Undergraduate Research and Higher Education of the Future
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Polytechnic Institute of Coimbra Coimbra Institute of Engineering Full Legal Name of the Institution Instituto Politécnico De
Polytechnic Institute of Coimbra Coimbra Institute of Engineering Full legal name of the institution Instituto Politécnico de Coimbra (IPC) Polytechnic Institute of Coimbra Instituto Superior de Engenharia de Coimbra (ISEC) Coimbra Institute of Engineering ERASMUS Identification Code P COIMBRA02 Town and postcode 3000 Coimbra Country Portugal Website of IPC www.ipc.pt Website of ISEC www.isec.pt Head of the IPC institution Prof. Jorge Conde (PhD) Institutional Coordinator of IPC Prof. Maria João Cardoso (PhD) Head of the ISEC Prof. Mário Velindro (PhD) Contact Person (ISEC) International Relations Coordinator Prof. Mário Velindro (PhD) Contact Person Ms Dália Pires Address Rua Pedro Nunes, Quinta da Nora, 3030-199 Coimbra Telephone 0351 239 790 206 Fax 0351 239 790 201 Email [email protected] Application deadlines For winter term 15th June For summer term 15th November Semester contribution - Accommodation costs IPC Students Residences »128,80€ (down payment + insurance) »125€/month (for long stays) »10€/day (for short stays) Cost of Living at Coimbra Around 600€/month (indicative amount) Special service - Support Since initial contacts with foreign students are usually made by e-mail, the International Relations Office (IRO) tries to offer the best support to students who intend on coming to study in our Institute. To make things easier, we are counting on the help of ESN Student Association ([email protected]). Together with IRO, foreign students are supported at ISEC and in Coimbra day life needs. International Affairs Instituto Politécnico de Coimbra Polytechnic Institute of Coimbra Instituto Superior de Engenharia de Coimbra Coimbra Institute of Engineering (ISEC) Academic Calendar: Autumn (winter) Semester September to January Spring (summer) Semester February to July Application Deadlines: Autumn (winter) Semester 15th June Spring (summer) Semester 15th November Information Sheet Full legal name of the Polytechnic INSTITUTO POLITÉCNICO DE COIMBRA Polytechnic Institute of Coimbra (IPC) ERASMUS Identification Code P COIMBRA 02 Address Av. -
Undergraduate Education 1
Undergraduate Education 1 transfer applicants at the freshman or sophomore level, nor for the spring Undergraduate semester. Education Applications for admission are available beginning in August of the year prior to the year in which you would enter Berkeley. The application filing period is November 1-30. All applications must be submitted by As a prospective freshman or transfer student at UC Berkeley, you should November 30. give careful thought to preparing yourself adequately in reading, writing, mathematics, and other areas related to your intended major. The more Berkeley does not offer any early admissions or any early decisions. comprehensive and challenging your high school or college program is, the better prepared you will be for work at Berkeley. Helpful UC Links Please explore the tabbed information on this page to learn more about UC Admissions (http://www.universityofcalifornia.edu/admissions/) undergraduate education at UC Berkeley. Academic Requirements (http://www.universityofcalifornia.edu/ Undergraduate Degree Requirements admissions/freshman/requirements/) The Guide helps you learn about the requirements you will have to fulfill to earn your bachelor's degree. These requirements are prescribed by Application Fees and Fee Waivers four sources: the University of California system, the Berkeley campus, The basic application fee of $70 entitles you to apply to one University your college or school, and your major and, if applicable, a minor. All campus. (The fees is $80 for international and non-immigrant are summarized in the tabs to the right. For detailed requirements of applicants.) If you apply to more than one campus, you must pay your specific program, please see the Major Requirements tab on your an additional $70 for each campus you select. -
Higher Education Reopening Guidance
