Friday, December 01, 2006

Folclore para a Comunicação Social Ver

M. A. T. A. – Movimento Anti «Tradição Académica»

Date: Thu, 12 Oct 2006 16:08:11
To: mata.info at gmail.com
From: "Virgilio A. P. Machado"
Subject: Horizonte

Tem sido tão difícil que nem o contacto pode estar bem à vista nas páginas?

Gostaria de saber é se há algum interesse em saber e divulgar, nomeadamente nestas páginas, o que se passa no resto do Mundo sobre o problema das praxes.

Atenciosamente,

(Nome e contactos)


Resposta, até à data: Nenhuma



Antípodas - Movimento Anti-praxe

(correio-e) wrote:
This form powered by http://www.response-o-matic.com
---------------------------------------------------------------------
(email)
nome = Virgílio A. P. Machado
(faculdade, telefone)
comentários = O curso e ano ficaram sem resposta por não se aplicarem. A intenção é só terem contactos com alunos?
Independentemente da resposta, o que queria saber é se há algum interesse em saber e divulgar, nomeadamente nestas páginas, o que se passa no resto do Mundo sobre o problema das praxes.
--
Date/Time: 2006-10-12 07:55:03 PDT
(Sender IP) | Referrer: http://antipodas.planetaclix.pt/form.htm


Date: Mon, 16 Oct 2006 23:10:02
From: Antípodas
To: (correio-e)
Subject: Re: Resposta ao formulário (correio-e)

Embora sejamos essencialmente um movimento de jovens universitários estamos abertos à participação de todas as pessoas que partilharem dos nossos ideiais.
Quanto às praxes no resto do mundo, temos feito um trabalho de pesquisa mas não é fácil encontrar informação sobre isso. O que descobrimos é que a praxe universitária tal como a conhecemos é um fenómeno português e que a quase totalidade das universidades europeias não têm qualquer tipo de praxe. No entanto, os mecanismos de dominação são sempre os mesmos e encontramos situações que se assemelham à praxe universitária nas praxes da polícia, do exército ou das repúblicas de estudantes.
Não sei se respondi à sua dúvida mas estamos aqui para prestar qualquer esclarecimento.

Pelos Antípodas
(Nome Nome)


Date: Tue, 17 Oct 2006 00:55:40
To: Antípodas
From: "Virgilio A. P. Machado"
Subject: Re: Resposta ao formulário (correio-e)

(Nome) e colegas Antípodas,

At 23:10 2006/10/16, you wrote:
>Embora sejamos essencialmente um movimento de jovens universitários estamos abertos à participação de todas as pessoas que partilharem dos nossos ideiais.

Muito agradecido.

>Quanto às praxes no resto do mundo, temos feito um trabalho de pesquisa mas não é fácil encontrar informação sobre isso. O que descobrimos é que a praxe universitária tal como a conhecemos é um fenómeno português e que a quase totalidade das universidades europeias não têm qualquer tipo de praxe. No entanto, os mecanismos de dominação são sempre os mesmos e encontramos situações que se assemelham à praxe universitária nas praxes da polícia, do exército ou das repúblicas de estudantes.

Sugestão: abram o Google e pesquisem «Hazing» (em Inglês, claro). Comecem por ver o artigo (em Inglês) na Wikipedia e depois entretenham-se com algumas das quase dois milhões e meio de referências.

Na Wikipedia, peçam a versão em Português e vão ficar a saber que, no Brasil, o que nós chamamos praxe, eles designam por «trote».

Não sei se ajudei a preencher algumas lacunas nos vossos conhecimentos sobre a praxe, mas se precisarem de mais qualquer coisinha, disponham sempre.

Quero é que fiquem cientes de uma coisa: vcs. têm muito mais argumentos do que estão a utilizar e podem ter muito mais ajudas, se as souberem procurar. A exemplo de muitos outros países, incluindo Europeus, a praxe pode também «cair em desgraça» em Portugal. Mal ficaria com a minha consciência se não vos alertasse para tal.

Atenciosamente,

(Nome e contactos)


Resultado, até à data: Nenhum

Thursday, November 30, 2006

Descubra as Diferenças

Do lado de cá:

MINISTÉRIO DA EDUCAÇÃO
Gabinete da Ministra
Despacho n.º 17 387/2005, de 28 de Julho

5.º
Ocupação de tempos escolares

1—No âmbito da organização do ano escolar, deve a direcção executiva de cada agrupamento ou escola proceder à aprovação de um plano de distribuição de serviço docente, identificando detalhadamente os recursos envolvidos, que assegure a ocupação plena dos alunos do ensino básico em actividades educativas, durante o seu horário lectivo, na situação de ausência imprevista do respectivo docente a uma ou mais aulas.

2—Para efeitos do disposto no número anterior, devem ser consideradas,
entre outras, as seguintes actividades educativas:
a) Aulas de substituição;
b) Actividades em salas de estudo;
c) Clubes temáticos;
d) Actividades de uso de tecnologias de informação e comunicação;
e) Leitura orientada;
f) Pesquisa bibliográfica orientada;
g) Actividades desportivas orientadas;
h) Actividades oficinais, musicais e teatrais.

3—O plano anual a que se refere o n.º 1 deverá ser submetido à Direcção Regional de Educação respectiva até 15 de Outubro de cada ano, ficando esta obrigada a apresentar ao membro do Governo competente um relatório síntese de avaliação das diversas programações realizadas até 30 de Outubro do mesmo ano.

4—O mesmo plano deverá igualmente ser dado a conhecer pelo responsável de turma aos pais e encarregados de educação na primeira reunião geral de turma.

5—O plano de cada agrupamento ou escola constitui elemento a considerar no processo de avaliação sistemática da actividade desenvolvida em cada ano escolar.


Informação N.º 183/JM/SEE/2005, de 13 de Dezembro

4. Acompanhamento educativo dos alunos em caso de ausência do professor titular de turma/disciplina.

a. Em caso de ausência do docente titular de turma/disciplina a ocupação dos alunos é da responsabilidade de cada Agrupamento/escola, a quem cabe a organização de espaços/actividades, bem como a afectação rigorosa e adequada dos recursos humanos e materiais necessários.

b. A organização pedagógica destas actividades deve ser entendida como uma responsabilidade da escola enquanto organização, a quem compete assim uma resposta adequada e organizada. Não pode, portanto, ser vista como uma responsabilidade individual do docente ou docentes a quem foi atribuído aquele serviço.

c. Os Agrupamentos/Escolas, no âmbito dos órgãos de administração e gestão e de gestão intermédia, devem efectuar o planeamento e organização deste tipo de actividades.

d. Nas escolas dos 2.º e 3.º ciclos e do ensino secundário, os órgãos de gestão, para dinamização destas actividades, poderão utilizar até 50% das horas de redução da componente lectiva de que os docentes usufruem ao abrigo do artigo 79.º do ECD.

e. Nos casos em que, face às necessidades, este número de horas se revele insuficiente, e tendo em conta a prioridade que deve ser dada ao acompanhamento e orientação educativa dos alunos, os Agrupamentos/Escolas deverão recorrer às horas da componente não lectiva de estabelecimento dos restantes docentes.

f. Embora o despacho n.º 17387/2005, de 12 de Agosto institua a obrigatoriedade de acompanhamento dos alunos em caso de ausência do professor, apenas para o Ensino Básico, algumas escolas alargaram, com bons resultados, esta prática aos alunos do Ensino Secundário. Partindo destas experiências, entende-se como aconselhável que as escolas com ensino secundário, no âmbito das competências dos diferentes órgãos, equacionem as vantagens e a possibilidade de garantir a ocupação plena dos tempos escolares também aos alunos do ensino secundário.



Do lado de lá:

A substitute teacher fills in for a permanent teacher who is still on payroll and using paid leave. A licensed substitute (who holds a valid NC teacher’s license) must be paid at least 65% of the A-00 teacher rate. A substitute without a valid NC teacher’s license must be paid at least 50% of the A-00 teacher rate and not more than a substitute with a license. Teacher assistants are paid at the A-00 rate if they substitute.

A substitute teacher is any teacher hired as a temporary teacher, has no written agreement to work for a school district or an educational service district, is not guaranteed a minimum number of hours, who reports for teaching only when contacted, and who may refuse any offer of employment. It is a position that may require fewer than five months of 70 or more hours of compensated employment during the school year (September 1-August 31).


Emergency teachers

A teacher may be replaced by another teacher if they are absent due to an illness, death, or planned absence. In the United States and some parts of Canada, notably Alberta, replacement teachers are known as substitute teachers (or more informally as "subs") and more recently "guest teachers". In Australia and New Zealand they are known as "casual" or "relief" teachers; in the UK and in other parts of Canada, notably Ontario, they are known as supply teachers. In British Columbia, Canada, they are called TOCs (teachers-on-call). Temporary, substitute teachers in universities are usually in forms of multiple guest lecturers.

