Enhancing the capabilities of technical education in India


Each of the examples below comes from existing good practice in Indian institutions, as identified by the Expert Advisory Group during their visits.



Establish priorities for improving student experience based on dialogue with students by:

  • Considering the ways to encourage two-way, adult discussion of the student experience of the institution at all levels
  • Involving students in the management and governance of the institution at all levels, including providing appropriate induction to committee roles

Encourage greater openness and transparency in management and governance.

  • Discuss what you can share, on a regular basis, on the Internet with your stakeholders
  • Senior leaders and governing body members can take early initiatives to speak to students and other stakeholders about the institution’s mission and plans – in order to reach out to more people

Consider adding further value to your institution’s outputs by using your Alumni’s skills and experience:

  • For example, using Alumni who are actively involved with Universities in India or abroad, who might be willing to spend part of a sabbatical year to share some of their experience
  • The same is true for Alumni with experience of corporate governance in large organisations in the public and private sectors

Learn from others:

  • Listen to the interview with Dr Atre and other interviews in the resources section of the website on what good governance is (compulsory for all members of boards of governors, and recommended to everyone else…)
  • If you find resistance to change, send people out to look at examples of the change you are promoting, keep the time period short to maintain the momentum of interest on the subject in question, and then bring everyone together to share what they have learned

Let others learn from you:

  • If you are the Head of the Institution take regular classes yourself
  • Share your examples, or short interviews, that you think reflect good governance practice, so these offer ‘food for thought’ to others. Don’t forget to test your ideas out on a range of stakeholders…

Consider your priorities:

  • When facing challenges separate out those things that are your responsibility and those that are other people’s
  • If you have brainstormed or summarised the key issues related to a problem – focus on the top three priorities first, solutions to these may result in a different reflection of the rest.




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.