THE NETWORK OF FINNISH UNIVERSITY LANGUAGE CENTRES (FINELC) ACTION PLAN

Transcription

1 THE NETWORK OF FINNISH UNIVERSITY LANGUAGE CENTRES (FINELC) ACTION PLAN

2 Contents 1. Vision Goals Roadmap Research-based development of teaching methods and materials Internationalisation Systematic and proactive management Summary

3 1. Vision 2020 In 2020, the Language Centres (LCs) are connected by a network providing staff with working channels for co-operation in the development of language and communication skills teaching, administration and quality assurance. This networking facilitates the use of pedagogically sound language learning environments that are at the cutting edge of European development and that take into account the needs of each individual university. The network has diverse and multidisciplinary teaching and learning practices, and materials suited to the changing needs of students. The Language Centres have a common understanding of quality goals and practices both in the teaching of language and communication and in administration. This common understanding is based on current research, strategic goals in teaching and national and international benchmarking. The network is a strategic planning partner for working groups and committees dealing with internationalization, the skills needed for working life and language and communication. The network has research activity that supports teaching and has external funding for projects and research. The network is also well connected to representatives of the working community. The network is managed actively, systematically and proactively. It is a nationally and internationally known and respected expert body. 3

4 2. Goals To develop its activities, FINELC has set a number of goals as a result of discussions between its strategic committee and Executive Group in The discussions were on development needs recognised and acknowledged by the Executive Group (strengths and weaknesses identified in a December 2011 Executive Group meeting). The need to develop FINELC further has emerged tangibly in recent years, specifically as a result of changes in the Finnish university system and the resultant pressure to change the position, tasks and operating culture of LCs. The new goals pertain to FINELC's internal and external activities. Its goals for internal activities are activation of the entire FINELC network, its systematic and proactive management, promoting research that supports the development of teaching methods and materials, and quality evaluation using Finnish and international comparisons. Goals for external activities are enhancing awareness of FINELC, clarifying the position of LCs at universities, developing contacts with the business community, acquiring external funding, and becoming more international. Figure 1. FINELC s goals. Goals for internal activities Activation of the entire network Systematic and proactive management Promotion of research that supports the development of teaching methods Quality evaluation using Finnish and international comparisons Goals for external activities Increased awareness of FINELC Clarification of the position of LCs at universities Development of contacts with the business community Acquisition of external funding Internationalisation The Executive Group has selected and named three of the above-mentioned goals as spearhead objectives for : Internationalisation Development of research activities Systematic and proactive management of FINELC 4

5 Internationalisation is an overarching objective of the Finnish higher education system. FINELC will also highlight this objective as a key development area. The pursuit of internationalisation throughout the higher educational system is of particular importance to LCs because it opens up new opportunities for the promotion of language and communication skills; teaching, language and communications expertise; multilingualism; and multiculturalism. Development of research activities is central to the development of teaching methods and materials, which is a core activity for LCs. This in turn leads to the recognition of a need for an autonomous definition of research activities that are essential for LCs. It is important to achieve a shared understanding and to define the significance of research activities for the development of teaching methods and materials. To achieve these goals and spearhead objectives, it is essentially important that FINELC is managed in a systematic and proactive way. This need emerges thus organically as one of FINELC s spearhead objectives. To this end, the tasks and responsibilities of FINELC's Executive Group chair and vice chairs and the network s general management principles will be defined. 3. Roadmap The spearhead objectives selected from amongst FINELC s goals have been defined further, with aims and specific actions as outlined below. 3.1 Research-based development of teaching methods and materials Research-based development of teaching methods and materials is aimed at ensuring the quality of teaching: the core task of LCs. Research-based perspectives into the development of teaching methods and materials can include the systematic and purposeful development of individual LCs and the activities of individual teaching professionals. Such an approach epitomises the widely held principle of teachers as researchers and researchers as teachers. LCs can achieve exceptional teaching quality and learning support only from a research-based perspective. On the level of individual LCs, research and development can be seen as developing the curriculum and instruction offered. The key objective for the pedagogical and academic management of LCs is the extensive reform of courses offered by them, stemming from the fact that the learning event is more significant than the teaching event. Training should utilise learning paths (integrated with each student s major), aim for flexible structures, and respond to the language and communication needs of working life. Developing new teaching materials and utilising educational technologies are also pertinent aspects. The research and development activities outlined above can be observed in a critical overview of theoretical foundations of development projects in teaching and other activities, in project planning and in implementation. Research and development can also 5

