Dr. S. Sohail H. Naqvi

Executive DirectorHigher Education Commission

Governance Structure of Higher Educationg National Governance Provincial Governance Institutional Governance

o Modern Universities

Thematic Governance Thematic Governance Pakistan’s Experience Conclusion Conclusion

3

Governance can be generally defined as the means Governance can be generally defined as the means by which an activity or ensemble of activities is controlled or directed, such that it delivers an acceptable range of outcomes according to some acceptable range of outcomes according to some established standard

Paul Hirst (2000)Paul Hirst (2000)

3

“Desirable” 2 Layer Model Board Layer

o Charting a Vision, Setting Standards Approving Strategy o Approving Strategy

o Approval of Laws, Rules & Regulationso Selecting Leadership o Accountability of Managemento Protecting Management

Management / Executive Layer Management / Executive Layer o Implementation within the Rules

Presidento Chancellor of All Federal Universitieso Head of Government

Prime Ministero Chief Executive of the Governmento Controlling Authority of Higher Education Commission

• Appoints Chairman & 10 HEC Members ppo Ministry of Finance

• Approval of Annual Budget, Financial Rules & Pay Structure

• Release of Funding on Quarterly / Monthly Basis• Planning Commission

• Approval of Development Projects & Funding Portfolio• Monitoring of Development Projects• Monitoring of Development Projects

•Reform Report (Dec. 2001)• Key Recommendation: Create HEC

Task Force on Higher Education (Apr. 2001)

•Steering Committee on Higher EducationSteering Committee on Higher Education• Report & HEC Law (Sep. 2002)Implementation of

Recommendations

• Double financial allocation in 2 Years• New pay structure for faculty members

linking performance & reward

Decisions by the President (Aug 2002) linking performance & reward

Higher Education Development & Promotion Policyg p yo Prepare, through consultation with the Institutions, plans for the

development of higher educationo Formulate policies guiding principles and priorities for higher o Formulate policies, guiding principles and priorities for higher

education Institutions for promotion of socio-economic development of the country

Financial Responsibilitieso Review and examine the financial requirements of public sector

Institutions o Submit to the Federal Government the recurring and development

budgets for public sector Institutionsg po Allocate funds to public sector Institution out of bulk financial provision

received from the government and other resources on performance and need basis

o Approve projects within the same ceilings as are specified for o Approve projects within the same ceilings as are specified for Department Development Working Party

o Establish an endowment fund for higher education with contributions from governmental as well as non-governmental resources Advise Institutions in raising funds from sources other than the o Advise Institutions in raising funds from sources other than the Government

Promotion of Research & Developmentpo Support the development of linkages between

• Institutions and industry• National and international organizations that fund research and National and international organizations that fund research and

development

o Facilitate the introduction of educational programmes that meet the needs of the employment market and promote the study of basic needs of the employment market and promote the study of basic and applied sciences

o Advise Institutions in ensuring a proper balance between teaching and research and research

Quality AssurancePrescribe conditions for opening and operating Higher Ed cation o Prescribe conditions for opening and operating Higher Education Institutions in the private sector

o Advise the Federal and Provincial Governments on proposals for granting of charter to award degrees

o Carry out accreditation of Institutions including their departments, faculties and disciplines by giving them appropriate ratings

o Cause evaluation of the performance of Institutions Provide guidelines as regards minimum criteria and qualifications for o Provide guidelines as regards minimum criteria and qualifications for appointment and promotion of faculty

o Guide Institutions in designing curricula o Establish minimum standards for good governance and management of g g g

Institutions o Cause to be set up testing bodies or designate any existing body for the

purpose Develop guidelines and facilitate the implementation of a system of o Develop guidelines and facilitate the implementation of a system of evaluation of performance of faculty members and Institutions

Governor of Provinceo Chancellor of All Public Provincial Universitieso Nominee of the Federal Government

Chief Minister Chief Ministero Chief Executive of the Provincial Government o May allocate Provincial Funds for Universities.o Relevant Ministry

• Partially acts as “Administrative Ministry”

3 Primary Models OperationalOld U i i M d l Older University Model

o Very large “unruly” Senate Chaired by Chancelloro VC Head of Syndicate which effectively “runs” the universityo No University Visiono No University Visiono Classic Ivory Tower Universityo No Relevance to the Community, Industry, Country!o Insulated Management Structure

Model University Chartero 21 Member Senate with Chancellor as Chairman

• Appoints VC, Approves Rules, Governs University

Syndicate as Internal University Management Body with no o Syndicate as Internal University Management Body with no External Appointees

Private University “Owner” Modelo Chairman of Trust sponsoring university, all powerful, with p g y, p ,

minimal accountability

How are Universities directly impacting the Economy?y p g y Are what we teaching, that what is required by the

employers today? Are the degree programs aligned to

o Enhancing Exportso Increasing self relianceo Increasing self relianceo Enhancing Domestic Commerceo Needs of the SME Sector

Did the Universities do anything to help the local small, y g p ,medium and large-scale industry too Enhance productivity ?

