BRCA Gsec- Akshit Jain

MOTIVATION

My transition from an introverted student to a confident leader was catalyzed by BRCA. Finding a home in the Fine Arts and Crafts Club (FACC) and the marketing community allowed me to develop my personality beyond academics. Engaging in cross-club activities provided profound solace during stressful periods. I am contesting for General Secretary to ensure BRCA remains a transformative, approachable, and inclusive platform for every student. Having dedicated three years to Rendezvous, I have a deep emotional attachment to its success and a clear vision to elevate it as the premier cultural festival in the country

VISION

I envision a collaborative ”One BRCA” ecosystem where diverse art forms intersect and invisible walls between clubs are eliminated. By bridging systemic gaps, integrating the PG community, and streamlining administrative processes, I aim to create an approachable, deeply connected board that empowers every student to showcase their creative brilliance and find their own cultural family at IIT Delhi.

PAST CONTRIBUTIONS

Leadership & Fine Arts Excellence

• Club Management & Scaling:

Led a 25-member core team and an active society of 70+ members to execute 15+events, including community-building ”Art Walks.” Scaled the Artist of the Summer” (AoS) series into a highly competitive national-level event securing entries from across India.

• Creative Revamp & Outreach:

Spearheaded the visual revamp of the IIT Delhi Post Office. Qualified among the top 20 entries in Delhi to exhibit installations at the Embassy of Hungary, and orchestrated a high-profile external branding collaboration with the Delhi Capitals IPL team.

• Craft Revitalization:

Single-handedly revived the crafts division by initiating hands-on workshops in Clay Modelling and Crochet, diversifying the club’s creative scope beyond traditional painting

Marketing, Sponsorships & Rendezvous Operations

• Financial Milestone: Raised over ₹45 Lakhs in sponsorship over three years, securing and managing major corporate partnerships with Coca-Cola, Plum Body, French Essence, and FirstNaukri.

• Dual-Vertical Execution:

Simultaneously managed the high-pressure Marketing vertical and 6 flagship FACC events under Club events vertical during Rendezvous, strategically utilizing marketing barters to fund prize money for various board events.

Competitive Excellence (Inter-IIT Cultural Meet)

• Strategic Planning & Execution:

Played a pivotal role in the ideation and logistical management of the contingent, contributing directly to the team’s 3rd Position finish in the Fine Arts Cup at Inter-IIT 8.0.

• Targeted Mentorship & Podiums:

Facilitated professional guidance by onboarding external artists for specialized mentorship. This professional-standard preparation enabled a 1st Position in Charcoal Painting and 3rd Position in Live Sketching

FUTURE INITIATIVES

BRCA Inter-Hostel Competitions

• Rulebook Clarity & Standardization:

Establish a mandatory Summer Revision Cycle and Monthly Review Meets to align hostel cultural secretaries, preemptively eliminating loopholes and post-event disputes.

• Expert Contentions Panel:

Form a specialized Advisory Panel of experienced fourth-year students and alumni to review complex disputes objectively, ensuring judgments respect both technicalities and the art form’s true spirit.

• Digital Leaderboard & Centralized Hub:

Overhaul the BRCA website to feature a real-time Live Leaderboard for the BRCA Trophy and a Centralized Resource Hub housing updated rulebooks and schedules.

Rendezvous ’26

• BRCA Alumni Corpus:

Establish a dedicated alumni-funded corpus with the IITD Endowment Fund to provide a sustainable financial backbone for professional training and infrastructure upgrades.

• Biotech Lawn Activation:

Transform the campus entrance lawn into a high-engagement public zone featuring interactive attractions and a Tier-2 stage to boost footfall and maximize sponsor visibility.

• Extended 24x4 Fest Experience:

Introduce late-night ”Post-Pronite” activities (acoustic jams, movie screenings) in secured campus zones, keeping the festival momentum alive across all 96 hours.

Inter-IIT Cultural Meet 9.0

• Accelerated Team Selections:

Mandate Inter-IIT auditions to conclude immediately following RDV, maximizing weekend practice and building early team cohesion for a psychological advantage.

• Professional Coaching Integration:

Utilize the proposed Alumni Corpus to hire long-term, external professional mentors for all competitive cups, bridging the gap between collegiate practice and professional standards.

• Internal Final Showcase:

Organize a formal dress rehearsal in front of a live campus audience to eliminate stage fright and resolve last-minute technical kinks before departing for the meet.

PG Inclusivity & Infrastructure

• PG Leadership Buddy System:

Allocate volunteer UG secretaries to assist PG representatives with logistical paperwork and venue bookings, ensuring their demanding research schedules do not hinder cultural participation.

