PUBLICPRIVATEPARTNERSHIPINHIGHEREDUCATION

INTHECONTEXTOFHARYANA

Introduction

Thetermpublicprivatepartnership(PPP)entailsdiverserangeofmeanings,mechanismsandpolicy

tools. Defining a particular form of PPP will require specifying the meaning, role, responsibility, and

incentivesofthepublicandtheprivatepartner.WhateverformaPPPmaytake,conceptuallyaswellas

practically, it emphasises thegrowing importanceof theprivate sector in fundingandprovisioningof

various goods and services. The rise of the term PPP can be traced to the 1980s, when in western

economies, theprivate sectorwasbecoming important inareas thatwerepredominantly fundedand

managedbythepublicsector.Educationsectorisonesucharea.WhilePPPinschooleducationisawell-

exploredpolicyarea,PPPinhighereducationhasreceivedlittleattentioninacademicliteratureaswell

asinpolicymaking.1

Giventhegrowingimportanceoftheprivatesector,insteadofgoingforprivatisation,governmentsmay

liketoresorttothemiddlepathofadoptingaPPP.Thisessentiallymeanscontractingwiththeprivate

sector provision either of services to consumers, or of important inputs to the production of these

services.2In this context, two terminologies become important – one, private finance initiative (PFI),

whichisalong-termcontract,thatnormallyreferstocaseswherethereissignificantassetownershipby

theprivatesector.Thesecond,contractingoutorfranchising,meansafewspecificassetinvestmentby

theprivatesector.3

PPP is a symbiotic relationship between the public and private sectors where both parties come

togethertooptimallyutiliseeachother’sknowledge,resources,skillsandexpertiseinprovidingsolutions

1AlthoughpublicfundingandprivateprovisioningofhighereducationintheformofGrantsinAidmodelof

highereducation,isadominantfeatureofthepost-colonialhighereducationsysteminIndiabutnewformsofPPP,inparticularwhereprivatesectorcomesforwardandinvestsinhighereducationhasreceivedlittleattentionintheoryandpractice.

2Grout,PaulA.,andMargaretStevens."Theassessment:financingandmanagingpublicservices."OxfordReviewofeconomicpolicy19.2(2003):215-234.

3ibid

totheissuesoflackoninvestment,usuallyinsocialoverheadsandcommercialinfrastructureprojects.

Thereis,however,nosingleacceptedinternationaldefinitionofwhataPPPis(PPIAF,WorldBankInstitute

2012).VarioussuccessfulmodelsofPPPcanbeviewedacrosscountrieswhereeachmodelsynergises

publicandprivaterolesandcapacitiesdifferently.If,ontheonehand,thePPPmodelofIrelandproposes

acoalitionwhere‘publicsectorspecifiestheserviceoutputsrequiredandtheprivatesectorproposesthe

bestmeanstoachievethem’4withsubstantialemphasisonrisksharing,thePFImodelofUnitedKingdom,

ontheother,utilisesprivatefinancetodeveloppublicservices.

PPPinIndia

In India,however,amorecollaborativeapproach is followedwherethegovernmentmayassume

eithertheroleofafundingagencyorabuyerofservicesorbecomesacoordinatororfacilitator,specifying

areas where private initiative should be forthcoming5. Although sporadic instances of public private

initiatives can be witnessed throughout economic history of India, be it the investment by British

companies in Indian“guaranteed”railways inthe latterhalfof18thCenturyorthesettingupof Tata

HydroelectricPowerSupplyCompany in1910 by theTatas.Themajorpolicy thrust topublicprivate

initiative, however, was provided in the 1990s, especially with the setting up of Infrastructure

DevelopmentFinanceCompanyontherecommendationsoftheExpertGrouponCommercialisationof

InfrastructureProjectsin1997(Chatterjee,2012).Sincethentherehasbeenanappreciativeriseinthe

numberofPPPprojectsininfrastructure6.Fromahumblefigureof5in1991-92,numberofPPPprojects

hasrisenexponentiallyto8144in2017-18(DepartmentofEconomicAffairs,GOI,2017)7

However,ifwecloselyanalysethesector-wisetrendsinPPPfrom1991-92to2017-18,wediscover

somestrikingtrendsintheallocationanddistributionofPPPprojects.

