The project organisation responsible for Corvinus' transformation process was set up in the beginning of October. As part of this, intensive preparatory work has been performed in recent months with the participation of more than one hundred and twenty colleagues, involving the Student Union and the trade union, in five sub-projects covering the academic and administrative activities of the University. On 22 February, at the extended Project Steering Committee meeting of the Corvinus 2030 Project, the representatives of the five sub-projects reported on their activities to date in the presence of each other and the leaders of the University. Deputy Rector General, Zoltán Oszkár Szántó, the professional leader of the Project Management Committee (PIB), emphasized in his introduction that the occasion provides an excellent opportunity to explore the synergies and connection possibilities between the individual sub-projects.
Deputy Rector for Education Lajos György Szabó, the professional leader of the subproject, gave an overview of the work in the Education/Education Administration sub-project, who thanked the SU and the university interest protection organisations for their participation. Lajos György Szabó said that their goal is to create a strategic framework that allows the retention of existing values and, where necessary, offers opportunities for development. Regarding the education portfolio, he explained that many programmes based on similar foundations make the training structure rather fragmented, so it is worth considering the concept of more general-focused bachelor programmes and master programmes based on them, offering specialised knowledge. This can be served by the introduction of 4-year bachelor programme and 1-year master programmes in certain training areas. The Deputy Rector also talked about specialised trainings, which offer good opportunities, as due to their flexibility they can be used to respond more quickly to changing needs, so it is an important task to consider the possibilities of expanding such programmes. Lajos György Szabó also reported on the work related to international higher education rankings. He said simulations are used to model what progress certain developments would make in key rankings. He also mentioned that by examining selected reference universities, their aim is to draw lessons about opportunities for advancement in rankings.
Éva Bodnár, Director of the Teacher Training and Digital Learning Centre, manager of the sub-project, talk about the issues concerning the teaching methodology. She emphasized that this was a development process that had already begun in 2013, with the main focus on strengthening the learning outcomes-based approach, making the most of the opportunities offered by digitalisation to meet the needs of students and teachers, and creating student-centered, personalised learning paths. The developments of the sub-project related to educational administration were summarized by Beáta Farkas, Director of Studies. She identified the unification of different IT systems, the separation of educational administration and learning path consulting tasks, the development of bilingual operations, and digitization as the most important tasks.
Deputy Chancellor, Gábor Czinderi the professional leader of the sub-project, and Ildikó Such, CFO, the manager of the sub-project, talk about the work in the Management/Operation sub-project. The short-term task of the sub-project is to ensure a smooth exit from the operation in the public finance environment, which includes the revision of the regulations and the transformation of the management system optimized for the operation in the public finance environment. Among the longer-term goals, Gábor Czinderi and Ildikó Such named the fullest possible use of the more flexible operating possibilities made possible by the foundation’s funding. Part of this is simplifying processes and moving towards paperless operation; simplifying procurement, travel and tender accounting; development of a management accounting system; and making the operation of basic IT infrastructure more flexible and secure by using cloud services.
Gergely Kováts, a member of the project team, presented the activities of the Organisational Development/Administration sub-project to date. The findings of the working group were based on a questionnaire survey of the university's organisational culture, analysis of previous written materials and management interviews. According to the results of the survey examining organisational culture, the current operation of the University is inwardly focused, rule-oriented and non-innovative, and instead the employees would prefer more supportive, innovative organisational operation. Based on the interviews and the analysis of previous materials, it is necessary to strengthen the cooperation between the organisational units of the University, one of the means of which may be to improve the flow of information and knowledge sharing. The development of university services can be helped by increasing the capacity of administrative departments and improving the division of tasks. According to the feedback, the university processes are not flexible enough and there is little information about them, the responsibilities of the university bodies are often not sufficiently defined, their work and decisions are difficult to follow. Imbalances between university organisational units lead to many problems, uncertainties and tensions.
Andrea Skaliczky, Legal Director, manager of the sub-project, and Marianna Sebők, member of the sub-project team, gave a report on the HR Strategy/Employment sub-project. With regard to teaching and research staff, it was emphasized that there was a significant proportion of part-time workers, and with regard to non-teaching and research staff, attention was drawn to the importance of retaining young people, which could help to create career paths. It has been said in connection with the holders of managerial positions: at present there is no organised management training, which contributes to the fact that there are large differences between the role perceptions and activities of individual managers. This is reinforced by the fact that managerial tasks are in many cases not well defined and many occupy managerial positions alongside other activities. Andrea Skaliczky and Marianna Sebők also emphasized the importance of developing a new HR strategy in line with the university strategy.
The work of the Research/Innovation sub-project was reported by Deputy Rector for Science, László Gulácsi, Gábor Michalkó, Director General of the Corvinus Doctoral Schools, Emese Nagy, Project Manager of the Research Development Directorate, and István Vilmos Kovács, Director of International and Innovation. In order to increase research performance, it was proposed to involve more results-oriented research sources than at present, to reduce other burdens on staff focusing on research, to reduce administrative tasks, and to establish independent research organisational units. According to the proposal of the sub-project team, it is necessary to define priority thematic areas related to the main innovation sectors of the Hungarian economy in order to improve innovation performance. The 6 such themes are: a safe society and environment; the socio-economic effects of digitalisation; socio-economic impacts of autonomous vehicles; biotechnology; SMEs, responsible family businesses; financial and retail services. Creating a university innovation and entrepreneurship ecosystem can also help strengthen the innovation approach by strengthening socio-economic links, exploiting the potential of digitalisation, developing innovation and knowledge management, and creating opportunities for an “entrepreneurial university”.