GOOD GOVERNANCE
Enhancing the capabilities of technical education in India


HOME  >  GOOD GOVERNANCE PROGRAMME  >  HOW TO BEGIN THE JOURNEY
The experience of TEQIP institutions clearly shows that introducing good governance is a process likely to take several years to become fully effective.

The Good Governance Programme has been designed as a model for change - which begins with a critical self-review process and then uses the evidence gathered to set out an action-orientated development plan and the development of clear institutional governance processes - set out in an institutional governance guidelines document which should be implemented and regularly monitored.


The conditions for success include strong leadership, robust management systems and the commitment of suitably qualified external governors who bring expertise from other sectors to bear on the way institutions work.


At the same time it is possible to deliver Quick Wins at the early stages of governance development.


Our two case studies, of COEP, Pune and KLE Technological University, Hubli, demonstrate how strong leadership, management and governance work in harmony to deliver high quality outcomes for students and for their communities.


They show, too, that a long-term commitment to improving quality, not least through the contribution of governors, is essential to provide a sustainable base for the future of the institution.


Implementing Good Governance: the Paths of Two Institutions






COEP 2004 PROFILE
(Before granting of Autonomy, and establishment of a new Governing Body)
COEP (Government Institution)
No academic autonomy
No financial autonomy
No governance structure
No administrative freedom
Transferable faculty and staff
No ownership, no drive
Poor work culture
Almost no powers, but high expectations

COEP 2014 PROFILE

COEP (Government Institution)
Granted full autonomy in 2004
Strong leadership by the Governing Body Chair and Board
Experienced and committed governing body, mostly
external with range of necessary skills
(Bottom up) formulation of Vision, Mission, Goals, involving all stakeholders (repeated every 5 years)
Board framing of policies/procedures for finance, human and physical resource development

COEP 2014 PROFILE

COEP (Government Institution)
Wide industry/alumni engagement
Benchmarking – gap analysis comparison with IIT Bombay
Internal and external assessment of academic outcomes*
New academic curricula and regular revision of all curricula. Transparent evaluation system.
Empowerment of faculty, staff and students. Improved qualifications.
Greater student access to facilities/IT, and improved student support
Vast Institutional improvement, national awards accrued

BVB 2004 PROFILE

BVB (Government-Aided Institution)
A Tier –II City institution. Low visibility to students and Industry (an economically backward region - no Industrial ecosystems)
Complacent. An absence of stretching goals
Spent more time dealing with day-to-day mundane problems. No sense of planning for the future
No academic autonomy. Exam oriented, rigid academic structure
Poor research base, networking with industry/ stakeholders
No differentiator for brand positioning. Poor campus hiring
Just another Engineering College; unable to aIract high quality students

BVB 2014 PROFILE

BVB (Government-Aided Institution)
Attained Academic Autonomy in 2007 - 08
Strong governance structure, includes independent board members with an ability to provide broad and varied perspectives to drive the Institution's strategic direction
Strategic plan (2007 -2011, 2012-2016) with measurable goals, activities and time line which are reviewed regularly
Implementation of Quality Management System, to guide Institutional executive leadership to deliver effective processes
Adopted 'Outcome-Based Education' (OBE)' framework for curricular reforms
Established leader in the Region; amongst the top 5 in the state

BVB 2014 PROFILE

BVB (Government-Aided Institution)
Attract Top Talent and has an enhanced brand
Huge growth in Campus Hiring and enhanced interaction with industry
Driving the economic development of the region by creating the entrepreneurial Ecosystem through the creation of the Center for Technology Entrepreneurship:
  • In last Four Years 24 Technology Companies Incubated in the Campus
  • More than 400 Engineering Jobs created in the region
  • Success stories of companies incubated include:
  • Sankalp Semiconductors - over 400 employees. RED-Herring listing –Top 100 Companies in the world (2012)
  • Navya Biologicals pvt. Ltd -35 employees. Most Innovative Company' award by DBT, Govt. of India.

 

 

Self-review is a key activity and output of the Good Governance Programme through which institutions can examine their current governance practice. Self-review can be undertaken regularly (for example every 3 -5 years).

Supporting governance development needs of individual governors, governing bodies, institutions and States is a key activity of this and other national and regional initiatives. Another output of the Good Governance Programme is a Governance Development Plan to see how governance development is built into institutional development through clear, timebound action planning.

 

 

Implementing good governance practice is the primary outcome of the Good Governance Programme demonstrated by institutions developing their own governance guidelines which sets out institutional governance practices based on the Good Practice Guide for Governing Bodies. This would include a process and timetable for monitoring and reviewing governance practise.
Sharing experience underpins and supports the Good Governance Programme through good governance learning forums, sharing of institutional case studies of good practice, highlighting common gaps, barriers and issues, and helping institutions to learn from one another.