Interview - Kurt Deketelaere, Secretary General LERU
06 August 2010
As a group, LERU universities represent over 450,000 students, 50,000 academic and 52,000 non-academic staff. In an International Innovation exclusive, Secretary General, Professor Kurt Deketelaere, outlines the importance of high level research-orientated universities in European society.
Could you describe the overall mission of the League of European Research Universities (LERU)?
LERU’s mission is twofold; it advocates the interest of fundamental research for innovation and knowledge production, while emphasising the crucial role research-intensive universities play in this domain.
Unlike specialised research institutes, universities cover a broad range of disciplines. This facilitates cross-fertilisation and enables universities to adapt their research agenda quickly to new developments and interdisciplinary fields. Moreover, universities constantly produce new generations of highly skilled researchers. I would like to stress that, in being a spokesperson for research-intensive universities, LERU does not serve the exclusive interest of its members, but of all universities engaged in top-level research.
Secondly, LERU promotes the cooperation of its members, for instance to develop best practice by mutual exchange of experiences on a range of issues. For example, we have recently set up projects bringing relevant experts in our member universities together around the development of integrated education and research management information systems, and around the exchange of expert referees for research assessment in the humanities. Obviously we try to develop synergies between the two aspects of our mission, so that the latter informs the former and vice versa.
What prompted its formation, and what does it offer that other organisations have failed to deliver?
Ideas about founding an organisation like LERU had already started to emerge when a number of rectors of leading European universities met at the Centennial Celebration of the Association of American Universities (AAU) in Washington in 2001. There it was decided to found a similar organisation in Europe. Cambridge, Karolinska Institutet, Leiden, Leuven and Oxford took the lead, and in 2002 the first meeting with 12 participants was held in Leuven.
LERU wants to rock the boat. Being a self-funded organisation, we have the liberty to speak our minds about what we think is necessary to cater for society’s needs for new knowledge, without regard to political beliefs. Our member universities are an immense resource of leading academic experts on whom we draw to help shape our views. Our forthcoming recommendations on the design of the next EU Framework Programme (for research) have been drafted with input from our universities’ EU research project management officers. LERU’s Model Code of Practice for Research Employment, which has been drafted after in-depth consultation with senior and junior academics, HR directors and career support staff, stands as an example of our commitment in providing research staff with excellent working conditions in a stimulating and challenging professional environment.
How does LERU help to ensure high quality teaching within an environment of internationally competitive research?
All members of LERU are universities that devote a large part of their resources to high level research. The teaching they offer is inspired and informed by that research. Almost from the beginning, students are involved in research activities, and towards the end of the Masters programmes they often participate in their teachers’ projects. Most of the research at our member universities is internationally competitive, meaning that it is usually co-funded by other organisations. Since only the very best proposals are accepted, obtaining grants in such cases is indicative of the high quality research activities of our members.
In what way is LERU promoting research across a broad front, and how does this create a unique capacity to reconfigure activities in response to new opportunities and problems?
In present society, utilitarianism leads to over-emphasising the role of the STEM (science, technology, engineering and medicine) disciplines in academic research. From the beginning, LERU has taken the view that modern society depends on the whole range and interconnectedness of knowledge rather than on a few academic disciplines, so the humanities and social sciences, together with other disciplines, make a much needed and practical contribution to the creation of public policy. Universities are uniquely well-positioned in this regard to find answers and possible solutions for the global societal challenges facing us.
We feel that research-intensive universities are in a better position to advance research than specialised research institutes. Because universities already cover a wide range of disciplines, it is much easier for them to change focus. Moreover, next to producing new knowledge, universities also provide society with a constant stream of young well-trained researchers.
Is it the League’s aim to influence policy in Europe and develop best practice through mutual exchange of experience? How will you achieve such a goal?
This is pursued by publishing position papers (we have already produced 14 to date) and advice papers. We have also developed a good working relationship with relevant directorates general of the European Commission and with some European Commissioners. We have also made good progress in establishing contacts with the European Parliament and its committees. A big difference with our American counterpart, the Association of American Universities mentioned earlier, is that we have to deal with a large number of national governments instead of with one federal government. In the U.S., the AAU can lobby with Congress, departments and government agencies effectively.
How do you view the future of collaborative research between institutions, and in what way do you see research evolving in the future as it fosters a more collaborative and multi-disciplinary outlook?
Strictly speaking, our mission statement does not mention research cooperation. It becomes apparent, however, that there is a growing awareness among LERU’s Rectors of the potential of the network to foster research cooperation. Through the activities of the communities and sectorial working groups, people at the work floor become acquainted, making it easier to set up collaborative programmes. We are aware, however, of the need to keep a balance between cooperation and competition. Nonetheless, I do foresee that collaboration between LERU members will intensify in the coming years.
By what criteria do you measure your success? Do you feel confident and optimistic about answering your initial objectives and your future targets?
Obviously there is no simple gauge to measure our success. Yet we do feel that it is necessary to evaluate our effectiveness. Therefore, in 2007 we commissioned an evaluation and strategic development report from a Reichert Consulting, a higher education consultancy firm. On the basis of interviews with people from member universities and other institutions, recommendations were made on how to improve our performance. A suggestion included rearranging our policy making bodies somewhat, and we were able to identify strategic priorities for the next few years. With the weight of our experience and expertise, the abundant talent present in our institutions and our independence in policy development, I believe our impact will only grow in the future.
Alex Lovering
Research Media
Kurt Deketelaere