01 avril 2012

Un Institut d’études politiques (IEP) orienté vers la politique de la ville au coeur des quartiers difficiles

http://alternatives-economiques.fr/blogs/abherve/files/abherve.jpgSur le blog de Michel Abhervé pour Alternatives économiques. Orienter un nouvel Institut d’Etudes Politiques, plus communément appelé Sciences Po, vers les métiers de la politique de la ville est une bonne idée, car ces politiques ont besoin de professionnels motivés et qualifiés.
L’initiative des deux Universités, Cergy, et Saint Quentin en Yvelines-Versailles de le mettre en place en commun dans le cadre du PRES est également une bonne idée.
Restait à choisir le site qui s’y prêtait le mieux afin de donner aux étudiants un terrain d’étude de proximité et aussi de manifester la volonté  de développer des établissements d’enseignement supérieur supérieur au coeur des quartiers.
Plusieurs hypothèses étaient possibles: Trappes, Mantes et la Mantois, Les Mureaux, Poissy, Sartrouville, Chanteloup les Vignes dan,s les Yvelines, Argenteuil, Cergy, Sarcelles-Garges les Gonesse, Goussainville dans le Val d’Oise pour ne citer que les principaux sites concernés par la politique de la ville
Finalement cet IEP s’installera loin de ces quartiers, en plein coeur de la zone très favorisée de l’Ouest parisien, à Saint Germain en Laye, au nom de l’ouverture à l’international et de la proximité du lycée international de la ville
Le Ministère de l’Enseignement supérieur et de la Recherche s’en félicite, dans le cadre de son soutien aux PRES, comme en témoigne cette page. On peut le comprendre. Mais il est difficile de comprendre pourquoi le Ministère de la Ville met cette initiative en valeur dans sa dernière Lettre, alors que le commune n’atteint pas le seuil minimal de logements sociaux fixé par la loi: à moins que cela ne traduise sa conception de la politique de le Ville!
Cet article n’est pas paru le 1 Avril car nos lecteurs auraient pu croire qu’il s’agissait d’une plaisanterie. Malheureusement il n’en est rien!
http://alternatives-economiques.fr/blogs/abherve/files/abherve.jpg bloggen af Michael Abhervé for økonomiske alternativer. Orient et nyt institut for Policy Studies, bedre kendt som Sciences Po, at handlerne i byen politik er en god idé, fordi disse politikker kræver dygtige og motiverede medarbejdere.
Initiativ af de to universiteter, Cergy, og Saint-Quentin en Yvelines Versailles for at etablere fælles i PRES er også en god idé.

Det forblev til at vælge det websted, der udlånes sig bedst til at give de studerende et felt undersøgelse af nærhed og også viser en vilje til at udvikle videregående uddannelsesinstitutioner end i hjertet af kvarterer
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Posté par pcassuto à 03:49 - - Permalien [#]


