1. TEQIP-II GOOD GOVERNANCE LEARNING FORUM MHRD-WORLD BANK INITIATIVE IN PARTNERSHIP WITH STATES Good Governance, Leadership and Management 12-13 October 2014, Hotel Metropolitan, New Delhi SESSION ONE – How can a strong governing body improve institutional performance? Professor Sahasrabudhe, Professor Shettar

2. WHY GOOD GOVERNANCE, LEADERSHIP AND MANAGEMENT? How have the governing bodies of COEP and BVB improved the performance of their institutions?

3. 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

4. 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

5. 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

6. 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 attract high quality students

7. 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

8. 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.

9. TEQIP-II GOOD GOVERNANCE LEARNING FORUM MHRD-WORLD BANK INITIATIVE IN PARTNERSHIP WITH STATES Good Governance, Leadership and Management 12-13 October 2014, Hotel Metropolitan, New Delhi SESSION ONE – Expert Witness Panel: How can Governance Development ‘tools’ help to embed Good Governance? Prof Sahasrabudhe, Prof Shettar, Sir Andrew Cubie and Dr Nick Sanders