How CHAKRA is paving the way for a state-led network of Centres of Excellence in Maharashtra

What is the purpose of CHAKRA? What is the role of the Maharashtra government in supporting it?

Lt Gen (retd) Madhuri Kanitkar: CHAKRA has been established as a Section 8 (non-profit) company for promoting medical research, clinical trials, documentation and bringing advancements to the whole field of medical education and research. This is a Rs 150-crore project that has been supported by the Asian Development Bank through the Government of Maharashtra.

The aim is to create a hub at MUHS and spokes at various medical colleges for coordinating research and development. The board comprises the medical education secretary as the Chairman and includes the MUHS V-C, the state Medical Education Commissioner, and the Director of the Department of Medical Education and Research as members.

Which Centres of Excellence have been identified, and what is their expected impact?

Lt Gen Kanitkar: While the hub is at MUHS, the Centres of Excellence have been identified at Pune’s BJ Medical College; Gene Health Lab of MUHS; Government Medical College at Chhatrapati Sambhajinagar; Government Dental College, Mumbai; Government Medical College, Nagpur; and so on. For instance, at BJ Medical College, the focus of the Centre of Excellence will be on newborn care and at Gene Health Lab, the aim is to look at tests for cancer markers and congenital diseases for poor patients.

What challenges did you face while initiating and executing such a bold initiative? What has been the progress so far?

Lt Gen Kanitkar: A postgraduate institute and a Centre of Excellence are like Siamese twins. They are inseparable. A Centre of Excellence is not meant to be a mere showroom, and initially it was a challenge to convince the state. Over time, red tape has crept in, and processes often become complicated, slowing down things. So this approach emphasises less government control and more effective governance. The aim is to serve a real purpose and the Centre cannot become a white elephant.

In an interview with The Indian Express, Kanitkar spoke about the unique concept that will pave the way for the first-of-its-kind state-led network of Centres of Excellence. (Express Photo by Arul Horizon)

Having inculcated a set of values and with over 40 years of experience in the Armed Forces, I saw the university as a fertile ground to implement these ideologies. Work is underway on fostering external partnerships to develop the Centre of Excellence Network. The eventual goal is to make the network self-sustaining. Tie-ups have been planned with renowned organisations like IITs to leverage public and private talent towards important research and patient care.

During your tenure, there was resistance to the automated examination system. How did you tackle that? What were the other challenges?

Lt Gen Kanitkar: The effort was to get the state government to agree to bring in an automated examination system, and the challenge was in convincing several people along the way. There was resistance, and I can understand that as there was a concern if it would work out. One of the colleges was directed to stop scanning the answer sheets and as it was a pilot project, I sent vehicles to collect the answer sheets, brought them to MUHS, got it scanned here, and showed how results can be brought out in a transparent manner in a week’s time.

In another instance, we picked up a major corruption case. A thorough departmental inquiry was conducted to ensure that money amounting to Rs 70 lakh was refunded to the varsity. There was immense pressure to file an FIR against the varsity employee. We chose to follow the process as the priority was to ensure accountability and recover the funds. While involving the police could have initiated a formal investigation, it could have delayed the corrective action and resolution.

You also started the KulGuru Katta to facilitate interactions between the V-C and students. What has been the impact?

Lt Gen Kanitkar: The biggest problem arises when students feel unheard. For example, we initially proposed daily exams with shorter durations instead of long breaks. However, students raised concerns about having to travel long distances and then appear for exams the very next day. We listened to their feedback and adjusted the schedule accordingly.

Initially, festivals like Spandan and Avishkar were held only at one regional centre of MUHS. Students from other regions found it difficult to travel. In response, we made a policy decision to hold these events across multiple regional centres to make participation easier. We have held 11 VC-Kattas across Maharashtra, starting with regional centres in Pune, Kolhapur, and Mumbai.

What is your personal philosophy or guiding motto in work and life?

Lt Gen Kanitkar: There are three types of people who can never be “goody-goody” — a mother, a teacher, and an administrator. I embody all three, and I am certainly not “goody-goody.” What matters most is focusing on processes and outcomes. But once that is addressed, what truly counts is the one-on-one relationship that follows. This relationship must be nurtured and understood for it to be truly accepted, and that is the core of my philosophy.

If a task is not done, I won’t hesitate to call it out. But that criticism is always about the work, never about the person. My belief is simple: rule with your head, but lead with your heart. You cannot effectively lead a team using logic alone — you need empathy and care. That is what drives me every day.

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