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Universities and colleges in Flanders. Reflection on case studies

1999, Verhoeven, J.C. & De Wit, K. (1999) Universities and colleges in Flanders. Reflection on case studies. TSER/HEINE workshop location:Kelsall (Lancaster University, UK). date:16 September 1999

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This paper examines the implementation and impact of governmental educational policies in Flemish universities and colleges, highlighting the tension between centralization efforts and decentralized practices. The study reflects on case analyses from various institutions, showing that while there is some motivation to adhere to these policies, their success is inconsistent across different academic contexts, often influenced by the egalitarian nature of Flemish academic culture.

Universities and colleges in Flanders. Reflection on case studies Jef C. Verhoeven Kurt De Wit 5/13/2014 Lancaster 1 1. Nature of the change processes 1. Structural vs cultural Both -the governmental educational policies in question are a mixture of facilitation, provisional facilitation and management by speech; - the universities are partly motivated and partly not motivated to implement these policies; - the policies have varying success. 5/13/2014 Lancaster 2 Flemish academic culture is to a large extent egalitarian, which implies the following: -collective strategies aimed at equal sharing of losses and gains are primary; -academics control most aspects of their own work and do not have sufficient power to control the work of other academics; - non-intervention principles between academics, departments, and faculties are dominant. 5/13/2014 Lancaster 3 2. Some changes are comprehensive others are not Comprehensive changes (e.g. transparency of programmes), but not related to our three issues. 3. Deliberate changes but connected with international developments 5/13/2014 Lancaster 4 2. Main change areas 1. Traditional degree programmes U. Leuven Central - new programmes : Courses for the 21st Century Initiation to Entrepreneurship - re-orienting: Operation Rationalisation Decree of 1991 - internationalisation: International Relations Office / European programmes Decentral level: lot of changes, but not in Law School 5/13/2014 Lancaster 5 U. Gent Central - re-orienting: educational innovation internal education fund - internationalisation: International Relations Office / strong involvement in and outside European progr. Decentral: changes in Engineering, Economics and Medicine but not in Arts 5/13/2014 Lancaster 6 BSE reforms as result of EKON 2000: developing a quality system based on ISO 9001 - new: option Financial Policy and Investment - re-orienting: revision of curricula introduction business game and project work open college - internationalisation: language education English-language programme 5/13/2014 Lancaster 7 C. Gent Central - new: III (instead of kine) - re-orienting: identical course programmes; polyvalence quality assessment, educational innovation (new technologies) - internationalisation: involvement in 8 programmes (4 European) Decentral: changes in three departments 5/13/2014 Lancaster 8 2. Life-long learning structures U. Leuven: central level tries to structure continuing education - consultants & steering committees faculties are reluctant towards this centralisation process decentral level: continuing education in some faculties U.Gent: - focus on academic and advanced academic courses (no central service for continuing and post-academic education) - decentral level: continuing education in some faculties 5/13/2014 Lancaster 9 BSE especially EMS (including e-study) C.Gent: focus on basic courses, limited attention for other educational structures 5/13/2014 Lancaster 10 3. External stakeholders Universities: Central level: pro forma representation Decentral level: Faculties of Engineering and Economics: advisory committees (industry) Other faculties: informal contacts and professional contacts Colleges Central: not pro forma, but limited influence Decentral: contact with business world; training in industry 5/13/2014 Lancaster 11 3. Origin of the change process U. Leuven  internal dynamics  role of the actors the General Bureau is the central actor but in general the central level plays a limited role  motivations and attitudes decentralisation  central ideas the university must be aware of tendencies in society but must not be liable to the hype of the moment  interaction between levels as a rule, no direct intervention from the central level 5/13/2014 Lancaster 12  external conditions and interactions 'relative autonomy' from the government economic factors irrelevant at central level (no match, no direct involvement) 5/13/2014 Lancaster 13 U. Gent  internal dynamics  role of the actors before 1991: the central actor is the Academic Council after 1991: the Management Committee but in general the central level plays a limited role  motivations and attitudes decentralisation  central ideas expectations of the social environment (alumni) are important but this idea is not turned into regulations, is only a guideline  interaction between levels decentral autonomy but central interventions 5/13/2014 Lancaster 14 BSE  internal dynamics  role of the actors the Academic Council is the highest authority concerning education the roles of the actors are defined by the quality system  motivations and attitudes: business oriented university training  central ideas: to maximise chances and to minimise limitations therefore:quality project continuous revision curricula to fit the needs of the students and of the labour market (strenthening the business economic orientation) 5/13/2014 Lancaster 15  interaction between levels view of the central level: quality improvement view of the teaching staff: bureaucratisation  external conditions and interactions 5/13/2014 guest professors practical co-operation resonance councils external audits demand-driven content of curricula government: match regarding quality assurance restricted by too little flexible regulations BSE uses European funds Lancaster 16 C. Gent  internal dynamics  role of the actors in general the central level is important the central body is the Board of Governors there are unofficial meetings between the actors  motivations and attitudes create a quality culture  central ideas the relationship with the economy must be one of co-operation, not of domination  interaction between levels: the central level patronises but is less centralist than before the merger 5/13/2014 Lancaster 17  external conditions and interactions the decree is regarded as the year zero: new mission and tasks reviews vocational and course profiles limited involvement of the economy at the central level contacts: practical training, professional organisations, guest professors 5/13/2014 Lancaster 18 4. Outcomes of the change process 5/13/2014 Lancaster 19