New Knowledge for a Better Canada: - Carleton University
New Knowledge for a Better Canada: Sharing Decisions, Power and Money through Community-Campus Engagement Edward T. Jackson and Geri Briggs Presented to the York Symposium on Engaged Scholarship, York University, Toronto, October 2, 2013 Presentation Outline The CFICE Project Engagement Issues and Solutions Exercise Institutional Change Strategies 2
Community Engagement Collaboration between institutions of higher education and their larger communities (local, regional/state, national, global) for the mutually beneficial exchange of knowledge and resources in a context of partnership and reciprocity. The purpose of community engagement is the partnership of college and university knowledge and resources with those of the public and private sectors to enrich scholarship, research, and creative activity; enhance curriculum, teaching and learning; prepare educated, engaged citizens; strengthen democratic values and civic responsibility; address critical societal issues; and contribute to the public good. Carnegie Foundation for the Advancement of Teaching, 2008 3 PART I The CFICE Project 5 Goal and Research Question Project Goal:
CFICE aims to strengthen Canadian communities through action research on best-practice community-campus engagement Research Question: How can community-campus engagement be designed and implemented in ways that maximize the value created for non-profit community-based organizations? 6 Sub-Questions Scope and replication Definitions, evaluation and use of CCE by CBOs
Shared control Campus and CBO policies, course design, and governance Measuring impacts for community and CBOs Ethical issues 7 Organizational Structure Public and Private Funders SSHRC CFICE Steering Committee (Co-chairs) Carleton University Project Secretariat (PI/CM/Adr)
Program Committee (All Hub Co-leads) KMb (Hub Co-leads) Hubs Community Food Security (Hub Co-leads) Community Environmental Sustainability (Hub Co-leads) Poverty Reduction (Hub Co-leads) Violence Against Women
(Hub Co-leads) Sub-Projects and Other Activities with Participating National Networks, Community Organizations, Universities, Colleges, Governments and Foundations 8 Operational Principles Shared decision-making Decentralized funding Distributed leadership Continuous communication and exchange Intentional learning and adaptation Commitment to a better Canada
9 Policy Agenda for a Better Canada Increasing Food Security Citizen-driven food policy Healthy, affordable, local food National student meal program Indigenous food sovereignty Support to new farmers
Reducing Poverty Living wage Accessible transportation Affordable housing Multi-stakeholder collaboration Protecting the Environment Collective impact Deep green urban development Green municipal planning Community-level water quality monitoring Sustainable renewal of rural communities County-level partnership support Fighting Violence Against Women Inquiry into conditions in womens prisons Protection of the rights of women prisoners Decriminalizing prostituted women
Reform of national laws relating to VAW Strengthening of womens networks fighting VAW Promoting Community Engagement Provincial support for CCE through PSIs and CBOs Streamlined financial administration for CBOs Multi-year core funding of CBOs CRA changes to permit advocacy by CBOs CRA changes to permit enterprise by CBOs 10 Theory of Change More Successful, Innovative, Prosperous and Resilient Communities Strengthened Public Policies and
Programs More Effective Partnership Policies Partnership Policies in in and and Performance Performance by by PSE Institutions More More Appropriate,
Appropriate, Sustained Partnership Support by Governments and Foundations Critical Mass of MultiGenerational Leaders Hub Outputs Knowledge Knowledge Products: Products: Policy Policy briefs, briefs, books, books, articles, articles, case case studies, studies, blogs, blogs, guides, guides, videos
Community Food Security Hub - Activities Community Environmental Sustainability Hub - Activities Violence Against Women Hub - Activities Knowledge Mobilization Hub - Activities Local
Local Projects Local Local Projects Local Local Projects Local Local Projects Local Projects Projects 11
Project Management Poverty Reduction Community Food Security Community Environmental Sustainability Sustainability Violence Against Women Strengthened CBO Partnership Capacities Year 1 Demonstration Projects List of Hub Sub-Projects, 2012-2013 Research Hub
