Industry Engagement · Article Six: Free Economic and Creative Zones in Universities: the setup of...

This document details the extrapolation of the HCT 4.0 strategy in the context of Industry Engagement for HCT and it is the culmination of input gathered through several meetings, interviews and workshops from internal and external stakeholders.

Abstract

Industry EngagementFocal Strategy 2017 - 2021

THE STRATEGY & FUTURE DEPARTMENT(For any queries or comments concerning the contents of this document)

Contents1. Aims & Aspirations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32. Alignment to National Strategies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 2.1. UAE Employment Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 2.2. UAE Science, Technology and Innovation Policy . . . . . . . . . . . . . . . . . . . . . . . . 4 2.3. The Ministry of Education Higher Education Strategy . . . . . . . . . . . . . . . 4 2.4. Dubai 50-year Charter . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 2.5. The National Agenda . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53. Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 3.1. Key Challenges . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 3.2. Future Foresight . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 3.2.1. Trends . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 64. Core Focus Areas . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 4.1. The Knowledge Economy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 4.2. Strategic Partnerships . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 4.3. Industry Engagement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 4.4. The Triple Helix: Government-HCT-Industry . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 85. Strategic Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 5.1 ObjectiveProfiles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 5.2. Performance Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 5.3. Projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 126. Value Proposition . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 6.1. BeneficiaryProfiles,RequirementsandKeyServicesProvided . . . 137. Strategic Roadmap . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15 7.1 Milestones . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15 7.2. Strategic Priorities (over the next 12 months). . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16

5. Glossary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17

INDUSTRY ENGAGEMENTFocal Strategy 2017 - 2021

HCT 4.0 | INDUSTRY ENGAGEMENT Focal Strategy 2017 - 2021

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� Facilitate students sponsorship towards employment through agreements with industry partners

� Embed work placement in the private sector through exposing students to its benefits sothat they can become major leaders in the sector

� Support the growth and development of Applied Research in tackling real industry challenges through the ongoing development of an industry network that leverages on HCT’s capabilities

� Ensure a sustainable industry network through training and regular encouragement of industry feedback

� Collaborate with government ministries, such as MoHRE, to create opportunities for graduates in the Private Sector e.g. through the Tawteen Club and automated connections with Emiratization Gate

In alignment with the HCT Vision Statement - ‘The Higher Colleges of Technology is the leading applied Higher Education Institution in empowering generations to contribute to the shaping of the future of the UAE.’, the aims and aspirations of this Industry Engagement strategy are as follows:

Aims & Aspirations


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2.1. UAE Employment Strategy � Emphasis on the private sector and the importance

of increasing the number of women in this sector � The shift away from clerical and administrative

roles to “future-proof” high-skill analytic and services-based jobs which are not under threat from automation

� A Lifelong Learning framework, which promotes individual ownership, to reskill those with jobs at risk

� Sector-specificgraduateandbridgingprograms � The development of graduate entrepreneurs (see

the separate Entrepreneurship focal strategy document for more details)

� The creation of an entrepreneurship gap year program

� Emphasis on Applied and Professional programs � Concrete pathways to employment through

mandatory private sector placements � Partnerships between private sector and education

institutions � The establishment of Innovation Spaces

2.2. UAE Science, Technology and Innovation Policy

� Contribution towards faster economic growth to create sustainable wealth independent of natural and non-renewable resources

� Creating opportunities for the development of talent and human capital required for economicdevelopment

� Facilitating innovative solutions through Applied Research in collaboration with industry partners

� Supporting the UAE in its transition into a knowledge and innovation based economy

2.3. The Ministry of Education Higher Education Strategy

� Stringentandconsistentqualitystandards (ahighqualitysystemthroughconsistentqualitystandards&assurancemechanismswithlocalflavorsupportedby greater transparency and performance related funding)

� Strong incentives to drive system quality(incentivizing institutional quality and studentoutcomes by creating transparency on institutional performance and creating links to the value of funding provided)

