Hedda 10 Conference - dr. Sissel Østberg

The Merger of Oslo and Akershus
University Colleges: why and how?
The University of Oslo, 4.11.2011
Sissel Østberg, Ass.Prof.,
Oslo and Akershus University College of Applied Sciences

23.11.2011

Background: the Norwegian landscape of
Higher Education

— Three categories of institutions: universities
(8), specialized university institutions (11), university
colleges (høgskoler) (27)
— 1994 Reform: from 98 university colleges to 26
— Diversity of size, academic profiles, financing, degree
of autonomy
— Diversity between and within the three categories
— Common law since 2005: Education+R&D
— Oslo University College and Akershus University
College did not merge in 1994 – for political reasons

Presentasjonens tittel 23.11.2011

The challenges and driving forces in
Norway

— A policy of decentralized higher education
— Regional strength and national equality
— International competition
— Fragmentation? Academic weaknesses? Quality of
Education and Research?
— Academic drive: research & development and
researchbased education
— Regional ambitions (UiS, UiA, UiN)
— 2006-2008: Stjernø-committee/Official Norwegian
Report (NoU 2008:3)


2007: Oslo University College – what now?

— Rector’s statement: Institutional profile and the quality
of the institution is more important than institutional
category, but the autonomy question may be decisive
— 2007, December: the board decided that OUC should
aim at becoming a university of applied sciences
(universitet med profesjonsrettet profil)
— Merging processes were going on elsewhere, what
would be OUC’s challenges in a new landscape?
— Akershus University College: does a small institution
have a chance?


Common regional and national challenges
in Oslo and Akershus
— Oslo and Akershus is one region, 1/3 of Norway’s
population live and work here
— Expected growth in the younger and elderly population
— Increasing multicultural population
— Need for expansion and improvements in
education, health, environment, technology, entrepene
urship, innovation, interculturality
— The development of professions in an urban context
— A need for more political support of HE within
professional education and research: external
visibility, relevance, recognition
— A need for improved basic funding; external funding


Institutional choices

— Continue as separate institutions?
— More cooperation but no merging?
— Cooperation (or merging) with other institutions?
— Merging of the two university colleges in Oslo and
Akershus?
— Informal discussions started Spring 2008
— An Intentional Agreement to start a process with the
aim of closer cooperation or full merger passed the two
boards in the Fall of 2008


A phase of reports and discussions 2008-
2011
— Project organisation: project leader, secretariat, project
group
— Joint steering committee
— Timetable set up; goal 1.8.2011
— Involvement of leaders, faculty and administrative
staff, students, representatives from the
unions, external representatives
— Hearings of all reports in faculties and other units
— Seminars for the board members, deans, external
leaders of the fac.boards, unions, students etc.
— Open debates at campus, on Internet and in media


Support – Opposition- Demand for Delay

— Supporters: regional and academic arguments; a
merger gives an opportunity to develop the idea of a
new type of university and to develop a new
infrastructure/organisation; a time for wished-for-
changes

— Opposition (from parts of OUC): AUC is not strong
enough when it comes to research, a merger takes time
from academic work, two campuses a
disadvantage, OUC is big enough, a merger is very
expensive, bachelor programs may suffer

— Delay: we need more time, more investigations, more
reports

Decisions taken by the two boards
— Fall 2008: Agreement of Intention
— 28.10.2009: Principal Agreement to merge;
Application to proceed with the project sent to the Ministry;
Political support and some resources (SAK-midler)
— 18.03.2010 Management at an institutional level
— 09.09.2011 University Strategy/Academic Profile
— 09.12.2010 Faculty Organisation (4 Faculties) +
Final Agreement to Merge
— January 2011: Approved by the Government, SAK-money
— 28.02.2011 Development of External Funded R&D
— 17.03.2011 Administrative Organisation


The hard work of a merger

— Development of common administrative systems:
safety from day one (1.8.11): students in focus
— The process of readjustment: legal rights, some
changes for a few (adm.staff)
— Employment processes (mostly leaders)
— ICT, web-solutions, design etc.
— Students’democracy
— One budget from 1.1.2012
— Common intake of students from 1.8.2012


Challenges to be considered

— To find the right balance between keeping a good drive
and having enough time to reportwriting, hearings and
debates

— To find the right balance between external and internal
issues of concern

— To find the right balance between informal contact
between study programs/faculty members, common
cultural events and waiting for the formal decisions to
be taken


Lessons learnt

— Feedback from faculty members who were in touch
across the two institutions was predominantly positive
— The merger contributed to energy, creativity and
innovation – for some parts of the institutions
— The merger was time consuming
— The hard work of the last phase was underestimated
— The toughest burden on the administrative staff due to
organisational changes; legal rights and emotions
— Representatives from the Student Parliament
contributed a lot


Conclusion
 Merging is hard work
 Institutions may be changed
 Opposition must be expected
 A common goal/a joint vision helps a lot
 Merging is not a goal in itself
 Better organisational and financial
frames for the development as university
college or university of professional
studies
 Academic profile, relevance, autonomy

Hedda 10 Conference - dr. Sissel Østberg

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