Poverty Reduction Sub-Project Student Attitudes to People Living in Poverty Review of Promise Partnership Initiative Living Wage Research Partnership Community Food Security Community Environmental Sustainability Knowledge Mobilization (with PR, CFS, CES Hubs) C-U Poverty Approaches Research into Models Local Food Multipliers in Northern Ontario C-U Collaboration in Waterloo Regional Food
System Cross-Cultural Food Networks Comparing Student-Led Food Procurement Models Deep Green Development of Oblate Lands Regional Approaches to Environment, Social and Economic Innovation C-U Partnerships in Strategic Planning Series of Webinars on Theory of Change Role of Intermediaries in Reciprocal Partnerships Lead Community Partner Opportunities Waterloo Vibrant Communities, Saint John Hamilton Roundtable for Poverty Reduction Vibrant Communities FSRN/FSC Waterloo Region
Lead University/ College Sir Wilfred Laurier New Brunswick B.C. Food Systems Network Meal Exchange SLOE/OECA TCCBE/COIN Carleton Ryerson Carleton Trent U-Links/HHLT VC/FSC Volunteer Canada VAC, Waterloo Trent
Carleton Ottawa McMaster Carleton Lakehead Waterloo 12 Year 1 Participants Key Participants in CFICE by Type Structure Poverty Reduction Hub CFS Hub CES Hub VAW Hub KM Hub Steering Committee Secretariat
119 Total 75 31 29 13 28 7 5 188 Source: CFICE, March 31, 2013 13 Top Three Year 1 Challenges Transferring funds to community partners Ethics process at multiple institutions Release time for faculty members
14 PART II Engagement Issues and Solutions Why Do Organizations Work with Higher Education Institutions? Contribute to education of our youth Build awareness of our social issue Access knowledge and resources Complete otherwise unattainable projects Human resource leveraging and recruitment
16 How Do We Calculate our Cost-Benefit? Theres no such thing as a free resource How much time will I need to spend designing, implementing, monitoring, and evaluating? Relationship development and maintenance takes time and effort- How many relationships can be managed? Where do I invest my time? Whats my risk? How likely is it I will get what I need? Will the project further the organization towards is goals? Where does this fit within my overall strategy? 17 How are Community Partners Valued? Sometimes its the little things that get you Is my contribution recognized and valued? How is my knowledge used by you and your institution?
How is my time respected? How much control do I have? How much air time? What support do you provide for student challenges? 18 Issue 1: High Transaction Costs for CBOs Burdensome administrative and reporting requirements attached to relatively small SSHRC funds Solutions: Streamlining administrative and reporting procedures and templates for CBOs Substituting short CV submission in place of SSHRC CV process Providing relatively larger, multi-year sub-grants to CBOs 19 Issue 2: Slow Transfer of Funds to CBOs Rules and systems of SSHRC and universities, layered with provincial accountability measures, can result in long delays of payments to CBOs
Solutions: Planning ahead, setting realistic expectations Pre-qualifying CBOs as recipients of funds Working closely with university and SSHRC project and accounting personnel 20 Issue 3: Lack of Faculty Release Time Already over-stretched professors have limited time to participate in CCE, which often requires more time than conventional research and teaching Solutions: Integrate CCE activities into core teaching and research Provide faculty with an administrative and coordinating RA Re-establish RTS support through SSHRC funds 21 Issue 4: Tenure and Promotion Criteria That Dont Reward
Engagement A T&P system that doesnt reward CCE discourages younger faculty especially from participating in partnership projects Solutions: Build support for pro-engagement T&P criteria at the departmental level Mobilize a coalition across the institution to establish pro-engagement T+P criteria as the norm Work with international and national initiatives to change institutional policies 22 Issue 5: Negotiating Publication and Authorship Community and academic partners value and understand publication processes and outputs in different ways that can result in confusion, tension or inefficiencies Solutions: Distinguish clearly between academic and non-academic publications or works and
their respective contributions to advancing the objectives of the partnership Create clear guidelines, processes and forms for participants to pursue authorship and publication Facilitate inclusive dialogue and consensus decision-making to resolve any tensions involving potential authors and project partners (see ACT/CFS CURA, 2012) 23 Exercise At your table, take a few minutes to write down your top three engagement issues and indicate which of these issues should be addressed at the: Project or partnership level Institutional level System-wide level Be prepared to discuss your reasons for making these choices. 24 Part III