These teachers often find it difficult to acclimatise to the new environment, often moving from one school to another week after week or day after day. They are often viewed badly by the students they are looking after with a "you're not my real teacher" attitude making behaviour management very difficult. Meanwhile, especially in subjects like second languages, they may actually know less than their students. In long term replacements, however, this quickly subsides.

Teacher trade union groups have expressed resentment towards the continuous use of supply teachers (who may be paid a lower amount) to satisfy long-term shortages when school administrations have resisted creating a permanent teaching position.

The United States observes a Substitute Educator's Day, which was instituted by the National Education Association (NEA). The purpose of this day is to highlight the role and importance of the substitute teacher by providing information about, advocating for, and helping to increase appreciation and respect for this unique professional. This day also focuses on the needs of substitutes, which include better wages and health benefits and continual professional development. Substitute Educator's Day is observed on the Friday during American Education Week. Other countries and jurisdictions have similar observances.


Substitute teacher


Substitute teacher:

Capistrano Unified School District
San Juan Capistrano, California

Pinellas County Schools' Substitute Teaching Information Home Page
Pinellas County, Florida

Department of Education
State of Hawaii


Summary of Salary and Benefits for Substitute Teachers
Providence Teachers Union
AFT Locla #958, AFL CIO
Providence, Rhode Island

Defining the role of the substitute teacher
Education, Spring 2001 by Lassmann, Marie E

Substitute Teacher Homepage

A Packet for Substitute Teachers

Substitute Teaching - Tricks of the Trade

ProTeacher! Substitute teachers advice and tips for teaching in elementary school

Teachers.Net: Substitute Teacher Chatboard

Substitute Teacher Resources - TeacherVision: Lesson plans, printables, and more

Substitute Teaching Institute - Utah State University

National Substitute Teachers Alliance - NSTA


Frontline Placement Technologies, Inc. is a privately-held ASP (Application Service Provider) that automates the process of filling schedule openings, including instances when a replacement of an essential person is required due to an absence. The core Internet and Interactive Voice Response (IVR)-based architecture has been patented and additional patents are pending. The system is currently helping clients fill schedule openings across the United States, Canada and the United Kingdom, and will soon be deployed in Australia and New Zealand.

The company was founded in 1998, and developed Internet and IVR technologies to facilitate absence reporting and tracking, replacement employee procurement, entitlement balance tracking, data reporting, and electronic payroll feeding.

Aesop for education, the flagship service, the first of its kind in the K12 education arena, has revolutionized the way school districts handle the daily challenge of filling vacant classrooms. Aesop is currently serving over 700 school districts in the education industry, more than any other automated system. By reducing unfilled classrooms and increasing the quality of substitute pools, Aesop helps to ensure the highest level of education for the students.

With a dedicated staff that adheres to strong moral and ethical principles, Frontline Placement Technologies recognizes the importance of customer satisfaction and operates with high standards of achievement. Frontline Placement Technologies is now offering applications of this technology for other business sectors with a continual commitment to developing purposeful technology for the end user. By listening to their customers and watching for emerging trends, Frontline Placement Technologies strives to deliver ever-increasing value to every Aesop client.


Substitute Teacher Service, Inc. is the foremost locator of certified substitute teachers, teacher aides, and support personnel in the country. At STS, we supply our client school districts with the professional and support personnel they need, when they need them.

Substitute Teacher Service has partnered with PA-Educator.net! and PA-Reap. Post your resume and credentials and you will be seen by school districts in Pennsylvania.

Sunday, November 19, 2006

O Barato Sai Caro

«As universidades Americanas são muito caras».

«As universidades Americanas são só para os ricos».

São mesmo?

Estas são as cinco melhores universidades públicas Americanas em engenharia:

University of California, Berkeley,
University of Illinois at Urbana-Champaign,
Georgia Institute of Technology,
University of Michigan, Ann Arbor e
Purdue University.

Os lugares que ocupam, entre a totalidade das universidades Americanas, públicas e privadas, são os seguintes:


Public
University
Best
Undergraduate
Enginering
Programs
Top
Schools of
Engineering
U.S. News
Ranking
Global
Top 50
Universities
[1][2][3][4]

UC, Berkeley23215
UI, Urb.-Ch.454148
Ga. Tech.6438-
UM, Ann Arbor662411
Purdue
8664-


de acordo com estas fontes:

[1] Engineering Schools whose highest degree is a doctorate, USN&WR America’s Best Colleges 2007,

[2] USN&WR America’s Best Graduate Schools 2007,

[3] Directory of Colleges and Universities, USN&WR America’s Best Colleges 2007,

[4] Newsweek, Vol. CXLVIII, No. 8/9, August 21/August 28, 2006.

O USN&WR [3] publica, também, os valores das propinas para os alunos residentes no mesmo Estado da Universidade (In State) e das despesas com alimentação e alojamento (R&B). Segundo o USN&WR [3], os custos previstos para o ano lectivo de 2006/07, para os estudantes residentes nos respectivos Estados, variam entre um total de cerca de 11 700 e 20 800 US$, mas a ajuda financeira média situa-se entre 5 500 e 15 200 US$. A diferença está entre 3 000 e 7 600 US$. A percentagem de alunos (undergraduates) com necessidades financeiras varia entre os 31 e 50 por cento, o que logo contraria o preconceito de que as universidades Americanas são só para os ricos.


Expenses 2006/07Fin. Aid
Public UniversityIn StateR & BTotalAverageBalanceFin. Need

-------------------------- US$ ---------------------------- % --
UC, Berkeley7 70313 07420 77715 2035 57450
UI, Urb.-Ch.8 7167 71616 4329 9396 49340
Ga. Tech.4 8546 80011 6545 4616 19331
UM, Ann Arbor9 9887 83817 82610 2347 59245
Purdue
7 0967 14014 23611 2562 98041


Os custos da tabela acima expressos em Euros, considerando que 1 Euro = 1,27 US$, são:


Expenses 2006/07Fin. Aid
Public UniversityIn StateR & BTotalAverageBalance

-------------------------- Euros --------------------------
UC, Berkeley6 06510 29416 36011 9714 389
UI, Urb.-Ch.6 8636 07612 9397 8265 113
Ga. Tech.3 8225 3549 1764 3004 876
UM, Ann Arbor7 8656 17214 0368 0585 978
Purdue
5 5875 62211 2098 8632 346


Considere-se agora que em Portugal o salário médio é de 7 Euros/hr e nos EUA, 18 Euros/hr. Ajustando os custos acima na mesma proporção, pode-se agora compará-los com os estimados para Portugal, com a agravante de que os cursos de engenharia nos EUA estão estruturados em quatro anos e cinco em Portugal.


Expenses 2006/07Fin. Aid
Public UniversityIn StateR & BTotalAverageBalanceAnosTOTAL

----------------------- Adj. Euros -----------------------Adj. E.
UC, Berkeley2 4254 1156 5404 7861 75547 018
UI, Urb.-Ch.2 7442 4295 1723 1292 04448 175
Ga. Tech.1 5282 1413 6681 7191 94947 798
UM, Ann Arbor3 1442 4675 6113 2212 39049 559
Purdue2 2342 2484 4813 54393843 752

-------------------------- Euros --------------------------Euros
Portugal9203 3004 2209773 243516 215


Note-se que a comparação foi feita entre os custos nas universidades públicas Portuguesas, independentemente da sua qualidade, e as melhores universidades públicas Americanas no domínio das engenharias. Três destas são consideradas entre as 50 melhores universidades do Mundo. Por não se dispor de informação adequada, não foi possível comparar os custos nas universidades Portuguesas com as de qualidade equivalente nos EUA.

As estimativas e a seriação das universidades valem o que valem, mas a ordem de grandeza dos valores não parece deixar margem para grandes dúvidas:

As universidades Portuguesas são muito caras.

As universidades Portuguesas são só para os ricos.

Friday, November 03, 2006

Concursos, Provas Públicas e Recrutamento

Em 1997, a Plataforma Reivindicativa Comum do ensino superior (PRC) propunha que «os actuais concursos para professor (concursos competitivos em que o preenchimento de vagas é determinado por um juízo do mérito [absoluto e] relativo dos candidatos) sejam substituídos por provas públicas de acesso às categorias. Estas provas poderiam ser requeridas pelos docentes desde que preenchessem um conjunto de requisitos, nomeadamente um período mínimo de permanência na categoria anterior. O júri emitiria um juízo de mérito absoluto, concedendo ou negando o acesso à categoria superior. …

Entre as duas vantagens deste regime, é apontada como «óbvia»:
…
b) redução das resistências ao recrutamento directo de individualidades possuidoras dos graus académicos de mestrado ou doutoramento, resultantes da compreensível preocupação, por parte de algumas instituições, em garantirem possibilidades de promoção para os seus assistentes …

As vagas abertas …, quer as devidas a aposentações, a saídas para outras instituições do ensino superior ou para outras ocupações profissionais, quer as resultantes de alargamento do quadro, seriam preenchidas por concursos a que se apresentariam unicamente docentes de outras instituições, ou individualidades não integradas nas carreiras do ensino superior, assegurando-se assim uma via de renovação e mobilidade que deveria ser reforçada com a criação de incentivos positivos, de carreira ou outros, a que os docentes transitem entre instituições».

