Presentation on theme: "A Coordinator’s view “Do’s and Don’ts” Professor A. O"— Presentation transcript:
1A Coordinator’s view “Do’s and Don’ts” Professor A. O A Coordinator’s view “Do’s and Don’ts” Professor A. O. Moscardini Cardiff Metropolitan University UK Tempus IV Information Day 19/11/2012
2Experience Professor Alfredo Moscardini Cardiff Metropolitan UniversityHave been involved in ten Tempus projects(both JEPs and Structural Measures) mostly as Coordinator inBulgaria, Hungary, Estonia, Kyrghystan, Uzbekistan, Russia ,Ukraine, Jordan and Egypt
3Cardiff Metropolitan University Currently running a Tempus project withEgypt, Lebanon, Tunisia and MoroccoLHEM- Leadership in Higher Education ManagementIt is a Structural measure i.e. involves four Ministries
5Partners EU Partners: ) University of Bari - Italy Ionian University - GreeceLeadership Foundation - UKMagna Charta Observatory - ItalyMEDA Partners:Ein Shams University - EgyptFayoum University - EgyptAmerican University in Cairo - EgyptKing Hassen II University - MoroccoSuperior Institute for Science and Technology - MoroccoCadi Ayyad University in Marakesch - MoroccoModern University of Business Studies - LebanonBeirut Arab Academy - LebanonSfax University – TunisiaUniversity of Sousse - TunisiaAssociate Partners:Ministry of Higher Education and Scientific Research - EgyptMinistry of Higher Education, Scientific Research and Technology - TunisiaMinistry of Higher Education, LebanonMinistry of Higher Education, MoroccoArab Network for Quality Assurance in Higher Education- EgyptAssociation of Arab Univerities- Jordan
6All views expressed in this talk are my own PresentationThe aim of this presentation is to give you my thoughts on managing tempus projects and use examples from the current project at Cardiff Metropolitan University.All views expressed in this talk are my own
7Tempus ProgrammeTempus is the European Union’s programme which supports the modernisation of higher education in the Partner Countries of Eastern Europe, Central Asia, the Western Balkans and the Mediterranean region, mainly through university cooperation projects.
8More details Equalisation of University standards or systems Sustainability of OutcomesDissemination
9Equalisation of Standards Bologna ProcessNot a prescription but a mutual harmonisation of systems.Keep an open mind.Not always clear which system is best.
10Leadership in Higher Education Management - LHEM Bologna ProcessWe have produced 47 learning objects on the BolognaProcessWe have used the expertise of two of our experts who areformer secretary Generals of the Magna Charta Observatory, Dr Andris Barblan and Mr Bastian Baumann
11Coordinating Institution The cordinator must ensure thatthe project objectives are meton time and within budget
12Achievement of Project Objectives Not easy - must work with the system that exists in thepartner countries. No patronisationCannot change long standing systems overnightMust have flexibility and ability to react to circumstances
13Working with existing Systems For a UK coordinator, the role of the Ministries in partnercountries is different.Cannot change this - must work with it.Need to have the presidents fully aware at all times.
14The President’s Network LHEM has set up a network of leaders of universities in the project to discuss, advise and learn about issues that will affect the University of the 21st Century. The network can then be extended to all MENA countries and universities and become a global network.
16Example of Changing Systems Whole idea of self and peer assessment.Although obligatory in Western education now, is actually only around thirty years old. Did not exist when I started.Our elearning material is having two peer assessments and an external assessment.
17Example of Changing Systems We are preparing E-learning modules.For external Assessment we have an external expert Dr Andris Barblan and also the Magna Charta ObservatoryFor internal assessment we are organising peer reviews
18Example of Flexibilty A project aim was to produce E-learning courses. In LHEM this developed into producing an Adaptive Learning System for deans and an on-line masters degree.
19The Unexpected The European volcanic ashes 2010 The Tunisian revolution 2011The Egyptian revolution in 2011Political instability in Lebanon
20Sustainability Typical outcomes that are sustainable are; Networks CentresDegreesGood Practice
21NetworksA good network will be self sustaining but there are also actions that can aid the process in LHEM we have formed two networksArab and European Leadership Network for Higher Education(ARELEN)Women in Higher Education Elite Leaders (WHEEL)
22Sustainable Outcome Women in Higher Education Elite Leaders The WHEELERs have got togther and formed an NGO called Nour which will be self funding and provide money to continue the network after the end of the project.
24ARELEN - Arab and European Leadership Network for Higher Education Professor Sultan Abou Orabi, on behalf of Association of Arab Universities and Professor Antony Chapman, on behalf of Cardiff Metropolitan University signed a memorandum of Initial Agreement to host the Arab and European Leadership Network for Higher Education, (ARELEN). The network is an outcome of the Tempus Leadership in Higher Education Management project, coordinated by Professor Mohamed Loutfi of Cardiff Metropolitan University in association with the UK Leadership Foundation for Higher Education.