Good Governance Initiatives at BVB

Transcription

1 K.L.E. SOCIETY S B.V. Bhoomraddi College of Engineering & Technology, Hubli Good Governance Initiatives at BVB Sharing Our Experiences Ashok She)ar Principal, BVBCET, Hubli

2 K.L.E. SOCIETY S B.V. Bhoomraddi College of Engineering & Technology, Hubli About Us Government - Aided College Established in 1947 Parent Organization: KLE Society that runs over 240 educational and health care Institutions. 12 Undergraduate, 9 Postgraduate Programs and 13 research centers Student strength: 5400 with 330 Faculty Autonomous college since 2007 Under TEQIP II, 1.1

3 Good Governance What it can do? High quality Education and Research Supports & Fosters Good Governance Facilitates Decision- Making Leads to Organizational Efficiency & Effectiveness Ra<onal Informed Transparent TEQIP Good Practice Guide for Governing Bodies, December 2012, and World Bank Working Paper 190 Governance of Technical Education in India, March 2010

4 Good Governance Players Governing Board Purpose Our sphere of Influence Improvements here make a big difference to Institutional performance Executive Leadership Regulatory Bodies

5 TEQIP- II GOOD GOVERNANCE PROGRAMME Sometimes TEQIP is viewed only as a means of upgrading laboratories and faculty to help improve the quality of education. But the project also aims to build institutional capability by adopting good practices and processes. This will help institutions to be more sustainable and make improvements that will last beyond the project period.

6 TEQIP- II GOOD GOVERNANCE PROGRAMME Expected Institutional Outcomes Helpful to Governing Bodies in identifying gaps and developing good practices* to be able to follow, well accepted international practices Ensuring openness, transparency and honesty in their operations for becoming well-known and competitive, both nationally and internationally Gaining stakeholder confidence, respect and admiration and enhancing their image, visibility, reach and credibility. *A best prac*ce / good prac*ce is a method/technique that has consistently shown results superior to those achieved with other means, and is used as a benchmark.

7 TEQIP- II GOOD GOVERNANCE PROGRAMME Initiatives 1. Developing and sharing of the TEQIP Good Practice Guide for Governing Bodies ü To share the best practices in Governance 2. Institutional Self-Review (SR) of current governance practice ü Institutions carry out a self-review of current governance practice to identify strengths, and also any gaps and areas for development 3. Institutional Governance Development Plan ü Institutions develop institutional governance development plans using the accumulated\ experience gained from their self-review of current governance practice

8 Good Governance Initiatives at BVB ü Clarity ü Timebound Governance Development Plan ü Acceptance ü Ownership Good Governance Practice Desired State GAP Current State Self-Review ü Honest Assessment

9 Developing Our Institutional Governance Document Initiatives at BVB Good Governance Document Desired State Current State

10 Good Governance Developing Our Institutional Governance Document Why Develop Our Own Governance Document? Process helps us to understand and internalize the issues related to Governance Involvement of Board Members and Executive Leadership in developing the document builds acceptance and ownership Results in a document, approved by Governing Body, to guide the present and future Boards, as well as improved and more consistent governance practices across the institution as a whole.

11 Good Governance Developing Our Institutional Governance Document Bringing in Acceptance & Ownership It took us over six months to come up with this document ü This document has drawn considerably from: TEQIP Good Practice Guide for Governing Bodies December (2012) ü Several rounds of discussions with Board members and Institutional Executive leadership ü Extensive consultations and mentoring by World Bank Expert Advisory Group members.

