Higher Education Leadership Development


Content Framework for Higher Education Leadership Programmes – Download detailed document

Course Modules (Curriculum of Leadership Development Programmes)

Content Framework for Higher Education (HE) Leadership Programmes under CALEM component of PMMMNMTT for Central Universities, State Universities and Institutes of National Importance

  • Rationale and Significance.
  • Vision.
  • Mission.
  • Goals and Objectives.
  • Delivery Methods and Resource Persons.
  • Content Themes.
  • Expected Outcomes/impacts.
  • Detailed content framework.
    1. Group 1: Vice-Chancellors/Pro Vice-Chancellors.
    2. Group 2 : Deans, Chairpersons and Heads of Departments.
    3. Group 3 : College Principals and Vice-Principals.
    4. Group 4: Registrars and Finance Officers, controller of exams, directors of board of university and college development
    5. Group 5 : Officials from State Higher Education Departments, State Council for Higher Education, State Project Directorate, Chancellor’s office.
    6. Group 6: Members of  University Statutory bodies (Executive Council, Academic Council, Senate, Board of Studies).

Rationale and Significance

While it is true that higher education institutions are in general complex enterprises, in case of India it is even more challenging given its scale, size and complexities. The management of these higher education institutions requires deep understanding, knowledge, skills and experience in leading and managing institutions. To build capacities of existing higher education leaders and administrators and to draw fresh talent into the management of higher education systems, it is proposed to administer training programs for Higher Education (HE) leaders under PMMMNMTT.

Vision

In pursuit of excellence in Higher Education leadership in India

Mission

  • To develop good quality Higher Education leaders and administrators to effectively lead and manage institutions of higher learning.
  • Contribute towards the advancement of Higher Education in India and the achievement of the goals of better access, equity and quality in the field of Higher Education.

Goals and Objectives

The main goal of the leadership development training would be to equip HE leaders and administrators to competently and efficiently handle the complex problems and leadership challenges that arise in the academic, financial and administrative aspects of the functioning of their respective institutions, so that they are able to lead and manage institutions of higher learning in a more effective manner.

The specific objectives of the leadership development programmes would be to:

  1. Adapt leadership and management practices to changing world of work.
  2. Identify positive and negative examples of leadership and management practices
  3. Address common leadership and management challenges.
  4. Develop critical leadership competencies and skills for effective organizational efficiency.
  5. Develop interpersonal competencies, improve organizational effectiveness and develop personal characteristics for leaders and administrators.
  6. To lead and support the diverse workforce, promote teamwork and create positive working relationship throughout the institution, improve staff performance and efficiency, improve work processes to enhance efficiency and effectiveness of the organization, use creativity and innovation to meet current and future leadership challenges.
  7. Develop critical thinking, judgment and problem solving abilities

Delivery Methods and Resource Persons

The leadership programmes are intended for individuals who either occupy/are about to occupy/are most likely to occupy leadership positions in academic affairs, student affairs, finance and administration, and who would like to make an impact on responsibilities in college/university administration.

The leadership training sessions, imparted mainly in small group sessions, would necessarily have a practical focus and enable close networking among its participants, which in turn would promote mutual learning and exchange of lessons and insights among them. The programmes would be provided to six levels/groups of leaders

  • Group-1 : Vice Chancellors, Pro-Vice Chancellors
  • Group-2 : Deans, Chairpersons, Heads of Departments
  • Group-3 : College Principals and Vice –Principals
  • Group-4 : Registrars, Finance Officers, Controller of Exams, Director of Board of University and College Development:
  • Group-5 : Officials from State Higher Education Departments, State Higher Education Council, State Project Directorate, Chancellor’s Office:
  • Group-6 : Members of University Statutory Bodies (Executive Council, Academic Council, Senate, Board of Studies)

The Resource Persons (trainers) of the leadership training programmes will be leading academics, scholars, academic administrators and leaders, motivational speakers, and management experts both from India and abroad. These experts will bring to the training strong knowledge base on conceptual issues and practitioners’ perspective.

The programmes will be delivered through an integrated teaching and learning method involving case studies, group activities, field visits and online virtual sessions. In addition, immersion programmes and exposure visits will also form a part of the training. Additionally, a Professional Experience Plan, developed by the participant and his/her mentor, is to be carried out in their homes or conveniently located campus. The focus will not be only conceptual or theoretical but also practical and participatory: participants of leadership development programmes will be required to apply the learnt skills in simulated situations and also identify actual leadership and management problems in their respective institutions and come up with possible solutions to these problems, as part of the assignments in these programmes. The content to be delivered in the programmes would be informed and shaped by cutting edge HE research. The programme durations to be offered as of now are 4 days and 6 days. Evaluation mechanisms will be built into the actual leadership development programmes. At the end of every programme, detailed questionnaires will be given to participants in order to obtain their feedback on the quality and relevance of the content and delivery of the programme. Such feedback, along with oral suggestions also gleaned from participants during the programme, will be used to refine and further develop the future content, structure and delivery of the leadership development programmes.

Content Themes

The content of the leadership programmes will broadly cover the following themes:

  1. History of Higher Education in India
  2. Federal and State Systems of Higher Education in India and HE Laws, policies and regulations
  3. Key leadership strategies for improved institutional performance and better institutional governance: strategies for institutional excellence, rational decision making, balancing accountability and autonomy, delegation and decentralization, key management skills, industry collaboration, using technology.
  4. Managing interpersonal relations and managing conflict
  5. Institutional Research and Strategic Planning
  6. Curriculum and Curricular Development
  7. Students and student development

The content of the proposed leadership programmes will be customized to each level/group of leaders.