Em 1988, a FENPROF aborda a «Discricionaridade e arbitrariedade nos concursos.

Os concursos para lugares do quadro de professores não respeitam, de um modo geral, o disposto na lei, seja o disposto no articulado dos estatutos das carreiras docentes, seja a lei geral a que todos os concursos do âmbito da função pública têm de obedecer, violando assim os princípios da equidade e da igualdade de oportunidades, bem como o da imparcialidade dos júris.

Os critérios de seriação e o sistema de classificação que deveriam ser do conhecimento prévio de todos os potenciais candidatos ficam, em geral, «no segredo dos deuses», se é que os próprios deuses alguma vez os chegam a fixar, atendendo à perplexidade com que muitas vezes são recebidos os resultados.

O âmbito dos concursos e a composição dos júris são frequentemente objecto de decisões estranhas e ilegais, que só poderão ser entendidas numa perspectiva de procurar beneficiar determinados candidatos. Sucede também a situação inversa que leva instituições a não respeitar a lei para não favorecer uns candidatos em detrimento de outros, com igual ou melhor currículo, devido à exiguidade das vagas a pôr a concurso, alargando o âmbito para além dos limites legalmente possíveis e até comprometendo a comparabilidade dos candidatos e distorcendo o quadro em favor das áreas disciplinares onde é mais fácil publicar, já que é este o critério prevalecente quando algum critério se usa. Este domínio dos critérios bibliométricos sobrevaloriza ainda a actividade de investigação, em detrimento da actividade lectiva, pretensamente difícil de avaliar».

Já em 2001, um parecer da FENPROF sobre o Anteprojecto de ECDU entregue pelo Governo em Março desse ano sobre os «Júris dos concursos: idoniedade e independência», refere:

«… [O ME] não hesita em pôr em causa a independência de decisão de membros dos júris, ao admitir a participação nestes, sem restrições, de professores com categoria igual à dos lugares a prover, que, com grande probabilidade, serão avaliados por pares seus nesses júris, quando forem candidatos em futuros concursos para promoção à categoria superior».

Enquanto isto, veja-se:

RU Presidential Search Committee

UW Bothel Chancellor Search

NCSU Online Search Committee Training

MIT Faculty Search Committee Handbook

UC Boulder Classified Search Committee Process

NMSU Search Committee Handbook

UN-Reno Resources for Search Committee/Chair/Coordinator

Thursday, November 02, 2006

O Mistério da Ciência, Tecnologia e Ensino Superior

Calendário Geral de Exames do Ensino Secundário e Acesso ao Ensino Superior - 2006

06/03/02 Início
06/10/20 Fim*


Numa Universidade Portuguesa:

06/09/11 Início do Ano Lectivo
06/09/16 (+ 5 dias) Publicados os Resultados da 1.ª Fase do Concurso Nacional de Acesso ao Ensino Superior Público de 2006
06/09/18 a 22 (+ 11 dias) Matrículas (1.ª Fase)
06/10/14 (+ 33 dias) Publicados os Resultados da 2.ª Fase do Concurso Nacional de Acesso ao Ensino Superior Público de 2006
*06/10/16 a 20 (+39 dias) Matrículas (2.ª Fase)
06/10/30 (+49 Dias) Publicados os Resultados da 3.ª Fase do Concurso, Realizado pelo Estabelecimento de Ensino Superior, de Acesso ao Ensino Superior Público de 2006
06/10/31 a 11/03 (+53 dias) Matrículas (3.ª Fase)

Segunda-feira, 6 de Novembro é oito semanas depois do início do ano lectivo, com um 1.º semestre de quinze semanas de aulas.


Entretanto ..., em Berkeley, a Ciência, Tecnologia e Ensino Superior Sem Mistério:

Fall 2007 Applicants


Application Deadline

The filing period for Fall 2007 is November 1-30, 2006 (see chart below). Berkeley does not accept Spring term applications.

UC applicants may apply on-line or download an application form at www.universityofcalifornia.edu/apply (beginning October 1, 2006).


E-mail and web access

Since we will be using e-mail to communicate with applicants during the admission process, it is very important for you to establish or maintain an email account and list it accurately on your UC application. If you do not have an e-mail account, you may set one up (from your home, school, college or library) at http://www.emailaddresses.com/.

In many cases, critical information, and even admission decisions and status updates, will be posted on a secure on-line applicant system available through this website.


Fall 2007 UC application timetable:

06/10/01 Application available
06/11/01 a 30 Filing period
06/11/30 Application deadline
07/03/30* Freshman Admission decisions posted
07/05/01* Transfer Admission decisions posted
07/05/01 Freshman Statement of Intention to Register (SIR) and enrollment deposit due
07/06/01 Transfer Statement of Intention to Register (SIR) and enrollment deposit due
07/08/21 Semester begins
*Approximate/projected date decisions will be available on-line


Prospective Freshmen

You may already know that Berkeley is a highly selective public university. But did you know that every freshman application to Berkeley is read individually in our comprehensive review process? That's because we're looking for students who can add to the extraordinary educational atmosphere at Berkeley; we're not just looking at the numbers. Yes, high grades and test scores are important factors in our admission decisions, but we also like to see students apply who have challenged themselves in their coursework and activities—students who clearly like to learn and are eager to contribute!

Fall 2006 Freshman Admissions Data*

California
Residents
Non-
Residents
International
Students
Applicants

35,232

4,446

2,057

Admitted8,788899226
(% Admitted)(25%)(20%)(11%)
Enrolled 3,938236103



Transfer Students

The Berkeley campus is strongly committed to admitting transfer students, who make up about one-third of our fall 2006 class. Transfer students do very well at Berkeley, graduating with similar grade point averages and at similar rates as students who started Cal as freshmen.

Transfer admission is limited to students who have or will have completed a minimum of 60 UC-transferable semester units by the end of the spring semester. As a junior transfer applicant, you must indicate your intended major on the UC application, as your application for admission will be reviewed based on the completion of prerequisite courses for a particular academic program at Berkeley. For more information about specific course and unit requirements for transfer students, please check the links at the right side of this page.

Transfer Selection Flyer (pdf)

UC Transfer Information

ASSIST (UC transferable course information)

ASSIST is an online student-transfer information system that shows how course credits earned at one public California college or university can be applied when transferred to another. ASSIST is the official repository of articulation for California’s public colleges and universities and provides the most accurate and up-to-date information about student transfer in California.

ASSIST does not take the place of a counselor on your campus. It is intended to help students and counselors work together to establish an appropriate path toward transferring from a public California community college to a public California university.


Berkeley Transfer Student Center

The Transfer, Re-entry, and Student Parent Center serves a diverse population of students and is dedicated to providing programs and services in support of the academic and personal success of transfer, re-entry, and student parents. As a supportive and inclusive community, the center is committed to increasing students access to and awareness of campus resources and enrichment opportunities. The center also promotes campus and community engagement and leadership development that enrich and support students' academic and professional goals. The Transfer, Re-entry, and Student Parent Center carries out the University commitment to access and equity for students and plays a key role in campus outreach and recruitment of transfer, re-entry, and student parents through participation in programs and events at Bay Area community colleges.

Fall 2006 Transfer Admissions Data*

California
Residents
Non-
Residents
International
Students
Applicants

9,138

340

1,148

Admitted2,84832198
Enrolled 1,86418156

*Based on Office of Undergraduate Admissions data as of 7/06


Requesting Admissions Information

Please note that the Office of Undergraduate Admissions does not maintain a mailing list for prospective students. All of our admissions publications are available to view and download at On-Line Publications.


Applying for Admission

Berkeley freshmen applicants use the University of California application form. Please note that printed application booklets will not be available for Fall 2007. Although students are encouraged to use the on-line application, you may download and print a form at the link above.

Once you file a UC application to Berkeley, you may check the status of your application, accept an offer of admission, sign up for orientation and fulfill other enrollment requirements, all through our secure, on-line applicant system.


High School and Community College Counselors

Welcome to our counselors' web page! Our goal is to keep in close touch with you throughout the year—please continue to check this page for updates and information.

Southern California counselors: Please contact our admissions outreach staff in the Los Angeles area for questions about prospective students in Southern California or high school/community college visits and programs.

The Bear Facts Newsletter for high school and community college counselors is currently being revised to better serve your needs.


UC Berkeley, a public university, is home to top scholars in every discipline, accomplished writers and musicians, star athletes, and groundbreaking scientists—all drawn to this place because of the wealth of opportunities it holds for creativity, innovative thinking and progress. National and international rankings consistently place Berkeley among the very best universities.

O Algodão não Engana

Três leituras possíveis dos números que constam da tabela seguinte:

Indicaduni

1) Nada acontece por acaso.