� A strong and specialized HEI (promoting specializationandqualitymeasuredbyaclearandtransparent classification system)

� Labor market linkages (collaboration with the labor market, particularly the private sector, which will contribute to the structure and coordination of input on content, feedback on graduate outcomes, and direct engagement for professional experiences)

� Holisticstudentjourneys(highqualitypersonalizedjourney for students through integrated academic pathways, informed and richer professional experiences and expanded volunteering and extra curricular opportunities)

� Impactful Innovation Ecosystem (a strong pipeline of applied research projects and a comprehensive innovation ecosystem that drives the commercialization of ideas)

� Optimized academic programming & delivery (optimal matches between student capabilities and academic choices, ensuring efficient programmingby minimizing redundant offerings)

� Driving student completion rates (student progression through the system by identifying high risk individuals and personalizing academic support and interventions)

This focal strategy has been aligned to a number of UAE national strategies in the following key areas:

Alignment to National Strategies


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2.4. Dubai 50-year Charter � Article Two: A Geo-Economic Map for Dubai: The

setup of specialized, integrated economic zones in the city will support the establishment of entrepreneurial ventures by graduates

� Article Three: First Virtual Commercial City: The granting of commercial licenses without having to reside in Dubai will also aid entrepreneurship by students

� Article Four: A Central Education File for Every Citizen: The development of a centralized education database for every citizen to document all the academic degrees obtained, classes and training taken, and conferences attended is aligned with HCT’s plans to help students and learners develop micro-credentials and ePortfolios

� Article Six: Free Economic and Creative Zones in Universities: the setup of public and private universities as free zones that allow students to carry out business and creative activities, making these activities part of the education and graduation system, and shaping integrated economic and creative zones around the universities

2.5. The National Agenda � Cohesive Society And Preserved Identity: We aim

to graduate students and learners that are proud of theiridentityandequallyproudoftheircontributionto the UAE economy

� Competitive Knowledge Economy: We aim to support our graduates by helping them to secure jobs in theprivatesectorwithspecificsectorknowledge,skills, and competencies in the contribution to the knowledge economy

� First-Rate Education System: by broadening ourhybrid educational system to include professional, sector-specificprogramsandourappliedacademictrack to include an accelerated track, we aim to offer a comprehensive, first rate education to a muchwider spectrum of students and adult learners than ever before


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3.1. Key Challenges Industry Engagement at HCT has focused on establishing strategic industry partners for the purpose of creating job opportunities for graduates in the private sector. This focus is currently broadening into seeking opportunities for applied research projects which students can work on for their capstone projects and, in due course, further emphasis on relationships with industry will be to enable and support graduate entrepreneurs seeking business opportunities from industry.The UAE Science, Technology and Innovation Policy is a clear indication of where the government’s focus is in building a knowledge economy that is diversifiedawayfromoilandgas.Thepolicyfocuseson seven strategic sectors – Education, Health, Water, Renewable and Clean Energy, Space, Technologyand Transportation. These strategic sectors further break down into 24 focus areas. Therefore, a key challenge is for HCT to align our education, research and development and entrepreneurial efforts to these focus areas.HCT’s strategic partnership with industry, under the guidance of government policies, is necessary for a number of reasons: § To leverage on the entrepreneurial experiences of the private sector

§ To provide context for applied research projects to be undertaken at HCT

§ For academic expansion based on input from industry

3.2. Future Foresight“A new academic revolution is underway, making economic and social development an academic mission. The original academic mission has been widened from knowledge conservation (education) to knowledge creation (research) followed by application of this new knowledge (entrepreneurship)”1. This reflects a two-wayprocess where (i) practical applications from research practices are sought in industry and (ii) industry problems are reformulated into academic terms in order to find solutions.It is not enough to publish research results, in the hope that industry will take them up. HCT has to facilitate proactive engagement and support from industry to ensure that the knowledge developed materializes in products and services co-developed with students and industry partners to meet the government’s National Agenda. Therefore, academic roles will need to evolve from teacher, to researcher to entrepreneur which will require a highdegreeof interactionwith industryand the government. Through these relationships, HCT will be contributing directly to economic development through the formal transfer of knowledge.