Expected Outcomes/impacts

  • Creation of an expanded pool of capable and high thinking leaders and administrators
  • Improved governance, managerial and leadership capacities of Higher Education leaders
  • Improved inter-personal relationship management skills of leaders, leading to improved morale of staff in Higher Education institutions
  • Facilitation of implementation of the strategic plans of the institution
  • More intense, focused and more fruitful networking and mutual learning among HE leaders, thinkers and policy makers, across institutions and states
  • All the above, in turn, is likely to lead to improved institutional governance and performance.

Detailed content framework

Course Modules (Curriculum of Leadership Development Programmes)
The courses have been designed to address the challenges of academic leaders and academic administrators in the highly competitive and ever-changing sector of higher education. The course modules have been customized taking into account the needs and requirements of various levels of leadership. For each group of leaders/administrators the course is structured into themes, sub-themes and wide range of topics that will be covered under each of these.

A broad overview of the course modules of each group of academic leaders is provided below.

Theme-I History of Higher Education in India

Overview:

  1. It is important to understand the history of the development of higher education in India so that we don’t necessarily replicate the past but that we understand how institutions have evolved into the organizations we see today. Further, history allows one to see how the impact of the change in the environment of an institution affects its structure and functions over time.

Theme-II Federal and State Systems of Higher Education in India

Sub themes:

1. Salient features that characterize higher education institutions in India

Overview :

  1. To discuss the concept of how higher education institutions are self-correcting and have developed organically like (for e.g. like Judiciary of India) with the changing needs.
  2. In this context different maturity models developed/adopted by various Indian universities and colleges will be studied to understand the underlying principles and forces that have inspired and catalyzed the change and reform within these institutions.
  3. Understand the role, functions and powers of Central and State Governments, State Higher Education Councils, and University bodies such as Senate, Executive Council and Academic Council.

2. Constitutional Provisions and Judicial Pronouncements relevant to higher education

 Overview :

  1. The constitutional provisions on role of central and state government vis-a-vis higher education institutions

3. Understanding of Higher Education Policy in India

 Overview :

  1. Major Higher Education related policies and reforms since India’s independence  – Radhakrishnan Commission on University Education (1948-9) , Kothari Commission (1964-6), National Policy on Education (1986, modified in 1992) , Rashtriya Ucchatar Shiksha Abhiyan (RUSA) and others such as Yashpal Committee report 2009 and National Knowledge Commission Reports
  2. Improving efficiency through systems reforms
  3. Legal context of HE: University Act/Statutes, Relevant laws such as RTI
  4. Higher Education Financing Authority (HEFA)

4. Role and influence of Regulatory bodies on institutions: how to develop a more collaborative engagement

Overview:-

  1. To develop and understanding of the roles and functions of the regulatory bodies from the perspective of their influence and impact on institutions of higher learning.
  2. What are the current challenges faced by higher education systems with respect to financial, academic and administrative autonomy while working with the regulatory bodies?
  3. What would be the best strategies, models and mechanism to address some of the issues through interactive sessions and group work?
  4. Understanding of regulations formulated by regulatory bodies for maintenance, standard settings and quality assurance

Theme III- Leadership strategies for better performance management, and governance functions/reforms of an Institution

Subthemes:

Striking a balance between autonomy and accountability for effective governance

Overview:-

  1. To develop an understanding the concepts of autonomy and accountability in the context of Indian higher education system.
  2. What are the existing challenges experienced by leaders in exercising their autonomy?
  3. What are the areas of conflict with respect to accountability while exercising autonomy?
  4. To understand the various dimensions of accountability of HE leaders (accountability to whom?)
  5. What leadership strategies can be/have been applied for effective exercise of autonomy while maintaining high standards of accountability-learning from case studies as well as own-experiences/experiments of participating leaders?
  6. How to engage with multiple levels of management to increase accountability and maximize transparency.
  7. How to synergize the autonomy in finance, administration and academics to avoid conflict of interests and for better student learning experience?

Institutional performance- self assessment and enhancement

Overview:-

  1. Understanding internal monitoring and evaluation of institutional performance. What are the various tools of monitoring and evaluation?
  2. Impact assessment on how the products were utilized.
  3. Instituting best processes for Internal Quality Cell and Equal Opportunity Cell
  4. Re-designing and making relevant the appraisal system
  5. Performance based appointment and promotion

Role of technology for better governance

Overview:-

  1. To develop an understanding of how effective use of technology can help in improved governance (e-governance), maximizing transparency and quick decision making-learning from national and international models.
  2. To brainstorm on what are the current challenges in increasing the use of technology in day-to-day functioning of institutions and strategies to overcome them?
  3. Adoption of e-information management internal communications, communicating student and financial information to outsiders etc.,
  4. Website Management

Key strategies and skills for effective leadership

Overview:-

  1. Fundamentals of strategic leadership: Meaning of strategic leadership (how it is different from operational leadership), How to develop vision, goal, objectives and strategy, Components of strategic leadership (understanding institutional performance and capacity of institution and its personnel, using performance data in decision making exploiting strengths and overcoming constraints, putting resources to best use,) How to develop and apply different leadership styles and approaches for different contexts and situations, Understanding organizational culture and leading strategically in the context of prevalent organizational culture, Systems thinking, and being able to see big picture and system as a whole
  2. Fundamentals of Transformational leadership: Meaning and components of transformational leadership, Understand role of leader in transforming of institution, Realistically understand obstacles to change including psychological obstacles, Communication for change – How to change attitudes of staff towards change, motivate and inspire staff and develop own and staff members’ capacity to cope with change, Changing workplace/ organizational culture.
  3. Different kinds of leadership – results-oriented leadership, creative leadership, leading for creative results
  4. To focus on what are key leadership strategies such as effective and rational decision making, talent identification and recruitment, working with multiple levels of administration, delegation of power, developing effective public relations and media regulations, process mapping and re-engineering, how to replicate success and learn from failures, developing standard operating procedures, how to ring-fence institutions from external and internal disturbances, presentation skills, developing a culture of shared governance and collective wisdom, art of negotiation, time management, importance of outsourcing certain university functions to domain experts, building trust and confidence among all stakeholders, developing industry collaboration, developing brand and visibility of the institution .
  5. Sharing and adoption of best practices of Academic, Administrative, Evaluation, Human Resources, Finance

