Report on University-Industry-Community Engagement in Malaysian Public Universities

"To be translated to Bahasa Malaysia".

REPORT OF THE MEETING OF THE DEPUTY VICE CHANCELLORS FOR

UNIVERSITY-INDUSTRY-COMMUNITY ENGAGEMENT

The Roles, Functions, Governance &

Reward Systems and Funding Support for

University-Industry-Community

Engagement in Malaysian Public

Universities

9 – 10th January 2013

I.

II.

III.

IV.

V.

VI.

VII.

VIII.

IX.

X.

XI.

F

Introductory

Contributor

Programme

Chair of Hos

Chronologicto the Meet

Opening Pre

Presentatio

Presentatio

Core Recom

Key Messag

Datuk Abd RHigher Educ

Appendices

APPENDIX A

APPENDIX B

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F THE MEETVICE CHANSTRY‐COManuary 201

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CON

This

imple Prof. DatDeputy VIndustry Universit Prof. Dr.Deputy VIndustry,Universit Prof. DaDeputy VDivision oUniversit Prof. Dr.Deputy VIndustry Universit Prof. Dr.Deputy RInternatiInternati Prof. Ir. DDeputy VUniversit Dato’ JesDeputy VIndustry Universit Ms. Che Director AcademiUniversit Ms. NooAssistantIndustriaDepartm Ms. PrabManagerOffice of Universit

* The pIndustryService.

Report of

NTRIBUTO

report was

menting par

to’ Dr. Saran KaurVice‐Chancellor and Community Pti Kebangsaan Mal

Hajah NorsaadahVice‐Chancellor , Community & Aluti Teknologi MARA

ato’ Dr. See Ching Vice‐Chancellor of Industry and Coti Sains Malaysia

–Ing. Ir RenugantVice‐Chancellor and Community Rti Putra Malaysia

Abdelaziz BerghoRector onalization & Induonal Islamic Unive

Dr. Wahid bin OmVice‐Chancellor (Dti Teknologi Malay

sbil Singh Vice‐Chancellor Relations and Corti Pertahanan Nasi

Asniza Osman

a‐Industry,Commti Teknologi MARA

rezura Zakaria t Director al Relations Divisioment of Higher Edu

bha Sundram r University‐Commti Kebangsaan Mal

purview of the D

y Relations Cent

f The Meeting

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developed

rtners in the

r Gill

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h Hj Ismail

umni Network A

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ommunity Networ

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out

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mar evelopment) ysia

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unity & Alumni A

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munity Partnershiplaysia

Deputy Vice‐Cha

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of the Deputy

E REPORT

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area of univ

rk

nity Relations

s

ancellor (Researc

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Vice Chancello

the contr

versity‐indus ProfDepReseUniv ProfDireComUniv ProfDireCenUniv ProfDireEntrUniv Dr. DireCareInte ProfHeaInte ProfHeaInduUniv Ms.ManInduUniv Hj. MDireThe Univ

ch and Innovati

upport the Rese

ors For Univers

ributions fro

stry‐commu

f. Dr. Awg Bulgibaputy Vice‐Chancellearch and Innovatversiti Malaya

f. Madya Dr. Stefaector mmunity & Industrversiti Malaya

f. Madya Dr. Azizaector ntre for Industry anversiti Putra Malay

f. Madya Dr. Nordector repreneurship Devversiti Putra Malay

Hariyati Shahrimaector of Industrial eer Resource Roomernational Islamic

f. Madya Dr. Martad of Centre for Unernational Islamic

f. Madya Dr. Azizaad, Marketing and ustry, Community versiti Teknologi M

. Yazlina Saduri nager ustry Liaison Officeversiti Kebangsaan

Mahyudin Omarector Chancellor’s Founversiti Kebangsaan

ion) at Universit

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sity‐Industry‐C

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ah Hanom AhmadDevelopment & Alumni NetworMARA

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OPENING PRESENTATION BY

CHAIR OF HOST COMMITTEE

2/4/2013

1

2013/UKM/HEJIM/Saran2013/UKM/HEJIM/Saran

DEPUTYVICECHANCELLORS’MEETINGUNIVERSITY‐INDUSTRY‐COMMUNITYENGAGEMENTTheRoles,Functions,Governance&RewardSystemsandFundingSupportforUniversity‐Industry‐Community

EngagementinMalaysianPublicUniversities

9– 10th January2013

UNIVERSITY-INDUSTRY-COMMUNITY ENGAGEMENT Contributing to Legacy and History – the Foundations of New Beginnings

Welcome and Planning Remarks by Prof. Dato’ Dr. Saran Kaur Gill

2013/UKM/HEJIM/Saran

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


The Chronological Developments Leading to this Meeting

14 Januari 2010 Garis Panduan Dan Kriteria PemilihanTimbalan Naib Canselor IPTA (termasuk TNC HEJIM)

Berkemampuan mendapatkan ‘endowment’ dan mempunyai jaringanyang luas dengan pihak industri

Berkemampuan menguruskan program-program perundingandengan agensi kerajaan dan swasta

Berkemampuan menguruskan program jaringan masyarakat

Mempunyai jaringan hubungan yang luas di peringkat antarabangsa

Berkemampuan memacu progam kebolehkerjaan graduan


19 July 2010 Strategic Enhancement Plan for Industry/Community Collaboration

Industry Relations Division, MOHE



15 Oktober 2012 Perjumpaan Ketua Setiausaha KPT denganTimbalan Naib Canselor IPTA dimana Prof Dr Nor Saadahmembentangkan kertas bagi pihak Timbalan Naib Canselor JIM

“KSU mengambil maklum kepada cadangan menyediakan peruntukan khas bagi TNC JIM menjalakankan program yang berkaitan dengan Jaringan Industri & Masyarakat.

“KPT mengambil maklum supaya skop tugas TNC JIM diperincikan dengan lebih jelaskerana terdapat perbezaan skop tugas di setiap universiti”

“Objektif utama bengkel ….supaya mengupas isu kenaikan pangkat `3rd track’ mekanisma/peranan/roadmap’ TNC JIM dan peruntukan dana daripada KPT berkaitan`internal start up funding’ yang dibahagikan kepada dua bahagian iaitu industri dankomuniti”

9 November 2012 Bengkel peranan Timbalan naib Canselor JIM IPTA di UiTM Shah Alam

“Prof. Dato’ Dr. Saran Kaur Gill diminta mengetuai bengkel Peranan TNC JIM Bil. 2 yang dijadualkan pada bulan Januari 2013”


2/4/2013

2


Engagement and Tertiary Education: New Imperatives

2010 OECD General Conference

"Higher Education in a World Changed Utterly: Doing More with Less"

“Social engagement has moved beyond institutional outreach to address the challenges of the 21st century.

Engagement is now a mindset ensuring that tertiary education can meet its multiple responsibilities: ……. creating a culture of learning, directing research and

teaching to sustainable development and strengthening links with social & (industry) partners are now an

inescapable obligation for institutions.”


University

Industry

NGO / Community

Government

Working Collaboratively to Enhance Lives:Quadraple Helix Partnerships


“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


According to a report commissioned by the Science Business Innovation Board (Making Industry-University Partnerships Work: Lessons from successful collaborations, 2012), one of the vital elements needed to make industry-university partnerships work well is strong university leadership. Practitioners from academia and industry who contributed to the report stress that “university presidents need to make industry-university partnerships a strategic priority and communicate the message regularly to the entire academic community” for productive and strategic partnerships to happen.

