Developing scientific collaborations: A breakthrough for the development of Neuroscience teaching TEMPUS-MEDA JEP CD_31196-2003 (ULISS) Marrakech, 13-15 Dec 2006
Dr. Marie MOFTAH
[email protected] Egyptian contact person
Ways to develop Neuroscience teaching Gradually implementing new curricula Involving local competent teachers and/or scientists Attending training courses in European or American countries Inviting teachers from these countries to give lectures
Approaches
Improving institutional credibility by starting first by a scientific or pedagogic collaboration Establishing a trustful work team Easing teacher updating by attending international meetings and conferences and by using new technologies Applying for appropriate funding
The main OBJECTIVE of European TEMPUS PROJECTS Facilitating development of the higher education sector and promoting closer understanding and mutually beneficial contacts in the area of training SUMMARY of all ADVANTAGES we got as a beneficiary institution and PROBLEMS we encountered
ADVANTAGES I. To apply for funds 1. Geographical site: Egypt is considered a pioneer in the region between two centers of excellence in the south; Lebanon in the Middle East and Morocco in the Maghreb 2. Timing: Egypt's openness on the international trade market yielded new demands in the Educational domain at all levels In 2000, the Egyptian Ministry of Higher Education put forward a strategic reform plan known as the Higher Education Enhancement Program (HEEP). Tempus activities was asked to contribute towards the implementation of this plan.
2. ...Timing: Egypt’s priority for Joint European Projects was to be in line with the objectives of the Egyptian Higher Education Development strategy supporting institutional, legal and administrative development of beneficiary institutions. Biology and biotechnology were the 1st priority 3. Number: of students (target group): an important ratio of the Faculty of Science students are yearly attracted to the Zoology Department
3. ...Number: of working staff (man power): 75 professors, teachers and assistants constitute the pedagogic team of the department. At least half of them has been sent abroad under different regimes of grants, scholarships, scientific assignments, and international conferences to be kept updated 4. Existing historical relations: personal, institutional or political levels II. To sustain development 4. Initial student education and training is rather traditional and basic allowing the creation of specific scientific questions using new techniques 5. Region-specific animal models allow research projects in line with local needs
unique
PROBLEMS Specific objectives and related Prerequisites, assumptions and risks 1. Modification of internal rules to facilitate pedagogic autonomy and openness Unwillingness of the administrative personnel to change their habits and know-how 2. Adaptation of existing courses: theoretical teachings, up-to-date practical workshops and new pedagogic tools Hesitation of faculty members to embark in such a project because of the amount of effort it will demand
3. Developing new theoretical and practical teaching courses, a new branch and new optional teachings Cooperation of the Department Chairman to facilitate teachers and assistants availability for newly introduced topics and practical workshops 4. Refining student and teacher evaluation systems and continuous training Open minded teachers to be able to accept critiques Eagerness of teachers to be updated 5. Promotion of critical openness on modern scientific issues Good personal relations, enough cooperation and common scientific and academic viewpoints between the consortium committee
Actual problems 1. In the grant holder institution Preparing a financial convention with the beneficiary institution Dealing with money transfers, perdiem and other expenses, European projects are at the bottom of the pile Bureaucracy in international money transfers, ex: to Italy or to Egypt 2. In the European partner institution Lack of active International Relations office Big load on the contact person Lack of financial convention
3. In the beneficiary institution A. Personal and cultural problems Difficulty in introducing a new idea especially if not through officials Fear of change (too much work, criticism, inadequate recognition, lack of creativity) Choice of coordinator and participants (number, motivation and efficiency) Silencing any objection or disapproval and hiding problems especially to European partners Lack of trust and high sensibility towards foreigners No sense of team work
B. Social problems Young women are underestimated Hierarchy is very much venerated and established thus hard to avoid (failure of decentralization) Lack of transparency In money management Lead to wrong expectations Reduced working hours
C. Scientific problems Individualized promotion system does not favor scientific collaborations and team work Bureaucracy in local research institutes hinders any rising potential Scientific excellence standards differ with the country D. Day to day management problems Difficulty of issuing visas The contact person is expected to perform all activities alone
E. Financial problems Total amount was not granted to Egyptian projects in order to add one Shortage of knowledge about European projects financial rules Delayed signature of financial and staff costs conventions Co-signed bank account (coordinator and accountant, sword with a double blade) Excess of bank fees due to the presence of a double currency account Even distribution of staff costs Abuse of power
Reform is almost done UNIVERSITY OF ALEXANDRIA DEPARTMENT OF ZOOLOGY MOLECULAR GENETICS SECTION
COURSE DESCRIPTION BOOKLET 2006-2007
“UPDATING LIFE SCIENCE STUDIES USING NEW CURRICULA AND TECHNOLOGIES “ TEMPUS MEDA JEP 31196-2003
Courses described thereafter should be considered to be rather tentative. Although it is assumed that most instructors will be offering the courses as described here, students should be aware that some changes are possible.