Managing Inter-personal Relationships, including Conflict Management, Consensus Building & Conflict Resolution

Overview:-

  1. Fundamentals of managing people and interpersonal relations: the art and science of motivation, approaches and strategies to bring about sustainable improvements in staff performance, supporting and fostering staff autonomy, and balancing such autonomy with direction and accountability, Promoting and supporting productive collaboration and teamwork, enabling and supporting the upgradation and learning of colleagues, anticipating and dealing with conflict and resistance, cultivating EQ, empathy and listening skills
  2. Group dynamics and collaboration, power of dialogue to resolve conflicts and power of persuasion, power of story (how to motivate people with stories), interest-based negotiation, collaborative ability
  3. Myers Briggs Personality Test
  4. Ensuring better grievance redressal mechanisms. How to institutionalize feedback mechanism?
  5. How to avoid and manage conflicts with external stakeholders

Nurturing talent in conducive environment and succession planning

  1. How to appoint good quality staff? How to nurture talent in an institutional structure and prepare them for leadership positions?
  2. How to apply concepts of incentivization and disincentivization in the context of Indian Higher Education system? How to deal with non-performers given the legal bindings and accountability issues?

Theme IV- Financing for Higher Education

Sub themes:

Adoption of better financial management practices

Overview:

  1. How to make realistic budgets as well as need to institutionalize better monitoring and implementation mechanisms/practices in financial management. The need for leaders and requisite skills to able to adjust to the timelines that has to be adhered to under RUSA.
  2. Need for resource mobilization and strategies to raise resources in the context of different institutions located in different geo-politico-social circumstances. There will be sharing of best and innovative practices, various alternate sources of funding such as available grants, international agencies; scope of e-learning in this regard will also be discussed in the context of India.
  3. Resource utilization- how to address the challenges in preparing budgets given the unpredictable timing of funds disbursement. Assessment of time lag in fund disbursement is important. Sometimes even leaders/academics make mistakes e.g. not approaching the government on time or not submitting Utilization Certificate on time.
  4. Orientation on principles of basic accounting and budgeting

Theme V- / Institutional Research and Strategic Planning

Sub themes

Institutional Research: data and systematic decision-making

Overview:-

  1. How to prepare vision/mission document?
  2. How do define goals and objectives?
  3. Improvement, assessment and planning How to assess/measure institutional performance in qualitative and quantitative terms
  4. How to prepare strategic plans at state and institutional levels?
  5. Importance of data and institutional research to define the course of action for institution.
  6. How to develop MIS?
  7. Meaning of bottom-up/decentralized planning, democratized planning and perspective planning and how to carry these out.

Strategic Planning

Overview:-

  1. How to include the special considerations from the perspective of low performing students, students with special needs, gender, caste, minority etc. as well as needs of backward areas in strategic planning?
  2. Training on importance of developing a team of PR and liasoning to enable evidence based decision making not clear.

Theme VI: Curriculum and Curricular Development

Theme VII: Students and student development

Overview:-

The theme will cover aspects of student welfare, key issues for development with equity and access and excellence, helping students with access to information, building leadership qualities in students and mentoring, students’ learning outcome.

Theme I – Understanding Higher Education Policy, bodies and critical actors in India

  1. Overview of Higher Education Policy and Reforms in India
  2. Role, functions and powers of Central and state govt, SHECs, VCs, University bodies such as Senate, Executive Council, Academic Council
  3. Role, functions and impact of regulatory bodies such as UGC and AICTE

Theme II- Leadership strategies for better performance in administrative, and governance functions/reforms of an Institution

Subthemes:

Key strategies and skills for effective leadership and management

Overview:

  1. Fundamentals of strategic leadership: Meaning of strategic leadership (how it is different from operational leadership), How to develop vision, goal, objectives and strategy, Components of strategic leadership (understanding institutional performance and capacity of institution and its personnel, using performance data in decision making exploiting strengths and overcoming constraints, putting resources to best use,) How to develop and apply different leadership styles and approaches for different contexts and situations, Understanding organizational culture and leading strategically in the context of prevalent organizational culture, cultivating EQ , empathy and listening skills
  2. Fundamentals of Transformational leadership: Meaning and components of transformational leadership, understand role of leader in transforming of institution, Realistically understand obstacles to change including psychological obstacles, Communication for change – How to change attitudes of staff towards change, motivate and inspire staff and develop own and staff members’ capacity to cope with change, Changing workplace/ organizational culture.
  3. Different kinds of leadership – results-oriented leadership, creative leadership, leading for creative results

Decentralization of power and delegation of responsibilities

Overview:

  1. Need for decentralization of power and delegation for effective administration
  2. Challenges in decentralization of power and delegation of responsibilities-how to overcome them?

