Election platform: Team Harbo

Together for a Strong, Active, and Visible University

The team consists of:

• Rector candidate Hanne Flinstad Harbo (Dean and Professor at the Faculty of Medicine)
• Pro-Rector candidate for Collaboration and Communication Christine Meklenborg Nilsen (Head of Department and Professor at the Faculty of Humanities)
• Vice-Rector candidate for Education Bj?rn Stensaker (Vice-Rector for Education and Professor at the Faculty of Educational Sciences)
• Vice-Rector candidate for Research, Innovation, and Sustainability Morten D?hlen (Center Director and Professor at the Faculty of Mathematics and Natural Sciences)

Team Harbo will balance continuity and renewal based on extensive and broad experience from working at the University of Oslo (UiO) and collaborating with a wide range of external actors. We will lead UiO forward in close interaction and cooperation with academic and technical-administrative staff, our students, and leaders at all levels of the organization while exercising clear, inclusive, and transparent leadership.

Team Harbo's overarching goal for the work during this period is for the University of Oslo (UiO) to be a leader in knowledge development and collaboration for a sustainable future for all. This involves collaborating with our employees, students, and external partners to develop and disseminate knowledge and competence. In this way, we will facilitate UiO's contribution to creating the foundation for sustainable societal development.

An Active and Collaborative Rectorate for the Entire University of Oslo (UiO)

Higher education and research of high quality are more important than ever. Knowledge development¡ªresearch and education across the sciences¡ªis crucial for sustainable societal development. Open and independent knowledge development forms the foundation for the advancement of our democratic society. UiO is in a unique position, both nationally and internationally, to play a central role in the major transitions that Norway and the world must undergo in the coming years.

To succeed in this endeavor, we must preserve and further develop the qualities of UiO. UiO is a strong research-intensive comprehensive university. We will take a leading role in promoting free, independent, and fundamental research, while also ensuring the critical link between research and higher education.

The global community faces significant geopolitical tensions, and at the same time, growing climate and environmental challenges must be addressed, both locally and globally. UiO has a particularly important societal mission and must actively contribute to sustainable societal development while participating in public debate with knowledge and expertise. Therefore, UiO needs good framework conditions. We must continuously develop and strengthen UiO's position as one of Europe's leading research-intensive broad universities. For us to succeed in taking the lead in these important development processes, the entire UiO must be involved. We aim to achieve this by being an actively listening rectorate, grounding our work through inclusive and transparent decision-making processes. In this way, we can create cooperation and solidarity throughout the university. Together with staff and students, we will work to develop UiO as an organization in the coming years.

The main goals of this rectorate will be:

• Develop a collaborative and sustainable University of Oslo (UiO)
• Create an engaging and inclusive learning environment
• Further develop a study portfolio of the highest quality
• Work towards favorable research conditions for academic staff
• Strengthen UiO as a leading European research-intensive broad university

Core Values

Our work will be based on the following values and principles:

Collaboration is a main principle in the work that Team Harbo will carry out. We will further develop and establish effective structures for dialogue and cooperation across and between all levels of our organization. This will ensure inclusion in open decision-making processes and the grounding of important choices. Good collaboration with external partners, both nationally and internationally, will also be very important.

The university stands for continuity and tradition, but we must also renew ourselves in line with knowledge developments and changes in society. These changes must be responsible and sustainable. We will initiate these transformations in close dialogue with employees, students, and the society around us, both nationally and internationally. We must remain relevant, and quality  will be the cornerstone of everything we do.

To be able to carry out transformations, we rely on good framework conditions for open and independent knowledge development across the sciences. Working towards this will be a priority task for this rectorate. We will strive for financial stability through sound budgeting and robust financial management. Good dialogue with ministries and politicians, as well as strong connections with the Research Council of Norway, the European Research Council, and other external actors critical for fundamental, long-term knowledge development, is essential.

As a university, we have a significant responsibility for societal development through education, research, dissemination, and innovation across the broad academic spectrum of UiO. Contributions to public discourse are part of our societal mission. We also bear significant responsibility for managing the national knowledge and cultural heritage. We will work to ensure that UiO has suitable buildings and good infrastructure for carrying out all our core tasks.

As a rectorate, we will take clear positions and actively participate in the work for academic and democratic values. We will enable UiO to meet the technological, economic, and geopolitical challenges facing us and the world. The university will promote equality and diversity, ensuring that opportunities are the same regardless of gender, sexuality, ethnicity, and disability.

