GOOD GOVERNANCE
Enhancing the capabilities of technical education in India


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  LEADERSHIP EXAMPLES OF IMPACT OBSERVED AT THE TEQIP INSTITUTIONS
1 Change of Mindset
  • ‘Can fund attitude – the money is there and can always be found for good ideas’
  • ‘We only wanted members on the governing body if they were willing to commit 100 hours a year to the College’
2 Speed of decision
  • Establishment of Institute for Innovation, Entrepreneurship and Leadership
3 Exploiting autonomy
  • Establishment of Entrepreneurship Institutes
  • Rapid response to student suggestions on improving syllabus content
4 Increased ambition
  • Explicit goals to attract better qualified students, to open up PG opportunities, to improve research range and quality and to innovate, and comparing planned outcomes with IITs and overseas institutions
5 Using modern management to make decisions that make a difference
  • Governing body members bringing corporate and international experience to bear on drawing up mission, goals and values and then using modern management approaches to define and deliver the institution’s strategic plan
  • Designing new management information systems.
6 Leading visibly, and carrying the community with you
  • Leading members of governing bodies visiting institution frequently, and speaking to large groups of staff and students
7 Doing things that are new in India
  • Establishment of Entrepreneurship Institute
  • Proposal for radical funding reform
8 Reaching out to the wider community of Alumni
  • Working with alumni to design and fund new developments such as Entrepreneurship Institutes
  • Inviting alumni in academic posts overseas to spend part of their sabbatical years in Indian colleges to share their experience
9 Listening to students
  • Chairs and members of governing bodies holding meetings with large groups of students
  • Involving students from all backgrounds in the bottom-up construction of strategic plans at all levels
10 ‘Transition to transformation’
  • Over several years, actively leading the college to a much higher level of performance, involving strong contributions from the Chair and members of the governing body and the Principal and senior leadership of the college, resulting ultimately in a transformation of the institution
11 Learning from others wherever they are
  • Inviting alumni from foreign universities and colleges
  • Working directly with employers to improve the quality and relevance of teaching and learning
  • Recruiting foreign students
12 Stretching goals and leading the community to understand and commit themselves to them
  • Defining simple, easily understood and stretching goals at both institutional and departmental level and publicising them in meetings and by displaying them across the campus.
13 Strengthening links with industry to foster local job creation
  • Strategic planning for local economic growth through collaboration with alumni and local entrepreneurs

 

 

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.