the academic year 2012/13 the team understood that the university
had a maximum capacity of 6,000 places allowed for by ARACIS. However,
based on the university’s strategy, 4,000 places were made available on
undergraduate programmes; 3,000 applications were received and 2,100
students were accepted on programmes. Clearly if this pattern continued, for
any length of time, the university would find it very difficult to sustain its
desired student numbers of around 15,000 – 16,000.

Equally the team was struck by the reduction in number of distance-learning
students, which it understood had declined from a peak of 9000 to the current
figure of 1000. This appears to be the result of declining demand although there
is also some scepticism in the university as to whether such programmes are
appropriate for some subject disciplines. It was noted that there had been a
degree of investment in this form of learning and this had been highlighted in
the SER; but for the moment it appears to the team that this is not a priority for
the university. While the principles underlying the use of technology in teaching
and learning could be common both to distance-learning programmes and to
programmes delivered in the university in the traditional way, the team was
advised that ARACIS (Romanian Quality Assurance Agency) accredited distancelearning
programmes separately from “standard” programmes and this stifled
some of the potential for adopting technology-aided learning in standard
programmes.

While it was suggested that some of the decline in recruitment might be made
up by an increase in Masters-level students it did not appear to the team that
there was a considered strategy to bring this about. Indeed while there was
evidence of a desire to rebrand the university to help create a re-invigorated
sense of identity for the university, there appeared to be a rather narrow view
of how recruitment prospects might be improved with the local regions being
seen as the boundaries of that ambition.

==== Mission ====

The university’s mission statement is summarised as follows:
* the promotion of education and research in accord with the requirements of a society based on knowledge and lifelong learning, integrated into the European and world context;
* the contribution to the local, regional and national development, from a social, economic, cultural and political point of view, through a significant commitment to the environment;
* thorough knowledge and original contributions to the main fields of science and technology specific for the beginning of the 21st century; flexible, interactive and continuing education for both students and graduates of higher education institutions;
* open to interaction with the economic, social and academic environment at a local, national and international level.
This is enshrined in an updated charter approved by the Senate (2011) that also
meets the requirements of national legislation.

The team found these tenets to be largely confirmed during meetings with staff
and students and understood that the university’s senior management were
looking at fresh ways in which this mission could be delivered. However, a
number of factors were seen to act as barriers to development. These included
(1) the ways in which Romanian law prescribed the curriculum and other
aspects of the work of the university (2) the frequency of legislative change in
Romania which made planning, especially in the financial domain, highly
problematic (3) the turbulence in the national and wider European economy.

==== Governance, management and institutional decision-making ====

The managerial structure, stated in the SER as determined by law, involves a
hierarchy of Senate; Executive Board; Faculty Councils and Department
Councils. The Rector chairs the Executive Board and, importantly, is elected
following a vote of all staff in the university. This is seen as a critical communitywide
endorsement of their programme.

The team noted that a strategic working group had been tasked by the rector to
develop a new blueprint for the university (LBUS 2020). Both in the SER and in
meetings the university has stressed the need to re-think its direction. It has
also put at the forefront of this process of change a greater degree of
managerialism highlighting the need to create a core of professional leaders. At
the same time there is an expressed desire to increase the role and
responsibility of the Senate in the decision-making process and a belief that
there are clear benefits from decentralising power to the faculties and making
them more responsible and accountable.

It was noteworthy, however, in terms of the role of faculties, that the SWOT
analysis in the SER characterised faculties as showing “a passive attitude
regarding strategic decisions and their application”. One dean noted, in
response, that new faculty management teams had only been in place for a
short time — the same time as the rector and his new team — and this placed
obvious constraints on the current extent of change. The team also noted that
while there was a strong, stated commitment to the involvement of students in
decision making, there was no student representation on the Strategic Working
Group and the conclusions emerging from the university’s SWOT analysis did
not really carry forward recurrent themes identified in the student focus
groups. The team recommends including a student on the strategic working
group in order to promote further students’ involvement in governance.

The team recognised these as key issues for the university and were
encouraged by the openness of the discourse in this respect. The team strongly
advises the university to gain a greater understanding of how it would balance
some of these competing dynamics — central authority in driving forward
change together with greater autonomy for the faculties; wider involvement in
decision-making via the Senate while the Executive arm needs to be increasingly
flexible and fleet footed in responding to the many challenges facing the
university.

While the SER included a number of diagrams and commentary on the
organisation of the university it was not clear whether effective decision making
operated within the institution. This was particularly true in relation to the
deliberative structures. The team was keen to move beyond the theoretical and
explore how, practically, the university responded to questions about student
retention, progression and achievement and how career outcomes were
tracked. It was also important to track the outputs from research and the
performance of the bureaucracy. It was understood that a number of elements
of the deliberative structure were required by law and the team had the
impression that this did not always support effective decision making. For
example, in the area of quality management there were two sub-committees. In
discussion, it was difficult to establish how far these met the requirements of a
robust quality assurance (QA) oversight system or how, more specifically, they
responded to identified weaknesses in the monitoring of quality in the
university. It did not strike the team that these were necessarily the best
vehicles for supporting a quality culture in the university. It was also apparent
that too many decisions went through several layers of scrutiny/approval
before a final decision was made. This could result in a lack of ownership of
arrangements at the appropriate level. Broadly, the university needs to ensure
that it avoids duplication of decision making and that the executive and
deliberative arms of the university combine in the optimal way.

In this context, there was an acknowledgment that the university needed to
challenge a mind-set stuck, in some ways, in the past. The team wondered
whether this paradigm shift could occur when there seemed to be potential
structural barriers to change. The relationship between the Executive and the
Senate is clearly critical and it is important that this relationship gives impetus
to the change agenda that is emerging in the university.

In the light of the various challenges facing the university the team explored the
question of financial sustainability in a number of meetings with staff. Even
though the university had to respond to considerable changes in the funding of
universities in Romania the university appears to have been able to balance its
budget over the last four years. The impact of this approach had been most
keenly felt in expenditure relating to development where the budget had fallen
by almost 16% from 2008 to 2011. While it was understandable that the
university wanted to retain a tight control on expenditure there was a risk that
such a decline in investment might undermine the potential for development in,
for example, research, the wider IT infrastructure or staffing to support quality
assurance processes. In these circumstances the team recommends that further
thought should be given to investment in development over the next four-year
period.

Governance and Institutional Decision-making at LBU

2014-02-02T08:05:16Z

Admin: Created page with '==== Strategic direction ==== It was clear to the team that the university had approached this international evaluation process with serious intent. The university saw the benef...'

==== Strategic direction ====

It was clear to the team that the university had approached this international
evaluation process with serious intent. The university saw the benefits of such a
self-evaluation process in the context of the need to respond to the on-going
economic difficulties in Europe and the reform of the higher education system
in Romania.

The university also saw the IEP as an opportunity to drive forward a range of
organisational and financial imperatives. The team noted that the new
management team at the university had only been in place since May 2012 and
there appeared to be strong backing for the new rector and a willingness
amongst the wider senior management group to address the need for better
communication and transparency in the policies and operation of the university.
Both staff and students confirmed that there was a greater degree of openness
in the university over the last 10 months and the team noted with interest the
rector’s initiative “LBUS Dialogues”. Every week a department/faculty presents
its achievements to the wider university and the rector sees this as an impetus
for bridge-building across subject disciplines in teaching and a platform for
multi-disciplinary research. The team felt that this was an important dimension
in the university’s development.

In the meetings with staff from faculties it was not clear how many of them had
been actively involved in the self-evaluation exercise although it was evident
that, on the whole, they were aware of the Self-Evaluation Report (SER); it was
freely available online and there was a view expressed in some faculties that
the report broadly matched reality. Amongst some staff, however, there was a
feeling that the reality of the situation at the university was somewhat better
than how it was presented in the SER. The team had the impression that the
consultation exercise that was part of the self-evaluation exercise had only
been partly successful and that some voices in some faculties had not been
heard. In a broader sense it appeared that many in the university were still at
arm’s length from the change agenda. In summary, in order to fulfil its stated
desire to be a comprehensive university the team recommends that LBUS
considers carefully how it can reflect opinions from across the spectrum. While
the economic environment was a crucial factor in the future development of the
university the team recommends that there should also be allowance for the
traditions flowing from the humanities and the wider cultural significance of the
work of the university. In the view of the team this might help in securing the
identity of the university.

The team noted that the University had a keen sense of the funding challenges
facing it with the significant decrease in student numbers in recent years
associated with a decline in the HE student demographic, a more challenging
entry baccalaureate and the availability of fewer programmes.

The university indicated that, on the whole, it saw its position as a teaching and
scientific research public university within the Romanian higher education
sector as appropriate. It did not appear to harbour ambitions to become an
advanced research and teaching university. There is, however, the ambition to
improve the university’s ranking within the tier of teaching and scientific
research institutions as well as a desire to reinforce its national reputation and
build a greater awareness of its work in the wider international community.

The team were advised that the university saw the maintenance of the
comprehensive nature of their programme offering as being of critical
importance to its future sustainability. At the same time there is a desire to cut
back on some specialisms and focus on the highest quality programmes. In
terms of the quality of programmes, the SER indicates that in the 2011 national
ranking process for Masters and Bachelor specialisations, 11 were ranked in
Category A; 27 in Category B; 24 in Category C; and 8 in the D/E categories. The
university indicates that improvement strategies are to be focused on those
programmes in category C. This struck the team as imposing an undesirable
ceiling to improvement strategies. The team recommends that these strategies
should not only be focused on those programmes in category C but should also
look to sustain A-graded programmes, seek to improve programmes from B to A
and finally look at the potential for improving D/E programmes where there was
strong evidence of student demand.

The urge to consolidate the current position of the university came through
very strongly in meetings with the rector, the self-evaluation team and the
newly formed Strategic Working Group. Some features of this consolidation
emerged as (1) an emphasis on undergraduate education (2) a focus on
recruitment from the regions around Sibiu (3) the need to counteract
competition from institutions in the wider Romania.

However, it appeared to the team that some of the indicators on recruitment
posed a considerable challenge to this idea of consolidation. For example, in
respect of the academic year 2012/13 the team understood that the university
had a maximum capacity of 6,000 places allowed for by ARACIS. However,
based on the university’s strategy, 4,000 places were made available on
undergraduate programmes; 3,000 applications were received and 2,100
students were accepted on programmes. Clearly if this pattern continued, for
any length of time, the university would find it very difficult to sustain its
desired student numbers of around 15,000 – 16,000.

Equally the team was struck by the reduction in number of distance-learning
students, which it understood had declined from a peak of 9000 to the current
figure of 1000. This appears to be the result of declining demand although there
is also some scepticism in the university as to whether such programmes are
appropriate for some subject disciplines. It was noted that there had been a
degree of investment in this form of learning and this had been highlighted in
the SER; but for the moment it appears to the team that this is not a priority for
the university. While the principles underlying the use of technology in teaching
and learning could be common both to distance-learning programmes and to
programmes delivered in the university in the traditional way, the team was
advised that ARACIS (Romanian Quality Assurance Agency) accredited distancelearning
programmes separately from “standard” programmes and this stifled
some of the potential for adopting technology-aided learning in standard
programmes.

While it was suggested that some of the decline in recruitment might be made
up by an increase in Masters-level students it did not appear to the team that
there was a considered strategy to bring this about. Indeed while there was
evidence of a desire to rebrand the university to help create a re-invigorated
sense of identity for the university, there appeared to be a rather narrow view
of how recruitment prospects might be improved with the local regions being
seen as the boundaries of that ambition.
10

==== Mission ====

The university’s mission statement is summarised as follows:
* the promotion of education and research in accord with the requirements
of a society based on knowledge and lifelong learning, integrated into the
European and world context;
* the contribution to the local, regional and national development, from a
social, economic, cultural and political point of view, through a significant
commitment to the environment;
* thorough knowledge and original contributions to the main fields of science
and technology specific for the beginning of the 21st century; flexible,
interactive and continuing education for both students and graduates of
higher education institutions;
* open to interaction with the economic, social and academic environment at
a local, national and international level.
This is enshrined in an updated charter approved by the Senate (2011) that also
meets the requirements of national legislation.

The team found these tenets to be largely confirmed during meetings with staff
and students and understood that the university’s senior management were
looking at fresh ways in which this mission could be delivered. However, a
number of factors were seen to act as barriers to development. These included
(1) the ways in which Romanian law prescribed the curriculum and other
aspects of the work of the university (2) the frequency of legislative change in
Romania which made planning, especially in the financial domain, highly
problematic (3) the turbulence in the national and wider European economy.

==== Governance, management and institutional decision-making ====

The managerial structure, stated in the SER as determined by law, involves a
hierarchy of Senate; Executive Board; Faculty Councils and Department
Councils. The Rector chairs the Executive Board and, importantly, is elected
following a vote of all staff in the university. This is seen as a critical communitywide
endorsement of their programme.

The team noted that a strategic working group had been tasked by the rector to
develop a new blueprint for the university (LBUS 2020). Both in the SER and in
meetings the university has stressed the need to re-think its direction. It has
also put at the forefront of this process of change a greater degree of
managerialism highlighting the need to create a core of professional leaders. At
the same time there is an expressed desire to increase the role and
responsibility of the Senate in the decision-making process and a belief that
there are clear benefits from decentralising power to the faculties and making
them more responsible and accountable.

It was noteworthy, however, in terms of the role of faculties, that the SWOT
analysis in the SER characterised faculties as showing “a passive attitude
regarding strategic decisions and their application”. One dean noted, in
response, that new faculty management teams had only been in place for a
short time — the same time as the rector and his new team — and this placed
obvious constraints on the current extent of change. The team also noted that
while there was a strong, stated commitment to the involvement of students in
decision making, there was no student representation on the Strategic Working
Group and the conclusions emerging from the university’s SWOT analysis did
not really carry forward recurrent themes identified in the student focus
groups. The team recommends including a student on the strategic working
group in order to promote further students’ involvement in governance.

The team recognised these as key issues for the university and were
encouraged by the openness of the discourse in this respect. The team strongly
advises the university to gain a greater understanding of how it would balance
some of these competing dynamics — central authority in driving forward
change together with greater autonomy for the faculties; wider involvement in
decision-making via the Senate while the Executive arm needs to be increasingly
flexible and fleet footed in responding to the many challenges facing the
university.

While the SER included a number of diagrams and commentary on the
organisation of the university it was not clear whether effective decision making
operated within the institution. This was particularly true in relation to the
deliberative structures. The team was keen to move beyond the theoretical and
explore how, practically, the university responded to questions about student
retention, progression and achievement and how career outcomes were
tracked. It was also important to track the outputs from research and the
performance of the bureaucracy. It was understood that a number of elements
of the deliberative structure were required by law and the team had the
impression that this did not always support effective decision making. For
example, in the area of quality management there were two sub-committees. In
discussion, it was difficult to establish how far these met the requirements of a
robust quality assurance (QA) oversight system or how, more specifically, they
responded to identified weaknesses in the monitoring of quality in the
university. It did not strike the team that these were necessarily the best
vehicles for supporting a quality culture in the university. It was also apparent
that too many decisions went through several layers of scrutiny/approval
before a final decision was made. This could result in a lack of ownership of
arrangements at the appropriate level. Broadly, the university needs to ensure
that it avoids duplication of decision making and that the executive and
deliberative arms of the university combine in the optimal way.

In this context, there was an acknowledgment that the university needed to
challenge a mind-set stuck, in some ways, in the past. The team wondered
whether this paradigm shift could occur when there seemed to be potential
structural barriers to change. The relationship between the Executive and the
Senate is clearly critical and it is important that this relationship gives impetus
to the change agenda that is emerging in the university.

In the light of the various challenges facing the university the team explored the
question of financial sustainability in a number of meetings with staff. Even
though the university had to respond to considerable changes in the funding of
universities in Romania the university appears to have been able to balance its
budget over the last four years. The impact of this approach had been most
keenly felt in expenditure relating to development where the budget had fallen
by almost 16% from 2008 to 2011. While it was understandable that the
university wanted to retain a tight control on expenditure there was a risk that
such a decline in investment might undermine the potential for development in,
for example, research, the wider IT infrastructure or staffing to support quality
assurance processes. In these circumstances the team recommends that further
thought should be given to investment in development over the next four-year
period.

Evaluation of "Lucian Blaga" University

2014-02-02T07:53:36Z

Admin:

Evaluation of "Lucian Blaga" University

2014-02-02T06:57:36Z

Admin:

Lucian Blaga University

2014-02-02T06:47:26Z

Admin: Created page with 'Lucian Blaga University is located in Sibiu, capital city of the county bearing the same name, as well as historic capital of the German territory, former seat of Transylvanian g...'

Lucian Blaga University is located in Sibiu, capital city of the county bearing the same
name, as well as historic capital of the German territory, former seat of Transylvanian
governors during the Habsburg period. While there is a long history of higher education
in the city, the university regards itself as a “new” university having been founded in its
present guise in 1990.

The beginning of the higher education system in Sibiu extends back to the 16th century.
A law academy and a theological school were established in the 19th century while in
the second half of the 20th century (1969) the faculty of philology and history was set
up in Sibiu, as a branch of the Babes-Bolyai University of Cluj. The Sibiu Higher
Education Institution was established in 1976 and it included faculties of philology and
history, administrative law and mechanical engineering. This entity had a more
circumscribed role during the late 1980s, but in March 1990 the government decreed
the foundation of the University of Sibiu, as a public institution, with five faculties:
letters, history and law; sciences; medicine; engineering; textile and food-processing
technology. In 1991, the faculty of theology joined the University of Sibiu.

In May 1995, the University of Sibiu was granted the name of the distinguished
Romanian writer and philosopher, Lucian Blaga. As is noted in the university’s selfevaluation
document, Lucian Blaga University of Sibiu (LBUS) “owes its name to the
outstanding personality of Lucian Blaga and his unequalled significance in Romanian
culture, as well as his affiliation to the Transylvanian area and his connections with
Sibiu”.

As the self-evaluation report makes clear, the current context for higher education in
Romania is established by the 2011 Law of National Education, which was designed to
improve performance in both education and research areas. The university sees two
important processes to be taken into account in this respect: the classification of
universities into three categories and the establishment of a hierarchy of study
programmes into five classes, followed by an international institutional evaluation
process managed by an international agency (EUA). The classification process involved
three categories; advanced research and teaching universities; teaching and scientific
research universities; and teaching universities. Lucian Blaga University of Sibiu has
been classified as a teaching and scientific research public university, and therefore
entered the international evaluation process in the second round.

Evaluation of "Lucian Blaga" University

2014-02-02T06:45:49Z

Admin:

Evaluation of "Lucian Blaga" University

2014-02-02T06:43:32Z

Admin: Created page with 'This report is the result of the evaluation of Lucian Blaga University, Sibiu. The evaluation took place in December 2012 and February 2013 in the framework of the project “Per...'

This report is the result of the evaluation of Lucian Blaga University, Sibiu. The
evaluation took place in December 2012 and February 2013 in the framework of the
project “Performance in Research, Performance in Teaching – Quality, Diversity, and
Innovation in Romanian Universities”, which aims at strengthening core elements of
Romanian universities, such as their autonomy and administrative competences, by
improving their quality assurance and management proficiency.

List of complete reporting projects

2014-02-01T11:26:53Z

Admin:

Evaluation of University of Agronomic Sciences and Veterinary Medicine

2014-02-01T11:19:00Z

Admin: /* Recommendations */

This report is the result of the evaluation of the [[University of Agronomic Sciences and Veterinary Medicine]] (UASVM). The evaluation took place during 2012 and 2013 in the
framework of the project “Performance in Research, Performance in Teaching – Quality,
Diversity, and Innovation in Romanian Universities”, which aims at strengthening core
elements of Romanian universities, such as their autonomy and administrative competences,
by improving their quality assurance and management proficiency.

Such evaluations are taking place within the context of major reforms in the Romanian higher education system, and specifically in accordance with the provisions of the ''2011 Education Act'' and the various related normative documents. Whilst institutional evaluations are taking place in the context of an overall reform, each university is being assessed by an independent team, under the authority of [[Institutional Evaluation Programme]].

==== Evaluators ====

The evaluation team consisted of:
* Virgilio Meira Soares, former Rector, University of Lisbon, Portugal (Chair);
* Aine Hyland, former Vice-President, University College Cork, Ireland;
* Ladislav Mirossay, Rector, Pavol Jozef Šafárik University, Slovakia;
* Fernando Galán, ESU Student Experts Pool, University of Cantabria, Spain;
* Jethro Newton, Emeritus Professor, University of Chester, UK (Team Coordinator).

The team would like to express its sincere thanks to the UASVM Rector, Professor Sorin
Cîmpeanu, for the welcome and warm hospitality provided during their two visits.

Special thanks are also offered by the IEP team to Associate Professor Vasilica Stan, Vice-
Rector (Education and Quality Management) and Chair of the self-evaluation team, for her
excellent work in ensuring the smooth running of all aspects of the process. The team wish to
thank Aurora Bartha who provided interpretation services. Thanks are also extended to all
those UASVM staff and external partners whom the team met for their preparedness to
discuss relevant matters in a collegial, open and constructive way.

==== Self-evaluation Process ====

In accordance with the IEP methodology and guidelines, and in advance of the first visit, a 26-
page Self-Evaluation Report (SER) of the university was sent to the evaluation team. The SER
described the university’s norms, values, and management processes and arrangements, and
the “SWOT” analysis undertaken in preparation for the SER. The SER was accompanied by
appendices which included: institutional data; an organisation chart; information on
committees; the university’s Development Strategy (2009/2013); and information on
UASVM’s students, study programmes, and research activities.

The self-evaluation process was directed by a self-evaluation team appointed by the rector
and chaired by the vice-rector (education and quality management) as evaluation
coordinator. The evaluation team included representatives at a senior level from all faculties,
and also student representatives. The SER was the product of a series of regular meetings and
supporting activities, and included input and data collection from various sources across the
university and a SWOT analysis. Deans were charged with responsibility for informing staff
about the IEP evaluation and the self-evaluation process. The self-evaluation documentation
was made available on the university’s web pages. From meetings with staff and students it
became apparent to the team that there was a reasonable awareness of the broad nature
and purposes of the IEP team’s visit to the university.

In its review of the SER the team formed the view that, while it provided an honest and
helpful basis for the team to undertake their review activities, and contained much useful
information and data, it was somewhat descriptive and lacked self-critical and self-analytical
sharpness. The SER did not provide sufficient pointers to areas where the university wishes to
improve, or on the university’s capacity for managing change. That said, from meetings held
with various groups, including senior managers, the IEP team was able to take advantage of a
productive dialogue between the team and UASVM, and of the additional documentation and
information provided to the team in advance of the second visit.

The self-evaluation report of the university along with the appendices was sent to the
evaluation team in October 2012. The visits of the evaluation team to UASVM took place from
5 to 7 December 2012, and from 24 to 27 February 2013, respectively. For its second visit, the
team requested some additional information and documentation regarding UASVM’s
strategic and operational planning, organisational structures and governance arrangements,
institutional data, financial and budgetary matters, the operation and work of committees
and councils, quality evaluation, teaching and learning, and research. Further clarification on
a number of policy or procedural matters was also requested. These requests related to
issues discussed during the first visit but which were either not fully reflected in the SER, or
merited an update because of changes at the university or possible developments at national
level. This additional information was provided in advance of the second visit and covered the
issues identified by the IEP team in a helpful manner.

==== Reporting ====

===== Governance and Institutional Decision-making =====

''more on [[Governance and Institutional Decision-making at UASVM]]''

The IEP team noted that, as the largest and longest established university in the field of
agricultural science and veterinary medicine in Romania, UASVM has shown itself to have
strong and embedded traditions. The Rector’s Academic Management Plan (February 2012)
lists amongst the university’s general objectives the desire to strengthen the institutional
capacity of the university, and to provide an academic and scientific environment that is
attractive to all the university’s members. This is designed to support the effort to secure
UASVM’s position in the category of top advanced education and research universities, and to
secure category “A” status for all study programmes. The vision of UASVM is that of an
entrepreneurial and vocationally oriented university underpinned by strong teaching and
research. From the perspective of the IEP team the university is to be congratulated for the
strength of its commitment in this regard. The academic element of the UASVM mission is
focused on four domains: agricultural and forestry sciences; natural sciences; engineering
sciences; and veterinary medicine. This profile is aimed at contributing to the development of
the Romanian economy, and of knowledge-based agriculture in particular, and also
supporting the university’s competitiveness in the wider European context. The IEP team
noted the new motto of the university: “Agriculture for life; life for agriculture”. This was
adopted following the election, in 2012, of the present rector.

===== Teaching and Learning =====

''more on [[Teaching and Learning at UASVM]]''

The SER states that the university has full autonomy in strategic matters relating to
educational activities, including course design at Bachelor, Masters, and Doctoral levels. Even
so, the IEP team noted that external requirements emanating from bodies such as ARACIS, in
matters relating to curriculum design, remain quite stringent and play a significant part in
how study programmes are described and constructed. The SER also highlights the vocational
nature of the educational offer, and the significant steps taken since 1990 in improving the
diversity and range of study programmes, and in efforts to meet labour market needs.
Indeed, the IEP team noted a range of initiatives to improve the employability and continued
academic achievement of UASVM graduates.

===== Research =====

''more on [[Research at UASVM]]''

In the documentation provided to the IEP team, and through discussions involving UASVM
senior managers, academic staff, and researchers, the university made clear its strategic
objective to extend its research profile. The SER states that the new management team
accords high priority to research and knowledge transfer. The SER also indicates that goals
will be set for research and innovation, and for internal and external collaboration, including
multi-disciplinary research.

===== Service to Society =====

''more on [[Service to Society at UASVM]]''

The IEP team considered other aspects of the university’s outward-facing activities,
particularly the broader matter of how UASVM is positioning itself in relation to community
engagement and service to society. The team enjoyed learning about the range of ways in
which the university’s contribution to regional and national society can be seen to have a
positive impact.