Striking a balance between autonomy and accountability for effective governance

Overview:

  1. To develop an understanding, the concepts of autonomy and accountability in the context of Indian higher education system.
  2. What are the existing challenges experienced by leaders in exercising their autonomy?
  3. What are the areas of conflict with respect to accountability while exercising autonomy?
  4. What leadership strategies can be/have been applied for effective exercise of autonomy while maintaining high standards of accountability-learning from case studies as well as own-experiences/experiments of participating leaders?
  5. How to engage with multiple levels of management to increase accountability and maximize transparency- importance of shared governance and collective wisdom
  6. How to synergize the autonomy in finance, administration and academics to avoid conflict of interests and for better student learning experience?
  7. Process mapping and process re-engineering
  8. How to ring-fence institutions

Rational and effective decision making

  1. Components of rational decision making: Problem identification, Information gathering, developing alternatives, evaluating alternatives (pros and cons) and scenario building, Selecting preferred alternative
  2. Difference between incremental and rational decision making
  3. Challenges in rational decision making and how to overcome these

Role of technology for better governance

Overview:

  1. To develop an understanding of how effective use of technology can help in improved governance (e-governance), maximizing transparency and quick decision making-learning from national and international models.
  2. To brainstorm on what are the current challenges in increasing the use of technology in day-to-day functioning of institutions and strategies to overcome them?
  3. Adoption of e-information management internal communications, communicating student and financial information to outsiders etc.,
  4. Website Management

Effective communication strategies

Overview:

  1. Skills for effective presentation??
  2. Strategies for effective internal communication
  3. Strategies for effective communication with external stakeholders
  4. How to build trust and confidence among various stakeholders?
  5. Art of negotiation
  6. Relevance of effective Public relations and knowledge of media regulations in a higher education institutional setting
  7. How to build institutional brand

Key Management skills

  1. Time management
  2. File management
  3. How to ensure effective documentation? What are the current challenges in documentation- participants will share experiences and how to overcome them?
  4. Standard operating procedures
  5. Need for outsourcing essential services- why, how and benefits of outsourcing?

Developing industry collaborations- should this be a separate theme?

Overview:

  1. Need for industry collaborations.
  2. Strategies for industry collaboration
  3. Relevant skills for implementing the collaborations such as communication skills, branding skills etc.

Managing Inter-personal relations, Conflict Management, Consensus Building & Conflict Resolution

Overview:

  1. Fundamentals of managing people and interpersonal relations: the art and science of motivation, approaches and strategies to bring about sustainable improvements in staff performance, supporting and fostering staff autonomy, and balancing such autonomy with direction and accountability, Promoting and supporting productive collaboration and teamwork, enabling and supporting the upgradation and learning of colleagues, anticipating and dealing with conflict and resistance, cultivating EQ, empathy and listening skills
  2. Group dynamics and collaboration, power of dialogue to resolve conflicts and power of persuasion, power of story (how to motivate people with stories), interest-based negotiation, collaborative ability
  3. Myers Briggs Personality Test
  4. Ensuring better grievance redressal mechanisms. How to institutionalize feedback mechanism?
  5. How to avoid and manage conflicts with external stakeholders?

Nurturing talent in conducive environment and succession planning

  1. How to appoint good quality staff? How to nurture talent in an institutional structure and prepare them for leadership positions?
  2. How to apply concepts of incentivization and disincentivization in the context of Indian Higher Education system? How to deal with non-performers given the legal bindings and accountability issues?

Relevant legal frameworks

Overview:

  1. Various laws and regulations such a RTI Act, University Act etc., will be discussed to develop an understanding of need, relevance, importance and application of various legal frameworks in the field of higher education.
  2. Operational challenges in implementation of various laws or due to the existence of certain laws, how to overcome them and need for changes in legal frameworks will be discussed.

Theme-II – Financing for Higher Education

Sub themes:

Adoption of better financial management practices

Overview:

  1. Audits- administrative, academic and financial. How do you address audit objections?
  2. How to plan the budget/working schedule for planning from legal and ethical perspective?
  3. How to make realistic budgets as well as need to institutionalize better monitoring and implementation mechanisms/practices in financial management. The need for leaders and requisite skills to able to adjust to the timelines that has to be adhered to under RUSA.
  4. Need for resource mobilization and strategies to raise resources in the context of different institutions located in different geo-politico-social circumstances. There will be sharing of best and innovative practices, various alternate sources of funding such as available grants, international agencies; scope of e-learning in this regard will also be discussed in the context of India.
  5. Resource utilization- how to address the challenges in preparing budgets given the unpredictable timing of funds disbursement. Assessment of time lag in fund disbursement is important. Sometimes even leaders/academics make mistakes e.g. not approaching the government on time or not submitting Utilization Certificate on time.
  6. Orientation on principles of basic accounting and budgeting

Theme III: Curriculum and Curricular Development

Overview:

  1. Science of Curriculum Development
  2. Involvement of Peers and Adjunct Faculties in teaching programs.
  3. Faculty sharing among colleges located in the neighborhood.
  4. Employment of senior students in teaching programs

Theme IV- Institutional Research and Strategic Planning

Sub themes

Institutional Research: data and systematic decision-making

Overview:

  1. How to prepare vision/mission document?
  2. How do define goals and objectives?
  3. Improvement, assessment and planning
  4. How to prepare strategic plans at state and institutional levels?
  5. Importance of data and institutional research to define the course of action for institution.
  6. How to develop MIS?
  7. Meaning of bottom-up/decentralized planning, democratized planning and perspective planning and how to carry these out.

Strategic Planning

Overview:

  1. How to include the special considerations from the perspective of low performing students, students with special needs, gender, caste, minority etc. as well as needs of backward areas in strategic planning?
  2. Training on importance of developing a team of PR and liasoning to enable evidence based decision making.

