Strategic Plan 2017-2022 - Trinity Centre for Literary and Cultural Translation - Trinity College Dublin
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Trinity Centre for Lárionad Aistriúchán
Literary and Cultural Litríochta agus Cultúr
Translation Choláiste na Tríonóide
Strategic Plan 2017–20221
Mission
The Trinity Centre for Literary and Cultural Translation
develops, promotes and supports literary and cultural
translation from and into English, Irish and the other
languages of Ireland through education, publication and
partnership. Literary and cultural translation is at the core of
its mission as it engages with all stages of the translating
process, trains student translators and provides resources
and opportunities for established translators and
researchers. The Centre champions literary and cultural
translators as creative practitioners who connect the
languages and cultures of the world.
Vision
To highlight the central importance of literary and cultural
translation; to provide a base and support for literary and
cultural translators and visiting researchers of all career
stages; to cultivate new audiences for outreach activities; to
build partnerships with national and international cultural
agencies, centres, festivals and book fairs; to create a suite of
online resources; to establish collaborative partnerships with
schools, libraries and minority linguistic communities in
Ireland.
Trinity Centre for Literary and Cultural Translation Strategic Plan 2017–20222
Introduction
At the launch of the Trinity Centre for Literary and Cultural Translation in April 2012, Seamus
Heaney talked of his indebtedness and gratitude to his translators for creating audiences in
other countries; he welcomed the establishment of the Trinity Centre for Literary and
Cultural Translation, assuring the guests that it would seriously extend the achievements of
literary and cultural translation in Ireland; he spoke of the importance of this moment in the
history of the humanities in TCD.
The Centre is the first of its kind in Ireland. It fosters and promotes literary and cultural
translation and, in so doing, brings the best of international literature to Irish readers and
the finest of Irish literature to readers around the world. The Centre nurtures future
translators of literature and provides them with the opportunity to start building a network
of relationships with translators, publishers, authors, readers and booksellers in Ireland and
across the globe. The Centre brings together expertise in Dalkey Archive Press, Literature
Ireland and the School of Languages, Literatures and Cultural Studies (TCD).
What makes us distinct in Ireland and funds literary translators in residence at
internationally is our location at the heart the Centre.
of a leading university and the
collaboration of our three constituent
The Centre is strategically important for
partners. The decision to house the three
the School and for Trinity in its global
partners in a splendid Georgian
outreach, and acts as a shopfront for
townhouse, refurbished for this purpose,
both. It allows the school to look
is highly symbolic and indicative of
outwards in new ways, and to develop
Trinity’s mission to engage with cultural
new relations with centres in Trinity
practice and cultural institutions.
involved in studying the exchange of
languages and literatures; centres in
The focus of much of Literature Ireland’s Trinity involved in creative practice and
work is international – the titles national and international cultural
supported through its translation grant agencies involved in cultural production
programme are published abroad; the and dissemination; and writers,
book fairs it attends take place in other translators and publishers and other
territories; the translators it provides centres and institutes of literary
supports to generally live elsewhere; its translation.
publications are primarily distributed in
countries other than Ireland. It is
In turn, the Centre brings added value to
committed to providing support to literary
all its partners by:
translators, and actively hosts and co-
• enhancing reputation, activity,
visibility and connectivity nationally
Trinity Centre for Literary and Cultural Translation Strategic Plan 2017–20223
and internationally, by creating a • granting public access to the
network of relationships with Literature Ireland archive of
translators, publishers, authors, translations.
readers and booksellers across the • forming a community for visiting
globe. translators and translators-in-
• mutually supporting stakeholders in residence hosted by Literature
the publication, promotion and Ireland.
marketing of works of literature in
translation.
