Technology Engagement and Decision Making in University Governance

This paper discusses the benefits and strategies of employing the use of Information technology in institutions of higher learning as a subset of institutional governance that enhances management.

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INFORMATION TECHNOLOGY PROJECT
Name
Course
Professor
University
City (State)

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Contents
1. Introduction
2. Project Summary
3. Data Sets
4. Student Leadership Framework
5. Digital Engagement Platform
6. Information Architecture
7. Supporting Research
8. Implementation Strategy
9. Outcomes

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Technology Engagement and Decision Making in University Governance
Introduction
Student engagement within institutions is a two-way process that is primarily
informed by the institutional policies, culture and other conditions that enable and encourage
integration in the activities within the learning environment. Involving the students in
decision making processes within institutions of higher learning is an effort that requires time
investment as well as other resources that aim to increase their experiences through their
involvement in decision making in institutional management and governance, quality
assurance as well as in their learning curriculum. Furthermore, it enhances learning outcomes
besides developing their aptitude, performance and character. Institutions engage students
based on two perspectives that are driven by the market model of consumerism as well as the
developmental model. The consumer assumption gives the student the benefits of external
users outside the institution who are regarded as purchasers of a service. Conversely, the
developmental model views the student as a partner who stands to gain mutually through
acquired knowledge with full rights and responsibilities as co-creators in their learning.
Three perspectives drive student engagement in institutions of learning, including
democratic citizenship, learning communities and critical institutions. Students engage in
decision making at different levels within three significant domains that involve learners,
teachers and institution managers through international, national caucuses, institutionally
through their faculties, departments and courses. Principally students are engaged as partners,
to enhance democracy, inclusivity, transparency, and collegiality and promote
professionalism (Bryson, 2016 p.160). The framework through which student engagement
occurs ensures that students are made comfortable as part of a supportive institution,
enhancement of learning, collaborating with their institution in shaping their learning

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trajectory as well as improving the quality of governance which largely influences their
national experiences. This paper discusses the benefits and strategies of employing the use of
Information technology in institutions of higher learning as a subset of institutional
governance that enhances management. Using a fingerprint attendance system will automate
the procedures of attendance in the institutions of higher education by using modern
technology called biometric technology (Rocha & Serrhini,2018 p362). The system is time
efficient and makes institutional governance seamless and real-time.
Project Summary
This ICT project is digital platform which enhances student engagement in institutions
of higher learning, improve governance and decision making. The project is made up of two
components with the first one being a framework for student leadership within their
respective institutions and the second being a digital platform in form of a web portal which
is informed by the first component and aims to increase integration within the university by
enhancing student engagement as well as improve governance through the use of technology.
The proposed student framework is intended to unite the student leadership positions
throughout the institution of higher learning by them forming a student leadership forum
which will entail students’ leaders’ inclusion in the university council, the board of
academics, faculty boards, the student representative council and at the same time creating
networks with academic societies and students from other universities. This move will
address the need for both strategy and operations to have the support required to forge for a
digital platform which will be used to further integration and engagement. The portal will be
given a suitable name after the domain registration details have been confirmed.
Data Sets

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These include the list of data guidelines that will be used by students in accessing the
digital portal which is a live website to retrieve information that will be beneficial to the
current student leaders and the ones aspiring to become leaders as well as the broader
community in understanding the university’s system of administration and governance as
well as its structure which will contribute towards positive engagement with the students as
well as increase collaboration (Rowlands, 2017 p. 80). Student leadership positions eg.
University Council, Academic Board, Faculty Boards, Student Representative Council,
Academic Societies. Each of these contains data sets which include position title, terms of
reference (description) and duration of term. Information on student elections eg. when they
are held, what positions, how to apply. University governance meetings eg. information on
attending open sessions of Council, Academic Board and their subcommittees. Additional
data sets include terms of reference, along with dates, times and locations of meetings.
Database of student resources, relating to personal and professional development in a Higher
Education governance context eg. TEQSA student compliance guidelines.
Student Leadership Positions
Student Leadership Positions within the university is as below:
The following is a list of official student leadership positions within university governance.
● University Council (Undergraduate, Postgraduate)
● Academic Board (Undergraduate, Postgraduate)
● Faculty Boards (FAD, BGL, STEM, Health - Undergraduate, Postgraduate)
● SRC (Student Representative Council - Executive and Officer positions)
Affiliated (official) Academic Clubs - Executive Members
● Approximately 20 clubs/ societies relating to specific fields of study.

