good governance in higher education institutions

The outcomes of an industry that's valued at nearly £40 billion seem frustratingly hard to articulate and transmit to the public, media and politicians. The future of good governance in higher education Carol Rudge 05 Dec 2019. 6. In the UK, these institutions need to consider how they can respond to market challenges and pressures, with those who govern them leading the way. To raise this question and answer it well requires a review of board skills and competencies.

Universities have been exposed to and have taken on greater risk, without a corresponding coherent story of the positive outcomes that should result.Crucially, this risk is as much a result of globalisation as it is of conscious government policy.

GTIL does not provide services to clients. GTIL and its member firms are not agents of, and do not obligate, one another and are not liable for one another’s acts or omissions. The universities themselves are established as autonomous institutions with council and senatorial governance, reflecting their academic mission and status as charitable organisations. By 2030, Chinese universities will be common features in the Top 10 of international league tables, and will be displacing previously dominant western universities. Some board members feel as though the eternal nature of tenured traditional academia isn't grounded in commercial reality. Cinop global mali. Coupled with accountability and transparency, governance (as an overarching framework) allows a university to be sustainable in the long-term,” according to a These same principles are all the basis of a well-run company:Thus, it is not surprising that UK university boards now apply these principles too.The Governing Body, like a corporate board, is also responsible for ensuring that its own composition is diverse, and that its members have the necessary skill-sets to ensure performance.Again, just as is the case for corporate boards, the University Governing Body makes final decisions for the university, and has collective responsibility for all institutional activities, under the Code. For full functionality of this site it is necessary to enable JavaScript. Or, there is the opportunity for a disruptive model to offer a genuinely different route to learning – one driven by artificial intelligence and augmented reality.Either (or both) of these events could fundamentally undermine the business model of many UK universities. The emergence of specialist REITs focused on specific asset classes is good news for both investors and operators. After all, why should any international student travel halfway around the world to the UK when the best universities are nearer their home, or even in their home?Today the most pertinent question a well-governed university board or council can have on their collective agenda is 'what is our competitive advantage? Gaining a competitive advantage.

Good governance is at the heart of the higher education (HE) sector in the UK, and will continue to be of the highest importance as it continues to develop.

Good Governance in Higher Education Council on Higher Education public funds.

Good governance is especially important in higher education, because a university is, in many ways, a much more complicated organisation than a business, and governance in higher education must provide a framework for a truly variegated group of stakeholders. The sector, however, cannot risk such failures because of the reputational harm they bring and the intrusive regulation that can increase as a consequence.The Office for Students (OfS) may be under pressure to become a more interventionist regulator, stepping in to counteract the perceived retreating level of trust in universities. It is one area where boards need a wider range of skills and broader experience, and where business market experience is going to be fundamental for the future and for navigating that risk.© 2020 Grant Thornton UK LLP - All rights reserved. Here are the In the UK, these institutions need to consider how they can respond to market challenges and pressures, with those who govern them leading the way.The standard pedagogical mode in UK universities has not changed for decades, if not centuries; teaching is directed from a learned authority to ranks of assembled students in a lecture theatre or seminar, and then tested in exams. OfS is responding to pressure from politicians, who for different reasons feel that the present structure doesn’t serve Britain’s interests as well as it should: some think it's too elitist, others that it’s not elitist enough.Surveys have shown the limitations of the public’s understanding of universities, especially outside the undergraduate experience. The audit committee is not there to vet or revoke decisions taken by the board, but to isolate, understand and mitigate any larger strategic risks being taken. Embedding good governance systems in higher education institutions in Mali. This book addresses university governance as extending throughout an institution from the governing body to senates/academic boards and the organs of governance at faculty and departmental levels. However the higher education sector, operating in the current global economy and with its current governance practices, may not be able to make good on this promise.Is the academic community alert to the risks of international or disruptive competition?