===== Quality Culture =====

''more on [[Quality Culture at UASVM]]''

To assist their enquiries on the progress being made in the areas of quality management,
quality assurance and quality evaluation, the IEP team met with various staff and student
groups, including faculty members with direct experience of quality assurance processes. The
team also met with key post-holders in the area of quality, including the vice-rector for
education and quality management, the chair of the Senate Commission, which includes
quality amongst its responsibilities, the head of the quality assurance department, and
student representatives. Together with various items of documentation, this formed a good
basis upon which the team was able to gain insights into organisational effectiveness in the
area of quality management and quality assurance, and also progress towards the
development of a quality culture.

===== Internationalisation =====

''more on [[Internationalisation at UASVM]]''

The IEP team learned of the importance attached by UASVM to the European and
international dimension and view positively the university’s aspiration to extend activities to
support further internationalisation. In exploring these matters the team considered
arrangements for the development, management and administration of international affairs.

==== Recommendations ====

Governance, decision-making and planning

* While noting the generally good opportunities for student representation and involvement in university processes, the IEP team recommends that arrangements should be put in place for student representation on faculty sub-committees and for the minutes of these bodies to be made available to all students.
* The IEP team advises that in all strategic and operational plans, progress against planning targets and indicators should be monitored through the use of quantifiable measures and values.
* To underpin the strategic direction of the university going forward, the IEP team recommends that the Senate and Rectorate should take steps towards securing greater collaboration across and between UASVM faculties on all matters of university policy and strategy.
* Further, the team recommends that the university ensures that strategic and operational planning are evidence-based and that use is made at all times of robust planning data and management information.

Learning and teaching

* The IEP team recommends that the university should be more proactive in the area of student-centred learning by making more effective use of an explicit learning outcomes approach to curriculum design, development and review, and ensuring that such an approach is aligned to student assessment and teaching methods.
* The IEP team proposes the establishment of a regular cross-University Learning and Teaching Enhancement Forum, to act as a focal point for the sharing and dissemination of good practice in all areas learning, teaching, and assessment, with representation from all faculties through the active involvement of ‘faculty learning and teaching champions.
* In the view of the IEP team urgent action should be taken by the university to address the problem of high student dropout rates in some faculties.
* Further, the team recommends that the university takes steps to ensure that the Centre for Careers and Counselling is made fully operational and accessible to students.

Research and knowledge transfer

* The IEP team wishes to encourage the university to make early progress in establishing a Knowledge Transfer Office to work with faculties to improve the level of activity and income in this important area.
* While noting the existence of faculty level research strategies, the IEP team strongly recommends the development of an overarching university research strategy, and that this strategy should set clear directions for the future prioritisation and sustainability of areas of research strength and areas of potential growth such as business interface, and Third Mission and Knowledge Transfer activities.
* In order to protect, sustain and strengthen areas of research strength (both current and potential) in challenging circumstances, the IEP team advises the university, as resources permit, to consider the merits of introducing a degree of reallocation of resources, for example through using a “top slice” mechanism.

Service to society

* The IEP team encourages the further development of the university’s provision for meeting lifelong learning and continuing professional development (CPD) needs of society but, in doing, so we advise that care is exercised in selecting the most appropriate model and organisational arrangements for development and delivery of such provision.
* The team advises that the university build on existing good practice in areas such as
veterinary medicine by extending opportunities for internships, at all stages of
students’ involvement with UASVM.
* While noting the strong alumni links in some of the university’s faculties, the IEP team proposes that consideration should be given to the potential benefits of establishing a “UASVM Alumni Association” to promote the UASVM reputation and “brand”.
* The IEP team advises the university to take advantage of the goodwill and expertise of prominent external stakeholders from industry, business, and commerce, by forming an Advisory Board that can provide advice to the rector and Senate on opportunities for promoting the regional, national and international interests of UASVM, and related strategic matters.

Quality culture

* When matters relating to responsibility for quality oversight at the level of the Senate sub-committees have been finalised, the IEP team strongly recommends that a robust and transparent accountability mechanism is put in place for ensuring that faculty quality reports are monitored effectively.
* While recognising the opportunities for students to provide anonymous feedback, the IEP team advises the university to reflect on the use made of teacher evaluation surveys, with a view to developing more analytical and action-focused summary reports, and also ensuring that mechanisms are put in place across the university, its faculties and departments, for informing students of actions taken to “close the loop” in response to their concerns and the feedback they provide.
* As the university seeks to encourage the ownership of quality processes and the development of a quality culture, the IEP team advises that the capability for selfcritical analysis of academic provision should be strengthened by the introduction of a procedure for the annual monitoring and evaluation of each study programme by study programme coordinators and their teams.
* While noting the use and implementation of an approach to quality management and administration based on the ISO 9001 model, the IEP team strongly recommends that as the University develops its proposed five-year quality strategy, it should broaden its focus on quality by developing a framework and set of principles for academic quality assurance and enhancement which draws on Part One of the European Standards and Guidelines.

Internationalisation

* The IEP team wish to encourage the continued development by the university of more extensive foreign language programmes and training, for both students and staff.
* The IEP team advises that the university should take urgent steps to ensure that clear and effective processes are in place for the recognition of the qualifications and credit of incoming foreign students and that support and publicity for this are effective.

==== Conclusions ====

The IEP team has enjoyed learning about the unique characteristics and distinctive role of
UASVM as Romania’s largest and oldest agronomic university. It has been a great pleasure to
discuss with staff, students and external stakeholders the challenges faced by UASVM and the
university’s efforts to address constraints as well as exploring future opportunities. We
believe the university has the potential to be successful in its next stage of development. The
team would like to express its sincere thanks to the UASVM Rector, Professor Sorin
Cîmpeanu, for inviting the IEP team and for the welcome and hospitality provided during their
two visits. Special thanks are also offered to Associate Professor Vasilica Stan, Vice-Rector
(Education) and Chair of the Self-Evaluation Team, for her excellent work in ensuring the
smooth running of all aspects of the process.

Evaluation of University of Agronomic Sciences and Veterinary Medicine

2014-02-01T11:08:42Z

Admin:

This report is the result of the evaluation of the [[University of Agronomic Sciences and Veterinary Medicine]] (UASVM). The evaluation took place during 2012 and 2013 in the
framework of the project “Performance in Research, Performance in Teaching – Quality,
Diversity, and Innovation in Romanian Universities”, which aims at strengthening core
elements of Romanian universities, such as their autonomy and administrative competences,
by improving their quality assurance and management proficiency.

Such evaluations are taking place within the context of major reforms in the Romanian higher education system, and specifically in accordance with the provisions of the ''2011 Education Act'' and the various related normative documents. Whilst institutional evaluations are taking place in the context of an overall reform, each university is being assessed by an independent team, under the authority of [[Institutional Evaluation Programme]].

==== Evaluators ====

The evaluation team consisted of:
* Virgilio Meira Soares, former Rector, University of Lisbon, Portugal (Chair);
* Aine Hyland, former Vice-President, University College Cork, Ireland;
* Ladislav Mirossay, Rector, Pavol Jozef Šafárik University, Slovakia;
* Fernando Galán, ESU Student Experts Pool, University of Cantabria, Spain;
* Jethro Newton, Emeritus Professor, University of Chester, UK (Team Coordinator).

The team would like to express its sincere thanks to the UASVM Rector, Professor Sorin
Cîmpeanu, for the welcome and warm hospitality provided during their two visits.

Special thanks are also offered by the IEP team to Associate Professor Vasilica Stan, Vice-
Rector (Education and Quality Management) and Chair of the self-evaluation team, for her
excellent work in ensuring the smooth running of all aspects of the process. The team wish to
thank Aurora Bartha who provided interpretation services. Thanks are also extended to all
those UASVM staff and external partners whom the team met for their preparedness to
discuss relevant matters in a collegial, open and constructive way.

==== Self-evaluation Process ====

In accordance with the IEP methodology and guidelines, and in advance of the first visit, a 26-
page Self-Evaluation Report (SER) of the university was sent to the evaluation team. The SER
described the university’s norms, values, and management processes and arrangements, and
the “SWOT” analysis undertaken in preparation for the SER. The SER was accompanied by
appendices which included: institutional data; an organisation chart; information on
committees; the university’s Development Strategy (2009/2013); and information on
UASVM’s students, study programmes, and research activities.

The self-evaluation process was directed by a self-evaluation team appointed by the rector
and chaired by the vice-rector (education and quality management) as evaluation
coordinator. The evaluation team included representatives at a senior level from all faculties,
and also student representatives. The SER was the product of a series of regular meetings and
supporting activities, and included input and data collection from various sources across the
university and a SWOT analysis. Deans were charged with responsibility for informing staff
about the IEP evaluation and the self-evaluation process. The self-evaluation documentation
was made available on the university’s web pages. From meetings with staff and students it
became apparent to the team that there was a reasonable awareness of the broad nature
and purposes of the IEP team’s visit to the university.

In its review of the SER the team formed the view that, while it provided an honest and
helpful basis for the team to undertake their review activities, and contained much useful
information and data, it was somewhat descriptive and lacked self-critical and self-analytical
sharpness. The SER did not provide sufficient pointers to areas where the university wishes to
improve, or on the university’s capacity for managing change. That said, from meetings held
with various groups, including senior managers, the IEP team was able to take advantage of a
productive dialogue between the team and UASVM, and of the additional documentation and
information provided to the team in advance of the second visit.

The self-evaluation report of the university along with the appendices was sent to the
evaluation team in October 2012. The visits of the evaluation team to UASVM took place from
5 to 7 December 2012, and from 24 to 27 February 2013, respectively. For its second visit, the
team requested some additional information and documentation regarding UASVM’s
strategic and operational planning, organisational structures and governance arrangements,
institutional data, financial and budgetary matters, the operation and work of committees
and councils, quality evaluation, teaching and learning, and research. Further clarification on
a number of policy or procedural matters was also requested. These requests related to
issues discussed during the first visit but which were either not fully reflected in the SER, or
merited an update because of changes at the university or possible developments at national
level. This additional information was provided in advance of the second visit and covered the
issues identified by the IEP team in a helpful manner.

==== Reporting ====

===== Governance and Institutional Decision-making =====

''more on [[Governance and Institutional Decision-making at UASVM]]''

The IEP team noted that, as the largest and longest established university in the field of
agricultural science and veterinary medicine in Romania, UASVM has shown itself to have
strong and embedded traditions. The Rector’s Academic Management Plan (February 2012)
lists amongst the university’s general objectives the desire to strengthen the institutional
capacity of the university, and to provide an academic and scientific environment that is
attractive to all the university’s members. This is designed to support the effort to secure
UASVM’s position in the category of top advanced education and research universities, and to
secure category “A” status for all study programmes. The vision of UASVM is that of an
entrepreneurial and vocationally oriented university underpinned by strong teaching and
research. From the perspective of the IEP team the university is to be congratulated for the
strength of its commitment in this regard. The academic element of the UASVM mission is
focused on four domains: agricultural and forestry sciences; natural sciences; engineering
sciences; and veterinary medicine. This profile is aimed at contributing to the development of
the Romanian economy, and of knowledge-based agriculture in particular, and also
supporting the university’s competitiveness in the wider European context. The IEP team
noted the new motto of the university: “Agriculture for life; life for agriculture”. This was
adopted following the election, in 2012, of the present rector.

===== Teaching and Learning =====

''more on [[Teaching and Learning at UASVM]]''

The SER states that the university has full autonomy in strategic matters relating to
educational activities, including course design at Bachelor, Masters, and Doctoral levels. Even
so, the IEP team noted that external requirements emanating from bodies such as ARACIS, in
matters relating to curriculum design, remain quite stringent and play a significant part in
how study programmes are described and constructed. The SER also highlights the vocational
nature of the educational offer, and the significant steps taken since 1990 in improving the
diversity and range of study programmes, and in efforts to meet labour market needs.
Indeed, the IEP team noted a range of initiatives to improve the employability and continued
academic achievement of UASVM graduates.

===== Research =====

''more on [[Research at UASVM]]''

In the documentation provided to the IEP team, and through discussions involving UASVM
senior managers, academic staff, and researchers, the university made clear its strategic
objective to extend its research profile. The SER states that the new management team
accords high priority to research and knowledge transfer. The SER also indicates that goals
will be set for research and innovation, and for internal and external collaboration, including
multi-disciplinary research.

===== Service to Society =====

''more on [[Service to Society at UASVM]]''

The IEP team considered other aspects of the university’s outward-facing activities,
particularly the broader matter of how UASVM is positioning itself in relation to community
engagement and service to society. The team enjoyed learning about the range of ways in
which the university’s contribution to regional and national society can be seen to have a
positive impact.

===== Quality Culture =====

''more on [[Quality Culture at UASVM]]''

To assist their enquiries on the progress being made in the areas of quality management,
quality assurance and quality evaluation, the IEP team met with various staff and student
groups, including faculty members with direct experience of quality assurance processes. The
team also met with key post-holders in the area of quality, including the vice-rector for
education and quality management, the chair of the Senate Commission, which includes
quality amongst its responsibilities, the head of the quality assurance department, and
student representatives. Together with various items of documentation, this formed a good
basis upon which the team was able to gain insights into organisational effectiveness in the
area of quality management and quality assurance, and also progress towards the
development of a quality culture.

===== Internationalisation =====

''more on [[Internationalisation at UASVM]]''

The IEP team learned of the importance attached by UASVM to the European and
international dimension and view positively the university’s aspiration to extend activities to
support further internationalisation. In exploring these matters the team considered
arrangements for the development, management and administration of international affairs.

==== Recommendations ====

Governance, decision-making and planning

* While noting the generally good opportunities for student representation and
involvement in university processes, the IEP team recommends that arrangements
should be put in place for student representation on faculty sub-committees and for
the minutes of these bodies to be made available to all students.
* The IEP team advises that in all strategic and operational plans, progress against
planning targets and indicators should be monitored through the use of quantifiable
measures and values.
* To underpin the strategic direction of the university going forward, the IEP team
recommends that the Senate and Rectorate should take steps towards securing
greater collaboration across and between UASVM faculties on all matters of
university policy and strategy.
* Further, the team recommends that the university ensures that strategic and
operational planning are evidence-based and that use is made at all times of robust
planning data and management information.

Learning and teaching

* The IEP team recommends that the university should be more proactive in the area of
student-centred learning by making more effective use of an explicit learning
outcomes approach to curriculum design, development and review, and ensuring that
such an approach is aligned to student assessment and teaching methods.
* The IEP team proposes the establishment of a regular cross-University Learning and
Teaching Enhancement Forum, to act as a focal point for the sharing and
dissemination of good practice in all areas learning, teaching, and assessment, with
representation from all faculties through the active involvement of ‘faculty learning
and teaching champions.
* In the view of the IEP team urgent action should be taken by the university to address
the problem of high student dropout rates in some faculties.
* Further, the team recommends that the university takes steps to ensure that the
Centre for Careers and Counselling is made fully operational and accessible to
students.

Research and knowledge transfer

* The IEP team wishes to encourage the university to make early progress in
establishing a Knowledge Transfer Office to work with faculties to improve the level
of activity and income in this important area.
* While noting the existence of faculty level research strategies, the IEP team strongly
recommends the development of an overarching university research strategy, and
that this strategy should set clear directions for the future prioritisation and
sustainability of areas of research strength and areas of potential growth such as
business interface, and Third Mission and Knowledge Transfer activities.
* In order to protect, sustain and strengthen areas of research strength (both current
and potential) in challenging circumstances, the IEP team advises the university, as
resources permit, to consider the merits of introducing a degree of reallocation of
resources, for example through using a “top slice” mechanism.

Service to society

* The IEP team encourages the further development of the university’s provision for
meeting lifelong learning and continuing professional development (CPD) needs of
society but, in doing, so we advise that care is exercised in selecting the most
appropriate model and organisational arrangements for development and delivery of
such provision.
* The team advises that the university build on existing good practice in areas such as
veterinary medicine by extending opportunities for internships, at all stages of
students’ involvement with UASVM.
* While noting the strong alumni links in some of the university’s faculties, the IEP team
proposes that consideration should be given to the potential benefits of establishing
a “UASVM Alumni Association” to promote the UASVM reputation and “brand”.
* The IEP team advises the university to take advantage of the goodwill and expertise
of prominent external stakeholders from industry, business, and commerce, by
forming an Advisory Board that can provide advice to the rector and Senate on
opportunities for promoting the regional, national and international interests of
UASVM, and related strategic matters.

Quality culture

* When matters relating to responsibility for quality oversight at the level of the Senate
sub-committees have been finalised, the IEP team strongly recommends that a robust
and transparent accountability mechanism is put in place for ensuring that faculty
quality reports are monitored effectively.
* While recognising the opportunities for students to provide anonymous feedback, the
IEP team advises the university to reflect on the use made of teacher evaluation
surveys, with a view to developing more analytical and action-focused summary
reports, and also ensuring that mechanisms are put in place across the university, its
faculties and departments, for informing students of actions taken to “close the loop”
in response to their concerns and the feedback they provide.
* As the university seeks to encourage the ownership of quality processes and the
development of a quality culture, the IEP team advises that the capability for selfcritical
analysis of academic provision should be strengthened by the introduction of
a procedure for the annual monitoring and evaluation of each study programme by
study programme coordinators and their teams.
* While noting the use and implementation of an approach to quality management and
administration based on the ISO 9001 model, the IEP team strongly recommends that
as the University develops its proposed five-year quality strategy, it should broaden
its focus on quality by developing a framework and set of principles for academic
quality assurance and enhancement which draws on Part One of the European
Standards and Guidelines.

Internationalisation

* The IEP team wish to encourage the continued development by the university of
more extensive foreign language programmes and training, for both students and
staff.
* The IEP team advises that the university should take urgent steps to ensure that clear
and effective processes are in place for the recognition of the qualifications and credit
of incoming foreign students and that support and publicity for this are effective.

==== Conclusions ====

The IEP team has enjoyed learning about the unique characteristics and distinctive role of
UASVM as Romania’s largest and oldest agronomic university. It has been a great pleasure to
discuss with staff, students and external stakeholders the challenges faced by UASVM and the
university’s efforts to address constraints as well as exploring future opportunities. We
believe the university has the potential to be successful in its next stage of development. The
team would like to express its sincere thanks to the UASVM Rector, Professor Sorin
Cîmpeanu, for inviting the IEP team and for the welcome and hospitality provided during their
two visits. Special thanks are also offered to Associate Professor Vasilica Stan, Vice-Rector
(Education) and Chair of the Self-Evaluation Team, for her excellent work in ensuring the
smooth running of all aspects of the process.

Internationalisation at UASVM

2014-02-01T11:01:01Z

Admin: Created page with 'At senior management level, oversight of internationalisation is exercised by the vice-rector for students, internal and international relations. For administrative and operation...'

At senior management level, oversight of internationalisation is exercised by the
vice-rector for students, internal and international relations. For administrative and
operational purposes, he is supported in these matters by the head of international relations
and the office of the public image and relations division. The team learned that while
initiatives for international links and developments normally come from faculties and
departments, the head of international relations undertakes the administrative and advisory
work to formalise and underpin international arrangements. This includes Erasmus matters
and agreements with international bodies. From institutional working papers and through
discussions with relevant staff, the IEP team noted that in the UASVM deliberative committee
structure, international matters are addressed by the Senate Commission for Public Image,
and Internal and International Relations, while executive decisions on matters relating to
international cooperation and mobility are taken by the Rectorate, acting through the
Administrative Council. The vice-rector also leads a Council, with representation from
faculties, which mirrors the areas addressed by the Senate Commission. Proposals for new
partnerships, the monitoring of agreements with existing UASVM international partners, and
requests relating to university participation in international networks for education and
scientific research, are included in the business of faculty councils, with matters referred to
Senate or to the Administrative Council for approval, as necessary. Matters relating to
international students are also discussed by each faculty’s Student Commission.

The IEP team also gave consideration to university policy and strategy in this area, and noted
there is no dedicated strategy for international affairs. Further, in view of the important part
played by faculties and departments in this area, team members were surprised to note that
faculty operational planning documentation for 2013 made available to them contained no
references to strategic or planning considerations on international matters, even though
objectives were set in other areas of faculty activity. The team noted however, that in
addition to an earlier strategic planning document from 2008 (Development Strategy
2009/2013), the current rector’s Academic Management Plan (February 2012), gave priority
to internationalisation in the form of objectives to improve international relations and
prestige. In raising these matters with the rector, the IEP team was assured of his concerns
regarding the low level of international mobility, research links and other aspects of
internationalisation. It was stressed to the team that since taking office the rector has signed
several international agreements and that it was his intention that deans and faculties should
be set targets for various dimensions of the university’s international agenda. In reflecting on
these matters, the IEP team would concur with the view that if the university wished to bring
about change in this area then clear planning targets need to be set at institutional and
faculty levels, supported by transparent arrangements for measuring and monitoring
progress.

Meetings with staff and students, combined with scrutiny of institutional documentation,
enabled the IEP team to explore the range of international and wider European activities
engaged in by various individuals, departments and project teams from the university. The
team noted that these projects, academic links and partnerships, agreements, and
involvement in networks, extend to both learning and teaching and research, although
activity in the latter area is relatively low. The team was also provided with details of 33
current international bilateral agreements in 14 countries, including recently established links
in Korea, Indonesia and China. All are approved at Rectorate level. It was evident to the team
that when considered together, these activities bring benefits to the wider university and
illustrate the potential for future development, if appropriately managed and if partners are
carefully selected. In the view of the IEP team, if such arrangements continue to function on a
sustainable basis they provide valuable opportunities for UASVM staff in terms of pedagogy
and research experience. To date, however, the team was informed that no joint programmes
had been developed but that efforts were continuing in this area to seek to achieve
synchronisation and alignment with the curriculum structures and academic calendars of
other suitable European partner universities.

Other matters of central importance to the university’s internationalisation ambitions, and
considered by the IEP, included mobility of both students and staff, on an out-going and
incoming basis. The team was provided with recent data on Erasmus-related student mobility
at Bachelor, Masters and Doctoral levels. As is widely recognised across the university, the
numbers are relatively low. Moreover, levels of incoming international students showed a
slight decline between 2008/2009 and 2012/2013 from 105 to 78 respectively. Here, the
figures show that by far the highest number is at Bachelor level, with relatively few at
doctoral level. Each level contains both budget and fee-paying students. Further, the most
recent data show that the number of outgoing Erasmus programme students for 2012/2013
stands at 48 (to nine destination countries). Outgoing staff numbers are noticeably small,
with the most recent data showing six staff visiting four countries for visits of up to 10 days
duration.

The team learned that a high proportion of outgoing Erasmus programme students came
from only one faculty, and that not all faculties had students who took up these
opportunities. While the team noted that appropriate selection procedures are in place,
based on student academic performance, this variability between faculties is not easily
explained. Though some students whom the IEP team met indicated that they would like to
see more such opportunities, others pointed to the financial challenges of studying abroad.

Students confirmed to the team that they were aware of such opportunities and that the
application process was not difficult. However, it was also apparent to the team that despite
grant support (albeit at a low level), for many students the cost of study at a foreign
university was a significant obstacle. Where opportunities appeared to be available, the team
learned that not all Erasmus places were taken up by students. Nevertheless, students who
had taken up such opportunities reported that support and communication from UASVM and
the destination university had been good. Regarding staff mobility, as noted, numbers here
are historically low, especially for incoming academic staff. While both Erasmus and the EU
Human Resources Structural Fund had enabled some mobility, this remains an intractable
problem for the university. The university’s desire to improve this situation was made evident
to the IEP team in various ways and as noted, new agreements have recently been signed by
the incoming rector.

The IEP team gave full consideration to the challenges faced by UASVM in matters such as
increasing mobility opportunities and attracting foreign students, and noted both the
constraints and also the efforts being made to improve the level of incoming and outgoing
mobility for staff and students, and the attractiveness of UASVM. However, the team formed
the view that there remain steps that can be taken to make the university more attractive
and accessible to international students and this is reflected in our recommendations.

Further, as the university works towards meeting its aspirations in the important strategic
area of international development, the team advises that measures are in place to ensure
that existing resources are used and deployed effectively and that all students who come
under the “international” umbrella get the level and quality of support they require. Two
areas in particular attracted the attention of the IEP team. First, matters relating to language
support and language training; second, the recognition and portability of credit and
qualifications.

Regarding language provision, the team heard in various meetings of intentions to attract
foreign students through providing study programmes in languages such as English and
French. One faculty reported that its students can present work in English at Bachelor and
Masters level, while another faculty indicated that it has imminent plans to commence
delivery through the medium of the English language. The team also learned that the faculty
of veterinary medicine will submit plans to ARACIS in spring 2013, for the first Englishlanguage
study programme in veterinary medicine. The team welcomes this development.

Nevertheless, it was apparent to team members that while some members of UASVM staff
whom the team met have the enthusiasm and potential to make progress in this area in the
future, the university does not currently have the level of expertise or organisational
arrangements necessary for significantly developing capacity and capability in this area.

Similar restrictions apply to both incoming international students and to Romanian students
who may wish to benefit from language training in English, French, German, or indeed, for
some, the Romanian language. Therefore, with these matters in mind the IEP team wish to
encourage the continued development by the university of more extensive foreign language
programmes and training, for both students and staff.

In their deliberations on credit recognition, the IEP team learned that, to date, not all faculties
were yet able to offer a Diploma Supplement. Further, from discussions with foreign
students, the team noted that application and enrolment stages were hampered both by
general problems of bureaucracy and by specific constraints relating to the processes for
recognition of credit from an applicant’s former university, and deficiencies in the UASVM
website. Moreover, while the university is aware of the need for a University Centre for Credit
Recognition, there are currently no plans in place to develop this. While the team heard
UASVM managers describe the stages to be taken during the application process, including
consideration of an application by a faculty commission, and approval and registration by the
Ministry and by the UASVM Rector, it was evident that there are issues in this area to be
addressed by the university if it is to attract more international and EU students. In summary,
in the view of the IEP team, the university can be more welcoming to prospective
international students. Therefore, the IEP team advises that the university should take urgent
steps to ensure that clear and effective processes are in place for the recognition of the
qualifications and credit of incoming international students and that support and publicity for
this are effective.