4.2.1. Trends Fostering industry collaboration and engagement can either be top-down, i.e. guided by government policies towards the development of particular industry sectors or regions. Or it could be bottom-up universities and HEIs direct the course and nature of their collaborations with industry. Inreality,ahybridmayberequiredwhereindustry,universities/HEIs and government agencies co-develop new initiatives. The advantage of the top-down approach is that it can result in large-scale innovation projects sponsored by the government. Ultimately, the rapid evolution in technology that is driving the fourth industrial revolution indicates that solutions to address the country’s future economic needs cannot be solely dependent on either the government, industry or universities/HEIs but will require active, dynamic interactions/collaborationsbetween all three groups continuously.

Overview


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4.1. The Knowledge EconomyThefirstmachineagewasabouttheautomationofmanual labor and physical strength. In the second machine age, the technological progress in digital hardware, software, and networks is about the automation of knowledge (Erik Brynjolfsson and Andrew McAfee of MIT). According to the World Economic Forum “Future of Jobs” report, the top ten skills that will be needed in order of priority by employers by 2020 are: complex problem solving, critical thinking, creativity, people management, coordinating with others, emotional intelligence, judgment and decision making, service orientation, negotiation, and cognitive flexibility.These skills are reasonably well mapped against the HCT Graduate Learning Outcomes but perhaps they also highlight areas where more focus will be required to ensure learners are prepared for thisemerging future world of work. On the other hand, it is undoubted that almost all future graduates will havesomeinvolvementwithArtificial Intelligencein their future jobs and, most certainly, what they will major in is unlikely to determine their job or career. The Knowledge Economy is very much skills and competency based and, as knowledge will always be changing more rapidly than before, regular upskilling and reskilling will become the norm for most graduates. Hence the increased focus on Lifelong and Life-wide Learning at HCT.

4.2. Strategic PartnershipsStrategic Partnerships include (i) regional and international partners, (ii) private and public entities and (iii) education and other industry players. For example, HCT recently founded the Global Applied Education Network (GAEN) with eight other applied Higher Education Institutions across the world: Southern Alberta Institute of Technology (SAIT), TECMILENIO of Italy, University of Limerick, Institute of Technology Sligo of Ireland, Nottingham Trent University, Florida International University, Queensland University of Technology, Swinburne University of Technology. The aims are to:

� Support the development of Applied Education in the Gulf, Middle East and globally

� Establish a global identity in Applied / Professional / Hybrid Education

� Boost graduate employability through a universal employability skill development framework

� Leverage knowledge, resources, joint programs and research

� Groom students for global citizenship and international applied education experience

� Showcase best practices in Hybrid Education to peers and external stakeholders

� Co-operate in employability-related research � Develop a shared Centre of Excellence in Industry-CenteredAppliedResearch&InnovationCollaboration with SAIT has already led to the development of Sector Skills Academies (SSAs). SSAs are a recent initiative to develop Technical LeadersatHCTandtodirectlyalignsector-specificeducation with UAE private sector industries to develop knowledge, skills and competencies directly related to these industries.

