Leading community engagement at an Institutional Level
-
Upload
asiaengage -
Category
Documents
-
view
214 -
download
1
description
Transcript of Leading community engagement at an Institutional Level
2012/UKM/HEJIM/Saran
Please note that this publication is only meant to be a reference. The author
should be cited if this publication is used as a source. Reproductions,
alterations or transformations are not allowed without the express permission
of the author.
Copyright 2013© The National University of Malaysia
Engagement Australia Visiting Scholar Programme on University-Community Engagement
11th – 20th March 2013
Leading Community Engagement at an Institutional Level
Prof. Dato’ Dr. Saran Kaur Gill Deputy Vice Chancellor (Industry & Community Partnerships),
Universiti Kebangsaan Malaysia & Executive Director, AsiaEngage (ATNEU, AUN-USRS & AYVP)
2012/UKM/HEJIM/Saran
The Art of Collaboration
3
2012/UKM/HEJIM/Saran
Community Engagement across Australia,
Malaysia and ASEAN
• Community Engagement is not new
• What is relatively new and more difficult are
efforts to coordinate, systematize and
professionalize community engagement
4
2013/UKM/HEJIM/Saran
“the lack of support across national and
institutional systems, a gap between
strategic plans and operational systems,
lack of funding streams and promotional
recognition and lack of capacity building to
develop qualities essential for engagement.”
Goddard & Puukka, 2008 and
Goddard & Vallance, 2010
Challenges in Moving Forward the Field of
Community and Industry Engagement
2013/UKM/HEJIM/Saran
Establishment of the Industry and
Community Partnerships Portfolio
Vice Chancellor
Deputy Vice Chancellor
Academic & Internationalization
Deputy Vice Chancellor
Research & Innovation
Deputy Vice Chancellor
Student Affairs & Alumni
Deputy Vice Chancellor
Industry & Community
Partnerships
Established by the Ministry of
Higher Education Malaysia on
the 1st of Sept 2007
2013/UKM/HEJIM/Saran
Service
‘Service’ as the third mission of the
university focuses on an act of helpful
activity; help; aid: to do someone a
service, what is involved in volunteerism
and this is extremely valuable for
ensuring that we give with our hearts,
hands and minds back to society.
2013/UKM/HEJIM/Saran
Clarity of Conceptualisation
It is a challenge “to rid ourselves of the old
paradigm of “community service” that keep us
captive and to arrive at a more reciprocal
concept that emphasises partnership and
mutual benefit.”
(Botman, H.R. 2010.
At the Talloires Network Conference.
Bellagio, Italy)
2013/UKM/HEJIM/Saran
• The term 'Service' is not broad enough to
sufficiently encompass and capture the diverse
range of activities and initiatives which involve
engagement with industry and communities
which encompasses the richness of knowledge
exchange, carried out with various multi-sectoral
partners in mutually beneficial ways.
• This area of industry and community engagement
should not be regarded as the third mission – its
value is maximized through integration by
supporting and enriching the core missions of
the university – research, education and service
(volunteerism).
Service vs. Engagement
2013/UKM/HEJIM/Saran
Establishment of the Industry and
Community Partnerships Portfolio
Vice Chancellor
Deputy Vice Chancellor
Academic & Internationalization
Deputy Vice Chancellor
Research & Innovation
Deputy Vice Chancellor
Student Affairs & Alumni
Deputy Vice Chancellor
Industry & Community
Partnerships
Established by the Ministry of
Higher Education Malaysia on
the 1st of Sept 2007
2013/UKM/HEJIM/Saran
Deputy Vice Chancellor
Industry & Community Partnerships
Engagement Offices:
• Industry Liaison Office
• Office of University – Community Partnerships
• Chancellor’s Foundation
AsiaEngage:
• ATNEU
• AUN USR&S
• AYVP
The Industry and Community Partnerships
Portfolio @UKM
Faculties/Institutes:
• Heads of Industry & Community Partnerships
2013/UKM/HEJIM/Saran
Driving Engagements Across Research, Education & Service
Governance Eco-System for Engagement
2013/UKM/HEJIM/Saran
“… DO NOT DELEGATE and ABDICATE.
…. You need to see the process of developing partnerships with external stakeholders through, until they are ready to be implemented by the respective offices with clear guidelines, roles and responsibilities delineated.” (verbal communication, 2008)
Sir David Watson
former Vice Chancellor,
University of Brighton, UK
2013/UKM/HEJIM/Saran
Style of Leadership
“What does it mean to lead in this portfolio?”
2013/UKM/HEJIM/Saran
“work with us and
we would be able to
add value and
strength to what we
will be able to do for
you and society”
Style of Leadership
2013/UKM/HEJIM/Saran
The Value Of Stewardship in Driving
University-Industry and Community
Engagement
“to exercise stewardship to coordinate and
handle actors and interactions not under their full
control but critical to the performance of the
sector.” (The World Bank: 2012)
2013/UKM/HEJIM/Saran
Policy Guidelines for Effective
Stakeholder Engagement
Guidelines for Carrying out
Sustainable and Productive
Industry and Community
Engagement at UKM
Engagement Policy
Guidelines Document
2013/UKM/HEJIM/Saran
Engagement Planning
Preparation and Negotiation
Finalizing Engagement
Implementation, Monitoring and Reporting and
Gaining feedback from
external partners
Engagement Policy Guidelines Between UKM and External Stakeholders
(Industry/NGOs/Govt. Agencies, Communities)
2013/UKM/HEJIM/Saran
• The major challenge for institutions of higher learning is not
preaching to the converted but persuading those driven by
traditional promotion criteria that there is value, relevance and
excitement in engaging with community and industry
partners to enhance research, teaching and service.