Evaluation of University of Agronomic Sciences and Veterinary Medicine

2014-02-01T11:00:16Z

Admin:

Quality Culture at UASVM

2014-02-01T10:53:53Z

Admin: Created page with 'In overall terms, the IEP team was interested in assessing the stage of development reached in the area of quality at UASVM. The team noted that the university’s SER identified...'

In overall terms, the IEP team was interested in assessing the stage of development reached
in the area of quality at UASVM. The team noted that the university’s SER identified “high
quality education” as being amongst the draft goals drawn up under the rector following his
appointment in 2012. The team also observed that the university wished its approach to
quality assurance to cover all activities, both academic and non-academic. As is explained in
this present section of the team’s report, and as is acknowledged by the university, quality
assurance practices, and hence quality culture, are not yet as well established or as well
organised and embedded as the university would wish. While the team noted that steady
progress is being made in several areas, it was evident that formal measures for quality
assurance and quality control had been introduced relatively recently, in 2006. The
implementation of the ISO:9001 model commenced in 2007. Though procedures for teacher
evaluation and peer evaluation have been in use since 2008, these have been revised under
the present rector for implementation from October 2012. Moreover, as is noted below, the
university’s quality procedures to date are largely influenced by external forces, and there is
scope for being more proactive in evolving a “UASVM” quality philosophy and approach
through the introduction of new or enhanced procedures.

On the basis of the foregoing, the IEP team identified five important areas of quality
assurance and quality evaluation at UASVM that team members wished to explore in depth,
including: the operation of quality procedures and processes at faculty and institutional
levels; developments to support student representation and student involvement in quality
processes, such as student evaluation of teachers; procedures for the evaluation and
appraisal of teachers; and processes to support the self-critical internal review and evaluation
of study programmes and academic provision. Underpinning and informing all of this, the
team was also interested in examining the coherence of the university’s approach to quality
assurance and evaluation, and the extent to which an integrated approach to both
administrative and organisational quality management on the one hand, and academic
quality on the other hand, was being achieved.

During the team’s visits, consideration was given to the external parameters for quality
assurance and accreditation, which are laid down by ARACIS, the national body responsible
for the national programme of institutional evaluation and programme accreditation in
Romanian higher education institutions. Each programme undergoes an ARACIS evaluation on
a five-year cycle. UASVM completed an ARACIS institutional evaluation in 2010 and obtained
“highly trusted” status. The team learned that ARACIS requirements and guidance plays a
major influencing role in the university’s approach to quality, at both institutional and study
programme levels. For the former, there is an expectation that UASVM, in common with
other universities, will have in place appropriate evaluation arrangements, while for the latter
there are quite specific criteria, standards, indicators and guidelines for checking courses.
The ability to continue to meet ARACIS requirements is therefore a central consideration for
the university going forward, as it develops its approach to quality matters. Accordingly, the
team looked closely at the implementation of structures and quality processes that enable it
to meet these external requirements. At the top of the organisation the vice-rector for
education and quality management holds institutional management responsibility for quality
matters, including supervision of the quality assurance department. That department
undertakes the administrative oversight of the evaluation of teaching staff, including
completion of summary reports upon which faculties are required to act. The department
also contributes to quality assurance more generally, including support for the
implementation of the ISO:9001 quality management system. The vice-rector also leads the
Academic Council, which holds responsibility for academic affairs. However, the team noted
that a key element of governance and management relating to quality is the role played by
the Senate Commission that includes responsibilities for quality assurance and evaluation.

Until 2012, this role had been performed by the Commission for Quality Evaluation and
Assurance (CQEA). In January 2013, responsibility was transferred to the Senate Commission
for Education, Research and Quality Management, a body of which the vice-rector is not a
member. Responsibilities of this recently re-structured commission are quite wide, and
include overseeing internal processes for quality assurance and evaluation, and also
undertaking an advisory role to Senate. The commission also undertakes periodic and annual
evaluations of how effectively faculties are assuring quality, and introduces measures for
improvements by academic departments, as appropriate. The team noted, however, that the
Senate Commission does not contain faculty quality representatives. Given that key elements
of these arrangements are still relatively new, and given the importance of effective
interfaces between the operation of the Commission, on the one hand, and the leadership
and direction on quality matters, including quality monitoring, that the vice-rector is required
to provide on the other hand, the IEP team wish the university well in taking these
arrangements forward.

The team also explored the operation of quality assurance, evaluation and monitoring at the
levels of faculty and department. The team noted that deans of faculty, heads of department,
and study programme coordinators each hold responsibilities for quality assurance and
evaluation processes at their respective levels in the organisation. Faculty operational plans
contain objectives relating to education and quality, but the principal mechanism for quality is
the permanent Faculty Commission for Quality Evaluation and Assurance (CQEA), which is
also mirrored at the level of department. The IEP team was informed that each faculty CQEA
has in place mechanisms for checking quality problems, including student issues, across the
faculty, and that they undertake annual evaluations of teaching quality with reports and
action plans being forwarded to the Senate Commission. The team was advised that the CQEA
is also responsible for ensuring that action plans from quality reports are implemented. At
department level, each quality commission typically contains three members with
responsibilities for quality assurance.

However, having considered all these arrangements, the team noted from the example
provided that faculty annual quality reports focused almost exclusively on summaries of
student evaluations of teaching. Other quality matters, such as student achievement data,
assessment issues, staff development opportunities, or enhancement plans, did not seem to
be addressed in these reports. This therefore led the team to question how the Senate
Commission was able to exercise the necessary oversight of all aspects of quality monitoring
at faculty, department and study programme levels. With this in mind, when matters relating
to responsibility for quality oversight at the level of the Senate sub-committees have been
finalised, the IEP team strongly recommends that a robust and transparent accountability
mechanism is put in place for ensuring that faculty quality reports are monitored effectively.
Other matters that drew the attention of the IEP team included the arrangements that have
been put in place for teacher evaluation and peer evaluation, and also for student
representation and the involvement of students in quality assurance processes. The team was
encouraged to see such developments. Regarding student representation and involvement,
however, while the legal requirement stipulates that students are entitled to 25%
representation on the main governance councils, at institutional and faculty levels, as noted
in section 2 earlier, the team learned that this entitlement did not extend to the permanent
commissions at faculty level.

The IEP team noted that the university’s peer evaluation scheme involves each member of
teaching staff being evaluated on an annual basis by two colleagues of equal rank. The
template invites comment on the teacher’s pedagogic skills, scientific output, extra-curricular
activities, and relationships with colleagues. Teachers are rated from “poor” to “excellent”.
Linked to this, teaching staff undertake self-evaluation, and evidence from these processes
can be used for promotion purposes through consideration by the Promotions Commission.

The results of the evaluations are considered by the head of department for management
and performance monitoring purposes. The head of department evaluates each academic
and meets privately with each member of staff to discuss that individual’s results. In this
process, account is also taken of the outcomes of student evaluations of professors, the
process for which is discussed below. The collated results of peer evaluations are also
considered at faculty and department councils, while a summary report on all such
evaluations is considered by the relevant Senate Commission. In reflecting on this peer
evaluation process the IEP team noted that it was still relatively new. In acknowledging this,
the team observed that the scheme is primarily focused on performance management. Team
members took the view that, in due course, the university may choose to introduce a more
developmental element to the process. In the view of the team this could be achieved
through adding peer observation of an individual’s teaching, where two colleagues might
evaluate each other, on a confidential basis, and agree to share ideas about pedagogic good
practice and student-centred learning.

The IEP team obtained further insights into the use made of quality evaluation by the
university by focusing on the operation of the recently revised scheme for student evaluation
of teaching. The team learned that all students who have an attendance record of over 50 per
cent are able to provide anonymous feedback at the end of each semester and that response
rates can be as high as 70 per cent. However, on examining the feedback form, the team
observed that the requested evaluation focuses only on “teaching”, the “course”, and some
student self-evaluation, but does not include student learning. From the team’s perspective,
and particularly in view of the importance attached by UASVM to the quality of the student
learning experience, this is a matter upon which the university should reflect as it reviews the
effectiveness of the template and the overall process. Information from the evaluations is
received by the head of department and where student ratings and grades are lower than is
acceptable, a meeting will take place with an individual teacher. Grades for each professor
are also made public at meetings convened by heads of department. Overview reports are
drawn together for consideration at faculty council and Senate levels, and information also
feeds into the annual faculty quality report.

The team was especially interested in taking a close look at the use made of this procedure
and the information it produces, including arrangements for providing feedback to students
on the issues they raise, and to explore whether the objectives of the process were being fully
met and how far this was being monitored by the university. Discussions with students and
staff indicated that there were mixed views and experiences. A number of students with
whom the team met indicated that they were not aware of what happens to the feedback
they provided. Even where students indicated awareness of some contexts where feedback
outcomes were considered, as noted earlier, students were neither involved nor represented
in those discussions. Therefore, while there are procedures and steps taken to make
summary reports available, such as on the university intranet, or through the proceedings of
faculty councils, and while some management actions are taken to address cases of poor
teaching, it was not clear to the IEP team (or to students) how students are informed of
actions taken on specific issues that affect them. Moreover, it appears that what students
find out and how they do so, can be quite variable. Added to this, the team was unable to
establish which, if any, institutional body (such as the Senate Commission responsible for
quality matters), took steps to ensure that the feedback loop is closed or to ensure that the
objectives of the process were being met. Therefore, while recognising the opportunities for
students to provide anonymous feedback, the IEP team advises the university to reflect on
the use made of teacher evaluation surveys, with a view to developing more analytical and
action-focused summary reports, and also ensuring that mechanisms are put in place across
the university, its faculties and departments, for informing students of actions taken to “close
the loop” in response to their concerns and the feedback they provide.

The team’s deliberations on the university’s quality review and evaluation processes also took
into consideration the extent to which procedures for annual monitoring and review of
curriculum and learning and teaching matters was undertaken at the level of the study
programme, or at the level of each student cohort. From quality reports referred to in the
university’s documentation, or from examples made available to the IEP team, it was
apparent that most emphasis was placed on faculty or department level summary evaluations
or evaluation focused at the level of the individual teacher. From the evidence made
available, and through discussions with academic staff, the team formed the view that where
annual or periodic review took place at the level of the individual study programme, this was
driven for the most part by the criteria developed by ARACIS, and also by the quinquennial
review and accreditation cycle of that body. While recognising the progress being made in the
various evaluation processes discussed above, the team formed the view that the university
should be more proactive in devising its own approach to annual monitoring and periodic
review and that this should place emphasis on self-critical evaluation by study programme
teams on matters such as learning, teaching and assessment, student-related data, student
feedback and improvement plans. In the view of the IEP team this approach could
accommodate the expectations of ARACIS while simultaneously reflecting the university’s
own needs for quality monitoring. Drawing on the experience of other universities, the IEP
team puts forward the view that an effective system for annual monitoring and evaluation
should incorporate evaluation by those nearest to the student experience, namely, all
members of study programme teams. Therefore, as the university seeks to encourage the
ownership of quality processes and the development of a quality culture, the IEP team
advises that the capability for self-critical analysis of academic provision should be
strengthened by the introduction of a procedure for the annual monitoring and evaluation of
each study programme by study programme coordinators and their teams.

In completing their assessment of progress towards the development of a quality culture, the
IEP team considered all of the steps taken to date in the development of quality assurance
processes. In reflecting on the need to ensure “fitness for purpose” of quality assurance
arrangements in the context of UASVM, the team considers that there is a need to identify a
framework for academic quality assurance and enhancement to complement it being
developed in the area of organisational quality management. The team noted adoption of the
ISO 9001:2001 quality model to assist improvement in organisational effectiveness, and
acknowledge that such a model can bring benefits in the area of administration and general
quality management. For example, the team was persuaded that this model is helpful to the
university in preparations for ARACIS accreditation and evaluation where sound document
control procedures are essential. Nevertheless, the IEP team notes that the application of
quality models that have their origins in the world of business, commerce or industry, may
not necessarily facilitate a clear focus on learning and teaching and the student learning
experience, and may not entirely fit with all the requirements of a university.

Bearing these matters in mind in their discussions with staff at all levels of the university, the
team members noted that there is very little awareness of academic quality frameworks such
as the Standards and Guidelines for Quality Assurance in the European Higher Education Area,
otherwise known as the European Standards and Guidelines (ESG). Therefore, as it seeks to
elaborate its quality philosophy, and as it works towards developing an integrated quality
system that is fit for academic purposes, the university may wish to reflect further on the
merits of Part One of the ESG. The standards and guidance contained therein, on matters
such as the approval, monitoring and periodic review of programmes and awards, the
assessment of students, the quality assurance of teaching staff and student support may be
useful as reference points for the vice-rector and her colleagues.

Therefore, while noting the use and implementation of an approach to quality management
and administration based on the ISO 9001 model, the IEP team strongly recommends that as
the university develops its proposed five-year quality strategy, it should broaden its focus on
quality by developing a framework and set of principles for academic quality assurance and
enhancement which draws on Part One of the European Standards and Guidelines.

Evaluation of University of Agronomic Sciences and Veterinary Medicine

2014-02-01T10:46:17Z

Admin:

Service to Society at UASVM

2014-02-01T10:42:24Z

Admin: Created page with 'In their enquiries the team noted the organisational arrangements to support community engagement and service to society, including the senior management responsibilities of the ...'

In their enquiries the team noted the organisational arrangements to support community
engagement and service to society, including the senior management responsibilities of the
vice-rector who oversees external relations and who also supervises the activities of the
public image and relations department, and Committee for Relations with Graduates. The
university also has in place a Senate Commission for public image and internal and external
relations amongst whose responsibilities is deliberative oversight of initiatives for promoting
the UASVM image. The university’s SER did not contain a great amount of information on
current and future directions for service to society, but the team noted with interest that the
SWOT analysis completed in preparation for the IEP evaluation indicated that the university
took the view that it had not been sufficiently involved in collaborations with the business
environment. Reflecting this acknowledged weakness, the team was encouraged to note that
the Rector’s Academic Management Plan (February 2012) identified objectives for
strengthening relations with the university’s external environment. Even so, while noting this,
the team also observed that faculty operational planning documentation made available to
them contained no references to service to society, or to engagement with business, industry,
and other external stakeholders.

The IEP team therefore took the opportunity to follow up these matters in discussions with
UASVM staff, and also with external stakeholders. With the latter, the team explored how
stakeholders viewed the university, and how they feel they may be able to contribute to
UASVM. There was general acknowledgement that it was important for the university to be
involved, in particular, with the private sector. The team was especially pleased to be able to
meet such a large group of external people who spoke with commitment and enthusiasm
about their experiences and involvement with the university. They were able to describe a
variety of ways in which the university reaches out to its wider environment, through project
collaboration, internship arrangements, small-scale research projects and investigations, and
employment links. Many such links were well established. The team met representatives from
governmental departments and private organisations, the farming and agricultural industry,
research bodies, and multinational companies. These stakeholders spoke well of their
relations with the university, and of the quality and employability of UASVM graduates.

While bearing in mind these positive impressions and experiences, as is indicated later in this
section of the report, the team’s recommendations in this area provide encouragement to
the university to take further steps to maximise the opportunities available for promoting the
visibility and contribution of UASVM, regionally and nationally. In the view of the team, this
can be achieved through the development of lifelong learning provision, through creating
stronger and more formalised links with stakeholders, through enhancing the employability
opportunities of graduates, and through developing greater civil engagement. In the last of
these the team noted that there are significant untapped opportunities in the voluntary
sector and NGOs for students to become more fully engaged in the wider community.

The team heard various examples from external stakeholders of how they have been able to
provide input into the UASVM curriculum, including advice on the development of new study
programmes. Though the strength of such links seemed to vary between departments and
specialisms, the team endorses this as good practice. The team was particularly interested to
note the rector’s plans for establishing a lifelong learning department, and learned that this
was an objective for September 2013. From the team’s perspective, these proposals are to be
welcomed. In the view of the team the development of lifelong learning provision, through
Continuing Professional Development (CPD) courses and training programmes is a valuable
way of building and strengthening links between academic staff and the workplace. Further, it
also ensures that academic staff are in touch with on going developments and changes in the
world of work, and the needs potential employers of UASVM graduates. However, the team
also believe that, while a central department be able to provide leadership, direction and an
organisational focal point in this area, it is important that initiatives should come from
academic departments and that this should be an intrinsic responsibility of each faculty and
department. Accordingly, the IEP team wishes to encourage the further development of the
university’s provision for meeting lifelong learning and continuing professional development
(CPD) needs of society, but in so doing we advise that care is exercised in selecting the most
appropriate model and organisational arrangements for development and delivery of such
provision.

Other aspects of external relations were considered by the IEP team. In connection with the
external profile and contribution of UASVM, the team was informed that it is not possible to
undertake postgraduate veterinary specialisation studies in Romania. From the team’s
perspective, as the first university to establish a veterinary school in Romania, UASVM should
give consideration to seeking approval from national authorities for introducing such studies.

On a more general level, the team noted that the university accepts that there is work to be
done in the area of marketing, public relations, and public image, including development of
the UASVM website. Further, the team was informed of the rector’s determination to extend
research partnerships with business and industry to support additional employability
initiatives, and to develop more internships. Though the team heard that placement and
internship opportunities are available to students, it was evident that availability and the level

of support varied between faculties and departments. Students with whom the team met
indicated their desire to see more internship opportunities. Therefore, the team advises that
the university builds on existing good practice in areas such as veterinary medicine by
extending opportunities for internships, at all stages of students’ involvement with UASVM.

In completing their deliberations in the area of service to society and community
engagement, the team reflected on the extent to which external stakeholders and
representatives from the wider region were involved in the governance and planning of the
university and in strategic matters generally. The team noted that while relations with alumni
and external stakeholders more generally appear to be extensive and fruitful and that alumni
relations in some faculties are quite strong, such arrangements arise largely from individual
professional links and are not reflected in the formal organisational arrangements and
structures of the university. In the view of the IEP team, there are benefits to be gained by
the university and its external regional and national partners if relations were to be
strengthened by incorporating external input more formally into the university’s processes.

This is especially important if UASVM is to be responsive in meeting external stakeholder
needs through adapting its portfolio and services going forward. Therefore, the team’s
recommendations on service to society encourage the university to take further steps to
maximise the opportunities available for promoting the visibility of UASVM in the wider
society. First, while noting the strong alumni links in some of the university’s faculties, the IEP
team proposes that consideration should be given to the potential benefits of establishing a
“UASVM Alumni Association” to promote the UASVM reputation and “brand”. Second, the
IEP team advises the university to take advantage of the goodwill and expertise of prominent
external stakeholders from industry, business and commerce by forming an Advisory Board
that can provide advice to the rector and the Senate on opportunities for promoting the
regional, national and international interests of UASVM, and related strategic matters.

Evaluation of University of Agronomic Sciences and Veterinary Medicine

2014-02-01T10:40:02Z

Admin:

Research at UASVM

2014-02-01T10:36:52Z

Admin: Created page with 'The IEP team formed the view that this is likely to present one of the biggest challenges for the university going forward. Indeed, the team noted that the university’s track r...'

The IEP team formed the view that this is likely to present one of the biggest challenges for
the university going forward. Indeed, the team noted that the university’s track record in this
area is still relatively recent, having been included amongst that group of Romanian
universities permitted to undertake research and development as recently as 2008.
The IEP team paid close attention to the management, governance, and infrastructure
arrangements in place at the university to support its work in the areas of scientific research.
At senior management level, responsibility falls primarily on the newly created position of
vice-rector for research and innovation. For governance purposes, the Senate Commission for
Education, Research, and Quality Management is the principal deliberative body, functioning
essentially as a legislative body in research matters. The team noted that under the current
legal dispensation the vice-rector is not permitted to be a member of that Commission.

However, this post-holder does chair the Scientific Council, a top-level management and
operational committee, which includes representation from faculties, through the
participation of vice-deans (research), and also has external membership. The Scientific
Council makes proposals to the Senate Commission on matters relating to research
development, policy and strategy. The team noted that each faculty operates through a
Faculty Scientific Research Council, and that these bodies are responsible for ensuring that
faculty and department scientific reports are completed on an annual basis for onward
consideration by the higher committees. For quality monitoring purposes, the IEP team
learned that arrangements were in place at several levels, including the research reports that
are considered by department and faculty councils, the monitoring undertaken by project and
scientific teams and directors, and the oversight exercised by the central administration.

The team was interested to learn that the vice-rector does not have responsibility for
management oversight of the doctoral schools for veterinary medicine, and for engineering
and management of plant and animal resources, respectively. The latter is a multi-disciplinary
school, while the former is more specialised in the area of veterinary medicine. The schools
fall under the remit of the recently established post of manager for doctoral studies, with that
post-holder chairing the Council for Doctoral Studies. The team was advised that under
current higher education legislation, the ministry requires that doctoral schools and doctoral
studies should be organisationally independent of the vice-rector. Other features of
infrastructure to support research considered by the IEP team included the research and
project management department. This office provides advice and administrative support,
including on technical and financial matters, to faculties and research centres. The
department also records research outputs and advises on legislative matters and new project
funding calls and proposals.

Reflecting on all of these arrangements, the team noted that while some are well established,
having been in place for some time, others are relatively recent and will take time to become
embedded. To that extent it is too early for the IEP team to formulate firm judgements on
their effectiveness. However, it was evident to the team that these arrangements – including
the distributed nature of some of the governance, management and infrastructure
arrangements – will be required to serve the university well if aspirations in scientific research
are to be fulfilled.

In view of the important position of the doctoral schools in the university’s research
infrastructure the IEP team took the opportunity to look closely at their activities. Each school
maintains records of PhD students and research topics, and provides the main point of
contact with external bodies, including the ministry. The schools undertake the organisation
and administration necessary to support doctoral activity. At the time of the IEP team’s visits
there were 167 full-time doctoral students registered in the multi-disciplinary doctoral school,
of which 132 are state-funded and 35 are fee-paying. The school has 54 approved
supervisors. The veterinary medicine doctoral school currently has 77 students, of which 59
are state-funded and 16 are fee-paying. Here there are 21 supervisors. A high proportion of
doctoral students have progressed through from Bachelor and Masters studies at UASVM.
The team considered the supervision arrangements and the research environment, each of
which has an important bearing on the quality of the doctoral student experience. The
students with whom the team met confirmed that their experience of facilities, space and
library support was positive, and team members also found that relations between faculties
and the doctoral school worked to the advantage of doctoral students. Meetings with
students and with relevant staff suggested to the IEP team that supervision arrangements
appear to work well. Students indicated that supervision is undertaken on a regular basis and
arrangements for monitoring progress work satisfactorily. Supervision is undertaken by a
Doctoral Commission of three members, with supervisors having allegiance to a faculty as
well as to their doctoral school. For management purposes, each doctoral school is led by a
director, who is jointly responsible to the relevant Deans and to the appropriate Doctoral
School Board (CSD). The latter, which includes student representation, is responsible for
overseeing doctoral regulations, and doctoral admission, supervision, and examining
arrangements. From discussions with all relevant parties, the IEP team formed the view that
the arrangements described here are working well.

The team learned of the range of research activities, including externally-funded research
project work, undertaken by the academic staff of the university at faculty and department
level, together with the track record of the UASVM research centres and research institute. In
general terms, as was acknowledged by the university, while gradual improvements have
been made, the level of internationalisation and degree of visibility in research is not high.
Moreover, research outputs are largely national, rather than international. The team also
noted that the profile and strengths in research, whether fundamental scientific research or
applied, tended to vary from faculty to faculty, and from department to department.
Amongst faculty members those not involved in funded project research are encouraged to
undertake research in their own specialist field. While assessing the level of research activity
at faculty and department level, the team considered whether staff research informs teaching
and impacts upon the student experience. The team noted that those students with whom
they met were aware of staff research activity, and that students in second and third years of
study were able to be involved in research projects, where such opportunities presented
themselves.

The team was advised that amongst the improvements the rector is introducing are a single,
centralised database for all research, and the requirement for each faculty to put in place a
web page to make research activity more visible. Improved indicators to monitor growth in
research are also to be introduced. The team heard that, where possible, steps are taken to
incentivise research, even if this is in modest proportions. Opportunities for promotion and
financial rewards are available for active researchers, and the team was informed that there
are also reputational and professional benefits for individuals. The university also makes
efforts to encourage faculties in hosting national and international conferences in specialist
fields, and such activities have increased over time.

Nevertheless, while acknowledging the efforts described above, as the team learned, there is
recognition at all levels that competition for funding is increasingly becoming sharper, as
recent experiences with submissions to the FP7 programme have confirmed. In an effort to
counter this challenging environment, more effort is being made by the university’s faculties
to develop inter-disciplinary research projects, through cross-faculty collaboration, and
through working with research centres. The team observed that the reality is such that the
university itself does not have its own resources to support research, that finance is indeed a
major problem and that, to date, research has been dependent on generating external
income.

The IEP team took a close interest in the university’s research centres and its research
institute. The team noted that research was heavily project-dependent and that project
teams owed their existence to project funding generated externally. It was evident to the
team that these centres were central to the growth of research at UASVM and are key to how
research was viewed, strategically, going forward. Centres are not entirely independent since
they were created by the faculties themselves and have been closely linked with them
historically. Moreover, links with faculties are close since that is where laboratories and
facilities are located. Centres are accountable, in part, to the faculty dean. Directors of
research centres are drawn from faculties and have close allegiance to them. Through
exploring the differences between a “centre” and an “institute” the team learned that the
latter enjoyed legal status, and a degree of autonomy not possessed by the former. Further,
the university’s institute had been established due to restrictions placed upon centres in
competing for external funding at national level. The institute, therefore, has acted as an
umbrella body enabling centres to seek project funding. Though not formally holding
permanent status, research centres are, in practice, dependent on external funds for their
continued existence. Indeed, faculty research budgets are themselves dependent on project
funding obtained by the centres. Here, reinforcing earlier comments on stiffer competition
for external project funding, the IEP team was interested to learn that the volume of projects
had declined since the peak period of 2008-2010, and today that number stood at around 40.