4.3. Industry EngagementWhilst Higher Education Institutions (HEIs) have previously focused on academic performance, industry has been increasingly demanding work-ready graduates, i.e. with knowledge and skills, such as communication, critical thinking and interpersonal skills, in addition to their chosen major. This had led to a shortage of graduates with the necessary skills necessary to fulfil key technical and professionalpositions, across all industry sectors.The OECD’s Learning for Jobs study argues that countries that do well by their young people ‘provide well-organized career pathways that connect initial education with work and further study, and widespread opportunities to combine workplace experience with education’.For policymakers in the UAE government, the solutions to preventing youth unemployment include: § guarantee of training and/or a job offer, for those students seeking employment

§ government-facilitated private-sector

Core Focus Areas


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employment (HCT is working with the Ministry ofHumanResourcesandEmiratization(MoHRE)to access their database of private sector employers that we can link our students with for work placement and post-graduation job opportunities)

§ increase and facilitate opportunities for graduate entrepreneurship (HCT is establishing a process for graduating a number of entrepreneurs every year from 2021 with AED 100 million of funding for the next 5 years

Eachofthesesolutionsrequirestheengagementofemployers. At the last internal survey of graduates conducted, many students in their final yearcomplain that: § their work placements are not yielding job opportunities

§ there are much fewer job opportunities in the public sector (government)

§ employers seem to be only interested in graduates with work experience

§ they are not motivated to work in the private sector

This has led to the development of a career pathways project (Careers Exploration Centers) which will involve private sector employers in guiding students tofindappropriate career paths.In addition, flexibility has been introduced intoacademic and professional track programs where students are able to “pause” their education for a year or more (up to 6 years) before graduation to gain valuable work experience, after which they will be able to resume their studies to completion.“Employer engagement in education can be distinguished from work-based learning, which is usually taken to describe learning that takes place through employment, for example apprenticeships or company training programs. Although work-based learning involves employer engagement, employer engagement denotes a wider domain of employer involvement in education and training” . HCT is currently ramping up its engagement with industry partners across a number of areas ranging from applied research, entrepreneurship, career counselling, job shadowing, work placement and the development of employer-designed learning resources and projects, as well as creating job opportunities. This is in recognition that we cannot fully accomplish our responsibility to educate young people for employment without ongoing involvement and participation from employers, beyond the current Industry Advisory Council meetings that are held periodically.

4.4. The Triple Helix: Government-HCT-IndustryThe visit by the Prime Minister, His Highness Sheikh Mohammed bin Rashid Al Maktoum, in Februaryof this year led to the conception of the HCT 4.0 strategy. Our Chancellor, His Excellency Nasser Thani AlHamli, is also a Cabinet Member and Minister ofHumanResourcesandEmiratisation.Therefore,the level of government involvement and support we have at HCT is very high. The institution is recognizedasan increasinglysignificantsourceofeconomic development and contributor to the UAE Knowledge Economy. With HCT being the largest tertiary Higher Education Institution in the UAE, it is expected that the organization will be at the forefront of many of the government’s efforts to boost the economy. Increasingly, across the world, much has been reported about the extent to which the tripartite relationship (otherwise known as The Triple Helix) between governments, HEIs and Industry is an important factor to encourage innovation. The UAE is no different in that the UAE government have been primary instigators in the introduction of Innovation into the curricula at HCT, on the basis that Innovation is key for industry and the economy toflourish.This led to theestablishmentof threeInnovation Spaces at the Dubai, Sharjah and RasAl Khaimah campuses, with plans to establish an Innovation center at every remaining campus by 2021. The focus of the government intervention now is graduate entrepreneurship whereby entrepreneurship is increasingly viewed by the governmentasnecessary to thediversificationofthe economy from oil and gas, and for boosting the SME (Small Medium-sized Enterprises) sector which makes up 94% of the country’s private sector. HCT has been provided with AED 100 million by the government,overthenextfiveyears,toestablishentrepreneurship processes, Center of Excellence etc in order to graduate a number of entrepreneurs every year from 2021 onwards. In addition and to facilitate this in the context of the Dubai 50-Year Charter, the government: § recently legislated that all federal HEIs are now to become freezones where graduate entrepreneurs can set up their businesses

§ is now allowing students to practice innovative and economic activities by enabling them to take one or more years out of their education to work before later returning to complete their studies

§ has mandated that all focus for industry collaboration, research, employment etc should now solely be on the private sector


