Session 5 Time: 04:45

Theme: Institutional excellence through Governance and Leadership

Chairperson: Prof. Neelofar Khan (VC of CUKAS)

Speakers:
Prof. M.M. Chaturvedi
Prof. Yasmeen Ashai
Prof. S.P. Saraswat
Prof. Ruhi Kanth

 Prof. M.M Chaturvedi:

- As a head of CIC, briefed about his experience that how much important is leadership.
- There are 3 points for leadership :
1. Trust
2. Transparency
3. Good Leadership

He mainly focused on building trust by leadership by sharing that unfortunately all our
rules and regulations for all institutions are borrowed from colonial mindset. If the
subordinate is not honest they have to prove the honesty by preparing many documents.
Trust building is required in an institution for innovative environment. If leadership has to
be innovative then rules are needed be modified. They say rules are written on stone,
which means that rules are never written on stone because there are always happening of
innovation. DYOD is successful because of trust. Leader needs to delegate the
responsibility, because Academics is the only place where A person is not equal to B and
so on and so forth, because of everyone has different opinions and mindset but there
agenda for the betterment of students are same.

 Prof. Yasmeen Ashai:

- Talked about what does NEP 2020 say for effective governance leadership for Higher
Education Institutions.
 It is effective governance and leadership that enables the creation of a culture of
excellence and innovation.
 The common feature of all world-class institutions world-class institutions globally
including India has indeed been the existence of strong self-governance and
outstanding merit-based appointments of institutional leaders,
 Through a suitable system of graded accreditation and graded autonomy; and in a
phased manner over a period of 15 years.
 Measures will be taken at all HEls to ensure leadership of the highest quality and
promote an institutional culture of excellence.

- We live in VUCA world.

 VUCA is used as a way to characterize the world around us and is increasingly apt.
 It describes the situation of constant, unpredictable change that is now the norm in
certain industries including the education world. VUCA demands that you avoid
traditional, outdated approaches 10 management and leadership. and day-to-day
working.
- OUR HEIS NEED TO BE POISED WITH THE ABILITY TO DO THE FOLLOWING:
 Volatility: Respond quickly and efficiently to an event or series or events that can
impact our schedule. We cannot delay decision-making,
 Uncertainty: We have been living in uncertain times for sure. What is the solution?
One suggestion is to assemble a leadership team with members who operate with a
growth mindset and are problem solvers, The days of the "boss" and "manager" are
over.
 Complexity. We make decisions all the time. There are days when we make 100
decisions before noon. This can be challenging. How do we revisit "tried and true" or
"we have always done it this way" thinking..
 Ambiguity: We have developed a schooling process that is sequential and precise. We
value the organization of learning, increments of time. and building blocks of
knowledge.

- LIMITATIONS OF HEIS

 Suboptimal governance and leadership

 Limited faculty and institutional autonomy
 Highly fragmented ecosystem
 Large affiliating Universities resulting in low standards of UG education
 Limitations on the course content

- EXPECTATIONS FROM HEIS

 Institutional restructuring
 Restructuring UG and PG programs
 Revamping curriculum. pedagogy: assessment and student support
 Large multidisciplinary Universities & Colleges
 Autonomous degree-granting colleges
 Mentoring
 Community engagement & service
 Faculty development

- ASPECTS OF GOVERNANCE
 There are two aspects to the governance of any institution- external regulation and
internal governance- and the NEP addresses both of them.
 With reference to External Regulation. the significant change of NEP 2020 is to create
a single regulator for higher education institutions.
 Let us look at the pre-NEP scenario. We have several regulators in higher education:
the UGC which governs universities, the AICTE for engineering education and the
NCTE which regulates teacher's education.
 NEP attempts to improve governance by bringing in a single regulator. the Higher
Education Commission of India, to regulate all institutions barring medical and law
colleges.

- FOURVERTICALS OF HECI
  National Higher Education Regulatory Council (NHERC). It will function as the
common single point regulator for the higher education sector including teacher
education and excluding medical and legal education.
 The primary mechanism lo enable the regulatory process will be accreditation. The
second vertical of HECI will therefore, be a mela-accrediting body, called the
National Accreditation Council (NAC).
 The third vertical of HECI will be the Higher Education Grants Council (HEGC),
which will carry out funding and financing of higher education based on transparent
criteria. including the IDPs prepared by the institutions and the progress made on their
implementation.
 The fourth vertical of HECI will be the General Education Council (GEC) which will
frame expected learning outcomes for higher education programmes, also referred to
as 'graduate attributes.
IMPLICATIONS AND NUANCES OF THE REGULATORY ARCHITECTURE
PROPOSED.
◦ Therefore, the NEP signals a change in the approach towards regulation, one of
simplification and rationalization. In fact this is a fundamental principle stated at the very
outset: a"light but tight regulatory framework.
"light but tight regulatory framework to ensure integrity. transparency. and resource
efficiency of the educational system through audit and public disclosure while
encouraging innovation and out-of-the-box ideas through autonomy. good governance.
and empowerment.