Institutional Change Strategies Putting Appropriate Institutional Structures in Place The Challenge: To put in place durable, creative structures to broaden and deepen community engagement in a context of economic austerity and turbulence The Response: A wide range of organizational and policy initiatives at the micro and macro levels within higher education institutions, outside the institutions in civil society, and across HE systems 26 Taking an Eco-System Change Approach Eco-System System-Wide Level Certification Bodies
Granting Councils/ Programs Governments - National - Sub-national Foundations Ethics Boards Science-Shops Non-profit Brokers Institutional Level University 2 University 3
Unit Level N1 N2 Network Level N3 Municipalities CBOs Intermediaries University 1 Communities Other
Partnership Structures Enterprises CSOs Social Organisations 27 Institution-Wide Policies and Systems in Universities Mission aligned with engagement agenda Meaningful involvement of community in strategic planning Effective tools to evaluate progress in engagement Infrastructure and student assessment methods to strengthen engaged learning and teaching Permanent core funding-operating budget, targeted donor funding, external grants
28 The Hurdle of Tenure and Promotion Policy Gains in professional fields: health, law, social work, education, extension Resistance in traditional disciplines: e.g., economics, political science, some hard sciences Tool-kits for community engaged scholars CommunityCampus Partnerships for Health Change requires sustained coalition across the institution, and funding incentives 29 Economic Strategies and Structures University economic development corporations and partnerships: construction, real estate projects on campus or adjacent lands for housing, facilities, revitalization Example: University of Pennsylvanias West Philadelphia Initiative (Rodin, 2007), University of Winnipeg, Diversity Food Services Networks: US Campus Compact and PASCAL Observatory on
learning economies Opportunities to deploy investment capital for social infrastructure, earn return, manage risk 30 System-Wide Public Funding Programs Well-designed and -executed grant programs can enable scaling and impact of engagement Example 1: $120M investment by Community-University Research Alliance Program of Social Sciences and Humanities Research Council of Canada Example 2: Seventh Framework Program of the European Commission, supporting European network of science shops (earlier programs supported science-shop networking since 2000) 31 National Certification Process National certification process can be a powerful animator for instituting structures for engagement in HEIs (Carnegie Foundation)
In the US, more than 300 HEIs classified as institutions of community engagement Must report on institutional commitments to campus-wide infrastructure and budgetary allocations supporting CUE, plus institutional identify, curricular engagement and outreach 32 National Culture Change Initiative Experience from the UK suggests a national effort to change the culture of HEIs can yield results Example: EDGE Self-Assessment Tool for Public Engagement (NCCPE, 2013) Aim: To formalize and embed public engagement as "a valued and recognized activity for staff at all levels, and for students" 33 Barriers to Funding Institutional Structures Austerity policies of governments amid rising
enrolment levels (except for the BRICS) Competition for funds by advocates of other agendas 34 Strategies to Reduce Barriers Continuous improvement through certification Authentic alignment of mission with CUE Promoting institutional culture change Building a resilient coalition for change Shaping system-wide public funding programs Alliances with like-minded private funders
Converting international innovation into institutional and system change 35 Resources Canadian Alliance for Community-Service Learning Carnegie Foundation for the Advancement of Teaching
Community Engagement Classification Centre for Community-Based Research Community First: Impacts of Community Engagement Community-Based Research Canada Community Campus Partnerships for Health Engagement Scholarship Consortium Global Alliance for Community Engaged Scholarship Global University Network for Innovation http://www.guni-rmies.net/ Institute for Community Engaged Scholarship, University of Guelph Living Knowledge Network National Coordinating Council for Public Engagement 36
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