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5.1. ObjectiveProfiles

In the context of HCT 4.0, the strategic objectives, and gap analysis, that relate to this Industry Engagement focal strategy are as follows:

Strategic Objectives

‘Broaden our contribution to the knowledge economy’

MILESTONE TO BE ACHIEVED CURRENT STATE DESIRED FUTURE STATE ACTIVITIES TO ACHIEVE FUTURE STATE

Patents & Intellectual Property:(HCT is registering patents and intellectual property rights that are internationally recognized)

New Establish a Tech Transfer & Patent Office

• Establish an Intellectual Property strategy and policy

Venture Capital:(Funds generated through investors and venture capitalists matches at least HCT’s own entrepreneurship fund)

New Create Fund platform within HCT supported by Industry and other government and private organizations.

• Sign agreements with the identified industry partners to fund students startups.

• License Free zones within HCT.

• Marketing campaigns to attract investors and raise funds (Contributor).

Emerging Startups:(50 licensed startups produced annually with the majority in hi tech.)

New AI Academy to become a platform for Hi Tech companies for attracting new ideas, investments, and applied research. Also, establish similar academies under one future technological Hub for Blockchain, IoT, etc.

• License the InnCuvation hubs in HCT to ground the floor for students startups.



• Marketing campaigns to attract investors and raise funds (Contributor).

• Incorporate entrepreneurship career advising activities into the career centres system-wide.

Job Creation:(200-250 new jobs created annually in small early-stage startups emerged from HCT.)

New Establish HCT Free Zones system-wide to generate new jobs emerged from HCT.

• License the InnCuvation hubs in HCT to ground the floor for students startups.


• Sign agreements with the identified industry to fund students startups.

• Marketing campaigns to attract students to the entrepreneurial business (Contributor).


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‘Maximize the number of our graduates in full-time employment’

MILESTONE TO BE ACHIEVED CURRENT STATE DESIRED FUTURE

STATE ACTIVITIES TO ACHIEVE FUTURE STATE

Career Exploration Centers:(Career Exploration Service delivery model approved and established in all campuses)

Phase 1 completed:

Development of the service delivery model concept.

Trained 30% of the career staff on CAT

Establish CEC service delivery model system-wide

• Develop Service delivery model including operational manual and assessments tools.

• Conduct Career Advising Training CAT.• Specialised workshops for careers team to

enhance skills.

Full Integration with MOHRE:(Access to MOHRE private sector job database and converting to job offers though HCT’s career exploration centers)

S2S connection is completed via shared templates.

HCT participated in several career open days hosted by MoHRE to offer jobs in the private sector

Full system integration with MoHRE to benefit from the existing resources.

All HCT students are registered in MoHRE supporting systems and services.

• S2S connection between HCT and Emiratization Gate.

• Provide HCT staff with access and training on E-gate.

• Participate in key MOHRE employer events across the UAE.

Private Sector Reorientation:(Reorient students and graduates to the private sector though perception change and value proposition campaigns)

New Private sector to become the first choice for our students.

• Work placement will take place in the private sector.

• Career Advising workshops.• Register all students in E-Gate.• Private Sector Marketing campaign .• Develop a value proposition for private sector.• ‘Taster days’ in the private sector.• Engage private sector speakers in academic

interactions.

100% Graduate Employability:(A job offer is extended to each graduating student.)

51% employed All graduates received job offers from private and strategic government organisations.

• Develop a process for registering the students in E-Gate and Wajjehni for employment and work placement in the private sector.

• Functional job portal for HCT students and alumni.

• Increase the number of agreements with the private sector.

• Focused workshops provided by CEC to our students and alumni on jobs in the private sector and entrepreneurship opportunities.

‘Enhance trust of the community and external stakeholders in our brand’



Public Relations:(Re-develop the PR language to be appropriate to the audience and less event driven and more strategic in messaging).

ongoing Unified key messages for industry interaction system-wide.

• Develop unified key communication messages to industry to be used system-wide.

