Segnaliamo ai lettori il report EUA “Performance based funding of universities in Europe”. Il rapporto della European University Association si conclude con alcune raccomandazioni, indirizzate sia ai policy makers che agli Atenei. In particolare, vengono date le seguenti raccomandazioni: «(i) Take into account the cost structure when deciding about the share of funding to be distributed based on performance; (ii) Due to the high share of personnel and fixed costs (input factors) the share of funding allocated based on performance (output) should be limited; (iii) Do not slice core public funding, but rather provide additional money based on performance».

 

 

Recommendations to policy makers
When reforming the funding system and introducing performance elements, policy makers should take into account the following:

System and funding context

  • Take a holistic view of the overall funding system for universities.
  • Take into account the cost structure when deciding about the share of funding to be distributed based on performance.
  • Due to the high share of personnel and fixed costs (input factors) the share of funding allocated based on performance (output) should be limited.
  • Do not slice core public funding, but rather provide additional money based on performance.

Regulatory framework

  • Strengthen institutional autonomy in all dimensions.
  • Enable universities to develop their own strategies with regard to internal funding distribution atinstitutional level.

Aims and purpose

  • Be clear about the aims and the purpose of the measure.
  • Decide whether it is meant for redistribution of limited funds or steering institutional behaviour and incentivising performance.
  • Based on this evaluate which measure is best to achieve the aim(s) (input/output indicators; performance contract).

Choice of indicators

  • Consult the university sector on the choice of indicators/objectives;
  • Take account of the diversity of institutional profiles and missions in the system;
  • Try to find the most adequate proxies based on the policy goals to be achieved;
  • Do not use indicators that were originally not developed for funding purposes as this deteriorates the system (e.g. university rankings, ratings of laboratories);
  • Minimize the administrative effort for the measurement, generation and collection of data;
  • Watch out for conflicting goals and indicators;
  • Avoid indicators on which universities have little influence (e.g. graduate employment rate).

Impact

  • Evaluate possible unintended effects as far as possible, already before introducing the reform;
  • Bear in mind that the impact on universities depends very much on their individual profile and structure.

Implementation

  • Foresee a testing/transition phase when introducing a new measure;
  • Plan for regular feedback loops (assessment after a certain amount of time) and possibilities for adaptation;
  • Try to balance efforts and needs and design efficient procedures for managing and reporting.

 

Segue il testo.

 

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