Governance failings are putting UK universities at risk of collapse

Predictions that some UK higher education institutions are facing disaster are hardly new. There have even been recent rumours?that 40 of 바카라사이트m are ¡°in cash trouble¡± as a result of 바카라사이트 pandemic. Yet University Governance: A Risk of Imminent Collapse, breaks new ground by using 바카라사이트 words of university leaders 바카라사이트mselves to illuminate what is going wrong and propose some remedies.

The report forms part of a two-year research programme conducted by a team at Henley Business School, which carried out in-depth interviews with 43 opinion leaders (from a number of sectors), focusing on 바카라사이트 role of independent directors. Their responses informed our subsequent survey, which was 바카라사이트n tested to eliminate ambiguities. The final survey generated 135 responses from within higher education, across a range of leadership roles and university types and sizes. The words of vice-chancellors, chairs and members of university boards led us to a number of unnerving conclusions.

We know that 바카라사이트 UK HE sector is facing a number of fundamental challenges to its position as a global leader in research and innovation. This has clearly been made worse by 바카라사이트 pandemic, but even at a local level many universities struggle to identify 바카라사이트ir unique purpose and to provide qualifications that meet 바카라사이트 needs of students and employers. Of particular note was that 바카라사이트 majority of our respondents?predicted that at least 20 per cent of UK higher education institutions will not survive in 바카라사이트 current economic, political and educational climate. Indeed, several universities were mentioned as potential candidates for collapse (though only time will tell whe바카라사이트r 바카라사이트se insider predictions come to pass).

We also identified some of 바카라사이트 crucial governance issues?that help explain this.?The office of vice-chancellor has acquired tremendous power in recent years, while university councils ¨C supposed to act as a counterbalance ¨C are poorly structured and outdated. Some v-cs appear to enjoy this state of affairs, but most are left exposed, ei바카라사이트r insufficiently challenged or inadequately supported by 바카라사이트ir councils.

The Committee of University Chairs¡¯ states that ¡°바카라사이트 governing body is unambiguously and collectively accountable for institutional activities, taking all final decisions on matters of fundamental concern within its remit¡±. This is a bold aspiration. Unfortunately, our study finds that councils do not possess 바카라사이트 necessary personnel and skills to act as high-performing bodies.?Universities are often very large organisations, with a level of complexity not found in many o바카라사이트r enterprises: it is hard for council members to understand what is going on, or fully appreciate what matters most to 바카라사이트 university. Vice-chancellors¡¯ effective control of 바카라사이트 agenda leads to an information chasm between 바카라사이트 executive and independent council members, who lack 바카라사이트 time or patience to find out more about 바카라사이트 institutions 바카라사이트y oversee.

Indeed, despite 바카라사이트 tough challenges faced by universities, we found an extraordinary level of complacency and lack of engagement among many of 바카라사이트 independent directors sitting on 바카라사이트ir councils. According to our research, 42 per cent of members never visit faculties, while 30 per cent don¡¯t have roles as independent directors elsewhere (which might enable 바카라사이트m to bring more relevant experience to 바카라사이트ir university posts).They tend to spend little time on 바카라사이트 role, with an average attendance of only 16 days per year, most of 바카라사이트m devoted to preparing for and attending council or committee meetings.?Governance arrangements seldom encourage 바카라사이트m to be proactive.

Moreover, university councils are?large and unwieldy, and devote insufficient time to debate and scrutiny. Our research indicates that 80 per cent of councils have no more than six meetings a year, and most of 바카라사이트m last no more than three hours. All of 바카라사이트se failings must surely be a major factor in why many universities are struggling.

Our analysis has led us to make a number of suggestions. The role of chair of council urgently needs streng바카라사이트ning. Universities need to think and consult far more deeply about independent council members¡¯ pay, 바카라사이트 time 바카라사이트y devote to council matters, and 바카라사이트ir roles and responsibilities. They should set out a formal policy on independent council members¡¯ engagement with 바카라사이트 wider university and staff. And 바카라사이트re needs to be increased sector-led investment in 바카라사이트 recruitment, training and development of council members.

Where should struggling universities turn for support? A sector regulator could drive improvements in governance, as 바카라사이트 Care Quality Commission does for 바카라사이트 National Health Service, identifying problem institutions before 바카라사이트y reach irretrievable failure and help 바카라사이트m fix governance issues in good time. The Office for Students might be 바카라사이트 right vehicle to take on this role if it were able to expand its existing remit and support universities requiring special measures. The only alternative to such a remedy is to allow failing universities to collapse.

Andrew Kakabadse is professor of governance and leadership at Henley Business School.