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	<title>IGOPPGovernance of universities &#8211; IGOPP</title>
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		<title>The tough job of University rector in Quebec</title>
		<link>https://igopp.org/en/the-tough-job-of-university-rector-in-quebec/</link>
		<comments>https://igopp.org/en/the-tough-job-of-university-rector-in-quebec/#respond</comments>
		<pubDate>Wed, 05 Jul 2017 20:10:26 +0000</pubDate>
		<dc:creator><![CDATA[IGOPP Site web]]></dc:creator>
				<category><![CDATA[IGOPP in the Medias]]></category>
		<category><![CDATA[IGOPP in the medias]]></category>
		<category><![CDATA[Governance of universities]]></category>
		<category><![CDATA[Independence of Board members]]></category>
		<category><![CDATA[Public governance]]></category>

		<guid isPermaLink="false">https://igopp.org/?p=8470/</guid>
		<description><![CDATA[There’s been a substantial turnover of university leaders recently in Quebec, and finding replacements has sometimes proven difficult. No fewer than nine university institutions in Quebec have seen their executive head depart since 2015. Several of the rectors – the term used for university presidents in Quebec – left their posts after a single mandate [&#8230;]]]></description>
		<content><![CDATA[There’s been a substantial turnover of university leaders recently in Quebec, and finding replacements has sometimes proven difficult.

No fewer than nine university institutions in Quebec have seen their executive head depart since 2015. Several of the rectors – the term used for university presidents in Quebec – left their posts after a single mandate or partway through one. Is it that tough being a rector?

[ ... ]

Unlike in the rest of Canada, the process to select and appoint a rector is entirely open in Quebec, which could explain the complexity of renewing mandates. This is the opinion of Yvan Allaire, executive chair of the Institute for Governance of Private and Public Organizations, an initiative of HEC Montréal and Concordia University’s John Molson School of Business. The possibility of a candidate for rector being defeated in a very public vote has discouraged a good many people from outside the institution from applying, he said.

Dr. Allaire added that this way of doing things has the effect of entrenching the status quo. “It’s hard for a candidate to propose massive changes because the very profs, students and administrators who elected him or her end up defending their own interests,” he explained.

In 2017, the institute decided that faculty unions and students should be consulted beforehand and help define the ideal candidate profile, but that the new rector should be confidentially appointed by a board of directors consisting chiefly of independent directors. “The faculty union refused point blank,” said Dr. Allaire. “They feared a loss of control and the infiltration of private business into the board of directors.”

Read more [1]

[1] http://www.universityaffairs.ca/news/news-article/tough-job-university-rector-quebec/]]></content>
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		</item>
		<item>
		<title>Anne Marie Croteau  will become the first female dean of JMSB</title>
		<link>https://igopp.org/en/anne-marie-croteau-sera-la-premiere-femme-doyenne-de-lecole-de-gestion-john-molson/</link>
		<comments>https://igopp.org/en/anne-marie-croteau-sera-la-premiere-femme-doyenne-de-lecole-de-gestion-john-molson/#respond</comments>
		<pubDate>Fri, 26 May 2017 15:09:07 +0000</pubDate>
		<dc:creator><![CDATA[mlamnini]]></dc:creator>
				<category><![CDATA[Press Releases]]></category>
		<category><![CDATA[Diversity]]></category>
		<category><![CDATA[Governance of universities]]></category>

		<guid isPermaLink="false">https://igopp.org/anne-marie-croteau-sera-la-premiere-femme-doyenne-de-lecole-de-gestion-john-molson/</guid>
		<description><![CDATA[Anne-Marie Croteau, IGOPP Board member, starts as dean of the John Molson School of Business (JMSB) on June 1, 2017, and will become the first female dean of JMSB, one of North America’s largest and leading business schools. A professor in the Department of Supply Chain and Business Technology Management, she is a highly respected academic leader [&#8230;]]]></description>
		<content><![CDATA[Anne-Marie Croteau, IGOPP Board member, starts as dean of the John Molson School of Business (JMSB) on June 1, 2017, and will become the first female dean of JMSB, one of North America’s largest and leading business schools.

A professor in the Department of Supply Chain and Business Technology Management, she is a highly respected academic leader with 25 years of teaching and research experience, including 10 years as an administrator.

Croteau is a certified chartered director and serves on the board of directors for leading organizations, including the Société de l’assurance automobile du Québec (SAAQ) and Hydro-Québec.

Most recently, she was associate dean of Professional Graduate Programs and External Relations at JMSB.