• attracting first class students from All these different aspects of our distinct
all over the world onto taught identity will be developed and enhanced
postgraduate and research by this strategic plan. It focuses on the
programmes with the possibility of articulation of three core goals and how
training and internship they are to be achieved over the next five
opportunities. years. They are supported by three
• forming a nexus which links enabling goals, which underpin the
students, cultural practitioners and delivery of the various objectives. Their
representatives of the creative effectiveness is assessed by a quality
industries in Ireland. assurance benchmark. The benchmark
• hosting of high profile international against which targets will be evaluated
literary translation gala events,
consists of the metrics of activity and
readings, seminars, public debates,
outputs for the academic year 2016–17.
festivals, launches and conferences
Trinity Centre for Literary and Cultural Translation Strategic Plan 2017–20224
Strategic Goals Summary 2017–2022
Core Goal 1: Education
Advancing research into literary translation and raising public awareness of
translated works; opening up Ireland to the rest of the world and bringing Irish
culture to a global readership
Core Goal 2: Publication
Raising the activity and visibility of translators, translations and translation
research
Core Goal 3: Association
Championing cultural exchange nationally and internationally, and offering
quality experience to new and existing audiences
Benchmark: Quality
Constantly reflecting on how well we deliver our core strategic goals
Enabling Goal 1: Infrastructure
Creating a robust team structure
Enabling Goal 2: Sustainability
Securing the long-term financial security of the centre
Enabling Goal 3: Communication
Establishing an effective outreach and social media strategy
Trinity Centre for Literary and Cultural Translation Strategic Plan 2017–20225
Core Goal 1: Education
Advancing research into literary translation and raising public awareness of translated works; opening up
Ireland to the rest of the world and bringing Irish culture to a global readership
Actions / Ways of Evaluating
Objectives Risks / Challenges
Success
1.1 1.1.1
Host outreach events on Two high-profile events per • Maintaining programme
literary translation calendar year. integrity.
• Organise regular annual 1.1.2 • Maintaining
events mapped onto the The quality, range and number of representational balance
Centre’s calendar. book launches, literary readings, across cultures, themes and
• Organise student-led public lectures, workshops, event formats.
events once or twice a translation slams. • Securing sufficient funding.
term. 1.1.3
• Organise monthly events. Increase in the annual footfall and
• Actively target audiences participation rates of visitors.
from as wide a variety of
backgrounds and age
groups as possible.
1.2 1.2.1
Host specialist events on One international conference or • Securing sufficient funding.
literary translation workshop per calendar year. • Attracting high-profile
1.2.2 keynote speakers.
Publication arising out of 1.2.1.
1.3 1.3.1
Bridge education and the Increase the provision of
world of work internship/casual work
• Involve students in expert opportunities for students on the
reader duties and report MPhil in Literary Translation.
quality assessment. 1.3.2
• Invite students to cover Increase in meetings of visiting
the reception desk at translators and people involved in
book fairs. publishing with students on the
• Involve students in the MPhil in Literary Translation.
organisation of events. 1.3.3
• Routinely invite guests to Increase the number of events led
talk to students. by students on the MPhil in Literary
Translation.
1.4 1.4.1
Develop a network of Increase numbers of research • Ensuring quality research
affiliated researchers associates, PGRS, postdocs and outputs over quantity.
visiting translators.
1.4.3
Continued growth of the mailing list.
Trinity Centre for Literary and Cultural Translation Strategic Plan 2017–20226
Core Goal 2: Publication
Raising the activity and visibility of translators, translations and translation research
Objectives Actions / Ways of Evaluating Success Risks / Challenges
2.1 2.1.1
Dalkey Archive Press: Publish translations in English Does not impact on the
to publish translations into Centre’s activity, visibility
English. or reputation.
2.2 2.2.1
Literature Ireland: Increased number of translations Does not impact on the
to promote Irish literature supported. Centre’s activity, visibility
abroad, primarily in translation; to 2.2.2 or reputation.
increase the print run of New Increased distribution of the catalogue
Writing from Ireland. in Ireland and internationally.
