Vol/51 No/1 2012FEBRUARY/MARCHTheLinguist7CIOL FEATUREChair of Council, Tony Bell, outlines the CharteredInstitute of Linguists' Strategic Plan 2012-2014It is a proper part of the life of the Instituteand, indeed, of any organisation, periodicallyto assess its purpose and to plan for its future.Such a review takes time, and the drafting ofa formal Strategic Plan was an important focusof effort in 2011. Appreciation is due to thoseinvolved in the working groups drawn fromthe staff of the Institute, members of Counciland committee members, who worked on theStrategic Plan through much of the year.The Institute's Strategic Plan for 2012-2014was adopted by Council on 26 November2011.1Its publication, however, should beseen as a beginning, not an end: it should berecognised as an up-to-date statement ofwhat the Chartered Institute is, what its valuesare, where it aims to be and how it intends toget there.The Strategic Plan does not stand on itsown. It is a set of concepts and objectives thatare made concrete through a one-year rollingOperational Plan, as a guide and template foraction. The Operational Plan provides thechecking and monitoring mechanismsneeded to enable review and periodicrevision of the Strategic Plan.The main elements of the Strategic Plan are the Mission Statement, the statement of Values and the Key Objectives,framed in a brief outline of the professionaland educational context in which the Institute operates. These are set out anddiscussed below.Mission Statement'The Institute is the pre-eminent UK-basedprofessional membership body for languagepractitioners, and aims to enhance andpromote the value of languages andlanguage skills in the public interest.'affected by the national situation regardinglanguages. As has been noted before in thesepages, there is not sufficient, consistentgovernment support for languages.Despite the strong political, economic andcommercial arguments2for greater priority,languages and language learning do not havethe policy support that they should. Thetendency to rely on the 'rest of the worldspeaking English' is well known, and - thoughthis is not as well-known as it should be - theUK is badly under-represented in theprovision of essential language services ininternational organisations, especially in EUinstitutions3and in the UN system.The economic benefits of speaking otherlanguages have been demonstrated, and yetUK employers tend to undervalue linguists; or,if they do value language skills, are more likelyto hire foreign than British graduates.4Looking at educational policy, especially inthe last decade, it is clear that languageshave suffered from low priority. Languagesare no longer compulsory post-14, and fewersecondary-school pupils are taking uplanguages. On an encouraging note, therecent introduction of the EnglishA strategic planMuch discussion went into the redrafting ofthe Mission Statement to reflect the purposesof the Institute - service to its members,service to the profession, capacity to work forand speak for the cause of languages, andawareness of its public interest responsibilityas a chartered body. These purposes arestated in the Strategic Plan as the Values ofthe Chartered Institute.Values'The purposes of the Chartered Institute ofLinguists are founded on the belief thatknowledge of languages and interculturalcompetence benefit society economically,culturally and politically. 'As a chartered body, the Institute holds thevalues of professionalism and responsibility tothe wider community as fundamental to itsaims. The Institute values equality andrespects diversity and difference.'ContextNo organisation exists in isolation. TheContext section of the Strategic Plan thereforeexamines both the current situation oflanguages in the UK, and the Institute's ownorganisational capacity and strengths. TheInstitute is the largest UK membership bodyfor professional linguists, and has a broadmembership and wide reach, as the onlyprofessional body covering all areas oflanguage work. Its chartered status andauthority to award individual CharteredLinguist (CL) status give the Institute theopportunity to lead in its field.The CIOL's arena of operations extendsbeyond the UK. However, as a UK-basedorganisation, with most of its members livingand working in the UK, it is profoundlyThe Plan was adoptedon 26 November. Itspublication, however,should be seen as abeginning, not an end