12 Good Governance Developing Our Institutional Governance Document I II Institution Role of Governing Council A PRIMARY ACCOUNTABILITIES B C D E OPENNESS AND TRANSPARENCY IN THE OPERATION OF GOVERNING BODIES KEY ATTRIBUTES OF GOVERNING BODIES EFFECTIVENESS AND PERFORMANCE REVIEW OF GOVERNING BODIES REGULATORY COMPLIANCE

13 Developing Our Institutional Governance Document Key content of our Institutional Governance Document includes: The principles of governance and management The role of members of the governing body, including the principles of good behaviour and the need to avoid conflicts of interest The role of the Chair and of the Head of the Institution, and the relationship between them How members and the Chair are appointed The committee structure and the scheme of delegation to those committees (TOR for committees are set out in the annex) The definition of primary accountabilities and the governing body s approach to them (as in the TEQIP Good Practice Guide) Openness and transparency (as in the TEQIP Good Practice Guide) Key attributes (as in the TEQIP Good Practice Guide) Effectiveness and performance review (as in the TEQIP Good Practice Guide) Regulatory compliance (as in the TEQIP Good Practice Guide) Plus annexes setting out the terms of reference of committees reporting to the governing body, and the development plan for all governance activities.

14 Self-Review of Current Governance Practice Initiatives at BVB Desired State GAP Current State Self- Review

15 Self-Review of Current Governance Practice Self-review is a key activity through which institutions examine their current governance practice TEQIP- II Good Governance Programme Enhancing the Capabili<es of Technical Educa<on Ins<tu<ons in India February September 2014 Requested Institutions to undertake a self-review of their current governance practice Openly Honestly Critically

16 Self-Review of Current Governance Practice Current State GOVERNANCE GAP Desired State Only an open, honest and critical assessment can give us realistic idea of the gap That leads us to a better development plan

17 Self-Review of Current Governance Practice GOVERNANCE SELF-REVIEW QUESTIONS GRADE A PRIMARY ACCOUNTABILITIES SUPPORTING EVIDENCE DEVELOPMENT PLAN A1. B OPENNESS AND TRANSPARENCY IN THE OPERATION OF GOVERNING BODIES B1. C KEY ATTRIBUTES OF GOVERNING BODIES C1. D KEY EFFECTIVENESS AND PERFORMANCE REVIEW OF THE GOVERNING BODY D1. E E1 REGULATORY COMPLIANCE

18 Self-Review of Current Governance Practice Our Score (out of 17) 1 24 % Full Compliance 2 35 % Partial Compliance 3 41 % Non-Compliance

19 Self-Review of Current Governance Practice GOVERNANCE SELF-REVIEW QUESTIONS A PRIMARY ACCOUNTABILITIES A1 Has the Governing Body approved the institutional strategic vision, mission and plan - identifying a clear development path for the institution through its long-term business plans and annual budgets? GRADE SUPPORTING EVIDENCE 2 Vision & Mission statements are evolved through a strategic plan by the institute faculty and they have been displayed on college website and lesson plans given to students. However, formal approval by the GC has not been taken. These were discussed in the Governing Council as part of information agenda presented by the Principal. These were discussed and approved. However, they were not documented formally as part of the minutes of the meeting. Annual budgets are approved by the GC

20 Self-Review of Current Governance Practice GOVERNANCE SELF-REVIEW QUESTIONS A PRIMARY ACCOUNTABILITIES A4 Has the Governing Body put in place suitable arrangements for monitoring the head of the institution's performance? GRADE SUPPORTING EVIDENCE 3 Formal arrangement for monitoring does not exist. However, his performance is reviewed in an informal way when he presents progress report in the GC. The role and responsibility of the head of the institution is guided by the UGC / AICTE/ VTU guidelines. B OPENNESS AND TRANSPARENCY IN THE OPERATION OF GOVERNING BODIES B1 Does the Governing Body publish annual report on institutional performance? 3 Annual report is presented and discussed in the GC. However, it has not been published, so far.