4IrelandStateAuthorities[PPPArrangements]Act,20025ReportofPPPsubgrouponsocialSector:PublicPrivatePartnership;PlanningCommission,GOI,20046Itistobenotedthatallthedatathatwepresenthere,isonPPPininfrastructureinIndia.7Infrastructureindia.gov.in,DepartmentofEconomicAffairs,GovernmentofIndia,2017.

https://infrastructureindia.gov.in/year-wise

Source:DepartmentofEconomicAffairs,GovernmentofIndia8Thetransportandenergysectorsattracted78percentofthetotalPPPprojectswhereasPPPpresence

insocialandcommercialinfrastructureconstitutesameasly4percent.Withinthesocialandcommercial

infrastructure around 90 percent of the investment has gone in to common infrastructure and SEZs

whereassocialsectorslikeeducationandhealthcarearelargelyleftwanting.Educationinparticularhas

nearlybeenignoredwithitreceivingminuscule0.48%oftheinvestment.

Source:DepartmentofEconomicAffairs,GovernmentofIndia9

Haryana,despiteofbeingoneofthericheststatesofIndia,doesn’tseemtobeapreferreddestination

forPPP.IntermsofnumberofPPPprojects,HaryanalagsbehindstateslikeJharkhand,Odisha,Telangana

andChhattisgarh.

8ibid9ibid

35%

4%44%

17%

PPPprojectsinvarioussectorsinIndiain2017

Energy

SocialandCommercialInfrastructure

Transport

WaterSanitation

ColdChain,3.82%

Commoninfrastructurefor

industrialparks,SEZ,89.19%

Education,0.48%

HealthCare,0.94%Tourism,5.57%

PPPInvestmentinSocialandCommercialInfratructure ColdChain

Commoninfrastructureforindustrialparks,SEZEducation

HealthCare

Tourism

Source:DepartmentofEconomicAffairs,GovernmentofIndia10

AsperthesectorwiseallocationofPPPprojectsinHaryana,transportemergesasthemostsought-

aftersectorforPPP.

Source:DepartmentofEconomicAffairs,GovernmentofIndia11

Transport and water sanitation emerge as the champion sectors, attracting 71 percent of the

investment,leavingsocialandcommercialsectorsfarbehind.Oneofthemostdisturbingfeaturesisthe

oftheabsenceoftheeducationsectorastherecipientofpublicprivateinvestment.

PPPinHaryanaisviewedasaninstrumentforcreatinganenablingenvironmenttofacilitateprivate

sector in delivering high-quality public services, developing and augmenting physical and social

infrastructureassetsaswellasforthemanagementofexistingones,andforanoverallimprovementin

thequalityoflifeofthepeopleofthestate(PPPPolicyinHaryana,GovernmentofHaryana).Forgivinga

policythrusttoprivateinvestmentinHaryana,‘thePPPCellinthestateFinancedepartmentwassetup

10ibid11ibid

1023

697648488

486456

447443

443409320

304298

209205

184176

147143

133

118

10658

5638

35 31 12 8 6 5 4 4 2 20

200400600800

10001200

No.ofP

rojects

States

State-wiseallocationofPPPprojectsinIndia(1991-2017)

19%

10%

43%

28%

Sector-wisePPPprojectsinHaryana

Energy

SocialandCommercialInfrastructure

Transport

WaterSanitation

to assist Government in mainstreaming PPPs at the central and state levels through capacity

enhancement/development.”(GovernmentofHaryana,2010)

ThePPPpolicyofHaryanahaspromotedcertainsignificantsectorsandsub-sectorswheretheywant

theprivateinvestmenttobeforthcoming.Thesesectorsincludehealthcarefacilities,education,tourism