8 TheLinguistFEBRUARY/MARCHwww.iol.org.ukCIOL FEATUREBaccalaureate5is expected to have apositive effect on the take-up of languagesat GCSE. But, as has been widely discussed,fewer students are entering universitylanguage courses and language teachertraining, and this applies especially tostudents from state schools.6In highereducation, the disappearance of languagecomponents and the closure of universitylanguage centres is accelerating,7and isonly partially offset by a modest increase inlanguages taken as part of joint courses. Allof these things are the context not only inwhich the Institute operates but on which itaims to be an influence.Many linguists now operate asindependent practitioners.8In a professionaland wider environment subject to rapidtechnological and other changes, bodiessuch as the Institute are essential for theprovision of professional support.The Institute's strengths are itsapproximately 6,300 members and thegrowing number of Chartered Linguists; threeactive membership divisions,9with wide-ranging programmes of activities, includingthe e-groups TransNet and InterpNet;societies (regional within the UK andinternationally); committed volunteers withspecialist expertise in their discipline; andexperienced and loyal staff and advisers.The IoL Educational Trust provides uniqueassets as an awarding body recognised atnational level by Ofqual, offering high-qualityprofessional qualifications, and with acapacity to develop new qualificationsrapidly. Its resource base includes accreditedexaminers in more than 50 languages, andan Exam Centre network in approximately 45 countries.Key objectives Membership:to serve the professionalinterests of the Institute's members.. To provide highly-regarded and good-valuemembership services and benefits. To work with partner bodies in the CharteredLinguist scheme to promote CL status. To provide high-quality continuingprofessional development (CPD) andsupport for progression throughmembership grades. To foster a community of linguists in a widerange of disciplines, bringing memberstogether through the activities of thedivisions and societies. To expand membership in all gradesExaminations and Qualifications:to provideprofessional qualifications and standards forlanguage practitioners.. To maintain the highest professionalstandards in examining language andlanguage-transfer skills. To provide examinations that are responsiveto the needs of language professionals. To develop a wider range of assessmentservices, for specialist disciplines and fornon-specialist needs. To further the development of partnershipswith universities and other higher educationorganisations both in the UK and overseasVoice of the profession:to be an authoritativevoice promoting the learning and use oflanguages, and the status of linguists.. To work proactively with relevantorganisations to influence policies affectinglanguages in the UK. To promote the highest standards inprofessional language work, in fulfilment ofthe terms of our Charter. To extend our presence in Europe andworldwideCommunications: to be the 'first port of call'for media and public inquiry on languages.. To develop effective marketing and publicrelations. To communicate effectively with membersand the public. To continue to provide a journal that meetsmembers' requirements and attracts interestin languages among a wider readershipGovernance and corporate affairs: to implement sound business andgovernance practices.. To safeguard the assets and financial healthof the Institute. To make efficient and effective use ofresources. To ensure adherence to good governanceprinciples. To adhere to equality and diversityprinciples. To provide a supportive workingenvironment for staff. To support the work and contribution ofvolunteersIn order to realise these objectives, theInstitute is seeking to strengthen itsorganisational capacity through a stablefinancial position; more efficient systems,processes and planning; stronger marketing,communications and public relationsfunctions; and strategic collaboration withother language organisations.Notes1The Strategic Plan is available on the CIOLwebsite: www.iol.org.uk2Baroness Coussins, 'Economy: ModernLanguages Debate', Lords Hansard text: www.publications.parliament.uk/pa/ld200910/ldhansrd/text/91203-0002.htm. See also Mann, A,Brassell, M and Bevan, D, 2011, The EconomicCase for Language Learning and the Role ofEmployer Engagement, Education andEmployers Taskforce3See European Commission, 2009,'Interpretation in the EU -briefing',www.eubusiness.com/topics/Languages/interpretation-eu-guide/ 4CBI's Annual Skills Survey 2011; NationalEmployers Skills Survey 2009; the ELAN Report2006: as quoted by Richard Hardie in theThrelford Lecture, Durham, 17 September 2011 5See www.education.gov.uk/schools/teachingandlearning/qualifications/englishbac/a0075975/theenglishbaccalaureate6Connell, T, 2011, 'Reviewing Worton' in TheLinguist, 49,4, p.9; Tinsley, T, 'Inside Parliament'in The Linguist, 49,6, p.77Connell, T, 'Thoughts of HE', in The Linguist,50,4, p.108See 'Survey of language and cultural serviceproviders 2005 - key findings', October 2005,CILT, the National Centre for Languages 9 Business, Professions and Government,Interpreting and Translating divisionsIts chartered statusand authority to awardCL status give the CIOL the opportunityto lead in its field