Empowering School Management Committees for Effective School Governance

By – Sucheta Khumukcham
School Management Committees (SMCs), introduced under the Right to Education (RTE) Act, 2009, were envisioned as a mechanism to foster community participation and ensure accountability in school functioning. In Manipur, SMCs have emerged as important stakeholders in school improvement efforts, though their effectiveness varies widely across schools.
In several schools, commendable work led by SMCs can be seen—from constructing school gates and fencing to enhancing drinking water facilities, sanitation, and other basic infrastructure. They also monitor the PM Poshan Scheme, support enrolment drives, and contribute to the overall maintenance of school facilities. Their proximity to the grassroots enables them to respond swiftly to local needs and challenges, thereby bridging the gap between the school administration and the community it serves. A few SMCs have even gone a step further by mobilising local resources to repair classrooms or set up kitchen gardens, setting inspiring examples of community-led school development.
However, it is equally true that many SMCs remain inactive. Some members do not attend meetings regularly, while others fail to participate in school development activities or extend support to teachers and students. When SMCs remain dormant, the very purpose of their creation under the Right to Education (RTE) Act, 2009 is defeated, leaving schools without the community backing they need for sustained improvement. SMCs should not exist merely on paper but must function as dynamic and accountable bodies that actively contribute to the growth and progress of schools.
Another challenge arises when external influences, especially local or political pressures, intrude into school affairs. Such interference often delays decisions, creates confusion, and weakens the authority of SMCs, making it harder for them to discharge their duties effectively. For SMCs to truly serve their purpose, they must be allowed to function independently and responsibly, keeping the welfare of the school and children above everything else.
To ensure that every SMC becomes active and effective, capacity building through regular training and orientation is crucial. Members must be well-versed in financial norms, preparation of school development plans, and the legal provisions laid down under the Right to Education (RTE) Act, 2009, as well as the NEP 2020. Informed and confident members are more likely to take ownership of their responsibilities, ensuring that schools are not just maintained but continuously improved. Local stakeholders can support this by offering guidance and mentorship, while at the same time respecting the autonomy of SMCs.
When SMCs operate with clarity, dignity, and accountability, schools thrive. Conversely, when they remain inactive or their authority is compromised, the entire school ecosystem—students, teachers, parents, and the wider community feels the negative impact. The National Education Policy (NEP) 2020 emphasises decentralised decision-making and active community engagement, recognising that schools flourish when decisions are taken at the grassroots level.
Institutional practices such as quarterly meetings, transparent record-keeping, effective grievance redressal systems, and recognition of exemplary SMC initiatives are essential to reinforce their credibility. Above all, every SMC must function as a vibrant, accountable body that genuinely represents the community’s voice in shaping the future of schools and nurturing the aspirations of children.
A strong and active SMC is not only an asset to a school but also a cornerstone for achieving quality education for all.
(The author is Zonal Education Officer, Zone-II, Imphal East)