How universities are maximising the impact of research on society

http://static.guim.co.uk/static/213afb344155ffe84de9ac39e6481765e2d4d5a1/common/images/logos/the-guardian/professional.gifBy David Phipps. Connecting universities with policy and practice is not new, but it is increasingly important. David Phipps explores the history of knowledge mobilisation.
Earlier this month the Guardian Higher Education Network posted the first of four instalments in its series exploring knowledge mobilisation past, present and future. My first piece introduced knowledge mobilisation as a new university-based research service that connects academic social sciences and humanities (SSH) research to non-academic decision makers, so that SSH research informs decisions about public policy and professional practice. In this second instalment I'm going to reflect on the past – on the roots of knowledge mobilisation.
Knowledge mobilisation (KMb) is not a new activity. Some university researchers have always worked with non-academic partners. In 2007, Jonathan Lomas (formerly of the Canadian Health Services Research Foundation) traced examples of university engagement with non-academic partners to the German dye industry in the late 1800s. The US land grant universities (those that concentrated on more practical subject teaching) have well-established extension programmes that date back to the turn of the 20th century.
However, in Canada, collaborating with non-academic partners has been an individual activity that occurs despite institutional barriers such as tenure and promotion (T&P) where faculty members are rewarded for traditional academic scholarship as well as teaching and service. Although a conversation about rewarding community engaged scholarship in T&P review is under way, in Canada traditional scholarship remains the foundation of an academic career and reinforces the perception of the university as a traditional, self-perpetuating and monolithic organisation disconnected from society.
An exception to this "disconnect" has been technology transfer (also known as university-industry liaison, and, in the UK, knowledge transfer). Technology transfer connects university researchers with industry to commercialise intellectual property (almost, but not always, patents) developed as a result of their research. Many universities throughout the world now have full-time professional staff who connect university researchers to partners from industry. Technology transfer has been almost exclusively focused on making money. In 2010, the Association of University Technology Managers (AUTM) reported that total royalty income from the commercialisation of university intellectual property in the US was $1.4bn.
Imagine if universities also supported connecting non-commercial research with organisations – the "decision makers" – seeking to maximise the social benefit of research by informing decisions about public policy and professional practice. That's knowledge mobilisation. As described in our KMb introduction video, KMb at York has its roots in technology transfer, but we have evolved this beyond a one-way transfer of knowledge to a multi-directional engagement of knowledge and talent. But if technology transfer first developed as a way to make money from university inventions (or at least that's the promise), then why develop similar services like KMb for non-commercial research? I have previously addressed this on the Research Impact blog by linking KMb type activities to the public's expectations of a return on the investment of their taxes in research that occurs in public institutions like universities. The public and social benefits of technology transfer have also recently been articulated through the Better World Project – launched by AUTM to promote understanding of how academic research benefits the public.
Like technology transfer sometimes, KMb translates research and transfers it to decision makers; like we did at York with our ResearchSnapshot clear language research summaries. However, if all we needed to do was publish academic research in accessible formats, then we could publish on internet sites such as the Cochrane Collaboration, the Campbell Collaboration, What Works Clearinghouse, SCIE, RIP and NCDDR and let Google searching do the rest. But we found that this one-way method of knowledge transfer is necessary but not sufficient to maximise the impact of research on society.
In order to generate academic research that is also useful to non-academic decision makers, we practise KMb, a suite of services that maximizes research impact by supporting collaborations between academic researchers and their non-academic research partners. Basically, we help researchers and graduate students connect to and collaborate with partners from government and community organisations. KMb doesn't serve as a bridge between these two communities. KMb reduces the distance between them allowing them to collaborate in shared spaces.
David Phipps is director of research services and knowledge exchange at
York University, Toronto, Canada. For more on knowledge mobilisation at York University, and from David, see the Research Impact blog and follow @researchimpact on Twitter.

Posté par pcassuto à 03:40 - - Permalien [#]

The End of the International Office?

