Darus Udrys: Apošni šaniec dla Jeŭrapiejskaha humanitarnaha ŭniviersiteta. Što rabić
Hetymi dniami ŭ Vilni šmat abmiarkoŭvajuć usio bolš surjoznyja prablemy, ź jakimi sutyknuŭsia Jeŭrapiejski humanitarny univiersitet (EHU). Adzin za adnym donary adklikajuć padtrymku. Unioski donaraŭ u apošnija hady składali kala troch čverciaŭ biudžetu univiersiteta. Sychod donaraŭ, takich jak ZŠA, Narviehija i Danija (Danija — z nastupnaha hoda) aznačaje, što i tak značny deficyt biudžetu univiersiteta ŭ chutkim časie moža vyraści ŭ dva razy ŭ paraŭnańni ź ciapierašnim.
Kali litoŭski ŭrad prapanavaŭ EHU novy dom u Vilni paśla jaho zakryćcia biełaruskimi ŭładami ŭ 2004 hodzie, jon taksama ŭziaŭ na siabie abaviazacielstvy arhanizavać padtrymku ŭniviersiteta, pakul toj nie zmoža viarnucca ŭ Biełaruś. Dla hetaha była sabranaja mižnarodnaja kaalicyja donaraŭ, jakaja da niadaŭniaha času pracavała nadziva dobra. Z 2004 hoda razam ź Litvoj asnoŭnyja donary inviestavali ŭ EHU bolš za 20 młn jeŭra (nie ličačy inšaj padtrymki, jak, naprykład kampus univiersiteta, jaki zabiaśpiečvajecca Litvoj na biazvypłatnaj asnovie).
EHU źjaŭlajecca važnym znakam akademičnaj i hramadzianskaj svabody i važnaj dypłamatyčnaj inicyjatyvaj, jakaja pavinna być zachavanaja dla budučych pakaleńniaŭ. Što možna zrabić, kab zabiaśpiečyć vyžyvańnie adzinaha volnaha biełaruskaha ŭniviersiteta? Tak, kab usie hetyja inviestycyi nie byli marnymi?
Voś piać aśpiektaŭ, jakija patrabujuć nieadkładnaj ŭvahi.
Kiravańnie
Pieršapryčyna ciapierašniaha kryzisu ŭniviersiteta — u nieprafiesijnym kiravańni.
Niadaŭniaja pravierka, praviedzienaja aŭtarytetnaj mižnarodnaj arhanizacyjaj, pakazvaje na toje, što orhany kiravańnia EHU nie zdolnyja vykonvać svaju pracu i zabiaśpiečvać naležnaje vykarystańnie srodkaŭ univiersiteta. Nie ŭdajučysia ŭ padrabiaznaści, vyśvietliłasia, što intaresy asobnych ludziej akazvalisia važniejšymi za patreby ŭniviersiteta.
Miery, jakija varta pryniać u dadzienym vypadku, niepryjemnyja, ale prostyja: adkazny kirujučy orhan pavinien kalektyŭna padać u adstaŭku. Kalektyŭna, tamu što ŭ sistemie ŭłady i ŭpłyvu, jakaja skłałasia, niedastatkova prosta zamianić paru čałaviek, a prosta dadańnie adnaho abo dvuch novych nie abaviazkova vyrašyć hetuju prablemu. U ramkach isnujučych adnosin novym ludziam spatrebicca čas, kab asvoicca, i pravieści nieabchodnyja źmieny ŭ takich umovach budzie ciažka. Kab adnavić davier, treba pačać z čystaha lista.
Mienavita tamu pieršym i samym važnym krokam u zabieśpiačeńni vyvadu EHU ź ciapierašniaha kryzisu źjaŭlajecca novy skład Kiraŭničaj rady. U im pavinna być bolš biełarusaŭ, čaho niama da hetaha času. Heta ŭzmocnić sasłablenuju suviaź univiersiteta ź biełaruskim hramadstvam. U Radzie taksama pavinna być bolš vypusknikoŭ EHU i bolš žančyn (ciapier tych i inšych — pa adnym čałavieku).