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● Four executive positions - President, Vice-President, Secretary, Treasurer.
● Clubs/ societies are welcome to create additional non-executive positions (eg. officer
role of events coordinator, marketing membership etc.) These will not be included.
University Council
# Title Role
Undergraduate Student Representative University Council
Postgraduate Student Representative University Council
Academic Board
# Title Role
4 Undergraduate Student Representative Academic Board
5 Postgraduate Student Representative Academic Board
# Title Role
5 Undergraduate Student Representative Faculty Arts and Design
6 Postgraduate Student Representative Faculty Arts and Design
7 Undergraduate Student Representative Faculty of Business,
Government and Law
8 Postgraduate Student Representative Faculty of Business,
Government and Law
9 Undergraduate Student Representative Education, Science,
Technology and Maths
10 Postgraduate Student Representative Education, Science,

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Technology and Maths
11 Undergraduate Student Representative Health (Faculty Board)
12 Postgraduate Student Representative Health (Faculty Board
Research Institutes
# Title Role
13 Student Representative Institute of Applied Ecology
14 Student Representative Institute for Governance and
Policy Analysis
Student Representative Council (SRC)
SRC Terms of reference and positions (executive, officer, staff) are currently under
under review and may change in 2018. These are the elected positions in 2017.
# Title Role
15 President Executive
16 Vice President Officer
17 Welfare Officer
18 Ethno-Cultural Officer
19 Disability Officer
20 Queer Officer
Indigenous Officer
Postgraduate Students’ Officer Officer
Environment Officer Officer
International Officer Officer

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Women’s Officer Officer
UniLodge Representative (Accommodation) Officer
Advocacy Officer Staff
Advocacy Officer Staff
Media Officer (Student Magazine Editor) Staff
Media Officer (Designer) Staff
University Staff
A list of staff positions which relate to the University experience. These people may
be engaged in an advisory capacity for their expertise, though they are not student leaders.
Library Rovers (helping students with Uni
assessment and finding the correct resources
Staff
Student Services staff - those on the help
desks in student centre, who answer
questions about enrolment, study path etc.
Staff
Inclusion and Engagement/ Welfare staff Staff
Academic Clubs and Societies.
1 Advertising and Marketing Society
2 Student Architecture Society (Arclub)
3 Cultural Heritage Collective
4 Industrial Design Club
5 Press Club

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6 Media Society
7 Student Planning Society
8 Writers
9 Isaacs’ Law Society
10 Politics International Relations and National Security Student
11 Accounting Association
12 Entrepreneurship
13 Environmental Science Society
14 Engineering Society
15 Student Developer Organisation
16 Forensic Students Association
17 Nursing Society
18 Food and Nutrition Society
19 Student Led Association of Physiotherapy (SLAP)
20 Radiographic & Diagnostic Imaging Association
21 Student Pharmacists Association
University Governance Meetings
The following information on University Governance meetings is publicly listed on
the University website and the guidelines used are universally applicable (Francis &
Armstrong, 2013 p.35). These are the most recently published details, listing the effective
dates. Note - not all meetings may have open sessions and are available for university staff,
students or members of the public to attend.
Attending of meetings at the university is open to every student unless express
communication is made on matters that are confidential therefore feel free to sit within the