NEP 2020 - EMPHASIS ON QUALITY & EXCELLENCE

 The document repeatedly speaks of the quality imperative, reiterating the objectives of
excellence, innovation and merit.
 It observes that effective governance and leadership enables the creation of a culture of
excellence and innovation in higher education institutions.
 The primary instrument to attain these goals is institutional leadership.Structurally,
there are several provisions which enable this focus on excellence and merit.
 Acquiring the appropriate graded accreditations is a pre-condition for the creation of the
Board of Governors of a Higher Education Institution, It is only upon receiving the
appropriate graded accreditations that deem the institution ready for such a move, that
the Board of Governors (BeG) can be established.

NEP AGAINST THE BACKDROP OF THE MACRO-EDUCATIONAL CONTEXT

What are the challenges and consequences of future learning and how do we meet them?
Imagine a far-flung rural village in India, without electricity or infrastructure or a
government school yet home to children studying on a smartphone provided by the
government or an NGO, under the guidance of astute mentors.

ISSUES OF EQUITY
 The democratization of education raises important issues of equity. Do schools provide
students with equal access to technology. There is a digital divide that exists between
the information-rich and the information-poor. Gender-equity issues arise when girls
are treated differently than boys in the use and encouragement to use, technology.
 A student in a rural school that lacks fast internet connectivity does not have the same
access to information as a student near a major city.
  The digital divide also extends beyond the school. More economically advantaged
children usually have access to information services through private service providers
and home computers.
 Democratization of technology is therefore an important issue now, comprising internet
connectivity, telecom infrastructure. affordability of online systems, andavailability of
electronic infrastructure.

GOVERNANCE IN COLLEGES
 At the college level. there can be leadership training for college principals under central
universities, and state universities.
 Provide orientation to college principals for visionary leadership and strategic planning
of undergraduate teaching and sectoral understanding
 Enable college principals to lead the academic as well as administrative teams, and
diverse workforce, through a positive work culture.
 Facilitate college principals to competently deal with leadership challenges that arise in
undergraduate teaching institutions.

INSTITUTIONAL READINESS TO ACHIEVE EXCELLENCE

 Strengthen your research infrastructure and capacities Research will be key to your
success under NEP 2020, so make sure you have the necessary resources in place.
 Train your faculty in new teaching methods and pedagogies: With increased emphasis.
it is essential that your faculty are fully equipped to deliver quality education on skill-
based leaming.
 Revise your admission criteria and processes: The NEP 2020 will require institutes to
select students based on merit and not caste or religion.
 Increase female participation in higher education: The NEP 2020 has a target of 40%
female participation, so make sure your institute is doing its part to promote gender
equality:
 You can implement Moodle or any other LA15 or oller MOOC courses in groups
institution to promote a blended leaming system of leaming.
 Delineate the possibilities of offering vocational courses through Open Distance
Leaming (ODL) mode at the institution
 Describe any good practices of the institution pertaining to distance education online
education in view of NEP 2020.
 Invest in good technology platforms for virtual leaming, with easy-lo-use features like
lecture recordings, course materials, discussion forums.

 Prof. S.V. Saraswat:

- Talked about autonomy vis a viz NEP implantation.
- The main advantage of an Institute having autonomy is that it is a student friendly set up
with all issues of students being settled through a single window. Students do not need to
move from piller to post for settling their exam/admission related issues. Moreover,
continuous presence and accessibility of the Principal/ faculty makes it easier to address
the concerns of the students.
- Pros:
Flexibility: Autonomy allows colleges to tailor their curriculum and teaching methods to
align with the goals and objectives outlined in the NEP.
Innovation: Autonomous colleges have the freedom to introduce new courses, Hacking
approaches, and assessment methods.
 Quality Enhancement: With autonomy, colleges can focus on improving the quality of
education by implementing rigorous academic standards, fostering research culture, and
promoting faculty development.
Accountability: While enjoying autonomy, colleges are accountable for maintaining high
standards of education, governance, and transparency.
Cons:
Variability in Standards: Autonomy may lead to variations in the quality of education and
academic standards across colleges, as institutions have the freedom to develop their on
curriculum and assessment methods.
Lack of Uniformity: Autonomy might lead to a lack of uniformity in educational outcomes
and qualifications.
Risk of Mismanagement: With autonomy comes the risk of mismanagement mad lack of
oversight. potentially resulting in issues such as financial irregularities.
Equity Concerns: Autonomous colleges may prioritize the needs of certain student
populations or disciplines over others.

