How a varsity can trim its expenditure

VK Anand

Retired librarian, PU, Chandigarh

IT is a matter of concern that no effort has been made to identify the financial challenges that most Indian universities face today. Amazingly, many private universities are imparting quality education without any governmental funding and still earning profits.  

To study the problem critically, we need to peep into the past. It is the hard fact that immediately after Partition, all universities, though few in number, were running smoothly without any financial problems. The main reason was that then there was complete autonomy without any political interference, coupled with maximum output of work. With time, the universities started deviating from time-tested rules  and traditions as laid down during the colonial rule. The university system started deteriorating; starting at a lower pace, but in the last decade this was steep. Following effective but simple measures, if practically adopted, can certainly do wonders in containing the fiscal deficit of any university.

Administrative staff: An analysis

Almost all universities are continuing with the colonial pattern of non-teaching staff categorised as follows:

• Peons and daftris (Class C). 
• Lower Division Clerks, Upper Division Clerks, Junior Assistants, Senior Assistants (Class B). 
• Superintendent, Assistant Registrar, Deputy Registrar, Finance Officer, Controller of Examination, Registrar (Class A).

This model was adopted more than 100 years ago when there was almost zero automation, information technology and telecommunication facilities. In the present era, the posts of peon and daftri can be done away with. As per the University Grants Commission guidelines, the posts of Registrar, Controller of Examination and Finance Officer are statutory, hence can't be dispensed with. For all other posts, there should be two categories, viz person at execution level and a supervisor; of course with minimum manpower. Rationality of so many cadres is unconvincing. The existing hierarchy is the cause of confusion, delays and extra burden on university exchequer.

Supporting staff

It has been seen that in the hierarchical pyramid, officers above superintendent are provided with personal staff like diarist, dispatcher, typist, stenographer, assistant. An audit of these posts will reveal that need and output of these cadres is almost nil, specially in the era of automation/information technology. 

Academic cooperation

Almost all universities invite subject experts from India or abroad on specialised areas to deliver series of lectures to students as well as faculty. This involves huge expenditure. If the universities at the local, regional and national levels, after pooling their resources, organise such specialised talks through video-conferencing, this will save millions of rupees every year.

Exploit the potentialities of ICT

The adoption of Information and Communication Technology (ICT) in the functioning of the university's administration can reap rich dividends in the cost-reduction process. For the purpose, the following measures are suggested:

• Make all operations paperless. All official communications must be through e-mail. This will facilitate cost reduction of paper, doing away with unnecessary receipt/dispatch and postal charges formalities. Communication with examiners and paper setters should be made mandatory only through the electronic media.
• Conducting online examinations, as in the case of GRE, GMAT, TOEFL, etc  can cut down wasteful expenditure on invigilators, centre superintendents, flying squad teams, travelling expenses of university officials, postal expenses incurred on dispatch of question papers and answersheets.
• Viva of PhD and other examinations should be conducted through video-conferencing.
• A good software in examination cell, accounts branch, admission cell, university library can not only cut costs drastically but also bring operational efficiency. So many ERP (enterprise resource planning) solutions are available which can flawlessly and efficiently handle the administrative and academic activities of any educational institution in an integrated manner.

Potentialities of good ERP can be understood and appreciated with this example: 

In a conventional university when a student seeks admission, he is allotted a roll number or enrolment number. The details of students are noted in hostel records, registration branch, accounts branch, secrecy branch and examination branch and also library. In an ideal integrated software, the details are filled online by students and these are automatically transmitted to all the branches, including security and hostels. Appreciate the saving of time and manpower coupled with convenience to administration as well as students.

Outsourcing of services

Regular recruitment of staff not only involves salary but also medical expenses, housing facilities, contribution toward provident fund, gratuity, pension etc. It is advisable that staff necessary for construction/maintenance, horticulture, security and health services be outsourced. This step can save millions of rupees every year.

If these simple measures are adopted, a university can bring drastic changes in not only operational efficiency but also cutting down unnecessary expenditure.