The IEP team made further progress with enquiries on research matters by focusing on
developments in the university’s “third mission” agenda, and knowledge transfer and
business interface activities. Observations from some external stakeholders, pointed to a
perception that UASVM undertakes fundamental research, while applied research is done by
external bodies, such as ministry departments. These external observers were unable to
indicate examples where the university had been commissioned and funded to solve industry
problems. During meetings with university staff, it was evident to the team that the impact
and wider contribution of research, in terms of income generation, was quite low. The team
was advised that while some departments and individuals could show impact on society this
would not necessarily generate income. In their assessment of these matters the team
formed the view that relatively little income is generated from industry, the private sector, or
philanthropic sources, and that there are potentially untapped opportunities in this regard.

The view on these matters at the level of top management at the university was quite
unequivocal in recognising that more can and should be done and that in order to achieve
more impact and to become more competitive in the future, there is a need for an office to
support and direct knowledge transfer activity. The team was interested to learn that in the
most recent government call for research proposals, economic and industrial partnership was
a requirement, as was 25 per cent co-financing. In view of these considerations, the IEP team
wishes to encourage the university to make early progress in establishing a Knowledge
Transfer Office to work with faculties to improve the level of activity and income in this
important area.

In formulating their conclusions on research matters, the IEP team came to the clear view
that central to all of the matters discussed in this section, are considerations relating to
strategy. The team fully endorses the statement in the rector’s Academic Management Plan,
that a redefinition of the university’s research strategy is required. The team also notes the
observation in the SWOT analysis included in the SER that the university lacks a strategy for
research visibility. The team notes that, while faced with constraints such as the severe
decline in research funding, the university includes in its SER some very bold commitments on
introducing strategic measures in matters such as research organisation, resources, and in
improving impact and outputs of research. However, in the view of the IEP team the
university should proceed with caution in these matters, taking full account of prevailing
organisational arrangements. In matters of research strategy the team perceived a possible
tension between research strategy drivers at faculty level, and the top-level desire for a
transparent research strategy at institutional level. In their investigations on where and how
actual decisions were made on formulating research strategy, various responses were
provided. The team’s attention was drawn to various bodies and post-holders. While it was
understood that faculty research strategies are approved by faculty councils, and that Senate
formally approves university strategy, in the view of the IEP team, there is a degree of tension
here, between the centre and faculties which will require careful management going forward
if the university is to achieve the coherence in its research strategy to which it aspires.
In summary, while noting the strengths and distinctive nature of much of the research
undertaken at the university, in its departments, faculties, and centres, the IEP team has
noted both challenges and opportunities in this area and this is reflected in the team’s
recommendations, as set out below. In formulating these recommendations, particular
attention is paid to university-level research strategy, and to matters relating to the
sustainability of research. The challenges and constraints faced by the university have been
outlined earlier in this section and are not re-stated here. However, prominent amongst these
are funding and resources, the sustainability of current research strengths, and identification
of potentially new areas of growth. In the view of the IEP team, the university faces hard
choices going forward, and will need to develop clear and transparent mechanisms for
prioritisation in research. The team also notes the acknowledgement in the rector’s Academic
Management Plan that some allocation of the university’s own resources may be necessary.
Here, the team calls to mind the possible use of “seed money” to stimulate new areas of
research.

On the basis of these deliberations, the team makes two recommendations. First, while
noting the existence of faculty level research strategies, the IEP team strongly recommends
the development of an overarching university research strategy, and that this strategy should
set clear directions for the future prioritisation and sustainability of areas of research
strength, and for areas of potential growth such as business interface, and third mission and
knowledge transfer activities. Second, in order to protect, sustain and strengthen areas of
research strength (both current and potential) in challenging circumstances, the IEP team
advises the university, as resources permit, to consider the merits of introducing a degree of
reallocation of resources, for example through using a “top slice” mechanism

Evaluation of University of Agronomic Sciences and Veterinary Medicine

2014-02-01T10:32:33Z

Admin:

Teaching and Learning at UASVM

2014-02-01T09:52:44Z

Admin: Created page with 'The incoming Rector’s Academic Management Plan (February 2012) placed emphasis on educational matters and included an extensive list of objectives for achieving academic succes...'

The incoming Rector’s Academic Management Plan (February 2012) placed emphasis on
educational matters and included an extensive list of objectives for achieving academic
success, and for improving the quality of learning and teaching. The Plan also signals a desire
to bring about change in teaching and learning through introducing a different approach to
educational processes and a new institutional perspective on these matters. The IEP team
took this to mean that traditional approaches would be complemented with more modern
and interactive methods. However, as is noted in section 4, the team learned that while
actions were in place to develop a new institutional research strategy, it did not appear that a
similar strategy was to be developed for learning and teaching. Given that “taught” provision
is so prominent in the university’s academic profile, when compared to research, this
appeared to the IEP team to be something upon which the university should reflect.

Nevertheless, the team was encouraged to note that faculty operational planning
documentation indicated that objectives are set for improving curricula and for the
development of teaching and learning, including more student-focused strategies.
The team took a close interest in the way in which learning and teaching are reflected in the
governance and management structure at senior management level, and in the committee
structures at institutional and faculty levels. In the university’s deliberative structures,
oversight of educational matters is exercised by the Senate Commission for Education,
Research and Quality Management. Senior management responsibility for educational
matters lies with the vice-rector (education and quality management) who is also Chair of the
Academic Council. This Council’s responsibilities include curriculum matters, admissions,
examinations and course content, but not learning and teaching enhancement it seems. The
vice-rector also holds responsibility for departments, which include distance learning,
teaching staff training and careers and counselling. The vice-rector is not, however, a member
of the Senate Commission for Education. Bearing in mind the observations on these matters
put forward in Section 2, in relation to the interface between the deliberative and
management executive arms of the university’s governance arrangements, in the view of the
IEP team it remains to be seen how these arrangements will work going forward. From the
team’s perspective it is to be hoped that any duplication, overlap or tension between the
formal committee processes and the management functions in an area of such importance as
learning and teaching enhancement, will be kept to a minimum.

In considering arrangements at faculty level, the team noted that academic leadership
positions of vice-dean, department head, and study programme leader, and the respective
responsibilities for learning and teaching allocated to these post-holders, reflect the priority
given by the faculties to the curriculum and to academic affairs. Each faculty has in place
permanent commissions for teaching and research, and for initiation, monitoring, and
evaluation of curricula. All study programmes are represented on faculty and department
councils. The team also considered matters relating to plans and opportunities for
development of the curriculum portfolio. The team noted arrangements for initiating and
seeking approval for new study programmes, and observed that at faculty level this process
commences with the establishment of a commission for programme development. These
procedures appear to work well. Further, the team learned that, in addition to a commitment
on the part of the rector to develop provision for lifelong learning (discussed more fully in
section 5), some UASVM faculties are exploring opportunities for the development of joint
study programmes with other European universities, and this is discussed in section 7.
Attention is also being paid by some senior managers to the opportunities for
interdisciplinary programmes and the resourcing efficiencies that this may offer. The team
noted that such proposals must come from a faculty or faculties for consideration and
approval by the Administration Council and by Senate. The team was advised that the ARACIS
national register shows that there are few interdisciplinary programmes in Romanian higher
education. However, the team learned that consideration is being given by university
authorities for a proposal to be made to the Ministry for an interdisciplinary programme in
Biotechnology and Veterinary Medicine. This is an initiative, which the IEP team
wholeheartedly endorses.

The team explored with interest the progress being made in addressing some of the
requirements arising from the Bologna Process in the area of curriculum design and
development, and learning and teaching more generally. Having assessed these matters, from
the perspective of the IEP team there remains scope for further work in several areas. This
includes student-centred learning, the use of learning outcomes, and also the sharing of good
practice in learning and teaching. The team notes that progress on these matters varies
between faculties and departments. In considering engagement with and awareness of the
Bologna Process and associated principles, the team learned that structural changes had been
introduced, and the duration of a Bachelor programme has been reduced from five to four
years. Also, new disciplines and study plans had been introduced in recent years, student
contact hours had been changed, and ECTS credit requirements addressed. The team was
advised that all programmes accredited by ARACIS had been expected to meet Bologna
curriculum reform requirements.

In connection with these matters, the team looked closely at how far use was being made of a
learning outcomes approach to curriculum matters. From discussions with staff and students,
and from considering documentation such as syllabus and discipline specifications, the team
noted that while emphasis is placed on setting objectives and identifying competences,
knowledge, and skills, this still falls short of a learning outcomes approach. Though increasing
use is made of approaches for evaluating the application of knowledge and skills, there
remains a tendency to assess knowledge at the expense of skills. Here the IEP team would
draw the university’s attention to the Bucharest Communiqué (April 2012), which urges the
“meaningful implementation of learning outcomes” and the need to include attainment of
learning outcomes in assessment strategies. The Communiqué also stressed the wider
significance of a learning outcomes approach in the context of ECTS, the Diploma
Supplement, and recognition procedures. With this in mind, the team remained unconvinced
that Bologna principles had been fully understood and engaged with across all faculties and
departments. Therefore, the team notes that while the Bologna Process has had a positive
impact on UASVM, there is more work to be done, not least because this entails more than
just curriculum change, important though that is. The IEP team recommends that the
university should be more proactive in the area of student-centred learning by making more
effective use of an explicit learning outcomes approach to curriculum design, development,
and review, and ensuring that such an approach is aligned to student assessment and
teaching methods.

In focusing on the broader question of student centred learning the IEP team took account of
both staff and student views and experiences. While the team obtained a mixed picture, it
was found that approaches to learning and teaching, and to pedagogy remained somewhat
traditional and teacher-centred, with less emphasis on student self-directed learning than the
team had expected. Further, some students appear to continue to be more teacher- and
teaching-dependent than others who seemed more comfortable with newer methods and
approaches. In assessing how far pedagogy had changed in recent years, the IEP team noted
that while EU projects had facilitated increasing exposure to innovative approaches to
learning and teaching, curriculum change tended to be more focused on content than on
pedagogy or student learning. Therefore, while the team heard of some interesting initiatives
and practices, such as the use of technology to enhance learning, there is scope to move
further away from traditional approaches and to embrace and adopt more learner-centred
pedagogies across all disciplines and to explore further the broader aspects of learning and
teaching under the “Bologna” umbrella.

In reflecting on these matters, the IEP team formed the view that, at its present stage of
development, and given the top-level commitment and ambition to move towards more
innovative and modern approaches to learning and teaching, the university should assess
how it can make best use of the good practices that are beginning to emerge. Here, the team
took account of the functions of the Training and Staff Development Department. However,
in the view of the IEP team, while noting the good work being undertaken in its particular
area of responsibility for the broader training of teachers, this department does not possess
the necessary expertise to promote and facilitate enhancement in learning and teaching for
university-level purposes. Currently therefore, the university does not have a centrally
located staff development mechanism for enabling those staff from UASVM faculties who are
exploring best practice in learning and teaching to be brought together for the purpose of
exchanging ideas on student-centred academic practice. Nor do faculties appear to have in
place individuals who might provide leadership in taking forward the desired innovation in
this area. With this in mind, the IEP team proposes the establishment of a regular cross-
University Learning and Teaching Enhancement Forum to act as a focal point for the sharing
and dissemination of good practice in all areas; learning, teaching and assessment, with
representation from all faculties through the active involvement of “faculty learning and
teaching champions”.

A further, more specific concern that came to the IEP team’s attention was the high student
dropout rates in several of the university’s faculties revealed in institutional student data. The
team took the opportunity to discuss this matter with staff, including senior managers and
with students. From their experience in other higher education institutions and other national
contexts, the team acknowledge that student retention and dropout present all universities
with challenges, to varying degrees. Moreover, it is recognised that some factors, such as
financial or personal matters, are less within the control of a university than educational
factors. Even so, from the team’s perspective, it is essential that formal arrangements and
mechanisms are in place to monitor such problems and that these are supported, where
possible, by swift intervention measures and by exit surveys. Accordingly, in the view of the
IEP team urgent action should be taken by the university to address the problem of high
dropout rates in some faculties.

During each of their visits to UASVM, IEP team members met with a range of students from
various disciplines and from different levels of study. The team was particularly impressed
with the enthusiasm and capability of students, and with the commitment and enthusiasm of
teaching staff and professors. Students spoke well of the accessibility of teaching staff and
professors, and the support they provide.

The IEP team also considered students’ views and experiences of the various services and
facilities provided or made accessible by UASVM to its students. Students were generally
positive about their learning environment, and indicated that access to library, IT facilities,
databases and laboratories was acceptable.

The team also considered arrangements for provision of scholarships and grants of various
kinds and noted that these were available from both state and UASVM sources and were
awarded either on the basis of merit (for academic performance) or student needs (family or
personal circumstances, or medical condition). Further, the team noted that arrangements
for personal tutorials, covering students’ personal or administrative needs, have been
improved in recent times with the introduction of a group personal tutorial system. However,
the team learned from the SER that the student counselling and careers centre, introduced in
2006, had not proved to be successful. In the view of team members, and having taken
account of student views, a modern university should have in place a functioning service to
provide both counselling and careers advice and support. Therefore, the team recommends
that the university takes steps to ensure that the Centre for Careers and Counselling is made
fully operational and accessible to students. In their deliberations on other support services,
from the views expressed to them by students, team members formed the view that
provision of health, welfare, and medical services is good, as are referral arrangements for
accessing city services in these areas.

In reflecting on all of these matters, the IEP team wish to record the marked pride displayed
by UASVM students and staff in their university. For the majority of students whom the Team
met, UASVM was the first choice higher education institution.

Evaluation of University of Agronomic Sciences and Veterinary Medicine

2014-02-01T09:47:28Z

Admin:

Governance and Institutional Decision-making at UASVM

2014-02-01T09:43:57Z

Admin: /* Finance and resourcing */

==== Vision, Mission and General Context ====

The IEP team is confident that UASVM will continue to play a leading role in Romanian
society. However, from the perspective of the IEP team, this ambition needs to be viewed in
the context of the considerable constraints placed upon the university by its operating
environment, including financial unpredictability, a challenging socio-economic environment,
and national legal reforms. The team formed the view that this will present UASVM with
challenges and difficult choices as it plans for the future. This situation is acknowledged in the
UASVM SER and SWOT analysis where the university identifies the principal constraints and
threats as including: the low level of state funding, with limited recovery prospects; excessive
Romanian and European bureaucracy; unstable and unpredictable national legislation;
demographic decline; and poor economic forecasts.

From discussions with UASVM staff at all levels, the IEP team noted the various ways in which
such constraints impact on the day-to-day operation and future planning of the university.
The team therefore wishes to put forward its view that national bodies with responsibility for
higher education should take full account of the impact that the unpredictability in the
external policy and planning environment might potentially have on the ability of universities
to plan effectively in key strategic areas of operation. In summary, the IEP team notes that
this operational context will present UASVM with significant change management challenges
and difficult choices as it plans for the future under its new governance arrangements. In
seeking to overcome these constraints and challenges, and as it builds towards the future, the
IEP team encourages the university to be more outward-looking and to learn from best
institutional practices elsewhere in Europe.

===== Addressing future challenges =====

In addressing future challenges, the IEP team identifies six strategic priority areas for the
university:
* Governance, decision-making and planning;
* Learning and teaching
* Research
* Service to society
* Quality culture
* Internationalisation

==== Governance, management and academic organisation ====

The SER and other documentation made available to the IEP team provided an informative
picture of the present governance, organisational management, and strategic planning
arrangements at the university, together with helpful accounts of recently introduced
changes. When combined with the productive meetings held with university managers, staff,
and students, this enabled the team to understand the nature of these institutional
arrangements and the use made of them.

The university’s academic organisation is structured into seven faculties, each of which is
divided into two or three departments. The faculties are: agriculture; horticulture; animal
sciences; veterinary medicine; land reclamation and environment; biotechnology; and
management and economic engineering in agriculture and rural development. The faculties’
fifteen departments deliver a wide range of study specialisations, with a heavy emphasis on
vocationally-oriented study programmes, at Bachelors and Masters levels, structured
according to the Bologna cycles system. The university offers 24 programmes at Bachelors
level, 26 at Masters level and six at doctoral level. There are two doctoral schools, of which
one — the doctoral school for engineering and plant and animal resources management — is
interdisciplinary. The other is the doctoral school for veterinary medicine. During the past
fifteen years, the university has also developed a research institute and seven research
centres, some of which have a degree of legal and financial autonomy and are formally
accredited by the National Authority for Scientific Research (ANCS). The specialisms covered
by these entities are: microbial biotechnologies; applied biochemistry and biotechnology;
agro-food products; sustainable agriculture; integrated fruit growing; rural engineering and
environment; comparative oncology; animal diseases; animal production; and the
interdisciplinary laboratory for heavy metal study and food chain modelling. Together, the
research centres and the research institute are the principal focal points for generating
income through research. The centres undertake multi-disciplinary and inter-disciplinary
projects primarily, and are organised through drawing on the research expertise and
laboratory facilities of faculties and departments.

The most recent student data made available to the IEP team in part reflects the overall
demographic decline in Romanian society. The figures for 2012/2013 showed a total of
12,122 enrolled students, a significant decline from 2008/2009, when the number of
registered students stood at 17,675. While numbers for full-time Masters and Doctoral
student registrations are marginally up over that period, Bachelors registrations declined by
around 1 500. For part-time registrations, Masters and Doctoral registrations have
disappeared over the same five-year period, while Bachelors registrations have been
approximately halved from a figure of 4 663 in 2008/2009. Registrations for foreign students,
while low in any case, have declined from 105 to 78 over five years, and are largely at
Bachelors level. On a positive note, the IEP team learned that UASVM has recently been
awarded additional state-funded student places: 50 for Bachelor, 40 for Masters and 15 for
PhD. Other data made available to the team revealed a drop in staff numbers from 880 to 848
between 2008 and 2012 and, within this, a decline from 808 to 694 of legally constituted
teaching positions. The data shows a decline from 24.8 per cent, to 15.5 per cent, in tenured
teaching staff under the age of 35. Associate teaching staff levels declined from 228 to 181
over the same period. The team was informed that part of the background to these changes
is the situation arising from the 2008 financial crisis, following which restrictions were placed
on staff recruitment.

Alongside the constraints and uncertain external environment described above, UASVM has
managerial, administrative, and financial autonomy to manage and direct its own affairs. This
autonomy is exercised under the provisions of the University Charter, and according to the
regulations of the national education law of 2011. The latter regulates the conditions of the
university’s autonomy and public responsibilities. As the IEP team learned, financial
autonomy is itself constrained by the national economic conditions of Romania and the wider
region. The main sources of income for the university are the block grant it receives from the
state according to criteria primarily based on student numbers. The institutional contract
provides for core funding, for student scholarships, for the institutional development fund, as
well as some funding of investment objectives. This income is supplemented by income from
student tuition fees, and funding received through grants and research and project-related
sources, both national and private, and through involvement in EU projects. The university
also benefits from some income accrued from its ownership of various assets, including
agricultural properties and businesses. The team learned that, in common with other
Romanian universities, since 2009, when the National Authority for Scientific Research (ANCS)
suspended competitive research and development funding, the university’s financial
environment, and the scope for generating extra income, has become even more challenging
and restrictive. For example, the SER estimates that for 2012/2013, income from research
projects is not likely to exceed eight per cent of total revenue.

Since taking up his appointment in March 2012, the rector has worked within the new
governance structures to carry forward the plans set out in his Academic Management Plan
(February 2012), which forms the basis of his four-year mandate. As is described in the SER,
the rector is the legal representative of UASVM, and is also responsible for the university’s
executive management. The senior management team, re-constituted following the
appointment of the rector, includes four vice-rectors, approved by Senate on the
recommendation of the rector. They hold responsibilities, respectively, for: education and
quality management; research and innovation; students and internal and international
relations; and assets management. The senior management team, which meets on a weekly
basis as the Administrative Council, includes vice-rectors, deans of faculty, the general
administrative director and the student representative.

Since 2012, arrangements for university governance, management, and decision-making are
centred on the two principal bodies at the top of the organisation. These are the
Administrative Council, as described, and the University Senate. The president of the Senate
is elected by secret ballot. Membership of Senate, which meets on a monthly basis, includes
representation from all faculties, and its composition makes provision for 25 per cent student
representation. From the point of view of the functioning of the university’s organisational
structures and pattern of governance, the IEP team recognised the central importance of the
UASVM Senate. Its powers are extensive, and its deliberations include discussion and
approval of UASVM strategic plan, staffing matters, admissions and enrolment, external
relations, and general academic affairs. A significant feature of the business of the Senate is
the attention it gives to proposals received from the Administrative Council, regarding the
strategic and administrative affairs of the university. Senate is assisted in carrying out its
responsibilities through the work carried out by five Senate Commissions, or sub-committees.
These commissions are responsible, respectively, for: regulations, decisions and records;
education, research and quality; public image, and internal and international relations;
students and trades unions; and heritage and economic activities. They are mirrored on the
executive management side of the organisation by a group of councils, each one of which is
chaired by the relevant vice-rector. The IEP team learned that the university’s intention is for
there to be efficient interfaces between these operational management bodies, and the
deliberative and policy functions of the Senate Commissions.

In reflecting on these arrangements, from the IEP team’s perspective, of particular
importance for governance and management purposes is that according to the national legal
reforms of 2011 the university’s statutes require that the rector does not chair the Senate.
Further, neither the rector nor the faculty deans are eligible for membership of Senate,
though they may attend by invitation, as agreed by the President of the Senate. During
meetings and through reading institutional documentation, the IEP team explored the
workings of these arrangements more closely. The team formed the view that, while on one
level they provide for a deliberative role for the Senate and a management executive role for
the rector and Administrative Council, in reality the situation is more elaborate than this. As
the team understood it, as the rector is required to gain Senate approval for matters of
strategy and policy, together with ratification of decisions and proposals made by the
Administrative Council, this means that, in practice, the Senate is also able to act as a policymaking
forum or legislature. In the judgement of the IEP team, the Senate is therefore able to
influence management practices even though it has not been formed as a management body.
The team notes that these leadership and governance arrangements, including the position
and responsibilities of the rector and the composition and responsibilities of the Senate, are
still relatively new. The team had initial concerns that the new arrangements imposed by the
2011 national law may be a source of tension, including in the area of Senate/Rectorate
relations. But in the view of the team, it is too soon for their impact to be fully judged. The
balance of the team’s view, however, is that to date these changes have been received well
by the wider academic community of UASVM. In formulating this view, the team was advised
that it is an expectation of the new law that the Senate will support the Administrative
Council and the rector. Further, the team heard that Senate members (president, vicepresident,
and executive secretary) are invited to join meetings of the Administrative Council,
and that good communication links are in place between that body and the Senate.

The IEP team also took the opportunity to consider the deliberative and decision-making
bodies at faculty and department levels. Deans of faculty, who are appointed by the rector on
the recommendation of the faculty councils, are supported by vice-deans, with
responsibilities in each of three domains: education and quality; research and resources. The
governing body of each faculty is the Faculty Council, which has overall responsibility for
management of the faculty and each of its departments. These councils refer matters of
policy, strategy, and resources to the Administrative Council, as and when appropriate.
Department Councils are responsible for overseeing academic activities, research, and study
programmes within the department, and for making proposals to the Faculty Council. The
team noted that the Faculty Council includes representatives from each department in the
faculty, and also student members. Faculty councils are responsible for faculty development
and strategy, and appointments to teaching positions. They also have a responsibility for
allocation of budgets and resources to departments. The team was advised that both of these
bodies contain student representation in the same proportion as the higher committees, as
described above.

However, the team noted that this requirement for student representation and involvement
does not currently apply to the faculty permanent commissions, which act as faculty subcommittees
to the main faculty council in areas such as teaching and research, student
affairs, and quality. This means that, while students are represented on the faculty councils
they are not involved or represented on the permanent commission for Quality Evaluation
and Assurance (CQEA) at either faculty or department level. As a consequence, students do
not have direct access to the discussions and formal deliberations where student-related
issues and concerns are most likely to be raised. Nor do they have direct access to the
minutes of these meetings. In the view of the IEP team, this is a matter upon which the
university should reflect, with a view to rectifying this situation at an early opportunity.
Therefore, while noting the generally good opportunities for student representation and
involvement in university processes, the IEP team recommends that arrangements should be
put in place for student representation on faculty sub-committees and for the minutes of
these bodies to be made available to all students.

In looking across the governance and management arrangements described in the foregoing
discussion, particularly those at the top of the organisation, the IEP team took a close interest
in future prospects for strategic thinking, the effectiveness and quality of decision-making,
and the university’s capacity to influence and manage change. Here, the IEP team formed the
view that the future efficiency and effectiveness of the university’s governance is dependent
in no small measure on the extent to which Senate, the Administrative Council and the
Rectorate, which includes faculty deans, are able to communicate and cooperate on strategic
matters going forward. In connection with this, the team was conscious that UASVM faces
difficult challenges and choices going forward. To be able to meet these challenges, effective
strategic planning processes are essential to the success of the university. Further, from the
IEP team’s perspective, there is a distinct possibility that hard choices may need to be made
regarding resource-related matters. These issues are discussed next.

==== Strategic planning and organisational development ====

With the foregoing observations in mind, the IEP team wished to give due consideration to
arrangements for institutional and faculty strategic and operational planning, to the
university’s processes and mechanisms for monitoring progress in support of change
management and to resource allocation processes. The team concluded that while there are
encouraging features to these matters, there is room for improvement. The team has sought
to reflect on this perspective in some of their recommendations. In doing so, team members
fully acknowledge the challenges faced by UASVM in improving the quality of teaching, the
level of research, and the university’s external profile. The team recognises that given
financial constraints not all aspirations can be met and that this will entail careful strategic
decision-making and hard choices.