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council meeting room in the area provided for observers. It is important to note that the space
cannot adequately seat a large number of observers and we ask that once the hall is fully
seated, no further observers will be allowed in until a vacant seat is available. The chair of the
meeting will give guidance to observers on the rules of the meetings and they may not speak
until invited by the chair and an observer may not engage with the members of the council
when meetings are in progress. No movement shall be allowed but in case there is any during
the sessions, it should be non obstructive and will not cause any disruption of the meeting. If
the at the meeting council decides to have their meeting in camera, the observers will be
required to leave the room quietly and may not return until when they are notified to do so,
obviously when the meeting will be open to the public. Observers are asked not to carry
recording equipment into the meetings of the council as this will be in breach of the council
guidelines on meetings.
The list containing the committees and subcommittees within University governance
is available online. There each of these committees contains additional data sets, including
terms of reference, membership, along with the date, time and location of meetings
(Rowlands, 2017 p. 80). Although this information is currently available on the University
website, it could be restructured and presented differently depending on the updates schedule.
The various subcommittees are somewhat isolated and could be mapped to show how they all
connect and form a singular governance body.
Student Leadership Framework
Using this framework is essential in mapping current student leadership positions
within the University, their roles within University governance and how they connect with
each other (Guthrie & Osteen, 2012 p.32). This includes all officially elected and appointed

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positions including the Student Representative Council, University Council, Academic
Board, Faculty Boards and additional positions such as student clubs and societies.
Identifying Current Challenges
Student leaders involved in University Governance serve a short one yearly term and
with most of them having no prior experience in high level leadership and governance
training or experience make it a challenging task to engage with relevant stakeholders. In
comparison, elected professional and academic staff serves two year terms commencing with
a more comprehensive understanding of University structure and operations (Rosch, 2017
p.86). New student leaders have little time to develop their knowledge of University
governance structure, business structure, the difference between strategy and operations,
correct channels for raising issues and general decision making process. The lack of two-way
communication about University decision making makes the situation bad. For example,
student leaders are not enabled communicate key issues or University developments with the
student body. There is also no Clear Avenue for the student body to raise issues within
University governance or connect with student leaders.
This project is about uniting official student leaders and creating linkages with the
university management to offer a platform for student engagement. They can report on
governance through the website called the digital engagement platform while also taking
feedback on topical issues (Shareef et al., 2012 p.144). It is very important to have student
unity among the existing student leaders because as the situation currently is, there is little
communication and interaction and the digital platform will provide an avenue for student
engagement to realize effective upward and downward communication through
representation. Inter campus engagement among students as well as those from other
universities that we meet online are a challenge but with an online portal, it becomes easy to

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create linkages and network with students from other universities and campuses through
collaborative networking (Fischer et al., 2012 p.131). Another notable challenge is the lack of
student representation in the university council which creates a vacuum since the student
body lacks a representation.
Student Leadership Group
With the new framework in place, the student fraternity will have representation at the
council providing a platform for students and their leaders to connect with each other and
facilitate the digital engagement platform (Burkett, 2017 p.132). Membership will comprise
those official student leadership representatives in either undergraduate or postgraduate
positions on Council, Academic Board, Faculty Boards and executive representatives from
the Student Representative Council and UC Union Board.
Meetings
Meetings will be held throughout the year, coinciding with University Council
meetings (held before, so a report can be presented to Council). The student leaders will
discuss key issues within the student community (including academic, social, and
environmental). They will determine how best to address these issues, through appropriate
governance channels (eg. academic issues can be raised by students at the levels of Faculty
Board, Education Committee and Academic Board). Ideally, this will result in action items
which are then resolved on an operational level by University management and staff. This
will create a process for student leaders to effectively raise and resolve concerns, enhancing
the student experience through providing a stronger voice in University governance and
decision making. The student leadership framework will be based around an executive
leadership group, which contains representation of all student leaders (Ahlquist, 2015 p.80).
However, this will not replicate the Student Representative Council (SRC) and all of their

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officer positions. This leadership group can also serve as a ‘go-to’ for student consultation in
matters such as curriculum renewal. Additional supporting research will fall outside the scope
of the project, within University assessment timeframe. This can be completed at a later date.
Student Leadership Group Their Terms of Reference are clear and elaborate on the
purpose and frequency of meetings, reporting to the Council, reporting to student body, guest
presenters at meetings and so on. The current student representative council is under review.
There exist fora for students and those for clubs and societies where current issues are
articulated (Klemenčič & Bergan, 2015). Most student leadership groups become a solace
place for students to go for consultation and air their frustrations and grievances especially on
occasions like when the university decided to conduct a curriculum review, there was hardly
any place students would engage them on to give their input and views, they were only
surprised to learn it from the Academic Board, while it had undergone all the approval
processes without their involvement. With the online portal students are empowered to
engage with even the administration on governance issues and it effectively enhances a two
way communication (Chaturvedi, 2011 p.13).
Digital Engagement Platform
The digital platform provides an avenue for students to engage on a two way mode of
communication with both their representatives and the university management (Khadimally,
2018 p.20). Their engagement on this platform is assured because of the power of social
media and accessibility to the internet for a large percentage of the student body who own
Smartphones. The solution integrates all the aspects of university governance and gives a user
the freedom to choose options on activities they wish to engage in.
The solution which is web based is hosted on the university domain as a sub domain
of the parent university domain and once you click on the university website, there pops up a

