The UGC recently released the Draft UGC Guidelines for Institutional Leadership Development Programme for Higher Education Institutions (HEIs) for consultation with stakeholders. The draft guidelines aim to enable institutional leaders gain entrepreneurial skills that can be useful in exploring diverse revenue streams beyond UGC grants, such as industry collaborations, consultancy projects, joint research, and technology transfer initiatives.
According to the UGC draft guidelines , the HEIs can primarily focus on optimising resource utilisation, reducing wasteful expenditure, and exploring diverse revenue streams. “As institutions diversify their funding sources, they will be better equipped to provide financial aid and scholarships to deserving students from economically weaker backgrounds. HEIs must create a robust support system for students who need financial assistance. UGC also encourages institutions to explore affordable educational models like online and blended learning, which can reduce costs associated with infrastructure and operations,” says Professor M Jagadesh Kumar, chairman, UGC.
It is important to note that financial sustainability for institutions is not about short-term gains but about securing the long-term health and viability of institutions, he says. “A financially strong institution can benefit everyone as it enables institutions to invest in faculty, infrastructure, and research, ultimately enhancing the quality of education and contributing to national development. HEIs must emphasise that our commitment to financial sustainability goes hand-in-hand with our commitment to equity and access,” adds Professor Kumar.
“Going ahead, such institutional leaders can identify and leverage underutilised assets, optimise resource allocation, and explore innovative funding models, such as philanthropic partnerships and alums engagement. They can establish incubation centres and support systems to nurture student startups, providing mentorship, resources, and access to funding. It also empowers institutions to become self-sufficient, innovative, and impactful contributors to the Indian economy,” says Professor Kumar, talking about why leadership development is a necessity in Higher Education Institutions (HEIs).
Professor Kumar explains that within the academic realm, leadership is a dynamic and crucial facet requiring a distinct skill set, forward-thinking vision, and a deep comprehension of the intricacies of higher education. “The demand for capable and adaptable leaders becomes essential as the educational landscape evolves. The Draft UGC Guidelines for Institutional Leadership Development Programme for Higher Education Institutions will guide institutions aspiring to adeptly empower their faculty members to assume leadership responsibilities. These adaptable guidelines encourage institutions to tailor their leadership development programmes to their contexts while embracing fundamental principles of effective leadership,” elaborates Professor Kumar.
Indian HEIs have made significant strides in recent years, as seen by their improved global rankings and accreditation performance. “While a leadership deficit may not exist, there is always room for growth and enhancement. UGC views these draft guidelines as a proactive measure to strengthen leadership capabilities and prepare institutions for future challenges. Institutions can design and implement leadership development programmes tailored to the specific needs of their leaders and aligned with NEP 2020 goals. Creating opportunities for emerging leaders to connect with experienced mentors and build professional networks can accelerate their development. Implementing robust succession planning processes ensures a continuous pipeline of qualified leaders,” adds Professor Kumar.
He says that in the new scheme of things, the role of the UGC will be that of a facilitator, regulator, and partner in progress. “While HEIs will have greater autonomy and responsibility, the UGC will continue to play a vital role in ensuring quality, promoting innovation, and supporting the growth of the higher education sector. We can create a vibrant and dynamic higher education system that empowers students, strengthens our HEIs, and contributes to national development by working together,” says Professor Kumar.
According to the UGC draft guidelines , the HEIs can primarily focus on optimising resource utilisation, reducing wasteful expenditure, and exploring diverse revenue streams. “As institutions diversify their funding sources, they will be better equipped to provide financial aid and scholarships to deserving students from economically weaker backgrounds. HEIs must create a robust support system for students who need financial assistance. UGC also encourages institutions to explore affordable educational models like online and blended learning, which can reduce costs associated with infrastructure and operations,” says Professor M Jagadesh Kumar, chairman, UGC.
It is important to note that financial sustainability for institutions is not about short-term gains but about securing the long-term health and viability of institutions, he says. “A financially strong institution can benefit everyone as it enables institutions to invest in faculty, infrastructure, and research, ultimately enhancing the quality of education and contributing to national development. HEIs must emphasise that our commitment to financial sustainability goes hand-in-hand with our commitment to equity and access,” adds Professor Kumar.
“Going ahead, such institutional leaders can identify and leverage underutilised assets, optimise resource allocation, and explore innovative funding models, such as philanthropic partnerships and alums engagement. They can establish incubation centres and support systems to nurture student startups, providing mentorship, resources, and access to funding. It also empowers institutions to become self-sufficient, innovative, and impactful contributors to the Indian economy,” says Professor Kumar, talking about why leadership development is a necessity in Higher Education Institutions (HEIs).
Professor Kumar explains that within the academic realm, leadership is a dynamic and crucial facet requiring a distinct skill set, forward-thinking vision, and a deep comprehension of the intricacies of higher education. “The demand for capable and adaptable leaders becomes essential as the educational landscape evolves. The Draft UGC Guidelines for Institutional Leadership Development Programme for Higher Education Institutions will guide institutions aspiring to adeptly empower their faculty members to assume leadership responsibilities. These adaptable guidelines encourage institutions to tailor their leadership development programmes to their contexts while embracing fundamental principles of effective leadership,” elaborates Professor Kumar.
Indian HEIs have made significant strides in recent years, as seen by their improved global rankings and accreditation performance. “While a leadership deficit may not exist, there is always room for growth and enhancement. UGC views these draft guidelines as a proactive measure to strengthen leadership capabilities and prepare institutions for future challenges. Institutions can design and implement leadership development programmes tailored to the specific needs of their leaders and aligned with NEP 2020 goals. Creating opportunities for emerging leaders to connect with experienced mentors and build professional networks can accelerate their development. Implementing robust succession planning processes ensures a continuous pipeline of qualified leaders,” adds Professor Kumar.
He says that in the new scheme of things, the role of the UGC will be that of a facilitator, regulator, and partner in progress. “While HEIs will have greater autonomy and responsibility, the UGC will continue to play a vital role in ensuring quality, promoting innovation, and supporting the growth of the higher education sector. We can create a vibrant and dynamic higher education system that empowers students, strengthens our HEIs, and contributes to national development by working together,” says Professor Kumar.
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