Pakolki EHU vielmi mocna zaležyć ad padtrymki donaraŭ, pa mienšaj miery tracina (a lepš pałova) čalcoŭ novaha składu Kiraŭničaj rady pavinna ŭ pieršuju čarhu zajmacca pryciahnieńniem dadatkovych srodkaŭ. Jany pavinny być hatovyja biez pramarudžańnia vykarystoŭvać svaje sacyjalnyja suviazi dla pryciahnieńnia novych donaraŭ va ŭniviersitet. Heta nie raz prapanoŭvałasia i abmiarkoŭvałasia ŭ papiarednija hady, ale tak i nie było ažyćcioŭlena.
U adpaviednaści ź isnujučaj praktykaj, Kiraŭničaja rada ŭ asnoŭnym vybiraje svaich ułasnych čalcoŭ. Ahulny schod suzasnavalnikaŭ, jaki aficyjna źjaŭlajecca najvyšejšym kirujučym orhanam univiersiteta, redka asprečvaje rašeńni Rady. Kryteryi adboru čalcoŭ Rady i šlachi jaje dalejšaha raźvićcia vielmi ćmianyja. Usio heta pavinna źmianicca. Akramia taho, pavinna być rehularnaja ratacyja čalcoŭ Rady. Ratacyja dapamahaje padtrymlivać žyćciazdolnaść i cełasnaść takich utvareńniaŭ. Pieravybrańnie nie pavinna być aŭtamatyčnym.
Praciahvajučy hutarku pra kirujučyja orhany, zaŭvažu, što Ahulny schod suzasnavalnikaŭ univiersiteta taksama maje patrebu ŭ rekanstrukcyi. Jaho ciapierašni skład śviedčyć ab tym, što jon bolš nie adlustroŭvaje kolkaść realnaj dapamohi ŭ finansavańni univiersiteta. Asnoŭnyja donary pavinny być lepš u im pradstaŭleny, pačynajučy sa skandynaŭskich krain, padtrymka jakich zastajecca najbolš važnaj dla vyžyvańnia univiersiteta… viadoma, kali ich jašče možna viarnuć, tamu što ŭ dadzieny momant jany ŭžo hatovyja syści niezvarotna.
Novy rektar pavinien być abrany ŭ prazrystych, spraviadlivych i sumlennych vybarach, praviedzienych u adpaviednaści z zahadzia zaćvierdžanymi kryterami. Rektar univiersiteta pavinien mieć dobryja navyki finansavaha kiravańnia, jon (jana) i jaho/iaje kamanda pavinny być u stanie pryniać chutkija i efiektyŭnyja zachady pa palapšeńni finansavaha stanovišča ŭniviersiteta. Novy rektar pavinien taksama mieć rehijanalny dośvied i moŭnyja navyki, nieabchodnyja dla dasiahnieńnia pośpiechu ŭ hetaj składanaj mižnarodnaj abstanoŭcy.
Kiraŭnictva i mieniedžmient
Pośpiech univiersiteta zaležyć ad kancepcyi, umiełaha kiraŭnictva i matyvavanaści vykładčykaŭ i supracoŭnikaŭ. Ustanova, jakaja pazicyjanuje siabie ŭ Biełarusi ŭ jakaści pazityŭnaha prykładu zachodniaj akademičnaj kultury, kiraŭnictva i kiravańnia, pavinna nasamreč takoj źjaŭlacca. EHU maje patrebu ŭ kiraŭnictvie ź jasnym bačańniem taho, što humanitarnaja adukacyja moža prapanavać siońniašnim studentam, i kiraŭničymi navykami, jakija dazvolać uvasobić takoje bačańnie ŭ realnaść.
Da praviadzieńnia apošnich reformaŭ u EHU jašče možna było znajści entuzijastaŭ, zdolnych matyvavać kaleh na stvareńnie i realizacyju cikavych inicyjatyŭ (chaj navat heta rabiłasia davoli bieśsistemna). U apošni čas takich prykładaŭ usio mienš i mienš. Heta tupikovy šlach.
