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)


The Art of Collaboration

3


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


“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


Establishment of the Industry and

Community Partnerships Portfolio

Vice Chancellor

Deputy Vice Chancellor

Academic & Internationalization


Research & Innovation


Student Affairs & Alumni


Industry & Community

Partnerships

Established by the Ministry of

Higher Education Malaysia on

the 1st of Sept 2007


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.


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)


• 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


Establishment of the Industry and

Community Partnerships Portfolio

Vice Chancellor


Academic & Internationalization


Research & Innovation


Student Affairs & Alumni


Industry & Community

Partnerships

Established by the Ministry of

Higher Education Malaysia on

the 1st of Sept 2007



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


Driving Engagements Across Research, Education & Service

Governance Eco-System for Engagement


“… 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


Style of Leadership

“What does it mean to lead in this portfolio?”


“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


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)


Policy Guidelines for Effective

Stakeholder Engagement

Guidelines for Carrying out

Sustainable and Productive

Industry and Community

Engagement at UKM

Engagement Policy

Guidelines Document


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)


• 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


20

Promotional Criteria

Industry

&

Community

Engagement

Teaching

& Learning

30%

Research

& Innovation

50%

Service

& Admin

20%


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


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.


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


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


Creating multiplier effect and

synergies in Community and

Industry Engagement across

ASEAN and Asia

through regional platforms


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


A Powerful Collaboration to

Engage ASEAN & Asia

ATNEU

AsiaEngage

AUN-

USR&S

AYVP


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


Forging Mutually Beneficial Partnerships

Between ASEAN and Australia


Thank You

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Leading community engagement at an Institutional Level

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