Similarly, another study published by the California State University in August 2012 entitled ‘Case study analysis of service-learning institutionalization and student attitudes toward service-learning and future civic engagement’ also found that universities which advanced significantly towards institutionalization of industry and community engagement have top leadership who have made this their focus…their presidents promoting service-learning and community engagement in the community through speeches, presentations, and all community events.

The Critical Role Of Leadership


Clarity of Conceptualisation

It remains a challenge in higher education toarrive at a common definition of whatuniversity social responsibility or communityengagement is. It is also a challenge “to ridourselves of the old paradigm of “communityservice” that keep us captive and to arrive at amore reciprocal concept that emphasisespartnership and mutual benefit.”

(Botman, H.R. 2010. Talloires Network Conference.

Bellagio, Italy)


Service and Engagement

“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.

2/4/2013

3


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.

Service vs. Engagement


“The definition of engagement implies purposive, respectful and productive

interaction between both internal (academics, students and

administrative staff) and external stakeholders (industry, government

agencies, NGOs and communities) for the establishment of mutually

beneficial partnerships. This will involve working together with shared

understanding to develop shared solutions, through shared governance and shared assets, with the ultimate

aim of gaining shared advantages for all stakeholders.

All of these engagement initiatives enhance the key roles of the university – education, research and service –

in alignment with industry and community needs

Definition of Engagement at UKM


Governance System and Structures, Policy and

Implementation which Direct and Support University-Industry-

Community Partnerships


FOCUS GROUPS

• Group 1: Roles and functions for Industry and Community Engagement DVCs & Offices

• Group 2: Governance systems and management structure for integrating Industry and community engagement across research, education and service

• Group 3: Schemes, modalities and criteria for promotion systems for academics, recognition and rewards for Industry & Community Engagement across the University

• Group 4: Fund generation and funding support for Industry & Community Engagement

16


BREAKOUT GROUPS suggested points of discussion

Group 1: Roles and functions for Industry and Community Engagement DVCs & Offices

(led by Prof. Dr. Hajah Norsaadah Hj Ismail, UiTM)

What are the Terms of Reference (roles and responsibilities) that you have at your respective universities?

How does this align with the “Garis Panduan dan Kriteria Pemilihan TimbalanNaib Canselor HEJIM” (KPT)?

17


Group 2: Governance systems and management structure for integrating Industry and community engagement across research, education and service

(led by Prof. Dato’ Saran Kaur Gill, UKM)

Governance: How do you operate in the university? Do you have the authority to make the necessary decisions in your organisation?

Point of reporting: who do you report to & who reports to you?

Where do the lines of responsibility and accountability lie with projects or programmes that are initiated by your office?

Do you end up being introducers and public relation agents?

Do you have a clear operational plan of how to work with other portfolios for industry and community engagement to support and enhance teaching, research and service?

18


2/4/2013

4


Group 3: Schemes, modalities and criteria for promotion systems for academics, recognition and rewards for Industry & Community Engagement across the University (Led by Prof. Dr. Abdelaziz Berghout, UIA) Has your university developed a Review, and Promotion Package to be a resource and guide for industry and

community-engaged scholars? Have you begun instituting a University Review and Promotion committee? Do you have policies for promotion reward for the scholarship of industry and community engagement? Have you established Outstanding Industry and Community Engagement Award to recognize faculty, staff, students and community partners who have excelled?

Do you have systems in place to include academics’ contribution to meaningful change (eg. improving public education, revitalizing rural economies or expanding access to affordable housing)? Or are you still focusing on publication in journals to gauge excellence of your scholars?

Modalities to gauge excellence of the industry and Community-engaged scholars in your university:-

Are they able to demonstrate that their work has earned them a reputation for rigor, impact and the capacity to move the discipline or community to change forward?

Can they demonstrate an ability to serve in leadership roles?

Can they demonstrate an ability to critically reflect on their work, their community partnerships, the issues and challenges that arise and how they are able to address these (for example, issues of power, resources, capacity, racism, etc)?

Can they demonstrate an ability to consider such questions as: why did this project succeed or fail to achieve its intended outcomes; what could be done differently in succeeding projects to improve outcomes; is this project an idea that is deserving of further time and effort?

19



Group 4: Fund support and fund generation for Industry & Community Engagement

(Led by Prof. Dr. –Ing. Ir Renuganth Varatharajoo)

What kind of funding support do you need to carry out your roles and responsibilities in the field of industry and community engagement?

How has funding been decided upon and disbursed at your university and at KPT?

What kind of guidelines are available for funding distribution for industry and community engagement from KPT?

If there are guidelines, how are you informed of opportunities for funding support?

What are the different mechanisms used to generate funds?

20


PREESENTA

ON TH

ATION

HEME O

SLIDES

OF THE

S BY EA

E MEET

ACH DV

TING

VC

04/02/2013

1


PresentationbyProf. Dato’Dr. SaranKaur Gill

DeputyViceChancellor(Industry&CommunityPartnerships)Universiti Kebangsaan Malaysia

DEPUTYVICECHANCELLORS’MEETINGUNIVERSITY‐INDUSTRY‐COMMUNITYENGAGEMENTTheRoles,Functions,Governance&RewardSystemsandFundingSupportforUniversity‐Industry‐Community

EngagementinMalaysianPublicUniversities


The Industry and Community Partnerships Portfolio @UKM


Driving Engagements Across Research, Education & Service

Governance Eco-System for Engagement


The Value Of Stewardship in Driving University-industry and

Community Engagement The main thrust of this portfolio is to lead in the development and application of multi-stakeholder collaboration and “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)

In this case, the multi-sectoral actors, constitute universities, industry, NGOs, govt agencies and communities, and we need to work with them to create opportunities and forge engagement to enrich the core mission of the university - research, education and service.


“The definition of engagement implies purposive, considerate and productive interaction with both internal (academics, students and administrative staff) and external stakeholders (industry, government agencies, NGOs and communities) for the establishment of mutually beneficial partnerships. This will involve working together with shared understanding to develop shared solutions, through shared governance and shared assets, with the ultimate aim of gaining shared advantages for all stakeholders.

All of these engagement initiatives aim to enhance and enrich the central roles of the university –education, research and service.”

Definition of Engagement at UKM

Education

ServResearch

ENGAGEMENT


Scholarship of Engagement

“An important challenge therefore is to understand how toshape programmes of industry and community-basedengagement so that they are philosophically andconceptually located within the core functions of theuniversity. This would be different from supporting them fromthe edge to the centre. The one way of doing this is by placingindustry and community-based engagement firmly within aknowledge production framework so that the kinds ofknowledge production and knowledge dissemination in industryand community-based engagement activities are in competitionwith ‘high’ knowledge – knowledge that forms the basis of atraditional university.”

(Ahmed C. Bawa, 2007:59)6

04/02/2013

2


Enhancing university-industry-community engagement through Research

UKM encourages researchers to work together with the industry andcommunity to leapfrog multi-disciplinary knowledge creation to addresssocial, economic, environmental and health challenges of thenation/region though the University-Industry and University-CommunityResearch Grants.

Seed funding is provided by UKM for research projects that demonstratethe following criteria:

Demonstrate sustainability by securing matching contribution fromindustry stakeholders who have similar research or CSR interests.

Demonstrate clear and measurable outcome in terms of researchoutput and the impact on industry and community development

• Driven by the principle of knowledge exchange

The grants have succeeded in securing substantial funding for university-industry-community collaborative research initiatives


Stimulating University-Industry-Community Engagement at UKM:

Reward system and criteria for promotionIntegrating promotional criteria for industry and community engagement as they support research, education and service, and not as a separate track.