june 11, 2020 higher education reopening guidance Guidance overview This document provides guidance to Virginia institutions of higher education regarding their plans for offering in-person instruction and reopening their campuses in the 2020-21 academic year. The criteria outlined here, in consultation with the Virginia Department of Health, concern measures relating to COVID-19 that institutions should take for promoting and fostering the health and safety of students, faculty, staff, and surrounding communities as equitably as possible. Additionally, it recognizes the widely varied missions and circumstances of the many different colleges and universities, public and private, across the Commonwealth. Institutions are asked to prepare campus plans specific to their unique constituencies and settings, for timely submission to the Commonwealth. The Virginia Department of Health (VDH), the State Council of Higher Education for Virginia (SCHEV), and local health departments will serve as close partners to institutions throughout the duration of this pandemic, providing guidance, data, and assistance facilitating relationships with local health infrastructure as needed. section i: why safe and sustainable offering of in-person instruction and reopening of higher education are crucial for virginia Virginia’s colleges and universities are anchor institutions for the Commonwealth, and Virginia is widely regarded as having the best array of public and private institutions of higher education in America, as well as powerful workforce development and credentialing programs. COVID-19 has put at risk the more than $39.074 billion in annual economic impact higher education creates for the Commonwealth, and the 167,000 jobs tied directly or indirectly to Virginia colleges and universities. -
Liberal Arts Colleges in American Higher Education
Liberal Arts Colleges in American Higher Education: Challenges and Opportunities American Council of Learned Societies ACLS OCCASIONAL PAPER, No. 59 In Memory of Christina Elliott Sorum 1944-2005 Copyright © 2005 American Council of Learned Societies Contents Introduction iii Pauline Yu Prologue 1 The Liberal Arts College: Identity, Variety, Destiny Francis Oakley I. The Past 15 The Liberal Arts Mission in Historical Context 15 Balancing Hopes and Limits in the Liberal Arts College 16 Helen Lefkowitz Horowitz The Problem of Mission: A Brief Survey of the Changing 26 Mission of the Liberal Arts Christina Elliott Sorum Response 40 Stephen Fix II. The Present 47 Economic Pressures 49 The Economic Challenges of Liberal Arts Colleges 50 Lucie Lapovsky Discounts and Spending at the Leading Liberal Arts Colleges 70 Roger T. Kaufman Response 80 Michael S. McPherson Teaching, Research, and Professional Life 87 Scholars and Teachers Revisited: In Continued Defense 88 of College Faculty Who Publish Robert A. McCaughey Beyond the Circle: Challenges and Opportunities 98 for the Contemporary Liberal Arts Teacher-Scholar Kimberly Benston Response 113 Kenneth P. Ruscio iii Liberal Arts Colleges in American Higher Education II. The Present (cont'd) Educational Goals and Student Achievement 121 Built To Engage: Liberal Arts Colleges and 122 Effective Educational Practice George D. Kuh Selective and Non-Selective Alike: An Argument 151 for the Superior Educational Effectiveness of Smaller Liberal Arts Colleges Richard Ekman Response 172 Mitchell J. Chang III. The Future 177 Five Presidents on the Challenges Lying Ahead The Challenges Facing Public Liberal Arts Colleges 178 Mary K. Grant The Importance of Institutional Culture 188 Stephen R. -
Glossary of Data Terms
Glossary of Terms The Texas Higher Education Coordinating Board has produced this Glossary of commonly used Texas higher education terms. By its nature, the Glossary will be an evolving document. If you have suggestions for clear wording for terms in the Glossary or for terms whose definition you would like to have included, please send your suggestions to Torca Bunton at [email protected] at the Coordinating Board. TEXAS HIGHER EDUCATION COORDINATING BOARD Educational Data Center Glossary of Terms August 14, 2017 AAT Associate of Arts in a Teaching degree. Board-approved collegiate degree programs consisting of lower-division courses intended for transfer to baccalaureate programs that lead to initial Texas teacher certification. (CTC CBM009) Academic Course Guide Manual (ACGM) The official list of approval numbers for general academic transfer courses that may be offered for state funding by public community and technical colleges in Texas. It lists a basic core of general academic courses which are freely transferable among all public institutions of higher education in Texas in accordance with the Texas Education Code, §61.051(g). TCCNS numbers are assigned to most courses in the manual. Academic courses reported on the CTC CBM004 must appear either on this list of approved courses or in the Special Approval/Unique Need Inventory. See Lower Division Academic Course Guide Manual. (CTC CBM004) Academic Credit Course A college-level course that, if successfully completed, can be applied toward the number of courses required for achieving a degree, diploma, certificate, or other formal award. Academic Program Instructional program leading toward an associate’s, bachelor’s, master’s, doctor’s, or first-professional degree or resulting in credits that can be applied to one of these degrees. -
REQUEST for TERMINATION Child and Family Development - Early Childhood Education: Prekindergarten - Grade 2 Emphasis (B.S.F.C.S.)
