MARMARA UNIVERSITY FACULTY OF COMMUNICATION
ACADEMIC DEVELOPMENT COORDINATORSHIP

General Framework and Scope of Responsibility

Following Marmara University’s recognition as a research university, a declaration titled "The New Vision of Our University: Research University" was publicly published on the university’s official website on December 15, 2021, signed by the Rector, Prof. Dr. Mustafa Kurt. In line with the “short-medium-long term working model and approaches” stated in this new vision, the Dean’s Office of the Faculty of Communication initiated a restructuring process aligned with the mission and vision of a research university. Upon the proposal of the Dean, Prof. Dr. Mehmet Emin Babacan, the Faculty Board decided to establish a new unit under the title Academic Development Coordinatorship to manage this process.

In accordance with the fundamental approach outlined by the Rectorate of Marmara University, the Academic Development Coordinatorship will focus on activities that ensure the structuring of the Faculty in alignment with the mission and vision of a research university. It will coordinate the “short-medium-long term” planning and activities for the new term initiated by the Dean's Office.

In the new administrative approach adopted by the Dean’s Office, the aim is to achieve a level of institutionalization that adds value to the field by taking into account both continuity and renewal in response to the structural transformation in media and communication brought about by digitalization. Accordingly, the Academic Development Coordinatorship will conduct efforts to align professional education and scientific knowledge production with the needs of the new century, at the intersection of the public sector, private sector, and civil society. These efforts will enhance the existing capacity of the Faculty and respond to the demands and needs of the media and communication sector and society as a whole.

A participatory and realistic communication process management that will enhance institutional belonging and productivity within the Faculty has been designated as one of the strategic objectives. In this regard, the duties and responsibilities of the Academic Development Coordinatorship, which will work to develop the Faculty’s institutional capacity and potential, were determined by the decision of the Faculty Board (Date: 15.05.2024, Meeting No: 09/2024) as follows:

1. Activities related to the structuring of the Faculty in line with the mission and vision of a research university,

2. Activities aimed at enhancing the quality and quantity of teaching and research,

3. Activities supporting the academic development of academic and administrative staff,

4. Identifying priority research areas contributing to professional, economic, social, and cultural fields, and conducting related research,

5. Coordinating the preparation of the Accreditation and Strategic Plan.

 

The fundamental foundation of becoming a university with a research-oriented priority and culture is the meticulous planning and implementation of excellence-oriented educational processes, research, societal contributions, and sustainability efforts. In this new process, in line with the core approach outlined by the Rectorate of Marmara University, it is essential to conduct effective, efficient, and result-oriented collaborations with all stakeholders, to fulfill our responsibilities in the best possible manner, and to realize this new mission through mechanisms and working models to be developed with our faculty members, administrative staff, students, the business world, NGOs, and national and international institutions.

The Dean’s Office of Marmara University Faculty of Communication is currently executing its efforts with the objective of launching a short-, medium-, and long-term planning and implementation process covering the period of 2024–2028, in alignment with the 12th Development Plan. Based on the data to be obtained through Search Conferences, which will be held with the participation of external stakeholders and all academic staff to identify problems and develop solutions, the preparation and implementation of the Strategic Plan has been determined as a fundamental long-term objective.

In line with the mission and vision of a research university, the main categories and core framework of the “short-, medium-, and long-term” efforts aimed at restructuring the Faculty of Communication have been classified under four main headings:

• Education and Training

• Research

• Contribution to Societal and Cultural Fields

• Sustainability Efforts

 

 

 

1. Education and Training

A core component of the “short-, medium-, and long-term” restructuring efforts at the Faculty of Communication, in alignment with the mission and vision of a research university, is the commitment to perfecting undergraduate and graduate education processes.

a. Undergraduate Education: Enhancing the quality of vocational training and academic formation.

• Courses
• Academic staff
• Student communities
• Workshops
• Strengthening the integration of theory and practice through the Marmara Media Center
• Initiatives for developing scientific research competencies: Utilization of programs such as TÜBİTAK 2205 Undergraduate Scholarship Program
• Accreditation processes

b. Graduate Education: Improving the structure and implementation of master’s and doctoral programs.