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link that will redirect you to the student portal (Al-Shaer, 2016 p.56). The sign in feature on
the user screen prompt is very easy to locate whether you are using a smartphone, laptop or
even on a desktop as long as you are accessible to the internet.
The solution aims to connect all university students and the only mode of
identification is to enter your student ID and once you are logged in for the first time, you are
prompted to set a password for your own security and that of your account (Lee & Yung,
2012 p.361). From there on your account security is guaranteed since the password is only
known to you alone. Regardless of the course of study, mode of study or campus location, the
solution is available.
The method of connecting students across the entire university is simple. On the
parent domain the sub domain for the web solution has been created. The apportioned space
for the sub domain is enough to store data from all the campuses of the university. The
service provider for the web hosting solution is advised to increase capacity for the purpose
of the new solution to accommodate new internet traffic to avoid creating a bottleneck at the
backend server on a pilot basis. The sub domain has been tested and is working well
(Goldszmidt & Jürgen, 2013 p.128) The hosting part is currently doing a pilot test to assess
the amount bandwidth required, the amount storage required as well as support mechanisms
such as creating a redundant server for replication and mirroring when the main server is
under maintenance or is experiencing downtimes.
Students love technology and the university management should strategize on how
handle student inquiries, conduct curriculum reviews, communicate on current and future
infrastructure improvements and developments, as well as the university’s strategic plan
using the online tool.

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The student leadership is the link between the student body and the university
management and they communicate important information such as curriculum review
infrastructure development or facilities management as well as other reports. They also act as
the link between the link between the student forums which constitute academic clubs leaders
as well as the university students’ body. The system provides a platform for them to network
with the various groups and the students. The platform gives current student representatives
have a chance to highlight and disseminate their mandates to the students by engaging them
and getting instant feedback. Students interact with the administration on the governance
structure and gains access to resources that would otherwise have taken them a long time like
attendance records, examination preparation schedules and other university updates.
Proposed Solution:
The system is a tool for research as many students are able to collaborate and form
study groups for discussions and academic exchanges within different campuses of the
university (Lee, 2012 p.9). Assessment of students is an important undertaking of the
university and there will be a link to student continuous assessment modules and both the
lecturers are able to access the materials online without physically being present in the
classroom. The solution will be acting like a buffer zone between the management and the
student body in cases of social welfare as the student representatives would be the first line
respondents for communication coming either from the students or the management
(Chaturvedi, 2011 p.13). Student leadership will have to collate all information from the
student s and present it to management for further discussions during council meetings. The
current system requires that students present their grievances to the student leaders and wait
for the management to respond and this take s time getting feedback. The solution is real time
and works best for engagement with the governance personnel.

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Online portal for student leaders.
Students can provide feedback as well as comments comments on University decision
making and developments which shape the student experience. The website will provide a list
of topical/ key issues for students to comment on (including additional topics). These are then
taken to the student leadership group, who determine the best method of raising in (multiple)
appropriate levels of governance (Bocarnea, 2012 p.xvi). The portal will also provide
services for submitting assignments, seeking social services like financial aid, accessing their
grades and collaboration on projects with other students.
Student Engagement Process (operational details)
There are two critical aspects to student engagement that a related to quality. These all
relate to time and resources (Clouder et al., 2013 p.8). The way universities allocate learning
resources in terms of curriculum organization and increasing of learning opportunities is
often skewed. Time management for students in campuses is not optimum as they do not put
enough time into their studies as well as other educationally empowering activities and a tool
for remedying these shortcomings is the use of technology in areas where weak links appear
along the chain of learning.
Feedback is important in effective learning. Students are able to understand the
subject they are undertaking and guide them on ways of improving their outcomes. Feedback
on academic matters is related to success in most cases regardless of social economic status
or school setting and is responsible for improving the learner’s self awareness, self-
confidence and enthusiasm to learn. When there is valuable feedback smooth transition from
first years in university to higher levels occurs and it is also responsible for a large percentage
of student retention. Feedback is important in engaging students as it enhances learning and
improves assessment performance. Students are also able to submit response on university

