International Trends in Governance Reforms
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International Trends in Governance Reforms
Jamil Salmi
Global Tertiary Education Expert
Sofia, 19 March 2012
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natural lab experiment:
U. of Malaya vs. NUS
• early 1960s: 2 branches of University of Malaya
• today, stark difference:
• THES: NUS # 34, UoM not in top 200
• SJTU: NUS 101- 151, UoM not in top 500
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outline of the presentation...
• importance of good governance
• system-wide dimensions
• oversight at institutional level
• institutional autonomy
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why does governance matter?
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what do we know about good governance?
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2007 comparison of US and European universities
• European universities suffer from– poor governance– insufficient autonomy– perverse incentives
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U. Of Malaya vs. NUS
– appointment of VC highly political in Malaysia: 10 VCs until 2008 (Prime Minister statement)
– more professional in Singapore (5 VCs)
– UM: restricted by government regulations and control, unable to hire top foreign professors
– NUS: status of a private corporation, able to attract world-class foreign researchers
– 52% of professors (9% from Malaysia)
– 79% of researchers (11% from Malaysia)
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creating the Solar Energy Institute
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outline of the presentation...
• importance of good governance
• system-wide dimensions
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role of the State
from
central planning
to
steering at a distance
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system-wide guidance and policy-making
• principal functions at national level
– vision about the future of tertiary education
– policy-making
– regulating and monitoring
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do we really need accountability?
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accountability
in return for increased autonomy, governments expect accountability in:
• adherence to national goals and policies
• maintaining academic quality
• financial honesty and value for money
• good governance and management
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accountability mechanisms
• legal
• information
• governance
• funding allocation
• quality assurance
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legal mechanisms
• regulatory framework
• financial audits
• public disclosure law
• annual performance report
• presentation before Parliament
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information mechanisms
• student engagement surveys
• rankings
– national rankings
– integrity rankings
– international rankings
• labor market observatories
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financial mechanisms
• linking resources and performance (supply-side)
• demand-side funding (grants, student loans, vouchers)
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outline of the presentation...
• importance of good governance
• system-wide dimensions
• oversight at institutional level
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guidance & oversight
from
inward looking
to
outward looking
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guidance and oversight at institutional level
• composition and role of Board– independent with outside representation
• selection of institutional leader– democratic or professional criteria?
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governance in the autonomous university
the Board:• appoints the U leader and monitors
his/her performance• approves the mission and strategic plan,
budget and performance indicators• assesses performance against the
strategy and plan• establishes and monitors control and risk
management systems
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effective Boards
• Board = interface between society and universities
• learning to work together: U leadership and Board
• need for capacity building
• clear boundaries
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code of conduct for Boards
• elaborated in consensus-based mode and voluntary adherence
• areas covered– role of Board– structure and processes– effectiveness and performance review– responsibilities of members– conduct of business
• pioneers: Australia, Ireland, UK
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governance mechanisms (international advisory Board)
• experienced practitioners
• constructive criticism and guidance
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appointment of university leader
• mode of appointment– government appointment– democratic election (faculty, administration,
students, alumni)– competitive appointment (Board, govt,
electorate)
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appointment of university leader (II)
• eligibility- only faculty member- only from the university- from outside
• duration of appointment- one or more mandate- from 4 years to 4 ever
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outline of the presentation...
• importance of good governance
• system-wide dimensions
• oversight at institutional level
• institutional autonomy
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2008 Aghion study
• research performance positively linked to degree of autonomy of universities in the sample, especially with regard to:
– budget management
– ability to hire faculty and staff, and
– freedom to set salaries
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international trends
• general move to granting greater autonomy (Denmark, Japan, Thailand, Germany, France)
• freedom from civil service rules (human resources, procurement, financial management)
• growth in scale and intrusiveness of monitoring by governments
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flexibility
• good feedback mechanisms
• strategic planning to orient change
• ability to react and adapt rapidly
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results framework
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effective decision-making?
• possibility to consider reforms
• speed in making decisions
• ownership / consensus for smooth implementation
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efficient management?
• academic management
• human resources management
• procurement
• financial management
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international trends
• State devolving increased autonomy
• accountability through independent Board with outside representation
• selection of leadership team with professional criteria
• flexibility and responsiveness with power to act
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