Research

50%

Service

20%

Education

30%

Promotional Criteria for

Engagement


Engagement integrated into the Promotions Criteria across Research, Education and Service at UKM

Bidang Glosari Kriteria Minimum Kriteria Kecemerlangan

Penyelidikan& Inovasi

KomponenR1:KepimpinandalampenyelidikanatauPerundingan

KomponenR2:Dana PenyelidikanatauPerundinganatauEndowmen

Kepimpinan dalampenyelidikan/ perundingan(kumulatif) termasukpenyelidikankolaboratif bersamaindustri/komuniti, danperundingan melaluiPakarunding UKM / HEJIM

Dana Penyelidikan/ Perundingan atauEndowmen(kumulatif) daripadapelbagai sumberdalam dan luarnegara termasukindustri / NGO / agensi kerajaan

Ketua Penyelidik / Perunding minimum 2 - 4 projekpenyelidikan / perundingan yang berdaftar dan telahselesai

RM100,000 –RM400,000 (kumulatifsebagaiKetua/Penyelidikbersama) selepasdilantik Prof. Madya

Menjalankan penyelidikan kolaboratif yang jelas menunjukkanimpak terhadap memenuhi keperluan industri/komuniti danpemerkasaan industri/komuniti sama ada di peringkat universiti, kebangsaan atau serantau (contoh: pembangunan modul/proses yang inovatif, pemindahan ilmu, perkongsian ilmu ataupeningkatan kesedaran yang meningkatkan kesejahteraan hidupkomuniti atau margin keuntungan industri, atau mewujudkan‘industry/community champion’ untuk kelestarian projek dsb);

Menjalankan kolaborasi yang mencerminkan tahap penglibatanindustri/komuniti yang bermakna sepanjang proses penyelidikan/perundingan, sama ada di peringkat universiti, kebangsaan atau serantau (Contoh berunding dengan ahliindustri/komuniti, menjalankan analisa aset/ keperluan, menjalankan intervensi untuk pemerkasaan rakanindustri/komuniti atau, industri/komuniti sebagai ahli penyelidikbersama).

Menunjukkan kepimpinan yang cemerlang dalam penyelidikankolaboratif dan keterlibatan dengan membina kepercayaan danhubungan yang kukuh dengan rakan industri/komunitiyang dapatmeningkatkan citra UKM, sama ada di peringkat universiti, kebangsaan atau serantau

Membawa masuk geran antarabangsa / industri / NGO / AgensiKerajaan bernilai sekurang-kurangnya melebihi syarat minimum

9


Engagement integrated into the Promotions Criteria across Research, Education and Service at UKM

Bidang Glosari Kriteria Minimum KriteriaKecemerlangan

Pengajaran & Pembelajaran

Komponen E4:Inovasi & Pembangunan Kurikulum

Usaha dalam penghasilaninovasi dan pembangunankurikulum(termasuk inovasi berasaskanketerlibatan industri & komuniti dalam kurikulum dankokurikulum)

Membangunkan modul/ kursus/ kaedahpengajaran baru yang berinovatif dandigunapakai di peringkatFakulti/ Pusat, termasukkursus yang dibangunkan bersamadenganindustri/NGO/agensikerajaan

Membangunkan modul/ kursus/ kaedahpengajaran baru yang berinovatif dandigunapakai di peringkatFakulti/ Pusat , termasukkursus yang dibangunkan bersamadenganindustri/NGO/agensikerajaan ; DAN

Membangunkan kursusberkredit yang melibatkan komuniti & industri ; DAN

Menerbit buku teks / modul / bahanpengajaran / buku yang berkaitan dengan P&P10


Engagement integrated into the Promotions Criteria at UKM across Research, Education and Service at UKM

Bidang Glosari Kriteria Minimum Kriteria Kecemerlangan

Pentadbiran & Khidmat

KomponenK2:KhidmatUniversitidan/atauKhidmatMasyarakat

Aktiviti kesukarelawanandalam badan akademik / profesional / industri / masyarakat / NGO / agensi kerajaan, JK Universiti, persatuandalam universiti, penegrusi, pengurus ataupenyelaras program / aktiviti yang memberikhidmat kepada universitiserta penglibatan dalamprogram khidmatmasyarakat.

(‘Masyarakat’ bolehmerangkumi pelbagaipihak berkepentingandalam dan luar universiti, termasuk komuniti, NGO, industri, yayasan, agensikerajaan dsb)

Menganggotai/mengetuaisekurang-kurangnya 1aktiviti seperti dalamglosari di peringkatuniversiti dan 1 diperingkatkebangsaan/antarabangsa; atau 2 di peringkatkebangsaan / antarabangsa.

(Keahlian dlm badankebangsaan/antarabangsayg diiktiraf adalah diberipertimbangan khas yglebih tinggi atau setaradengan ketua tertaklukkpd pertimbangankesepakaran)

Memberikan khidmat melalui kesukarelawananberteraskan pengetahuan yang produktif danlestari yang meningkatkan kualiti hidup komuniti; dan memperkasa komuniti melalui inisiatifpembangunan kapasiti (ToT) serta melahirkanjuara di kalangan komuniti (community champion), sama ada di peringkat universiti (sekurang-kurang3 aktiviti), kebangsaan (sekurang-kurang 2 aktiviti) atau serantau/antarabangsa (sekurang-kurang 1 aktiviti) ; atau

Menunjukkan kepimpinan yang cemerlang dalamkesukarelawanan dan khidmat (misalnya sebagaiPengerusi/Pengurus/Penyelaras) denganmembina kepercayaan dan hubungan yang kukuhdengan pihak luar yang dapat meningkatkan citraUKM, sama ada di peringkat universiti (sekurang-kurang 3 aktiviti), kebangsaan (sekurang-kurang 2 aktiviti) atau serantau/antarabangsa (sekurang-kurang 1 aktiviti); atau

Memberi sekurang-kurangnya 2 sumbanganintelektual dalam media cetak atau elektronikyang ada kesan pembangunan masyarakatmisalnya dalam isu-isu kritikal yang menjanaperbincangan umum di peringkat nasional atauantarabangsa.

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University-Industry Engagement with Sustainable Funding : Endowed Chairs for Knowledge Generation and Exchange

• Sustainable Funding + Expertise to Leapfrog Development of Knowledge for an area + Strong International Collaboration

• An endowed chair represents an opportunity for a university or a research institute to attract an internationally acclaimed professor from Malaysia or across the region, who is a widely respected scholar, will contribute to leapfrogging the development and expansion of dedicated areas of research.

• An endowed chair provides the dynamic synergy to catalyseknowledge generation and exchange between university experts, industry experts and community practitioners.

• An endowed chair stimulates opportunities for strong international collaboration with other like-minded research partners. 12

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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.