21 Evolving Governance Development Plan Initiatives at BVB Governance Development Plan Desired State GAP Current State

22 Evolving Governance Development Plan Development plan is a set of processes and activities that an organization would put in place to guide development (to move from current state to desired state) It includes: Strategic, measurable goals / objectives Activities Time line Criteria for evaluation (whether or not the goals were actually met) Person(s) responsible

23 Evolving Governance Development Plan Step 1: Write the development goal / objective for each perceived gap (from self-review) with an expected timeframe Example: Revised Self- Review: 1 May 2014 GOVERNANCE SELF-REVIEW QUESTIONS A PRIMARY ACCOUNTABILITIES A1 Has the Governing Body approved the institutional strategic vision, mission and plan - identifying a clear development path for the institution through its long-term business plans and annual budgets? DEVELOPMENT PLAN Reviewing and approval of institutional vision, mission and strategic plan ( ). Develop an initial draft of Good Governance document for the institution. Developing and Approval of longterm business plans of the institution EXPECTED DELIVERY TIMEFRAME June 2014 March 2015

24 Evolving Governance Development Plan Step 1: Write the development goal / objective for each perceived gap (from self-review) with an expected timeframe Example: Revised Self- Review: 1 May 2014 GOVERNANCE SELF-REVIEW QUESTIONS A3 Is the Governing Body monitoring institutional performance and quality assurance arrangements? Are these benchmarked against other institutions to show that they are broadly keeping pace with the institutions they would regard as their peers or competitors to ensure and enhance institutional reputation? DEVELOPMENT PLAN Establish key-performance Indicators (KPIs) for measuring Institutional performance. Establish and adapt process for monitoring the institutional performance using KPIs Adapt procedure for benchmarking institutional performance with peer institutions EXPECTED DELIVERY TIMEFRAME June 2014 June 2015

25 Evolving Governance Development Plan Step 2: Evolve the detailed action plan for each of the developmental goal / objective Developmental Goal: 1 (Based on perceived gap, in self- review document) The active participation of GC in reviewing and approval of institutional vision, mission and strategic plan is being taken up. The GC has decided to come up with Good Governance document. The GC will discuss and approve long-term business plans of the institution. Self-Review Score: 2 Development Objec<ves and Ac<on Plan 1.1 Reviewing and approval of institutional vision, mission and strategic plan Means of evaluating progress toward this Objective ACTIVITY Timeline Person(s) responsible 1 Workshop for reviewing Strategic plan ( ) for submission to GC 2 Presentation to GC for Discussions and approval of strategic plan March 2014 Board 1. Dr Mudhu Atre 2. Vivek Pawar Institutional Principal and Deans March 2014 Principal Status Completed Completed Institutional Strategic Plan for reviewed and approved.

26 Evolving Governance Development Plan Step 2: Evolve the detailed action plan for each of the developmental goal / objective Development Objectives and Action Plan 1.2 Developing and adopting Good Governance document for the institution. Activity i. Consultations and discussions for developing Institutional Good governance document. ii. Preparation of the draft Presentation to GC for Discussion and approval of Institutional good governance document Timeline Person(s) responsible January 2014 February 2014 Board 1. Prof. M. I. Savadatti 2. Dr Madhu Atre Institutional Principal and Deans Principal Status Completed Completed Means of evaluating progress toward this objective Institutional Good Governance document approved

27 Developing Our Institutional Governance Document A few challenges In the context of Indian Higher Educational Institutions, there are few fundamental issues which prevent us from appreciating Good Governance practices. These can act as barriers in developing an effective Institutional Good Governance document. Ø Ø Lack of a systemic approach in Institutional development and management, in areas such as: Strategic Planning Risk Management Performance Management Indicators Benchmarking Lack of well-defined institutional processes

28 Developing Our Institutional Governance Document A few challenges While developing the Governance Document, several contentious issues will be raised. There may also be hesitations to adopt a few of the best practices. Active involvement of board members in the discussions is essential to gain acceptance and ownership Hesitations or sensitive issues Measuring the effectiveness of the Board Register of Interests Independent members Student participation Scope and role of the Board and Executive leadership.