6 manifest itself in the form of dissertations, scientific publications and presentations, and other documentation. On the level of the individual, modern education is essentially about being a collaborative and networked professional (analytical approach to and development of one s own work), and it is aimed at promoting language, communication and learning-to-learn skills in students. This requires the ability to create new pedagogical models, materials and tools and to recognise differences between learners. Table 1 presents the key aims and actions to be taken in the research-based development of teaching methods and materials. Table 1. Research-based development of teaching methods and materials: aims and actions. Aims Actions (1) Define the role of research in LCs. LCs define their research activity profile and its possible effects on recruitment policies (cf. below). (2) Develop recruiting practices and HR strategies to incorporate research perspective. Update the profile of LC faculty and staff: for example, include research as part of an instructor/professor's job description, along with participation in the development of LCs. Aim at allocating time for research in work plans (cf. item 3 below). Observe/note during the recruitment process the applicant s ability to base teaching and the development of teaching on current research results. FINELC could generate comparative information on the recruitment policies of LCs. (3) Support research in LCs through joint research projects and acquire external funding to this end. Create new networking openings for the generation of ideas and implementation of research topics and projects (multidisciplinary perspective, teacher training, trade unions and Confederation of Finnish Industries). Acquire funding for research (on an individual level, in LCs and for joint projects within FINELC). Distribute information about funding sources and collect good practices for obtaining funding. Acquire funding and distribute it to individual actors through FINELC. 6

7 (4) Make use of the community in research. LCs to develop their curricula and educational activities based on research and research results; FINELC to provide support in the form of courses, etc. Organise research seminars, reading circles, methodology training and workshops jointly with LCs and/or with schools or language or pedagogics departments. FINELC can also organise research seminars, methodology training and other activities supporting the research perspective, a thematic area for people with research interests within the FINELC wiki, etc. (5) Develop research supervision. Endeavour to arrange an experienced mentor for each faculty member who is starting out in research. Encourage faculty to apply to join research groups. 3.2 Internationalisation It is important that LCs provide their support for the ongoing strong internationalisation process taking place at Finnish universities. Multilingualism and multiculturalism are such a natural and organic part of the work of LCs that their value-added or expertise is not always recognised or utilised to its fullest. As universities are seeking a more pronounced international role, LCs are uniquely positioned to help further this effort. Despite or perhaps owing to the strong inherent multilingualism and multiculturalism of LCs, it is important that LCs view internationalisation and its implementation critically. Internal internationality does not automatically bring about the operational development tools that internationalisation as a development objective seeks. It is important to define what being and becoming international can mean for LCs and how it could be systematically and purposefully exploited. Table 2 presents more specific aims and actions for furthering internationalisation. Table 2. Furthering internationalisation: aims and actions. Aims Actions (1) Networking on an international level. Network with collaboration partners from named country/countries and its/their CercleS member LC(s). 7

