Manual of Policies and Procedures

I/1.2 QUT Engagement Framework

Contact Officer

Director of the Office of the Vice-President (Business Development)

Approval Date

31/07/2013

Approval Authority

Vice-Chancellor and President

Date of Next Review

31/07/2016

1.2.1 QUT Engagement Framework
1.2.2 Definition
1.2.3 Implementation
1.2.4 Roles and responsibilities
1.2.5 Engagement Strategy
1.2.6 Engagement Incentive Fund
Related Documents
Modification History

THIS POLICY IS CURRENTLY UNDER REVIEW.
THE RECENTLY ESTABLISHED DIVISION OF BUSINESS DEVELOPMENT WILL PROGRESS THE REVIEW OF THIS POLICY AT THE END OF 2019 WHEN ORGANISATIONAL CHANGES ARE EFFECTIVE.
FOR DETAILS PLEASE CONTACT THE DIRECTOR OF THE OFFICE OF THE VICE-PRESIDENT (BUSINESS DEVELOPMENT) .

1.2.1 QUT Engagement Framework

The QUT Engagement Framework encompasses the University’s Engagement Strategy which provides the statement of strategic intent for the practice of engagement across the University and the means by which engagement is embedded into the plans and activities of faculties, institutes and divisions.

Engagement with the external community is central to QUT’s real-world positioning to strengthen and extend the University’s strategic partnerships with professional and broader communities in order to reflect both its academic ambitions and its civic responsibility. In pursuing engagement the University values:

  • collaboration across faculties, institutes and divisions, and with communities
  • leadership through the involvement of all levels of management and staff in capability building for integrating engagement into the University’s vision, goals and strategic plans and the work of faculties, institutes and divisions
  • strong and enduring relationships and partnerships with communities based on mutual respect
  • mutually beneficial and long-term outcomes for the University and the community
  • openness and transparency in communicating with internal and external stakeholders
  • achievement in the scholarship of engagement.

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1.2.2 Definition

The University has adopted the following definition of engagement: "Engagement involves the application of the University's intellectual, virtual and physical assets to working with external partners on local and global issues and priorities to achieve mutually beneficial outcomes".

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1.2.3 Implementation

When facilitating the implementation of the Engagement Strategy, the University is mindful of its international aspirations as well as its ambitions to be recognised for the strength and relevance of its connections and benchmarking targets as specified in top-level plans and strategies. Implementation of the Engagement Strategy is reported by faculties, institutes and divisions during the University's annual reporting process.

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1.2.4 Roles and responsibilities

Vice-President (Business Development)

The Vice-President (Business Development) is responsible to the Vice-Chancellor and President for the development of University policy on engagement and associated activities, and for the operational management and administration of specific engagement functions including:

  • development and implementation of a relationship management framework
  • corporate fundraising, including corporate sponsorships, scholarships and bursaries
  • fundraising, including bequests, donations and gifts
  • alumni relations (I/5.1)
  • student prizes, awards and scholarships (E/11.1).

In addition, the Vice-President (Business Development), through the Executive Director, Advancement is responsible for:

  • oversight and governance of the University’s Engagement Strategy
  • oversight and governance of the QUT Partnerships best-practice guide (guidelines, procedures, policies, processes) as they relate to a potential University wide CRM system* for managing external partners. The responsibility for the technology component is shared with the Chief Information Officer.
  • allocation of appropriate resources and funds through the Engagement Incentive Fund to engagement initiatives, including Engagement Innovation Grants and Enabling Engagement projects
  • reporting to the Vice-Chancellor and President through University Executive Committee on engagement priorities and directions.

* The CRM system facilitates the appropriate sharing of information relating to external engagement opportunities that include a funding component from industry, community, government, philanthropic donors, alumni and others as appropriate.

QUT executive and senior staff play an important role in the university’s coordination of strategic partnerships, including all business development activities. Their knowledge of QUT business and influence in building opportunity with industry and community is key to the successful adoption of engagement activities. They play a critical role as leaders in the implementation of the QUT Partnerships Framework, particularly in relation to the management of the university’s top partners.

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1.2.5 Engagement Strategy

QUT recognises that engagement with external communities, including industry, business, government and the professions, plays a key role in strengthening the relevance and value (in terms of quality and impact) of its research, learning and teaching activities.

The Engagement Strategy informs the University's top-level plans and provides an enabling strategy so that engagement continues to be embedded within the plans of faculties and other organisational units in pursuit of the following objectives:

  • to contribute to the University's learning, teaching and research, through strengthened engagement with external stakeholders
  • to develop QUT's capability and capacity in engagement practice
  • to ensure that engagement is supported by systems, policies, practices and governance arrangements across the University in the faculties, divisions and institutes
  • to reinforce and strengthen a strong spirit of accessibility, vibrancy and community in QUT and its campuses.

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1.2.6 Engagement Incentive Fund

The Engagement Incentive Fund provides financial support in the form of Engagement Innovation Grants (QUT staff access only) for engagement initiatives undertaken by faculties, institutes and divisions, consistent with the Engagement Strategy and top-level plans and in collaboration with external partners. The grants are offered on an annual basis and publicised by the Vice-President (Business Development).

Related Documents

QUT Engagement Strategy

QUT Partnership best-practice guide

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Modification History

Date

Sections

Source

Details

10.05.19 All Vice-President (Business Development) Revised policy to reflect new business area, responsibility moved from Division of International to Division of Business Development
09.12.16 I/1.2.4 Enhancing the Student Experience REAL Difference Change Manager Revised policy to include REAL Difference initiative, approved name change for position title, Deputy Vice-Chancellor (Technology, Information and Learning Support) to Deputy Vice-Chancellor (Technology, Information and Library Services) - effective 03.01.17
30.04.15 I/1.2.4 Deputy Vice-Chancellor (International and Development) Revised policy to include the QUT Partnerships Project
31.07.13 All Director, Alumni and Development Revised policy to remove reference to Engagement Committee

31.03.10

All

Vice-Chancellor

Revised policy

03.02.06

All

Vice-Chancellor

New policy

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