Brand Consistency:(Develop branding guidelines and ensure consistency in its implementation across campuses)

brand guidelines have been developed.

Contribution of Industry Engagement tbd

• Contribution of Industry Engagement tbd


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‘Proactively broaden and operationalize strategic partnerships’



Partnerships Engagement Strategy(Devise a holistic strategy to engage industry partners)

The 2018-2019 annual operational plan developed

Approved Partnerships Engagement Strategy with effective implementation by 2024.

• Workshop with stakeholders (internal and external for continuous enhancements)

• Implementation of EIES to manage partnerships in a structured way

Innovation Partnerships(Establish partnerships with leading international innovation hubs)

Not Yet Started - New Milestone

Establish national and International innovation hubs network (InnWork Community) for knowledge exchange, joint ventures, and sharing best practices

• Sign agreements with the identified industry partners to manage the innovation projects (Contributor).


• Develop policy and framework to manage and maintain this innovation community.

Industry Contribution(Majority of applied research projects are funded by the industry to serve the industry)


• Establish Applied Research Board from national and international leading organisations to support the applied research to tackle national and international industry problems

• Establish HCT Applied Research Journal for publications including brochures, newsletters, pamphlets and almanack

• Sign agreements with the identified industry partners to fund applied research.

• Manage industry evaluations for the proposed applied research papers.

Investment Hubs(Target startup funding from local and international investment hubs matching at least HCT funding)


Create Fund Bank within HCT supported by Industry and other government and private organisations.





Brand Awareness & Trust:(Plan, implement and control marketing programs and activities to build trust and ensure public awareness of high impact wins.)

Ongoing All HCT industry Partners to be aware of HCT’s Brand and high impact achievements

• Align industry activities with the agreed brand to ensure the consistency and increase industry Awareness and trust (Contributor).

Strategic Brand Management:(Measure and manage brand perception and trust of all external stakeholders.)

Under development High satisfaction level from our industry partners on HCT brand

• Bring industry needs and expectation to our brand as strategic stakeholders to enhance the perception and trust through


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5.2. Performance Management

This section provides a two year trend summary of the KPIs, for which data exists, which measure the objectives profiled in section 5.1 above.

OBJECTIVE KPI 2016-2017 2017-18 2018-19 2021

Actual Target Actual Target Actual Target Target

Broaden our contribution to the knowledge economy

% Graduate Entrepreneurs 0.80% 1% 0.46% 2% Not Due 3% 5%No. of Cumulative Registered Patents

Not available

Not available

0 2 0 3 5

No. of Startups Emerged New KPI – no targets yetMaximize the number of our graduates in full-time employment

% Graduate employment 63% 72% 51% 73% Not Due 75% 81%

% Graduates employed in the private sector 26% 30% 29% 35% Not Due 40% 45%

Enhance trust of the community and external stakeholders in our brand

% Vendor satisfaction Not available

Not available 79% 80% 77% 90% 100%

Industry Partner Satisfaction Not available 85% 91% 92% 86% 94% 98%

% Satisfaction rate of local community organizations with HCT community service program

96% 75% 93% 77% Not Due 97% 99%

% Employer satisfaction with graduates’ academic preparation and work readiness

78% 75% 82% 77% Not Due 79% 85%

% Alumni Satisfaction 72% 50% 75% 55% Not Due 75% 85%Proactively broaden and operationalize strategic partnerships

% Industry contribution to applied research fund 46.5% 25% Not

available 40% 1% 60% 100%

% Industry Partner Satisfaction Not available 85% 91% 92% 86% 94% 98%

Fund secured through local investment hubs New KPI – no targets yet

New strategic partnerships with international innovation hubs New KPI – no targets yet