Knowledge of languages, religions, and cultures is especially important for understanding people and societies. Today, language, religion, and culture studies in Norway are under significant pressure. UiO must develop a strategy for these fields, and it is natural for UiO to lead the effort to ensure national competence in these areas.

Our program upholds the ambitions outlined in the approved UiO Strategy 2030.

Our Main Goals for the Rectorate Period

1. Develop a Collaborative and Sustainable University of Oslo (UiO)

Collaboration

• A large number of administrative and academic staff at UiO experience high work pressure and perform demanding tasks. At the same time, there is relatively little exchange of expertise across the organization. Many international employees report finding it challenging to become part of UiO. This rectorate will emphasize building a common culture characterized by collaboration across the entire university. Such cooperation will make us more robust and adaptable in the coming years and provide our employees with better work support. As part of this work, the rectorate will explore the possibility of having shared positions internally at UiO. This will make it easier to develop and simplify collaboration in education and research across the organization.
• We will involve employees in effective processes on how we should develop as an organization in the coming years. We will facilitate the development of a good working environment in all UiO units and carry out systematic competence development for all employees and leaders, both in academic and technical-administrative positions.
• We will emphasize work that ensures diversity, balance, equality, and inclusion, and counteracts discrimination and racism. The university should reflect society, and opportunities should be the same regardless of identity, gender, sexuality, beliefs, ethnicity, or disability. UiO must be characterized by openness and diversity and actively engage with problems and challenges that may be demanding for students and employees. Diversity perspectives must be strengthened in the recruitment of new students and employees.
• We will establish new arenas for interaction with employees and students and develop a strategy and structure for better interaction. Today's deans' meeting will be continued as the rector's leadership meeting. Additionally, we will create a new forum between the rector and the main representatives for students, UiO Docs, the main union representatives, and the ombudsman for work relates issues. This forum will be entitled the rector's dialogue meeting. We will also further develop meeting places for department and unit leaders across the faculties.
• UiO has a good reputation, but this reputation must be nurtured and developed further. We will develop a comprehensive communication plan emphasizing UiO's important role in the development of knowledge¡ªresearch and education¡ªacross the sciences.
• Large parts of UiO work closely with other sectors. This is particularly true for collaboration with the health sector, including university hospitals and other healthcare providers, but also collaboration with other sectors and private actors. We will further develop this collaboration in research, education, and innovation, including the development and operation of shared infrastructure where appropriate. A particular task is to develop cooperation within Oslo Science City and the many areas of cooperation we have with Oslo Municipality.

Sustainability

Green transition is a crucial part of sustainability work, and UiO must contribute with knowledge and initiatives to reduce greenhouse gas emissions, adapt society to a warmer and wilder climate, preserve and restore nature, reverse environmental degradation, and ensure that future energy comes from renewable sources. UiO is and will continue to be a driving force for green transition both nationally and internationally. This means we will systematically work to reduce UiO¡¯s carbon footprint, including continuing efforts to develop and manage new and existing buildings sustainably. We must also implement a responsible travel policy.

The resource consumption associated with artificial intelligence (AI) is large and growing. For instance, energy consumption is expected to triple in the next five years. We will use AI at UiO, both in research and education, but we must not forget that AI is a significant contributor to climate change. Therefore, we must have a responsible AI policy that promotes the development of technologies enabling more resource-friendly use of AI solutions.

In close dialogue with employees, students, and leaders, we will encourage all of UiO¡¯s academic environments to include sustainability perspectives in their work. Furthermore, it is vital that the newly established Center for Global Sustainability develops well. The focus on sustainability must also be viewed in connection with important initiatives such as UiO: Democracy, UiO:Life Sciences, and UiO: Energy and Environment. The further development or establishment of new central initiatives must be evaluated from a holistic perspective.

 UiO must have the best possible framework conditions to fulfill its societal mission. We aim to offer education and research of the highest quality while ensuring innovation across the sciences. Therefore, we must strive for a healthy financial flexibility. Our goal is to improve the core funding of the university, but also to secure funds from other financing sources that currently do not support long-term knowledge development. This requires systematic and long-term work with granting authorities and society outside the university.

In parallel with this, we will work to ensure the academic breadth, promote professional development, and preserve and develop UiO¡¯s distinctiveness. We will need to adapt, but this should be done in dialogue with academic communities, employees, and students. Managing the educational portfolio will be key both to reducing costs and increasing income. Important elements to achieve this include collaboration across academic environments, strengthening partnerships with national and international educational institutions, rethinking continuing education, as well as a clear focus on international students. Departments cannot stand alone in this transition work. We will ensure that units receive solid financial follow-up while also providing leaders with better tools and close support in their work.