Photo: Concordia University
]]></content>
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Opinion of the IGOPP : Bill 44c and Bill 38</title>
		<link>https://igopp.org/en/opinion-of-the-igppo-bill-44c-and-bill-38/</link>
		<comments>https://igopp.org/en/opinion-of-the-igppo-bill-44c-and-bill-38/#respond</comments>
		<pubDate>Fri, 04 Dec 2009 19:57:18 +0000</pubDate>
		<dc:creator><![CDATA[mlamnini]]></dc:creator>
				<category><![CDATA[Press Releases]]></category>
		<category><![CDATA[Governance of universities]]></category>
		<category><![CDATA[Independence of Board members]]></category>
		<category><![CDATA[Public governance]]></category>

		<guid isPermaLink="false">http://aimta712.org/?p=1474</guid>
		<description><![CDATA[Act to amend the General and Vocational Colleges Act with respect to Governance. For the purposes of the Parliamentary committee on the governance of the Vocational Colleges and Universities, IGOPP have submitted two memorandum stating that good governance is the best safeguard for the autonomy of the colleges and the universities : the legitimity and [&#8230;]]]></description>
		<content><![CDATA[Act to amend the General and Vocational Colleges Act with respect to Governance.

For the purposes of the Parliamentary committee on the governance of the Vocational Colleges and Universities, IGOPP have submitted two memorandum stating that good governance is the best safeguard for the autonomy of the colleges and the universities : the legitimity and the credibility of the board is the best guarantee that this autonomy will prevail againts the assaults and the attempted intrusions in the pending business of the colleges and the universities.

Like the Chairman of the board of directors of the IGPPO have often said : « there is no autonomy without good governance and no good governance without autonomy » (Allaire, Y., 2004 : 2006)
]]></content>
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Opinion of the IGOPP : Bill 44c and Bill 38</title>
		<link>https://igopp.org/en/opinion-of-the-igppo-bill-44c-and-bill-38-2/</link>
		<comments>https://igopp.org/en/opinion-of-the-igppo-bill-44c-and-bill-38-2/#respond</comments>
		<pubDate>Wed, 23 Sep 2009 15:10:13 +0000</pubDate>
		<dc:creator><![CDATA[mlamnini]]></dc:creator>
				<category><![CDATA[Memoranda and Opinions]]></category>
		<category><![CDATA[Diversity]]></category>
		<category><![CDATA[Governance of universities]]></category>
		<category><![CDATA[Independence of Board members]]></category>

		<guid isPermaLink="false">http://aimta712.org/?p=1881</guid>
		<description><![CDATA[Act to amend the General and Vocational Colleges Act with respect to Governance. For the purposes of the Parliamentary committee on the governance of the Vocational Colleges and Universities, IGOPP have submitted two memorandum stating that good governance is the best safeguard for the autonomy of the colleges and the universities : the legitimity and [&#8230;]]]></description>
		<content><![CDATA[Act to amend the General and Vocational Colleges Act with respect to Governance.

For the purposes of the Parliamentary committee on the governance of the Vocational Colleges and Universities, IGOPP have submitted two memorandum stating that good governance is the best safeguard for the autonomy of the colleges and the universities : the legitimity and the credibility of the board is the best guarantee that this autonomy will prevail againts the assaults and the attempted intrusions in the pending business of the colleges and the universities.

Like the Chairman of the board of directors of the IGPPO have often said : « there is no autonomy without good governance and no good governance without autonomy » (Allaire, Y., 2004 : 2006)
]]></content>
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Report by the Working Group on University Governance</title>
		<link>https://igopp.org/en/report-by-the-working-group-on-university-governance/</link>
		<comments>https://igopp.org/en/report-by-the-working-group-on-university-governance/#respond</comments>
		<pubDate>Wed, 28 Nov 2007 15:13:15 +0000</pubDate>
		<dc:creator><![CDATA[mlamnini]]></dc:creator>
				<category><![CDATA[Press Releases]]></category>
		<category><![CDATA[Governance of universities]]></category>
		<category><![CDATA[Independence of Board members]]></category>
		<category><![CDATA[Public governance]]></category>