&relatedprojects,urbaninfrastructure,power,highways,roadtransportsystem,civilaviation,industrial

infrastructure,rural-publicconveniencesande-governance.(PPPPolicy,GovernmentofHaryana)

InspiteofafullyfunctionalPPPcellinplaceandaPPPpolicywithsetguidelinesandmandate,wesee

thatinvestmentinHaryanaisnotveryforthcoming.Ifwecloselylookatthetrends,weseethatHaryana

standsatthebottomoftheladderamongstIndianstates.Althoughitcanbearguedthatgeographical

sizeandeconomicdevelopmentoftheareadoplayanimportantroleinattractinginvestment,thebetter

performanceofsomeofHaryana’sneighbouringstateslikeHimachalPradeshandPunjabsignifiesthat

Haryanahasnotbeenutilisingitspotentialwell.

Thenearabsenceofpublicprivateinvestmentineducationatstateandnational level ismatterof

concern,whoserootsandcausesneedaspecialattention.Weshallfirstbeginbyanalysingtheconcept

of PPP in higher education. In particular, wewill explore the reasons for the need for PPP in higher

education,itspossibleformsandthenoutlineafewpolicyrecommendationsforHaryana.

PrivatesectorandHigherEducation

Attheconceptuallevel,PPPparticipationinhighereducationwouldrequiretheexistenceofaprivate

playersinthesector.Atthepolicylevel,thiswouldrequireconduciveregulatoryenvironmentthatwould

encouragetheexistenceandparticipationoftheprivatesectorinhighereducation.Here,privatesector

means not only for-profit business enterprises but also non-profit organisations, private universities,

community,nationalandinternationaldonoragencies,etc.

Private sector participation in higher education is a not a new phenomenon. Historically, private

institutionshaveexisted in society. In the lastquarterof the15th century, theEuropeanshad started

tradingwith India.TheyandprivateChristianmissionariesbegan to spread their religionandwestern

educationbyestablishingeducationalinstitutions.EastIndiaCompanyruleinIndialedtomoreconcrete

developmentinthisdirection.In1857,followingWood’sDespatchof1854,theneedformasseducation

with private and missionary help was recognised. This also led to decentralisation - the creation of

separatedepartmentfortheadministrationofeducationineachprovince,theestablishmentoffirstthree

universitiesofBombay,CalcuttaandMadrasandtheintroductionofsystemofgrant-in-aid.Interestingly,

these universities did not undertake the teaching responsibility and remained confined to the

administration.Mostoftheirexpensesweremetbyfeespaidbythestudents.Thereweremanycolleges

affiliated to these universities. Thus, the universities had very little intellectual life of their own and

remainedlargelyasaffiliatingandexaminingbodiesmodeledaftertheUniversityofLondon(Jayaram,

2004). Apart from these, in this period, therewere several non-missionary organisations like Brahmo

SamajwhichpropagatedEuropeaneducationinIndia.Manyoftheseeducationalinstitutionswerefunded

byeducationalgrantsbythegovernment,donationsandstudentfees(Jayapalan,2005).BothBanaras

HinduUniversity andAligarhMuslimUniversitybegunasprivate, religious institutions, andgotmajor

donations from rulers of princely states (Powar and Bhalla, 2008). They came to depend more on

governmentfundingonlyafterIndependence.Theobjectivesoffundingagenciesimpededtheautonomy

oftheeducationalinstitutions.Forinstance,accordingtoaresolutionpassedbytheBritishGovernment

in1835,allthefundsatthedisposalofthegovernmentshouldbespentonEnglisheducationsupporting

AnglisictsasagainsttheOrientaliststandinfavourofteachingthroughvernacularmedium.