Infrastructure for Knowledge

The digitalization of society continues rapidly. Both academically and administratively, we must take greater ownership of UiO¡¯s digital future. Strong non-European commercial players dominate the field, which may result in a loss of our autonomy and control. Therefore, we need to develop digitalization strategies that provide us with room to maneuver. Artificial intelligence (AI) presents new challenges, but also new opportunities for our strong academic communities. We shall have a constructive approach to the use of AI and further digitalization of our activities. We will specifically work on the use and control of AI in learning processes and address AI¡¯s challenges related to resource consumption such as energy, water for cooling data centers, and high consumption of minerals extracted from vulnerable natural environments.

We will manage and develop UiO¡¯s buildings and properties in a future-oriented and sustainable way. This work must be done without compromising our societal mission related to teaching, research, dissemination, and innovation. We will work closely with authorities and relevant private actors to secure funding for our buildings, while also engaging closely with the units to ensure they have suitable facilities with sustainable solutions. We will prioritize efforts to secure good agreements with hospitals and other entities where we lease premises.

The move into the Life Science Building and the development of Lower Blindern will constitute significant work in the upcoming period. This work will require close follow-up. We will strive to ensure that the Life Science Building, Norway¡¯s largest investment in research and education infrastructure to date, becomes a hub for high-quality research, innovation, and education with far-reaching impacts beyond the life sciences and the academic communities moving into this building.

There are now opportunities to develop Campus Blindern and interdisciplinary collaboration at UiO in new ways. We also wish to encourage the construction of more student housing, particularly in our vicinity. Our museums will require close attention in the upcoming period. We will support the Museum of Cultural History in its work on the new Viking Ship Museum and continue working on plans for the Greenhouse at the Natural History Museum. We will also work to develop the City Center Campus, centered around Tullinl?kka.

2. Creating an Engaging and Inclusive Learning Environment

• Students at UiO should be confident that the education they receive is among the best available in the world today. In the coming years, competition for students will increase, and we must become better at showcasing the quality of UiO¡¯s educational programs and more clearly promoting UiO externally. Our strong reputation will be an important competitive advantage that we must protect and enhance.
• Dialogue and feedback are essential elements to stimulate effective learning processes. At the same time, we must acknowledge that our teachers have limited capacity to provide feedback to students, and we must innovate on how UiO can strengthen academic dialogue for learning. We will work to improve student support through the expansion of the learning assistant scheme, systematize peer assessment, and initiate innovative use of digital learning resources.
• The recruitment potential for UiO is significant and can be better utilized. In particular, UiO can improve in recruiting motivated students from more diverse backgrounds. To achieve broad recruitment, we need to strengthen collaboration with primary and secondary schools to both increase knowledge about the opportunities a university education provides and to help prepare lower-level students for university studies.
• Many students report facing more demanding academic challenges and that the learning and study environment has become more vulnerable. This rectorate will prioritize inclusion and involvement of new students. We will also work systematically to develop a vibrant learning environment and attractive student spaces on campus, in close collaboration with students - for the students.
• An engaging learning environment requires the inclusion of students in its development process. UiO has established various information and training initiatives for students to engage in their learning environments as participants and representatives. We believe this work must be strengthened. This rectorate will establish learning environment committees in all faculties to systematize dialogue with students about their learning environments.
• Many students face challenges such as reading and writing difficulties, various disabilities, or the need for special accommodations to study effectively. Work on the universal design of digital platforms, practical accommodations, and providing more accessible information about services for students with special needs is essential to give all students equal opportunities to succeed.
• UiO is a research-intensive comprehensive university that has unique opportunities to integrate research and education in new ways. This rectorate will therefore work to connect our students at all levels more closely with research. As an important part of this, we will facilitate student involvement in research related to societal and sustainability challenges. Such connections will equip our students with skills that are highly valued in an increasingly knowledge-based job market.