		<guid isPermaLink="false">http://aimta712.org/?p=1564</guid>
		<description><![CDATA[Among the conditions necessary for universities to achieve good governance is a stronger board of directors, composed primarily of independent members with no ties to the interests of internal stakeholders. Boards must also enjoy operational autonomy.]]></description>
		<content><![CDATA[Among the conditions necessary for universities to achieve good governance is a stronger board of directors, composed primarily of independent members with no ties to the interests of internal stakeholders. Boards must also enjoy operational autonomy.
]]></content>
		<wfw:commentRss>https://igopp.org/en/report-by-the-working-group-on-university-governance/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Working Group on University Governance</title>
		<link>https://igopp.org/en/working-group-on-university-governance/</link>
		<comments>https://igopp.org/en/working-group-on-university-governance/#respond</comments>
		<pubDate>Tue, 18 Sep 2007 14:03:13 +0000</pubDate>
		<dc:creator><![CDATA[mlamnini]]></dc:creator>
				<category><![CDATA[Working Groups]]></category>
		<category><![CDATA[Governance of universities]]></category>
		<category><![CDATA[Independence of Board members]]></category>
		<category><![CDATA[Public governance]]></category>

		<guid isPermaLink="false">http://aimta712.org/?p=1630</guid>
		<description><![CDATA[Working Group proposes principles for the governance of Quebec universities. In order for universities to achieve good governance, their Boards of Directors must include a majority of members who are independent of internal stakeholders. Boards must also enjoy autonomy in carrying out their functions – a prerequisite for accountability. They must follow clearly-established reporting requirements, [&#8230;]]]></description>
		<content><![CDATA[Working Group proposes principles for the governance of Quebec universities.

In order for universities to achieve good governance, their Boards of Directors must include a majority of members who are independent of internal stakeholders. Boards must also enjoy autonomy in carrying out their functions – a prerequisite for accountability. They must follow clearly-established reporting requirements, and act with transparency. Moreover, the process of appointing the Executive Head of a university should be simplified, and should ensure that external, as well as internal, candidates will be considered.

These are a few of the findings of the Working Group on university governance in Quebec, made up of ten prominent public figures (see attached for a full list). Chaired by Jean-Marie Toulouse, former Director of the HEC Montréal business school, the Working Group was formed under the auspices of the Institute for Governance of Private and Public Organizations (IGPPO). The Working Group has put forward 12 principles that, while flexible enough to accommodate the individual traditions of each institution, should serve as a guide for improving governance practices in the university milieu:

 	Boards composed primarily of independent members: Members should be chosen through a process that ensures a diversity of points of view and adequate representation of different constituencies (principles 5 and 6). Members should be appointed to a three-year term, renewable twice, for a maximum of nine years, in order to strike a balance between stability and renewal (principle 7). The Board should carry out six essential functions (principle 4).
 	Three essential Board committees - Audit, Human Resources, and Governance and Ethics: The members of these committees should be drawn from the independent members of the Board. The mandate of each of these committees should be clearly defined (principle 8).
 	Number of decision-making bodies and adoption of a code of ethics for Board members: Decision-making bodies should be as few and as streamlined as possible and effective mechanisms for coordination among them should be established (principle 10). All members of the Board must act in the interests of the university as a whole, rather than advancing particular interests (principle 9).
 	Selection of an Executive Head: The selection process should be designed to promote the selection of an Executive Head with the standing required to carry out the duties associated with the position and to meet the challenges facing the university: The selection committee should invite candidacies from both members of the university community and those external to the community. The process should be carried out with discretion and rigour, and with respect for the individual candidates (principle 11).
 	Comprehensive, transparent processes ensuring accountability: Mechanisms to ensure accountability must address efficiency and effectiveness in using financial and other resources. Performance indicators should be developed to measure the quality of teaching and research, draw comparisons with peer institutions and assess results as a function of the university’s mission, values and strategy (principle 12).

“These recommendations are clearly consistent with the notion that an institution cannot seek increased autonomy without first showing a commitment to good governance. The Working Group has come up with 12 principles that respect the diverse traditions and values of different universities,” said Yvan Allaire, chair of the IGPPO board of directors.

“The impact of these principles will stem from the fact that they respect each university’s mission, (principle 1), and the variety of cultures, values and traditions within each institution (principle 2). These principles emphasise institutional autonomy and the accountability of Board members and of university executives (principle 3),” added Jean-Marie Toulouse, chair of the Working Group.

The Working Group consulted a number of current members of the Boards of Quebec universities, individuals who have previously served on Boards, and others interested in sharing their opinions on governance issues. It undertook an analysis of the legal frameworks of the various institutions, as well as research on governance in universities and other public-sector organizations. Members of the Working Group were selected for the personal experience each could bring to bear on issues of university governance.
]]></content>
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