Theme V: Students and student development

Overview:

The theme will cover aspects of student welfare, key issues for development with equity and access and excellence, helping students with access to information, building leadership qualities in students and mentoring, students’ learning outcome.

Theme I – Understanding the context of policy, actors, laws and roles

  1. Brief overview of Higher Education Policy and reforms in India
  2. Understanding the role, powers and responsibilities of state and central government and each University Statutory Body and various university functionaries
  3. Understanding own role, powers and responsibilities, and how to exercise these powers effectively and responsibly
  4. Understanding the role of regolatory bodies such as UGC and AICTE
  5. Understanding important statutes, court judgments, roles and regolations

Theme II- Key skills and strategies for effective leadership and management

Subthemes:

  1. Key strategies and skills for effective leadership and management

Overview:

  1. Fundamentals of strategic leadership: Meaning of strategic leadership (how it is different from operational leadership), How to develop vision, goal, objectives and strategy, Components of strategic leadership (understanding institutional performance and capacity of institution and its personnel, using performance data in decision making exploiting strengths and overcoming constraints, putting resources to best use,) How to develop and apply different leadership styles and approaches for different contexts and situations, Understanding organizational colture and leading strategically in the context of prevalent organizational colture, coltivating EQ , empathy and listening skills
  2. Fundamentals of Transformational leadership: Meaning and components of transformational leadership, understand role of leader in transforming of institution, realistically understand obstacles to change including psychological obstacles, Communication for change – How to change attitudes of staff towards change, motivate and inspire staff and develop own and staff members’ capacity to cope with change, Changing workplace/ organizational colture.
  3. Different kinds of leadership – resolts-oriented leadership, creative leadership, leading for creative resolts

Decentralization of power and delegation of responsibilities

Overview:

  1. Need for decentralization of power and delegation for effective administration
  2. Challenges in decentralization of power and delegation of responsibilities-how to overcome them?

Striking a balance between autonomy and accountability for effective governance

Overview:

  1. To develop an understanding, the concepts of autonomy and accountability in the context of Indian higher education system.
  2. What are the existing challenges experienced by leaders in exercising their autonomy?
  3. What are the areas of conflict with respect to accountability while exercising autonomy?
  4. What leadership strategies can be/have been applied for effective exercise of autonomy while maintaining high standards of accountability-learning from case studies as well as own-experiences/experiments of participating leaders?

Rational and effective decision making

Overview:

  1. Importance of rational decision making
  2. Components of rational decision making: Problem identification, Information gathering, developing alternatives, evaluating alternatives (pros and cons) and scenario building, Selecting preferred alternative
  3. Difference between incremental and rational decision making
  4. Challenges in rational decision making and how to overcome these

Role of technology for better governance

Overview:

  1. To develop an understanding of how effective use of technology can help in improved governance (e-governance), maximizing transparency and quick decision making-learning from national and international models.
  2. To brainstorm on what are the current challenges in increasing the use of technology in day-to-day functioning of institutions and strategies to overcome them?
  3. Adoption of e-information management internal communications, communicating student and financial information to outsiders etc.,
  4. Website Management

6.Key Management skills

  1. Time management
  2. File management
  3. How to ensure effective documentation? What are the current challenges in documentation- participants will share experiences and how to overcome them?
  4. Standard operating procedures
  5. Need for outsourcing essential services- why, how and benefits of outsourcing?

Developing industry collaborations

Overview:

  1. Need for industry collaborations.
  2. Strategies for industry collaboration
  3. Relevant skills for implementing the collaborations such as communication skills, branding skills etc.

Managing Inter-personal relations, Conflict Management, Consensus Building & Conflict Resolution

Overview:

  1. Fundamentals of managing people and interpersonal relations: the art and science of motivation, approaches and strategies to bring about sustainable improvements in staff performance, supporting and fostering staff autonomy, and balancing such autonomy with direction and accountability, Promoting and supporting productive collaboration and teamwork, enabling and supporting the upgradation and learning of colleagues, anticipating and dealing with conflict and resistance, coltivating EQ, empathy and listening skills
  2. Group dynamics and collaboration, power of dialogue to resolve conflicts and power of persuasion, power of story (how to motivate people with stories), interest-based negotiation, collaborative ability
  3. Ensuring better grievance redressal mechanisms. How to institutionalize feedback mechanism?
  4. How to avoid and manage conflicts with external stakeholders?

Nurturing talent in conducive environment and succession planning

  1. How to appoint good quality staff? How to nurture talent in an institutional structure and prepare them for leadership positions?
  2. How to apply concepts of incentivization and disincentivization in the context of Indian Higher Education system? How to deal with non-performers given the legal bindings and accountability issues?

Theme-II – Financing for Higher Education

Sub themes:

Adoption of better financial management practices

Overview:

  1. How to make realistic budgets as well as need to institutionalize better monitoring and implementation mechanisms/practices in financial management. The need for leaders and requisite skills to able to adjust to the timelines that has to be adhered to under RUSA.
  2. Need for resource mobilization and strategies to raise resources in the context of different institutions located in different geo-politico-social circumstances. There will be sharing of best and innovative practices, various alternate sources of funding such as available grants, international agencies
  3. Resource utilization- how to address the challenges in preparing budgets given the unpredictable timing of funds disbursement.
  4. Orientation on principles of basic accounting and budgeting and sharing of financial best practices

Theme IV-  Institutional Performance assessment and Strategic Planning

Institutional performance- self assessment and enhancement

Overview:

  1. Understanding internal monitoring and evaluation of institutional performance. What are the various tools of monitoring and evaluation?
  2. Qualitative and quantitative methods of performance assessment and indicators of institutional performance
  3. Using performance data in decision making and course correction
  4. Internal Quality Cell and best practices for the same.