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BENGKEL KHAS TNC IPTA

PROF. DR. NORSAADAH ISMAILTIMBALAN NAIB CANSELOR

09 JANUARI 2013

PEJABAT JARINGAN INDUSTRI,MASYARAKAT & ALUMNI

(ICAN)

UNIVERSITI TEKNOLOGI MARA

2

P&I

HEA HEP

ICAN

Pelajar Graduan

ICAN dan UiTM

ICAN INTERFACES WITH OTHERS

3

MOHE,AIM,MTDC,KKLW, MITI, YIM, YSS, JPW &

Other Government Agencies

HEPEmployment/Internships

UiTM(ICAN)

R&D CentresCommercialization

Faculties/CampusesInternships

Contract ResearchConsultancies

Endowment ChairsStaff Attachment

ScholarshipsLife Long Learning

Industries &Communities

4

Timbalan Naib CanselorJaringan Industri, Masyarakat & Alumni (ICAN)

PusatPerhubunganAlumni

(ARC)

Malaysian Academy of SME & Entrepreneurship

Development

(MASMED)

Akademia-Industri & Komuniti

(AIC)

KebolehpasaranGraduan

(GEm)

UiTMHoldings

SdnBhd

http://icn.uitm.edu.my/

5http://icn.uitm.edu.my/

BIL CAPs (Critical Agenda Project) KEMENTERIAN PENGAJIAN TINGGI

SASARAN

1. Employabiliti Graduan 100% mendapat kerja

2. Akademia Industri/Masyarakat Penjanaan pendapatan sebanyak30% sebelum/pada tahun 2020

3. Keusahawanan Menggalakan pelajar menjadimajikan selari denganUniversiti Keusahawanan

4. Program Pemindahan Ilmu(KTP)

70% Program Jaringan U-I30% Program Jaringan U-M

TANGGUNGJAWAB

Menghasilkan graduan yang berinovasi dan lebih kebolehpasar

Mengurus program HEIGIP

Mengurus ‘Nurture Program’ bersama Industri

Mengenal pasti peluang perkembangan akademik menerusi latihan

industri pelajar dan pembangunan kerjaya

Menambah senarai jaringan rakan ‐ kongsi industri dari semasa ke semasa

Mengawasi latihan industri pelajar dalam dan luar negara dan proses

latihan industri (Menguruskan Smart Internship System (SIS)

6

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Pengurusan kolaborasi akademia‐industri‐masyarakat (able & disable)

Pengurusan latihan profesional dengan industri untuk staf akademik

Pengurusan Program Pemindahan Ilmu (KTP) Industri‐masyarakat

Pemantauan urusan MoU/MoA bersama industri

Pengurusan program kemasyarakatan & kesukarelawan dalam dan luar bandar

Pengurusan program keusahawanan sosial.

Pemantapan dan pengukuhan kolaborasi dengan agensi kerajaan, NGO, GLC,

badan berkanun, swasta dan lain‐lain.

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TANGGUNGJAWAB

Pemasaran produk, hasil penyelidikan dan inovasi Universiti (contoh : Pelajar,

kepakaran staf, hasil penyelidikan, penerbitan, fasiliti, dan lain‐lain)

Pengurusan penerbitan dan edaran bahan hebahan.

Mengeksploitasi peluang‐peluang baru yang berimpak tinggi untuk pembangunan

universiti.

Mengurus dan mewujudan Ahli Jawatan Kuasa Penjanaan Pendapatan

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TANGGUNGJAWAB

TANGGUNGJAWAB

Sekretariat Mesyuarat Yayasan Budiman UiTM (YBUiTM)

Sekretariat Tabung Yayasan Budiman

Mengurus Dermasiswa Yayasan Budiman UiTM

Melaksanakan aktiviti penjanaan kewangan Yayasan Budiman UiTM

melalui aktiviti YBUiTM

Pemantauan dan pengemaskinian sistem e‐Alumni Stay Connected

Pengedaran penerbitan Pusat Perhubungan Alumni kepada Alumni

Pengwujudan dan penyelarasan dan pemantauan alumni Chapter

Antarabangsa, Negeri dan Fakulti

Aktiviti penjanaan kewanganTabung Amnah Alumni

Aktiviti bersama Alumni Chapter Antarabangsa, Negeri dan Fakulti

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TANGGUNGJAWABuniversiti entrepreneur

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Jabatan Pembangunan Modal Insan Keusahawanan

1.Menjalin dan melaksanakan program keusahawanan bersama agensi kerajaan dan industri dalam dan luar negara2.Perancangan dan pengurusan bajet program keusahawanan2.Pengurusan program latihan, seminar, bengkel dan pembangunan keusahawanan di kalangan siswa/i UiTM.4.Menyelaras aktiviti keusahawanan di kampus cawangan.5.Pengurusan ruang dan peluang ruang perniagaan kepada usahawan

Institut Tunas Mekar 1.Pengurusan program keusahawanan untuk graduan di bawah Program Tunas Mekar IPT 2.Perancangan bajet latihan keusahawanan3.Pengurusan latihan keusahawanan dan konvokesyen untuk graduan tunas mekar di seluruh negara4.Penyelarasan dan pemantauan alumni tunas mekar5.Menyelaras aktiviti keusahawanan tunas mekar di kampus cawangan.6.Merancang peluang ruang perniagaan di dalam dan luar kampus.

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KRITERIA KAEDAH 1Pengajaran & Pembelajaran

(%)

KAEDAH 2Penyelidikan

(%)

KAEDAH 3Kepimpinan

(%)

1. Pengarajaran danPenyeliaan

50 20 50

2.Penyelidikan, Penerbitan & Persidangan

30 603. Perundingan & Kepakaran 50

4.Inovasi perkomersilan/Keusahawanan

5.Khidmat (Universiti/masyarakat/pelajar)

20 20

6. Sanjungan & anugerah

7. Kepimpinan & KualitiPeribadian

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MEMERLUKAN DANA UNTUK MENJALANKAN PROGRAM DAN AKIVTIVI

KEBOLEHPASARAN GRADUAN

MEMDAPATKAN (BID) PROJEK DARIPADA KPT, SEPERTI;KEUSAHAWANAN SOSIAL/KEUSAHAWANAN

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IIUM-INDUSTRY AND COMMUNITY

PARTNERSHIPPresented by:Prof. Dr. Abdelaziz BerghoutDeputy Rector(International, Industry and Community Relations, IIUM

GOVERNANCE SYSTEM

Deputy Rector(IICR)

Internationalisation

CommunityRelations

IndustrialLinks

IIUM- Industry and Community Relations

Internationalisation

Industrial Links

University-industry

partnership- Students - Staff

University-community partnership

Knowledge Transfer through:

• Outreach • Familiarization• Research, • Innovations• Consultations• Students experiential learning projects

Global outreach

Local community

Community Relations

- Entrepreneurship Unit

- Alumni Division- Co-curricular

credited and non credited centres

- RMC (industrial links)

- K/C/D/Is

INSTITUTIONALISATION OF COMMUNITY ENGAGEMENT :

ESTABLISHMENT OF CENTRE FOR UNIVERSITY SOCIAL RESPONSIBILITY(CENSERVE) AS 1-STOP CENTRE FOR CE SINCE 1995

To coordinate and record community engagement activities by staff and students locally and at international level

To plan and monitor community service projects done by students

To organize trainings on community service for IIUM and outside community

CENSERV

COORDINATION SYSTEM OF STAFF COMMUNITY ENGAGEMENT

•Sharing of expertise • Individual•Group•University project•Outside project

•Transfer of knowledge for community sustainable development

COMMUNITY-BASED

RESEARCH

COMMUNITY-BASED

INNOVATIONS

CONSULTATIONOUTREACH

CENSERVE KILLIYYAH (FACULTY)

OFFICE OF INDUSTRY LINK AND CENSERVESEARCH MANAGEMENT

CENTRE

COMMUNITY ENGAGEMENTREWARDS SYSTEM FOR STAFF

1 2

CONSIDERATION FOR PROMOTION

3

HUMANITARIAN AWARDS

•

CENTRALISED USR RECORD AT

UNIVERSITY LEVEL

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Student Community Engagement

Embedded in academic curriculum

.

Voluntary non-credited co-curricular activities

Enhancing the spirit of humanity among

students

Credited co-curricular activities

REWARD SYSTEM FOR STUDENTS COMMUNITY ENGAGEMENT ACTIVITIES

Co-curricular Activity Transcript : Cumulative Co-curricular Activity Points for voluntary community engagement activities at central record.

