PUBLIC GOVERNANCE IN A FEDERAL HIGHER EDUCATION INSTITUTION: AN ANALYSIS CONSIDERING THE STRATEGIC MECHANISM OF THE TCU GOVERNANCE MODEL

Abstract The article analyzed, based on a descriptive investigation, how governance practices occur in a federal higher education institution in light of the strategic mechanism of the governance model proposed by the TCU. The research used data collected through documentary analysis, semi-structured interviews, and nonparticipant observation. The main results indicate that the implementation of risk management practices occurred due to regulatory requirements. It was also found that there was an absence of second-line units and the need for greater support from senior management. It was also evident that the lack of an express declaration of those responsible for meeting strategic planning goals makes it difficult to monitor the achievement of organizational results. Furthermore, monitoring the achievement of organizational results requires greater involvement of the sectors and reflection on the achievement of goals, since the process is currently predominantly declarative. Regarding the monitoring of management functions, it was found that there were no normative documents to guide this process. The research also revealed that the practice of managing risks receives little attention from governance bodies, while the practice of establishing strategy is the one that receives the most attention.