http://chronicle.com/img/photos/biz/icons/worldwise.pngThe following is a guest post by Markus Laitinen, head of international affairs at the University of Helsinki. Imagine a university without an international office, internationalization strategy or a committee for internationalization; not really international, right? Not necessarily. For the past eight years the University of Helsinki has had no single office or entity bear the responsibility for internationalization. Today, this approach is sometimes called “mainstreamed” or “deep” internationalization, but I actually prefer “embedded.” From my perspective, sharing the responsibility for internationalization–an issue central to many universities worldwide–throughout a university, rather than charging it to a select few administrators, is the right path to take.
To illustrate the point, some background information is necessary. The University of Helsinki is Finland’s first university and largest, serving 36,000 students. It established an international office in the late 1980s with the main focus to respond to correspondence in foreign languages and the need for “diplomats” to work with visitors from foreign universities. During the 1990s, the university experienced a big increase in student exchange, first sending more students to study abroad and later, after increasing the number of courses offered in English, enrolling more international exchange students. Today, we have about 2,000 foreign students pursuing a degree, a 30 percent increase from three years ago. The university does not charge tuition, so the focus on bringing in more international students was not a financial motivation. Instead it was a means to diversify our campus and partly to offset the fact that the majority of the students did not have an opportunity to study abroad.
In 2003, the university decided to revamp its central administration, which led to the international office being abolished. To be honest; this was not a result of a careful analysis of how best to manage international affairs at the university. It was, rather, a byproduct of a larger reform. It placed the office’s former staff members in several parts of the central administration. In my interpretation, the true motive for the reform was to make a clearer distinction between services and strategic planning. Thereby the people responsible for services related to student mobility, for example, were placed with the rest of student services, whereas I, as the head of international affairs, remained near the leadership.
The new setup meant that offices previously focused on domestic concerns were now charged with new responsibilities for internationalization. Student services and academic affairs could no longer rely on an international office to deal with all issues international. As an example, academic affairs needed to take the responsibility of implementing the Bologna Process at the university. There was a huge learning curve for them and required a shift in thinking from, in particular, the line managers on whose lap this new responsibility was dumped. In our case, luckily, key managers accepted the task with a positive attitude.
To maintain coherence between the different international administrators, we put in place mechanisms to encourage internal collaboration. Initially we drew up a common operational budget across various offices (this has since been discontinued). But we still have regular joint meetings, e-mail lists and other ways to share information electronically, and common projects, such as organizing the rector’s annual welcoming reception for international students and staff members, helps us to cross organizational boundaries.
After some eight years of experience, I can identify the benefits and challenges of this embedded internationalization. On the downside, the approach requires unconventional management structures, which may lead to internal conflicts or breaks in communication. But the advantages far outweigh the challenges.
First and foremost, under this approach internationalization cannot be marginalized to be the responsibility of a few. Second, by having internationalization experts placed in domestically-oriented units, these experts have been able to “contaminate” their surroundings and more and more people are now involved with international activities. As a result, we have been able to add much more resources towards internationalization than any single office could ever have, especially since internationalization in our context does not generate income. During the past five years, 35 master’s programs in English have been introduced in part by providing seed money of over 1 million euros per year. This has required a lot of internal discussion, preparation, and collaboration, and in my view would not have been possible if only a single office was involved.
The third main benefit of embedded internationalization is that we have been able to harness the expertise of different sectors of administration to international needs; services related to international students and faculty members, for example, have improved significantly. For example, the electronic systems for international-student admissions and student-exchange management have improved and simplified processes for international students.
My point of view, of course, has been that of an administrator and I do realize that this is not the full picture when it comes to internationalization activities at a university. But I do believe that embedded internationalization is not restricted to administrative issues but rather is something the whole university should adopt as a way of thinking and as a basis of operations.
Today, one of the most difficult questions I get from colleagues is: “How many people do you have in the international office?”
The direct answer is that we have some 30 internationalization experts throughout our central administration. But if I have time, I explain our somewhat radical setup and say, the number is impossible to count and that this is the beauty of our way of doing things. While such a response may seem long, I hope the question remains difficult to answer in the future as we continue to develop our approach to embedded internationalization.

Posté par pcassuto à 03:34 - - Permalien [#]

Higher learning

http://themoscownews.com/i/mn/logo.gifBy Andrew Roth. The release of the Times Higher Education (THE) global university rankings, in which Russian universities across the board fell below the top 100 spots in terms of reputation, prompted a flurry of activity in the Russian academic establishment earlier this month. Critics of the rankings, including the incoming president Vladimir Putin, called for the creation of a Russian rating agency that could counterbalance Western efforts to compare international universities. Others say that the Russian government’s response ignores the fact that existing ratings now play a considerable role in how Russian education is seen around the world.
The Russian Education Oversight Agency has already started developing the new rating system, but so far hasn’t divulged what methodology it will be using. This is not the first attempt in Russia to release a similar project: in 2009, the independent Russian rating agency ReitOR released its first international university rankings, putting Moscow State University (MSU) at number five behind the MIT and Columbia. Yet that was the only year the agency released an international ranking.
Phil Baty, the Times’ editor, called Russia’s response to the rankings “remarkable,” but said that it was indicative of the growing influence of the Times’ ratings across the world. “Many governments now use [the ratings] to benchmark national performance, and many nations believe it is important not just for national pride, but also for economic progress,” he said. Russian universities’ poor performance this year could be explained by a lack of investment compared with their Asian peers, along with the low number of English language publications in Russian academia, Baty added. “There are some fine Russian universities with an excellent history of innovation and discovery, but the whole sector has had some challenges in the post-Soviet era, in particular with the so-called ‘brain-drain’ of academics to other countries,” he said.
Recent polling by VTsIOM has shown that a considerable number of young, educated Russians are considering moving abroad. Education provides an easy route through emigration hurdles and funnels students toward job opportunities. Zoya Zaitseva, the regional director for Russia and Central Asia for the academic ratings agency QS, said that Moscow State University’s fall out of the top 100 in THE’s rankings “shocked everyone,” and that the steep dive could speak to a “statistical error” in the agency’s methodology. Yet she added that many Russian universities do not excel in areas used as indicators by international rating agencies, including opinion polls. “Russian academics don’t have much experience participating in international surveys,” she said.
Nonetheless, some Russian universities have made considerable steps forward. The upstarts, like Bauman University and the Moscow State Institute of International Relations (MGIMO), have specifically focused on increasing their ratings to both attract international talent and stem the flow of students abroad. MGIMO jumped from below 600th place on QS’s international rankings in 2010 to 389th in 2011. According to Alexandra Khudaikulova, the vice rector of MGIMO, the university focused its efforts on increasing applied education, English language training and cooperation with foreign universities. “Today, ratings are a fact of life,” she said, noting that both international and local students used them as a benchmark for a university’s performance.
Zaitseva was skeptical that a Russian rating agency tied to the government could build trust in local universities. “From an emotional point of view, the idea of creating an international rating that supports Russian universities is quite naïve,” she said. The new ratings system would also have to prove its methodology to be accepted, she added. “If we talk about the number of satellites released, then yes, MSU is ahead of Harvard, but if we talk about the quality of the education, I think that could be a different situation.”