0.5 credit for credited Co-cu programme

Certificates

Consideration for international educational trips

Humanitarian Awards (e.g Heart of Gold Award, Outstanding Leadership, Silver Certificate, Bronze Certificate etc)

FINANCIAL RESOURECS FOR CE

1MDB

BP

IIUM STUDENT TRUST FUND

MOHE(PEMBANGUNAN

SAHSIAH PELAJAR)

OTHERSSIME DARBY

.

INDUSTRY UNIVERSITY ENGAGEMENT

Local andInternational

Industrial NetworkingAnd Engagement

Integrated Industrial/Internship

System (IIS)

SustainableIndustrial Engagement

Facilities opportunities for staff and students

Enhancing Industrial Links at IIUM

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UM‐Community‐Industry Engagement

Prof Dr Awang Bulgiba Awang Mahmud

MBBS MPH MAppStat PhD AMM FFPH FPHMM

Deputy Vice‐Chancellor (Research & Innovation)

University of Malaya

Community & Industry Engagement at UM

• Under the portfolio of the Deputy Vice‐Chancellor (Research & Innovation)

• Facilitated by the Community and Industry Relations Centre (CItRa)

• Also involves the UM Centre for Innovation and Commercialization and the UM Consultancy Unit

UM‐COMMUNITY & INDUSTRY ENGAGEMENTIndustry Linkage

• Create dynamic relationships between UM and industry.

• Increase collaboration between UM and Industry in the areas of student training, teaching & learning, research & innovation, and monetary and non‐monetary contribution.

• Organise industry‐led workshops and seminars.

In the pipeline: UM policy and guidelines for Industry Engagement

Community Engagement

•Develop and coordinate collaborative activities and projects with communities in the form of knowledge sharing in line with the core values of the University of Malay.

•Manage and monitor the Knowledge Transfer Programme (KTP) and other activities related to community engagement. at the university.

• Facilitate and support capacity‐building for community engagement.

In the pipeline: UM policy and guidelines for Community Engagement

TNC (R&I)

CItRa

CItRaOrganised

CoR Heads/Coordinators

CoRs

CItRaas

Introducer

CoRInitiated

LINES OF RESPONSIBILITY AND ACCOUNTABILITY

REPORTING

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1. Projects organised by CItRa• Managed and monitored by CITRA (From event organisation to

obtaining feedback from participants/speakers)

E.g. UM-Taman Medan Cahaya Phase 2 Community Engagement ProjectUM-AMCHAM Leadership Lecture Series Panasonic Cradle to Career Programme UM-AMG Structured Internship Programme

EXAMPLES ‐ LINES OF RESPONSIBILITY AND ACCOUNTABILITY

2. CItRa as Introducers• Initiate preliminary meetings with relevant offices/ site visits

• Iinitial follow ups

• Once collaboration is under way – CItRa is kept in the loop assists where needed obtains feedback/report

E.g. Research output Business Matching Session with Industry in collaboration with UMCIC and the Social Science and Behavioural Cluster.

EXAMPLES ‐ LINES OF RESPONSIBILITY AND ACCOUNTABILITY

OBJECTIVE OF ENGAGEMENT

• Provide space/ centre for entrepreneurship development through incubationprogram, training, and business support services.

• Create a conducive environment to promote and stimulate an intellectual, creativeand innovative community.

• Promote, improve and accelerate the business value of entrepreneurs in UM.

• Provide a platform of networking between researchers, students, community,industry and government agencies.

• Facilitate smart partnerships with industries in technology development andcommercialisation.

• Provide opportunities and equip graduates with the skills of entrepreneurship UM(Graduate Entrepreneurship) through their involvement with these companies to"Start-ups" and other commercialization activities.

• Generate income for UM through the rental of incubation space.

Community and Industry Engagement ‐Reward System

• Included in the yearly KPI for academic and support staff (5% of total evaluation).

• Included in evaluation for promotion (5% for Contribution and Administration).

• Anugerah Cemerlang Rakan Korporat

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UPM‐INDUSTRY‐COMMUNITY ENGAGEMENT (UPM‐ICE)

UPM‐INDUSTRY‐COMMUNITY ENGAGEMENT (UPM‐ICE)

Prof. Dr. ‐Ing. Ir. Renuganth VaratharajooDeputy Vice Chancellor(Industry & Community Relations)

Universiti Putra Malaysia(INDUSTRY‐COMMUNITY ENGAGEMENT DEPUTY VICE CHANCELLOR’S MEETING, 9th‐10th January 2013

The Club Saujana Resort, Saujana Resort, Selangor)

Prof. Dr. ‐Ing. Ir. Renuganth VaratharajooDeputy Vice Chancellor(Industry & Community Relations)

Universiti Putra Malaysia(INDUSTRY‐COMMUNITY ENGAGEMENT DEPUTY VICE CHANCELLOR’S MEETING, 9th‐10th January 2013

The Club Saujana Resort, Saujana Resort, Selangor)1

UPM‐ICE OBJECTIVES

• Industry penetration

• Community penetration

• Income Generation Portfolio

• Employers Satisfaction Index (ESI) Analysis

• Provide Industry in‐campus platform(eLITS portal)

• Ensure Impactful ICE by staffs (impact & rating)

2

GOVERNANCE SYSTEM

3

GOVERNANCE SYSTEM‐MANAGEMENT STRUCTURE‐

• University level:

– UPM Industry and Community Relations Steering Committee

– Chairman: DVC

– Members : Deans/Directors

• PTJ level:

– Subcommittee for Industry and Community Relations

– Chairman: Dean/Deputy Dean (Industry and Community Relations )

– Members : Heads of Department and appointed members

4

INDUSTRY PENETRATION• Strategic industry to UPM (1881/7,729 industries)

• Staff and student international/national industry mobility

• Industry research

• Industry in‐campus (ICoE, chair, industry grade equipment, curriculum (T&L), DEng, etc.)

5

24%

51%

13%

6% 2% 4%INDUSTRY BY SECTOR

GOVERNMENT

PRIVATE

MNC

GLC

NGO

PLC

KEY INDICATORS FOR INDUSTRY IMPACTS ‐ (5 STAR RATINGS)

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INDUSTRY PENETRATION – STAR RATING (3 – 5 STAR)

3 STAR275/1881

4 STAR21/1881

5 STAR29/1881

PERATUSAN STAR RATINGS 3‐5

COMMUNITY PENETRATION• Focus area – districts in Malaysia (e.g., 54/144)

• 7 clusters (e.g., agricultural community, local community,youth education, senior citizens, etc.)

• 18 programs (e.g., Serdang Green Town, aboriginesdevelopment, extension services, halal development, etc.)