3. Further Develop a Study Portfolio of the Highest Quality

• UiO offers many of the country's most attractive study programs. However, challenges with dropout rates and weak study progression are issues that we need to take seriously. We will look for initiatives that create greater engagement, ensure analytical skills, and provide strong workplace relevance. The knowledge base for this work must be strengthened so that we can better target initiatives with the desired effect.
• The academic breadth at UiO is a significant advantage that should be better leveraged in the development of study programs. New multi- and interdisciplinary study offerings have been well received by students in recent years. We will prioritize this work in the coming years and also make it easier for students to combine courses and subjects across UiO.
• If UiO is to maintain and develop its international profile, we must ensure that our study offerings reflect this. Our education offerings in English need to be developed to attract students from various parts of the world, including paying students. We must work toward solutions to ensure that finances are not a barrier to studying at UiO. This rectorate will work to develop an attractive and sustainable study portfolio, preferably in collaboration with foreign universities, where Norwegian and international students can meet in a vibrant learning community.
• The University of Oslo coordinates Circle U, our European university alliance consisting of nine research-intensive universities. This alliance will play a central role in the renewal of UiO's study offerings and contribute to new exchange and internationalization opportunities for our students. Not least, Circle U can be essential in further developing digital education offerings that provide sustainable international exposure for many students.
• The working life that students will become an important part of is changing, and our graduates are expected to have skills that can contribute to this transformation. Therefore, our education programs must aim to combine theoretical and analytical skills with work experience and practice. A crucial part of this involves developing offerings for students who want to enhance their competence in innovation and entrepreneurship.
• Artificial intelligence (AI) challenges how we conduct education and how we receive, process, and express knowledge. We will work to promote knowledge and implementation of AI as a tool for students' personal knowledge development. At the same time, we must ensure that students feel secure and can take ownership of using new technology. It's essential to develop assessment and exam formats that deter cheating but also help students understand how to use AI without it being perceived as dishonesty.
• As an institution, we also have a responsibility to provide continuing education (CE) opportunities. Many utilize our regular courses to strengthen their competencies and further develop themselves. However, there is a vast untapped potential for CE at UiO. We will therefore, by facilitating strengthened coordination of UiO's offerings, ensure that the units receive the support they need to develop and deliver high-quality CE offerings.

4. Work Towards Optimal Research Conditions for Academic Staff

• The principle of academic freedom is non-negotiable. We will leverage UiO¡¯s flexibility to support free and independent knowledge development. As a university, we are experiencing increased pressure from politics and society for research to have greater short-term relevance. This rectorate will work diligently to ensure that quality and long-term development are prioritized more highly.
• UiO performs very well in the competition for major open research funds, both in Europe and with the Research Council of Norway (NFR). We will facilitate UiO researchers to perform even better in the competition for external research funding while also maintaining the breadth of research at UiO.
• We will work systematically to secure more funding for free, independent research, including from new sources. It is a goal for this rectorate to work closely with actors outside academia to establish private funding schemes similar to those in Sweden and Denmark.
• The University of Oslo is an attractive workplace for researchers from around the world, but there is strong competition for the best candidates. We need to further develop recruitment and career development efforts at UiO flexibly, strengthening our position as an attractive university.
• Research time for academic staff is under pressure, administrative duties are increasing, and many employees feel they have little time for research. We will work to ensure that academic staff have more uninterrupted time for research and develop arrangements that free up time for research without compromising teaching and supervision. This must be done in collaboration with the entire organization.
• Changing framework conditions and continually new national regulations and rules have challenged and still challenge scientific autonomy, both individual academic freedom and the institution¡¯s ability to support free and independent knowledge development. This rectorate intends to better utilize our flexibility and actively simplify and streamline administrative procedures and rules. New management tools and practices must be user-oriented and efficient, and we must have close dialogue with our staff to find appropriate solutions.
• Infrastructure in the form of digital resources, scientific equipment, and laboratories is crucial for many researchers at the university. We will work systematically to ensure that UiO¡¯s researchers and students have efficient and excellent access to high-quality research infrastructure both locally at UiO, as well as nationally and internationally where necessary. This is important for academic and economic reasons and also from a sustainability perspective. We will explore whether expanded Nordic cooperation on investments in infrastructure for research and higher education can provide new opportunities for our researchers and students.
• UiO has contributed to extensive innovations, both in Norway and internationally, but we must continuously develop our interaction with the surrounding society. We will promote innovation, among other efforts, by further developing an effective apparatus to assist researchers and students throughout UiO in developing and applying knowledge. The free, independent, and particularly strong disciplinary research at UiO must have the space to develop interdisciplinary projects, both locally, nationally, and internationally. We will work to further develop support functions and incentives for innovation and collaboration with private and public actors. Veksthuset will be a tool in this work
• There are currently many channels and arenas for disseminating and communicating research. The University Library, with its venues and functions, is particularly important for UiO, and we will support a systematic further development of the library's activities, including safeguarding valuable historical material from research and education.
• Many researchers participate in national and international assessments, engage in development work, and contribute significantly with their expertise beyond research and education. This is important for the university, for Norway, and the world. We support and will facilitate such work.
• It is concerning to hear that researchers hesitate to speak out in the media for fear of personal attacks and online harassment. As academics, it is part of our societal mission to contribute to public debate. It is highly problematic when the climate for debate becomes so harsh that researchers resort to self-censorship. This rectorate team takes this situation seriously and will systematize support for researchers experiencing online harassment and personal attacks.