Strategic Planning

Overview:

  1. How to prepare vision/mission document?
  2. How do define goals and objectives?
  3. How to prepare strategic plans at institutional levels?
  4. Use of institutional performance data in strategic planning
  5. How to include the special considerations from the perspective of low performing students, students with special needs, gender, caste, minority etc. in strategic planning?

Theme V: Students and student development

Overview:

The theme will cover aspects of student welfare, key issues for development with equity and access and excellence, helping students with access to information, building leadership qualities in students and mentoring, students’ learning outcome.

Theme-I Federal and State Systems of Higher Education in India

Sub themes:

Salient features that characterize of higher education institutions in India

Overview:

  1. To discuss the concept of how higher education institutions are self-correcting and have developed organically like (for e.g. like Judiciary of India) with the changing needs.
  2. In this context different maturity models developed/adopted by various Indian universities and colleges will be studied to understand the underlying principles and forces that have inspired and catalyzed the change and reform within these institutions.
  3. Understanding role, powers and responsibilities of Central and state government, SHECs, VCs and university bodies such as Senate, Executive Council and Academic Council

Constitutional Provisions and Judicial Pronouncements on. Higher Education

Overview: –

  1. To discuss the constitutional provisions on role of central and state government vis-a-vis higher education institutions

Understanding of Higher Education Policy in India

Overview:

Major Higher Education related policies and reforms since India’s independence – Radhakrishnan Commission on University Education (1948-9) , Kothari Commission (1964-6), National Policy on Education (1986, modified in 1992) , Rashtriya Ucchatar Shiksha Abhiyan (RUSA) and others such as Yashpal Committee report 2009 and National Knowledge Commission Reports

Role and influence of Regulatory bodies on institutions: how to engage and develop a more collaborative relationship?

Overview:

  1. To develop and understanding of the roles and functions of the regulatory bodies from the perspective of their influence and impact on institutions of higher learning.
  2. What are the current challenges faced by higher education systems with respect to financial, academic and administrative autonomy while working with the regulatory bodies?
  3. What would be the best strategies, models and mechanism to address some of the issues through interactive sessions and group work?

Theme-II Law and Ethics of Indian Higher Education

Subthemes:

Legal and Policy Issues

Overview:

  1. To develop an understanding of legal and policy issues in the sector of higher education such as RTI etc. from ethical perspective.
  2. To discuss existing challenges while working within the purview of Acts and Statutes of Universities and how to deal with them.
  3. Strengthening Anti-ragging activities
  4. Orientation of laws/statutes/ordinances relevant to prepare administrators to better handle legal issues, court related matters, dealing with legal representatives etc.
  5. Orientation on rules related to basic administration, finances, conduct rules, classification control and appeal rules.
  6. Operational challenges in implementation of various laws or due to the existence of certain laws, how to overcome them and need for changes in legal frameworks will be discussed.

Institutional Ethics

  1. Setting up Institutional Ethical Committee to facilitate transparent and accountable governance.
  2. Need and relevance of developing ethical model within the organization with specific guidelines and limitations for each position.

Theme III- Leadership strategies for better performance administration, and governance functions/reforms of an Institution

Subthemes:

Decentralization of power and delegation of responsibilities

Overview:

  1. Need for decentralization of power and delegation for effective administration
  2. Challenges in decentralization of power and delegation of responsibilities-how to overcome them?

Striking a balance between autonomy and accountability for effective governance

Overview:

  1. To develop an understanding, the concepts of autonomy and accountability in the context of Indian higher education system.
  2. What are the existing challenges experienced by leaders in exercising their autonomy?
  3. What are the areas of conflict with respect to accountability while exercising autonomy?
  4. What leadership strategies can be/have been applied for effective exercise of autonomy while maintaining high standards of accountability-learning from case studies as well as own-experiences/experiments of participating leaders?
  5. How to engage with multiple levels of management to increase accountability and maximize transparency- importance of shared governance and collective wisdom
  6. How to synergize the autonomy in finance, administration and academics to avoid conflict of interests and for better student learning experience?
  7. Process mapping and process re-engineering
  8. How to ring-fence institutions

Rational and effective decision making

Overview:

  1. Importance of rational decision making
  2. Components of rational decision making: Problem identification, Information gathering, developing alternatives, evaluating alternatives (pros and cons) and scenario building, Selecting preferred alternative
  3. Difference between incremental and rational decision making

–   Challenges in rational decision making and how to overcome these

Role of technology for better governance

Overview:

  1. To develop an understanding of how effective use of technology can help in improved governance (e-governance), maximizing transparency and quick decision making-learning from national and international models.
  2. To brainstorm on what are the current challenges in increasing the use of technology in day-to-day functioning of institutions and strategies to overcome them?
  3. Adoption of e-information management internal communications, communicating student and financial information to outsiders etc.,
  4. Website Management

Effective communication strategies and management of interpersonal relations

Overview:

  1. Skills for effective presentation??
  2. Strategies for effective internal communication
  3. Strategies for effective communication with external stakeholders
  4. How to build trust and confidence among various stakeholders?
  5. Art of negotiation
  6. Relevance of effective Public relations and knowledge of media regulations in a higher education institutional setting
  7. How to build institutional brand
  8. Fundamentals of managing people and interpersonal relations: the art and science of motivation, balancing staff autonomy with direction and accountability, Promoting and supporting productive collaboration and teamwork, anticipating and dealing with conflict and resistance, cultivating EQ, empathy and listening skills

Key Management skills

  1. Risk management
  2. Time management
  3. File management
  4. How to ensure effective documentation? What are the current challenges in documentation- participants will share experiences and how to overcome them?
  5. Standard operating procedures
  6. Need for uniform schedule of rates for official tours and travels etc.
  7. Need for outsourcing essential services- why, how and benefits of outsourcing?