29 Good Governance Governance Development Plan Good Governance Practice Desired State Continuous improvement Process Current State Self-Review

30 GOVERNANCE DEVELOPMENT CYCLE HOW DO WE KNOW IF WE HAVE BEEN SUCCESSFUL? KEY PERFORMANCE INDICATORS REGULARLY MONITORED GOVERNANCE SELF- REVIEW OF CURRENT GOVERNANCE PRACTICE WHERE ARE WE NOW? INSTITUTIONAL GOVERNANCE GUIDELINES GOVERNANCE DEVELOPMENT PLAN HOW WILL WE GET THERE? HOW GOOD GOVERNANCE IS IMPLEMENTED CLEAR GOALS/ OBJECTVES WHERE ARE WE GOING?

31 Good Governance A few important lessons Don t adopt TEQIP Good Governance Programme because it is mandated by World-Bank or NPIU/ SPFU Adopt it with a genuine belief that it can make a positive difference to the long-term development of your Institution. Buy-in and Support of Governing Body Chair and members is essential. Have an empowered sub-committee (appointed by Chair) to oversee Good Governance initiatives.

32 Good Governance A few important lessons Board Vs Executive Leadership Clarity of Roles and Responsibilities is crucial: To have effective governance it is critical for the Executive Leadership and the Governing Body to understand and appreciate their distinct roles. Few Concerns a. Distinction between Management and Governance is not absolute b. Some times Board members are unclear about the difference between governance and management c. A Governing Board that is overly active in management can inhibit the organization's effectiveness. d. Executive leadership can be unclear about the board s expectations e. Tensions arise commonly in the areas of overlap

33 Good Governance A few important lessons Board Vs Executive Leadership: Effective Partnership Each party needs to understand its own and others responsibilities Characteristics of an effective partnership: Good communication Ability to disagree constructively Trust and respect Willingness to learn Clarity of roles and responsibilities

34 Good Governance A few important lessons Independent Members can add a lot of value. Choosing right Independent Board Members is critical Some of the ideal personal qualities and abilities are: ü Ability to provide broad and varied perspectives to drive the Institution's strategic direction ü Ability to think strategically and critically ü Ability to fill an identified skill need on the Board ü Ability to understand and relate to stakeholders ü Ability to gain respect and act as a mentor to executive leadership ü Willingness to undertake the expected responsibilities and devote the right amount of time ü Commitment to Institution s Purpose (Education)

35 Good Governance A few important lessons Independent Members can add a lot of value. Engaging Independent Members It is common practice for a governing body to delegate some of its powers and to allocate some of its work to committees Committees provide tremendous utility to a board. They allow a board to treat an issue with due seriousness without consuming a huge amount of valuable board time. It enables a board to draw in people with specific expertise to help it sort out the possible directions Committees provide an opportunity to actively engage independent members and use their expertise for institutional development.

36 Good Governance Independent Members can add a lot of value. Our Independent Members: Member Area of Experience / Position Contribution to Board Prof. M. I. Savadatti Former Vice Chancellor Mangalore University Former Member UGC Former Vice- Chairman Higher Education Council, Govt of Karnataka Governance Research Mentoring Academic partnerships Dr. Madhu Atre Country Head AMD, India Governance Strategies Entrepreneurship Mentoring ViveK Pawar CEO Sankalp Semiconductors Industry Interface Networking Entrepreneurship Mentoring

37 Good Governance Very Good Resources at GOOD GOVERNANCE Enhancing the capabilities of technical education in India HOME ABOUT US GOOD GOVERNANCE PROGRAM SHARING EXPERIENCES RESOURCES FAQs "Good governance is vital to gaining and maintaining public trust Good Prac*ce Guide for Governing Bodies IN FOCUS

38 Good Governance We at BVB, thankfully acknowledge NPIU and World-Bank for their constant support For motivating and supporting us to learn and improve

39 Good Governance is all about Belief and commitment Systemic approach Leadership and synergy

40 Thank You