Kiraŭnikami akademičnaj častki pavinny być tyja, chto zdolny stvaryć realnuju adukacyjnuju i navukovuju kaštoŭnaść, prapanavać i realizavać praktyčnyja rašeńni i matyvavać kaleh u adpaviednaści z zachodnimi standartami. Takoje lidarstva varta zaachvočvać na ŭsich uzroŭniach. EHU pavinien być natchnialnym prykładam paŭnamocnaj, pavažanaj i addanaj akademičnaj supolnaści — nie tolki dla Biełarusi, ale i dla ŭsiaho rehijonu.
Krajevuholnym kamieniem usiaho hetaha pavinna być jasnaja i rabočaja kancepcyja humanitarnaha ŭniviersiteta i humanitarnaj adukacyi, jakaja spałučaje ŭ sabie vysakarodnyja mety vychavańnia ŭsiebakova raźvitych, krytyčna dumajučych ludziej z padrychtoŭkaj da paśpiachovaha i plonnaha žyćcia, u toj ža čas zachoŭvajučy i umacoŭvajučy intelektualnuju spadčyna humanitarnych navuk. Ci zdoleje EHU heta zrabić, budzie zaležać ad taho, ci zmoža jon pryciahnuć i ŭtrymać lidaraŭ, zdolnych stvaryć takuju kancepcyju i zaachvocić univiersiteckuju supolnaść imknucca da jaje ažyćciaŭleńnia.
Finansy
Całkam vidavočna, što biez dobraha stratehičnaha i finansavaha płana EHU nie vyžyvie. U donaraŭ jość padstavy zadacca pytańniem, jakoj EHU bačyć svaju budučyniu na bližejšyja piać-dziesiać hadoŭ, i jakuju madel finansavańnia pry hetym budzie vykarystoŭvać. Ciažka ŭjavić sabie donaraŭ, jakija praciahnuć padtrymlivać ustanovu, što da hetaha času maje kankretnaha i realistyčnaha adkazu na hetaje pytańnie.
U ciapierašni čas ekspłuatacyjnyja vydatki EHU značna pieravyšajuć dachody ad apłaty za navučańnie. Va univiersitecie nie tak šmat studentaŭ, jakija mohuć apłacić poŭny košt navučańnia, nie kažučy ŭžo pra pakryćcio deficytu ŭ inšych halinach. Pakolki kolkaść studentaŭ padaje, a biełaruskaja ekanomika idzie na spad, možna čakać dalejšaha źnižeńnia dachodaŭ ad apłaty za navučańnie. Pakul EHU nie pačnie pryciahvać bolš studentaŭ i nie ŭstanović apłatu za navučańnie na ŭzroŭni, jaki pakryvaŭ by vydatki, jon nie zmoža vyžyć biez padtrymki z boku donaraŭ.
Takim čynam, u pieršuju čarhu krytyčna nieabchodna viarnuć donaraŭ, jakija majuć namier spynić padtrymku. Heta mahčyma tolki paśla adnaŭleńnia davieru da kiraŭnictva ŭniviersiteta. Donary pavinny pierakanacca, što finansavaje stanovišča ŭniviersiteta moža być stabilizavanaje. U doŭhaterminovaj pierśpiektyvie donary čakajuć, što finansavańnie ŭniviersiteta atrymaje bolš ustojlivuju asnovu.
Kab atrymać šaniec pavialičyć dachod ad apłaty za navučańnie, treba pryniać miery pa palapšeńni jakaści adukacyi i pavyšeńni prestyžu ŭniviersiteta. Dobraje imia EHU pavinna zahučać nie tolki pa ŭsioj Biełarusi, ale i pa ŭsim rehijonie. Tolki takim čynam možna spadziavacca pryciahnuć studentaŭ, jakija zmohuć padniać dachody univiersiteta na ŭzrovień, nieabchodny dla jaho vyžyvańnia i roskvitu.