2) Não se fazem omeletas sem ovos.

3) O problema da Administração Pública não é de redução de efectivos, mas de melhor gestão (incluindo, claro está, dos recursos humanos).

Tuesday, October 31, 2006

Alterações e Mais Valias

Proposta de Alteração da Portaria N.º 903/84 de 11 de Dezembro.
Curso de Licenciatura em Engenharia de Produção Industrial.

Virgílio A. P. Machado

Lisboa: FCT UNL
Dezembro 1987


... Quando a disponibilidade do corpo docente de Engenharia Industrial o permitir, espera-se poder suprir algumas deficiências pontuais do curso, oferecendo disciplinas de opção, nomeadamente, em: Segurança Industrial, Técnicas de Previsão, Planeamento e Projecto de Instalações, Teoria da decisão, Análise de Custos, Simulação e Manutenção.
...



Planeamento e Projecto de Instalações. Começou a funcionar em 1986/1987, lecccionada pelo autor da proposta acima citada.

Manutenção (Fiabilidade) Começou a funcionar em 1986/1987, lecccionada actualmente pelo Prof. José António Mendonça Dias. Contratado para o Grupo de Disciplinas de Engenharia Industrial, como Assistente Convidado, em 1992. Doutorado em Engenharia Industrial pela UNL, em 2002.

Técnicas de Previsão. Começou a funcionar em 1989/1990 e

Simulação. Começou a funcionar em 1991/1992, lecccionadas pela Profa. Ana Paula Ferreira Barroso. Contratada para o Grupo de Disciplinas de Engenharia Industrial, como Assistente Estagiária, em 1990. Mestrado em Investigação Operacional e Engenharia de Sistemas no IST da UTL, em 1994. Doutorada em Engenharia de Sitemas pela UTL, em 2003.

Análise de Custos. Começou a funcionar em 1997/1998, lecccionada actualmente pelo Prof. Rui Fernando Miranda Vieira. Contratado para o Grupo de Disciplinas de Engenharia Industrial, como Assistente Convidado, em 1989.

Modelos de Decisão. Começou a funcionar em 2001/2002, lecccionada actualmente pelo Prof. Virgílio António Cruz Machado. Contratado para a Secção de Gestão Industrial do Departamento de Engenharia Mecânica e Industrial, como Professor Associado, em 2000.

Higiene e Segurança no Trabalho. Começou a funcionar em 2004/2005, lecccionada pela Profa. Maria Celeste Rodrigues Jacinto. Contratada para o Grupo de Disciplinas de Engenharia Industrial, como Assistente Convidada, em 1997. Ph.D., Mechanical and Manufacturing Engineering, Occupational Safety pela The University of Birmingham, UK, em 2003.

Contraponto de Bach

Um Bacharelato em Engenharia e Gestão Industrial

Virgílio A. P. Machado
1999/12/05

A organização de um Bacharelato em Engenharia Industrial pode ter uma estrutura semelhante à de qualquer outro Bacaharelato em Engenharia. Um Bacharelato em Gestão ... é um Bacharelato em Gestão. Já a organização de um Bacharelato em Engenharia e Gestão Industrial oferece mais dificuldades.

Num bacharelato que se pretende ser em Engenharia, quer-se, também, introduzir uma componente significativa de Gestão. Como o número de anos lectivos e a escolaridade semanal de um Bacharelato têm valores finitos, para nele se incluirem disciplinas de Gestão, algumas outras vão ter que ficar de fora. Para os alunos aprenderem algumas matérias de Gestão, vão ter que deixar de aprender algumas outras.

Mas o que faz um Bacharelato é a sua duração em anos lectivos e, consequentemente, o grau de profundidade e desenvolvimento com que os assuntos são tratados ou, se se preferir, a maneira como as matérias são abordadas. Por isso parece ser possível organizar um plano de estudos a que se possa chamar Bacharelato em Engenharia e Gestão Industrial.

Só que não será, nem pode ser, um Bacharelato em Engenharia Industrial nem um Bacharelato em Gestão, nem a soma dos dois. Será, por outro lado, um Bacharelato que, para além de uma ou outra matéria comum às duas formações, combina algumas disciplinas de Engenharia Industrial e outras de Gestão.

Essas disciplinas serão aquelas que se pensa melhor corresponderem às necessidades de formação dos alunos. Serão tratadas com a profundidade e desenvolvimento que o tempo e a formação que for sendo adquirida pelos alunos permitirem.

Portanto, o Bacharelato em Engenharia e Gestão Industrial lá possível é, mas mais importante é responder à questão: Existe mercado para jovens com esta formação? Corresponde a uma necessidade dos empregadores? Os Bacharéis em Engenharia e Gestão Industrial encontrarão emprego (de preferência com facilidade e nas suas áreas de formação)? Várias maneiras de perguntar, mais ou menos, a mesma coisa.

A resposta parece ser afirmativa. Parece ser de utilidade para um grande número de empresas e outras organizações poderem dispôr de jovens que, para além de uma formação mínima em Engenharia Industrial, disponham de alguns conhecimentos em algumas áreas da Gestão.

A escolha das disciplinas, de ambas as áreas, a incluir no plano do curso poderá ser feita de acordo com as necessidades de formação dos alunos e dos empregadores. Alternativamente, essa escolha poderá ser feita por opção dos alunos, de entre um leque de disciplinas. Neste caso, cada bacharel colocar-se-á no mercado de trabalho com a sua formação específica, a somar a todas as suas outras características.

O que a escolha das disciplinas do plano de estudos terá sempre que ter em conta são os recursos disponíveis. Entre estes contam-se os docentes que, ou existem na instituição, ou terão que ser contratados.

Fonte: Fórum IPEI

Saturday, October 21, 2006

M10. Georgia on my Mind

Georgia Institute of Technology
H. Milton Stewart School of Industrial and Systems Engineering



Our Mission Statement
Defining and Educating World-Class Engineering Talent

I. Vision
Industrial and Systems Engineering at Georgia Tech will be the world's leader in expanding and communicating engineering knowledge and innovation associated with designing, operating and improving sustainable processes for acquiring, producing, selling and delivering products and services.

II. Mission
ISyE's mission is the creation, assimilation, integration, and dissemination of knowledge involving industrial and systems engineering. In carrying out its educational mission, ISyE seeks to develop a high potential population of full-time, traditional students at the undergraduate and graduate levels as well as those in industry and government who need to acquire new and updated skills for positions of leadership in engineering, academia, and management. Specifically, ISyE seeks to
1. provide selected research and services to industry and government which meet their specific needs;
2. contribute to the advancement of the ISyE profession through faculty leadership;
3. facilitate the interface among industries, problems and methodologies;
4. and enhance the overall reputation of Georgia Tech.

III. Objectives
ISyE's objectives are to
1. graduate exceptionally qualified industrial and systems engineers: individuals with excellent problem-solving, technical, and leadership skills;
2. prepare students, alumni, practitioners, managers for the practice of industrial and systems engineering for the solution of engineering and management problems;
3. expand the frontiers of human knowledge, creating the educational base for the next generation of scholars providing a program in research education emphasizing quality in the preparation of students for careers in academics and research;
4. and provide leadership in setting the direction, and in bringing about changes in the field and Georgia Tech community.

IV. Building on Our Best
ISyE has a legacy of supporting a large and diverse faculty across the fundamental areas of industrial and systems engineering. Disciplinary strengths as well as a multitude of faculty connections across disciplines have enabled us to achieve a premier position in the field. We intend to continue leveraging our traditional strengths and searching for new opportunities to strengthen our ability to achieve our mission.

V. Five-Year Plan
In support of its mission and objectives, over the next five years ISyE -- its students, faculty, staff, alumni, and friends -- commit themselves to continuous improvement by undertaking the following initiatives.

A. Infrastructure
1. Provide students and faculty with suitable space to support their educational and research requirements [A]. ª
2. Provide students, faculty and staff high-quality computing support [A].
3. Review the organization of the School and identify opportunities that promote efficiency of operation, opportunity for leadership, targeting of resources and activity, etc. [A&F].

B. Programs
1. Strengthen curricula and faculty in computation [F&A].
2. Identify, develop and promote new opportunities in which ISyE can compete and excel, e.g., health and finance [F&A].
3. Consider new models of education [F&A].

C. Faculty
1. Enhance faculty success in obtaining external support for their research programs [A&F].
2. Provide greater support for untenured faculty development [A&F].
3. Develop the future leaders of the School [A&F].
4. Encourage methodological programs to build industry expertise [F&A].

