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ECIU Background, organisation and activities

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ECIU Organisation. Institutional level Organisational level ... Light organisation: Emphasis on participation by members ... pre-organised and pre-acknowledged modules ... – PowerPoint PPT presentation

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Title: ECIU Background, organisation and activities


1
ECIUBackground, organisation and activities
2
Meetings
Membership January 200711 European
Universities A total of app.202,000
students28,000 staff Plus3 Associate
Partners130,000 students,13000 staff
Linköpings universitet
University of Strathclyde
Aalborg Universitet
University of Warwick
Technische Universität Hamburg-Harburg
Universiteit Twente
Universität Dortmund
Université de Technologie de Compiègne
Politecnico di Torino
Universidade de Aveiro
Universitat Autonoma de Barcelona
  • Southern Federal University, Russia
  • Tecnológico de Monterrey, Mexico
  • Swinburne University of Technology, Australia

3
Why the ECIU?
  • To better understand, and respond to, the global
    pressures on European Universities
  • To be stronger and more powerful (Consortium
    approach vs. single institutional approach)
  • To share experience and build on each others
    strengths
  • Many networks, but no consortium of innovative
    and dynamic universities
  • ? Foundation of the ECIU in 1997 (ECIU
    Charter)
  • Prof Burton Clarks Creating
    Entrepreneurial Universities,
    Organizational Pathways of Transformation,
    1998

4
ECIU Profile
  • All ECIU universities have particular strengths
    in engineering and social sciences, some in the
    arts and humanities
  • All are relatively young and share
    entrepreneurial values
  • All have close ties to industry and to their
    regions
  • All are committed to developing new forms of
    teaching and learning
  • All are research intensive
  • All are committed to an innovative culture within
    their walls
  • All wish to sustain and nurture
    internationally-minded staff
  • All are determined to offer their students high
    quality education

5
Innovative?
  • Aalborg Project and Problem-Based Learning
  • Linkoping Medical Image Science and
    Visualization
  • Twente The Entrepreneurial University strong
    spin-out/start-up profile THES Top 100 Tech
    Univ (79)
  • TUHH Central location in Europe strong
    logistics profile Global Engineers programmes
    (with industry)
  • Dortmund Ruhr-Region Regional Regeneration

6
Vision
  • ECIU will be one of the global leaders in higher
    education through its collective expertise and
    commitment to innovation in teaching and learning
    and members shared history of fostering economic
    and social development in regions in transition.

7
Mission
  • To contribute to the further development of a
    knowledge-based European economy
  • To build on existing innovation and enhance
    quality, in the member institutions, in the areas
    of international collaboration teaching and
    learning regional development technology
    transfer and staff and student development
  • To develop high-quality collaborative educational
    programmes
  • To act as an agent of change
  • To take Europe to the World.

8
ECIU Organisation
  • Institutional level Organisational level
  • ECIU Executive Board (14 members) ECIU
    Secretariat (.5fte)
  • ECIU Local Coordinators ECIU Graduate School
  • Project champions Project Manager (.25fte)
  • Student Wing
  • Light organisation Emphasis on
    participation by members
  • (no central organisation that can
    take on a life on its own).

9
ECIU Activities
  • Three core areas
  • ECIU Graduate School
  • Improving Student and Staff Mobility
  • University Industry Interaction
  • Stand-along projects
  • Bilateral/trilateral activities

10
I. ECIU Graduate School
  • ECIUs response to Bologna
  • Joint solutions to issues related with fees,
    quality assurance and degree structure
  • Curriculum development and Quality Enhancement
  • Promoting mobility of students and preparing
    graduates for an increasingly global job-market
  • Better access to European funding such as
    Erasmus Mundus.
  • Development of joint or double degree masters
    programmes

11
Programmes
  • European Masters in Materials Science (EM)
  • European Masters in Environmental Studies (EM)
  • European Masters in Global Innovation Management
    (EM appl.)
  • Joint Masters Programme in Innovation and
    Entrepreneurship
  • Joint Masters Programme in Industrial Design and
    Manufacturing

12
  • Emerging programmes
  • Communication Information Technologies
  • Engineering Life Sciences
  • Energy Sustainable Development
  • European Studies
  • Consideration of internationalising the MBA
    Curriculum activities
  • Joint delivery overseas, exchange of electives
  • European MBA

Contact person Randolph Galla TUHH 49 40 42878
4263 r.galla_at_tuhh.de
13
II. Improved Student and Staff Mobility
  • Objectives
  • To increase the numbers of in- and outgoing
    students
  • To facilitate better framework conditions for
    student exchanges
  • To promote staff exchange and stimulate staff
    development
  • To prepare current and future university leaders
    for the challenges related to HEIs in the 21st
    century (with EU policies and practices, and
    pressures from global competition, being high on
    the agenda).

14
Student Mobility Group
  • Exchange agreements between (almost) all ECIU
    members
  • Identifying and highlighting the added value
    of ECIU exchanges
  • New activities to make ECIU mobility more
    attractive
  • ECIU Global Competencies symposium
  • Promotion of entrepreneurship activities (in
    addition to exchange)
  • ECIU Fair for International Officers (1 Nov 2007)

Contact person Barbara Schneider University of
Dortmund 0049-(0)231-755-5331
barbara.schneider_at_udo.edu
15
Twinning initiative
  • Key elements in comparison to individual
    mobility
  • pre-organised and pre-acknowledged modules
  • fixed framework to be agreed on only once instead
    of individually per student
  • In comparison to Joint Master Programmes
  • Twin programmes are much easier to organise (no
    fee discussion, fewer legal constraints)
  • First step towards a JMP

16
Administrative Staff Development
  • Objective to help grow and develop individual
    members of staff to ensure that they will open
    for change, ready to support new and challenging
    developments and to generally support an
    innovative culture.
  • Duration of exchange can be from only a few
    days to a year or more, decided by the two
    parties involved.
  • Financing and accommodation decided in each
    case.
  • Pre-defined assignments or tasks (report)

Contact person Lise Thorup-Pedersen Aalborg
University ltp_at_adm.aau.dk 0045-96358089
17
ECIU Leadership Development
  • Addressing European and global challenges facing
    HE leaders in the 21st century (e.g. the EU
    policy agenda)
  • Using experiences and cases from the various
    institutions across Europe/the ECIU
  • Providing a different learning experience
    compared with traditional leadership programmes
    (personal development vs. skill development)
  • Building a European/global network of
    current/future leaders

18
III. University Industry Interaction
  • To learn from best practice within the
    Consortium about knowledge exchange,
    entrepreneurship and innovation
  • To do joint projects (preferably with European
    funding)
  • Entrepreneurship Research (Study of
    entrepreneurship support and the entrepreneurial
    profile of students).
  • DIFUSE / Technology Transfer in practice
  • EU funded activity, assessing best practice,
    sharing experiences and establishing a Charter
    for Tech Trans

19
EU-Asia University
  • Pyeongtaek vision to set up a European-Asian
    University
  • Background
  • Relocation of US Forces to Pyeongtaek (US
    domination)
  • Pyeongtaek new hub for trade (huge port
    developments)
  • Objective
  • Create an alternative to American university
    studies
  • Increasing the European presence in Korea
    through the ECIU

20
ECIU beyond Europe
  • Globalisation of HE - Importance of overseas
    strategic alliances (but continued emphasis on
    Europe)
  • Tec de Monterrey, Mexico
  • Swinburne University of Technology, Australia
  • Southern Federal University, Russia
  • ECIU Europe as a stepping-stone for the global
    market of students, researchers and funding
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