• Courses
• Academic staff
• Development of research skills through courses and workshops
• Preparation and completion of high-quality theses: Academic Writing Workshops, etc.
• TÜBİTAK supports: e.g., 2211 National Doctorate Scholarship Programs

 

2. Research

The second core element of the restructuring efforts is the development of a research-oriented academic environment and the enhancement of research processes and outcomes in line with the mission and vision of a research university.

a. Theses: Activities to increase the quality of theses produced in graduate programs.
b. Academic Periodicals: Efforts to increase the number and quality of scholarly journals.
c. Academic Meetings: Workshops, symposiums, conferences, and scholarly discussions.
ç. Projects: Collaborations with ADEP (BABKO), MİTTO, TÜBİTAK, EU, İSTKA, ITO, and others.
d. Reports: Preparing reports related to media and communication.
e. Determining Research Agendas and Priorities:

• Tracking field journals: topics, concepts, and methodologies
• Identifying and reporting trends in media and communication studies: Presentation and publication in roundtable meetings

 

3. Contribution to Societal and Cultural Fields

The third component of the restructuring process is to identify priority research areas in economic, social, and cultural domains that align the faculty’s academic expertise with the needs and expectations of public institutions, civil society, and the private sector. It also includes encouraging research and supporting implementation activities in these domains.

a. Sectoral Relations and Contribution to Professional Fields:

• Collaboration with the Media and Communication Industry: Developing joint initiatives with professionals, creating internship programs, and forming partnerships based on sectoral needs (e.g., Anadolu Agency collaboration).
• Cooperation with Professional NGOs: Producing and supporting socially beneficial projects in media and communication with NGOs representing the sector (e.g., TÜHİD, TGC, RATEM, TÜAD).
• Collaboration with Public Institutions: Supporting and collaborating with public bodies regulating the sector on media policies, crisis management, and public communication (e.g., RTÜK, Press Advertisement Agency, Directorate of Communications).
• Contribution to Societal and Cultural Fields: Transforming the faculty’s academic and scientific knowledge into public benefit; contributing to formal and informal education through media literacy and strengthening societal resilience against disasters and disinformation via risk communication training. (Stakeholders: Provincial Directorate of National Education, Istanbul Provincial Directorate of Family and Social Services, AFAD, Provincial Directorate of Migration Management, Provincial Directorate of Culture and Tourism, Istanbul Metropolitan Municipality and district municipalities)

Key Training Programs:

• Media Literacy Education
• Disaster Communication Training
• Risk and Crisis Communication Training
• Digital Game Awareness Education
• Digital Literacy and Digital Citizenship Training
• Media and Communication Training for Refugee and Migrant Integration

 

4. Sustainability Efforts

The fourth element of the restructuring efforts focuses on sustainability.

Sustainability refers to ensuring that future generations can equitably benefit from the opportunities created by development, through a holistic assessment of economic and social structures along with environmental interactions. Sustainability encompasses:

• An ecological understanding that avoids domination and exploitation of nature
• An economic perspective that aims to limit overconsumption
• A social vision that targets the reduction of inequality
• A political approach that values participation and accountability

At the 70th session of the United Nations General Assembly in September 2015, the 2030 Sustainable Development Goals were adopted, based on three main pillars:

• Ending extreme poverty
• Fighting inequality and injustice
• Combating climate change

Over the past decade, these goals have become shared priorities across public, private, and civil society sectors. At the national level, Turkey’s 12th Development Plan incorporates these goals under five pillars:

1. Stable Growth and a Strong Economy
2. Competitive Production through Green and Digital Transformation
3. Qualified People, Strong Families, and a Healthy Society
4. Resilient Living Spaces and a Sustainable Environment
5. Democratic Good Governance Based on Justice

The most critical dimension of sustainable development is communication process management. To realize national and international sustainability goals, it is vital to raise awareness, inform all stakeholder institutions, individuals, and social groups, and to execute communication strategies that acknowledge both opportunities and challenges. These sustainability-focused communication efforts, essential to fulfilling the 2030 UN Goals and Turkey’s 12th Development Plan, will be a central agenda for the Faculty of Communication at Marmara University, which has begun restructuring itself in line with the vision of a research university.

Key Focus Areas:

• Green Communication Studies
• Environmental, Ecological, and Climate Journalism
• Thematic Workshops

 

Coordination Management

• Coordinator: Prof. Dr. Hediyetullah Aydeniz
• Deputy Coordinators:
  • Assoc. Prof. Dr. Haldun Narmanlıoğlu
  • Dr. Lecturer Alaattin Aslan
  • Research Assistant Atakan Göktepe