5.3. Projects This section highlights the projects being managed for each objective relating to this focal strategy.

OBJECTIVE STRATEGIC PROJECTS START END PROGRESS PERFORMANCE

Broaden our contribution to the knowledge economy

Entrepreneurship Seed Fund Framework

All new initiatives that have not yet commenced

Entrepreneur Mentorship Program

Entrepreneurship Skills Academy

Venture Match-Making ProgramSuccessful Startups Showcase

Global Innovation & Entrepreneurship Alliance

Maximize the number of our graduates in full-time employment

Launching Careers Exploration Centers01/2018 10/2019 51% Behind Schedule

Enhance trust of the community and external stakeholders in our brand

Creation of Active Alumni Community Program 08/2018 12/2019 57% Behind Schedule

Proactively broaden and operationalize strategic partnerships

Creation of targeted approach to actively engage partners from strategic sectors 09/2018 12/2019 39% Behind Schedule

Global Applied Education Network 01/2018 12/2019 41% Behind Schedule


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ThissectiondetailsthevaluetobedeliveredtobeneficiariesofthisIndustryEngagementstrategy.Thebeneficiariesareidentified,withtheirrequirements,alongwithkeyservicesbeing offered to them and the resultant core value proposition.

6.1BeneficiaryProfiles,RequirementsandKeyServicesProvided

Value Proposition

Beneficiary Profile(the unique characteristics that defines a beneficiary of this strategy)

Beneficiary Requirements (beneficiary aims)

Beneficiary Benefits(outcomes and benefits sought by beneficiaries from this strategy)

Beneficiary Challenges (challenges which this strategy would help alleviate)

Services Provided (services provided by HCT through this strategy)

Value Created (value delivered to beneficiary)

Students • Employment opportunities.

• WP opportunities.

• Employability training.

• Capstone projects sponsorships

• Career Advising.

• Volunteering opportunities.

• secured jobs.

• secured work placements.

• provided employability skills.

• industry experience in problem-solving.

• career pathways.

• Volunteering hours and experience.

• Finding suitable WP and jobs especially in the private sector

• Have the right skillset required by industry .

• access to the industry to support their projects.

• uncertainty in selecting the right future career.

• CEC services related to Career advising and Work Placement

• Employment Open Days (MoHRE).

• WP and Employment opportunities via signed agreements with strategic industry from strategic sectors, especially from the private sector.

• Employability training to make the student more employable.

• Students with WP opportunities towards employment.

• Students with job opportunities.

• Students with sponsorship opportunities for the capstone project.

• Volunteering opportunities.

Industry (Public and Private)

• Skilled UAE nationals (employment and work placement).

• Applied research opportunities.

• Volunteering students.

• Support events.

• Exchange expertise for mutual benefits.

• SMEs to deliver speciality lectures related topics.

• meeting their strategic KPIs related to Emiratization.

• solving industry problems.

• support events and related activities. via volunteers, guest speakers, SMEs, facilities, and sponsorships.

• HCT provides qualified on the job. training assessor certificate to support hosting students WP.

• employ UAE nationals who possess the right employability skills.

• real work problems that require research and innovative solution.

• providing skilled and dedicated manpower to supervise the work placement.

• Provide Industry with Skilled UAE nationals.

• Provide industry with applied research opportunities to solve work problems.

• facilitate Volunteering opportunities.

• support events.

• facilitate the exchange of expertise and SMEs for mutual benefits.

• providing skilled UAE nationals to meet their strategic KPIs related to Emiratization.

• our applied research that provide solutions for industry problems.

• support events and related activities via volunteers, guest

• speakers, SMEs, facilities, and sponsorships.

• - qualified on-the-job training assessor certificate to support hosting students WP.


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Beneficiary Profile(the unique characteristics that defines a beneficiary of this strategy)

Beneficiary Requirements (beneficiary aims)

Beneficiary Benefits(outcomes and benefits sought by beneficiaries from this strategy)

Beneficiary Challenges (challenges which this strategy would help alleviate)

Services Provided (services provided by HCT through this strategy)

Value Created (value delivered to beneficiary)

Academic Department

• update the curriculum to meet industry needs.