After Independence, it was realised that the higher education system in India is scarred by

coloniallegacyandhastobereformedinaccordancewiththeobjectivesofanindependentcountry.Itis

pointedoutthatpost-independence,itwasonlyaftertheadoptionofstructuraladjustmentplansinearly

1990sthatagreaterroleforprivatesectorinhighereducationwasfavouredbytheIndiangovernment

(Tilak,2005).Beforethis,noneofthepolicydocumentssupportedanincreasedroleoftheprivatesector

(GOI, 1966; 1968; 1986). However, many of these documents were sceptical about the increasing

commercialisationoftechnicalcollegeschargingveryhighcapitationfees(GOI,1985,1986citedinTilak,

2005). Since Independence, regular features of Indian higher education sector are the state financed

privatecollegeswithpricecontrolandcostunderwritingthroughstategrants.Thisisalsoreferredtoas

grant-in-aid (GIA) system in India. Some argue that this is ‘pseudo privatisation’ as there is very less

autonomyleftinthehandsoftheprivatecolleges.Therehasbeenprivatisationofvariousgovernment

collegesaswell.Forinstance,in1997,thegovernmentofMadhyaPradeshtransferredsixmedicalcolleges

anditshospitalstonon-profitautonomoustrusts.Interestingly,mostvisiblechangethathappenedwas

theincreaseinthefeesofthesemedicalcollegesfromRs.600toRs.12000permonth(ibid).

Tocatertotheunmetdemandforhighereducation,therehasbeenariseinprivatehighereducation

institutionsinIndia.Thisincreaseinprivatehighereducationinstitutionshasbeensignificantinrecent

years.When it comes to university education, about 35% of the universities are privately managed.

However, when it comes to privatelymanaged colleges, about 78% of the total colleges in India are

privatelymanaged.Stand-aloneinstitutionsareprimarilymanagedbytheprivatesector(approximately

76%).

Thegrowingimportanceofprivatehighereducationinstitutionscannotbeonlyattributedtothe

adhocexpansionofhighereducationcateringtotheunmetdemand.Oflate,therehasbeenaconscious

policy push towards expansion andempowermentof theprivatehigher education institutionsby the

centralaswellasstategovernments.

Apartfromdirectprovisionofhighereducationinstitutions,privatesectorcanplayamajorrolein

providinghighqualityhighereducation.ThereasonsforPPPinhighereducationis laidoutinthenext

section.

PublicPrivatePartnershipinHigherEducation

Growingimportanceofprivatesectorinhighereducationcanbeattributedtoanumberoffactors:

a) RetreatofPublicSpending:Indiaspendscloseto3%ofitsGDPontheeducationsector.Thisis

lessthantheproposed6%mandatedinanumberofpolicydocuments.Overtheyears, inreal

terms,therehasbeenalittleincreaseinthebudgetaryallocationonhighereducation.Infact,

therehasbeenapushtowardsgenerationofresourcesbyhighereducationalinstitutions.Asper

RUSA, institutions are obliged to generate resources and shouldmake this a strategic part of

institutional development plan. Institutional resource generation would require commercial

usage of university resources. This may include partnering with private sector organisations.

Whiletheimportanceofpublicexpenditureonhighereducationcannotbeignored,privatesector

contributioninresourcegenerationanddonationisincreasinglybecomingimportant.

b) GovernmentFailureinHigherEducation:Althoughimportanceofpublichighereducationcannot

bebelittledinthecontextofIndia,growinginefficiencyofthepubliceducationsystemisamatter

ofgraveconcern.Whilepublichighereducationsupportsmajorityofstudentenrolmentinhigher

education,mostofthepublichighereducationinstitutions,especiallycolleges,suffersfrompoor

quality of teachers, teacher absenteeism, poor infrastructure, outdated curriculum, lack of

conducivegovernancesystemandresearchenvironment.Ineconomicsliterature,thefailureof

government sector organisations is often attributed to a misaligned incentive structure that

encouragesslacknessintheattitudeoftheeducationalproviders.Thisinhibitsthepossibilityof

exploring any creative solution to a problem, thereby affecting the overall quality of higher

education.Thiscallsforprivatesectorparticipation,evenwithinpublicsectorinstitutions.