• Initiating, developing and sustaining relationships with
external stakeholders is very rewarding but time-consuming
and takes academics away from their core business of being an
academic as it is framed with present promotional criteria.
• Until and unless we can work into promotional criteria the value
of these efforts of building up relationships and the valuable
outcomes, it will just be confined to those who are passionate
and committed and it will be an uphill struggle to create impact
across the university
Promotional Criteria
2013/UKM/HEJIM/Saran
20
Promotional Criteria
Industry
&
Community
Engagement
Teaching
& Learning
30%
Research
& Innovation
50%
Service
& Admin
20%
2013/UKM/HEJIM/Saran
Scholarship of Engagement
and Capacity Enhancement
“An important challenge therefore is to understand how to
shape programmes of community-based engagement so that
they are philosophically and conceptually located within the
core functions of the university. This would be different from
supporting them from the edge to the centre. The one way of
doing this is by placing community-based engagement firmly
within a knowledge production framework so that the kinds of
knowledge production and knowledge dissemination in
community-based engagement activities are in competition with
‘high’ knowledge – knowledge that forms the basis of a
traditional university.”
(Ahmed C. Bawa, 2007:59)
21
2013/UKM/HEJIM/Saran
22
The Systematisation and Coordination of
Industry and Community Engagement
• To measure the level and quality of
industry and community engagement
in Faculties and Institutes as well as
the whole university.
• If needed, to allow us to provide
necessary intervention (capacity
building , resources,) to enhance the
quality of ICE.
• To generate information for the reward and recognition system for academic/non-academic
staff with regards to the industry and community engagement (Performance Evaluation,
Engagement Awards and promotion criteria).
• To increase the visibility and disseminate information of industry and community
engagement initiatives within the university as well as to internal and external media.
2013/UKM/HEJIM/Saran
Example of Areas
Research-driven Community Engagement
Systems and processes for effective
stakeholder engagement
Examining the social impact of community
engaged projects
Skills and competencies to access funding for industry
and community engagement
Capacity Building for Effective
Industry and Community
Engagement through Meaningful,
Organised and Impactful Training
2013/UKM/HEJIM/Saran
Blueprint for the Nation
Main Outcome:
The Secretary-General for the Ministry of Higher Education has
recommended for a Comprehensive and Strategic Blueprint for
Industry and Community Engagement to be developed which can be
applied across the nation for all public universities.
INDUSTRY-COMMUNITY ENGAGEMENT DEPUTY VICE -
CHANCELLORS’ WORKSHOP: The Roles, Functions, Governance &
Rewards Systems and Funding Support For University-Industry-
Community Engagement In Malaysian Public Universities
9th – 10th January 2013
2013/UKM/HEJIM/Saran
Creating multiplier effect and
synergies in Community and
Industry Engagement across
ASEAN and Asia
through regional platforms
2013/UKM/HEJIM/Saran
A Powerful Collaboration to Engage ASEAN & Asia
The Asia-Talloires
Network of Engaged
Universities (ATNEU)
was formed in January
2011 as a regional
partner of the Talloires
Network, a global
association of over 200
institutions in 59
countries committed to
strengthening the civic
roles and social
responsibilities of
higher education
globally.
The ASEAN University
Network’s thematic
network for University
Social Responsibility &
Sustainability was
endorsed in July 2011,
as an enabling
mechanism to achieve
greater regional
cooperation amongst
the higher education
institutions in ASEAN,
to contribute to the
social, economic and
environmental
development of the
region.
The proposal to establish the ASEAN Youth Volunteers Programme (AYVP) was presented during the
ASEAN Senior Officials Meeting on Youth (SOMY) in Hanoi, Vietnam on 18 October 2011,
endorsed by the Minister of Youth and Sports, Dato’ Sri Ahmad Shabery Cheek during the Seventh
ASEAN Ministerial Meeting on Youth (AMMY VII) on 20 October 2011 and approved by the Malaysian
Cabinet on 20 April 2012
2013/UKM/HEJIM/Saran
A Powerful Collaboration to
Engage ASEAN & Asia
ATNEU
AsiaEngage
AUN-
USR&S
AYVP
2013/UKM/HEJIM/Saran
28
“The Evolution of a Peaceful and Prosperous Planet Earth”
A key message – we need to work on global platforms made up of
a network of universities, private
sector and communities –
researching and synergizing core
competencies to find knowledge-driven
solutions in a multi-national manner.
BEIJING FORUM : November 2nd-4th , 2012
Keynote Address by Former President of India
DR APJ ABDUL KALAM
2013/UKM/HEJIM/Saran
Forging Mutually Beneficial Partnerships
Between ASEAN and Australia
2013/UKM/HEJIM/Saran
Thank You