• 215 community projects

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Negeri Sembilan

6% Perak7%

Pahang3%

Kedah3% Melaka

3%

Selangor54%

Wilayah Persekutuan Putrajaya

3%

Wilayah Persekutuan

Kuala Lumpur4%

Johor4%

Sabah3%

Kelantan4%

Terengganu4%

Sarawak2%

UPM Community Projects

CONCLUSION‐Strengthening ICE Significance in IPTAs‐

• Mapping of the National Focus Area inindustry/community engagement by eachIPTA’s niche area (at each IPTA level)

• Establishing a National industry/ communitytopology or landscape ‐ all IPTAs shoulddistinctively supporting the country’sindustry/community economic and social

needs. (at IPTAs joined level)9

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INDUSTRY AND COMMUNITY ENGAGEMENTUNIVERSITI PERTAHANAN NASIONAL MALAYSIA

Oleh:Dato’ Jesbil Singh

Deputy Vice-ChancellorIndustry Relations and Corporate Affairs Universiti Pertahanan Nasional Malaysia

Knowledge creation and dissemination of knowledge in defence(and security). Keeping in line with the UPNM Vision and Mission

Vision

To be the premier defence university for education, training andknowledge creation

Mission

UPNM is committed to excellence in serving the nation as apremier defence university for leadership and professionaldevelopment, knowledge dissemination and application ofdefence science and technology, as well as policy research

UPNM FOCUS

STAKEHOLDERS

Ministry of Higher Education

Ministry of Defence/Malaysian Armed Forces

Royal Malaysian Police

Malaysian Maritime Enforcement Agency

Royal Customs Department

Immigration Department

Civil Service

Malaysian Defence Industry

Society at large

UPNM PARTNERSHIP (QUADRAPLE HELIX)

UPNM

COMMUNITY / DEFENCE & SECURITY AGENCIES

GOVERNMENTINDUSTRY

(DEFENCE INDUSTRY)

Education/Teaching & Learning

UPNM INDUSTRY & COMMUNITY ENGAGEMENT

UPNM ENGAGEMENTResearch Services

INDUSTRY & COMMUNITY ENGAGEMENT

Education/Teaching and Learning Student industry attachment programmes Supply of human capital Staff industry attachment programmes Industry leaders for Board of Directors (LPU) and Advisory

Boards Awards and prizes by industry

Research Strategic level direction/thinking through the National

Defence Research and Security Council (NDRSC) Applied research for defence and security Commercialisation of patents Community projects

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INDUSTRY & COMMUNITY ENGAGEMENT …cont’d

Services Executive education – Defence and Security Agencies

Consultancy

Use of university facilities

University Corporate Social Responsibility

Staff industry attachment programme

Offsets arrangements

ACTIVITIES/ACHIEVEMENTS

Education/Teaching & Learning

Graduate employability

Student attachment to industry (defence industry)

Career development talks

Engagement with professional bodies

Research

Creation of NDRSC

Applied research for defence & security

Ship Navigation Simulator

Small Unmanned Aircraft systems

UPNM MANAGEMENT STRUCTURE

1. Centre for Defence Research and Technology (CODRAT)

2. Centre for Defence and International Security Studies (CDISS)

3. Centre for Leadership and Professional Development (CLPD)

Vice Chancellor

Deputy ViceChancellor

Academic & International (HEAA)

NDUM Institute of Executive Education (NIEEd)

Centres of Excellence(COEs)


Students Affairs & Alumni (HEPA)

Deputy ViceChancellorIndustry Relations &

Corporate Affairs (JIPK)

(Effective - January 2011)

Assistant ViceChancellor

Research & Innovation(R & I)

Military Academy

UPNM Business CentreSdn. Bhd. (UPNMBC)

Faculties

LINKAGES FOR INDUSTRY AND COMMUNITY ENGAGEMENT (UPNM)


Industry Relations & Corporate Affairs

Ministry of Higher Education

Industry (Defence Industry)/Community/Defence

and Security Agencies

HEAA & HEPAGraduate EmployabilityIndustrial AttachmentUCSR

FACULTIESIndustrial AttachmentResearchConsultancies

PNC (R & I)Research & Patents

CODRATProjects:1.Defence & Security2.Community

CDISSKnowledge Creation/Dissemination for Defence & Security

CLPDProjects:Leadership andDevelopment of ProfessionalProgrammes

NIEEdManagement of Executive Education

UPNMBCProjects:1. Projects with industry2. Commercialisation of

Patents

COEs

Vice Chancellor


Academic & International (HEAA)

NDUM Institute of Executive Education (NIEEd)

Centres of Excellence(COEs)


Students Affairs & Alumni (HEPA)


Industry Relations & Corporate Affairs (JIPK)

Assistant ViceChancellor

Research & Innovation(R & I)

MilitaryAcademy

UPNM Business CentreSdn. Bhd. (UPNMBC)

Faculties

CODRAT CDISS CLPD

Integration of Education, Research and Services

COMMUNITY/DEFENCE & SECURITY AGENCIES

UPNM’S GOVERNANCE ECO-SYSTEM FOR COMMUNITY AND INDUSTRY ENGAGEMENT

GOVERNMENT INDUSTRY (DEFENCE INDUSTRY)

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www.utm.my innovative ● entrepreneurial ● global 1

Copyright UTM 2013Copyright UTM 2013

DEPUTY VICE CHANCELLOR (DEVELOPMENT)UTM

Roles, Functions, Governance and Rewards Systems and Funding


Copyright UTM 2013

Roles and Functions

– Physical infrastructures, Assets and Facilities

– Business and Finance

– Endowment

– Risk Management

– Development of Non‐Academic Staff

– Job creation

– Office of Asset and Development

– Bursar

– Endowment Office

– CICT ( Pusat Teknologi Maklumat dan Komunikasi)

– OSHE (Unit Persekitaran, Keselamatan dan Kesihatan Pekerjaan)

– Equine Centre

– Scholar’s Inn


Copyright UTM 2013

Funding support

● Funding through various channels

– HEMA (TNC untuk Hal Ehwal Mahasiswa dan Alumni) , TNCPI (TNC untuk PENYELIDIKAN DAN INOVASI), TNCAA

(TNC untuk AKADEMIK DAN ANTARABANGSA)

● TNCP (Timbalan Naib Canselor Pembangunan) –fund raising


Copyright UTM 2013

Community Engagement and Industrial Linkages – Activities and Funding

– Micro‐credit facilities (job creation, entrepreneurships)

– Resident Entrepreneurs

– Student Innovation Centre ‐ Innovators

– Community engagement – service learning, HEK, HEMA, PTJ

– Innovation and Commercialization Centre – industrial linkage

– Spin off companies – ICC, MTDC

– Industrial training – students, academic staff (mandatory professional certification)

– COE

– Alumni


Copyright UTM 2013

New academia

Faculty members

Learning materials

Philosophy

Funding

Students

Venue

Learning modes

Outcomes

Conventional

Professors

Books, journals

Specialization

Grants, fees

School leavers, mid‐career

Campus

Lectures, tutorials, lab,

studios

Degrees,expertise

New academia

Professors, inventors, entrepreneurs

Books, journals, experiences, Internet, internship

Specialization, integration, meaning

Grants, fees, VC, endowment, REITs

School leavers, mid‐career, businessmen, early‐career, life‐long

Campus, Internet, incubators, brands

Lectures, tutorials, lab, studios, internship, incubators, experiential

learning, 5 minds

Degrees, expertise, business models, capital, networks, culture


Copyright UTM 2013

Fund generation

● Endowment – 50 M since 2009

● Assets and facilities

● Mechanisms

– Developing financial sustainability blueprint

• Prudent spending – savings (eg utilities)

• Income generation – assets, IP, consultancies, commercialization

• Endowment

• Innovative funding – loan, JV

● UTSB, UTM Holdings, SPACE

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BAHAGIAN JARINGAN INDUSTRI & MASYARAKAT

