Strategy

Talent, Lifelong learning and innovation: Strategy for the Danish School of Media and Journalism 2012 - 2015

Mission
The Danish School of Media and Journalism, as the education and knowledge centre for the media and communication sector will:

  • Educate young people for the media sector, and for communication functions in society in general, and will help to develop them to participate actively in an enlightened democracy.
     
  • Give employees and freelancers in the communication and media sectors the opportunity to secure and extend their skills through further education and training.
     
  • Contribute to the significance of the media sector for society and to the work of safeguarding the freedom of information and speech.
     
  • Together with the sector, ensure the development of new knowledge for the benefit of the competitiveness of industry and commerce.

Vision
We are a globally oriented powerhouse for the media and communication sector with a focus on talent, lifelong learning and innovation

  • Talent
    We attract talented young people and develop them to work in the sector’s professions.
     
  • Lifelong learning
    We are lifelong learning partners for employees in the sector’s professions.
     
  • Innovation
    Through research, innovation and entrepreneurship, we actively contribute to developing our branch and professions and thereby to the further development of Danish society

Challenges
With existing and coming courses of education we will:

  • ensure a wide spectrum of courses tailored precisely to meet the needs of the media sector
     
  • offer flexible lifelong learning at a high professional, pedagogical, and technological level for all courses of education
     
  • provide students with the knowledge and desire to start their own businesses and we will support their endeavours.
     
  • contribute actively to creating innovative solutions for the benefit of commerce and the professions.
     
  • reinforce the school’s global dimension through the exchange of students, teachers and knowledge.
     
  • provide students, customers, and staff, with attractive physical and technology facilities and attractive environments in which to study, work and develop, in Aarhus and Copenhagen
     
  • ensure efficient operations and a sound economy in a period of financial pressure on society

Strategic focus areas:

  • Rolling out of new courses of education to completion level.
  • Expansion of the use of educational committees and advisory boards
  • E-learning and distance learning
  • Increased flexibility between the courses of education
  • Concentration on key-competences
  • Increased global exchange in teaching and research
  • Strengthening of innovation and entrepreneurship in our courses of education
  • Increased activities which contribute concretely to innovative solutions for the benefit of the branch and professions

Community and the internal lines:

  • Interdisciplinary communities
  • Better management
  • Attractive physical and technological facilities
  • Improved efficiency in courses and administration and tighter control of the use of resources

Strategic prioritisation:

  • It is central that our new courses of education are rolled out at full level. We do not expect to offer new courses but must be able to act if the need arises – and we will keep in touch with this need through greater use of education committees and advisory boards, where, in constant dialogue with our customers, we ensure a match. We will have a long-term plan for the development of existing profession bachelor educations, for example, what will be offered and where.
     
  • We will accelerate the development of E-learning and distance learning, in order to give students better conditions and more freedom, and to improve efficiency and increase revenues. This places greater demands on IT and on the skills of our current and future staff. We will also work to increase flexibility in, and between, educations, with more options and more common elements
     
  • We will concentrate on key competences which we already possess or where they can be created by virtue of collaboration and synergy in a particular situation.
     
  • This applies for educations where we can, for instance, create international elite offerings, for example, Master of Photojournalism, which can increase revenues, and this applies in research and development.
     
  • We will seek an increased global orientation, for example, through full degree/diploma programmes, virtual global educations and the export of educations, and we will concentrate on international alliances with a few but strong key partners and a Global Advisory Board.
     
  • Innovation and entrepreneurship will be promoted, for example, by building up entrepreneurial environments for students and staff, through the development of knowledge and resource networks, and by facilitating net resources on innovation and entrepreneurship for the whole sector
     
  • We will take the initiate to develop innovative solutions for branches and professions in collaboration with the sector’s enterprises. This will include the professionalisation of forms of collaboration and business models
     

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