5. Strengthen UiO as a Leading European Research-Intensive Comprehensive University

• In recent years, UiO has worked systematically to strengthen ties with Europe through our European alliances¡ªCircle U and The Guild. Circle U has received support from Erasmus+ and is one of several educational alliances supported by the EU over the last five years. The Guild, which UiO helped establish, has been a crucial force in influencing research and innovation policy in Europe. Europe is important to UiO, but in a time of significant geopolitical tensions, UiO must also be a global player and take global responsibility. This means that UiO must engage in supporting higher education institutions in conflict areas while responding to global sustainability challenges. We will take clear responsibility by facilitating academic collaboration, solidarity, and international partnership.
• Throughout its history, UiO has been a driver for long-term research and education policy in Norway and Europe. We still are, but this long-term perspective is under constant pressure. This rectorate will systematically raise this discussion in various forums. The goal is to achieve long-term consistency in research and education policy, including ensuring good framework conditions for open, independent knowledge development.
• Today, we see that democratic values are under pressure in many parts of the world. Knowledge of language, culture, and religion is essential in a multicultural world seeking peaceful solutions to conflicts. Many fields of language, culture, and religion are currently under pressure, experiencing declining student numbers. We will work to support the cultural disciplines at the university. We will do this in collaboration with other institutions, both nationally and internationally.
• We will take the initiative to start a national network to support small disciplines that do not have enough student basis to be maintained on their own. We will build networks between institutions and lay the groundwork for a binding collaboration. We will challenge the ministry on these issues. Our collaboration within Circle U and other international partnerships can also be significant in preserving small and vulnerable disciplines.
• As a leading European research university, it is natural that many UiO staff have an international background. At the same time, we know that many international employees find it challenging to become an integrated part of UiO, especially due to the new language proficiency requirements. We will work to improve accommodation and integration for international staff.
• A very high proportion of our research at UiO results from close international collaboration. Simultaneously, we see that the world around us is marked by conflict, uncertainty, and unrest. Academic freedom is under increasing pressure, and academic collaboration has become more challenging. This rectorate will work to strengthen European and global research and education collaboration. We will be responsible in handling sensitive research projects, but at the same time, we must guard academic freedom and collaborate with other institutions to ensure that as much research as possible is open and shareable.

The Rectorate Team

• Rector candidate Hanne Flinstad Harbo is the Dean of the Faculty of Medicine (2023¨C). She is a trained physician and holds a professor II position in neurology at the University of Oslo (UiO). Previously, she served as deputy head at the Institute of Clinical Medicine (2015¨C2018), head of department and senior consultant at a major hospital department at Oslo University Hospital/UiO (2018¨C2022), head of the interest organization Hjerner?det (2014¨C2017), and has been in the leadership of large international research networks (2003¨C). She will emphasize collaboration, engagement, visibility, and implementation in her leadership through a team effort with the rectorate, deans, other staff, students, and external stakeholders.
• Pro-Rector candidate Christine Meklenborg Nilsen is the head of the Department of Literature, Area Studies, and European Languages at the Faculty of Humanities (2021¨C). She is a professor of French at the University of Oslo (UiO). Previously, she has been a student politician and the leader of the Norwegian Student Union (1996¨C1997). Among her key interests are the university¡¯s role as a contributor to public debate, study and work environment, the role of foreign languages, internal collaboration within the organization, and transparency in leadership.
• Vice-Rector candidate for Education Bj?rn Stensaker is the current Vice-Rector for Education at the University of Oslo (UiO) (2021¨C2025). He is a professor of pedagogy at the Faculty of Education. He holds a degree in political science from UiO and a doctorate from the University of Twente in the Netherlands on quality development in higher education. He has previously held various leadership positions at NIFU and was the head of LINK ¨C Centre for Learning and Education at UiO (2017¨C2021).
• Vice-Rector candidate for Research and Innovation Morten D?hlen is the head of the Center for Data and Computational Science (dScience) at the Faculty of Mathematics and Natural Sciences. He is a professor of Computer Science at the University of Oslo (UiO). He has previously been the head of the Department of Informatics (2005¨C2012) and Dean of the Faculty of Mathematics and Natural Sciences (2013¨C2020). He has participated in and led several governmental commissions focused on research and education.

Translation from Norwegian based on UiO¡¯s ChatGPT; proofed and revised by the team