In 2008 a fire completely destroyed the Faculty of Architecture of the Delft University of Technology, in The Netherlands. Irreplaceable artwork, book collections and work in progress were lost, and an academic community of 4.000 people became ‘homeless’.
But, instead of remaining in grief, faculty authorities came up with a plan to transform tragedy into opportunity. Professor M.Sc. Ph.D. Alexandra den Heijer, one of the academic that participated in this transformation process, explains that:
“six months after the fire an unforgettable process got into gear and, in record-breaking time, a project team renovated a heritage building from the 1920s. It became a vibrant building with streets, squares, public bars and restaurants, connecting places where one could learn, study, work and socialise. The new academic workplaces, multi-functional spaces and the library were radically rethought and there was more use of digital media. The finished building was able to accommodate over 3.300 students and 800 staff members across a gross floor area of 36.000 m2 (15% less floor space compared to the original building).”
This is a good example of how campus management can go further than just to administrate resources, specially when it’s empowered to apply the vision of the institution through strategic planning and technology.
This case also shows that higher education institutions should conceive their campuses as a mix between their academic project and the social context where they are immersed. Considering that social contexts might deeply vary from one city to another, or even from one neighbourhood to another, universities should consider different models of campus management to optimize their resources and have a fluid relationship with their surrounding communities.
Recently, the Australian Universities Review published a study about the different management models that higher education institutions use to administrate their campuses in a very large country with particular environments:
- The Study Centre model
It’s usually limited to a teaching-only function, the Australian Universities Review says. Because of this, it’s a model that doesn’t have autonomy to develop management at a local level.
- The Administrative model
Is the most common system in Australia. “The faculties generally call the shots, and the campus head has little authority for the business operation, although senior personnel based at the campus may have some influence in the local community. There is only limited control over funds and operations, and any business risks are borne by the parent campus or faculties. There is only limited scope for campus-specific marketing, and the campus head may hold a relatively low position in the university hierarchy,” the Australian Universities Review explains.
In some cases the campus head is empowered to make some important business decisions, according to his/her position inside university’s administration. For instance, they might be part of university’s senior management group or an associate vice-chancellor.
- The Matrix model
“It places the accountability for campus business outcomes fairly and squarely with the campus head. This has implications for funding and risk management. The campus must have an appropriate level of funding to be able to call the tune in relation to key decisions about programs and other products. In return for this, the campus carries the commercial risks that would normally be borne by faculties.”
- The Campus Faculty model
It works in parallel ways. It operates as an autonomous business unit, but has responsibility for academic staff, the publication says. “The responsibility for quality rests solely with the campus, leading to the capacity to respond rapidly to issues as they arise. Programs can be developed with the support of faculties, and, in some cases, there may be control over research. The head also looks after administrative staff and possibly support operations, such as student services.”
- The Federal Campus model
It’s based on full control of academic programs and research. “There is still commercial accountability to the vice-chancellor, and the local operation must be consistent with the corporate brand. While the federal and campus faculty models are very rare in Australia, they are not uncommon in the US, and have historically proven to be successful models and strongly supported by their local communities.”
WHICH IS MORE SUITABLE FOR YOUR INSTITUTION?
A hard question, indeed. But experiences can give us some lights about it. Do you remember professor Den Heijer, of the Delft University? After her experience with the rebirth of the Faculty of Architecture, she shares six recommendations for the campus of the future:
- “Conceptualize the future university model by considering the following strategic choices: competition vs. collaboration, exclusive vs. shared use, large vs. small, open vs. closed and physical vs. virtual – or a combination of these models for different parts of the university.”
- “Develop and manage the campus as if it were a city, i.e. in close collaboration with urban authorities.”
- “Express university values in both private and public spaces, so as to inspire and build a community.”
- “Reconsider old buildings before envisaging new ones and enhance the use of existing buildings by increasing productivity (per m2) to cover costs (per m2).”
- “Reduce the building’s footprint in favour of quality; manage scarce resources and ensure sustainable development.”
- “Consider partnerships for shared use, ownership or management of the campus in relation to the following needs:
- Academic (education and research) and their supporting activities.
- Business-related: incubators, services for the university (business and science parks).
- Residential: student housing, short-stay facilities and hotels for (international) students and professors.
- Retail and leisure: restaurants, coffee bars, sports and cultural facilities.
- Infrastructure: public transport, accessibility by car and car parks.”
HOW SUITABLE ARE THESE RECOMMENDATIONS FOR YOUR LOCAL HIGHER EDUCATION REALITY?
We invite you to share your ideas.