Studenty
Kolkaść biełarusaŭ va ŭzroście abituryjentaŭ u apošni čas skaračajecca z-za padzieńnia naradžalnaści ŭ pieršyja hady paśla raspadu Savieckaha Sajuza. Ich kolkaść budzie praciahvać padać da kanca hetaha dziesiacihodździa. Hetaja demahrafičnaja tendencyja nazirałasia na praciahu niekalkich hadoŭ i nie źjaŭlajecca niečakanaściu. Mienavita tamu niekalki hadoŭ tamu ŭ EHU byŭ stvorany Adździeł pa nabory studentaŭ.
Dla stvareńnia va ŭniviersiteta reputacyi miesca dla studentaŭ-intelektuałaŭ z aktyŭnaj hramadzianskaj pazicyjaj, a taksama dla pavyšeńnia jaho finansavaj ustojlivaści, vyrašalnym faktaram źjaŭlajecca padychod da adboru prymanych studentaŭ. Varta raspracavać razumnuju stratehiju pa nabory studentaŭ i pryciahnuć da jaje vykanańnia prafiesijanałaŭ vysokaha ŭzroŭniu. U ciapierašni čas situacyja vyhladaje zusim inakš.
Dobry ŭniviersitet pryciahvaje dobrych studentaŭ. Va ŭmovach skaračeńnia popytu na adukacyjnyja pasłuhi vyžyvaje macniejšy. Akramia vyšejskazanaha, abituryjentam pavinny być prapanavanyja vysakajakasnyja prahramy i aryjentavanaja na praktyku humanitarnaja adukacyja. Humanitarnaja adukacyja nie pavinna aznačać błytanuju miešaninu z prapanavanych dyscyplin. Peŭny prahres u hetym płanie ŭžo dasiahnuty, ale šmat što jašče treba zrabić. Va ŭmovach ŭsio bolš niestabilnaj situacyi vykonvać hetuju pracu ŭsio ciažej.
Vypuskniki
Važnaja praca pa arhanizacyi i pryciahnieńni vypusknikoŭ EHU ŭ apošni čas taksama zaniadbanaja. Duch alma-mater zaležyć ad vypusknikoŭ, jakija hanaracca svaim univiersitetam i lubiać jaho.
Vypuskniki ŭniviersiteta pavinny być jaho najlepšaj rekłamaj i samaj nadziejnaj hrupaj padtrymki. Jany pavinny kłapacicca pra jaho budučyniu, jakaść i prestyž.
Prykłady ŭniviersitetaŭ z mocnymi supolnaściami vypusknikoŭ pakazvajuć, što tyja mohuć unieści svoj układ u pośpiech alma-mater u mnohich važnych aśpiektach. Hety pośpiech, u svaju čarhu, dapamahaje stać paśpiachovymi vypusknikam, a tyja atrymlivajuć vyhadu ad suviazi adzin z adnym praz univiersitet. Ale dla pačatku vypuskniki EHU, jak i donary, pavinny znoŭ pačać daviarać svajoj alma-mater i vieryć u jaje.
Adnavić stračany davier našmat bolš składana, čym jaho zachavać. Reputacyja — adna z hałoŭnych kaštoŭnaściaŭ navučalnaj ustanovy. Padtrymańnie hetaj reputacyi — nialohkaja zadača.
Ciapierašniaja situacyja ŭ EHU niepryjemnaja dla ŭsich, chto vieryć u važnaść hetaha univiersiteta. Reahavać na toje, što adbyvajecca, možna dvuma sposabami. Adzin — rabić vyhlad, što ničoha nie zdaryłasia, i spadziavacca, što ŭsio naładzicca samo saboj. Druhi — vykazvacca i prapanoŭvać kanstruktyŭnyja źmieny.
Ja vieru, što dla źmienaŭ jašče nie zanadta pozna. Ale, uličvajučy apošnija padziei, času zastajecca nie tak šmat. Na dadzieny momant z pryčyny składanaściaŭ palityčnaha i dypłamatyčnaha charaktaru najbolš važnyja dla EHU stejkchołdary nie zdolnyja chutka davać rady kryzisu.
Kab heta papravić, treba taksama prykłaści namahańni.
