Presentation is loading. Please wait.

Presentation is loading. Please wait.


Similar presentations

Presentation on theme: "TEMPUS-CARDS UM-JEP-18023-2003 INTEGRATION & STRUCTURING OF INTERNATIONAL RELATIONS IN MACEDONIA (ISDRIM) Sustainability of ISDRIM project : outcomes,"— Presentation transcript:

1 TEMPUS-CARDS UM-JEP-18023-2003 INTEGRATION & STRUCTURING OF INTERNATIONAL RELATIONS IN MACEDONIA (ISDRIM) Sustainability of ISDRIM project : outcomes, problems, new organization at central level and future of international cooperation projects Prof. Dr Ljubica Šuturkova, Vice-Rector Novi Sad, 19 th January 2007

2 “Ss. Cyril and Methodius” University Skopje, Macedonia

3 The establishment of the European Higher Education Area (EHEA) by 2010 is a major area of reform for higher education in Europe. Universities are committed to develop innovation processes throughout the transfer of knowledge to society. Integration between universities, industry and other service related organizations should be improved and facilitated by public authorities.

4 WHO ARE WE IN THE PROCESS? Ss Cyril and Methodius University consists of: -23 faculties, 10 research institutes and 7 other accompanying members The present structure of the Ss Cyril and Methodius University in Skopje can be illustrated by the following: - over 40 000 students from Republic of Macedonia as well as 800 foreign students are enrolled at all the faculties; - around 2500 teaching and scientific staff and associates are engaged in the teaching, educational and scientific processes at the faculties and - around 300 staff members at the various institutes. Until now over 110 000 students have acquired their Bachelor’s degree, 5000 candidates have obtained their Master’s degree, and over 2300 postgraduates have earned their Doctor of Science degree in all teaching and scientific fields.

5 TEACHING AND RESEARCH ACTIVITIES The UKIM faculties function as legal entities and carry out higher educational, scientific and research activities, while the research institutes (that are also legal entities) carry out scientific and research activities. As yet, postgraduate studies have not been organized on a central level with the exception of 5 interdisciplinary studies that were organized within the framework of the TEMPUS program.

6 PRESENT STRUCTURE - The University presents an association of members that transfer some of their competencies like organization, coordination and decision-making to the University bodies. AUTONOMY AND LEGISLATION - According to the Law on higher education, the faculties and institutes have total autonomy in gaining and allocating funds obtained from the budget and other sources respectively. They independently plan, make the curricula and study programs. In addition to this, they also insure the necessity for staff renewal, elections to teaching, scientific and associate’s titles.

7 WHAT ARE WE DOING AT UNIVERSITY LEVEL? - UKIM has independently determined to move toward contemporary higher education systems. Before the formal signing for committing to the Bologna process, the UKIM members had accepted the spirit and principles of the Declaration. - Projects under the TEMPUS Programme included 76 JEPs, 27 compact measures and over 350 grants for individual mobility which contributed to the following:  Enhanced efficiency and the effectiveness of university management  Promotion of existing and developing new curricula and academic programmes with a series of pedagogical innovations  Introducing comparable criteria and maintaining a high level of quality.

8 I Objective Building mechanisms and instruments for cooperation between faculties and scientific institutions, as well as between faculties, institutes and university managerial bodies

9 II Objective Developing international study courses and enhancement of European dimension of higher education

10 III Objective Reorganization of the International Relations Office of the university in order to respond to the requirements of all faculties/institutes

11 IV Objective Strengthening the international cooperation

12 1.1. Central coordination Significance The centralized coordination of the administrative expenses and other costs increases the internal communication and releases additional assets Activities  Forming central libraries  Common services assurance Results  Improved access to scientific materials for academic staff and for students  Improved communication and thus increased exchange of experiences  Reduced expenses and more efficient administrative functioning

13 1.2. Participation in international researches Significance Avoiding research replication and recurrence Activities  Introducing interdisciplinary researches, action and study programs  Organizing continuous education courses Result  Reaching a research level in compliance with higher European standards

14 1.3. Central storage of information and statistical data Significance Surpassing the deficit of institutional information and statistics Activities  Installation of central information service Results  Easier and more efficient analysis of information and statistic data  Improved capacity for demand responding

15 1.4. Forming a central research body Significance Improved founding of project agreements with national and external source; Improved teaching; Surpassing the lack of strategic planning in research Activities  Assistance for implementing project agreements  Implementation of project results for the requirements of both education and society  Interdisciplinary research between faculties and institutes

