Dublin Institute of Technology


Published on

Presentation by Ellen Hazelkorn, Dublin Institute of Technology, Ireland, on the occasion of the EESC workshop on Universities for Europe (Brussels, 13 June 2014)

Published in: Education, Technology
  • Be the first to comment

  • Be the first to like this

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

Dublin Institute of Technology

  1. 1. Dublin Institute of Technology – providing an innovative, responsive and caring learning environment for diverse students of all ages and backgrounds Professor Ellen Hazelkorn Director, Higher Education Policy Research Unit (HEPRU) Dublin Institute of Technology Policy Advisor to the Higher Education Authority (Ireland)
  2. 2. Vision and Mission • Combines academic excellence of a traditional university with professional, career-oriented learning preparing graduates for productive leadership roles and global citizenship; • Commitment to student-centred learning, useful knowledge, rigorous processes of discovery and critical enquiry, and support for entrepreneurship and diversity; • Distinctive approach to teaching and learning incorporates practice-based learning, research using real-life issues, internship in the community or industry, volunteerism, study abroad opportunities, and promotes inter- disciplinarity through modularisation; • Researchers actively engage and collaborate with users across industry, business, and the public and voluntary sectors; • Committed to enhancing Dublin’s role as Ireland’s global gate-way.
  3. 3. The role of engagement with civil society globally and locally within the mission • Engagement is part of tradition stretching back to 1890s when established by city of Dublin; • Engagement is key part of DIT strategic objectives today: “To be valued by academic, industry, community and other partners, nationally and internationally, for the transfer of knowledge and skills relevant to sustainable development.” • DIT will embed engagement with key external stake-holders (including Government, national/regional development organisations and local communities) within our core activities • DIT will continue to apply its resources to support underpinning the economic, social and cultural development of the country focussed on the development of Irish enterprise and employment creation – Examples: works closely with Dublin City Council: Creative Alliance; Grangegorman Development Initiative; Dublin Chamber of Commerce, etc.
  4. 4. The internal structure and organisation to support civic engagement • At DIT level: – Office of Access and Civic Engagement, http://www.dit.ie/ace/access/ • Example: Leading response to government Area Based Childhood Programme – Directorate of Research and Enterprise, http://www.dit.ie/researchandenterprise/ • Example: Environmental Health Sciences Institute – Corporate Partnership Network, http://www.dit.ie/cpn/about/meettheteam/ • At College level: Head of Engagement • Example: responsible for embedding engagement into teaching and learning through the curriculum, learning through placement, community-based learning etc.
  5. 5. City-building/Urban Regeneration, 1 Grangegorman Campus – DIT, DCC, HSE Dublin/ Regional Capacity Building Urban Regeneration Innovation, Research & Technology Transfer Civic Engagement & Social Inclusion Human Capital and Skills Development Social Capital and Cultural Development Employment Creation
  6. 6. City-building/Urban Regeneration, 2 For the National Health System – Securing Social Capital • Resolves the current poor accommodation of mental health patients • Adds new community health facilities for the north west city For DIT – Developing Human Capital • Consolidates 22,000 students and 2,000 staff ( 9% of sector) to a single location • Enables growth in research, incubation, science and technology business synergies • Creates a more efficient organisation For the City- Providing Physical, Social & Intellectual Capital • Links this large site back into the north inner city fabric • Creates a major public resource and amenity parkland/sports • Creates a node of science/technology activity to regenerate the area For the Local community – Underpinning Social capital/Urban transformation • New health and education facilities • New parks and sports amenities • New primary school for 400 pupils • New DCC branch library co-located with DIT library 6
  7. 7. The internal and external barriers to civic engagement • Understanding engagement as part of a holistic and integrated approach to teaching and research; – Moving beyond individual initiatives and projects • Cultural change: legacy of a strong focus on teaching; • Recognising, sharing knowledge and guiding ethical; • Strategic and practical issues regarding working in partnership, e.g. academic calendar vs. external demands • Winning staff support • Adapting academic quality assurance processes • Resourcing
  8. 8. How EU policies can help deliver the civic mission • Broaden understanding of sustainable economic growth to holistic support for social, cultural and economic development; • Recognition of mutual inter-dependency between HE and research systems – creating an eco-system – whereby emphasis on or changes to one part of the system independently of the other can produce adverse and unintended results across the whole eco-system; – Expand understanding of innovation, and in particular for HEIs to support social innovation; – Role of arts, humanities and social sciences has also been overlooked; • Support higher education/HEI initiatives which link different policy areas together to bring about real synergies that are not otherwise being realised.