Decrease input costs ?o Decrease input costs ?o Decrease energy reliance ?o Improve marketing ?o Substitute expensive inputs ?o Build a local brand name ?o Enhance profits ?po Enter the global supply chain ?

Does it make a difference to our immediate community ywhether Universities exist or not ?

If we only teach 5% of the youth, will our country become d l d ?developed ?

Are we teaching these subjects because we taught them yesterday ?yeste day

Do our academic programs respond to a need of our community ?

Do we, i.e. the universities, understand our purpose in life in Pakistan ?

Revenue Academic Communication Administration

o Undergraduateo Post Graduate

R ho Faculty HRMo Staff HRMo Purchasing

Research Quality Assurance

o Purchasingo Inf. Management

Student Affairs

Universities Universities Universities Universities Building

Economies

Universities Building

Leadership

Universities Building

Communities p

Socio­Economic Development of Countryp f y

AdministrativeA i f L d hio Appointment of Leadership

o Approval of Statutes & Rules Financial

o Govt. Support of Higher Educationpp go Institutional Responsibility o Faculty Pay Structures (Tenure Track System)

AcademicResponse to Market Needs (Associate Degree)o Response to Market Needs (Associate Degree)

o Assessment of Learning Research

o University Office of Research Innovation & Commercialization Quality

o Institutional Quality Ownership & Focal Officeo External Accreditation Systemo Qualifications Frameworko Qualifications Framework

Originally approved in 2002g y ppo Implementation of 2 Layer Modelo Resulted in large scale protests by university faculty

Implementation on older institutions deferredo Implementation on older institutions deferredo “All” new Institutions formed under it after 2002o In 2011 expect that the first province will adopt it for all existing

older universities

Analysis of Implementation Phasesy po Revolutiono Paradigm Shift

Quality & Equityo Quality & Equityo Institutionalizationo The Modern University

When the, Board. Its Chairman or higher authority wishes to , g yachieve a particular outcome that is not possible within the rulesWh th Chi f E ti l b th “d f t ” When the Chief Executive also becomes the “de-facto” Chairman of the Board

When it is not clear WHO the Chairman of Board or Final e t s ot c ea O t e C a a o oa d o aAuthority is !

When the Strategy approved by the Board is not owned by h hi h h ithe higher authority

Hands on ProcessHands on Process

Gradual: Timing is crucial

Communication & Trust

Need flexibility: One size does not fit allNeed flexibility: One size does not fit all

Celebrating Successes

More difficult than straightening a dog’s tail!More difficult than straightening a dog s tail!

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UGC HEC UGC1947-2002

HEC 2002-2011

Number of Universities Number of Universities ranked in top 600 Universities of the World 0 5N I tit ti New Institutions Established 71 66

E ll 276 274 803 507Enrollment 276,274 803,507Number of PhD Scholarships

Less than 1,500

More than 8,000p , ,

Total PhD Output 3321 3658

UGC in 2002 HEC in 2011UGC in 2002 HEC in 2011

Ranking of Universities Not Available Available

Quality Enhancement Cells 0 84Quality Enhancement Cells 0 84

Accreditation Councils 7 11

Quality Assurance Agency None EstablishedQuality Assurance Agency None Established

Approved Journal Criteria None Notified

Approved Journals 0 164

Tenure Track Faculty 0 1002

MPhil/PhD Award Criteria Varied Standardized

Eligibility Criteria for appointment of faculty

Varied Standardized

Description UGC HECIndigenous Scholarship Projects

Total Number of Projects 2 10

Scholarships Availed 342 8695

Overseas Scholarship ProjectsOverseas Scholarship Projects

Total Number of Projects 0 23

Scholarships Availed 0 4274

Post Doctoral Fellowships

Total Number of Projects 1 1

Fellowships Availed 45 584Fellowships Availed 45 584

The Correct Governance Framework is the key to ysustainability

Universities and our expectations of them have greatly evolvedevolvedo Governance Structure must keep up with these expectations

Must view Governance within the context of the overall objective or goalobjective or goal

Communication (Marketing ??) is the key to success Reform is difficult, long and painful

o When you hit a wall, turn back and re-assesso Break up into smaller pieces if the whole can not be initially

swallowed