Posté par pcassuto à 03:29 - - Permalien [#]

Meilleure apprentie de… France et sans papiers

http://lemonde-emploi.blog.lemonde.fr/wp-content/themes/lemonde/images/blog_lemonde_fr.gifPour la deuxième année consécutive le concours des meilleurs apprentis de France a distingué une jeune femme d'origine rom, Cristina Dumitru, qui vit en France sans papiers depuis plus de six ans.
Cristina, 18 ans, a passé plus de 18 mois dans une caravane sans eau ni électricité après son arrivée de Roumanie à Nantes (ouest) en 2005 avec sa famille, avant de pouvoir accéder à des conditions de vie moins rudes.
Elle reçu sa médaille le 29 mars au Sénat à Paris
, où se déroulait la remise des prix.
Mais comme Linda Mihai, 21 ans qui était lauréate du concours 2010, en catégorie "pressing" également, toute lauréate qu'elle est, Cristina n'a pas de papiers.
Les demandes de régularisation de la famille de Cristina, dont les deux parents travaillent comme saisonniers dans des entreprises de maraîchage et sont aujourd'hui logés dans un appartement, ont toutes été rejetées depuis leur arrivée.
Cette récompense changera-t-elle quelque chose et lui permettra-t-il de trouver un travail, de passer mon permis de conduire, ou de demander une bourse pour s'inscrire en bac pro?

http://lemonde-emploi.blog.lemonde.fr/wp-content/themes/lemonde/images/blog_lemonde_fr.gifFor the second consecutive year the contest of the best apprentices in France has distinguished a young woman of Roma origin, Cristina Dumitru, who lives in France without papers for over six years.
Cristina, 18, has spent over 18 months in a trailer without water or electricity to Romania after his arrival in Nantes (west) in 2005 with his family, before access to the living conditions less harsh
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Posté par pcassuto à 01:12 - - Permalien [#]

Seniors actifs - du travail au Canada

http://www.portail-formation-ouest.fr/logo.pngDepuis le début de la reprise économique au Canada, en 2009, les plus de 60 ans occupent plus de 30% des 664 000 emplois créés. C’est ce que révèle une récente étude de la banque Toronto Dominion.
Sur ces 200 000 postes, ce sont les 60-65 ans qui sont les plus nombreux  mais les plus de 70 ans sont, tout de même, 55000 à avoir retrouvé un emploi (!)
Selon les rédacteurs de l’étude, cités par le journal Le Figaro, cette situation
« s’inscrit dans une tendance plus large au sein des économies développées qui voit les travailleurs âgés devenir un élément de plus en plus vital sur le marché du travail »,
La France compte aujourd’hui plus de 873 000 demandeurs d’emploi de plus de 50 ans dont un très faible nombre aura de nouveau accès à l’emploi.
Que faut-il en déduire ?
DONNEZ VOTRE AVIS.
http://www.portail-formation-ouest.fr/logo.png~~V Siden begyndelsen af den økonomiske genopretning i Canada, i 2009 mere end 60 år optager over 30% af de 664,000 skabte arbejdspladser. Det er, hvad en nylig undersøgelse afslører Toronto Dominion Bank.
Af disse 200.000 job, er det de 60-65 år, som er den mest talrige, men mere end 70 år er ikke desto mindre, 55000 at have fundet et job
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Posté par pcassuto à 00:00 - - Permalien [#]