(BJIM)UNIVERSITI SAINS MALAYSIA

BAHAGIAN JARINGAN INDUSTRI & MASYARAKAT

(BJIM)UNIVERSITI SAINS MALAYSIA

Prof. Dato’ Dr. See Ching MeyDeputy Vice-Chancellor

Division of Industry and Community Network Universiti Sains Malaysia

APPROACH

UniversityUniversity Community

GovernmentGovernment

ResearchTeaching & Learning

Linkages & EngagementPositioning

Income Generation

*inclusive of Industry, NGOs, Non‐Government Agencies, and Institutions

TO LEAD IN ENGAGEMENT FOR SUSTAINABILITYVISIONVISION

MISSIONMISSION

OUTCOMEOUTCOME

STRATEGICOBJECTIVES

STRATEGICOBJECTIVES

STRATEGICDIRECTIONSSTRATEGIC

DIRECTIONS

DELIVERYPROGRAMS

DELIVERYPROGRAMS

TO ENGAGE CLOSELY WITH INDUSTRY AND COMMUNITY

RELEVANT, ENGAGED, TRANSFORMED, REFERRED

WORLD-CLASS ENGAGED UNIVERSITY

WORLD-CLASS ENGAGED UNIVERSITY

CLUSTERS, CHAMPIONS, COMMITTEES, APUCEN, RLC

INTEGRITY, MUTUAL RESPECT, VOLUNTEERISM, PARTICIPATORY, EFFECTIVE DELIVERY

MEANINGFUL PARTNERSHIPS, INCLUSIVENESS, IMPACT, SUSTAINABLEOUTPUTOUTPUT

GOOD GOVERNANCE

GOOD GOVERNANCE

COMMITTED LEADERSHIPCOMMITTED LEADERSHIP

ONE-STOP REFERRAL

CENTRE

ONE-STOP REFERRAL

CENTRE

INCREASED & ENHANCED LINKAGES

INCREASED & ENHANCED LINKAGES

EFFICIENT DELIVERYSYSTEM

EFFICIENT DELIVERYSYSTEM

CAPACITY BUILDINGCAPACITY BUILDING

DICNDICN

APEXAPEX RURU PSPTNPSPTN

DELIVERY CULTUREDELIVERY CULTURE

Community Engagement–Definition

“Community engagement refers to the process by which organisationsand individuals build ongoing, permanent relationships; and apply acollaborative vision to benefit the community. It encompassesparticipation from the beginning by identifying issues and mobilisingrelevant resources and strategies in improving the community towardschange. The elements of engagement, partnership, coalitionsand sustainability are essential in ensuring community's socialfunctioning and well-being. Community engagement requires voluntaryparticipation of all parties which results in mutually beneficial exchangeof knowledge and resources”.

“To be the Leader in Community Engagement”

Industry Engagement ‐ Definition“The University-Industry Engagement concept at USM involvesa strategic scholarly partnership between USM and industry. Bythis strategy, partners commit to contribute and collaborate withone another in the fields of research, professional developmentand such other scholarly activities as are relevant and mutuallybeneficial to the university and industry. The partnershipimplements ground-breaking projects and programs which applyresearch ideas and concepts to meet the social, economic, knowledgeand skill needs of communities. The expected outcome from thispartnership will be reflected in the refinement and enhancementof the sustainability of both industry and the university, and theircontributions to national development and enrichment”.

“To be the Leader in Industry Engagement”

Strategic PlanningStrategic Planning ImplementationImplementation

Evaluate &Review

Evaluate &Review

11 22 33

BJIM Strategy Workshop

Road Shows

Communicate plans

Mobilize clusters, champions & committees

Capacity building

Budget plan

Strategise to solicit external funding

BJIM Strategy Workshop

Road Shows

Communicate plans

Mobilize clusters, champions & committees

Capacity building

Budget plan

Strategise to solicit external funding

Actualize Master Plan Framework for IE/CE and Volunteerism

Consolidate SOPs, TORs and JD of staff

Increase number of linkages & networking

Manage industrial/ community MoAs/MoUs/ NDAs

Awareness Programs -Seminars/Conferences

Facilitate KTP Projects

Mobilise external funding, DICN grant and G&E for CE/IE engagement projects

Mobilise G&E for the university

Actualize Master Plan Framework for IE/CE and Volunteerism

Consolidate SOPs, TORs and JD of staff

Increase number of linkages & networking

Manage industrial/ community MoAs/MoUs/ NDAs

Awareness Programs -Seminars/Conferences

Facilitate KTP Projects

Mobilise external funding, DICN grant and G&E for CE/IE engagement projects

Mobilise G&E for the university

Monitor DICN projects/linkages/grants

Impact assessment

Re-evaluation for improvement

Monitor DICN projects/linkages/grants

Impact assessment

Re-evaluation for improvement

DICNImplementation Plan

DICNImplementation Plan

PRESSENTAT

FOCU

TION S

S GRO

SLIDES

UPS

BY

2/4/2013

1

GROUP 1: ROLES AND FUNCTIONSFOR INDUSTRY AND COMMUNITYENGAGEMENT DVCS & OFFICESLed by: Prof. Dr Nor Saadah Ismail

Group MembersDato’ Jesbil SinghAssoc. Prof. Dr. Nordin Abd RahmanDr. Hariyati Shahrima Abd. MajidMs Prabha Sundram

Role of the DVC holding the ICE office:

To enable the university to contribute to economic andindustrial growth as well as the social well-being of thenation through knowledge generation, dissemination andexchange.

Observation• The roles and functions of DVCs holding these

portfolios are very diverse across universities

• These roles need to align with the Guidelines andCriteria for the selection of candidates to be DVCs(known as Garis Panduan dan Kriteria PemilihanTimbalan Naib Canselor) from the Ministry of HigherEducation dated 14 January 2010.

Roles and responsibilities of the ICE Portfolio:

Functions:

• Support, enhance and integrate the strategic research,education and service missions of the university

• Create avenues and platforms for integrating discoverydriven culture of universities and the innovation drivenenvironment of industry e.g. through consultancy andknowledge transfer

• Contribute to enhancing the quality of life of the communitythrough knowledge generation and research driveninitiatives, as well as volunteerism - university socialresponsibility.

• Initiate, develop, negotiate and maintain strategic andsustainable linkages and partnerships with diversestakeholders – industry, community, government agencies,NGOs, foundations, alumni etc., for mutual benefits.

Roles and responsibilities of the ICE Portfolio:

Functions:

• Develop strategic international partnerships and linkageswith academic and non-academic institutions, both publicand private, to create opportunities to enhance universitybranding, student and staff mobility as well as revenuegeneration.

• Facilitate entrepreneurship through human capitaldevelopment e.g. internships, mobility, community-engaged activities etc.

• Facilitate revenue generation (including endowments,grants, scholarships, prizes, donations, awards, adoptbuilding, scholarships, etc.) from diverse stakeholders(industry, community, government agencies, NGOs,foundations, alumni etc.)

4/2/2013

1

GROUP 2: GOVERNANCE SYSTEMS AND MANAGEMENT STRUCTURE FOR INTEGRATING ICE ACROSS RESEARCH, EDUCATION AND SERVICE

Led by Prof. Dato’ Dr. Saran Kaur Gill

Group MembersAssoc. Prof. Dr. Stefanie PillaiPuan Che Asniza OsmanPuan Martinelli Hashim

Driving Engagements Across Research, Education & Service

Governance Eco-System for Engagement

This is the Governance Eco-system developed by UKM

Importance of of university and community engagement

• MOHE’s establishment of the position of DVC at the seniormanagement level indicates the importance of universityand community engagement.

• This establishment places Malaysia as a lead in this area.

