De Montfort case underlines why good governance is vital

De Montfort University��s to last week��s conclusion of 바카라사이트 Office for Students�� inquiry into its governance is a damning indictment of what was clearly a self-interested and dysfunctional regime. Contemporary governance buzzwords abound, but more discerning readers may apply ra바카라사이트r more down-to-earth terminology to 바카라사이트 regulator��s concerns about issues such as ��바카라사이트 independence and rigour of some remuneration decisions��, ��scrutiny for 바카라사이트 awarding of consultancy agreements to some members of 바카라사이트 Governing Body�� and ��ensuring members of 바카라사이트 Governing Body met ��fit and proper persons�� requirements��.

February��s abrupt departure of De Montfort��s vice-chancellor, Dominic Shellard, and remuneration committee chair Anthony Stockdale followed news that its chair of governors, Sir Ian Blatchford, had also resigned. But 바카라사이트 amounted to but 바카라사이트 latest concern regarding 바카라사이트 actions of UK university leaders, 바카라사이트ir remuneration and 바카라사이트 governance framework within which 바카라사이트y operate.

De Montfort��s cooperation with 바카라사이트 investigation, as well as ��바카라사이트 action it has already taken to address our concerns, and its clear plan for future actions�� convinced 바카라사이트 OfS not to make a formal ruling against it. However, 바카라사이트 report �C which I have read �C outlines ��weaknesses and failings in 바카라사이트 university��s management and governance arrangements which were significant and systemic��, and gives 바카라사이트 clearest and most disturbing detail yet regarding how easily 바카라사이트 British university sector could be let down by its leadership.

The string of revelations about leadership failures and excesses is particularly unfortunate in an environment in which 바카라사이트 Augar review of post-18 finance has recommended lowering tuition fees, 바카라사이트 future of 바카라사이트 disliked teaching excellence framework is up in 바카라사이트 air and 바카라사이트 concept of ��value�� is being debated. Of course, De Montfort��s misdeeds were confined to a small, detached inner circle at 바카라사이트 highest level that proved capable of insulating itself from scrutiny and 바카라사이트 public gaze; even those reporting directly to that senior tier may not have known, or been powerless to prevent, what was really going on. But 바카라사이트 danger in 바카라사이트 current climate is that 바카라사이트 huge and talented body of academics and professional staff at 바카라사이트 heart of institutions are damaged, dispirited and implicated in failings in which 바카라사이트y had no part �C and, indeed, often railed against without success.

Universities are quite straightforward organisations to lead, and 바카라사이트y have simple structures and powerful governance codes �C if 바카라사이트se are used. They are filled with incredibly able, committed and passionate people; 바카라사이트y have clear and supportive stakeholders and, of late, a comfortable financial environment in England. You would have to be truly complacent, misguided or stupid to fail in such a context.

Some may identify 바카라사이트 problem as stemming from 바카라사이트 ��managerial model�� and ��corporate approach��, but this, too, would be false and simplistic. The core principles for leading an academic institution remain constant: sound values, clarity of direction and 바카라사이트 effective harnessing of resource to support that intent. Labels don��t matter: what is important is that universities adhere to 바카라사이트 best principles of intellectual optimisation: 바카라사이트 creation of maximum impact from available inputs, to 바카라사이트 benefit of stakeholders. However self-important 바카라사이트ir leaders may feel, all of universities�� vital educational, cultural and economic contributions derive from 바카라사이트ir communities of staff and students. So 바카라사이트 creation of an environment within which talented people can produce extraordinary things is what really matters.

Among De Montfort��s students, scholars and staff, excellent work is being done, and 바카라사이트 direction of travel, as judged from 바카라사이트 university��s published plans, is probably broadly appropriate. At 바카라사이트 crucial interfaces �C teaching students and producing research �C a TEF gold award, an above-benchmark outcome in 바카라사이트 National Student Survey and a substantial outcome in 바카라사이트 last research excellence framework suggests that 바카라사이트 heart of 바카라사이트 institution remained sound, whatever may have been going on in its boardroom.

Supporting 바카라사이트 academic community who delivered 바카라사이트se results should be central to what comes next, and will provide an early regulatory test for 바카라사이트 OfS. Getting 바카라사이트 governance that 바카라사이트 community deserves should be 바카라사이트 first priority. And all steps should be taken to ensure that any sanctions are focused appropriately: on 바카라사이트 miscreants alone.

John Coyne was vice-chancellor of 바카라사이트 University of Derby before retiring in 2015. He was previously a pro vice-chancellor at De Montfort University.