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progress and topical issues such as cleanliness and their security situation in their residential
hostels.
All the information collected is collated and forwarded to the student leadership
representative group who combine the information with other topical issues which form the
basis for their council meeting. Once the student leadership meets for discussion, they dissect
the feedback from students and the general developments within the university. They further
determine best course of action on all key issues gathered from the feedback including
academic issues which will be forwarded to the Academic Board for further action through
the relevant sub committees.
The modus operandi in meetings is open discussions and student representatives are
encouraged to adhere to the topical issues and avoid introducing personal agenda items in the
governance meetings. What is discussed includes student concerns as raised by their
respective representatives as well as different perspectives on how to solve the issues using
the most appropriate channels such as identifying the relevant student leader. The meetings
discuss general items relating to student experiences and do not delve into confidential
matters without compromising on governance integrity issues.
Student leadership meetings as well as governance meetings minutes are then
summarized and posted on the digital platform where every student can access and get
updated on the goings on. Included on the items deposited online includes links to original
documents for those who wish to download. There are standard templates for student
representatives to use during their reporting to encourage uniformity in the format of report
generation.
The significance of this platform is to enhance two way communications between the
student body and the administration through the student representatives as well provide

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academic information for students, information on the governance structure, their role
descriptions such as the roles of the executives, the DVCs, Deans and directors.
Student leadership group meetings may also have special guest presenters, speaking
on topics which relate to the University governance structure, process and decision making
(governance/ strategy vs operational, different portfolios and roles within the University etc).
These talks may be included in meetings (eg half an hour) covering additional topics such as
overviews of different governance committees (eg. Audit and Risk Management, Finance,
Environment and Works, Education Committee, Faculty Boards).
Information Architecture (Website)
The following is the site map of the digital portal. The homepage contains a menu
with links to various services, personnel and offices. The student link has other links to staff,
university colleges, the library, maps, an alumni link, a link for donations as well as one for
the international linkages. The other links include research, safe community and on campus.
The website provides a feature that enables two way communications through the
iEngage portal, which gives students access to resources and reports on both academics and
institutional governance (Chaturvedi, 2011 p.13). There is a feedback link for students to
solicit for information from either the governance or their representatives. There is
information on student resources such as research papers and continuing research work as
well as links for online training. Student leadership included in the portal includes details of
student elections, the current student leadership and the student magazine which is a
newsletter that engages the students on their representation in governance.
The University Governance page contains information relating to the governance
structures of the institution as well as a hyperlink to all governance meetings which any
interested student is able to click on and download an item of interest. It also outlines the

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mandate of the council and the meeting schedules. The About page contains information
about the university vision, the action plan for reconciliation as well as a strategic plan. It also
outlines the support services available for students both online and face to face to help the
students achieve their goals. The contact page provides information for getting in touch with
the university through various modes including general inquiries, inquiries for domestic and
future students, international future students’ inquiries as well as current students’ inquiries.
Supporting Research
Student leadership is meant to offer representation to enhance student participation in
the university. It offers a platform for the voices of students to be heard through a student
support forum or agency. A number of activities require student participation such as
‘decision making sharing’ and ‘speaking out’ to ‘implementation of action’. There is a
paradigm of outlook on students being perceived simply as young individuals serving and
learning subject to system processes to active participants in their learning environment as
researchers and change drivers.
The global shift in education policies leans towards incorporation of students in
leadership and institutional governance (AACSB International, 2011 p.92). Students are
continuously encouraged to assume greater ownership of their learning processes through the
enactment of legislative frameworks and policies both domestically and internationally. The
ultimate aim of this trajectory is to empower them for the ultimate uptake of responsibilities
to drive the democratic processes and society’s structures. Therefore institutions of higher
learning are an ideal setup for transmission of social norms and development of skills that are
requisite for civic leadership and participation.
Participation in student engagement and digital disruption forums conferences and
events is important for leadership formation among students. Examples of such events

