UiO distributes the financial allocation of almost NOK 6.1 billion NOK from the Ministry of Education (KD) to the faculties and museums, after retaining funds for the operation of the central administration and approved initiatives. It is up to the faculties to manage their financing in a responsible manner, within given frameworks - especially connected to the educational assignment. In particularly difficult situations, however, the University functions as a financial safety net, where the faculties contribute collectively. The loss of income at UiO's museums and the dental clinic at the Faculty of Dentistry in the pandemic year 2020 was so great that they could not cope with the burden alone. All faculties at UiO therefore contribute in this year's budget in order to correct this deficit. Important in this context is that the Minister of Education and Research and KD expect UiO, as an autonomous institution, to handle the economic consequences of the pandemic within the allocated funds.
Correspondingly, we distribute the faculty's allocated funds to the departments according to a distribution model adopted by the faculty board, after covering funds for faculty management, administration, approved initiatives and a limited strategic reserve. The institutes manage their assigned funding as independent financial units, based on long-term forecasts. At unforeseen events with major financial consequences, the faculty has a tradition of helping departments and centers. Examples of such extraordinary support are development of premises after allocation of the TEM to Center for Materials Science and Nanotechnology in 2013, furnishing premises for an SFU in 2016 and SFF in 2018, and financial contribution to Department of Biosciences (IBV) in 2018 after the shutdown of the animal department. The faculty community has contributed funds in these cases, because we could not expect the departments to have the necessary financial power. Correspondingly, the faculty will consider an inquiry that may come from the management at IBV, if the consequences associated with the asbestos pollution at Kristine Bonnevie's house turn out to be too extensive for the department to handle alone.
When the crisis hits
So, what happens when the crisis hits everyone at once? When employees are banned from campus, research activity is discontinued, travel activity ceased, newly hired researchers are not allowed to enter Norway, the daily contact between research fellow and supervisor ceases? Does this situation shift the responsibility between the institutional levels at UiO? What are the expectations of employees in such a situation?
When the crisis is a fact, it may be obvious to point upwards. The joy of autonomy and self-government can suddenly turn into an unmanageable burden. Luckily, we can gather the troops in a larger leadership community with common obligations. The faculty has a very competent team of department heads, who individually do a great job for their departments as well as on behalf of the faculty as a whole. Together, the department heads and the faculty management took action during the closure in March-April last year. Afterwards, we initiated a comprehensive process for extension of PhD-positions, to ensure the completion of their doctoral work. Totally, we granted 482 weeks of extension to 80 out of 128 applicants. The departments cover much of the salary; in addition, we use the faculty's large, strategic joint resource of PhD-positions ("KD-positions") to finance long-term extensions.
We have received good feedback on this process, with some complaints. Then the faculty has assessed the departments' procedures, but it has never been relevant to review academic decisions. Professional autonomy stands firm even in a crisis! Furthermore, institutes, centers and research groups obviously have an independent responsibility to facilitate the working conditions for their young researchers, in the best possible way. For example by using accumulated funds or reallocating resources to academic activities. In a common crisis, it is difficult to argue that some individuals or research environments should have greater access to the community's resources than others should. That said, it is clear that research is affected differently. When needed, the community of departments therefore intervenes - through overall processes.
New extensions
It is one year since the shutdown of UiO, and a need for new application processes for the extension of postdoctoral- and PhD-positions. KD has allocated funding for the extension of positions financed by the EU and private actors, including the Norwegian Cancer Society. However, we are dependent on the research communities applying to other external funders to reallocate accumulated funds for extensions. The departments will primarily finance basic funded extensions. This time too, it may be necessary to use the faculty's joint position resource of “KD-positions” when long-term extensions are needed, or for departments experiencing a large total burden. We guarantee all applicants individual treatment according to common criteria, regardless of the source of funding.
Autonomy during crises
Autonomy can be challenging. The responsibility that comes with it also applies during crises. However, the framework conditions may change by overarching decisions - which we have all experienced during the pandemic. Over time, the faculty has established a solid departmental community, built on trust, sharing and collaboration. That is our strength. Collectively, we have the resources and tools needed to get through the crisis together.
I want to thank all of you who works at our faculty for a fantastic effort over the past year! We seem to be in the last rush of the pandemic in Norway – we only have to persevere a little longer!