D. Environment
1. Promote and increase the sense of community and collegiality among the constituencies (students, faculty and staff) within the School [F&A].
2. Commit to sustain a culturally-diverse ISyE Community [A&F].

a [...] indicates leadership responsibility in implementing an initiative: A=Administrative, F=Faculty


Administration

Chair
Assistant to Chair
Director of Development
Associate Chair for Undergraduate Studies
Academic Advisor*
Associate Chair for Graduate Studies
Administrative Coordinator**

Staff
Managers:
Administrative Manager II
Financial Manager II
Supervisors:
Administrative Manager I
Administrative Manager I
Coordinators:
Program Coordinator II
Administrative Coordinator
Program Coordinator II
Administrative Coordinator
Financial:
Accountant III
Accountant III
Accountant II
Academic Advisors:
*Academic Advisor I (Undergraduate)
**Administrative Coordinator (Graduate)
Academic Advisor II (Undergraduate)
Administrative Assistants & Secretaries:
Program Coordinator II
Administrative Coordinator
Administrative Assistant II
Senior Secretary
Information and Infrastructure Management:
Facilities
System Development Engineer
Web/IT Co-op
Media Manager
System Analyst I
System Development Engineer
Senior Facilities Manager
Systems Development Engineer

M9. John Purdue

Purdue University
Industrial Engineering



Administration

Head
Associate Head
Associate Head
Head's Office Staff


Bylaws of the Faculty of the College of Engineering of Purdue University.


Administrative Review Processes

All administrative leadership appointments are, by university policy, subject to periodic formal reviews. Normally, the review interval is five years. Engineering engaged the Renewal and Transformation Group (RTG) as independent consultants to develop initial survey instruments and to assist with analyzing responses.

Specific steps in the review for an academic program leader consist of:

* The dean meets with faculty and staff of the unit to explain the review goals and process and to answer questions.
* All faculty and staff in the unit, the dean, and peers selected by the Head will receive a survey form to be completed within two weeks and returned to the dean's office in sealed, confidential envelopes.
* The Renewal and Transformation Group will receive and open survey responses. The survey will ask for name, telephone number and e-mail address only to allow the RTG to contact some respondents for one-on-one interviews to obtain additional information about the strengths and weaknesses of the unit's leadership.
* The RTG will prepare a summary report of results, excluding identification of sources, and then meet to review their findings with the dean.
* The dean will meet with the Head to discuss results of the evaluation.

Ultimately, response analysis will be performed by a small subcommittee of the Advisory Committee.

M8. Michig An Arbor

University of Michigan, Ann Arbor
Industrial and Operations Engineering



Administration

Department Chair
Administrative Manager
Curriculum Committee
Graduate Admissions & Financial Aid
Graduate Program Advisor
Undergraduate Program Advisor


Departmental Organization

V.A. General. A Department in the College is maintained for the purpose of providing an opportunity and the necessary facilities for study and research in a specified field of learning (See VI.A.). It shall have a separate budget and be responsible to the Dean and the Executive Committee. (Bylaws 6.04.)

The College shall be divided into such Departments as shall from time to time be recommended by the Executive Committee with the concurrence of the Members and authorized by the Board.

Each Department shall function under a Chair and shall be organized in such a manner as to provide general participation by Members in the management of departmental affairs (See V.F.). (Bylaws 6.04.)

V.B. Appointment of Department Chairs. Chairs shall be appointed by the Board on recommendations by the President. (Bylaws 5.06.)

V.C. Selection of Chair. The selection of the Chair of a Department shall be conducted in a way to utilize effectively the best professional and personal judgments of Department Members and members of the profession at large. A Chair shall hold the rank of professor or associate professor in a field of the Department's interest or in a related field. (See Executive Committee Guidelines for selection of a Chair.)

V.D. Term of Chair Appointment. Appointment shall be made for a term not to exceed five years. A Chair may be reappointed for an additional term following the usual review procedures. This policy assumes neither automatic reappointment nor automatic rotation. It does imply periodic assessment of the department situation based on extensive consultation with members of the Department and the profession.

V.E. Department Staff. The appointment of an associate or assistant chair may be recommended by the Executive Committee of the College, taking into account such factors as the size of the Department, teaching loads, facilities, and other responsibilities of the Chair.

V.F. Department Committees. Each academic Department of the College will have an Executive, Advisory, or Administrative Committee elected annually, identified here as the Department Committee. The Department may, by a majority vote of the Department Faculty, establish an alternative procedure for assuring Faculty participation.

The specific name and makeup of the Department Committee may vary depending on the wishes of the Department Faculty. For continuity from year to year, only part of the Committee membership shall be newly elected in any one year except for the initial election. The Department Chair shall serve as Chair of this Committee ex officio, with vote.

The Committee shall meet as often as it finds necessary. The major duties of this Committee are to advise the Chair on policy matters and to make recommendations regarding new faculty appointments, promotions, tenure, and termination. In order to obviate problems associated with relative rank, individual Committee members may be excluded during the consideration of promotions, tenure, and termination. On such major duties, the Chair of the Department may make recommendations to the Dean and the College Executive Committee which are contrary to the majority view of the Department Committee. However, in such cases the Chair must notify the Department Committee of the Chair's intention to make such recommendations. In all such cases, the Department Committee has the privilege of presenting its majority view directly to the Dean and the Executive Committee. The request of any member of the Department Committee for a secret ballot will always be honored.


Curricula Programs - Degrees

VI.A. Departmental Programs. Each degree granting Department in the College shall provide opportunities for study in a curriculum(s) or program(s) of study that leads to a bachelor's degree. Each Department of the College shall provide courses and instruction in subjects related to the qualifications of its faculty. A departmental program that specifies the requirements for a degree shall be reviewed by the Curriculum Committee (See VII.B.1.) and adopted by the Members before being submitted to the Board for approval.

VI.B. Interdisciplinary Programs may be provided according to the needs of the times. Each such program will be under the control and administration of an interdepartmental Program Committee appointed by the Executive Committee and shall be approved in the same manner as for a Department. The interdepartmental Program Committee shall provide counseling service to students and through Program Advisor(s) certify the graduation of students in the same manner as for a departmental program.

Similarly, the College may cooperate with other schools or colleges of the University to provide opportunities for interdisciplinary study that lead to specially designated degrees or a degree from each of the cooperating colleges.

VI.C. Graduate Study. The Departments of the College shall cooperate with Horace H. Rackham School of Graduate Studies to provide opportunities for graduate study and associated research leading to master's, professional, and doctor's degrees. The Departments of the College and College Interdisciplinary Programs may provide opportunities for graduate study leading to master's degrees and to doctor’s degrees. The requirements for each graduate degree shall be reviewed by the Curriculum Committee (See VII.B.1.) and adopted by the Members before being submitted to the Board for approval.

VI.D. Program Adviser. A Program Adviser, or Program Advisers, shall be appointed for each undergraduate degree program offered by the College, as a representative(s) of the College, as a representative of the Department, or as a representative of the Program Committee responsible for an interdisciplinary program. Appointments are made by the Executive Committee on recommendation of the respective Department Chair or Program Committee.

A Program Adviser is responsible for academic counseling of each student who has elected the respective program and for all related matters that determine the student's eligibility for graduation. Certain responsibilities and authorities are specified in the rules and procedures as published in the College Bulletin. The Program Advisor is also responsible for supervising the course selection counseling that leads to classification of students for each term, for course substitutions, and for assignments related to curriculum and preparation of material for the College Bulletin as delegated by the Department Chair or Program Committee.

From Rules of the Faculty of the College of Engineering. The University of Michigan.

Friday, October 13, 2006

M7. California Golden Bears

Let There Be Light

University of California, Berkeley

University of California, Berkeley is the oldest and flagship campus of the ten-campus University of California system. The University of California (UC) is a public university system in the state of California. The urban campus occupies 5 km2 of land.

In addition to the University of California’s ten campuses, higher education in the state includes the 23 campuses of the California State University System, the 108 campuses of the California Community College System, and independent institutions throughout the state.

The California Master Plan for Higher Education, adopted by the state in 1960, helps integrate the missions of these colleges and universities in meeting the educational needs of Californians.

The Master Plan designates UC as the primary state-supported academic research institution. It also gives UC exclusive jurisdiction in public higher education for doctoral degrees (with the exception that CSU can award joint doctorates) and for instruction in law, medicine, dentistry and veterinary medicine.

The Master Plan also established an admissions principle of universal access and choice, assigning UC to select its freshmen students from the top one-eighth (12.5%) of the high school graduating class and CSU from the top one-third (33.3%). The California Community Colleges were to admit any student capable of benefiting from instruction. The Master Plan was subsequently modified to provide that all California residents in the top one-eighth or top one-third of their high school graduating classes who apply on time be offered a place somewhere in the UC or CSU system, respectively.

The community college transfer function is an essential component of this commitment to access. Under the Master Plan, UC and CSU set aside upper division places for and give priority in the admissions process to eligible California Community College transfer students.

The Master Plan is one of California's truly outstanding accomplishments, because it helped in major ways to create the nation's largest and most distinguished system of higher education. Furthermore, California's economic vitality and its unequaled climate of opportunity are due in large part to the innovation, creativity, research and educated workforce that are the products of its higher education institutions.