• Targeted PG Outreach:

Execute physical poster campaigns in PG high-footfall areas and develop digital ”Resource Books” for incoming PG leaders to ensure smooth institutional knowledge transfer.

• SAC Infrastructural Improvements:

Repurpose the underutilized barber shop into a year-round Culinary Arts Studio. Concurrently, expedite the establishment of a late-night SAC canteen (10 PM – 4 AM).

INITIATIVE BREAKDOWN & FEASIBILITY ANALYSIS

1. BRCA Alumni Corpus & Endowment Fund

• Why?

Clubs currently lack a stable reserve for hiring expert coaches and upgrading infrastructure. This leaves our Inter-IIT contingents at a disadvantage compared to those with professional training.

• How?

We will establish a structured alumni-funded corpus, modeled after the successful Entrepreneurship Development Cell (EDC) precedent where an alumnus recently contributed ₹12 Lakhs over 4 years.

• Feasibility:

Medium to High. By collaborating with the Alumni Relations office and the IIT Delhi Endowment Fund, we can create a transparent, legally sound channel for contributions that provide a predictable financial runway.

2. 24x4 Rendezvous Experience & Biotech Lawn

• Why?

RDV faces a decline in energy post-pronites. Additionally, the Biotech Lawn is a prime entry point that is currently underutilized for public engagement and sponsorship revenue.

• How?

Pitching the Biotech Lawn to sponsors for VR/AR experience zones. Late-night activities like movie screenings or acoustic jams will be hosted in secured campus areas like the SAC OAT.

• Feasibility:

Highly feasible with early coordination with the Security Office for night movement permits. The proximity of the Biotech Lawn to the gate simplifies crowd management for external visitors.

3. Early Inter-IIT Team Selections & Mentorship

• Why?

The current late-semester audition cycle leaves insufficient time for technical refinement and team bonding, which is critical for complex events like group dances and stage plays.

• How?

Implementing a mandate for auditions to conclude within 10 days of Rendezvous. Mentors will be onboarded for intensive weekend camps leading up to the competition.

• Feasibility:

Already demonstrated success in FACC. Scaling this board-wide requires only an administrative shift in scheduling and the financial support of the proposed Alumni Corpus.

4. BRCA Website Overhaul & Live Leaderboard

• Why?

Competitive spirit is hampered when trophy standings are not transparent. Centralizing event details and historical data will improve institutional memory.

• How?

Building a dashboard that updates standings directly from club scoresheets after every BRCA event. Publishing the tentative schedule of BRCA along with regular updates about the upcoming BRCA competition.

• Feasibility:

Feasible with early recruitment of student developers. Using standardized web frameworks will ensure the platform is easy to maintain across tenures.

5. PG Inclusivity: Buddy System & Outreach

• Why?

PG students are often disconnected due to academic pressure and unfamiliarity with the complex BHM/BRCA administrative systems.

• How?

Establishing a ”Buddy System” where UG secretaries assist PG reps with logistical paperwork. Physical posters will be strategically placed in PG high-footfall areas like mess lifts and washrooms.

• Feasibility:

Requires zero financial budget. Success depends on the volunteer participation of UG representatives and the efficient use of digital ”Resource Books” to standardize institutional knowledge.

6. Dedicated Culinary Arts Studio (SAC Repurposing)

• Why?

Culinary Arts is an Inter-IIT Cup event, yet practice is currently relegated to once-a-year sessions. A permanent, hygienic studio is needed for year-round skill development.

• How?

Developing new, purpose-built infrastructure in the SAC lawns. This space will be fully equipped with induction tops, utensils, proper exhaust facilities, and commercial-grade safety equipment.

• Feasibility:

While requiring coordination with the infrastructure unit for space allocation and construction in the SAC lawns, the construction and equipment procurement can be sustainably funded through strategic allocations from the proposed Alumni Corpus.

7. SAC Night Canteen Establishment

• Why?

Students practicing late into the night currently have no nearby food sources, which impacts their productivity and well-being during intense practice cycles.

• How?

Working with BHM to onboard a niche vendor for late-night hours (10 PM – 4 AM) or extending the hours of an existing nearby canteen.

• Feasibility:

High student demand makes this a self-sustaining venture for any vendor. Requires only administrative negotiation and utility clearance from the Estate Office.

8. Mid-Tenure Review & Rulebook Contentions

• Why? Many cultural disputes arise from ambiguous rules. A formal quarterly review will hold secretaries accountable and allow for ”course correction” before major events.

• How?A mandatory review session at every 3-month mark. A ”Precedence File” will be maintained to document resolutions of all major contentions to inform future decision-making.

• Feasibility: Relies on administrative discipline. By incorporating these dates into the official BRCA calendar at the beginning of the year, it becomes a standard operational requirement.