c) GrowingImportanceofMarketandMarket-likeMechanismsinPublicPolicy:Inconnectionto

thediscussionabove,therehasbeenagrowingimportanceofmarketandmarket-likemechanism

inhighereducation.Invokingeconomictheoryofmarket,itisarguedthatinstitutionsinamarket

settingwill cater to thedemandof their customersand thusare incentivized toprovidegood

qualitycommodityatthebestprice(byoptimisingcosts).Thiswouldencourageproductivityas

wellasefficiency.Thus,manypolicymakersarguetheemergenceofamarketinhighereducation

which includes theemergenceofprivate institutions.Thisalsoencourages the introductionof

marketlikemechanismsinpublichighereducationinstitutions.Whiletheimportanceofpublic

institutions isrealisedtomeetthe largersocialgoalsofhighereducation, instillingmarket-like

mechanismslikeemphasisonfacultyperformativityorencouragingchoiceofcourses,etc.,are

attemptstoimprovestudentsatisfactionaswellasthefacultyproductivity.

d) ChannelisingPrivatePhilanthropy:

PrivatephilanthropyhasplayedanenormousroleinhighereducationinIndia.Earlyexamples

of private philanthropy in higher education are in the pre-independence period (1892-1947)

(MehtaandKapur,2004).‘ThisperiodsawtheestablishmentofsomeofIndia’smostenduring

trusts and foundations and public institutions of enduring significance — Aligarh Muslim

University,BanarasHinduUniversity,JamiaMilliaIslamia,AnnamalaiUniversity,IndianInstitute

ofScience,amongothers—werecreatedlargelythroughvoluntarydonations.’(ibid,26).Some

oftheprominenttrustsestablishedinthisperiodwereTatas(SirRatanTata,SirDorabjiTataand

JRDTata),Bajaj,Birla(G.D.Birla,B.M.Birla),Lalbhai,Sarabhai,Godrej,ShriRam,Singhania,Modi,

AnnamalaiChettiar,Murugappagroup(AAMFoundation),Naidu,Ramco,MafatlalandMahindra.

These trusts played amajor role in establishing quality higher education institutions in India.

Interestingly,amajorportionofthesephilanthropicgrantssupportedpublicinstitutionsinIndia.

FirstrateprivateinstitutionswerealsoestablishedinIndiaaroundthesametime–forexample,

Indian Institute of Science (IISC), Bangalore; Tata Institute of Fundamental Research (TIFR),

Mumbai;andBirlaInstituteofTechnology&Science(BITS),Pilani,tonameafew.

SinceIndependence,althoughtheprivatesectorhasgrown,itisstartlingtonotethatprivate

philanthropyhasgonedown(ibid).Oflatetherehasbeenasurgeinprivatephilanthropyinhigher

education,not intheformofdonationstopublic institutionsbut intheformofprivatehigher

educationinstitutions.Therefore, it ispertinenttomakegooduseofprivatephilanthropyinto

highereducation.Privatephilanthropybringsnotonlyfinancialresourcesbutalsobroadervision

and mission to higher education. By instilling fresh thinking into higher education, private

benevolentindividualscanpositivelyshapeupthefutureofhighereducation.

e) TappingCorporateSocialResponsibility:

A large proportion of CSR funds in education is largely being funneled through investment in

infrastructure, learningmaterialprovision,participation inschoolmanagementandadministration

whereas very little attention and resources are devoted to areas like developing early childhood

education,building capacities in the formof training teachersand school leaders, anddeveloping

pedagogyandlearningmethodslikeexperientialteaching.Infact,littleattentionispaidtoallocating

CSR funds for fostering a systemic change through investment in curriculum development,

development of learning material and other research. Merely investing in infrastructure is not

enough. Investment should be directed towards infrastructure that creates conducive learning

environmentalongwiththeprovisionofadequatesupportforpropermaintenanceandutilisationof

the created infrastructure. CSR investment also does not look too favourably towards parent/

community engagement and awareness and school-based nutrition and health programmes as

potential areas of intervention and prefers to provide in kind or cash assistance. There is a bias

towardscertainsectorswhereasotherareassufferduetothelackofCSRfunding.Themajorreasons

ofthisperceivedtrendcanbeattributedtolackofrecognisedimplementationpartnersandtechnical

experts,riskinimplementingtheseprojectsandlong-gestationoftheprojectsandperceivedchange.