The IEP team noted that the Rector’s Operational Plan (2013) and institutional strategic
priorities for the immediate future due to be published in that document, were not available
at the time of the team’s visits. Therefore, the team were unable to assess fully how the
institutional development framework, and the extensive range of quite specific objectives set
out in the Rector’s Academic Management Plan (February, 2012), would be taken forward to
implementation and subsequent monitoring. The team was also interested in obtaining an
understanding of the linkages between institutional-level strategic and operational planning,
and planning at the faculty level. From the team’s perspective, this was an important aspect
of organisational coherence and cohesion in planning matters. This matter took on even more
significance in view of the rector’s stated commitment to securing a greater degree of
devolution to faculties on operational matters.

On close examination of both institutional level and faculty level strategic and operational
planning documentation, it was evident to the IEP team that although all such documents
contained clearly stated objectives, and made reference to “measures”, the targets that they
referred to did not have attached to them any values against which actual quantifiable
progress could in practice be measured. From the team’s perspective, the ability to monitor
performance is an essential ingredient of transparent and accountable strategic and
operational planning. Therefore, while the underpinning processes observed by the team,
whereby faculty plans were informed by input from the level of department and study
programmes, and while the Faculty Council sought to monitor progress of the faculty
operational plan on a three-monthly basis, it appeared to the team that the monitoring
mechanism was incomplete. Similarly, though the team had been unable to make a full
assessment of the Rector’s Operational Plan (2013), the evidence from the Academic
Management Plan (February 2012) would appear to point to a similar difficulty. Here, while
the university-level plan would be informed by inputs from faculty plans, the team was not
assured that specific values were being attached to the extensive lists of targets that were, in
practice, measurable only if they had values attached to them. On the basis of these findings,
the IEP team advises that in all strategic and operational plans, progress against planning
targets and indicators should be monitored through the use of quantifiable measures and
values.

The IEP team reflected further on additional aspects of strategic and operational planning
processes. The team heard that the university’s strategic and annual operating plans are
informed by input from each of the vice-rectors’ domains of responsibility and from faculties’
own strategic and operational plans. The Administrative Council plays a key role in drawing
this work together through coordinated discussions about all education and research matters.
The team noted that these discussions precede further discussion and approval by Senate.
From the perspective of the IEP team, and in light of earlier observations regarding the
desirability of close alignment in governance arrangements, it is essential that these bodies
work closely together. Therefore, to underpin the strategic direction of the university going
forward, the IEP team recommends that the Senate and Rectorate should take steps towards
securing greater collaboration across and between UASVM faculties on all matters of
university policy and strategy.

In reflecting on these planning matters, the IEP team wish to further encourage the greater
attention that is now being paid by UASVM to the importance of robust and timely data for
use in forward planning, at all levels of the organisation (for example, as is described in
Section 4, the team note the intention to improve centralised data in the area of research).
The team sought to assess the university’s current capacity and capability for collecting data
centrally, and for making such information widely available. The team gained the impression
that to a large extent, data is currently largely faculty-based and is not aligned with central
data needs. In the team’s view, data should be collected, made available and used at all
levels. Further, and in view of earlier observations on performance monitoring, there should
be a greater focus on connecting data collection with planning, thereby resulting in strategic
and operational planning which are more evidence-based and predicated on the use of data.
Accordingly, the team recommends that the university ensures that strategic and operational
planning are evidence-based and that use is made at all times of robust planning data and
management information.

==== Finance and resourcing ====

The team’s enquiries in this area led them to the view that there is a strong measure of
central oversight of budgetary and financial matters. This is exercised under the joint overall
authority of the University Senate and the Administrative Council. The latter body regularly
addresses finance and resource matters, including those raised by faculties, such as
acquisition requests. Such requests are approved by the general administrative director. The
team noted that annual budget allocations to faculties are largely based on historical
allocations and are linked to student numbers. The team was informed that one faculty which
is better placed financially can give loans to another faculty that is in need. Research centres
that generate income for projects are able to access the relevant funds awarded to them. The
team learned that the central university budget is used to support the library and other
student-related services.

The rector, vice-rector (assets management), the Administrative Council, and the University
Senate are supported on matters of finance and administration by the general administrative
director. That post-holder is responsible for managing financial accounting and other
resource-related matters. In budgetary matters, the Budget and Finance Commission is under
the supervision of the vice-rector. As noted earlier, while it is the rector who is the
university’s legally recognised signatory in financial matters, for financial governance
purposes the University Senate takes the main decisions regarding approval of the UASVM
financial strategy, the annual budget, and the allocation of resources. The rector is
responsible for managing the implementation of the Senate’s decisions, and for ensuring that
the financial activities of faculties are monitored. The team was advised that all financial
activities are subject to internal and external auditing, the latter by the Romanian Court of
Accounts.

The financial year runs from January to December. While the budget is not finalised until the
December meeting of Senate, in July of each year faculties make their budget requests for the
following year. In early December, the Administrative Council draws up a draft budget for
presentation to the Senate and conditional approval. This is submitted to the Ministry and
until April the university operates with the provisional budget as approved conditionally in
December. Should the university’s expenditure profile in the first quarter exceed the final
state allocation as confirmed in April, that overspend is deducted from the second quarter
allocation to the university. The team was interested to learn that the university operates a
“top slice” mechanism, whereby 15 per cent is deducted from each faculty’s budget allocation
for general management purposes and overheads. For the faculty of veterinary medicine, the
proportion is seven per cent.

From the documentation and data made available to the IEP team it was apparent that the
university’s revenue budget had peaked in 2008 and has declined since in real terms. In 2009
there was a sharp drop in research income, and tuition income has also declined over the
past four years. The university has also experienced a significant decrease in income from
private sources in relative terms. Inevitably, these uncertain circumstances have an impact on
the financial and wider strategic planning that UASVM undertakes. In the view of the team
this uncertainty should not be underestimated. Nevertheless, in the team’s judgement, if the
university is to meet future challenges, particularly in a situation where the state-funded unit
of resource continues to decline, and where opportunities for generating research income are
becoming more competitive, it will inevitably be faced with difficult choices in terms of
resource planning and budgeting. Accordingly, the IEP team considers that in its future
institutional decision-making the university should explore opportunities to use the annual
budgeting and resource allocation processes to steer change in relation to agreed strategic
planning priorities, perhaps by making use of its “top slice” mechanism. This consideration
informs the recommendation in section four regarding the future resourcing of research.

Governance and Institutional Decision-making at UASVM

2014-02-01T09:42:56Z

Admin: /* Strategic planning and organisational development */

==== Vision, Mission and General Context ====

The IEP team is confident that UASVM will continue to play a leading role in Romanian
society. However, from the perspective of the IEP team, this ambition needs to be viewed in
the context of the considerable constraints placed upon the university by its operating
environment, including financial unpredictability, a challenging socio-economic environment,
and national legal reforms. The team formed the view that this will present UASVM with
challenges and difficult choices as it plans for the future. This situation is acknowledged in the
UASVM SER and SWOT analysis where the university identifies the principal constraints and
threats as including: the low level of state funding, with limited recovery prospects; excessive
Romanian and European bureaucracy; unstable and unpredictable national legislation;
demographic decline; and poor economic forecasts.

From discussions with UASVM staff at all levels, the IEP team noted the various ways in which
such constraints impact on the day-to-day operation and future planning of the university.
The team therefore wishes to put forward its view that national bodies with responsibility for
higher education should take full account of the impact that the unpredictability in the
external policy and planning environment might potentially have on the ability of universities
to plan effectively in key strategic areas of operation. In summary, the IEP team notes that
this operational context will present UASVM with significant change management challenges
and difficult choices as it plans for the future under its new governance arrangements. In
seeking to overcome these constraints and challenges, and as it builds towards the future, the
IEP team encourages the university to be more outward-looking and to learn from best
institutional practices elsewhere in Europe.

===== Addressing future challenges =====

In addressing future challenges, the IEP team identifies six strategic priority areas for the
university:
* Governance, decision-making and planning;
* Learning and teaching
* Research
* Service to society
* Quality culture
* Internationalisation

==== Governance, management and academic organisation ====

The SER and other documentation made available to the IEP team provided an informative
picture of the present governance, organisational management, and strategic planning
arrangements at the university, together with helpful accounts of recently introduced
changes. When combined with the productive meetings held with university managers, staff,
and students, this enabled the team to understand the nature of these institutional
arrangements and the use made of them.

The university’s academic organisation is structured into seven faculties, each of which is
divided into two or three departments. The faculties are: agriculture; horticulture; animal
sciences; veterinary medicine; land reclamation and environment; biotechnology; and
management and economic engineering in agriculture and rural development. The faculties’
fifteen departments deliver a wide range of study specialisations, with a heavy emphasis on
vocationally-oriented study programmes, at Bachelors and Masters levels, structured
according to the Bologna cycles system. The university offers 24 programmes at Bachelors
level, 26 at Masters level and six at doctoral level. There are two doctoral schools, of which
one — the doctoral school for engineering and plant and animal resources management — is
interdisciplinary. The other is the doctoral school for veterinary medicine. During the past
fifteen years, the university has also developed a research institute and seven research
centres, some of which have a degree of legal and financial autonomy and are formally
accredited by the National Authority for Scientific Research (ANCS). The specialisms covered
by these entities are: microbial biotechnologies; applied biochemistry and biotechnology;
agro-food products; sustainable agriculture; integrated fruit growing; rural engineering and
environment; comparative oncology; animal diseases; animal production; and the
interdisciplinary laboratory for heavy metal study and food chain modelling. Together, the
research centres and the research institute are the principal focal points for generating
income through research. The centres undertake multi-disciplinary and inter-disciplinary
projects primarily, and are organised through drawing on the research expertise and
laboratory facilities of faculties and departments.

The most recent student data made available to the IEP team in part reflects the overall
demographic decline in Romanian society. The figures for 2012/2013 showed a total of
12,122 enrolled students, a significant decline from 2008/2009, when the number of
registered students stood at 17,675. While numbers for full-time Masters and Doctoral
student registrations are marginally up over that period, Bachelors registrations declined by
around 1 500. For part-time registrations, Masters and Doctoral registrations have
disappeared over the same five-year period, while Bachelors registrations have been
approximately halved from a figure of 4 663 in 2008/2009. Registrations for foreign students,
while low in any case, have declined from 105 to 78 over five years, and are largely at
Bachelors level. On a positive note, the IEP team learned that UASVM has recently been
awarded additional state-funded student places: 50 for Bachelor, 40 for Masters and 15 for
PhD. Other data made available to the team revealed a drop in staff numbers from 880 to 848
between 2008 and 2012 and, within this, a decline from 808 to 694 of legally constituted
teaching positions. The data shows a decline from 24.8 per cent, to 15.5 per cent, in tenured
teaching staff under the age of 35. Associate teaching staff levels declined from 228 to 181
over the same period. The team was informed that part of the background to these changes
is the situation arising from the 2008 financial crisis, following which restrictions were placed
on staff recruitment.

Alongside the constraints and uncertain external environment described above, UASVM has
managerial, administrative, and financial autonomy to manage and direct its own affairs. This
autonomy is exercised under the provisions of the University Charter, and according to the
regulations of the national education law of 2011. The latter regulates the conditions of the
university’s autonomy and public responsibilities. As the IEP team learned, financial
autonomy is itself constrained by the national economic conditions of Romania and the wider
region. The main sources of income for the university are the block grant it receives from the
state according to criteria primarily based on student numbers. The institutional contract
provides for core funding, for student scholarships, for the institutional development fund, as
well as some funding of investment objectives. This income is supplemented by income from
student tuition fees, and funding received through grants and research and project-related
sources, both national and private, and through involvement in EU projects. The university
also benefits from some income accrued from its ownership of various assets, including
agricultural properties and businesses. The team learned that, in common with other
Romanian universities, since 2009, when the National Authority for Scientific Research (ANCS)
suspended competitive research and development funding, the university’s financial
environment, and the scope for generating extra income, has become even more challenging
and restrictive. For example, the SER estimates that for 2012/2013, income from research
projects is not likely to exceed eight per cent of total revenue.

Since taking up his appointment in March 2012, the rector has worked within the new
governance structures to carry forward the plans set out in his Academic Management Plan
(February 2012), which forms the basis of his four-year mandate. As is described in the SER,
the rector is the legal representative of UASVM, and is also responsible for the university’s
executive management. The senior management team, re-constituted following the
appointment of the rector, includes four vice-rectors, approved by Senate on the
recommendation of the rector. They hold responsibilities, respectively, for: education and
quality management; research and innovation; students and internal and international
relations; and assets management. The senior management team, which meets on a weekly
basis as the Administrative Council, includes vice-rectors, deans of faculty, the general
administrative director and the student representative.

Since 2012, arrangements for university governance, management, and decision-making are
centred on the two principal bodies at the top of the organisation. These are the
Administrative Council, as described, and the University Senate. The president of the Senate
is elected by secret ballot. Membership of Senate, which meets on a monthly basis, includes
representation from all faculties, and its composition makes provision for 25 per cent student
representation. From the point of view of the functioning of the university’s organisational
structures and pattern of governance, the IEP team recognised the central importance of the
UASVM Senate. Its powers are extensive, and its deliberations include discussion and
approval of UASVM strategic plan, staffing matters, admissions and enrolment, external
relations, and general academic affairs. A significant feature of the business of the Senate is
the attention it gives to proposals received from the Administrative Council, regarding the
strategic and administrative affairs of the university. Senate is assisted in carrying out its
responsibilities through the work carried out by five Senate Commissions, or sub-committees.
These commissions are responsible, respectively, for: regulations, decisions and records;
education, research and quality; public image, and internal and international relations;
students and trades unions; and heritage and economic activities. They are mirrored on the
executive management side of the organisation by a group of councils, each one of which is
chaired by the relevant vice-rector. The IEP team learned that the university’s intention is for
there to be efficient interfaces between these operational management bodies, and the
deliberative and policy functions of the Senate Commissions.

In reflecting on these arrangements, from the IEP team’s perspective, of particular
importance for governance and management purposes is that according to the national legal
reforms of 2011 the university’s statutes require that the rector does not chair the Senate.
Further, neither the rector nor the faculty deans are eligible for membership of Senate,
though they may attend by invitation, as agreed by the President of the Senate. During
meetings and through reading institutional documentation, the IEP team explored the
workings of these arrangements more closely. The team formed the view that, while on one
level they provide for a deliberative role for the Senate and a management executive role for
the rector and Administrative Council, in reality the situation is more elaborate than this. As
the team understood it, as the rector is required to gain Senate approval for matters of
strategy and policy, together with ratification of decisions and proposals made by the
Administrative Council, this means that, in practice, the Senate is also able to act as a policymaking
forum or legislature. In the judgement of the IEP team, the Senate is therefore able to
influence management practices even though it has not been formed as a management body.
The team notes that these leadership and governance arrangements, including the position
and responsibilities of the rector and the composition and responsibilities of the Senate, are
still relatively new. The team had initial concerns that the new arrangements imposed by the
2011 national law may be a source of tension, including in the area of Senate/Rectorate
relations. But in the view of the team, it is too soon for their impact to be fully judged. The
balance of the team’s view, however, is that to date these changes have been received well
by the wider academic community of UASVM. In formulating this view, the team was advised
that it is an expectation of the new law that the Senate will support the Administrative
Council and the rector. Further, the team heard that Senate members (president, vicepresident,
and executive secretary) are invited to join meetings of the Administrative Council,
and that good communication links are in place between that body and the Senate.

The IEP team also took the opportunity to consider the deliberative and decision-making
bodies at faculty and department levels. Deans of faculty, who are appointed by the rector on
the recommendation of the faculty councils, are supported by vice-deans, with
responsibilities in each of three domains: education and quality; research and resources. The
governing body of each faculty is the Faculty Council, which has overall responsibility for
management of the faculty and each of its departments. These councils refer matters of
policy, strategy, and resources to the Administrative Council, as and when appropriate.
Department Councils are responsible for overseeing academic activities, research, and study
programmes within the department, and for making proposals to the Faculty Council. The
team noted that the Faculty Council includes representatives from each department in the
faculty, and also student members. Faculty councils are responsible for faculty development
and strategy, and appointments to teaching positions. They also have a responsibility for
allocation of budgets and resources to departments. The team was advised that both of these
bodies contain student representation in the same proportion as the higher committees, as
described above.

However, the team noted that this requirement for student representation and involvement
does not currently apply to the faculty permanent commissions, which act as faculty subcommittees
to the main faculty council in areas such as teaching and research, student
affairs, and quality. This means that, while students are represented on the faculty councils
they are not involved or represented on the permanent commission for Quality Evaluation
and Assurance (CQEA) at either faculty or department level. As a consequence, students do
not have direct access to the discussions and formal deliberations where student-related
issues and concerns are most likely to be raised. Nor do they have direct access to the
minutes of these meetings. In the view of the IEP team, this is a matter upon which the
university should reflect, with a view to rectifying this situation at an early opportunity.
Therefore, while noting the generally good opportunities for student representation and
involvement in university processes, the IEP team recommends that arrangements should be
put in place for student representation on faculty sub-committees and for the minutes of
these bodies to be made available to all students.

In looking across the governance and management arrangements described in the foregoing
discussion, particularly those at the top of the organisation, the IEP team took a close interest
in future prospects for strategic thinking, the effectiveness and quality of decision-making,
and the university’s capacity to influence and manage change. Here, the IEP team formed the
view that the future efficiency and effectiveness of the university’s governance is dependent
in no small measure on the extent to which Senate, the Administrative Council and the
Rectorate, which includes faculty deans, are able to communicate and cooperate on strategic
matters going forward. In connection with this, the team was conscious that UASVM faces
difficult challenges and choices going forward. To be able to meet these challenges, effective
strategic planning processes are essential to the success of the university. Further, from the
IEP team’s perspective, there is a distinct possibility that hard choices may need to be made
regarding resource-related matters. These issues are discussed next.

==== Strategic planning and organisational development ====

With the foregoing observations in mind, the IEP team wished to give due consideration to
arrangements for institutional and faculty strategic and operational planning, to the
university’s processes and mechanisms for monitoring progress in support of change
management and to resource allocation processes. The team concluded that while there are
encouraging features to these matters, there is room for improvement. The team has sought
to reflect on this perspective in some of their recommendations. In doing so, team members
fully acknowledge the challenges faced by UASVM in improving the quality of teaching, the
level of research, and the university’s external profile. The team recognises that given
financial constraints not all aspirations can be met and that this will entail careful strategic
decision-making and hard choices.

The IEP team noted that the Rector’s Operational Plan (2013) and institutional strategic
priorities for the immediate future due to be published in that document, were not available
at the time of the team’s visits. Therefore, the team were unable to assess fully how the
institutional development framework, and the extensive range of quite specific objectives set
out in the Rector’s Academic Management Plan (February, 2012), would be taken forward to
implementation and subsequent monitoring. The team was also interested in obtaining an
understanding of the linkages between institutional-level strategic and operational planning,
and planning at the faculty level. From the team’s perspective, this was an important aspect
of organisational coherence and cohesion in planning matters. This matter took on even more
significance in view of the rector’s stated commitment to securing a greater degree of
devolution to faculties on operational matters.

On close examination of both institutional level and faculty level strategic and operational
planning documentation, it was evident to the IEP team that although all such documents
contained clearly stated objectives, and made reference to “measures”, the targets that they
referred to did not have attached to them any values against which actual quantifiable
progress could in practice be measured. From the team’s perspective, the ability to monitor
performance is an essential ingredient of transparent and accountable strategic and
operational planning. Therefore, while the underpinning processes observed by the team,
whereby faculty plans were informed by input from the level of department and study
programmes, and while the Faculty Council sought to monitor progress of the faculty
operational plan on a three-monthly basis, it appeared to the team that the monitoring
mechanism was incomplete. Similarly, though the team had been unable to make a full
assessment of the Rector’s Operational Plan (2013), the evidence from the Academic
Management Plan (February 2012) would appear to point to a similar difficulty. Here, while
the university-level plan would be informed by inputs from faculty plans, the team was not
assured that specific values were being attached to the extensive lists of targets that were, in
practice, measurable only if they had values attached to them. On the basis of these findings,
the IEP team advises that in all strategic and operational plans, progress against planning
targets and indicators should be monitored through the use of quantifiable measures and
values.

The IEP team reflected further on additional aspects of strategic and operational planning
processes. The team heard that the university’s strategic and annual operating plans are
informed by input from each of the vice-rectors’ domains of responsibility and from faculties’
own strategic and operational plans. The Administrative Council plays a key role in drawing
this work together through coordinated discussions about all education and research matters.
The team noted that these discussions precede further discussion and approval by Senate.
From the perspective of the IEP team, and in light of earlier observations regarding the
desirability of close alignment in governance arrangements, it is essential that these bodies
work closely together. Therefore, to underpin the strategic direction of the university going
forward, the IEP team recommends that the Senate and Rectorate should take steps towards
securing greater collaboration across and between UASVM faculties on all matters of
university policy and strategy.

In reflecting on these planning matters, the IEP team wish to further encourage the greater
attention that is now being paid by UASVM to the importance of robust and timely data for
use in forward planning, at all levels of the organisation (for example, as is described in
Section 4, the team note the intention to improve centralised data in the area of research).
The team sought to assess the university’s current capacity and capability for collecting data
centrally, and for making such information widely available. The team gained the impression
that to a large extent, data is currently largely faculty-based and is not aligned with central
data needs. In the team’s view, data should be collected, made available and used at all
levels. Further, and in view of earlier observations on performance monitoring, there should
be a greater focus on connecting data collection with planning, thereby resulting in strategic
and operational planning which are more evidence-based and predicated on the use of data.
Accordingly, the team recommends that the university ensures that strategic and operational
planning are evidence-based and that use is made at all times of robust planning data and
management information.

===== Finance and resourcing =====

The team’s enquiries in this area led them to the view that there is a strong measure of
central oversight of budgetary and financial matters. This is exercised under the joint overall
authority of the University Senate and the Administrative Council. The latter body regularly
addresses finance and resource matters, including those raised by faculties, such as
acquisition requests. Such requests are approved by the general administrative director. The
team noted that annual budget allocations to faculties are largely based on historical
allocations and are linked to student numbers. The team was informed that one faculty which
is better placed financially can give loans to another faculty that is in need. Research centres
that generate income for projects are able to access the relevant funds awarded to them. The
team learned that the central university budget is used to support the library and other
student-related services.
The rector, vice-rector (assets management), the Administrative Council, and the University
Senate are supported on matters of finance and administration by the general administrative
director. That post-holder is responsible for managing financial accounting and other
resource-related matters. In budgetary matters, the Budget and Finance Commission is under
the supervision of the vice-rector. As noted earlier, while it is the rector who is the
university’s legally recognised signatory in financial matters, for financial governance
purposes the University Senate takes the main decisions regarding approval of the UASVM
financial strategy, the annual budget, and the allocation of resources. The rector is
responsible for managing the implementation of the Senate’s decisions, and for ensuring that
the financial activities of faculties are monitored. The team was advised that all financial
15
activities are subject to internal and external auditing, the latter by the Romanian Court of
Accounts.
The financial year runs from January to December. While the budget is not finalised until the
December meeting of Senate, in July of each year faculties make their budget requests for the
following year. In early December, the Administrative Council draws up a draft budget for
presentation to the Senate and conditional approval. This is submitted to the Ministry and
until April the university operates with the provisional budget as approved conditionally in
December. Should the university’s expenditure profile in the first quarter exceed the final
state allocation as confirmed in April, that overspend is deducted from the second quarter
allocation to the university. The team was interested to learn that the university operates a
“top slice” mechanism, whereby 15 per cent is deducted from each faculty’s budget allocation
for general management purposes and overheads. For the faculty of veterinary medicine, the
proportion is seven per cent.
From the documentation and data made available to the IEP team it was apparent that the
university’s revenue budget had peaked in 2008 and has declined since in real terms. In 2009
there was a sharp drop in research income, and tuition income has also declined over the
past four years. The university has also experienced a significant decrease in income from
private sources in relative terms. Inevitably, these uncertain circumstances have an impact on
the financial and wider strategic planning that UASVM undertakes. In the view of the team
this uncertainty should not be underestimated. Nevertheless, in the team’s judgement, if the
university is to meet future challenges, particularly in a situation where the state-funded unit
of resource continues to decline, and where opportunities for generating research income are
becoming more competitive, it will inevitably be faced with difficult choices in terms of
resource planning and budgeting. Accordingly, the IEP team considers that in its future
institutional decision-making the university should explore opportunities to use the annual
budgeting and resource allocation processes to steer change in relation to agreed strategic
planning priorities, perhaps by making use of its “top slice” mechanism. This consideration
informs the recommendation in section four regarding the future resourcing of research.

Governance and Institutional Decision-making at UASVM

2014-02-01T09:39:10Z

Admin: /* Governance, management and academic organisation */

==== Vision, Mission and General Context ====

The IEP team is confident that UASVM will continue to play a leading role in Romanian
society. However, from the perspective of the IEP team, this ambition needs to be viewed in
the context of the considerable constraints placed upon the university by its operating
environment, including financial unpredictability, a challenging socio-economic environment,
and national legal reforms. The team formed the view that this will present UASVM with
challenges and difficult choices as it plans for the future. This situation is acknowledged in the
UASVM SER and SWOT analysis where the university identifies the principal constraints and
threats as including: the low level of state funding, with limited recovery prospects; excessive
Romanian and European bureaucracy; unstable and unpredictable national legislation;
demographic decline; and poor economic forecasts.