In the 1970s, and again in the 1980s, the Legislature reaffirmed its support for the Master Plan as the state's blueprint for providing high-quality and affordable higher education to California's residents. It has served the state well for more than four decades, embodying a strong commitment on the part of the state and the segments to provide educational opportunity and make it affordable for all qualified Californians.

The legislature is now considering a Master Plan for Education, Kindergarten through University that would incorporate California's elementary and secondary school system into the current higher education plan.

Robert Gordon Sproul assumed the presidency in 1930 and, during his tenure of 28 years, UC Berkeley gained international recognition as a major research university. Prior to taking office, Sproul took a six month tour of other universities and colleges to study their educational and administrative methods as well as to establish connections through which he could draw talented faculty to the campus in the future. In spite of funding cutbacks caused by the Great Depression and World War II, Sproul maintained academic and research excellence by campaigning for private funds.

The position of Chancellor was created in 1952 during the reorganization and expansion of the University of California; there have since been nine inaugurated chancellors (one was acting chancellor).

The Chancellor heads the Berkeley campus. He oversees six divisions, each of which is led by a vice chancellor (Ornanizational Chart).

The "Executive Vice Chancellor" (EVC) serves as the Chancellor's leading senior executive responsible for day-to-day campus operations; convenes as appropriate Vice-Chancellors and other senior administrators to address issues that cut across divisional lines; manages the campuswide budget process, including in-year operating budget allocations and capital finances; and leads strategic campus initiatives as may be determined in close collaboration with the Chancellor.

The "Provost" serves as the chief academic officer of the Berkeley campus and has principal responsibility for the planning, development, implementation, assessment and improvement of all academic programs, policies and supporting infrastructure including facilities and information technology. The Provost has responsibility for ensuring Berkeley's academic preeminence through planning for faculty recruitment, retention and renewal as well as through rigorous review of faculty appointments, tenure and promotion for Berkeley's 1,700 faculty. The Provost also has overall responsibility for the planning, quality and delivery of education provided to Berkeley's 23,500 undergraduate students and 10,000 graduate students. These activities are carried out in consultation and cooperation with the Academic Senate under Berkeley's shared governance model (Ornanizational Chart).

In the Fall of 2005, UC Berkeley had a total enrollment of 33,558, of which 10,076 were graduates. More than 6.5 thousand undergraduates (28 %) live on campus.

Berkeley's 130-plus academic departments and programs are organized into 14 unique colleges and schools. ("Colleges" are both undergraduate and graduate, while "Schools" are generally graduate only, though some offer undergraduate majors, minors, or courses)

M6. Michigan Wolverines

Artes Scientia Veritas

University of Michigan, Ann Arbor

The university has about 24,800 undergraduate and 14,900 graduate students. There are just over 5,000 faculty members. The University of Michigan campus housing system accommodates up to 12,562 people.

Executive Offices:
Regents of the University of Michigan
Office of the President
Office of the Provost and Executive Vice President for Academic Affairs
Office of the Chief Financial Officer and Executive Vice President for Business and Finance
Office of the Vice President for Communications
Office of the Vice President for Development
Office of the Vice President and General Counsel
Office of the Vice President for Government Relations
Office of the Vice President for Research (OVPR)
Office of the Vice President and Secretary of the University
Office of the Vice President for Student Affairs

The University is governed by the Board of Regents, which consists of eight members elected at large in biennial state-wide elections. The president of the University serves as an ex officio member of the board.

The Regents serve without compensation for overlapping terms of eight years. According to the Michigan Constitution of 1963, the Regents have “general supervision” of the institution and “the control and direction of all expenditures from the institution’s funds.”

The Regents meet once a month in a public session.

Thursday, October 12, 2006

M5. Washington Huskies

Lux sit

University of Washington

The UW opened officially on November 4, 1861, as the Territorial University of Washington. The following year, the legislature passed articles formally incorporating the University and establishing a Board of Regents. The school struggled initially, closing three times: in 1863 for lack of students, and again in 1867 and 1876 due to shortage of funds. But by the time Washington entered the Union in 1889, both Seattle and the University had grown substantially. Enrollment had increased from an initial 30 students to nearly 300, and the relative isolation of the campus had given way to encroaching development. A special legislative committee headed by UW graduate Edmond Meany was created for the purpose of finding a new campus better able to serve the growing student population. The committee selected a site on Union Bay northeast of downtown, and the legislature appropriated funds for its purchase and subsequent construction.

The University relocated from downtown to the new campus in 1895, moving into the newly built Denny Hall. The regents tried and failed to sell the old campus, and eventually settled on leasing the area. The University still owns what is now called the Metropolitan Tract. In the heart of the city, it is among the most valuable pieces of real estate in Seattle and generates millions of dollars in revenue annually.

In the early 1950s, the University of Washington Police Department was established. It currently has jurisdiction over the University of Washington campus and University-owned housing, except for the Radford Court apartments in Sand Point.

The University opened branch campuses in Bothell and Tacoma in 1990. Initially, these campuses offered curricula for students seeking bachelor's degrees who have already completed two years of higher education, but both schools will transition to four year universities accepting its first freshman class in the fall of 2006. Both campuses offer master's degree programs as well.

Private support strengthens the University's outstanding teaching, research, and public service programs. Donors may choose to support any program or purpose at the University. Through the work of the University of Washington Foundation, donors are able to learn about the many ways of giving and giving opportunities, as well as how their gift helps the UW.

The University is governed by ten regents, one of whom is a student, appointed by the Governorof the State of Washington. Its most notable current regent is likely William H. Gates, Sr., father of Bill Gates. The undergraduate student government is the Associated Students of the University of Washington (ASUW) and the graduate student government is the Graduate & Professional Student Senate (GPSS).

Selected statutes of the State of Washington relating to the authority and duties of the Board of Regents.

The President leads the administration of the university.

The Executive Vice President is the chief business and financial officer for the University of Washington. He is also one of the primary policymakers for the UW and represents the university in political, business, and civic affairs. Leadership in financial and administrative areas is provided by a team of assistant vice presidents and special project managers.

The Office of the Provost provides leadership and services to the University of Washington in academic program, budget, research and faculty matters. Deans report to the Provost. Services are provided through a number of administrative units, which make up the Office of the Provost.

Vice Presidents

Recent UW Leadership Appointments

The UW Faculty Senate shares university governance with the President and the academic deans, with powers delegated by both statute and the actions of the Board of Regents.

Because the shared governance structure doesn’t resemble a chart outlining who reports to whom, it is sometimes puzzling to those unfamiliar with the academic world. Its strengths, however, include bringing depth, breadth, and the extensive expertise of the faculty to the rewards and problems of governing a modern university. A strong system of shared governance is almost always an indicator of an excellent university.

Shared governance means that the UW faculty are responsible for educational policy, including requirements for admission, graduation and honors, approval of candidates for degrees, student activities and conduct, and the criteria for faculty appointment, tenure and promotion.

The faculty also make recommendations on the budget, and provide consultation on university facilities, policies on research, benefits and retirement, university libraries and coordination of policies on all three campuses, along with many other areas.

The importance of honoring and practicing shared governance led to an important accord between the faculty and the President. This 1956 accord was incorporated as part of the new Faculty Code (Section 12-20). It was passed unanimously by the Faculty Senate and approved by the University Faculty with an overwhelmingly positive vote.

In taking this action, the Faculty Senate emerged with a robust “constitution” in the form of the Faculty Code – the framework for shared governance that remains in effect to this day.

University of Washington Hanbook

Monday, October 09, 2006

M4. Filet Mignon

If the EU didn't have Baloney, only the rich could have Universities

Texas A&M University System

Statewide Network

Texas has a land and water area of 695,621.6 square kilometers. The 25 member EU is 5.7 times the size of Texas. Texas is 7.5 times the size of Portugal. Texas, however, is not very densely populated and it has only about twice as many people as Portugal.

The A&M System is one of the largest systems of higher education in the USA, with a statewide network of nine universities, seven state agencies and a comprehensive health science center.

The A&M System educates more than 101,000 students and reaches another 11 million people through service each year. With 26,000 faculty and staff, the A&M System has a physical presence in 248 of the state’s 254 counties and a programmatic presence in every Texas county. Externally funded research brings in $600 million every year to help drive the state’s economy.

Universities and Agencies

Each of the 17 members of the A&M System has its own mission, history and goals. The oldest institution and founding member of the A&M System is Texas A&M University, established in 1876. Many of the member universities and agencies joined the A&M System decades after being established. Together, they strive to provide educational programs, outreach and community enhancement services as well as research that will improve the lives of people in Texas and beyond.

* More than one in five students in a public university in Texas is enrolled in an A&M System institution.
* Texas A&M consistently ranks in the forefront among public universities in Texas in retention rates—keeping students enrolled and on course for graduation both overall and for African-American and Hispanic students.
* A&M System students received nearly $207 million in scholarships and grants in 2005.
* The A&M System awarded 21,886 degrees in 2004-2005.
* The A&M System’s faculty includes recipients of the Nobel Prize, National Medal of Science, Pulitzer Prize, World Food Prize and Wolf Prize, as well as members in the National Academy of Sciences and the National Academy of Engineering.