- An independent examination system

Availability of results to students in minimum possible time thereby ensuring adherence to an

academic calendar.

Flexibility of independent access to NAD

Decision making is much easier especially in academic affairs with a Governing Body
headed by an academician.

- Introduction of new Courses Since Attaining Autonomy:

1.FYUP in MCMP (Session 2023-24);
2.FYUP in Public Administration (Session 2022-23),
3.FYUP in Anthropology (Session 2022-23) .
4.Three PG Courses
5.DYD Programme

- Meaningful Skill Basket:

Aquarium Fish Keeping, MCMP, Fashion Designing and Technology, Data Entry Operator,
Digital Marketing and e-commerce, Fitness and Personal Trainer, Bakery, Yoga Instructor,
Translation, and several other.

 Prof. Ruhi Jan Kanth:

- CHALLENGES IN HIGHER EDUCATION AFTER NEP-2020
 Promoting applied research, innovation, incubation and entrepreneurship
 Motivating HEls to participate in accreditation, NIRF and Global ranking
 Strengthening the industry-instituteinteraction
 Filling up the Teaching Vacancies
 Allocation of Required Budget
 Sufficient Infrastructure
 Research Culture
 Achieving target GER
 Developing intellectuals and sensitive youth
  Preparing youth for global competitiveness and employability
 Expansion of Higher Education
 Attracting and retaining qualified and competent faculty
 Establishing World class institutions of higher learning and research

- Transforming regulatory system in HE

 A university (or any HEI) is complex in terms of people, processes, structures and
systems.
 Universities are no longer regarded as "ivory towers" - they are now increasingly
challenged to show why they exist
 HEls are now regarded as enterprises that produce and distribute a public good-which
is knowledge.
 HEIs now operate in a globalised environment and this has expectations on the way
managers and leaders run these enterprises
 Serious problems (internally and externally generated) confront managers and leaders
of Universities
 Solutions that worked yesterday may now not work today and tomorrow due to the
complexity of changes

- THE FACT IS THAT:

 HEls are now walking on a tight rope:-
 Increasing demands from both internal and external stakeholders
 Limited funding but they are expected to do more with less
 Serious diversity challenges are seriously undermining the true essence of a university
 Non-payment and financing issues have become perennial issues for discussion
whenever higher education experts meet

- Higher Education major problems;

 Fragmented higher educational ecosystem
 Less emphasis on learning outcomes
 Limited faculty limited access limited autonomy
 Inadequate mechanism for progression of faculty and institutional leaders
 Less emphasis on research and funding
 Large affiliating
 universities
 Ineffective regulation system

- EFFECTIVE GOVERNANCE AND LEADERSHIP

 In today's dynamic and competitive environment, Effective governance and leadership
are crucial for the success and sustainability of higher education institutions.
 Effective governance and leadership help navigate these challenges and ensure that the
institution fulfils its mission of providing quality education, conducting research, and
serving the community.

- SIGNIFICANCE OF GOVERNANCE AND LEADERSHIP IN HIGHER EDUCATION

1. Strategic Decision Making
2. Improved Decision
3. Sustainable growth
- ROLE OF LEADERSHIP IN DRIVING INSTITUTIONAL EXCELLENCE
 Visionary Guidance: Effective leadership provides clear vision .
 Cultivating a culture of Excellence
 Strategic Planning
- Academic leadership and autonomy
 At this age of globalization and knowledge, higher education institutions are going
through many changes. To manage these changes favourably, increasing emphasis is
being placed on good governance strengthening institutional leadership and greater
administrative autonomy.
- The Autonomy, Powers and Responsibilities.
 All HEls need to be incentivized, supported, and mentored, and shall sim to become
independent self-governing institutions pursuing innovation and excellence.
 Measures should be taken at all HEls to ensure leadership of the highest quality and
promote an institutional culture of excellence.
 While being provided with adequate funding and autonomy, all HEls, in turn, will
display commitment to institutional excellence, engagement with their local
communities, and the highest standards of financial probity and accountability.