60 %: 282 619.9 Euros Spent ~ 70 %: 227 790.22 Euros 30 %: 144 000 Euros
TEMPUS CD_JEP31196-2003 1st January 2005 - 31th August 2007 Staff costs (in euros)
01/01/05 to 31/03/05 Academic tasks cost/h Number Surname Firstname our of hours ABDEL MOATY Zeinab 9.4 120 ABDEL SALAM Cherine 9.4 120 ABDEL WAHAB Wessam 9.4 120 KHEIRALLAH Dalia 9.4 120 EL KADY Ayman 9.4 240 FAHMY Gehan 9.4 240 MOFTAH Marie 9.4 240 ESSAWY Amina 9.4 240 RAGEH Mona 9.4 240 OSSMAN Wafaa 9.4 240 MATTA Cecil 9.4 240 SABRY Ismail 9.4 240 ABDEL ALEEM Eiman 9.4 240 MOUSSAD Essam 9.4 240 ABDEL MONEAM Ashraf 9.4 170
01/04/05 to 30/06/05
2005 01/07/05 to 30/09/05
01/10/05 to 31/12/05
01/01/06 to 31/03/06
01/04/06 to 30/06/06
2006 01/07/06 to 30/09/06
01/10/06 to 31/12/06
01/01/07 to 31/03/07
2007 01/04/07 to 30/06/07
TOTAL 1128 1128 1128 1128 2256 2256 2256 2256 2256 2256 2256 2256 2256 2256 1598
141 141 141 141 282 282
141 141 141 141 282 282
141 141 141 141 282 282 282 282 282 282 282 282 282 282 199.75
141 141 141 141 282 282 282 282 282 282 282 282 282 282 199.75
141 141 141 141 282 282 282 282 282 282 282 282 282 282 199.75
141 141 141 141 282 282 282 282 282 282 282 282 282 282 199.75
141 141 141 141 282 282 282 282 282 282 282 282 282 282 199.75
141 141 141 141 282 282 282 282 282 282 282 282 282 282 199.75
282 282 282 282 282 282 282 282 199.75
282 282 282 282 282 282 282 282 199.75
282 282 112.8 59.78 141 124.08 124.08
282 282 112.8 59.78 141
282 282 112.8 59.78 141
282 282 112.8 59.78 141
282 282 112.8 59.78 141
282 282 112.8 59.78 141
112.8 59.78 141
112.8 59.78 141
0 0 0 SADEK SHONOUDA SALEM GARIB AWAD SORIAL EL SEIDI PERRIQUET
Administrative tasks Ismail 5.64 400 Mourad 5.64 400 Khaled 5.64 200 Seham 5.64 106 Amal 5.64 200 Aida 5.64 22 Fahima 5.64 22 Hélène 15.4 2736
2256 2256 1128 597.84 1128 124.08 124.08 42138.36
78422.4
282 282 112.8 59.78
282 282 112.8 59.78