From discussions with UASVM staff at all levels, the IEP team noted the various ways in which
such constraints impact on the day-to-day operation and future planning of the university.
The team therefore wishes to put forward its view that national bodies with responsibility for
higher education should take full account of the impact that the unpredictability in the
external policy and planning environment might potentially have on the ability of universities
to plan effectively in key strategic areas of operation. In summary, the IEP team notes that
this operational context will present UASVM with significant change management challenges
and difficult choices as it plans for the future under its new governance arrangements. In
seeking to overcome these constraints and challenges, and as it builds towards the future, the
IEP team encourages the university to be more outward-looking and to learn from best
institutional practices elsewhere in Europe.

===== Addressing future challenges =====

In addressing future challenges, the IEP team identifies six strategic priority areas for the
university:
* Governance, decision-making and planning;
* Learning and teaching
* Research
* Service to society
* Quality culture
* Internationalisation

==== Governance, management and academic organisation ====

The SER and other documentation made available to the IEP team provided an informative
picture of the present governance, organisational management, and strategic planning
arrangements at the university, together with helpful accounts of recently introduced
changes. When combined with the productive meetings held with university managers, staff,
and students, this enabled the team to understand the nature of these institutional
arrangements and the use made of them.

The university’s academic organisation is structured into seven faculties, each of which is
divided into two or three departments. The faculties are: agriculture; horticulture; animal
sciences; veterinary medicine; land reclamation and environment; biotechnology; and
management and economic engineering in agriculture and rural development. The faculties’
fifteen departments deliver a wide range of study specialisations, with a heavy emphasis on
vocationally-oriented study programmes, at Bachelors and Masters levels, structured
according to the Bologna cycles system. The university offers 24 programmes at Bachelors
level, 26 at Masters level and six at doctoral level. There are two doctoral schools, of which
one — the doctoral school for engineering and plant and animal resources management — is
interdisciplinary. The other is the doctoral school for veterinary medicine. During the past
fifteen years, the university has also developed a research institute and seven research
centres, some of which have a degree of legal and financial autonomy and are formally
accredited by the National Authority for Scientific Research (ANCS). The specialisms covered
by these entities are: microbial biotechnologies; applied biochemistry and biotechnology;
agro-food products; sustainable agriculture; integrated fruit growing; rural engineering and
environment; comparative oncology; animal diseases; animal production; and the
interdisciplinary laboratory for heavy metal study and food chain modelling. Together, the
research centres and the research institute are the principal focal points for generating
income through research. The centres undertake multi-disciplinary and inter-disciplinary
projects primarily, and are organised through drawing on the research expertise and
laboratory facilities of faculties and departments.

The most recent student data made available to the IEP team in part reflects the overall
demographic decline in Romanian society. The figures for 2012/2013 showed a total of
12,122 enrolled students, a significant decline from 2008/2009, when the number of
registered students stood at 17,675. While numbers for full-time Masters and Doctoral
student registrations are marginally up over that period, Bachelors registrations declined by
around 1 500. For part-time registrations, Masters and Doctoral registrations have
disappeared over the same five-year period, while Bachelors registrations have been
approximately halved from a figure of 4 663 in 2008/2009. Registrations for foreign students,
while low in any case, have declined from 105 to 78 over five years, and are largely at
Bachelors level. On a positive note, the IEP team learned that UASVM has recently been
awarded additional state-funded student places: 50 for Bachelor, 40 for Masters and 15 for
PhD. Other data made available to the team revealed a drop in staff numbers from 880 to 848
between 2008 and 2012 and, within this, a decline from 808 to 694 of legally constituted
teaching positions. The data shows a decline from 24.8 per cent, to 15.5 per cent, in tenured
teaching staff under the age of 35. Associate teaching staff levels declined from 228 to 181
over the same period. The team was informed that part of the background to these changes
is the situation arising from the 2008 financial crisis, following which restrictions were placed
on staff recruitment.

Alongside the constraints and uncertain external environment described above, UASVM has
managerial, administrative, and financial autonomy to manage and direct its own affairs. This
autonomy is exercised under the provisions of the University Charter, and according to the
regulations of the national education law of 2011. The latter regulates the conditions of the
university’s autonomy and public responsibilities. As the IEP team learned, financial
autonomy is itself constrained by the national economic conditions of Romania and the wider
region. The main sources of income for the university are the block grant it receives from the
state according to criteria primarily based on student numbers. The institutional contract
provides for core funding, for student scholarships, for the institutional development fund, as
well as some funding of investment objectives. This income is supplemented by income from
student tuition fees, and funding received through grants and research and project-related
sources, both national and private, and through involvement in EU projects. The university
also benefits from some income accrued from its ownership of various assets, including
agricultural properties and businesses. The team learned that, in common with other
Romanian universities, since 2009, when the National Authority for Scientific Research (ANCS)
suspended competitive research and development funding, the university’s financial
environment, and the scope for generating extra income, has become even more challenging
and restrictive. For example, the SER estimates that for 2012/2013, income from research
projects is not likely to exceed eight per cent of total revenue.

Since taking up his appointment in March 2012, the rector has worked within the new
governance structures to carry forward the plans set out in his Academic Management Plan
(February 2012), which forms the basis of his four-year mandate. As is described in the SER,
the rector is the legal representative of UASVM, and is also responsible for the university’s
executive management. The senior management team, re-constituted following the
appointment of the rector, includes four vice-rectors, approved by Senate on the
recommendation of the rector. They hold responsibilities, respectively, for: education and
quality management; research and innovation; students and internal and international
relations; and assets management. The senior management team, which meets on a weekly
basis as the Administrative Council, includes vice-rectors, deans of faculty, the general
administrative director and the student representative.

Since 2012, arrangements for university governance, management, and decision-making are
centred on the two principal bodies at the top of the organisation. These are the
Administrative Council, as described, and the University Senate. The president of the Senate
is elected by secret ballot. Membership of Senate, which meets on a monthly basis, includes
representation from all faculties, and its composition makes provision for 25 per cent student
representation. From the point of view of the functioning of the university’s organisational
structures and pattern of governance, the IEP team recognised the central importance of the
UASVM Senate. Its powers are extensive, and its deliberations include discussion and
approval of UASVM strategic plan, staffing matters, admissions and enrolment, external
relations, and general academic affairs. A significant feature of the business of the Senate is
the attention it gives to proposals received from the Administrative Council, regarding the
strategic and administrative affairs of the university. Senate is assisted in carrying out its
responsibilities through the work carried out by five Senate Commissions, or sub-committees.
These commissions are responsible, respectively, for: regulations, decisions and records;
education, research and quality; public image, and internal and international relations;
students and trades unions; and heritage and economic activities. They are mirrored on the
executive management side of the organisation by a group of councils, each one of which is
chaired by the relevant vice-rector. The IEP team learned that the university’s intention is for
there to be efficient interfaces between these operational management bodies, and the
deliberative and policy functions of the Senate Commissions.

In reflecting on these arrangements, from the IEP team’s perspective, of particular
importance for governance and management purposes is that according to the national legal
reforms of 2011 the university’s statutes require that the rector does not chair the Senate.
Further, neither the rector nor the faculty deans are eligible for membership of Senate,
though they may attend by invitation, as agreed by the President of the Senate. During
meetings and through reading institutional documentation, the IEP team explored the
workings of these arrangements more closely. The team formed the view that, while on one
level they provide for a deliberative role for the Senate and a management executive role for
the rector and Administrative Council, in reality the situation is more elaborate than this. As
the team understood it, as the rector is required to gain Senate approval for matters of
strategy and policy, together with ratification of decisions and proposals made by the
Administrative Council, this means that, in practice, the Senate is also able to act as a policymaking
forum or legislature. In the judgement of the IEP team, the Senate is therefore able to
influence management practices even though it has not been formed as a management body.
The team notes that these leadership and governance arrangements, including the position
and responsibilities of the rector and the composition and responsibilities of the Senate, are
still relatively new. The team had initial concerns that the new arrangements imposed by the
2011 national law may be a source of tension, including in the area of Senate/Rectorate
relations. But in the view of the team, it is too soon for their impact to be fully judged. The
balance of the team’s view, however, is that to date these changes have been received well
by the wider academic community of UASVM. In formulating this view, the team was advised
that it is an expectation of the new law that the Senate will support the Administrative
Council and the rector. Further, the team heard that Senate members (president, vicepresident,
and executive secretary) are invited to join meetings of the Administrative Council,
and that good communication links are in place between that body and the Senate.

The IEP team also took the opportunity to consider the deliberative and decision-making
bodies at faculty and department levels. Deans of faculty, who are appointed by the rector on
the recommendation of the faculty councils, are supported by vice-deans, with
responsibilities in each of three domains: education and quality; research and resources. The
governing body of each faculty is the Faculty Council, which has overall responsibility for
management of the faculty and each of its departments. These councils refer matters of
policy, strategy, and resources to the Administrative Council, as and when appropriate.
Department Councils are responsible for overseeing academic activities, research, and study
programmes within the department, and for making proposals to the Faculty Council. The
team noted that the Faculty Council includes representatives from each department in the
faculty, and also student members. Faculty councils are responsible for faculty development
and strategy, and appointments to teaching positions. They also have a responsibility for
allocation of budgets and resources to departments. The team was advised that both of these
bodies contain student representation in the same proportion as the higher committees, as
described above.

However, the team noted that this requirement for student representation and involvement
does not currently apply to the faculty permanent commissions, which act as faculty subcommittees
to the main faculty council in areas such as teaching and research, student
affairs, and quality. This means that, while students are represented on the faculty councils
they are not involved or represented on the permanent commission for Quality Evaluation
and Assurance (CQEA) at either faculty or department level. As a consequence, students do
not have direct access to the discussions and formal deliberations where student-related
issues and concerns are most likely to be raised. Nor do they have direct access to the
minutes of these meetings. In the view of the IEP team, this is a matter upon which the
university should reflect, with a view to rectifying this situation at an early opportunity.
Therefore, while noting the generally good opportunities for student representation and
involvement in university processes, the IEP team recommends that arrangements should be
put in place for student representation on faculty sub-committees and for the minutes of
these bodies to be made available to all students.

In looking across the governance and management arrangements described in the foregoing
discussion, particularly those at the top of the organisation, the IEP team took a close interest
in future prospects for strategic thinking, the effectiveness and quality of decision-making,
and the university’s capacity to influence and manage change. Here, the IEP team formed the
view that the future efficiency and effectiveness of the university’s governance is dependent
in no small measure on the extent to which Senate, the Administrative Council and the
Rectorate, which includes faculty deans, are able to communicate and cooperate on strategic
matters going forward. In connection with this, the team was conscious that UASVM faces
difficult challenges and choices going forward. To be able to meet these challenges, effective
strategic planning processes are essential to the success of the university. Further, from the
IEP team’s perspective, there is a distinct possibility that hard choices may need to be made
regarding resource-related matters. These issues are discussed next.

===== Strategic planning and organisational development =====

With the foregoing observations in mind, the IEP team wished to give due consideration to
arrangements for institutional and faculty strategic and operational planning, to the
university’s processes and mechanisms for monitoring progress in support of change
management and to resource allocation processes. The team concluded that while there are
encouraging features to these matters, there is room for improvement. The team has sought
to reflect on this perspective in some of their recommendations. In doing so, team members
fully acknowledge the challenges faced by UASVM in improving the quality of teaching, the
level of research, and the university’s external profile. The team recognises that given
financial constraints not all aspirations can be met and that this will entail careful strategic
decision-making and hard choices.
The IEP team noted that the Rector’s Operational Plan (2013) and institutional strategic
priorities for the immediate future due to be published in that document, were not available
at the time of the team’s visits. Therefore, the team were unable to assess fully how the
13
institutional development framework, and the extensive range of quite specific objectives set
out in the Rector’s Academic Management Plan (February, 2012), would be taken forward to
implementation and subsequent monitoring. The team was also interested in obtaining an
understanding of the linkages between institutional-level strategic and operational planning,
and planning at the faculty level. From the team’s perspective, this was an important aspect
of organisational coherence and cohesion in planning matters. This matter took on even more
significance in view of the rector’s stated commitment to securing a greater degree of
devolution to faculties on operational matters.
On close examination of both institutional level and faculty level strategic and operational
planning documentation, it was evident to the IEP team that although all such documents
contained clearly stated objectives, and made reference to “measures”, the targets that they
referred to did not have attached to them any values against which actual quantifiable
progress could in practice be measured. From the team’s perspective, the ability to monitor
performance is an essential ingredient of transparent and accountable strategic and
operational planning. Therefore, while the underpinning processes observed by the team,
whereby faculty plans were informed by input from the level of department and study
programmes, and while the Faculty Council sought to monitor progress of the faculty
operational plan on a three-monthly basis, it appeared to the team that the monitoring
mechanism was incomplete. Similarly, though the team had been unable to make a full
assessment of the Rector’s Operational Plan (2013), the evidence from the Academic
Management Plan (February 2012) would appear to point to a similar difficulty. Here, while
the university-level plan would be informed by inputs from faculty plans, the team was not
assured that specific values were being attached to the extensive lists of targets that were, in
practice, measurable only if they had values attached to them. On the basis of these findings,
the IEP team advises that in all strategic and operational plans, progress against planning
targets and indicators should be monitored through the use of quantifiable measures and
values.
The IEP team reflected further on additional aspects of strategic and operational planning
processes. The team heard that the university’s strategic and annual operating plans are
informed by input from each of the vice-rectors’ domains of responsibility and from faculties’
own strategic and operational plans. The Administrative Council plays a key role in drawing
this work together through coordinated discussions about all education and research matters.
The team noted that these discussions precede further discussion and approval by Senate.
From the perspective of the IEP team, and in light of earlier observations regarding the
desirability of close alignment in governance arrangements, it is essential that these bodies
work closely together. Therefore, to underpin the strategic direction of the university going
forward, the IEP team recommends that the Senate and Rectorate should take steps towards
securing greater collaboration across and between UASVM faculties on all matters of
university policy and strategy.

In reflecting on these planning matters, the IEP team wish to further encourage the greater
attention that is now being paid by UASVM to the importance of robust and timely data for
use in forward planning, at all levels of the organisation (for example, as is described in
Section 4, the team note the intention to improve centralised data in the area of research).
The team sought to assess the university’s current capacity and capability for collecting data
centrally, and for making such information widely available. The team gained the impression
that to a large extent, data is currently largely faculty-based and is not aligned with central
data needs. In the team’s view, data should be collected, made available and used at all
levels. Further, and in view of earlier observations on performance monitoring, there should
be a greater focus on connecting data collection with planning, thereby resulting in strategic
and operational planning which are more evidence-based and predicated on the use of data.
Accordingly, the team recommends that the university ensures that strategic and operational
planning are evidence-based and that use is made at all times of robust planning data and
management information.

===== Finance and resourcing =====

The team’s enquiries in this area led them to the view that there is a strong measure of
central oversight of budgetary and financial matters. This is exercised under the joint overall
authority of the University Senate and the Administrative Council. The latter body regularly
addresses finance and resource matters, including those raised by faculties, such as
acquisition requests. Such requests are approved by the general administrative director. The
team noted that annual budget allocations to faculties are largely based on historical
allocations and are linked to student numbers. The team was informed that one faculty which
is better placed financially can give loans to another faculty that is in need. Research centres
that generate income for projects are able to access the relevant funds awarded to them. The
team learned that the central university budget is used to support the library and other
student-related services.
The rector, vice-rector (assets management), the Administrative Council, and the University
Senate are supported on matters of finance and administration by the general administrative
director. That post-holder is responsible for managing financial accounting and other
resource-related matters. In budgetary matters, the Budget and Finance Commission is under
the supervision of the vice-rector. As noted earlier, while it is the rector who is the
university’s legally recognised signatory in financial matters, for financial governance
purposes the University Senate takes the main decisions regarding approval of the UASVM
financial strategy, the annual budget, and the allocation of resources. The rector is
responsible for managing the implementation of the Senate’s decisions, and for ensuring that
the financial activities of faculties are monitored. The team was advised that all financial
15
activities are subject to internal and external auditing, the latter by the Romanian Court of
Accounts.
The financial year runs from January to December. While the budget is not finalised until the
December meeting of Senate, in July of each year faculties make their budget requests for the
following year. In early December, the Administrative Council draws up a draft budget for
presentation to the Senate and conditional approval. This is submitted to the Ministry and
until April the university operates with the provisional budget as approved conditionally in
December. Should the university’s expenditure profile in the first quarter exceed the final
state allocation as confirmed in April, that overspend is deducted from the second quarter
allocation to the university. The team was interested to learn that the university operates a
“top slice” mechanism, whereby 15 per cent is deducted from each faculty’s budget allocation
for general management purposes and overheads. For the faculty of veterinary medicine, the
proportion is seven per cent.
From the documentation and data made available to the IEP team it was apparent that the
university’s revenue budget had peaked in 2008 and has declined since in real terms. In 2009
there was a sharp drop in research income, and tuition income has also declined over the
past four years. The university has also experienced a significant decrease in income from
private sources in relative terms. Inevitably, these uncertain circumstances have an impact on
the financial and wider strategic planning that UASVM undertakes. In the view of the team
this uncertainty should not be underestimated. Nevertheless, in the team’s judgement, if the
university is to meet future challenges, particularly in a situation where the state-funded unit
of resource continues to decline, and where opportunities for generating research income are
becoming more competitive, it will inevitably be faced with difficult choices in terms of
resource planning and budgeting. Accordingly, the IEP team considers that in its future
institutional decision-making the university should explore opportunities to use the annual
budgeting and resource allocation processes to steer change in relation to agreed strategic
planning priorities, perhaps by making use of its “top slice” mechanism. This consideration
informs the recommendation in section four regarding the future resourcing of research.

Governance and Institutional Decision-making at UASVM

2014-02-01T09:36:11Z

Admin: /* Addressing future challenges */

==== Vision, Mission and General Context ====

The IEP team is confident that UASVM will continue to play a leading role in Romanian
society. However, from the perspective of the IEP team, this ambition needs to be viewed in
the context of the considerable constraints placed upon the university by its operating
environment, including financial unpredictability, a challenging socio-economic environment,
and national legal reforms. The team formed the view that this will present UASVM with
challenges and difficult choices as it plans for the future. This situation is acknowledged in the
UASVM SER and SWOT analysis where the university identifies the principal constraints and
threats as including: the low level of state funding, with limited recovery prospects; excessive
Romanian and European bureaucracy; unstable and unpredictable national legislation;
demographic decline; and poor economic forecasts.

From discussions with UASVM staff at all levels, the IEP team noted the various ways in which
such constraints impact on the day-to-day operation and future planning of the university.
The team therefore wishes to put forward its view that national bodies with responsibility for
higher education should take full account of the impact that the unpredictability in the
external policy and planning environment might potentially have on the ability of universities
to plan effectively in key strategic areas of operation. In summary, the IEP team notes that
this operational context will present UASVM with significant change management challenges
and difficult choices as it plans for the future under its new governance arrangements. In
seeking to overcome these constraints and challenges, and as it builds towards the future, the
IEP team encourages the university to be more outward-looking and to learn from best
institutional practices elsewhere in Europe.

===== Addressing future challenges =====

In addressing future challenges, the IEP team identifies six strategic priority areas for the
university:
* Governance, decision-making and planning;
* Learning and teaching
* Research
* Service to society
* Quality culture
* Internationalisation

===== Governance, management and academic organisation =====

The SER and other documentation made available to the IEP team provided an informative
picture of the present governance, organisational management, and strategic planning
arrangements at the university, together with helpful accounts of recently introduced
changes. When combined with the productive meetings held with university managers, staff,
and students, this enabled the team to understand the nature of these institutional
arrangements and the use made of them.
The university’s academic organisation is structured into seven faculties, each of which is
divided into two or three departments. The faculties are: agriculture; horticulture; animal
sciences; veterinary medicine; land reclamation and environment; biotechnology; and
management and economic engineering in agriculture and rural development. The faculties’
fifteen departments deliver a wide range of study specialisations, with a heavy emphasis on
vocationally-oriented study programmes, at Bachelors and Masters levels, structured
according to the Bologna cycles system. The university offers 24 programmes at Bachelors
level, 26 at Masters level and six at doctoral level. There are two doctoral schools, of which
one — the doctoral school for engineering and plant and animal resources management — is
interdisciplinary. The other is the doctoral school for veterinary medicine. During the past
fifteen years, the university has also developed a research institute and seven research
centres, some of which have a degree of legal and financial autonomy and are formally
accredited by the National Authority for Scientific Research (ANCS). The specialisms covered
by these entities are: microbial biotechnologies; applied biochemistry and biotechnology;
agro-food products; sustainable agriculture; integrated fruit growing; rural engineering and
environment; comparative oncology; animal diseases; animal production; and the
interdisciplinary laboratory for heavy metal study and food chain modelling. Together, the
9
research centres and the research institute are the principal focal points for generating
income through research. The centres undertake multi-disciplinary and inter-disciplinary
projects primarily, and are organised through drawing on the research expertise and
laboratory facilities of faculties and departments.
The most recent student data made available to the IEP team in part reflects the overall
demographic decline in Romanian society. The figures for 2012/2013 showed a total of
12,122 enrolled students, a significant decline from 2008/2009, when the number of
registered students stood at 17,675. While numbers for full-time Masters and Doctoral
student registrations are marginally up over that period, Bachelors registrations declined by
around 1 500. For part-time registrations, Masters and Doctoral registrations have
disappeared over the same five-year period, while Bachelors registrations have been
approximately halved from a figure of 4 663 in 2008/2009. Registrations for foreign students,
while low in any case, have declined from 105 to 78 over five years, and are largely at
Bachelors level. On a positive note, the IEP team learned that UASVM has recently been
awarded additional state-funded student places: 50 for Bachelor, 40 for Masters and 15 for
PhD. Other data made available to the team revealed a drop in staff numbers from 880 to 848
between 2008 and 2012 and, within this, a decline from 808 to 694 of legally constituted
teaching positions. The data shows a decline from 24.8 per cent, to 15.5 per cent, in tenured
teaching staff under the age of 35. Associate teaching staff levels declined from 228 to 181
over the same period. The team was informed that part of the background to these changes
is the situation arising from the 2008 financial crisis, following which restrictions were placed
on staff recruitment.
Alongside the constraints and uncertain external environment described above, UASVM has
managerial, administrative, and financial autonomy to manage and direct its own affairs. This
autonomy is exercised under the provisions of the University Charter, and according to the
regulations of the national education law of 2011. The latter regulates the conditions of the
university’s autonomy and public responsibilities. As the IEP team learned, financial
autonomy is itself constrained by the national economic conditions of Romania and the wider
region. The main sources of income for the university are the block grant it receives from the
state according to criteria primarily based on student numbers. The institutional contract
provides for core funding, for student scholarships, for the institutional development fund, as
well as some funding of investment objectives. This income is supplemented by income from
student tuition fees, and funding received through grants and research and project-related
sources, both national and private, and through involvement in EU projects. The university
also benefits from some income accrued from its ownership of various assets, including
agricultural properties and businesses. The team learned that, in common with other
Romanian universities, since 2009, when the National Authority for Scientific Research (ANCS)
suspended competitive research and development funding, the university’s financial
environment, and the scope for generating extra income, has become even more challenging
10
and restrictive. For example, the SER estimates that for 2012/2013, income from research
projects is not likely to exceed eight per cent of total revenue.
Since taking up his appointment in March 2012, the rector has worked within the new
governance structures to carry forward the plans set out in his Academic Management Plan
(February 2012), which forms the basis of his four-year mandate. As is described in the SER,
the rector is the legal representative of UASVM, and is also responsible for the university’s
executive management. The senior management team, re-constituted following the
appointment of the rector, includes four vice-rectors, approved by Senate on the
recommendation of the rector. They hold responsibilities, respectively, for: education and
quality management; research and innovation; students and internal and international
relations; and assets management. The senior management team, which meets on a weekly
basis as the Administrative Council, includes vice-rectors, deans of faculty, the general
administrative director and the student representative.
Since 2012, arrangements for university governance, management, and decision-making are
centred on the two principal bodies at the top of the organisation. These are the
Administrative Council, as described, and the University Senate. The president of the Senate
is elected by secret ballot. Membership of Senate, which meets on a monthly basis, includes
representation from all faculties, and its composition makes provision for 25 per cent student
representation. From the point of view of the functioning of the university’s organisational
structures and pattern of governance, the IEP team recognised the central importance of the
UASVM Senate. Its powers are extensive, and its deliberations include discussion and
approval of UASVM strategic plan, staffing matters, admissions and enrolment, external
relations, and general academic affairs. A significant feature of the business of the Senate is
the attention it gives to proposals received from the Administrative Council, regarding the
strategic and administrative affairs of the university. Senate is assisted in carrying out its
responsibilities through the work carried out by five Senate Commissions, or sub-committees.
These commissions are responsible, respectively, for: regulations, decisions and records;
education, research and quality; public image, and internal and international relations;
students and trades unions; and heritage and economic activities. They are mirrored on the
executive management side of the organisation by a group of councils, each one of which is
chaired by the relevant vice-rector. The IEP team learned that the university’s intention is for
there to be efficient interfaces between these operational management bodies, and the
deliberative and policy functions of the Senate Commissions.
In reflecting on these arrangements, from the IEP team’s perspective, of particular
importance for governance and management purposes is that according to the national legal
reforms of 2011 the university’s statutes require that the rector does not chair the Senate.
Further, neither the rector nor the faculty deans are eligible for membership of Senate,
though they may attend by invitation, as agreed by the President of the Senate. During
11
meetings and through reading institutional documentation, the IEP team explored the
workings of these arrangements more closely. The team formed the view that, while on one
level they provide for a deliberative role for the Senate and a management executive role for
the rector and Administrative Council, in reality the situation is more elaborate than this. As
the team understood it, as the rector is required to gain Senate approval for matters of
strategy and policy, together with ratification of decisions and proposals made by the
Administrative Council, this means that, in practice, the Senate is also able to act as a policymaking
forum or legislature. In the judgement of the IEP team, the Senate is therefore able to
influence management practices even though it has not been formed as a management body.
The team notes that these leadership and governance arrangements, including the position
and responsibilities of the rector and the composition and responsibilities of the Senate, are
still relatively new. The team had initial concerns that the new arrangements imposed by the
2011 national law may be a source of tension, including in the area of Senate/Rectorate
relations. But in the view of the team, it is too soon for their impact to be fully judged. The
balance of the team’s view, however, is that to date these changes have been received well
by the wider academic community of UASVM. In formulating this view, the team was advised
that it is an expectation of the new law that the Senate will support the Administrative
Council and the rector. Further, the team heard that Senate members (president, vicepresident,
and executive secretary) are invited to join meetings of the Administrative Council,
and that good communication links are in place between that body and the Senate.
The IEP team also took the opportunity to consider the deliberative and decision-making
bodies at faculty and department levels. Deans of faculty, who are appointed by the rector on
the recommendation of the faculty councils, are supported by vice-deans, with
responsibilities in each of three domains: education and quality; research and resources. The
governing body of each faculty is the Faculty Council, which has overall responsibility for
management of the faculty and each of its departments. These councils refer matters of
policy, strategy, and resources to the Administrative Council, as and when appropriate.
Department Councils are responsible for overseeing academic activities, research, and study
programmes within the department, and for making proposals to the Faculty Council. The
team noted that the Faculty Council includes representatives from each department in the
faculty, and also student members. Faculty councils are responsible for faculty development
and strategy, and appointments to teaching positions. They also have a responsibility for
allocation of budgets and resources to departments. The team was advised that both of these
bodies contain student representation in the same proportion as the higher committees, as
described above.
However, the team noted that this requirement for student representation and involvement
does not currently apply to the faculty permanent commissions, which act as faculty subcommittees
to the main faculty council in areas such as teaching and research, student
12
affairs, and quality. This means that, while students are represented on the faculty councils
they are not involved or represented on the permanent commission for Quality Evaluation
and Assurance (CQEA) at either faculty or department level. As a consequence, students do
not have direct access to the discussions and formal deliberations where student-related
issues and concerns are most likely to be raised. Nor do they have direct access to the
minutes of these meetings. In the view of the IEP team, this is a matter upon which the
university should reflect, with a view to rectifying this situation at an early opportunity.
Therefore, while noting the generally good opportunities for student representation and
involvement in university processes, the IEP team recommends that arrangements should be
put in place for student representation on faculty sub-committees and for the minutes of
these bodies to be made available to all students.
In looking across the governance and management arrangements described in the foregoing
discussion, particularly those at the top of the organisation, the IEP team took a close interest
in future prospects for strategic thinking, the effectiveness and quality of decision-making,
and the university’s capacity to influence and manage change. Here, the IEP team formed the
view that the future efficiency and effectiveness of the university’s governance is dependent
in no small measure on the extent to which Senate, the Administrative Council and the
Rectorate, which includes faculty deans, are able to communicate and cooperate on strategic
matters going forward. In connection with this, the team was conscious that UASVM faces
difficult challenges and choices going forward. To be able to meet these challenges, effective
strategic planning processes are essential to the success of the university. Further, from the
IEP team’s perspective, there is a distinct possibility that hard choices may need to be made
regarding resource-related matters. These issues are discussed next.