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Doktar Darus Udrys — palitołah i ekśpiert pa suviaziach z hramadskaściu. Byŭ prarektaram EHU pa raźvićci i kamunikacyjach ŭ 2011—2015 hh.
Last Chance for the European Humanities University… and What do Do
Darius Udrys, PhD
There is much talk in Vilnius these days about the increasingly serious problems that have beset the Lithuania-based European Humanities University (EHU). One after another donors are pulling support. Donor contributions have in recent years comprised about three-fourths of the university's budget. The withdrawal of donors like the USA, Norway and Denmark (Denmark as of next year) means that the University's already significant budget deficit may soon grow to as much as double its present size.
When the Lithuanian government offered EHU a new home in Vilnius after it was closed by Belarusian authorities in 2004, it also committed itself to organizing support for the university until it could return to Belarus. For this purpose an international coalition of donors was assembled that, until recently, was holding together remarkably well. Together with Lithuania, EHU's main donors have, since 2004, invested more than EUR 20m into EHU (not counting in-kind support like the University's campus, which is provided by Lithuania at no cost, and other kinds of support).
EHU is a vital symbol of academic and civic freedom and an important diplomatic initiative that should be preserved for future generations. What can be done to ensure the survival of the only free Belarusian university? So that all of this investment would not be for naught?
Here are five areas that require immediate attention.
Governance
The root of the University's present crisis is faulty governance.
A recently conducted audit by a respected international firm points to a failure of EHU's governing bodies to do their job and make sure that the University's funds are properly utilized. Without going into details, it appears that the interests of certain individuals were placed ahead of the obligations of the University.
The appropriate course of action in cases of such failure is unpleasant but simple: the responsible governing body should collectively resign. It should resign collectively because to simply replace one or two individuals may not do much to change relations of power and influence that have developed, and simply adding one or two new members will not necessarily solve the problem. It takes time for new members to catch on within existing relationships and this can make it difficult for a few new people to make the necessary changes. A clean break and a fresh start are what is needed to restore credibility.
That is why the first and most important step in bringing EHU out of its present crisis is a new Governing Board. It should contain more Belarusians than it has until now. Increased Belarusian participation will strengthen the University's waning connections to Belarusian society. The Governing Board also needs more EHU alumni and more women (it has only one of each right now).
Because EHU is so dependent on donor support, at least one-third (even better: one-half) of the members of the new Governing Board should be there first and foremost to fundraise. They should be willing and able to use their social networks and connections to bring new donors to the University without delay. This has been proposed and discussed many times in recent years, but has never become a reality.
According to current practice, the Governing Board basically selects its own members. The University's three-member General Assembly of Part Owners, which officially is the supreme governing body of the University, has rarely challenged a Board decision. The criteria for Board membership and the Board's membership development strategy are quite unclear. All of this needs to change. Also, regular rotation of board members should be introduced. Rotation helps maintain the vitality and integrity of such Boards. Reelection should not be automatic.
While we are on the topic of governing bodies, the University's General Assembly of Part Owners also needs revamping. A glance at its present membership shows that it no longer represents the actual contributions and real stake in the University of its main stakeholders. They should be better represented there, starting with the Nordic countries, whose support remains most critical for the University's survival… of course, if it is still possible to get them back, because they are on their way out the door as I write.
A new rector should be chosen in a transparent, fair and honest competition that is conducted according to criteria confirmed in advance. The rector of the University must have sound financial management skills so that (s)he and her or his team could take prompt and effective action to improve the University's finances. The new rector should also have the regional experience and language skills necessary to succeed in this challenging international environment.
Leadership and Management
The University's success depends on vision, good leadership and a motivated faculty and staff. An institution that presents itself to Belarus as a positive example of Western academic culture, leadership and management should actually be such an example. EHU needs leadership with a coherent vision of what humanities education can offer to today's students and the management skills to make such a vision a reality.
Before the latest reforms at EHU one could still find a number of enthusiastic academic leaders who were able to motivate colleagues to create and implement interesting initiatives (even if this was done rather unsystematically). Lately there seem to be fewer and fewer such examples. This is the wrong direction.