16 1.4. Forming a central research body Results  Enhanced participation in projects  Dissemination of project results  Strategic research planning  Results that will respond to scientific and educational needs  Responding to educational and educational requirements  Enhancement of cooperation in research.  Establishment of interdisciplinary research action  Common advanced researches in compliance with European standards

17 1.5. Centralized decision-making Significance Central decision making on decentralized initiative basis Activities Reforms in Regulation Results Easier objectives’ implementation and therefore strengthening the democracy in decision-making

18 1.6. Promoting internal responsibility Significance Evaluation of UKIM action Activity Creating an academic debate throughout involvement of research results and students

19 2.1. Commercialization of product- knowledge Significance The globalization imposes new forms of product-knowledge and new approaches for organizing academic work Activity Introducing new study programs Result Society acquirement and fulfillment of the labor market needs

20 2.2. Surpassing the obstacles due to the enlarged commercialization and international education Significance Improving quality in education; Increasing mobility Activities - International activities in compliance with the agreed principles and essential values (joint programs, summer/winter universities) - Research and educational agreements - Involvement in regional networks of communications and exchange

21 Results  Going beyond the obstacles for mobility and the role of citizens in higher education  Promoting long-distance learning  Short and intense programs for academic and student exchange  Involvement in project “Europe and learning”  Promoting Centers of excellence in science and technologies, innovations and economic modules

22 3.1. Surpassing the formal and legal obstacles for reorganization of IRO Significance Elimination of all the obstacles existing in the UKIM Statute and relevant laws in R. Macedonia and removal of the state band on employment in public administration Activities  Changes in the Statute of the University – introduction of new organizational structure of IRO  Negotiations with permission of the Government in order to remove the obstacles of new staff employment (this activity should be also carried out for accomplishment of other objectives)  Preparing strategic plan for international cooperation (Direction for reorganization of IRO)

23 Result  Operational plan adopted by the University Senate with clearly defined new organizational structure of IRO as well as the time limit for establishment of this organization

24 3.2. Implementation of previous sub- objective results Significance Reorganization of IRO as foreseen in the operational plan Result New structure of IRO able to respond to every requirement of the faculties and institutes - members of UKIM

25 4.1. University internationalization Significance Internationalization of contents and university activities

26 4.1. University internationalization Activities  Internationalization of university staff throughout individual training and mobility  Increasing the number of foreign teachers and initiation of new mobilities  Increasing the number of courses realized in foreign languages.  Intensification of international cooperation towards cooperation with university with higher standards as possible  Augmentation of research funds throughout improved access to information and creation of research funds support service  Annual planning of exchange of any kind  Improvement of language and computer skills of existing staff  Organization of Macedonian language courses for foreign students  Study program marketing

27 4.1. University internationalization Results  Internationalized university  Internationalization of the researcher and his increased efficiency  Improvement of quality level in education Intensification of student and academic mobility  Augmentation of number of foreign students Extension of finances for research  Academic staff able to respond to the challenges of European enlargement and globalization

28 4.2. Academic staff mobility Significance Exchange of professors and researchers Activities - Scheduling the in-coming and out-going lecturers within the curricula planning - Preparing annual report on mobility useful for planning future exchanges - Improved access to EU and other funds for exchange throughout involvement in university networks - Creation of support service for lecturers and researchers involved in mobility - Preparing a model for compensation of faculties expenses due to long-term mobility

29 4.2. Academic staff mobility Results  Reaching a balance between the in-coming and out-going academic staff  Quality improvement in educational process  Exchange of Know-how  Improved preconditions for study programs marketing  Responding to the challenges of Europeanization and internationalization of higher education globalization

30 4.3. Student mobility Activities  Integrating student mobility in the process of planning the university activities and faculties separately  Student mobility is promoted throughout bilateral agreements and university networks  Improving access to European and other funds  Completed credit transfer in compliance with previously approved study plan  Separated diploma supplement for student mobility  Organization of summer universities  Creation of student mobility service to support exchanged students

31 4.3. Student mobility Results  Increasing the number of UKIM students that have had at least one semester study stay at foreign university toward university having standards as higher as possible  Improvement of quality of education that students will obtain  Developing student skills  Producing human resources that will compete equally on the labor market

32 4.4. Foreign students Significance Enrollment of foreign citizens as students on undergraduate and postgraduate studies in UKIM Activities - Developing existing courses on foreign language and introducing new courses on Macedonian language for foreign students - The increased financial need caused by intensification of in coming student mobility will be considered during the negotiations with the government - Introduction of on-line application - Creation of service for supporting and advising foreign students

33 4.4. Foreign students Results  Increasing the number of foreign students  More efficient marketing  Exchange of culture



Similar presentations

Ads by Google