===== Strategic planning and organisational development =====

With the foregoing observations in mind, the IEP team wished to give due consideration to
arrangements for institutional and faculty strategic and operational planning, to the
university’s processes and mechanisms for monitoring progress in support of change
management and to resource allocation processes. The team concluded that while there are
encouraging features to these matters, there is room for improvement. The team has sought
to reflect on this perspective in some of their recommendations. In doing so, team members
fully acknowledge the challenges faced by UASVM in improving the quality of teaching, the
level of research, and the university’s external profile. The team recognises that given
financial constraints not all aspirations can be met and that this will entail careful strategic
decision-making and hard choices.
The IEP team noted that the Rector’s Operational Plan (2013) and institutional strategic
priorities for the immediate future due to be published in that document, were not available
at the time of the team’s visits. Therefore, the team were unable to assess fully how the
13
institutional development framework, and the extensive range of quite specific objectives set
out in the Rector’s Academic Management Plan (February, 2012), would be taken forward to
implementation and subsequent monitoring. The team was also interested in obtaining an
understanding of the linkages between institutional-level strategic and operational planning,
and planning at the faculty level. From the team’s perspective, this was an important aspect
of organisational coherence and cohesion in planning matters. This matter took on even more
significance in view of the rector’s stated commitment to securing a greater degree of
devolution to faculties on operational matters.
On close examination of both institutional level and faculty level strategic and operational
planning documentation, it was evident to the IEP team that although all such documents
contained clearly stated objectives, and made reference to “measures”, the targets that they
referred to did not have attached to them any values against which actual quantifiable
progress could in practice be measured. From the team’s perspective, the ability to monitor
performance is an essential ingredient of transparent and accountable strategic and
operational planning. Therefore, while the underpinning processes observed by the team,
whereby faculty plans were informed by input from the level of department and study
programmes, and while the Faculty Council sought to monitor progress of the faculty
operational plan on a three-monthly basis, it appeared to the team that the monitoring
mechanism was incomplete. Similarly, though the team had been unable to make a full
assessment of the Rector’s Operational Plan (2013), the evidence from the Academic
Management Plan (February 2012) would appear to point to a similar difficulty. Here, while
the university-level plan would be informed by inputs from faculty plans, the team was not
assured that specific values were being attached to the extensive lists of targets that were, in
practice, measurable only if they had values attached to them. On the basis of these findings,
the IEP team advises that in all strategic and operational plans, progress against planning
targets and indicators should be monitored through the use of quantifiable measures and
values.
The IEP team reflected further on additional aspects of strategic and operational planning
processes. The team heard that the university’s strategic and annual operating plans are
informed by input from each of the vice-rectors’ domains of responsibility and from faculties’
own strategic and operational plans. The Administrative Council plays a key role in drawing
this work together through coordinated discussions about all education and research matters.
The team noted that these discussions precede further discussion and approval by Senate.
From the perspective of the IEP team, and in light of earlier observations regarding the
desirability of close alignment in governance arrangements, it is essential that these bodies
work closely together. Therefore, to underpin the strategic direction of the university going
forward, the IEP team recommends that the Senate and Rectorate should take steps towards
securing greater collaboration across and between UASVM faculties on all matters of
university policy and strategy.

In reflecting on these planning matters, the IEP team wish to further encourage the greater
attention that is now being paid by UASVM to the importance of robust and timely data for
use in forward planning, at all levels of the organisation (for example, as is described in
Section 4, the team note the intention to improve centralised data in the area of research).
The team sought to assess the university’s current capacity and capability for collecting data
centrally, and for making such information widely available. The team gained the impression
that to a large extent, data is currently largely faculty-based and is not aligned with central
data needs. In the team’s view, data should be collected, made available and used at all
levels. Further, and in view of earlier observations on performance monitoring, there should
be a greater focus on connecting data collection with planning, thereby resulting in strategic
and operational planning which are more evidence-based and predicated on the use of data.
Accordingly, the team recommends that the university ensures that strategic and operational
planning are evidence-based and that use is made at all times of robust planning data and
management information.

===== Finance and resourcing =====

The team’s enquiries in this area led them to the view that there is a strong measure of
central oversight of budgetary and financial matters. This is exercised under the joint overall
authority of the University Senate and the Administrative Council. The latter body regularly
addresses finance and resource matters, including those raised by faculties, such as
acquisition requests. Such requests are approved by the general administrative director. The
team noted that annual budget allocations to faculties are largely based on historical
allocations and are linked to student numbers. The team was informed that one faculty which
is better placed financially can give loans to another faculty that is in need. Research centres
that generate income for projects are able to access the relevant funds awarded to them. The
team learned that the central university budget is used to support the library and other
student-related services.
The rector, vice-rector (assets management), the Administrative Council, and the University
Senate are supported on matters of finance and administration by the general administrative
director. That post-holder is responsible for managing financial accounting and other
resource-related matters. In budgetary matters, the Budget and Finance Commission is under
the supervision of the vice-rector. As noted earlier, while it is the rector who is the
university’s legally recognised signatory in financial matters, for financial governance
purposes the University Senate takes the main decisions regarding approval of the UASVM
financial strategy, the annual budget, and the allocation of resources. The rector is
responsible for managing the implementation of the Senate’s decisions, and for ensuring that
the financial activities of faculties are monitored. The team was advised that all financial
15
activities are subject to internal and external auditing, the latter by the Romanian Court of
Accounts.
The financial year runs from January to December. While the budget is not finalised until the
December meeting of Senate, in July of each year faculties make their budget requests for the
following year. In early December, the Administrative Council draws up a draft budget for
presentation to the Senate and conditional approval. This is submitted to the Ministry and
until April the university operates with the provisional budget as approved conditionally in
December. Should the university’s expenditure profile in the first quarter exceed the final
state allocation as confirmed in April, that overspend is deducted from the second quarter
allocation to the university. The team was interested to learn that the university operates a
“top slice” mechanism, whereby 15 per cent is deducted from each faculty’s budget allocation
for general management purposes and overheads. For the faculty of veterinary medicine, the
proportion is seven per cent.
From the documentation and data made available to the IEP team it was apparent that the
university’s revenue budget had peaked in 2008 and has declined since in real terms. In 2009
there was a sharp drop in research income, and tuition income has also declined over the
past four years. The university has also experienced a significant decrease in income from
private sources in relative terms. Inevitably, these uncertain circumstances have an impact on
the financial and wider strategic planning that UASVM undertakes. In the view of the team
this uncertainty should not be underestimated. Nevertheless, in the team’s judgement, if the
university is to meet future challenges, particularly in a situation where the state-funded unit
of resource continues to decline, and where opportunities for generating research income are
becoming more competitive, it will inevitably be faced with difficult choices in terms of
resource planning and budgeting. Accordingly, the IEP team considers that in its future
institutional decision-making the university should explore opportunities to use the annual
budgeting and resource allocation processes to steer change in relation to agreed strategic
planning priorities, perhaps by making use of its “top slice” mechanism. This consideration
informs the recommendation in section four regarding the future resourcing of research.

Governance and Institutional Decision-making at UASVM

2014-02-01T09:34:24Z

Admin: /* Vision, Mission and General Context */

==== Vision, Mission and General Context ====

The IEP team is confident that UASVM will continue to play a leading role in Romanian
society. However, from the perspective of the IEP team, this ambition needs to be viewed in
the context of the considerable constraints placed upon the university by its operating
environment, including financial unpredictability, a challenging socio-economic environment,
and national legal reforms. The team formed the view that this will present UASVM with
challenges and difficult choices as it plans for the future. This situation is acknowledged in the
UASVM SER and SWOT analysis where the university identifies the principal constraints and
threats as including: the low level of state funding, with limited recovery prospects; excessive
Romanian and European bureaucracy; unstable and unpredictable national legislation;
demographic decline; and poor economic forecasts.

From discussions with UASVM staff at all levels, the IEP team noted the various ways in which
such constraints impact on the day-to-day operation and future planning of the university.
The team therefore wishes to put forward its view that national bodies with responsibility for
higher education should take full account of the impact that the unpredictability in the
external policy and planning environment might potentially have on the ability of universities
to plan effectively in key strategic areas of operation. In summary, the IEP team notes that
this operational context will present UASVM with significant change management challenges
and difficult choices as it plans for the future under its new governance arrangements. In
seeking to overcome these constraints and challenges, and as it builds towards the future, the
IEP team encourages the university to be more outward-looking and to learn from best
institutional practices elsewhere in Europe.

==== Addressing future challenges ====

In addressing future challenges, the IEP team identifies six strategic priority areas for the
university:
 Governance, decision-making and planning;
 Learning and teaching
 Research
 Service to society
 Quality culture
 Internationalisation

===== Governance, management and academic organisation =====

The SER and other documentation made available to the IEP team provided an informative
picture of the present governance, organisational management, and strategic planning
arrangements at the university, together with helpful accounts of recently introduced
changes. When combined with the productive meetings held with university managers, staff,
and students, this enabled the team to understand the nature of these institutional
arrangements and the use made of them.
The university’s academic organisation is structured into seven faculties, each of which is
divided into two or three departments. The faculties are: agriculture; horticulture; animal
sciences; veterinary medicine; land reclamation and environment; biotechnology; and
management and economic engineering in agriculture and rural development. The faculties’
fifteen departments deliver a wide range of study specialisations, with a heavy emphasis on
vocationally-oriented study programmes, at Bachelors and Masters levels, structured
according to the Bologna cycles system. The university offers 24 programmes at Bachelors
level, 26 at Masters level and six at doctoral level. There are two doctoral schools, of which
one — the doctoral school for engineering and plant and animal resources management — is
interdisciplinary. The other is the doctoral school for veterinary medicine. During the past
fifteen years, the university has also developed a research institute and seven research
centres, some of which have a degree of legal and financial autonomy and are formally
accredited by the National Authority for Scientific Research (ANCS). The specialisms covered
by these entities are: microbial biotechnologies; applied biochemistry and biotechnology;
agro-food products; sustainable agriculture; integrated fruit growing; rural engineering and
environment; comparative oncology; animal diseases; animal production; and the
interdisciplinary laboratory for heavy metal study and food chain modelling. Together, the
9
research centres and the research institute are the principal focal points for generating
income through research. The centres undertake multi-disciplinary and inter-disciplinary
projects primarily, and are organised through drawing on the research expertise and
laboratory facilities of faculties and departments.
The most recent student data made available to the IEP team in part reflects the overall
demographic decline in Romanian society. The figures for 2012/2013 showed a total of
12,122 enrolled students, a significant decline from 2008/2009, when the number of
registered students stood at 17,675. While numbers for full-time Masters and Doctoral
student registrations are marginally up over that period, Bachelors registrations declined by
around 1 500. For part-time registrations, Masters and Doctoral registrations have
disappeared over the same five-year period, while Bachelors registrations have been
approximately halved from a figure of 4 663 in 2008/2009. Registrations for foreign students,
while low in any case, have declined from 105 to 78 over five years, and are largely at
Bachelors level. On a positive note, the IEP team learned that UASVM has recently been
awarded additional state-funded student places: 50 for Bachelor, 40 for Masters and 15 for
PhD. Other data made available to the team revealed a drop in staff numbers from 880 to 848
between 2008 and 2012 and, within this, a decline from 808 to 694 of legally constituted
teaching positions. The data shows a decline from 24.8 per cent, to 15.5 per cent, in tenured
teaching staff under the age of 35. Associate teaching staff levels declined from 228 to 181
over the same period. The team was informed that part of the background to these changes
is the situation arising from the 2008 financial crisis, following which restrictions were placed
on staff recruitment.
Alongside the constraints and uncertain external environment described above, UASVM has
managerial, administrative, and financial autonomy to manage and direct its own affairs. This
autonomy is exercised under the provisions of the University Charter, and according to the
regulations of the national education law of 2011. The latter regulates the conditions of the
university’s autonomy and public responsibilities. As the IEP team learned, financial
autonomy is itself constrained by the national economic conditions of Romania and the wider
region. The main sources of income for the university are the block grant it receives from the
state according to criteria primarily based on student numbers. The institutional contract
provides for core funding, for student scholarships, for the institutional development fund, as
well as some funding of investment objectives. This income is supplemented by income from
student tuition fees, and funding received through grants and research and project-related
sources, both national and private, and through involvement in EU projects. The university
also benefits from some income accrued from its ownership of various assets, including
agricultural properties and businesses. The team learned that, in common with other
Romanian universities, since 2009, when the National Authority for Scientific Research (ANCS)
suspended competitive research and development funding, the university’s financial
environment, and the scope for generating extra income, has become even more challenging
10
and restrictive. For example, the SER estimates that for 2012/2013, income from research
projects is not likely to exceed eight per cent of total revenue.
Since taking up his appointment in March 2012, the rector has worked within the new
governance structures to carry forward the plans set out in his Academic Management Plan
(February 2012), which forms the basis of his four-year mandate. As is described in the SER,
the rector is the legal representative of UASVM, and is also responsible for the university’s
executive management. The senior management team, re-constituted following the
appointment of the rector, includes four vice-rectors, approved by Senate on the
recommendation of the rector. They hold responsibilities, respectively, for: education and
quality management; research and innovation; students and internal and international
relations; and assets management. The senior management team, which meets on a weekly
basis as the Administrative Council, includes vice-rectors, deans of faculty, the general
administrative director and the student representative.
Since 2012, arrangements for university governance, management, and decision-making are
centred on the two principal bodies at the top of the organisation. These are the
Administrative Council, as described, and the University Senate. The president of the Senate
is elected by secret ballot. Membership of Senate, which meets on a monthly basis, includes
representation from all faculties, and its composition makes provision for 25 per cent student
representation. From the point of view of the functioning of the university’s organisational
structures and pattern of governance, the IEP team recognised the central importance of the
UASVM Senate. Its powers are extensive, and its deliberations include discussion and
approval of UASVM strategic plan, staffing matters, admissions and enrolment, external
relations, and general academic affairs. A significant feature of the business of the Senate is
the attention it gives to proposals received from the Administrative Council, regarding the
strategic and administrative affairs of the university. Senate is assisted in carrying out its
responsibilities through the work carried out by five Senate Commissions, or sub-committees.
These commissions are responsible, respectively, for: regulations, decisions and records;
education, research and quality; public image, and internal and international relations;
students and trades unions; and heritage and economic activities. They are mirrored on the
executive management side of the organisation by a group of councils, each one of which is
chaired by the relevant vice-rector. The IEP team learned that the university’s intention is for
there to be efficient interfaces between these operational management bodies, and the
deliberative and policy functions of the Senate Commissions.
In reflecting on these arrangements, from the IEP team’s perspective, of particular
importance for governance and management purposes is that according to the national legal
reforms of 2011 the university’s statutes require that the rector does not chair the Senate.
Further, neither the rector nor the faculty deans are eligible for membership of Senate,
though they may attend by invitation, as agreed by the President of the Senate. During
11
meetings and through reading institutional documentation, the IEP team explored the
workings of these arrangements more closely. The team formed the view that, while on one
level they provide for a deliberative role for the Senate and a management executive role for
the rector and Administrative Council, in reality the situation is more elaborate than this. As
the team understood it, as the rector is required to gain Senate approval for matters of
strategy and policy, together with ratification of decisions and proposals made by the
Administrative Council, this means that, in practice, the Senate is also able to act as a policymaking
forum or legislature. In the judgement of the IEP team, the Senate is therefore able to
influence management practices even though it has not been formed as a management body.
The team notes that these leadership and governance arrangements, including the position
and responsibilities of the rector and the composition and responsibilities of the Senate, are
still relatively new. The team had initial concerns that the new arrangements imposed by the
2011 national law may be a source of tension, including in the area of Senate/Rectorate
relations. But in the view of the team, it is too soon for their impact to be fully judged. The
balance of the team’s view, however, is that to date these changes have been received well
by the wider academic community of UASVM. In formulating this view, the team was advised
that it is an expectation of the new law that the Senate will support the Administrative
Council and the rector. Further, the team heard that Senate members (president, vicepresident,
and executive secretary) are invited to join meetings of the Administrative Council,
and that good communication links are in place between that body and the Senate.
The IEP team also took the opportunity to consider the deliberative and decision-making
bodies at faculty and department levels. Deans of faculty, who are appointed by the rector on
the recommendation of the faculty councils, are supported by vice-deans, with
responsibilities in each of three domains: education and quality; research and resources. The
governing body of each faculty is the Faculty Council, which has overall responsibility for
management of the faculty and each of its departments. These councils refer matters of
policy, strategy, and resources to the Administrative Council, as and when appropriate.
Department Councils are responsible for overseeing academic activities, research, and study
programmes within the department, and for making proposals to the Faculty Council. The
team noted that the Faculty Council includes representatives from each department in the
faculty, and also student members. Faculty councils are responsible for faculty development
and strategy, and appointments to teaching positions. They also have a responsibility for
allocation of budgets and resources to departments. The team was advised that both of these
bodies contain student representation in the same proportion as the higher committees, as
described above.
However, the team noted that this requirement for student representation and involvement
does not currently apply to the faculty permanent commissions, which act as faculty subcommittees
to the main faculty council in areas such as teaching and research, student
12
affairs, and quality. This means that, while students are represented on the faculty councils
they are not involved or represented on the permanent commission for Quality Evaluation
and Assurance (CQEA) at either faculty or department level. As a consequence, students do
not have direct access to the discussions and formal deliberations where student-related
issues and concerns are most likely to be raised. Nor do they have direct access to the
minutes of these meetings. In the view of the IEP team, this is a matter upon which the
university should reflect, with a view to rectifying this situation at an early opportunity.
Therefore, while noting the generally good opportunities for student representation and
involvement in university processes, the IEP team recommends that arrangements should be
put in place for student representation on faculty sub-committees and for the minutes of
these bodies to be made available to all students.
In looking across the governance and management arrangements described in the foregoing
discussion, particularly those at the top of the organisation, the IEP team took a close interest
in future prospects for strategic thinking, the effectiveness and quality of decision-making,
and the university’s capacity to influence and manage change. Here, the IEP team formed the
view that the future efficiency and effectiveness of the university’s governance is dependent
in no small measure on the extent to which Senate, the Administrative Council and the
Rectorate, which includes faculty deans, are able to communicate and cooperate on strategic
matters going forward. In connection with this, the team was conscious that UASVM faces
difficult challenges and choices going forward. To be able to meet these challenges, effective
strategic planning processes are essential to the success of the university. Further, from the
IEP team’s perspective, there is a distinct possibility that hard choices may need to be made
regarding resource-related matters. These issues are discussed next.

===== Strategic planning and organisational development =====

With the foregoing observations in mind, the IEP team wished to give due consideration to
arrangements for institutional and faculty strategic and operational planning, to the
university’s processes and mechanisms for monitoring progress in support of change
management and to resource allocation processes. The team concluded that while there are
encouraging features to these matters, there is room for improvement. The team has sought
to reflect on this perspective in some of their recommendations. In doing so, team members
fully acknowledge the challenges faced by UASVM in improving the quality of teaching, the
level of research, and the university’s external profile. The team recognises that given
financial constraints not all aspirations can be met and that this will entail careful strategic
decision-making and hard choices.
The IEP team noted that the Rector’s Operational Plan (2013) and institutional strategic
priorities for the immediate future due to be published in that document, were not available
at the time of the team’s visits. Therefore, the team were unable to assess fully how the
13
institutional development framework, and the extensive range of quite specific objectives set
out in the Rector’s Academic Management Plan (February, 2012), would be taken forward to
implementation and subsequent monitoring. The team was also interested in obtaining an
understanding of the linkages between institutional-level strategic and operational planning,
and planning at the faculty level. From the team’s perspective, this was an important aspect
of organisational coherence and cohesion in planning matters. This matter took on even more
significance in view of the rector’s stated commitment to securing a greater degree of
devolution to faculties on operational matters.
On close examination of both institutional level and faculty level strategic and operational
planning documentation, it was evident to the IEP team that although all such documents
contained clearly stated objectives, and made reference to “measures”, the targets that they
referred to did not have attached to them any values against which actual quantifiable
progress could in practice be measured. From the team’s perspective, the ability to monitor
performance is an essential ingredient of transparent and accountable strategic and
operational planning. Therefore, while the underpinning processes observed by the team,
whereby faculty plans were informed by input from the level of department and study
programmes, and while the Faculty Council sought to monitor progress of the faculty
operational plan on a three-monthly basis, it appeared to the team that the monitoring
mechanism was incomplete. Similarly, though the team had been unable to make a full
assessment of the Rector’s Operational Plan (2013), the evidence from the Academic
Management Plan (February 2012) would appear to point to a similar difficulty. Here, while
the university-level plan would be informed by inputs from faculty plans, the team was not
assured that specific values were being attached to the extensive lists of targets that were, in
practice, measurable only if they had values attached to them. On the basis of these findings,
the IEP team advises that in all strategic and operational plans, progress against planning
targets and indicators should be monitored through the use of quantifiable measures and
values.
The IEP team reflected further on additional aspects of strategic and operational planning
processes. The team heard that the university’s strategic and annual operating plans are
informed by input from each of the vice-rectors’ domains of responsibility and from faculties’
own strategic and operational plans. The Administrative Council plays a key role in drawing
this work together through coordinated discussions about all education and research matters.
The team noted that these discussions precede further discussion and approval by Senate.
From the perspective of the IEP team, and in light of earlier observations regarding the
desirability of close alignment in governance arrangements, it is essential that these bodies
work closely together. Therefore, to underpin the strategic direction of the university going
forward, the IEP team recommends that the Senate and Rectorate should take steps towards
securing greater collaboration across and between UASVM faculties on all matters of
university policy and strategy.

In reflecting on these planning matters, the IEP team wish to further encourage the greater
attention that is now being paid by UASVM to the importance of robust and timely data for
use in forward planning, at all levels of the organisation (for example, as is described in
Section 4, the team note the intention to improve centralised data in the area of research).
The team sought to assess the university’s current capacity and capability for collecting data
centrally, and for making such information widely available. The team gained the impression
that to a large extent, data is currently largely faculty-based and is not aligned with central
data needs. In the team’s view, data should be collected, made available and used at all
levels. Further, and in view of earlier observations on performance monitoring, there should
be a greater focus on connecting data collection with planning, thereby resulting in strategic
and operational planning which are more evidence-based and predicated on the use of data.
Accordingly, the team recommends that the university ensures that strategic and operational
planning are evidence-based and that use is made at all times of robust planning data and
management information.