- By adhering to these principles and practices, higher education institutions can enhance
their governance and leadership effectiveness, foster institutional excellence, and better
serve their stakeholders and communities.

Session 6
Chairperson: Prof. Neeru Time: 5:40 pm

Theme: Higher Education and the Society

Speakers: Prof. Rashmi Singh and Prof. Rajiv Ratan

 Prof. Neeru:
- Every organization has a purpose to serve society.
- For Higher Education, we need to understand the perspectives of the students along with
stake holders also. We live for students to serve the best of the possible ways.
- Students from different backgrounds comes with different society dreams, so they are
fulfilling the societies dreams.
- Every faculty member may not be thinking same or approaches are different but the
purpose remains same, which is for the up-bringing of students.

The session continued with the concept that the chairperson will ask three questions and
speakers have to answer in their own ways in given timing.

Question 1: What are your views on developing economic wealth in Higher Education and
society . What are the linkages we need to establish so that there is a connect between Higher
Education and Society?

Answer by Prof. Rashmi Singh:

- It is not only the government who is responsible for the welfare of the society, we all are
responsible and our contribution makes the effort at every level.
- NEP is a crucial policy, which is to be implemented as it is shaping the future leaders in
current.
- Along with bookish knowledge practical women knowledge is also getting shaped.
- The linkage between the Higher Education and Society starts when the young minds
starts to fall for learning process and for education purpose.
- These contemporary challenges are to be considered while linking the HE with society.
- The leadership should be more sensible towards the implementation of policy.
- For society connects we need societal involvements, linkages should not only be
projected but we have to work at individual levels for educating the societies.
- This linkage is a big challenge and we can only implement through best leadership
qualities.
Answer by Rajiv Ratan:
- NEP speaks about sensitization but also values of education.
- There is a major connect between Higher Education and Society through the leadership
skills and faculty involvements.
- There should be a multidisciplinary institutions engagement.
- There are delays in admission even the scholarships are provided, we need to focus on
this issue for linkages.
- The students are leaving home land for foreign land shows that there is a will for
linkages.
- Students from India are heading towards Canada, USA, Germany, Australia for the
destination studying and this shows Indian education can’t provide such facilities, we
need to focus on that.
- We should provide Ancient knowledge to students.
- Socio-economic disadvantage groups should not be the issue but how to bring them
together for betterment of the students.
- Future generation should be considered as an asset not as liability.
- Students need to be clear that either Higher education or employment.
- After the 2 years of MA, there is good knowledge of particular subject so those students
are master of those subjects and they need to share their knowledge through every means.

Question 2nd : Which potential areas culturally the university should adventure into
international students or community?

Answer by Rashmi Singh:

- There is a diverse culture of India which has a rich history with in these cultures. We need
to focus on these to represent internationally.
- For Example; in covid-19, the focus of India was not only vaccination but also the
immune system boosting which many of the huge countries were lacking and depending
and India.
- Resource utilization by branding if needed to attract the youth and children.
- For jobs, various food industries, wellness industries, philosophy institutes are there to
provide help and then representing internationally.
- Relevance for any topic or subject should not be decreasing through out life. Everything
has its own importance.
- We should be able to adopt major challenges in the whole system.
- We need to validate the system time to time.
- Investment should be there in encouraging cultures, human sciences.

Answer by Rajiv Ratan:

- We have brains serving in NASA, best teachers of Maths and Sciences throughout the
world. We are very ahead of representing our culture internationally.
- We should be very committed towards our causes.
- There should be dedicated and accomplished map of completing the work.
- We need to look after the spirituality at individual level and to explore it more and then
represent it.
- Along with spirituality education comfort should be provided in education system.
- Like there should be a spiritual tourism.

Question 3rd : Provided the opportunities in J&K there are many promotions of societal
involvement. Is there any role of larger society for engagements beside government?

Answer by Rashmi Singh:

- Indeed there is big role of society for better engagements.
- There should be integration of internalisation.
- There should be a confidence building measure with in the education system.
- Universities should also take the steps for bridging the gaps between society and
education using policy frameworks for faculty and students and making investment for a
different surrounding climate.
- Innovation in agriculture is to be focused.

By Rajiv Ratan:
- Tourism is already internationalized.
- J&K is very traditional so we need a break away path for integration separate than exams.