Academic leaders should be individuals able to create real educational and scholarly value, to propose and implement smart solutions and motivate colleagues in ways that are consistent with Western standards. Such leadership should be encouraged at all levels. EHU should be an inspiring example of an empowered, respected and engaged academic community – not only for Belarus, but for the entire region.
The cornerstone of all of this must be a coherent and workable vision of a humanities university and humanities education that combines the noble goals of educating well-rounded, critically-thinking individuals with preparation for a successful and productive life in the present day and age, all while preserving and enhancing the intellectual legacy of the humanities. Whether EHU succeeds or fails will depend on whether it is able to attract and retain leaders who can create such a vision and inspire and empower the University community to strive towards it.
Finances
It is clear that without a smart strategic and financial plan EHU will not survive. Donors have reason to wonder what sort of future EHU envisions for itself for the next five-to-ten years and what sort of funding model it will use to pursue it. It is difficult to imagine donors continuing to support an institution that still lacks a concrete and realistic answer to this question.
At this time, EHU's operating costs far exceed tuition revenue. The University does not attract many students who can pay for the full cost of their studies, not to mention anything more that could cover deficits in other areas. As enrollment falls and the Belarusian economy continues to sputter, tuition revenue can also be expected to decline. Until EHU is able to attract more students and set tuition prices at levels that would cover costs, the University will not survive without donor support.
Therefore, an absolute and immediate priority must be to bring back donors who are pulling away. This is possible only after restoring trust in the University's leadership and persuading donors that the University's financial situation can be stabilized. In the long run, donors expect that the University's finances will be improved and set on a more sustainable footing.
In order to have even a chance of increasing tuition revenue, decisions that improve the quality of education and the prestige of the University must be expedited. EHU's good name should resound throughout Belarus and the entire region. Only in this way can the University hope to attract the kinds of students and income that it needs to survive and flourish.
Students
The number of university-aged Belarusians has been declining lately due to a fall in birth rates in the years following the collapse of the Soviet Union. Their numbers will continue to fall until the end of this decade. This demographic trend has been known for several years and is no surprise. That is why some years ago a recruitment office was created at EHU.
For the University to become known as the place for civic-minded and intelligent students, and to advance the financial sustainability of the University, the quality and mix of students that the University is recruiting and admitting is a critical consideration. A smart student recruitment strategy should be developed and managed by high-level professionals with a proper degree of investment. The current situation appears rather inadequate.
A good university attracts good students. In a contracting market, only the best survive. Beyond serious recruitment efforts, students who enroll must be offered high-quality programs and a practically-oriented humanities education. Humanities education shouldn't mean an incoherent hodgepodge of offerings. Some progress has been made on this count, but much more work remains to be done. That work is becoming more and more difficult to do in the increasingly unstable situation.
Alumni
The important work of organizing and engaging EHU alumni has also lately suffered from neglect. The spirit of alma mater depends on alumni who are proud of and love their University.
A university's alumni should be its best advertisement and its most reliable and dedicated group of supporters. They should care about its future, its quality and its prestige.
We know from examples of universities with strong alumni communities that alumni can contribute to the success of their alma mater in many significant ways. That success helps alumni succeed, in turn, and alumni benefit from connections to each other through their university. But for to resume, EHU alumni, like the University's other supporters, must begin again to believe in and trust their alma mater.
To restore trust after it has been lost is much harder than not to lose it in the first place. An institution's reputation is one of the most valuable things it possesses. Maintaining that reputation is no easy task.
EHU's current situation is unpleasant for everyone who believes in the importance of this university. There are two ways to react to what is happening. One way is to pretend that nothing is wrong and hope and trust that the ship will somehow right itself. The second is to speak up and propose constructive changes.
I believe it is not yet too late. But, given recent developments, not much time remains, either. At the moment it seems the complexities of the political and diplomatic landscape are causing those institutions most responsible for EHU to move rather slowly in addressing its crisis. This, too, needs to change.
Dr. Darius Udrys is a political scientist and public relations expert. He was EHU's Vice-Rector for Development and Communications from 2011-2015.
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