===== Finance and resourcing =====

The team’s enquiries in this area led them to the view that there is a strong measure of
central oversight of budgetary and financial matters. This is exercised under the joint overall
authority of the University Senate and the Administrative Council. The latter body regularly
addresses finance and resource matters, including those raised by faculties, such as
acquisition requests. Such requests are approved by the general administrative director. The
team noted that annual budget allocations to faculties are largely based on historical
allocations and are linked to student numbers. The team was informed that one faculty which
is better placed financially can give loans to another faculty that is in need. Research centres
that generate income for projects are able to access the relevant funds awarded to them. The
team learned that the central university budget is used to support the library and other
student-related services.
The rector, vice-rector (assets management), the Administrative Council, and the University
Senate are supported on matters of finance and administration by the general administrative
director. That post-holder is responsible for managing financial accounting and other
resource-related matters. In budgetary matters, the Budget and Finance Commission is under
the supervision of the vice-rector. As noted earlier, while it is the rector who is the
university’s legally recognised signatory in financial matters, for financial governance
purposes the University Senate takes the main decisions regarding approval of the UASVM
financial strategy, the annual budget, and the allocation of resources. The rector is
responsible for managing the implementation of the Senate’s decisions, and for ensuring that
the financial activities of faculties are monitored. The team was advised that all financial
15
activities are subject to internal and external auditing, the latter by the Romanian Court of
Accounts.
The financial year runs from January to December. While the budget is not finalised until the
December meeting of Senate, in July of each year faculties make their budget requests for the
following year. In early December, the Administrative Council draws up a draft budget for
presentation to the Senate and conditional approval. This is submitted to the Ministry and
until April the university operates with the provisional budget as approved conditionally in
December. Should the university’s expenditure profile in the first quarter exceed the final
state allocation as confirmed in April, that overspend is deducted from the second quarter
allocation to the university. The team was interested to learn that the university operates a
“top slice” mechanism, whereby 15 per cent is deducted from each faculty’s budget allocation
for general management purposes and overheads. For the faculty of veterinary medicine, the
proportion is seven per cent.
From the documentation and data made available to the IEP team it was apparent that the
university’s revenue budget had peaked in 2008 and has declined since in real terms. In 2009
there was a sharp drop in research income, and tuition income has also declined over the
past four years. The university has also experienced a significant decrease in income from
private sources in relative terms. Inevitably, these uncertain circumstances have an impact on
the financial and wider strategic planning that UASVM undertakes. In the view of the team
this uncertainty should not be underestimated. Nevertheless, in the team’s judgement, if the
university is to meet future challenges, particularly in a situation where the state-funded unit
of resource continues to decline, and where opportunities for generating research income are
becoming more competitive, it will inevitably be faced with difficult choices in terms of
resource planning and budgeting. Accordingly, the IEP team considers that in its future
institutional decision-making the university should explore opportunities to use the annual
budgeting and resource allocation processes to steer change in relation to agreed strategic
planning priorities, perhaps by making use of its “top slice” mechanism. This consideration
informs the recommendation in section four regarding the future resourcing of research.

Governance and Institutional Decision-making at UASVM

2014-02-01T09:33:32Z

Admin: Created page with '==== Vision, Mission and General Context ==== The IEP team noted that, as the largest and longest established university in the field of agricultural science and veterinary medi...'

==== Vision, Mission and General Context ====

The IEP team noted that, as the largest and longest established university in the field of
agricultural science and veterinary medicine in Romania, UASVM has shown itself to have
strong and embedded traditions. The Rector’s Academic Management Plan (February 2012)
lists amongst the university’s general objectives the desire to strengthen the institutional
capacity of the university, and to provide an academic and scientific environment that is
attractive to all the university’s members. This is designed to support the effort to secure
UASVM’s position in the category of top advanced education and research universities, and to
secure category “A” status for all study programmes. The vision of UASVM is that of an
entrepreneurial and vocationally oriented university underpinned by strong teaching and
research. From the perspective of the IEP team the university is to be congratulated for the
strength of its commitment in this regard. The academic element of the UASVM mission is
focused on four domains: agricultural and forestry sciences; natural sciences; engineering
sciences; and veterinary medicine. This profile is aimed at contributing to the development of
the Romanian economy, and of knowledge-based agriculture in particular, and also
supporting the university’s competitiveness in the wider European context. The IEP team
noted the new motto of the university: “Agriculture for life; life for agriculture”. This was
adopted following the election, in 2012, of the present rector.
The IEP team is confident that UASVM will continue to play a leading role in Romanian
society. However, from the perspective of the IEP team, this ambition needs to be viewed in
the context of the considerable constraints placed upon the university by its operating
environment, including financial unpredictability, a challenging socio-economic environment,
and national legal reforms. The team formed the view that this will present UASVM with
challenges and difficult choices as it plans for the future. This situation is acknowledged in the
UASVM SER and SWOT analysis where the university identifies the principal constraints and
threats as including: the low level of state funding, with limited recovery prospects; excessive
Romanian and European bureaucracy; unstable and unpredictable national legislation;
demographic decline; and poor economic forecasts.
From discussions with UASVM staff at all levels, the IEP team noted the various ways in which
such constraints impact on the day-to-day operation and future planning of the university.
The team therefore wishes to put forward its view that national bodies with responsibility for
higher education should take full account of the impact that the unpredictability in the
external policy and planning environment might potentially have on the ability of universities
to plan effectively in key strategic areas of operation. In summary, the IEP team notes that
this operational context will present UASVM with significant change management challenges
and difficult choices as it plans for the future under its new governance arrangements. In
8
seeking to overcome these constraints and challenges, and as it builds towards the future, the
IEP team encourages the university to be more outward-looking and to learn from best
institutional practices elsewhere in Europe.

==== Addressing future challenges ====

In addressing future challenges, the IEP team identifies six strategic priority areas for the
university:
 Governance, decision-making and planning;
 Learning and teaching
 Research
 Service to society
 Quality culture
 Internationalisation

===== Governance, management and academic organisation =====

The SER and other documentation made available to the IEP team provided an informative
picture of the present governance, organisational management, and strategic planning
arrangements at the university, together with helpful accounts of recently introduced
changes. When combined with the productive meetings held with university managers, staff,
and students, this enabled the team to understand the nature of these institutional
arrangements and the use made of them.
The university’s academic organisation is structured into seven faculties, each of which is
divided into two or three departments. The faculties are: agriculture; horticulture; animal
sciences; veterinary medicine; land reclamation and environment; biotechnology; and
management and economic engineering in agriculture and rural development. The faculties’
fifteen departments deliver a wide range of study specialisations, with a heavy emphasis on
vocationally-oriented study programmes, at Bachelors and Masters levels, structured
according to the Bologna cycles system. The university offers 24 programmes at Bachelors
level, 26 at Masters level and six at doctoral level. There are two doctoral schools, of which
one — the doctoral school for engineering and plant and animal resources management — is
interdisciplinary. The other is the doctoral school for veterinary medicine. During the past
fifteen years, the university has also developed a research institute and seven research
centres, some of which have a degree of legal and financial autonomy and are formally
accredited by the National Authority for Scientific Research (ANCS). The specialisms covered
by these entities are: microbial biotechnologies; applied biochemistry and biotechnology;
agro-food products; sustainable agriculture; integrated fruit growing; rural engineering and
environment; comparative oncology; animal diseases; animal production; and the
interdisciplinary laboratory for heavy metal study and food chain modelling. Together, the
9
research centres and the research institute are the principal focal points for generating
income through research. The centres undertake multi-disciplinary and inter-disciplinary
projects primarily, and are organised through drawing on the research expertise and
laboratory facilities of faculties and departments.
The most recent student data made available to the IEP team in part reflects the overall
demographic decline in Romanian society. The figures for 2012/2013 showed a total of
12,122 enrolled students, a significant decline from 2008/2009, when the number of
registered students stood at 17,675. While numbers for full-time Masters and Doctoral
student registrations are marginally up over that period, Bachelors registrations declined by
around 1 500. For part-time registrations, Masters and Doctoral registrations have
disappeared over the same five-year period, while Bachelors registrations have been
approximately halved from a figure of 4 663 in 2008/2009. Registrations for foreign students,
while low in any case, have declined from 105 to 78 over five years, and are largely at
Bachelors level. On a positive note, the IEP team learned that UASVM has recently been
awarded additional state-funded student places: 50 for Bachelor, 40 for Masters and 15 for
PhD. Other data made available to the team revealed a drop in staff numbers from 880 to 848
between 2008 and 2012 and, within this, a decline from 808 to 694 of legally constituted
teaching positions. The data shows a decline from 24.8 per cent, to 15.5 per cent, in tenured
teaching staff under the age of 35. Associate teaching staff levels declined from 228 to 181
over the same period. The team was informed that part of the background to these changes
is the situation arising from the 2008 financial crisis, following which restrictions were placed
on staff recruitment.
Alongside the constraints and uncertain external environment described above, UASVM has
managerial, administrative, and financial autonomy to manage and direct its own affairs. This
autonomy is exercised under the provisions of the University Charter, and according to the
regulations of the national education law of 2011. The latter regulates the conditions of the
university’s autonomy and public responsibilities. As the IEP team learned, financial
autonomy is itself constrained by the national economic conditions of Romania and the wider
region. The main sources of income for the university are the block grant it receives from the
state according to criteria primarily based on student numbers. The institutional contract
provides for core funding, for student scholarships, for the institutional development fund, as
well as some funding of investment objectives. This income is supplemented by income from
student tuition fees, and funding received through grants and research and project-related
sources, both national and private, and through involvement in EU projects. The university
also benefits from some income accrued from its ownership of various assets, including
agricultural properties and businesses. The team learned that, in common with other
Romanian universities, since 2009, when the National Authority for Scientific Research (ANCS)
suspended competitive research and development funding, the university’s financial
environment, and the scope for generating extra income, has become even more challenging
10
and restrictive. For example, the SER estimates that for 2012/2013, income from research
projects is not likely to exceed eight per cent of total revenue.
Since taking up his appointment in March 2012, the rector has worked within the new
governance structures to carry forward the plans set out in his Academic Management Plan
(February 2012), which forms the basis of his four-year mandate. As is described in the SER,
the rector is the legal representative of UASVM, and is also responsible for the university’s
executive management. The senior management team, re-constituted following the
appointment of the rector, includes four vice-rectors, approved by Senate on the
recommendation of the rector. They hold responsibilities, respectively, for: education and
quality management; research and innovation; students and internal and international
relations; and assets management. The senior management team, which meets on a weekly
basis as the Administrative Council, includes vice-rectors, deans of faculty, the general
administrative director and the student representative.
Since 2012, arrangements for university governance, management, and decision-making are
centred on the two principal bodies at the top of the organisation. These are the
Administrative Council, as described, and the University Senate. The president of the Senate
is elected by secret ballot. Membership of Senate, which meets on a monthly basis, includes
representation from all faculties, and its composition makes provision for 25 per cent student
representation. From the point of view of the functioning of the university’s organisational
structures and pattern of governance, the IEP team recognised the central importance of the
UASVM Senate. Its powers are extensive, and its deliberations include discussion and
approval of UASVM strategic plan, staffing matters, admissions and enrolment, external
relations, and general academic affairs. A significant feature of the business of the Senate is
the attention it gives to proposals received from the Administrative Council, regarding the
strategic and administrative affairs of the university. Senate is assisted in carrying out its
responsibilities through the work carried out by five Senate Commissions, or sub-committees.
These commissions are responsible, respectively, for: regulations, decisions and records;
education, research and quality; public image, and internal and international relations;
students and trades unions; and heritage and economic activities. They are mirrored on the
executive management side of the organisation by a group of councils, each one of which is
chaired by the relevant vice-rector. The IEP team learned that the university’s intention is for
there to be efficient interfaces between these operational management bodies, and the
deliberative and policy functions of the Senate Commissions.
In reflecting on these arrangements, from the IEP team’s perspective, of particular
importance for governance and management purposes is that according to the national legal
reforms of 2011 the university’s statutes require that the rector does not chair the Senate.
Further, neither the rector nor the faculty deans are eligible for membership of Senate,
though they may attend by invitation, as agreed by the President of the Senate. During
11
meetings and through reading institutional documentation, the IEP team explored the
workings of these arrangements more closely. The team formed the view that, while on one
level they provide for a deliberative role for the Senate and a management executive role for
the rector and Administrative Council, in reality the situation is more elaborate than this. As
the team understood it, as the rector is required to gain Senate approval for matters of
strategy and policy, together with ratification of decisions and proposals made by the
Administrative Council, this means that, in practice, the Senate is also able to act as a policymaking
forum or legislature. In the judgement of the IEP team, the Senate is therefore able to
influence management practices even though it has not been formed as a management body.
The team notes that these leadership and governance arrangements, including the position
and responsibilities of the rector and the composition and responsibilities of the Senate, are
still relatively new. The team had initial concerns that the new arrangements imposed by the
2011 national law may be a source of tension, including in the area of Senate/Rectorate
relations. But in the view of the team, it is too soon for their impact to be fully judged. The
balance of the team’s view, however, is that to date these changes have been received well
by the wider academic community of UASVM. In formulating this view, the team was advised
that it is an expectation of the new law that the Senate will support the Administrative
Council and the rector. Further, the team heard that Senate members (president, vicepresident,
and executive secretary) are invited to join meetings of the Administrative Council,
and that good communication links are in place between that body and the Senate.
The IEP team also took the opportunity to consider the deliberative and decision-making
bodies at faculty and department levels. Deans of faculty, who are appointed by the rector on
the recommendation of the faculty councils, are supported by vice-deans, with
responsibilities in each of three domains: education and quality; research and resources. The
governing body of each faculty is the Faculty Council, which has overall responsibility for
management of the faculty and each of its departments. These councils refer matters of
policy, strategy, and resources to the Administrative Council, as and when appropriate.
Department Councils are responsible for overseeing academic activities, research, and study
programmes within the department, and for making proposals to the Faculty Council. The
team noted that the Faculty Council includes representatives from each department in the
faculty, and also student members. Faculty councils are responsible for faculty development
and strategy, and appointments to teaching positions. They also have a responsibility for
allocation of budgets and resources to departments. The team was advised that both of these
bodies contain student representation in the same proportion as the higher committees, as
described above.
However, the team noted that this requirement for student representation and involvement
does not currently apply to the faculty permanent commissions, which act as faculty subcommittees
to the main faculty council in areas such as teaching and research, student
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affairs, and quality. This means that, while students are represented on the faculty councils
they are not involved or represented on the permanent commission for Quality Evaluation
and Assurance (CQEA) at either faculty or department level. As a consequence, students do
not have direct access to the discussions and formal deliberations where student-related
issues and concerns are most likely to be raised. Nor do they have direct access to the
minutes of these meetings. In the view of the IEP team, this is a matter upon which the
university should reflect, with a view to rectifying this situation at an early opportunity.
Therefore, while noting the generally good opportunities for student representation and
involvement in university processes, the IEP team recommends that arrangements should be
put in place for student representation on faculty sub-committees and for the minutes of
these bodies to be made available to all students.
In looking across the governance and management arrangements described in the foregoing
discussion, particularly those at the top of the organisation, the IEP team took a close interest
in future prospects for strategic thinking, the effectiveness and quality of decision-making,
and the university’s capacity to influence and manage change. Here, the IEP team formed the
view that the future efficiency and effectiveness of the university’s governance is dependent
in no small measure on the extent to which Senate, the Administrative Council and the
Rectorate, which includes faculty deans, are able to communicate and cooperate on strategic
matters going forward. In connection with this, the team was conscious that UASVM faces
difficult challenges and choices going forward. To be able to meet these challenges, effective
strategic planning processes are essential to the success of the university. Further, from the
IEP team’s perspective, there is a distinct possibility that hard choices may need to be made
regarding resource-related matters. These issues are discussed next.

===== Strategic planning and organisational development =====

With the foregoing observations in mind, the IEP team wished to give due consideration to
arrangements for institutional and faculty strategic and operational planning, to the
university’s processes and mechanisms for monitoring progress in support of change
management and to resource allocation processes. The team concluded that while there are
encouraging features to these matters, there is room for improvement. The team has sought
to reflect on this perspective in some of their recommendations. In doing so, team members
fully acknowledge the challenges faced by UASVM in improving the quality of teaching, the
level of research, and the university’s external profile. The team recognises that given
financial constraints not all aspirations can be met and that this will entail careful strategic
decision-making and hard choices.
The IEP team noted that the Rector’s Operational Plan (2013) and institutional strategic
priorities for the immediate future due to be published in that document, were not available
at the time of the team’s visits. Therefore, the team were unable to assess fully how the
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institutional development framework, and the extensive range of quite specific objectives set
out in the Rector’s Academic Management Plan (February, 2012), would be taken forward to
implementation and subsequent monitoring. The team was also interested in obtaining an
understanding of the linkages between institutional-level strategic and operational planning,
and planning at the faculty level. From the team’s perspective, this was an important aspect
of organisational coherence and cohesion in planning matters. This matter took on even more
significance in view of the rector’s stated commitment to securing a greater degree of
devolution to faculties on operational matters.
On close examination of both institutional level and faculty level strategic and operational
planning documentation, it was evident to the IEP team that although all such documents
contained clearly stated objectives, and made reference to “measures”, the targets that they
referred to did not have attached to them any values against which actual quantifiable
progress could in practice be measured. From the team’s perspective, the ability to monitor
performance is an essential ingredient of transparent and accountable strategic and
operational planning. Therefore, while the underpinning processes observed by the team,
whereby faculty plans were informed by input from the level of department and study
programmes, and while the Faculty Council sought to monitor progress of the faculty
operational plan on a three-monthly basis, it appeared to the team that the monitoring
mechanism was incomplete. Similarly, though the team had been unable to make a full
assessment of the Rector’s Operational Plan (2013), the evidence from the Academic
Management Plan (February 2012) would appear to point to a similar difficulty. Here, while
the university-level plan would be informed by inputs from faculty plans, the team was not
assured that specific values were being attached to the extensive lists of targets that were, in
practice, measurable only if they had values attached to them. On the basis of these findings,
the IEP team advises that in all strategic and operational plans, progress against planning
targets and indicators should be monitored through the use of quantifiable measures and
values.
The IEP team reflected further on additional aspects of strategic and operational planning
processes. The team heard that the university’s strategic and annual operating plans are
informed by input from each of the vice-rectors’ domains of responsibility and from faculties’
own strategic and operational plans. The Administrative Council plays a key role in drawing
this work together through coordinated discussions about all education and research matters.
The team noted that these discussions precede further discussion and approval by Senate.
From the perspective of the IEP team, and in light of earlier observations regarding the
desirability of close alignment in governance arrangements, it is essential that these bodies
work closely together. Therefore, to underpin the strategic direction of the university going
forward, the IEP team recommends that the Senate and Rectorate should take steps towards
securing greater collaboration across and between UASVM faculties on all matters of
university policy and strategy.

In reflecting on these planning matters, the IEP team wish to further encourage the greater
attention that is now being paid by UASVM to the importance of robust and timely data for
use in forward planning, at all levels of the organisation (for example, as is described in
Section 4, the team note the intention to improve centralised data in the area of research).
The team sought to assess the university’s current capacity and capability for collecting data
centrally, and for making such information widely available. The team gained the impression
that to a large extent, data is currently largely faculty-based and is not aligned with central
data needs. In the team’s view, data should be collected, made available and used at all
levels. Further, and in view of earlier observations on performance monitoring, there should
be a greater focus on connecting data collection with planning, thereby resulting in strategic
and operational planning which are more evidence-based and predicated on the use of data.
Accordingly, the team recommends that the university ensures that strategic and operational
planning are evidence-based and that use is made at all times of robust planning data and
management information.

===== Finance and resourcing =====

The team’s enquiries in this area led them to the view that there is a strong measure of
central oversight of budgetary and financial matters. This is exercised under the joint overall
authority of the University Senate and the Administrative Council. The latter body regularly
addresses finance and resource matters, including those raised by faculties, such as
acquisition requests. Such requests are approved by the general administrative director. The
team noted that annual budget allocations to faculties are largely based on historical
allocations and are linked to student numbers. The team was informed that one faculty which
is better placed financially can give loans to another faculty that is in need. Research centres
that generate income for projects are able to access the relevant funds awarded to them. The
team learned that the central university budget is used to support the library and other
student-related services.
The rector, vice-rector (assets management), the Administrative Council, and the University
Senate are supported on matters of finance and administration by the general administrative
director. That post-holder is responsible for managing financial accounting and other
resource-related matters. In budgetary matters, the Budget and Finance Commission is under
the supervision of the vice-rector. As noted earlier, while it is the rector who is the
university’s legally recognised signatory in financial matters, for financial governance
purposes the University Senate takes the main decisions regarding approval of the UASVM
financial strategy, the annual budget, and the allocation of resources. The rector is
responsible for managing the implementation of the Senate’s decisions, and for ensuring that
the financial activities of faculties are monitored. The team was advised that all financial
15
activities are subject to internal and external auditing, the latter by the Romanian Court of
Accounts.
The financial year runs from January to December. While the budget is not finalised until the
December meeting of Senate, in July of each year faculties make their budget requests for the
following year. In early December, the Administrative Council draws up a draft budget for
presentation to the Senate and conditional approval. This is submitted to the Ministry and
until April the university operates with the provisional budget as approved conditionally in
December. Should the university’s expenditure profile in the first quarter exceed the final
state allocation as confirmed in April, that overspend is deducted from the second quarter
allocation to the university. The team was interested to learn that the university operates a
“top slice” mechanism, whereby 15 per cent is deducted from each faculty’s budget allocation
for general management purposes and overheads. For the faculty of veterinary medicine, the
proportion is seven per cent.
From the documentation and data made available to the IEP team it was apparent that the
university’s revenue budget had peaked in 2008 and has declined since in real terms. In 2009
there was a sharp drop in research income, and tuition income has also declined over the
past four years. The university has also experienced a significant decrease in income from
private sources in relative terms. Inevitably, these uncertain circumstances have an impact on
the financial and wider strategic planning that UASVM undertakes. In the view of the team
this uncertainty should not be underestimated. Nevertheless, in the team’s judgement, if the
university is to meet future challenges, particularly in a situation where the state-funded unit
of resource continues to decline, and where opportunities for generating research income are
becoming more competitive, it will inevitably be faced with difficult choices in terms of
resource planning and budgeting. Accordingly, the IEP team considers that in its future
institutional decision-making the university should explore opportunities to use the annual
budgeting and resource allocation processes to steer change in relation to agreed strategic
planning priorities, perhaps by making use of its “top slice” mechanism. This consideration
informs the recommendation in section four regarding the future resourcing of research.

Evaluation of University of Agronomic Sciences and Veterinary Medicine

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Evaluation of University of Agronomic Sciences and Veterinary Medicine

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University of Agronomic Sciences and Veterinary Medicine

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Admin: Created page with 'The University of Agronomic Sciences and Veterinary Medicine (UASVM) has its origins in Romania’s first agronomic school, the Agricultural Institute at Pantelimon, established ...'

The University of Agronomic Sciences and Veterinary Medicine (UASVM) has its origins in
Romania’s first agronomic school, the Agricultural Institute at Pantelimon, established in 1852
and situated on the outskirts of Bucharest. In the succeeding years, the progressive expansion
of its portfolio led to the inclusion of veterinary education and forestry subjects, and by 1948
it had become the Agronomic Institute of Bucharest. By that time it consisted of four
faculties. From 1952 the institution functioned as the Nicolae Bălcescu Agronomic Institute,
Bucharest (NBAI), which eventually incorporated land reclamation amongst its faculties. In
October 1992 NBAI became today’s University of Agronomic Sciences and Veterinary
Medicine, and was recognised as such in 1995 under the order of the Ministry of Education
and Science, no. 5590/1995. By 2000, with the addition of biotechnologies and management,
economic engineering in agriculture, and rural development, UASVM had grown to today’s
seven faculties. The main faculty activities and administrative centre of UASVM are located at
the University’s Herăstrău Campus, while the main activities of the faculty of veterinary
medicine are situated more centrally in Bucharest. Through the faculty of management,
economic engineering in agriculture and rural development, the University also has two
branches outside Bucharest, while the assets owned by UASVM enable its scientific research
and didactic activities to benefit from locations in Buzău county and the Bucharest-Ilfov area.

UASVM functions in a higher education system that includes 112 public (state) and private
higher education institutions, divided equally between each category. As a public university,
according to Romanian higher education law UASVM is independent and autonomous. The
university is therefore responsible for its own self-government, and for the implementation of
its own strategies and development policies. However, this autonomy is exercised within the
general provisions of national legislation, and with regard to any constraints or parameters
imposed by the former Ministry of Education, Research, Youth and Sport (MECTS), or the new
Ministry for Higher Education and Scientific Research, or by the Executive Agency for Higher
Education and Research, Development and Innovation Funding (UEFISCDI), or by the national
accreditation body, the Romanian Agency for Quality Assurance in Higher Education (ARACIS).
In the view of the IEP team, in practice, this results in constraints on the autonomy of the
university.

Under the provisions of the new National Education Law, adopted for implementation as
from January 2011, higher education institutions (HEIs) have been classified into three
groups: advanced research universities; teaching and research universities; and teaching
universities. UASVM is one of twenty-nine HEIs in the first of these categories. In addition to
the classification and diversification reforms, the university is subject to a new system for
ranking study programmes and academic disciplines. In terms of the public financing of
universities, the team understood that under the new legal dispensation state funding now
reflects the 2011 institutional classification exercise and the programme ranking process, with
funding streams consisting of core and additional funding, as prescribed by UEFISCDI criteria,
and with extra funding possible for research-oriented universities.

Also at national level, the IEP team noted that Romania has been a signatory to the Bologna
declaration since 1999. In 2004, legislation was passed in support of implementation of the
Bologna Process, with national measures being adopted. Individual universities were required
to take steps towards implementing the principles and objectives of the Bologna Process.
Since 2005, higher education study programmes have been organised on the basis of three
cycles (Bachelor; Master; and PhD/Doctorate) and aligned to the European Qualifications
Framework. The ECTS system and Diploma Supplement have also been made mandatory for
institutions.

Evaluation of University of Agronomic Sciences and Veterinary Medicine

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Evaluation of University of Agronomic Sciences and Veterinary Medicine

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List of complete reporting projects

2014-02-01T06:58:49Z

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