Enhancing Institutional Governance Beyond the Society’s Act of 1860 V.Thanikachalam, B.E., M.Tech., Ph.D., M.S., FIE. FIGS vthani2025@gmail.com
The Society’s Act of 1860 • Most of the autonomous institutes in India are registered under the Society’s Act of 1860 • The decisions are to be taken by the Society • The Government appoints the Chairman of Society
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• Under the Society, the Board is constituted • There are members who represent the MHRD, finance, states, AICTE, University, faculty members, industry, and two other members who are nominated based on their expertise. • The CEO is the Secretary of the Board of Governors • The Board prescribes the qualification and experience of the faculty
The Board of Governors • Memorandum of Administration (MOA)is to be registered under the Society’s Act where all members signed • CEO is the Secretary of the Board • Chairman is one of the key persons who conducts the Board Meetings • Board is responsible for all planning and development • The Service and Recruitment Rule is to be approved by the Board
Existing Committees of the Board • Finance Committee • Approves the budget • Examines the Expenditure -Members: 1. Chairman of the Board 2. Finance Member from the Integrated Finance of MHRD 3. Secretary-CEO • Building Committee • Approves the construction of New Buildings • Approves the maintenance and repair of the existing buildings - Members: 1. Chairman of the Board 2. Superintendent Engineer of CPWD 3. Secretary-CEO
Academic Council • CEO is the chairman of the Council • All HODs are members • Two other faculty members on rotation • Three external members representing the industry, higher education and university • Senior Professor is nominated as the Secretary by the Chairman Activities of the Council: • Reviewing all academic activities like Programs, Courses, Examination results
Limitations of the Present Committees • Limited focus on the Strategic Planning of Institutional activities • No scrutiny of expenditure as per the approval of the budget • Showing Nelson’s eye on the growing vacancies • No focus on institutional growth • No focus on programs on emerging technology • No focus on Industry-Institute-Government Partnership • No focus on globalization of educational programs • The CEO determines the agenda to suit his needs • Many problems are not presented to the Board • Even the policies and new programs suggested by the ministry is not placed before the Board
Global Practices • Nave and Van Vught (1994) brought out model termed as “Autonomy with Accountability” for institutional governance and management in higher education • Paul Lingenfelter, Richard Novak and Richard Legon suggested that: Implementation of regulatory laws to improve the performance of public institutions • Use of Citizen Governing Boards established by statute • Direct election or appointment and/or confirmation of Board members • Statewide Governing Boards
Desired Role of the Boards of University Governance ( Phyllis Palmieno, 2006) • Engage in Strategic Planning • Assess the stated vision, mission, goals, and objectives of the Institute • Support and monitor the effectiveness of implementation of new interdisciplinary programs in emerging technology • Monitor and evaluate the effectiveness of various programs • Provide fiscal oversight and ensure fiscal integrity • Recruit and orient new trustees • Prepare for succession in Board Leadership • Assess the President • Ensure academic integrity and student learning • Ensure university’s public image and standing
Parliamentary Committees • Work done by the Indian Parliament is not only varied in nature, but also considerable in nature • The system of departmentally related standing committees was instituted in 1993 • A good deal of its business is transacted by 24 standing committees • They examine the bills that are referred to them • They also examine the expenditure plans of ministries in the Union Budget • They examine the working of the departments and various schemes of the government • Ad hoc committees are appointed for specific purpose • Standing committees take up all important issues
Committees and their Responsibilities (Phyllis Palmiero, 2006, Director, Institute of Effective Governance)
Committee
Responsibility
Academic Affairs Committee
Ensuring the academic integrity of the university
Finance Committee
Ensuring adequate financial controls & monitoring
Audit Committee
Assessing university risk & monitoring university activities Vs. Board Policies
Governance Committee
Assessing the Board’s needs in terms of trustees
Executive Committee
Developing agendas with input from all members & acting on emergency issues
Ad-hoc Committee
Presidential selection and assessment & other needed committees
Australian Government’s Reform Package
• Quality • Equity • Diversity • Sustainability
Suggestions of NPIU on Governance • Primary accountabilities • Key attributes of governing bodies • Effectiveness and performance review of governing bodies • Regulatory compliance
Expected Overall Outcome • Integrity in the appointment of the faculty and CEO • Accountability • Contribution to growing economy • Transparency in all institutional decision making process • Institutional development reaching excellence • Interdisciplinary and multidisciplinary Programs and projects • Outstanding knowledge and human capital
Suggested Committees based on the analysis of the cases Committee
Major Role
Academic Affairs Committee
Review the academic affairs , planning new innovative programs , evaluate the achievement & suggest improvement
Financial Control, Purchase & Audit Committee
Review the use of the sanctioned budget, purchases & audit the expenditure
Faculty Recruitment and Internal Governance Committee
Recruit faculty and staff based on the service and recruitment rules to meet the needs of the institute
Institutional Governance Committee
Institutional strategic planning, faculty development, & performance appraisal
Ad Hoc Committee
Review of emerging development issues, and resolving them
Summary • The research addressed the vulnerabilities in the institutional administration through a set of selected cases • Build response capacity through five committees which are very consistent with the global practice - Academic Affairs Committee - Financial Control, Purchase and Audit Committee - Faculty Recruitment and Internal Governance Committee - Ad Hoc Committee • These committees would improve the Academic Performance and contribute to the economy through knowledge and human capital
Thank you
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