• offer new programs for the emerging jobs.

• industry sponsorship for:

1. applied research.

2. students capstone project.

3. Academic Conferences.

• the offered HCT curriculum is customised to match the market current and future jobs.

• industry grants for:




• uncertainty on the required skillset and future jobs.

• the challenge in securing industry funds and activities sponsorships.

• industry SMEs availability to support applied research and projects.

• build partnerships with relevant industry all over the UAE to support academic needs.

• facilitate industry advisory committees

• industry outreach to support:




• agreements with industry to support all academic divisions through increasing industry network from targeted strategic sectors including applied research, students capstone project, and Academic Conferences.

• industry network from the strategic sectors


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Strategic Roadmap

7.1 Milestones

With regard to the milestones to be achieved for this strategy, as presented in section 5.1above,theyareherebypresentedasaroadmapoverthenextfiveyears:

Broaden our contribution to the knowledge

economy

Maximize the number of our graduates in

full-time employment

Enhance trust of the community

and external stakeholders in

our brand

Proactively broaden and

operationalize strategic

partnerships

Industry Engagement Roadmap

HCT 4.0 StrategicObjectives 2019 2020 2021 2022 2023

Industry Engagement Strategy

Public Relations

Patent & Intellectual Property

Brand Consistency

Venture Capital

Emerging Startups

Strategic Brand management

Job creation

Investment Hubs

Industry contributionInnovation Partnership

Full Integration with MOHRE Private Sector Reorientation

Career Exploration Center 100% Graduate Employability

Brand Awareness & Trust


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Broaden our contribution to the knowledge

economy

Maximize the number of our graduates in

full-time employment

Enhance trust of the community

and external stakeholders in

our brand

Proactively broaden and

operationalize strategic

partnerships

Industry Engagement Roadmap

HCT 4.0 StrategicObjectives 2019 2020 2021 2022 2023

Industry Engagement Strategy

Public Relations

Patent & Intellectual Property

Brand Consistency

Venture Capital

Emerging Startups

Strategic Brand management

Job creation

Investment Hubs

Industry contributionInnovation Partnership

Full Integration with MOHRE Private Sector Reorientation

Career Exploration Center 100% Graduate Employability

Brand Awareness & Trust

7.2 Strategic Priorities (over the next 12 months)

Combining sections 7.1 and 7.2 above, the strategic priorities for this focal strategy over the next twelve months should focus on the highlighted milestones below, due to their strategic importance and the fact that they have already commenced, and the development of the necessary capabilities to progress or achieve them:


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HCT4.0|INDUSTRYENGAGEMENTFocalStrategy2017-2021

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TERM DEFINITION

FreeZones Free-trade zones (FTZs) are special economic zones set up with the objective ofofferingtaxconcessionsandcustomsdutybenefitstoexpatriateinvestors.There are more than 30 Free Zones operating in Dubai. FTZs in Dubai and the UAE are governed pursuant to a special framework of rules and regulations.- Wikipedia

Industry Engagement Industry Engagement is the act of taking to industry stakeholders with the view of ensuring that your assessment practices have outcomes for students that meet the needs of industry.– Australian Skills Institute

Knowledge Economy The knowledge economy is the use of knowledge to create goods and services. In particular, it refers to a high portion of skilled workers in the economy of a locality,country,ortheworld,andtheideathatmostjobsrequirespecializedskills.- Wikipedia

Milestone Asignificantstageoreventinthedevelopmentofsomething.- Dictionary

Public-Private Partnership

A public–private partnership (PPP, 3P or P3) is a cooperative arrangement between two or more public and private sectors, typically of a long-term nature- Wikipedia

Strategic Partnership A strategic partnership (also see strategic alliance) is a relationship between two commercial enterprises, usually formalized by one or more business contracts - Wikipedia

Triple Helix The triple helix model of innovation refers to a set of interactions between academia, industry and governments, to foster economic and social development.- Wikipedia

5 Glossary

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