REQUEST FOR TERMINATION Child and Family Development - Early Childhood Education: Prekindergarten - Grade 2 Emphasis (B.S.F.C.S.) I. Basic Information 1. Institution: University of Georgia Date: 12/5/2013 2. School/College: College of Family and Consumer Sciences 3. Department/Division: Human Development and Family Science (formerly Child and Family Development) 4. Program Degree: B.S.F.C.S. Major: Child and Family Development – Early Childhood Education: Prekindergarten – Grade 2 Emphasis 5. Deactivation _________________________ or Termination _________X________________ 6. Last date students will be admitted to this program ________Fall 2010_______________________ 7. Last date students will graduate from this program ________Spring 2012____________________ 8. Abstract of the deactivated or terminated program Provide a brief summary of the deactivated or terminated program that includes an overview and highlights of the response to the criteria in Section II. The Child and Family Development – Early Childhood Education: Prekindergarten – Grade 2 Emphasis major was established through the collaboration of the Departments of Human Development and Family Science (formerly Child and Family Development) and Educational Theory and Practice (formerly Elementary and Social Studies Education). The aim of the major was to develop exemplary teachers of young children for public or private settings. Upon completion of this major, students received a Bachelor of Science degree in Family and Consumer Sciences having met the Professional Standards Commission’s criteria for Pre-Kindergarten to Second Grade, allowing graduates to seek Pre-K to Fifth Grade teaching certification in the State of Georgia. This major, in a functional sense, has been discontinued since the spring of 2012, when the final students in the major graduated. -
PUBLIC HIGHER EDUCATION the Polytechnic Institute of Porto (IPP) Was Created in 1985 in Order to Offer Excellence in Qualified Education
STINT PUBLIC HIGHER EDUCATION The Polytechnic Institute of Porto (IPP) was created in 1985 in order to offer excellence in qualified education. IPP is the largest Portuguese Polytechnic Institution, with the most students, teachers, courses and schools. The outcome is a highly diversified offer of training profiles, contexts, targets, extension activities and geographic implementation – in six Municipalities of the Porto District. Near 18,000 students attend the 7 Schools which offer 60 Bachelor Degrees (180/240 ECTS), 58 Masters Degrees and a PhD programme in fields such Engineering, Management, Health Sciences, Music, Arts and Education. IPP Polytechnic of Porto | Porto - ISEP School of Engineering | Porto ISCAP School of Accounting and Administration | Matosinhos ESE School of Education | Porto ESMAE School of Performing Arts | Porto ESEIG School of Management and Industrial Studies | Póvoa do Varzim/ Vila do Conde ESTGF School of Management and Technology | Felgueiras ESTSP School of Allied Health Technology | Vila Nova de Gaia - SAS IPP Student Welfare Services | Porto 1. Brief History of IPP 2. Governance 3. Shared units, resources and activities 4. School networks and cooperation 1. BRIEF HISTORY Porto Polytechnic was created in 1985 within the re-launching of Polytechnic Higher Education in Portugal in 1979. 1985 School of Education (ESE) School of Music and Performing Arts (ESMAE) 1988 Institute of Accounting and Administration (ISCAP) – founded in 1886 1989 Institute of Engineering (ISEP) – founded in 1852 1990 School of Management and Industrial Studies (ESEIG) 1999 School of Management and Technology of Felgueiras (ESTGF) 2006 School on Allied Health Sciences (ESTSP) › The legal framework is provided by the IPP Statutes and Internal Regulations. -
School of Technology Graduate Faculty Handbook (Rev
i DOCTOR OF TECHNOLOGY GRADUATE STUDENT HANDBOOK Rev. August 2020 Assembled by the Graduate Faculty Purdue Polytechnic Institute Purdue Online - Polytechnic Institute West Lafayette, IN August 2020 NOTE: This document supersedes the Graduate School Policies & Procedures Guide. ii This page is intentionally blank. iii Contents List of Tables .............................................................................................................................. ix FOREWORD .................................................................................................................................. x SECTION 1.0. INTRODUCTION ................................................................................................. 1 1.1 General Information ....................................................................................................... 1 1.2 Doctor of Technology Program Vision ........................................................................... 2 1.3 Doctor of Technology Program Purpose ......................................................................... 2 1.4 Doctor of Technology Program Overview ....................................................................... 2 1.5 Transfer Credits ............................................................................................................... 3 SECTION 2.0. ADMISSION POLICIES AND PROCEDURES .................................................. 4 2.1 Background on Doctor of Technology Admission ......................................................... -
GW Strategic Planning Committee Report High-Quality Undergraduate Education (HQUE)
