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Atlas of Higher Education: A community focus
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4 What Regional Communities Offer Higher Education Institutions
The previous section summarised the ways higher education institutions can enhance the societal objectives of regional and local communities through greater engagement. This section summarises some of the ways universities can benefit from stronger engagement relationships with their regional communities.
Most communities believe that universities still do not have an adequate presence in the day to day issues confronting their region's future; that links with key regional business and institutions are poor; that their activities are difficult to access by the community; and that activities are not tailored to local needs and opportunities. As a result, in many communities there is not, as yet, an embedded culture of support for the university.
4.1 Leadership and Strategic Focus
Many regional communities now have some representation by universities on their leadership groups and have detailed strategies and local initiatives underway. In most cases however the university presence is passive and few actively seek to incorporate regional strategic priorities into their own strategic and management plans. This is despite the fact the governing act for the university may emphasis the links the university should make to its local area. A more embracing approach to the local region's leadership by the university and the active incorporation of the region's priorities and directions into the university's planning process would assist the university in a number of ways. It would break down stereotypical perceptions of the campus being an 'ivory tower' or 'black box'; strengthen the university's access to other networks in the region that are of relevance; raise its profile as a leadership institution worth supporting by the local community; and be seen as having a practical relevance.
4.2 Network Building
For the most part, university networks tend to be national and international and built around areas of academic discipline. On the other hand, cross-disciplinary links can be formed throughout the university and built around issues of regional importance. Such networks can still incorporate national and international links. The university can also build collaborative links with other regional education providers and with business communities.
4.3 Marketing and Promotion
Joint marketing and promotion initiatives can ensure the university and region is seen as a combined package. Invariably, 'soft' infrastructure, such as education institutions, as well as the usual 'hard' infrastructure, influences business investors. In making education decisions students can also be influenced by community culture and amenity as well as academic reputation and course offerings of the university.
4.4 Joint Sharing of Facilities
Collaboration between the university and the community in specific areas such as medical, legal and dental services, laboratory testing, counselling, technology transfer and industry development can involve joint ownership of facilities where there are common objectives. Joint sharing of facilities can have budgetary savings for the university and the community and provide greater service provision options for the community.
4.5 Community Attitudes to Learning
Attitudes by the local community toward taking up some of the learning programs being offered by the university will be seen more favourably if the university is seen as being part of the community rather than being seen as aloof or distant.
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