• But position needs to come with the following to supportedand planned initiatives:

Structure of Authority

Sufficient Resources

Allocated Funds (should be equitable and inclusive)

Management Structure-SUPPORT AND INTERFACE

Structure of Authority:-This DVC portfolio supports and enhances:• research, teaching & learning and services• Industry and Community Engagement and Research

Sufficient Resources• A dedicated research funding allocated to industry and

community engagement determined by MOHE is much needed• Division of roles:-

o DVC for ICE : Develop the mechanism, framework, criteria andoperation for the grant

o DVC for Student Affairs: Controls the source of the funds

Allocated FundsThe amount of funding reflects the importance and seriousness withwhich this area is regarded in lines with the Minister’s aspirationsand the needs of the country

Accountability & Transparency• ICE must seek to become an expert centre that ensures the quality of

sustainable and productive engagement

• All activities should be in line with the university’s philosophy, vision,mission, direction, focus areas – because students and staff are all arecommitted towards this aspiration– therefore ICE cannot function inisolation

• Programmes need to be approved and monitored centrally.

• Funding should be made through the university.

• ICE portfolio must take into account national forms of assessment likeSETARA

• ICE must be visible – seek to identify and create opportunities foracademics to share their knowledge with both industry and communities tohelp generate new knowledge and improve the quality of lives.

4/2/2013

1

GROUP 3 SCHEMES, MODALITIES AND CRITERIA

FOR PROMOTION SYSTEMS FOR ACADEMICS, RECOGNITION AND REWARDS FOR INDUSTRY & COMMUNITY ENGAGEMENT ACROSS THE

UNIVERSITY

Led by: Prof. Dr. Abdelaziz Berghout

Group Members

Prof. Madya Dr. Azizan Asmuni

Tuan Haji Mahyudin Omar

Current Situation & Best Practises

1. Incentives are already in place to encourage communityengagement by academics, but participation is still verylow

2. Examples of incentives/schemes in place:- Award forindustry and community engagement project, award forstudent community project.

3. Academic Promotion and Tenure- 10-20% of assessmentis granted for the impact and meaningful change that themember has brought to the community (eg. eradicatingpoverty, elevating proficiency in language skills, providinga wider access to healthcare)

Challenges

1. Challenges that we face are in the categories ofrecognition/awareness/funding/partnership

2. Recognition within the university itself. Many Universitiesstill view Community Engagement as an ad hoc elementbut not as a Core element in the University

3. Lack of comprehensive integrated scheme for evaluation,measurement and reward of faculty and studentsinvolving in community engagement activities.

4. Reporting mechanism is already in place, but How tomeasure impact? The quantification of impact is still aproblem.

5. One suggestion is to identify the social needs/socialproblems, get the statistics (via Research) - Eg, reducethe statistics of Mat Rempit ( specific target)

Recommendations/ Proposals

• Encourage all IPTs to establish a DVC portfolio for industry/community engagement

• Quantification of impact – we already have many examples and best practices fromuniversities around the world- we can learn from them, and at the same time, adaptand localize these best practices to the Malaysian context – must be relevant to ouractual local needs

• Recognition must address 3 circles – academic/faculty, staff/administration, students

• Have research clusters and grants that are specific to Community Needs-Scholarships to be allocated

• Offer sabbatical leave to academics who pursue Community Engagement

• Quantification of impact – we already have many examples and best practices fromuniversities around the world- we can learn from them, and at the same time, adaptand localize these best practices to the Malaysian context – must be relevant to ouractual local needs

• Recognition must address 3 circles – academic/faculty, staff/administration, students

• Offer sabbatical leave to academics who pursue Community Engagement

2/4/2013

1

GROUP 4: FUNDING SUPPORT AND FUNDING GENERATION FOR INDUSTRY AND COMMUNITY ENGAGEMENT

Led by Prof. Dr. –Ing. Renuganth Varantharajoo

Group membersProf. Dr. Awg Bulgiba bin Awg MahmudProf. Ir. Dr. Wahid OmarPuan Yazlina SaduriAssoc. Prof. Dr. Azizah Hanom AhmadCik Noorezura Zakaria

EXISTING FUNDING SUPPORT

• Operational Budget for ICE from University

• From Industry• Endowment (IPTA)

• Research industry contracts (IPTA)

• Consultancy (IPTA)

• International Industry Student Mobility (MOHE)

• Community• Knowledge Transfer Programme (MOHE)

• Extension Programme (IPTA)

• CSR Industry (IPTA)

ICE FUNDING PROPOSAL

• Proposed Funding (not available currently)

• CoE (Industry or Community Incubation) Bidding Fund by MOHE*

• About RM10 mil. (RM500K/each IPTA for its start-up cost)

• Staff Specific Industry Skill Short Retraining Supports*

• About RM6 mil. (RM300K/IPTA/year)

• Student International Industry Internship Funding Supports*

• About RM4 mil. (RM200K/IPTA/year)

*to foster the national socio-economy agenda

3

CONCLUSION- Strengthening ICE Significance in IPTAs -

• Mapping of the National Focus Area inindustry/community engagement by each IPTA’s nichearea (at each IPTA level)

• Establishing a National industry/ community topology orlandscape - all IPTAs should distinctively supporting thecountry’s industry/community economic and social needs.(at IPTAs joined level)

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Based on

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announced

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Prof Dr. Ha

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print will st

of Higher Ed

ent at all pub

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Dr. Saran K

he DVCs’ Com

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he Critical Ag

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with core un

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what can

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ducation to

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aur Gill

mmittee for

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genda Proje

mmunity & A

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be collectiv

clear outcom

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nd strategic

knowledge

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cation, whic

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niversity sho

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ndependent

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universities

h. – inform

he case for

support the

ties.

ustry and co

Minister of H

University‐I

munity Partn

il

ct, Knowled

lumni Netwo

ors For Univers

vely achieve

mes and im

th the societ

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transfer a

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to engage w

ming, facilita

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e portfolio

ommunity e

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ork, UiTM

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n all the re

nd exchang

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media, to e

ate a roadm

ould also inc

lectively, to

with commun

ting, and fo

e funding su

of industry

engaged un

ation.

mmunity Par

M; and

Program, M

Community Eng

in industry

s should inc

ach out to th

elevant aspe

ge, consult

e on the

engage with

map and dev

clude the ta

o be devel

nities aroun

ollowing thr

upport from

and comm

iversities ca

rtnerships

Ministry of H

gagement

y and

clude

hem.

ects /

ancy,

most

h the

velop

argets

loped

d the

rough

m the

munity

an be

Higher

Action

unive

Action

Unive

Action

estab

Action

Prof.

Relati

Office (IndusUniver43600Selang

Report of

n 2 A conce

rsities

Two (2) or

project

This prop

transform

enterprise

n by:

rsities to sub

n 3 A mapp

lish the land

n by:

Dr. –Ing.

ons), Univer

of Deputy Victry and Commrsiti KebangsaUKM Bangi

gor D Ehsan

f The Meeting

erted high‐i

r more univ

posed proje

ational exp

e project (e.g

bmit their p

ping of the

dscape or to

Ir Renugan

rsiti Putra M

ce‐Chancellormunity Partneaan Malaysia

of the Deputy

impact proj

ersities to s

ect must

perience for

g. SIFE) but it

roposals to t

national fo

opology for t

th Varatha

alaysia toge

r erships)

Vice Chancello

ect to be d

ubmit a join

be driven

r the comm

t must creat

the Secretar

ocus areas i

this area

rajoo, Vice‐

ether with th

ors For Univers

driven natio

nt proposal

nationwide

munity it t

te high impa

ry General, D

n industry/

‐Chancellor

he core unive

sity‐Industry‐C

onwide by t

for a conce

e and it

argets. It c

act

Datuk Abd R

/community

(Industry

ersities.

Community Eng

two (2) or

rted high‐im

must crea

can be a s

ahim Md No

y engageme

and Comm

gagement

more

mpact

te a

social

oor

nt to

munity

Documents

Report on University-Industry-Community Engagement in Malaysian Public Universities