COLLEGE AND

UNIVERSITY
GOVERNANCE
Cynthia T. Pelena
Faculty, LIS
Central Philippine University
 INSTITUTIONAL
GOVERNANCE IN
HIGHER EDUCATION
 Academic libraries constitute a fundamental part of college and university
transformation and success in the 21st century.
 The College and University structures relate to the library.

 Organizational structures varies widely in terms of an institutional size and

level of formality.
 The institution’s strategic planning process and the importance of library
relevance to its vision, mission, goals, and fundamentals principles are
discussed.
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 Universities, colleges and community colleges to a variety of governance
models.
 All institutions that are accredited or that seek accreditation are fist and
foremost placed under the auspices of an accrediting body.
 Accreditation constitutes the recognition that an institution maintains certain
standards, and its goal is to ensure that the education institutions of higher
education provide meets acceptable levels of quality.
 Accrediting agencies are bodies that establish operating standards for
educational institutions, determine if these standards are met.
 There are two types of Accreditation
 Institutional (College or University wide)
 Specialized (Specific professional school, major or college)

 Library leaders and librarians support the accreditation process by supplying institutional
information about the library. Serving on committees set up to write the required self
study, and meeting with the visiting committees.
 What are 2 purposes of accreditation?

 In higher education, accreditation has two goals:

 1) to ensure that post-secondary educational institutions and their units,

schools, or programs meet appropriate standards of quality and integrity, and
2) to improve the quality of education these institutions offer.
 The Library leaders or librarians support the accreditation process by:

 supplying institutional information (including information about the library)

 Serving on committees set up to write the required self-study and meeting

with the visiting committees.
 Opportunity to participate on accreditation committees can be a valuable way
for libraries to connect with the people from throughout the institution and
learn about the process of accrdiation.
 Private institutions – operate under the set of bylaws or principles, has
nominating committees.
 Public institutions- operate depending on the states of origin, also have a
governing board. Like community college, state universities, technical
colleges.
 Boards governing the public institutions vary in their makeup and selections
process. Methods of selection include but are not limited to:
 Election by the board

 Selection by the board

 Election by alumni

 Election by all voters in the state

 Residence by geographic area or districts served by the institutions

 Appointment by the state governor

 Selection by the state constituency groups (business, agricultural, education)

 Appointment by the board, itself

 Appointment by faculty senate and

 Appointment by student government

 The board should be knowledgeable about the institutional governance
structure, its bylaws, meeting agenda, and topic to be addressed.
 Topics that are related to the library such as decisions about new facilities or

 Renovated spaces and technology strategies.

MISCONCEPTIONS
 Print is no longer relevant and therefore libraries need no
additional spaces
 Everything is digital and therefore students no longer use
the library.
GOVERNMENT RELATIONSHIPS
 Public institutions of Higher education have special relationship with state
governments.
 Representative of the state serves on the institution’s governing board.

 Public institutions received government funding have responsibilities to

governing laws and mandates that they must fulfill in order to keep this
funding.
 In some cases the library can assist in ensuring compliance with these
mandates for example preservation and dissemination requirements for
research publications and data supported by government research funding.
 Private instructions received assistance through CMO-No.2 5-s2006
“Implementing guidelines for the PGMA Higher Education Loan Program
 In accordance with the constitutional mandate and the pertinent provisions
of Republic Act 7722 the Higher Education Act of 1994 one of the goals of
CHED is to broaden the access of the poor but bright Filipino students to
quality higher education thru scholarship, grants and loans.
 Due to the tremendous demand for financial aid from students at the higher
education level particularly those studying in private colleges and universities
the Office of the President released funds for students loan.
OBJECTIVES OF THE CHED PROGRAMS FOR
PRIVATE INSTITUTIONS
 Provide assistance to financially needy 3rd and 4th year and graduating college
students and to qualified students whose allowance for tuition is delayed due
to force majeure or other unforeseen/unavoidable circumstances.

 Raise the level of efficiency and effectiveness in the management and

administration of a student loan program by involving private higher
education institutions as government partner-implements.
LEVEL OF GOVERNANCE
 All colleges and universities have one individual who is responsible for the
operations of that institution.
 TOP Executive

 President

 Chancellor

 SECOND level

 Vice President

 Chief Academic Officer (Provost)

 Chief Financial Officer (CFO)

 Research Officer

 Chief Information Officer (CIO)

 The Chief Academic Officer (Provost) plays three primary roles-

 Presidential partner

 Trustee liaison

 Budget leader

 The library reports directly to the Chief Academic Officer

 THIRD Level

 Collegiate deans or director leading the various academic colleges and their
respective programs and departments.
 Deans have associate deans reporting to them with responsibilities for
carrying out the academic missions of their respective areas including
curriculum, research and faculty development affairs.
 The library leadership should be integral to these discussions and be willing to
take a stand when necessary with the deans on academic issues.
FINANCE AND BUSINESS OPERATIONS
 A college or university’s budget process and oversight are incredibly
important for all of the academic and support units in the institutions
 Financial budget is normally lies on the hand of the President and Vice
President for Finance.
 All the units should understand the budget process in detail, including how
and when the budget decisions will be made.
TRANSFORMATION OF LIBRARIES
 The "Great Age of Libraries,“ began in the late 19th century. This age was
characterized by building huge collections and using scientific approaches to
manage them.
 In the last two decades, with the advent of Internet, there were expectations
that libraries will die. They didn’t, instead they transformed from just being
buildings; to be “vast collections of online resources that users can access from
campuses, offices, or coffee shops halfway around the world” (Strong, 2011).
 The digital information which was usually perceived as an additional format for
resources, is currently evolving to be the only format.
 This shift is a response to the increasingly changing preferences of today's user
to the online form of resources.
COLLECTIONS
 “For many in the academic community, the phrase “transforming library
collections” conjures visions of electronic access from anywhere to everything –
books, journals,
 reference works, manuscripts, audio files, films” (Strong, 2011). Today all the
attention goes to Electronic resources, which are relatively new compared to
print publishing history.
 Exploring the change in collections deserve a thorough study, however it is worth
noting Ownership challenge: Libraries do own information (digital) that they
purchase, but they no longer store it; Thus how to convince traditional librarians
to spend money on materials that are not available physically in the library?
 Another aspect of libraries collections is the Open Access Resources which also
need separate discussion by itself.
LIBRARIANS GENERATIONS

 Lancaster identified four generations of library staff:

 – Traditionalists (born before 1946)

 – Baby Boomers (1946-1964)

 – Generation X (1965-1981), and

 – Millennials (1982-2000??) – all of who have distinctive motivations,

professional expectations, and communication styles (Strothmann, & Ohler,
2010).