GOOD GOVERNANCE
Enhancing the capabilities of technical education in India


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Examples of Bad Governance

The following is far from an exhaustive list. The examples are grouped under the five headings of good practice identified in the Good Practice Guide for Governing Bodies and as such are clearly opposites for what is recommended. They are not set in priority order

 

PRIMARY ACCOUNTABILTIES
1 No strategic plan in place, or no evidence that an existing strategic plan has any impact
2 No evidence of ambition for the institution or its students
3 No evidence of proper monitoring or financial controls, or of taking appropriate, rapid and effective action when failures or wrong doings are identified by others
4 No planning to provide financial sustainability or reputational gain
5 No objective benchmarking in place
6 Compliance in returns on paper, but no implementation (e.g. no real Board of Governors)
7 Failure to make use of powers granted (e.g. additional fundraising)
8 Rigid adherence to an IDP, not reviewed annually
9 Lack of flexibility in regard to opportunities (e.g. use of Alumni, in India or Overseas, who want to make a real difference to their institution)
10 No, or inadequate, attempts to raise IRG
   
OPENNESS AND TRANSPARENCY
11 No annual report on institutional performance is written and made available within the institution and more widely
12 No register of interests of members of the governing body is compiled and made publicly available
13 Information about the governing body's proceedings and decisions is not made available to staff and students
14 That information, including the minutes of governing body meetings, is not published on the institution's website.
15 The institution does not publish detailed information on its website on its student admission criteria and processes
   
KEY ATTRIBUTES
16 Opaque or ‘old boy’ recruitment processes to the governing body, resulting in inadequate skill or experience base
17 Political representation on the governing body leading to lack of autonomy and patronage, and possible conflict of interest with other roles
18 Lack of specification of roles of the Chair, and the Head of the Institution leading to confusion of executive/non-executive functions
19 Too much involvement by governing body members in the institution meaning that they fail to understand adequately the purpose and ‘business’ of the institution
20 Irregular attendance by governing body members at governing body meetings, leading to failure to understand properly the issues upon which judgement is expected.
21 Lack of visibility of the Chair or other governing body members leading to their roles not being understood
   
EFFECTIVENESS AND PERFORMANCE REVIEW
22 No induction of new members of the governing body and/or no self-review rendering governing body members less able to discharge their obligations
23 The governing body does not meet at all, or meets infrequently, or holds meetings which are only on paper, or meetings are ineffective in terms of supporting the institution in meeting its strategic objectives and discharging their obligations
24 Inadequate record keeping of governing body proceedings leading to confusion as to decision-making and consequent accountability, including in regard to regulatory compliance, accreditation and quality assurance
   
REGULATORY COMPLIANCE
25 The breaking of statute or regulation/ leading to penalties – financial, recruitment of students, faculty and other staff, and loss of reputation
26 Ineffective internal and external audit leading to errors, misinformation for third parties, and potential legal action

 

 

Self-review is a key activity and output of the Good Governance Programme through which institutions can examine their current governance practice. Self-review can be undertaken regularly (for example every 3 -5 years).

Supporting governance development needs of individual governors, governing bodies, institutions and States is a key activity of this and other national and regional initiatives. Another output of the Good Governance Programme is a Governance Development Plan to see how governance development is built into institutional development through clear, timebound action planning.

 

 

Implementing good governance practice is the primary outcome of the Good Governance Programme demonstrated by institutions developing their own governance guidelines which sets out institutional governance practices based on the Good Practice Guide for Governing Bodies. This would include a process and timetable for monitoring and reviewing governance practise.
Sharing experience underpins and supports the Good Governance Programme through good governance learning forums, sharing of institutional case studies of good practice, highlighting common gaps, barriers and issues, and helping institutions to learn from one another.