Anothermajor area of concern is the lack of CSR initiatives in socially relevant issues that play a

significant role in education. For example, schemes encouraging education for the girl child or

changingthemindsetoflocalcommunitiesregardingfemaleeducation.ForHaryana,wheregender

discriminationisrampant,CSRinterventioninsuchschemeswillbeacrucial.Theemphasisshouldbe

laidnotonlyonmonetarybutalsoonnon-monetarysupportintheformofdevelopingcontentfor

vocationaltrainingprogramme,developingmobileandcomputerappsbycorporates,andproviding

technicalandadvisorysupport12.Thefocusshouldalsobeonprojectswhichhaveamassimpactand

where benefits trickle down to maximum beneficiaries. Therefore, CSR should focus on greater

communityengagement,awarenessandcapacity-buildingprojects.CSRinthesocialsectorshouldbe

more than amere contribution to infrastructure. It should emerge as amajor contributor in the

provisionofcriticalandconsultativeservices.

ClassifyingPPPsinhighereducation

PPPsinhighereducationcoversarangeofactivitiesincludingfinance,philanthropy,delivery

andmanagement.Asperoneclassification:

12MappingEducationinitiativesof100companieswiththelargestCSRbudgets,SamhitaSocialVentures,

2015.http://www.samhita.org/csr-in-education-what-are-indias-top-companies-upto/

Source:WorldBank13

RecommendationstodevelopPPPinHigherEducationinHaryana

13PPPinHigherEducationbyNormanLaRocque.Availablehere.

Universityindustrylinkages

InfrastructurePPPs Financing

Highereducationsupportservices

ServicedeliveryPPPs

University-IndustryLinkges

•Curriculum/pr-ogramdevelopment•Student/jobplacements•Staffexchanges•R&D–contractresearch,consultancies•Privaterepresentationongoverning/advi-soryboards•HybridR&Dinstitutions/CentersofExcellence•Innovation/co-mmercializa-tioninitiatives

InfrastructurePPPs

•Privateinfrastructureinitiatives-teachingandresearchfacilities,residences,ITlaboratories,etc•Privateleasingofpublichighereducationinstitutions•EquippingandmaintenanceofITlaboratories

FinancingInitiatives

•Publicorprivatescholarships/vouchers•Studentloans•Tuitionfees•Privatesectorincentives:freeland,orsoftloans,operationalandresearchsubsidies,tax/customsdutyexemptions•Philanthropy

HigherEducationSupportServices

•Privatequalityassurancesystems•Privatesectoruniversityrankings•Privateinformationandtestingservices•Internationalandnationalresearchnetworkdevelopment

ServiceDeliveryPPPs

•Franchisingandaffiliationswithpublicuniversities•Contractingoutcourse/programdeliverytoprivatesector•Contractingoutnon-coreservicestoprivatesector–eg.security,parking,hostels•Privatemanagementofpublicuniversitiesservice

SettingupofInfrastructureFundforfinancinghighereducationinstitutes:Asclichédasitsounds,

the first and foremost area where PPP is required is in college infrastructure. Before moving on to

establishing world-class universities, we first need to provide basic sustainable infrastructure to our

existingcolleges.Infrastructureinlotofcollegesisindilapidatedstate.Inmanycases,collegesdon’thave

theirownbuildingsandfacilitiesandarebasingoutofrentedclassroomsinotherschoolsandcolleges.

Thisnecessitatesflowoffundstoinfrastructure.Therefore,combiningprivateinvestment,expertiseand

governmentresourcesandrisk-taking,aspecialprivatevehiclecanbeestablishedthatwillspecialisein

providing/refinancinginfrastructuredevelopmentfundsinhighereducationinHaryana.Thisagencycan

functionasaforemostagencyforfinancinginfrastructuredevelopmentprojectsinhighereducationonly.