GW Strategic Planning Committee Report High-Quality Undergraduate Education (HQUE) Charge to the Committee Under the assumption of a residential undergraduate population of 8400 students, of which 30% ultimately complete a STEM major, develop a strategy with measurable outcomes to attract and retain a high-quality student body, and recommendations for the educational opportunities that we should provide to our students. The process for determining the strategy for high quality undergraduate education should involve consideration of two key elements: (1) a high-quality undergraduate student body, and (2) a high- quality and distinctive undergraduate education. Current State GW embarks on the strategic planning process from a position of strength. The University enjoys a unique location that attracts students and faculty while enabling opportunities for learning, service, and collaboration. Our student body has grown more diverse in the past 5 years, and our students are motivated and civic-minded. The building of the Science and Engineering Hall has helped to attract and retain STEM undergraduates. We enjoy a national reputation for undergraduate programs in politics, media, and international affairs, while supporting robust programs in the humanities, fine arts, business, nursing, social sciences, and engineering. At the same time, GW faces specific challenges in undergraduate education. Too many undergraduates describe their academic experience, especially in their early years, as an exercise in “checking boxes.” Many in our community express concern about GW’s affordability. Students, faculty and staff find the University burdened by silos that impede our creativity and ability to be responsive to curricular and other needs in a dynamic learning environment. -
Identifying Risks and Responses for Higher Education Institutions in Transition
Identifying Risks and Responses for Higher Education Institutions in Transition Identifying Risks and Responses for Higher Education Institutions in Transition Strategic Changes for the Future On top of these financial pressures, demographics have changed; the number of potential traditional-age students has actually decreased. Higher Education institutions are facing the pressure of finding their The bottom line as fewer potential students with less ability to pay way in a changing market. The question is no longer, “Should we means that price sensitivity is greater than ever. And that means adapt?” but is now, “What is the best way to adapt?” For many, the institutions must compete more fiercely. most important first step in adapting is to understand institutional risks These trends have led many colleges and universities to revisit their and to develop strategies to combat those risks. strategic plans and to question if they are effectively allocating their Following the onset of the Great Recession in 2008, 30 percent of limited resources to the most important areas. As part of these efforts, institutions did just that, adopting some form of short-term institutional leaders now must focus on: cost-reduction (i.e. hiring freezes, salary freezes, and downsizing). – Changing the nature of decision making It became clear that those efforts would not suffice. Comprehensive, – Developing deeper understanding of their markets systemic approaches were needed to keep institutions viable. Those approaches require that institutional leaders evaluate risk factors, – Embracing the concept of “academic auxiliaries” including institution size, operational expenses, tuition discounting, – Relentlessly pursuing an efficient bureaucracy and tuition dependence to project whether or not their institutions are sustainable. -
Pathway to a Pre-K-12 Future
Transforming Public Education: Pathway to a Pre-K-12 Future September 2011 This report challenges our nation’s policy makers to transform public education by moving from a K-12 to a Pre-K-12 system. This vision is grounded in rigorous research and informed by interviews with education experts, as well as lessons from Pew’s decade-long initiative to advance high-quality pre-kindergarten for all three and four year olds. The report also reflects work by leading scholars and institutions to identify the knowledge and skills students need to succeed in school and the teaching practices that most effectively develop them. Together, these analyses and perspectives form a compelling case for why America’s education system must start earlier, with pre-k, to deliver the results that children, parents and taxpayers deserve. Table of Contents 2 Introduction 24 Interviewees 6 Envisioning the Future of 25 Sidebar Endnotes Pre-K-12 Education 26 Endnotes 12 Pathway to the Pre-K-12 Vision 29 Acknowledgements 23 Conclusion Introduction More than two centuries ago, as he prepared to retire and attitudes rather than scientific evidence about from the presidency, George Washington counseled the children’s development or their potential to benefit young nation to prioritize and advance public education from earlier educational programs. We know now, because, he wrote, “In proportion as the structure of a from more than 50 years of research, that vital learn- government gives force to public opinion, it is essential ing happens before age five. When schooling starts at that public opinion should be enlightened.”1 Today, kindergarten or first grade, it deprives children of the that our public education system is free and open to chance to make the most of this critical period. -
How and Why I Became a Principal Fellow of the Higher Education Academy
How and why I became a Principal Fellow of the Higher Education Academy D. M. Carter University of Reading n CUCD Bulletin 45 (2016) Ellie Mackin gives a useful and authoritative account of how CPD schemes offer a route to HEA Fellowship at various levels. In this article I shall try to give a I sense of what it means to apply for and gain Principal Fellowship. Ellie fully explains the UK Professional Standards Framework (UKPSF) and the mechanics of application, which I shall not to attempt to repeat here in any detail. I do however want to say something about the purpose of these schemes before offering some personal reflections on the process. The big picture The Higher Education Academy was established in 2003 with a mission to professionalise teaching in the sector. The main way in which HEA does this is by awarding four categories of fellowship (Associate Fellow, Fellow, Senior Fellow and Principal Fellow), which can be taken as equivalent to teaching qualifications for University academics. The years since 2003 have seen sharp rises in the proportion of staff in the sector who are qualified to teach, so that it is now normal (if not quite prevalent) for early career academics to apply for jobs with an FHEA next to their PhD. The HEA website tells us that (as of March this year) there are over 86,000 Fellows worldwide. It might be objected that plenty of academics are expert teachers who do not have this distinction, and I will return to this point, but it is undeniable that HEA’s role in the recognition of expertise has grown enormously.