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include; CABSS Conference in Newcastle (report on student panel discussion), Sally
Varnham (presentation or work at UTS/ guest student panel), AFR Higher Education Summit
(heavy emphasis on digital landscape), TAG (Tertiary Access Group) conference (emphasis
on student engagement)
Current Digital Engagement Platforms
Externally facing digital platforms for student engagement include social media
platforms such as Facebook, Whatsapp and twitter, which are available online and can be
customized through creation of work groups or joining already existing groups (Greenhow et
al., 2016 p.10). Internally facing or institutional student engagement platforms include the
various platforms created through academic clubs and societies such as the Journalism group
which runs a platform for news which publishes articles.
Implementation Strategy
The university governance in collaboration with the student leadership is organizing a
launch of the digital portal which is a milestone resource facility for the university as well as
a platform for engagement with students. The organizing committee for this launch includes
all elected student representatives and the various staff and departmental representatives who
sit in the governing council. There are plans to have the founder of Facebook Mark
Zuckerberg grace the occasion as the guest speaker. He is expected to share his insights into
the use of technology in education. The portal has provided a resource guide for new and
prospective students on the culture and guiding principles of the university.
During the new students’ orientation week, one of the main activities will be to
conduct the new students through the digital platform and make them familiar with the
various resources available on the portal so as to bring them up to speed with the culture of
student engagement from their earliest days of joining the university.

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Other fora where the digital platform will be popularized includes through the student
bulletin where the front page of the bulletin will feature the information about the launch
prominently and including subsequent pages which will discuss the various features of the
digital platform and its contribution to student engagement and promotion of governance.
The various student formations and unions will be used to sensitize their members about the
new portal and indicate its significance to their cause in relation to university decision
making and development.
Interestingly, once you are enrolled adds a student, the system is designed to create an
student account using the student ID and with this a student can interact with the portal by
getting notifications on important happenings in the university including their assessment
progress on their smart phones through a pop up notification app. To use the app, one must
download it and install it either through Google play store or Apple store depending on the
model of mobile phone one is using. On campus campaigns will be mounted throughout all
the campuses to popularize the digital resource.
Outcomes
The intended digital portal is intended to first and foremost enhance student
engagement since the previous methods of interaction among the students and the governance
structures was riddled with ineffectiveness and inefficiency due to a breakdown in the
communication systems. There is enhanced communication both upward and downward
created through the platform making it easy for students to get feedback faster to facilitate
decision making. The digital platform will create a vibrant student community that is engaged
and informed on all the university academic developments (MCCLENNEY et al., 2012 p.4).
Students will be encouraged to self learn through the portal since the portal will provide

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learning resources as well as assessment information making it a convenient learning
resource.
The platform aims to create an empowered student leadership through creating a
structured leadership to ensure seamless coordination through their various representative
groups. Through student representation the student body is able to get their inquiries
addressed in a timely and structured manner. This promotes smooth governance and running
of the university through channels for engaging students without creating unnecessary
administrative gaps and delays. (Wankel & Blessinger, 2013 p.61)
Student input on university governance is a critical component that determines the
direction of decision making. Through the portal students are able to air their opinions and
the university administration is able to respond in a timely and seamless manner (Shernoff,
2013 p.13) Feedback is received within a short time and this helps the students to make quick
decisions based on the responses received from their inquiries regarding learning activities as
well as on governance. Student experiences are enhanced and this also promotes enrolment
rates into the university due to positive ratings from current and past students.
Conclusion
Student engagement traces its roots to getting feedback and student representation
which is aimed at improving learning outcomes. Areas that support student engagement
include learning spaces, institutional organization and learning development all of which are
aimed at improving their outcomes. Improvement of academic outcomes is centered on active
learning student and staff interactions, education experience enrichments, creation of a
supportive learning environment and integrating technology in learning.

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