The A&M System encourages innovation and discovery. Faculty in the A&M System conducted about $600 million in research in FY 2005 using funds received from the state and federal governments, industry, foundations and individual donors.

The Office of Technology Commercialization provides revenue to the A&M System through the licensing of technologies. In FY 2005, A&M System intellectual property generated $9 million in gross revenue as A&M System researchers provided 118 new disclosures, received nine U.S. patents, executed 43 licenses and options, and formed five start-up companies, including Telemedicus and Texas Enterosorbents Inc.

A&M System History

Did You Know?

The A&M System is governed by a nine-member Board of Regents, who are appointed by the governor and confirmed by the Texas Senate for six-year terms. A non-voting student member was added in 2006. The A&M System chancellor, Bob McTeer, oversees the day-to-day administration, and each of the A&M System’s 17 members has a president, CEO or director. Each university is independent; only Texas A&M at Galveston and Texas A&M at Qatar are branch campuses of the oldest and largest member of the System, Texas A&M.

Texas A&M University-Texarkana, Tarleton State University-Central Texas and the Texas A&M University-Kingsville System Center-San Antonio are upper-level institutions. This means that the university offers courses only for junior and senior students (and perhaps graduate students). Students transfer to these institutions after completing their freshmen and sophomore years elsewhere.

The Permanent University Fund (PUF) is a public endowment contributing to the support of certain universities and agencies in the A&M System and certain universities in the University of Texas System.

The PUF was established in the Texas Constitution of 1876. Today, the PUF includes over 2.1 million acres in 19 West Texas counties.

Mineral income from this land has accumulated over several decades and the PUF was valued at approximately $9.4 billion as of Aug. 31, 2005. All mineral income and all increases in the value of equity investments from PUF capital gains become and remain an inviolate part of the endowment.

The PUF’s 2.1 million acres of West Texas land produce two streams of income. Mineral income remains forever part of the PUF endowment and cannot be expended, but surface income (primarily grazing and surface leasing) flows directly into the Available University Fund (AUF). In addition, financial investments held in the PUF are utilized to provide a payout stream into the AUF.

The annual distribution to the AUF is based on 4.75 percent of the market value for the last 12 quarters ended each February.

The A&M System may sell debt equal to 10 percent of the book value of the PUF. The indebtedness is secured by AUF income and among other factors is rated on the stability of the PUF, the quality of its investment management and other commitments of the AUF.

The Texas constitution specifies allowable uses of the AUF to include debt service on PUF debt, and support and maintenance for the A&M System Administrative and General Offices, Texas A&M and Prairie View A&M.

Those who graduate in the top 10 percent of their class from a Texas high school will gain admission into any of the A&M System’s nine universities. Students must contact directly the preferred A&M System institution’s admission office. A degree program inventory that lets search the offerings at all Texas A&M System universities. Academic Programs Search.

The System HR Office maintains links to all the job opportunities with the A&M System.

Answers to other FAQ.

System Offices and History.

The five articles, with a total of twenty sections, of the Bylaws of the Board of Regents.

Organizational Chart of the Executive Committee:
Chancellor
Executive Vice Chancellor for Finance
Vice Chancellor for Academic and Student Affairs
Vice Chancellor for Administration
Vice Chancellor for Governmental Relations
Vice Chancellor for Research and Federal Relations
Vice Chancellor for Technology Commercialization
General Counsel
Director of Communications
Chief Auditor
Chief of Staff

The Texas A&M University System CEOs
Universities:
Texas A&M University President
Prairie View A&M University President
Tarleton State University President
Texas A&M International University President
Texas A&M University-Corpus Christi President
Texas A&M University-Kingsville President
West Texas A&M University President
Texas A&M University-Commerce President
Texas A&M University-Texarkana President
Health Science Center President and Vice Chancellor for Health Affairs
Agencies:
Vice Chancellor for Agriculture and Life Sciences, Texas Agricultural Experiment Station Director
Vice Chancellor for Engineering, Texas Engineering Experiment Station Director
Texas Cooperative Extension Director
Texas Forest Service Director
Texas Veterinary Medical Diagnostic Laboratory Executive Director
Texas Engineering Extension Service Director
Texas Transportation Institute Director

M3. What a Peach

All this for Peanuts

The University System of Georgia

Statewide Network

The USA state of Georgia has a land and water area of 154,077 square kilometers. The 25 member EU is 25.8 times the size of Georgia. Georgia is 2/3 larger than Portugal. Georgia, however, is not very densely populated and it has only about 8.2 million people, 23 % less than Portugal.

A Board of Regents oversees all public colleges and universities in the University System of Georgia. The University System of Georgia's Board of Regents was created in 1931 as a part of a reorganization of Georgia's state government. With this act, public higher education in Georgia was unified for the first time under a single governing and management authority. The governor appoints members to the Board, who each serve seven years. Today the Board of Regents is composed of 18 members (biographies), five of whom are appointed from the state-at-large, and one from each of the 13 congressional districts. The Board elects a chancellor who serves as its chief executive officer and the chief administrative officer of the University System.

The University System of Georgia offers students higher education options at 35 colleges and universities throughout the state, providing a wide range of academic programming, including certificates, associate, baccalaureate, master's, doctoral and professional degrees: 4 research universities, 2 regional universities, 13 state universities, 7 state colleges, and 9 two-year colleges. These institutions enroll more than 233,000 students and employ more than 9,000 faculty and 35,000 employees to provide teaching and related services to students and the communities in which they are located.

The nine articles, with a total of 33 sections, of the Bylaws of the Board of Regents.

The Board of Regents, Academic Affairs, and Administrative and Fiscal Affairs Organization Charts.

M2. Impossible Done Every Day

The European miracle takes a little longer

Ohio's colleges and universities

Ohio has a land and water area of 116,096 square kilometers, only 25 % larger than Portugal and has 7.5 % more population. The 25 member EU is 34.25 times the size of Ohio.

The Ohio Board of Regents is a nine-member coordinating board with two ex-officio representatives from the State Legislature (includes links to biographies) created in 1963 by the General Assembly. The nine Regents are not compensated and are appointed by the Governor to nine-year terms of service. The Regents appoint a Chancellor who leads a professional staff in service of higher education. The Regents have a direct, non-governing relationship with all of Ohio's colleges and universities. Working in partnership with Ohio's higher education community, the Regents:

Advocate for and recommend how to best direct the state's current $2.6 billion investment in higher education;
Work with the State Board of Education through the Joint Council to develop a seamless primary, secondary and higher education system to prepare citizens for the challenges of the 21st century;
Authorize and approve new degree programs;
Manage state-funded financial aid programs for students;
Develop and advocate policies to maximize higher education's contributions to the State and its citizens.

Senior Administration Organization Chart

14 Four-Year Public Universities and Medical Schools
23 Two-Year Public University Branch Campuses
24 Two-Year Technical and Public Community Colleges
72 Independent Colleges and Universities with a total of 77 campuses
11 Diploma Schools of Nursing
3 College and University Associations and Councils

Ohio’s Articulation and Transfer Policy

M1. Appearances are Deceiving

To be rather than to seem

University of North Carolina

North Carolina has a land and water area of 139,509 square kilometers, between that of Georgia, which is bigger, and Ohio, but still 50 % larger than Portugal. The 25 member EU is 28,5 times the size of North Carolina. With 8 million people, 25 % less than Portugal, it's population density is between that of Ohio (higher) and Georgia.

Wikipedia has a good article about the University of North Carolina

Sunday, September 17, 2006

Global Universities / 50 Top Schools

Newsweek, Vol. CXLVIII, No. 8/9, August 21/August 28, 2006

Top of the cover:
GLOBAL UNIVERSITIES / 50 TOP SCHOOLS

Top of the Week. Newsweek.
EDUCATION: The world’s most global universities

TOP SCHOOLS: THEY’RE GLOBAL NOW

p. 43

World of Knowledge

FROM THEIR STUDENT BODIES TO THEIR RESEARCH PRACTICES, UNIVERSITIES ARE BECOMING MORE GLOBAL.
By Richard Levin
(President of Yale University)

«Given NEWSWEEK’s rankings, …» (pp. 46 - 48).

p. 52

WANTED: FOREIGNERS

UNIVERSITIES ARE COMPETING TO ATTRACT THE BEST, BRIGHEST AND RICHEST STUDENTS.
BY GINANNE BROWNELL
With AKIKO KASHIWAGI in Tokyo.

p. 53

THE WEB FINDS A JOB

LIKE SO MUCH ON THE NET, IT TOOK A WHILE. BUT ONLINE EDUCATION IS COMING INTO ITS OWN.
BY EMILY FLYNN VENCAT

pp. 54 - 55

THE RIGHT TO LEARN

STUDENTS AROUND THE WORLD ARE DEMANDING ACCESS TO HIGHER EDUCATION. BUT IT’S NOT ALWAYS EASY TO PROVIDE.
BY VARTAN GREGORIAN
(President of carnegie Corporation of New York and president emeritus of Brown University)

pp. 56 - 59

This Rampart Is Rising

IN MANY NATIONS, CLASS BARIERS TO COLLEGE ARE GROWING.
BY RANA FOROOHAR
With JASON OVERDORF in New Delhi, TRACY MCNICOLL in Paris and AKIKO KASHIWAGI in Tokyo.

pp. 60 - 61

Chasing Cash

UNIVERSITY TREASURIES USED TO BE SLEEPY AND SLOW. BUT NOW THE RACE TO PILE UP MONEY IS ON.
BY STEPHEN GLAIN

p. 70

PHI BETA CAPITALISM

INSPIRED BY SPINOFFS LIKE GOOGLE AND SUN, SCHOOLS WORLDWIDE TAKE START-UP 101.
BY STEFAN THEIL

p. 72

With Rooms to Grow

UNIVERSITIES EMBRACE THE DESIGN REVOLUTION.
STEFAN THEIL

Sunday, September 10, 2006

Europe's Failing Schools

Newsweek, Vol. CXLVII, No. 24, June 12, 2006.