PPPinCurriculumandCourseDevelopment:Asignificantareawhereprivateinitiativecanmakea

lastingcontributioniscourseandcurriculumdevelopmentforstatecollegesanduniversitiesinHaryana.

Since one of the larger missions of higher education is to prepare the youth for the demands and

requirementsofthejobmarketandhelpthemdevelopcriticalskills,itisthereforeimperativethatthe

courseandcurriculumisstructuredinwaysthatcatertothedemandsoftheindustryandjobmarket.

Here,thegovernment,privatebusinesscompanies,universitiesandotheragenciescanallpitchin.While

privatebusinessescanhelpdevelopcommerce,managementcoursemodulesandsyllabuswithadequate

emphasis on practical and industrial training and internships, private universities can help develop

researchcultureinpubliccolleges.CorporatehouseslikeEscortsgroup,AvanthaGroup,SRSGroupand

JindalGroupcancontribute to thisendeavor inabigway.Escort,which is India’s leadingengineering

company,cancollaboratewithuniversitieslikeGJUSTandDeenBandhuChottuRamUniversityofScience

and Technology in developing projects, trainings and curriculum that will introduce students to the

cutting-edge research and latest technologies in engineering, science and technology. Similarly,

universitieslikeO.P.JindalGlobalUniversityandAshokaUniversitycanformknowledgepartnershipswith

statecollegesanduniversitieswherebytheycancollaboratewithpublicinstitutionstopromoteaculture

ofresearchinlaw,socialsciences,artsandhumanities.

PPP inManagement andAdministration of universities and colleges: The private sector is often

reveredforitsmanagerialefficienciesandhighlyskilledadministrativeabilities.Theremarkablyhighlevels

of efficiency, speed, expertise and pursuance of structural approach need to be promoted in public

establishments.Therefore,outsourcingofmanagerialandadministrativeworkslikepreparationofresult,

events organisation, and formation and working of various committees will free the existing faculty

membersfromtheseactivitiesandgivethemmoretimeandopportunitiestodelveintheirownresearch.

Monetaryandnon-monetarysupporttostudents:Scholarshipsandfinancialaidprogrammerscan

be developed whereby private sector can provide financial assistance to selected students from

underprivilegedbackgrounds.CSRfundingandprivatephilanthropycanbeausefulsourceoffundingin

these areas. Scholarships and financial aids in the name of outstanding philanthropists, business

personalitiesandheadofcorporatehousescanbeawardedyearlytostudents.Privatesponsorshipsto

encourage thosestudentswhoaimtostudyabroad fromreputeduniversities shouldbechampioned.

Fellowship programmes for graduate and postgraduate can be developed in collaboration with the

government. Private universities likeAshoka andO P JindalGlobalUniversity can take a lead here in

channelizingfundingandtouchbaseofusefulinformationaboutnationalandinternationalfundingand

scholarshipstothestudents.Theseuniversitiescanadevelopathreetofour-weeksummerandwinter

schools for students where students will be provided an exposure to the world-class infrastructure,

innovative teachingmethods,global leadersandcritical thinkers so theycandevelopanacademically

globalperspective.

PPP in developing Higher Education: An area that largely remains devoid of private action and

initiative is private participation in social sector schemes. In an economically prosperous state like

Haryana,thereisgravegenderdiscriminationagainstfemales.Thissocialbiasissignificantlypresentin

highereducation. Incertaindistricts likeNuhandFatehabad, femalegrossenrolmentratio is insingle

digit,paintingaworryingpictureforhighereducation.Here,privatesectorcanstepinasafacilitatorof

social change. They can get involved at the grassroots level and channel investment in promoting

campaigns against gender discrimination through campaigns, engagement with parents, sponsoring

foundationsthatworkintheareaofhighereducation,andencouragingandparticipatingincommunity

engagementinitiatives.