Conflict Management, Consensus Building & Conflict Resolution

Overview:

  1. Ensuring better grievance redressal mechanisms. How to institutionalize feedback mechanism?
  2. How to avoid and manage conflicts with external stakeholders

Nurturing talent in conducive environment and succession planning

  1. How to appoint good quality staff? How to nurture talent in an institutional structure and prepare them for leadership positions?
  2. How to apply concepts of incentivization and disincentivization in the context of Indian Higher Education system? How to deal with non-performers given the legal bindings and accountability issues?

Theme IV: Financing of Higher Education

Subthemes:

Standardization of financial rules specific to universities

Overview:

– Is there a general financial framework that can be applied?

– To understand general financial rules and how they can be effectively used in the institutional context?

Audit

Overview:

The focus will be orient the administrators and better prepare them to deal with various auditing exercises. How to address audit objections?

Adoption of better financial management practices from legal and ethical perspective

Overview:

  1. How to make realistic budgets as well as need to institutionalize better monitoring and implementation mechanisms/practices in financial management. The need for leaders and requisite skills to able to adjust to the timelines that has to be adhered to under RUSA.
  2. Need for resource mobilization and strategies to raise resources in the context of different institutions located in different geo-politico-social circumstances. There will be sharing of best and innovative practices, various alternate sources of funding such as available grants, international agencies; scope of e-learning in this regard will also be discussed in the context of India.
  3. Resource utilization- how to address the challenges in preparing budgets given the unpredictable timing of funds disbursement. Assessment of time lag in fund disbursement is important. Sometimes even leaders/academics make mistakes e.g. not approaching the government on time or not submitting Utilization Certificate on time.
  4. How to communicate effectively among the stakeholders the information regarding available funds for effective fund utilization and creation of opportunities?
  5. Orientation on principles of basic accounting and budgeting
  6. Decentralization and delegation of financial powers.

Theme V: Students and student development

Overview:

The theme will cover aspects of student welfare, key issues for development with equity and access and excellence, helping students with access to information, building leadership qualities in students and mentoring, students’ learning outcome.

Theme VI: Sustainability

Subthemes:

Environmental Sustainability

Overview:
The focus will be on making institution environment friendly, greener through focus on various environment related issues such as energy management, biodiversity, plantation, waste management, better health and hygiene, sanitation, maintenance of campus etc.

Disaster Preparedness and Disaster Management

Overview:

Sharing of ideas and developing an understanding of disaster preparedness and disaster management. The focus will be on both man-made and natural disasters.

Theme-I History of Higher Education in India

Overview:

  1. It is important to understand the history of the development of higher education in India so that we don’t necessarily replicate the past but that we understand how institutions have evolved into the organizations we see today. Further, history allows one to see how the impact of the change in the environment of an institution affects its structure and functions over time.

Theme-II Federal and State Systems of Higher Education in India

Sub themes:

Salient features that characterize of higher education institutions in India

Overview:

  1. To discuss the concept of how higher education institutions are self-correcting and have developed organically like (for e.g. like Judiciary of India) with the changing needs.
  2. In this context different maturity models developed/adopted by various Indian universities and colleges will be studied to understand the underlying principles and forces that have inspired and catalyzed the change and reform within these institutions.
  3. Understanding role, powers and responsibilities of Central and state government, VCs and university bodies such as Senate, Executive Council and Academic Council

Constitutional Provisions and Judicial Pronouncements on. High Education

Overview:

  1. To discuss the constitutional provisions on role of central and state government vis-a-vis higher education institutions

Understanding of Higher Education Policy in India

Major Higher Education related policies and reforms since India’s independence – Radhakrishnan Commission on University Education (1948-9) , Kothari Commission (1964-6), National Policy on Education (1986, modified in 1992) , Rashtriya Ucchatar Shiksha Abhiyan (RUSA) and others such as Yashpal Committee report 2009 and National Knowledge Commission Reports

Role and influence of Regulatory bodies on institutions: how to engage and develop a more collaborative relationship?

Overview:

  1. To develop and understanding of the roles and functions of the regulatory bodies from the perspective of their influence and impact on institutions of higher learning.
  2. What are the current challenges faced by higher education systems with respect to financial, academic and administrative autonomy while working with the regulatory bodies?
  3. What would be the best strategies, models and mechanism to address some of the issues through interactive sessions and group work?

Theme III- Leadership strategies for better performance management, and governance functions

Subthemes:

Striking a balance between autonomy and accountability for effective governance

Overview:

  1. Creating an environment conducive to exercise of autonomy for the universities and college administration.
  2. How to balance autonomy with accountability for effective institutional governance and student centric institutional development

Institutional performance- enhancement and evaluation

Overview:

  1. Qualitative and quantitative methods of performance assessment and indicators of institutional performance
  2. Strategies for performance enhancement: Use of institutional performance data in strategic planning and course correction

Role of technology for better governance

Overview:

  1. To develop an understanding of how effective use of technology can help in improved governance (e-governance), maximizing transparency and quick decision making-learning from national and international models.
  2. To brainstorm on what are the current challenges in increasing the use of technology in day-to-day functioning of institutions and strategies to overcome them?
  3. Adoption of e-information management internal communications, communicating student and financial information to outsiders etc.,
  4. Website Management

Key leadership strategies for effective administration

Overview:

  1. To focus on what are key leadership strategies such as effective and rational decision making, talent identification and recruitment, working with multiple levels of administration, delegation of power, developing effective public relations and media regulations, process mapping and re-engineering, how to replicate success and learn from failures, developing standard operating procedures, how to ring-fence institutions from external and internal disturbances, presentation skills, developing a culture of shared governance and collective wisdom, art of negotiation, time management, importance of outsourcing certain university functions to domain experts, building trust and confidence among all stakeholders, developing industry collaboration, developing brand and visibility of the institution.
  2. Sharing and adoption of best practices of Academic, Administrative, Evaluation, Human Resources, Finance
  3. Fundamentals of managing people and interpersonal relationships – searching, recruiting, motivating and retaining talent, conflict management and the art of negotiation
  4. Managing for results

Conflict Management, Consensus Building & Conflict Resolution

Overview:

  1. Ensuring better grievance redressal mechanisms. How to institutionalize feedback mechanism?
  2. How to avoid and manage conflicts with external stakeholders?

Nurturing talent in conducive environment and succession planning

  1. How to appoint good quality staff? How to nurture talent in an institutional structure and prepare them for leadership positions?
  2. How to apply concepts of incentivization and disincentivization in the context of Indian Higher Education system? How to deal with non-performers given the legal bindings and accountability issues?

Theme IV- Financing for Higher Education

Sub themes:

Adoption of better financial management practices

Overview:

  1. How to make realistic budgets as well as need to institutionalize better monitoring and implementation mechanisms/practices in financial management. The need for leaders and requisite skills to able to adjust to the timelines that has to be adhered to under RUSA.
  2. Need for resource mobilization and strategies to raise resources in the context of different states located in different geo-politico-social circumstances. There will be sharing of best and innovative practices, various alternate sources of funding such as available grants as well as international agencies
  3. Resource utilization- how to address the challenges in preparing budgets given the unpredictable timing of funds disbursement. Assessment of time lag in fund disbursement is important. How to ensure that funds reach the beneficiary institutions within the defined timeframe. How to work with various institutions to ensure utilization of these funds on time especially in the context of RUSA. Sometimes even leaders make mistakes e.g. not approaching the government on time or not submitting Utilization Certificate on time.
  4. Orientation on principles of basic accounting and budgeting

Theme V- Institutional Research and Strategic Planning

Sub themes

Institutional Research: data and systematic decision-making

Overview:

  1. How to prepare vision/mission document?
  2. How do define goals and objectives?
  3. Improvement, assessment and planning
  4. How to prepare strategic plans at state and institutional levels?
  5. Importance of data and institutional research to define the course of action for institution.
  6. How to develop MIS?
  7. Meaning of bottom-up/decentralized planning, democratized planning and perspective planning and how to carry these out.

Strategic Planning

Overview:

  1. How to include the special considerations from the perspective of low performing students, students with special needs, gender, caste, minority etc. as well as needs of backward areas in strategic planning?
  2. Evidence based decision making.

Theme VI: Students and student development

Overview:

The theme will cover aspects of student welfare, key issues for development with equity and access and excellence, helping students with access to information, building leadership qualities in students and mentoring, students’ learning outcome.

Theme I – Understanding the context of policy, actors, laws and rules

  1. Brief overview of Higher Education Policy and reforms in India
  2. Understanding the role, powers and responsibilities of each University Statutory Body
  3. Understanding own role, powers and responsibilities, and how to exercise these powers effectively and responsibly
  4. Understanding the role of regulatory bodies such as UGC and AICTE
  5. Understanding important statutes, court judgments, rules and regulations

Theme II – Assessment of Institutional Performance

  1. How to assess university performance in qualitative and quantitative terms?
  2. Importance of data and institutional research for defining the course of action for institution.

Theme III – Financing of Higher Education

  1. How to make realistic budgets as well as need to institutionalize better monitoring and implementation mechanisms/practices in financial management.
  2. Need for resource mobilization and strategies to raise resources in the context of different institutions located in different geo-politico-social circumstances. There will be sharing of best and innovative practices, various alternate sources of funding such as available grants, international agencies
  3. Resource utilization- how to address the challenges in preparing budgets given the unpredictable timing of funds disbursement.
  4. Orientation on principles of basic accounting and budgeting
  5. Best practices in University Financial Management

Theme IV – Curriculum Development

  1. Basics of curriculum development
  2. Global and Indian best practices in curriculum development and pedagogy
  3. Global and Indian best practices in advancing standard of research

Theme V: Students and student development

  1. Student welfare
  2. Student rights
  3. Improvement of learning outcomes of students
  4. Supporting students from less privileged backgrounds
  5. Improving students’ employability

Theme VI – Managing interpersonal relations

  1. searching, recruiting, motivating and retaining talent
  2. approaches and strategies to bring about sustainable improvements in staff performance, supporting and fostering staff autonomy, and balancing such autonomy with direction and accountability
  3. conflict management and the art of negotiation
  4. Delegation and decentralization of responsibility: importance, and how to better implement
  5. Cultivating EQ, empathy and listening skills

Theme VII – Strategic Planning

  1. How to plan strategically: How to develop vision, goal, objectives and strategy, rational decision making, using performance data and institutional research in decision making exploiting strengths and overcoming constraints, putting resources to best use.
  2. How to plan strategically in the context of 3 basic priorities of Access, equity and excellence

Theme VIII – Governance and administration

  1. Managing accountability and autonomy of university bodies, units and staff
  2. Technology and e –governance: To develop an understanding of how effective use of technology can help in improved governance (e-governance), maximizing transparency and quick decision making-learning from national and international models. To brainstorm on what are the current challenges in increasing the use of technology in day-to-day functioning of institutions and strategies to overcome them?
  3. Best practices in university governance and administration