Cover story:
EUROPE’S FAILING SCHOOLS
The Continent’s Education Systems Are Crumbling


Top of the Week. Newsweek.
Dead-End Schools
Compared with the rest of the developed world, Europe’s schools are underfunded, antiquated and failing to prepare kids for the knowledge base economy. …

NO FUTURE: Many graduates head straight for welfare rolls.

NO PROSPECTS: Too many students are going from school to the dole.

Where the Future Is a Dead End (excerpts)
by Stefan Theil
with Barbie Nadeau in Rome and Tracy Mcnicoll in Paris.

From grade schools to universities, Europe’s underfunded, antiquated education systems are failing a new generation.

… these are windows on a Europe that is failing its young generation. As the world rapidly shifts from an economy based on labor and industry to one driven by knowledge and innovation, Europe’s education systems aren’t keeping pace. Indeed, some seem to be slipping into virtual dysfunction. It’s well known that the continent’s underfunded and overbureaucratized universities produce too few graduates with often outdated skills - an obvious threat to Europe’s prosperity. Less well known is the fact that many European countries, for all their talk of social equality foreclose opportunities for education and social advancement. … minds are a terrible thing to waste …

A scathing report comes out this week from London’s Centre for European Reform. A “grim” education “malaise” grips higher learning in Europe, the authors conclude. Most of its best universities are “clearly in the second division,” they say, worsened by “an exodus of academic talent.” …

Europe’s education malaise isn’t just about making tomorrow’s workers a little smarter. Nor is it merely about keeping pace with foreign competitors in the global marketplace. To the contrary, it’s about preserving Europe’s social fabric. Without vibrant, knowledge-infused economies, the whole foundation of the modern European welfare state falls apart. Already, schools and universities graduate too many students, …, straight onto the welfare rolls - a cost explosion that threatens to blow up Europe’s budgets and drag its economies down even more. … As violent riots set Paris’s … ablaze once again last week, Europe got another glimpse of the price it will play if it can’t offer its youth upward mobility and employable skills.

Once a powerhouse, Germany ranks 20th of 30 OECD countries in math and reading.

Numbers tell part of the story. At all three levels – primary education, secondary schools, universities - America and Japan significantly outspend Europe, according to 2005 OECD figures. The United States funnels 2.6 percent of its GDP into its universities alone, compared with just 1.1 percent each for Germany, Italy and France. Last year even Turkey passed these three. In the most recent global ranking of top research institutions compiled by the Jiao Tong University in Shanghai, only nine European colleges made it into the top 50, the majority of them in the United Kingdom. Less than a quarter of Europe’s working-age population has a university-level degree, compared with 38 percent in United States and 36 in Japan. Study after study, by OECD and others, as shown high/school achievement stagnant or slipping. The problems are particularly acute for the Continent’s Big Three, divers of Europe’s economy. Exhibit A is Germany. Once a powerhouse of training and education, it now ranks 20th among 30 OECD countries in math and reading skills, and 23rd in the number of college graduates.

MIXED REVIEWS: French schools are underfunded and overregulated.

At the heart of the problem are education systems that often seem stuck in another age. In France and Germany, bureaucrats in giant ministries micromanage curricula, budgets and personnel assignments. Austria, Belgium, Germany and the Netherlands have retained 19th-century school systems that divide up kids as early as the age of 10 into a different-level schools, all but cementing their future careers. Lower tracks, such as Germany’s Hauptschulen, offer only a rudimentary education. This relic of feudalism might have made sense for industrial societies that needed a small university/educated elite and masses of simple workers. Today, in a globalizing, flexible world, such fixed hierarchies are more out of date than ever.

POWERHOUSE? Germany excelled in academics. No longer.

The waste of talent, time and resources is astonishing Dropout rates average 10 percent at German Hauptschulen and a horrendous 60 percent at Italian universities. Many of these kids land straight in the lap of the welfare state. In Germany, the Federal Labor Office as 960,000 “customers” under 25 and spends €6 billion just on remedial programs that teach youngsters the most basic of skills, like simple math or how to use Microsoft Word. Despite 4.5 million registered unemployed, companies complain that they can’t find skilled workers - not just engineers and specialists but plain vanilla graduates with the social and learning skills to start simple on-the-job training. “The education system is sending us people who aren’t even ready to be trained,” says Labor Office chief Frank Weise. In contrast, countries like South Korea that have invested in education and raised the number of university graduates have enjoyed both higher growth and declining unemployment. Each additional year of education returns 8 percent in higher pay and productivity, says Jürgen Wössmann, education economist at Munich’s IFO Institute, Germany’s education troubles, according to estimates, cut the country’s growth rate by 0.9 percent.

A BRIGHT SPOT: Cambridge keeps its high standing.

You would think better investment in education, along with their wholesale reform, would therefore be a no-brainer. Instead, change as long been blocked by a combination of ideology and a desire to stick one’s head in the sand. Take the universities, similarly cash-strapped in much of Europe. Public coffers are empty, yet egalitarian ideals mean schools are barred form charging tuition beyond a nominal fee. …

A new report says most of Europe’s top universities are ‘clearly in the second division.’

That it took more than a decade of debate and litigation for German universities to be permitted to charge fees of a mere €500 a semester is testament to the painfully slow pace of change. The money will amount to no more than €16 million for the average university Even today, the education debate is marked by absurdity and distortion. Politicians talk about creating “elite” universities, yet they refuse to allow selective admissions. … Anything to avoid having to talk about the elephant in the middle of the room: that the system of education segregation is ineffective and cruel.

MASS EDUCATION: Europe feels the numbers crunch.

… Italy is one of several countries that have no system of testing and assessment at all, so there’s no way for any school to tell how it’s doing. For 25 years, German Education ministers blocked schools from participating in international tests after a 1970 study showed German students doing worse than expected. Even today, bureaucrats won’t allow researchers access to the newest data for fear they’d name and shame nonperforming schools.

There is another way. Finland, ranked by the OECD as having the world’s best education system, faced many of these same problems in the 1960s. In international tests, its students barely made the OECD average. Since then Finland as devolved decision making from Helsinki bureaucrats to the schools themselves, setting only guidelines for what students should be able to do. Schools and teachers are monitored for quality, and constantly evolve in terms of curricula and methods. The old-fashioned sorting of kids into different-level schools has been abandoned. Now Finish 15-year-olds not only score highest in a number of skills, but also show the least effect of class background on achievement, a key measure of meritocracy. Small wonder that Finland is today a high-tech powerhouse with high growth and low unemployment.

There are other bright spots. Like Finland, the Scandinavian countries also boast some of the world’s best school systems. Britain’s top universities are truly world class. Elsewhere, though, reform has been piecemeal and reluctant. The Netherlands deregulated schools in 2000, giving them more authority to make their own decisions. France has funneled extra funds to poorly performing schools …

Pressure is also coming from companies as education turns into an economic issue. German chemicals giant BASF, which has tested arriving trainees for more than 30 years, recently complained that basic skills have sharply declined. In Amsterdam’s Bijlmer and other disadvantaged districts, IBM and other companies have sponsored a network of “Weekend Schools” to mentor … kids for careers outside the ghetto. At the University of Potsdam, software billionaire Hasso Plattner has funded an elite computer-science institute, complete with an incubator for students’ business ventures. That kind of business-university partnership, which plays such a powerful role in America’s scientific and entrepreneurial prowess, is sorely lacking in Europe. So far, however, these are all changes around the edges. “None of these countries are having a strategic debate over where they want to be in 10 years,” says the OECD’s Andreas Scleicher. Nor do they seem willing to address the true causes of the malaise. Unless that changes, Europe’s future will be bleak indeed.
"I'm mad as hell and I'm not gonna take it anymore!"
Howard Beale