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Thriving in Difficult Times

Thriving in Difficult Times . 10 September 2009. Pam Moores, Chair of University Council of Modern Languages. Promotion of ML and LLAS subjects more broadly at national level

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Thriving in Difficult Times

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  1. Thriving in Difficult Times 10 September 2009

  2. Pam Moores, Chair of University Council of Modern Languages • Promotion of ML and LLAS subjects more broadly at national level • Working with LLAS, CILT, British Academy (Language Matters), AHRC, DIUS/BIS, DCSF, HEFCE and numerous subject associations • Our disciplines and subject associations need to lobby more persuasively, with a higher public profile, to raise awareness of what we have on offer

  3. Pam Moores, Executive Dean, School of Languages and Social Sciences, Aston University • One set of experiences, not a source of authority • Every HEI is different – Aston, Southampton and SOAS very much so • Today is an opportunity to explore ideas, update one another, share strategies, tactics and good practice, avoiding familiar pitfalls • AIM: strengthen support networks and join forces to enhance visibility and success

  4. Questions of Realism from a Dean’s Perspective • Who wields power within an HEI? • What impresses and what does not? • How to win friends or make enemies … • What constitutes effective leadership in this context? • Can academics afford to neglect financial management, rigorous HR management and PR? • Are your strategy and the value of your discipline widely recognised and endorsed across the University? • What does your Department contribute to the broader University?

  5. Understanding the Business of HE UK The education market place means academics cannot ignore: League tables & metrics RAE/REF QAA + Audit NSS – student satisfaction HEA accreditation for teaching etc All colleagues need to be informed about: Subject benchmarks, HEFCE and SIV status UUK, KTPs, ERIH, VLEs etc How can we enter the debate and exert influence if we are not well-informed and politically savvy?

  6. Winning Respect and Influence - Negatives AVOID • ‘Them and us’ antagonism when referring to ‘the University’ and ‘Management’ • We arethe University, and Heads have to face both ways. • Parochial self-interest and isolationism • Alienation of colleagues in other disciplines • Obstinately fighting lost causes • Wasting time on box-ticking, lip-service and responding to every new agenda

  7. Winning Respect and Influence (Positives) • FOSTER • Intelligent leadership and advocacy • Engagement and pragmatism • Creative lateral thinking • Pro-active teamwork and review • Anticipation, vision and ownership of own strategy

  8. Strategies for Sustainability • Spread risk: extend programme portfolio, buttressing language provision by embedding within broader HSS provision in combined degrees • Offer programmes at UG, PGT and PGR levels; on-campus and distance-learning; targeting Home/EU and IOS markets • Pool expertise: share language education or linguistics expertise across languages e.g. applied linguistics programmes drawing on ML and TESOL

  9. Enhancing Capacity • Optimise resources through collaboration and networks, sharing materials and provision, not replicating • Opportunities DAAD, Goethe-Institut, Instituto Cervantes, Institut Français, British Council, CILT, Aim Higher, Gifted & Talented Youth, Masterclasses

  10. LLAS disciplines as Key Contributors to the University’s Mission Coveted International Reputation? Without languages and intercultural skills being viewed as essential for all staff and students? (Our contribution: international publications, partners and networks; international recruitment, exchanges and placements abroad, IWLP; and academic writing support to international staff and students.) Quality Learning Experience • Excellent communication skills of our staff and students • Small group work and high student satisfaction - NSS, Audit/QAA • Broad, multidisciplinary curriculum, intellectual rigour, transferable skills, problem-solving

  11. Good Citizenship and Credibility • Representation and respect in key forums; Senate, Academic/Faculty Boards, Committees etc • Contribution to creation of University discourse, strategy and brand • If we are not known and the value of our disciplines is not understood across the University, what does this say about our expertise in communications?

  12. Defending our disciplinary identity and integrity Cambridge dons confront ‘furtive’ board over merger FoI brings plans for Library and Language Centre into the open. Melanie Newman (THE, 20 August 2009) The University of Cambridge has been accused by dons of acting ‘furtively’ after failing to consult them on plans to merge its Language Centre and library. The University’s general board carried out a review of teaching and learning support services last year, but did not make its conclusions public.

  13. However, at a recent dons’ debate, the board came in for heavy criticism after a member of staff obtained the review documents under the Freedom of Information Act. They reveal plans to turn the University’s Language Centre, which supports language teaching and learning throughout the institution, into a sub-department of the library. Other Fol requests uncovered opposition to the move from schools, faculties and department following a restricted consultation in 2008.

  14. Speaking at the debate, Peter Kornicki, professor of East Asian studies asked: ‘Why all the furtiveness if there is nothing to hide?’ Professor Kornicki noted that the general board had described the responses from schools as ‘ offering a broad level of support’, and added: ‘This interpretation of the responses does not reflect the clear discomfort expressed.’ Anny King, director of the Language Centre, argued that there was ‘little academic synergy’ between it and the library. She pointed out that in 2008, the faculty of modern and medieval languages said that ‘no genuinely convincing case has been made for bringing the Language Centre, with its extensive teaching role, under the wing of the Library’.

  15. Potential Impact of BAD NEWS stories ? • Articles and letters in the THE and Guardian highlight issues, and bring welcome publicity for threats to our disciplines BUT … • ‘After the event’ can such publicity really help to avert impending ‘restructuring?’ • Or does it simply make it easier for other HEIs to justify following suit? • Once information reaches the media and UCML, it is often too late… Senior management is unlikely to back down. Hence today’s workshop – we need to work together.

  16. Taking Ownership • Only by anticipating risks, facing financial realities and HR challenges, can we engage with the issues, take action and adapt. • Our expertise, USP and distinctive identities are what we seek to preserve and promote. Without these, we risk embarking on the first steps of what can become an ineluctable downward spiral … • Today is about POSITIVE steps to consolidate and promote our respective strengths.

  17. Questions for group work In your groups identify three strengths and three opportunities in the current situation.

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