PPPandFacultyDevelopmentProgramme

PPP can play an instrumental role in capacity building, leadership development and creating

knowledgepartnerships.AsuccessfulparadigmofthiscanbeseeninChiefMinister’sGoodGovernance

AssociatesProgrammebyAshokaUniversityinwhichselectedcandidatesgettheexposureofworkingin

stateadministration.Theygettowitnessvarioussystemicaswellassocietalproblemsthatplaguethe

state.Thetrainingandexposuretheygethelpthemdeveloptheirleadershipskills,enhancetheirdecision-

making abilities and make them more responsible and accountable citizens. Similarly, the in-service

facultydevelopmentandtrainingprogrammesconductedforpubliccollegesbyprivateinstitutionsare

anothersphereforpublic-privatesynergism.

Co-optingothernon-stateactorslikeNGOs,communitiesandfamilies

TheideaofprivateinPPPcanbefurtherexpandedtoincludenon-governmentalorgnaizationswhich

haveknowledge,expertiseandotherusefulresources(non-monetary)tomeetthelargersocialgoalsof

highereducation.Fromgendersensitisationtoclinicalprogrammesincourseslikelaw,NGOscanplaya

vital role. A policy framework canbe devised to includeother non-state actors like communities and

families into higher education development. Working closely with communities and families, higher

education institutions can understand and address issues faced by communities and families.

Epistemological knowledge to include the idea of participatory research should be further explored.

However,thiswillrequireestablishmentofbasicpolicyinfrastructureaswellaswell-designedincentives

forauniversitytocollaboratewithitsimmediatecommunity.

MechanismtoattractPPP

ComprehensivePPPpolicyforHigherEducation

ThefirststepinthisdirectionentailsformulationofacomprehensivehighereducationPPPpolicyby

the Department of Higher education to carve out a mutually beneficial path for ushering in private

investment in public higher educational institutions. A clear and decisive policy on investment will

demonstrate state’s commitment to thewhole initiative, boosting private investment in state higher

educationinstitutions.

ConclavesandInvestorSummits

TheInvestorsummitandPPPconclaveareeffectivewaystoattractinvestorsandintroducethemto

thegovernment’svisionforprivateinitiativeinthehighereducationsectorofthestate.A2-3-daysummit

canbring together state authorities, private companies andeducational institutionsdesign a rigorous

public-privatepartnershipfoundation.

EstablishmentofPPPandCSRCell/departmentineachuniversity

Everystateuniversityshouldbeaskedtoset-upaPPPcell/department,dedicatedtoattractprivate

investmentforthedevelopmentofcollegesaffiliatedtoit.Eachuniversityshouldbeencouragedtoform

partnershipswithcompanies, trust funds, societiesandNGOs.They should try to funnelCSR fundsof

companies to thehigher education institutions judiciously. For this, theuniversity cell should identify

collegeswhoareindireneedoftheprivateresourcesandshouldcategorizethedemandsintosections

likefunds,infrastructure,services,training,placementsamongothers.Accordingly,privateresourcescan

thenbedistributeovervariouscolleges.Thiswillenhancetherelationshipbetweenpublicuniversities

andprivatecompaniesandhelpbuildatransparentandtrustfulpartnershipbetweenthetwo.

EncouragePhilanthropyandCSRinitiatives

Thereisaneedtocreateapoolofpartnerscommitteetostrengthenthehighereducationsector.A

suitablepolicytoextendsupporttoindividuals,corporate,NGOs,Trusts/Societiestoworkcloselywith

theGovernmentColleges,shouldbedeveloped.Regulareventscanbeorganizedincollegestosensitise

potentialprivatesectorpartners.Emphasisshouldbeplacedininvitinglocalpartnerswhocansponsor

colleges.

TheideaofPPPinhighereducationrequiresutmostattentionofpolicymakers.However,attention

shouldbefocusedonconceptualisingandimplementingnewforms,actors(public-centre,stateandlocal,

andprivate-industry,privateuniversities,NGOs,communityetc.),mechanisms(contractingoutaswellas

private finance initiatives), tools and terms of contract. It is time to embrace new thinking in higher

educationpolicyandexploringnewformsinPPPinhighereducationwillbeastepintherightdirection.