officially opened its doors on 1 January 2012. Organization Aix-Marseille University is organized into five sectors: Law and Political Science Faculty of Law and Political Science Institute of Public Management and Territorial Governance Economics and Management Faculty of Economics and Management School of Journalism and Communication Aix-Marseille Graduate School of Management Regional Institute of Labour Arts, Literature, Languages and Human Sciences Faculty of Arts, Literature, Languages and Human Sciences Training Centre for Musicians Mediterranean House of Human Sciences Faculty of Medical and Paramedical Sciences Faculty of Dentistry Faculty of Pharmacy Sciences and Technology Faculty of Sciences Faculty of Sports Pytheas Institute – Earth Sciences and Astronomy Observatory Polytech Marseille In addition, the University Institute of Technology and Institute of Teaching and Education are part of the university. Governance AMU is governed by the President, the Vice Presidents, the General Director of Services and Deputy Directors General of Services and the Accounting Officer. They meet on a weekly basis to discuss the main affairs of the university and to devise the strategic orientations which will be examined by the university councils. A second meeting with all the deans and directors takes place immediately afterwards to discuss more specific issues regarding internal activities of the various faculties and schools. The Administrative Council comprises 30 members: academics, teaching staff, administrative and technical personnel, students and external members. Its role is to determine the university general policy. The Academic Council consists of two bodies: The Research Committee, composed of 40 members, drafts policy proposals for research, scientific and technical documentation, and the allocation of research funding. The Education and Student Life Committee, composed of 40 members, drafts policy proposals on the curriculum, on requests for authorization and projects for new programs, and on the assessment of programs and teaching. If the President of the university is the most important actor in defining the mission and the strategies of the university, he also has the necessary power to impulse or to sustain the projects that relate to these strategies. Before implementing these projects, they have to be accepted by the university council and if necessary they have to be included in the planning processes. There are two main planning processes in the definition of projects in the university that have to be followed in order to be financed or even authorised and accredited by the public (national and local) authorities. The first process takes place