8 (2) Participation in international projects. FINELC and its members take part in projects which implement the network s objectives. Project reporting on the FINELC portal. Follow-up on longer term projects: FINELC s benefits, anticipation of upcoming projects. (3) International comparison of areas of operation. Utilise staff and faculty exchange to develop teaching methods, materials, etc. Share/exchange experiences and ideas gained from comparison (within LCs, in Executive Group meetings, Language Centre Day, through FINELC portal) International visit of Executive Group to an individual LC, LCs or national networks covered by CercleS. (4) FINELC s internal communication language. Use more than one language where possible. Communicate all key points in Finnish, Swedish and English. 3.3 Systematic and proactive management FINELC wishes to take several approaches in making its management methods more systematic and proactive. Key players include the Executive Group, the Executive Group chair and the vice chairs. The table below outlines FINELC s development aims and planned practical steps to be taken, as well as the tasks and responsibilities of the Executive Group chair and vice chairs. Table 3. Developing the operations of the Executive Group: aims and actions. Aims Actions (1) Effective meetings Assign each meeting one or more themes in line with FINELC s objectives and action plan. Have all participants prepare carefully for the meetings and the person calling the meeting ensure 8

9 that the meeting is well organised. (2) More activity Organise meetings as often as needed to tackle all tasks. Begin using conference calls. (3) Effective operations Set up thematic working groups. Make a commitment to collaboration and support it. Make all Executive Group members available for all positions utilising their respective strengths. Share responsibilities evenly whenever possible. (4) Define responsibilities. Have one chair and two vice chairs of the Executive Group. Clearly define their responsibilities. Strengthen the role of the vice chairs. Delegate areas of responsibility to working groups; working groups can then delegate as needed. (5) Enforce peer support and feedback within the Executive Group. Communicate collaboration over the FINELC portal. Upload summaries of comparison surveys to the portal. (6) More public visibility. Executive Group nominates a member to be in charge of media relations. Table 4. Tasks to be handled by the Executive Group chair. Meeting arrangements Issue invitations to and act as chair at meetings. Public Relations Act as FINELC s official national and international contact and representative. Development of Executive Group s activities Gain an overall understanding of Executive Group s operations and development projects. Together with the vice chairs, prepare FINELC s action plan 9

10 Activate Executive Group/FINELC operations Issue Executive Group/FINELC comments and reports. Chair consults vice chairs in these areas. Follow-up and monitoring Monitor debates on national and international levels. Participate as FINELC s representative in seminars and conferences that are essential for LCs operations, sharing this responsibility with the vice chairs in the manner agreed upon. Keep an eye on the activities on FINELC s portal and report to Executive Group on observations. and submit it for Executive Group s discussion and adoption. Discuss Executive Group's operations and development projects regularly with vice chairs. Decisions, comments and positions Take decisions that require a rapid reaction and on which the Executive Group's unanimous stand cannot be gauged owing to time pressure, etc. Make short comments and statements to the media and other relevant bodies without first asking the entire network or the Executive Group. Table 5. Tasks of Executive Group vice chairs. Deputising Vice chair to act as chair when necessary. Project management Actively follow up on projects and other items jointly agreed upon. Assistance and support Assist and support the chair. The chair can discuss and exchange ideas with the vice chairs, consult them and if necessary delegate to them tasks as per his or her own decision. Follow-up and monitoring Monitor discussion on national and international levels. Participate as FINELC s representative in national and international seminars and conferences that are important for the network, in a manner agreed on with the 10

11 chair. Follow discussion on multilingualism and the development of learning and teaching of language and communication skills in various publications. Report to the chair/executive Group on the results. 3.4 Summary FINELC has set overall objectives for the development of its activities in These objectives are the result of the strategic committee s proposal and the Executive Group s discussions in 2012, and they are linked to FINELC's internal and external activities. Objectives for internal activities are activation of the entire network, systematic and proactive management of the network, promotion of research that supports the development of teaching methods and materials, and quality evaluation using Finnish and international comparisons. Objectives for external activities are improving awareness of FINELC, clarifying the position of LCs at universities, obtaining contacts in the business community, acquiring external funding, and internationalising. The following spearhead objectives have been specified for : internationalisation, development of research activity, and systematic and proactive management of the FINELC network. A number of aims and actions have been defined for each spearhead objective. The Executive Group, chair and vice chairs are committed to these objectives and their implementation. 11