2.3 2.3.1
Staff in the School of Languages, The number, profile and quality of Does not impact on the
Literatures and Cultural Studies: publications and other research Centre’s activity, visibility
to translate works of literature outputs by School staff relating to or reputation.
into or out of English; to research literary translation.
the theories and practice of
translation.
2.4 2.4.1
TCLCT: One publication annually, targeting • Cost to Centre
to showcase the work of the national and international resources exceeds
Centre and its three partners. readerships. benefits to Centre.
• Overstretch of
personnel.
Trinity Centre for Literary and Cultural Translation Strategic Plan 2017–20227
Core Goal 3: Association
Championing cultural exchange nationally and internationally, and offering quality
experience to new and existing audiences.
Risks /
Objectives Actions / Ways of Evaluating Success
Challenges
3.1 3.1.1
Target and cultivate new audiences More structured and wide-ranging links • Not
• Be open and responsive to requests with identified audiences. enough
for services from new audiences. 3.1.2 resources.
• Identify key interested groups: Identify key target groups on an annual • Not
minority linguistic groups in Ireland; basis. enough
schools; Trinity College Dublin 3.1.3 personnel.
graduates; Embassies … Increase in partnership/co-hosted events.
• Form partnerships with leaders of 3.1.4
key groups to research their
Increase in the number of new partners
expectations and needs.
from across a variety of sectors.
• Raise public awareness about
translation at all levels.
3.2 3.2.1
Identify and develop working relations Increase the number of national and • Not
with: international partners. enough
• Key national and international 3.2.2 personnel.
partners Increase the number of translators and
• Organisations which could facilitate writers signing up to the Associate
the creation of events outside Dublin. scheme.
• International cultural agencies, 3.2.3
festival organisers, booksellers, Increase the number of co-hosted events.
publishers located in Ireland. 3.2.4
• Non-governmental agencies, Increase engagement with (international)
community and special interest writers and translators who are visiting
groups in Irish society. Ireland professionally.
• Areas of Trinity involved in training 3.2.5
cultural practitioners and researching A compact agreement with associates to
creative practice. manage expectations around the use of
• Visiting translators/researchers services/facilities/hosting events.
• initiatives in creative practice in 3.2.6
Trinity College Dublin Consolidate relationship with T-Jolt and
MPhil in Creative Writing.
3.3 3.3.1
Develop as a community for visiting Host a literary translator in residence on
translators. an annual basis.
• Provide an attractive community for 3.3.2
international literary translators at all Provide on-campus accommodation and a
career stages. workspace for visiting translators.
• Provide an attractive community for 3.3.3
international researchers in literary Increase the number of international
translation. MPhils, PGRs, post-docs and visiting
research fellows.
Trinity Centre for Literary and Cultural Translation Strategic Plan 2017–20228
Benchmark: Quality
Constantly reflecting on quality
Actions / Ways of Evaluating Risks /
Objectives
Success Challenges
4.1 4.1.1
Create a welcoming environment for visitors Put in place a meet and greet No feedback
policy. received.
4.1.2
Implement a procedure to
monitor patterns of one-off and
repeat visits.
4.1.3
Invite visitors to contribute
their views and ideas.
4.2 4.2.1
Establish a system of internal evaluation for Build evaluation into the
selected key programmes business planning process.
4.2.2
Set criteria for the evaluation of
programmes/events.
4.3 4.3.1
Ensure the governance, planning, financial Establish a list of policies and Inconsistent
management and operations of the Centre are in continue to develop them as observance of
accordance with best practice and sufficiently agreed. policies.
robust to evolve with new personnel and 4.3.2
changes in leadership Annual internal reviews of
procedures and benchmarks.
4.4 4.4.1
Develop virtual access to the Centre through use An agreed access policy.
of technology and the media; advance the 4.4.2
accessibility of our outreach activities Continually review and update
use of media and technology to
provide access.
