IVANE JAVAKHISHVILI TBILISI STATE UNIVERSITY

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1 IVANE JAVAKHISHVILI TBILISI STATE UNIVERSITY Strategic Plan of Development for Academic Development and LLL/Continuing Education Centre within the Context of Life Long Learning (LLL) Principles Introduced at TSU

2 General Overview of the Current Situation In recent years the education system of Georgia has undergone fundamental transformation, both in terms of its structure and contents. Transition to the market economy and technological progress Increase in the number of accredited universities of Georgia Transition of state owned university funding to the voucher system Increased mobility of students The boosted interest on the labor market oriented training programs

3 General Overview of the Current Situation Tensed competitive academic and financial position has led to the establishment of untraditional, non-degree training courses and search for additional funding sources. That s why in 2009 the Centre for Academic Development and Life Long Learning was established.

4 EUA LLL charter commitments we are planning to implement Embedding concepts of widening access and lifelong learning in the institutional strategy Adapting study programmes to ensure that they are designed to widen participation and attract returning adult learners Developing partnership at local, regional, national and international level to provide attractive and relevant programmes Acting as role model of lifelong learning institution

5 Major Areas of Operation Major area of operation for the Centre is to administer the continuing education programs and to facilitate the professional development of academic and administrative personnel of the University.

6 Vision In the context of Life Long Learning the TSU strives to become a leader among the available universities of Georgia in terms of offering superior quality, diverse and appropriate education programs.

7 Mission Academic Development and Life-Long Learning Centre aims to provide the general public with a possibility to use the university resources and expertise in professional and personal development, improvement of qualifications, acquisition of new professional skills.

8 Goal 1: Building on the University role and importance through a service delivery to general public by offering the Life Long Learning programs, also leading to the additional sources of funding for the University. Definition: Academic Development and Life-Long Learning Centre is the supplementary administrative unit, which is mainly aimed at facilitating the diversification of university departments, promotion of their teaching potential and reach out to general public.

9 Essential Activities Close cooperation with management and departments of the university, provision of detailed information to them on the operation of the centre; Definition of priority areas and provision of recommendations for university departments through cooperation of the centre with the government sector and NGOs, businesses, local authorities, professional organizations, potential employers, international organizations, etc.; Technical support in the procedures carried out for the adoption of programs developed by the university departments; Administration of life-long learning programs suggested by the university quality assurance service, discussed and adopted by the individual departments and academic councils; Relevant support from the side of the university administration, initially in financial coparticipation for the launch and implementation of advertising campaigns for the life-long learning programs; Implementation of the appropriate information campaign on the university programs of lifelong learning.

10 Expected Outcomes Diversified departmental activities, their improved role in the teaching component, increased number of continuing education programs Intensified connections of TSU with the labor market and delivery of programs to general public by taking into consideration their requirements, active participation in the economic and social development of the country Diversified service delivery by the university to general public Close connections established with state, NGO and private sectors, other structures defining the public opinion, which will facilitate the intensification and promotion of the university and its role Close contacts established with the alumni Additional revenues

11 Timeline and Indicators During one year: Increased number of lifelong learning programs Increased interest of general public towards the life-long learning programs offered by the TSU Generated revenues

12 Goal 2: Organize the relevant qualification courses / trainings / seminars for the professional development of the academic and administrative staff of the university.

13 Essential Activities Public opinion polls on the professional requirements of the academic and administrative personnel of the university and organization of relevant trainings/courses for them Agreements solicited with the university administration on funding mechanisms of programs designed for the internal university society (in cases of successful operation of the life-long learning programs organized for general public it will be possible to use the generated revenues for the implementation of the internal university continuing education programs) Provision of information to the university society on the available opportunities of their involvement in the life-long learning programs.

14 Expected Outcome Increased efficiency of the university in the accomplishment of its mission through the staff with consistently growing qualification informed about the recent achievements Deepened corporate identity and unity of the internal university society through their participation in the mutual programs Indicators Increased efficiency of university performance.

15 Goal 3: TSU membership and close cooperation with international and national networks and organizations of lifelong learning.

16 Essential Activities Identification and networking with relevant international and national organizations Provision of information to the university management on the referred issues and its solicited support on membership.

17 Expected Outcome Active participation in all the process related to the issues of life-long learning both at the national and international levels Consistent access to the essential information on the current developments. Indicators Increased efficiency in the performance of the Academic Development and Life-Long Learning Centre

18 Risk Factors Lack of interest and participation in the development of life-long learning programs by the university departments and the faculty Inadequate stereotypes on the operation of the Academic Development and Life-Long Learning Centre within the university Availability of financial resources within the country Lack of legislative base on the life-long learning in the country

19 Thank you Ketevan Tsintsadze Tbilisi State University 2010

Long-Term (Six-Year) Action (Strategic) Plan for Development of LEPL Ivane Javakhishvili Tbilisi State University (2011-2017)

Appendix 1 Long-Term (Six-Year) Action (Strategic) Plan for Development of LEPL Ivane Javakhishvili Tbilisi State University (2011-2017) The University Worthy Member of the World Scientific Educational