Trinity Centre for Literary and Cultural Translation Strategic Plan 2017–20229
Enabling Goal 1: Infrastructure
Creating a robust team structure
Actions / Ways of Evaluating
Objectives Risks / Challenges
Success
5.1 5.1.1
Develop collaboration between Regular team meetings. Communication, especially
partner organisations 5.1.2 with stakeholders.
Regular jointly organised events.
5.1.3
Synchronised calendars and
strategies.
5.2 5.2.1
Engage students, translators and Regular informal occasions for Communication, especially
researchers in the Centre’s building occupants to meet. with stakeholders.
activities 5.2.2
Prioritise the provision of suitable
workspace for MPhil students in
the basement.
5.2.3
Prioritise research students
participating in creating a
community and leading on some
initiatives
5.2.4
Prioritise the provision of work
space on the top floor for
research students, post-doctoral
researchers and translators.
5.3 5.3.1
Develop the Centre’s leadership Appoint a director. Succession planning,
capabilities 5.3.2 especially for the director.
Appoint administrative support
for the Centre/director.
Trinity Centre for Literary and Cultural Translation Strategic Plan 2017–202210
Enabling Goal 2: Sustainability
Securing the long-term financial security of the centre
Actions / Ways of Evaluating
Objectives Risks / Challenges
Success
6.1 6.1.1
Build new relationships with Maintain place in university’s • Maintaining priority status for
potential donors fund-raising campaign. the Centre in Trinity’s
• Establish fundraising 6.1.2 fundraising. campaign.
committee. Funding secured from the • Identification of sponsors.
• Research list of potential naming of the Centre and/or • Achieving philanthropic
prospects. the boardroom and/or the targets.
• Research foundations’ various director’s post. • Fostering and maintaining
specifications and conditions 6.1.3 relations with prospects and
for application and apply for Ongoing funding for activities patrons.
additional support. and events.
6.1.4
Appoint a director and
administrative support for the
director/Centre.
6.2 6.2.1
Develop a business plan Optimise income-generating • Securing financial
opportunities from the sustainability.
building. • Limited funds in the School of
6.2.3 Languages, Literatures and
Optimise income-generating Cultural Studies with many
opportunities from activities. competing demands.
Trinity Centre for Literary and Cultural Translation Strategic Plan 2017–202211
Enabling Goal 3: Communication
Establishing an effective outreach & social media strategy
Objectives Actions / Ways of Evaluating Success Risks / Challenges
7.1 7.1.1
Develop use of tools for Produce an annual newsletter/e-zine. • Avoiding mission
communicating the activities creep.
of the Centre • Focusing on core
7.1.2
activities.
Increase website visitor numbers.
• Communicating with
our stakeholders.
7.1.3
Increase social media presence.
7.2 7.2.1
Develop and optimise Continue to innovate and develop ways to • Inadequate funding,
effective tools for publicise the Centre’s activities to skillsets and staffing
communicating the activities new/non-traditional audiences (e.g. levels.
of the Centre livestreaming, podcasts, social media). • Communicating with
our stakeholders.
Trinity Centre for Literary and Cultural Translation Strategic Plan 2017–2022Contact: Trinity Centre for Literary and Cultural Translation 36 Fenian Street Dublin 2 Ireland T: +353 1 896 3227 E: littrans@tcd.ie W: www.tcd.ie/literary-translation Follow us on Facebook and Twitter F: / TCLCTdublin T: @TCLCTdublin Associates John Banville Kevin Barry John Boyne Marina Carr Marita Conlon-McKenna Roddy Doyle Hugo Hamilton Marie Heaney Jennifer Johnston Declan Kiberd Derek Landy Derek Mahon Eimear McBride Frank McGuinness Eiléan Ní Chuilleanáin Doireann Ní Ghríofa Edna O’Brien Siobhán Parkinson Gabriel Rosenstock Alan Titley Frank Wynne
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