As I demit the office of the
Principal of Sacred Heart College, and depart, my observations and sentiments,
to be shared with my colleagues:
I thank almighty God for the
blessing of being at Sacred Heart College, at the helm of affairs, as its team
leader for over a decade – a blessing which I have never dreamed of or sought
or desired. I took it up as an obedient religious, member of the order
Carmelites of Mary Immaculate. I took it
up as a duty, and was ever willing to demit it, if warranted or ordered. I also took it up as a challenge, of facing an
unfamiliar terrain.
I realise that it was not for my
quality, but more for my qualifications that I was made the principal and
sustained in the office for 11 years – because there was no other CMI available
with such qualifications.
I am not unhappy for this, for
this is my native locality, I have seen this college from the childhood days, 6
of my siblings had their university studies here – either partly or wholly; and
most of them doing meritoriously well on that count.
I was invited to this post by
Rev. Fr. Johnson Vazhappilly CMI, my good friend and confrere, and was
appointed by the then Manager, Rev. Fr. Poulose CMI, who happens to be the
manager even now, and had been the manager for the initial four years of my
tenure. I had excellent support from his part (and also from his successors
Rev. Dr. Jose Kuriedath and Rev. Dr. Augustine Thottakkara) and was at freedom
to exercise almost all the powers of manager – which added to the burden of the
office of the principal. There was not a single instance of disagreement
between any of us in the administration of the college. With Fr. Poulose also
being the Principal of the Higher Secondary School we had excellent rapport and
collaboration in running the two institutions together.
Principal’s office in a
government aided arts and science college is a very pivotal one and a very
precarious one. It is the one point on which all can turn their ire and
disgust, and you are likely to be a victim of all such venom spitting by all
concerned: It could be the Manager (in this case, never), the teachers, the
admin staff, the students, the parents, the community around, the university,
the government, the political outfits of students and their mentors…. He is a
loner and if one or two happen to be of support to him, they are stamped as the
Principal’s coterie or stooges. All can dump their frustrations with the principal, but
the Principal has hardly anyone to vent his frustrations on or with – and at SH, he has (only) the
Sacred Heart (of Jesus).
This is to be understood by all
concerned, at least, by the teachers, and be a little more considerate in venting
their frustrations before the Principal.
There isn’t much reason for so much of emotional outbursts I have
witnessed. It could be done in a much saner
manner, and still sorted out.
I have been reading the
autobiographical account of Rev. Valsan Thampu, On a Stormy Course, regarding his stint with St. Stephen’s as
perhaps, the most controversial, most discussed, Principal in the country. I found his stream of thought and experience
almost similar to that of mine, difference being in degree, than in the content as such. Perhaps, I had much better
support from the staff (especially, the teaching staff) when compared to the
ordeal he had in managing the opposition of the teachers. However, it doesn’t
mean that it was all smooth sailing. The main difficulty I faced from the
teaching community was the persistent mode of resisting things new, and
considering all of them added burden, rather than opportunities for innovation,
improvement and institution building.
When I spoke about annual planning, mentoring, course plans, extension
and outreach, service learning, research projects, documentation, green
protocol (much before the GoK began speaking about it), consultancy ventures,
Project BSE, experiential and applied learning, OBE - I felt the resistance, though often not
explicit, but just not implementing, or if implementing, in a half-hearted manner.
I write this not because I have any
ill feeling regarding this. Rather, I am
just presenting my objective (to my mind) assessment.
I have a sense of regret as to why this is happening. Set aside all our merits, the one pivotal
point on which we are being absorbed as faculty members of this institution is
that we would be contributing positively towards accomplishing its mission and
realising its vision. Cooperation and
aligning do not mean that we have to be deprived of independent and critical
thinking. But I found that this clarity and resultant involvement were missing.
I feel that had there been a more positive responsiveness to such initiatives from the institutional leadership,
we would have been rated definitely among the top 25 colleges in the country
easily. But that definitely implies a
more flexible thinking framework, a willingness to stretch ourselves beyond the
prescribed limits, and enjoy the thrill of extending ourselves thus, beyond the
normal frame. On second thoughts, even
the UGC allocation will definitely be sufficient: 25(16) hours teaching; 10
hours preparation; 2 hours administration; 2 hours – research/extension.
I confess there are at least 20%
of us who do that in a very positive manner.
We need to consciously increase this 20% to at least 50 to 70%. Our idea
of being a good teacher – meticulously teaching the prescribed syllabus, and at
times, ensuring that our students pass or score well, has to change. That is to be reckoned as the starting point
or minimum requirements for being a good teacher.
I must say that this resistance
was very minimal in the self financing stream – who were less privileged and
less paid. I have found within the
limits, spontaneous positive responses
to my initiatives from that section and a greater readiness to comply with
newer measures introduced. Perhaps, they felt obliged, and even dependent on the management, perhaps, consciously, perhaps, spontaneously! They were free of the palpable belligerent ego of a 'government servant'. And I could observe this transformation, immediately after a teacher stepped out of the aided stream at retirement and joined the self-financing stream to continue in the same campus, but with a subdued and cooperative mien.
I regret one of the great opportunities missed - it was something like slipping it between the cup and the lip! Position in the MG university syndicate - it was all set, and a seat due under Principals' category was assigned to me (thanks to the influence of late Sri K.M. Mani, a heartian of happy memory), but then, if the version told me by VC is to be relied upon, there was some allegation regarding my affiliations or support to a particular teachers' union, and it was kept pending, and finally it was through, then before it was to be cleared by the CM, the election was declared, and the election protocol was made a pretext not to issue the orders. VC had informally announced the decision in an informal chat among the university officials in my presence. Regret is for two reasons: 1) a presence of someone from the college, especially the Principal could have helped in facilitating many matters related to the college smoothly 2) that the division among the staff - on union (read, party) lines, cost us this opportunity. Personally speaking, it was not of great value or regret, other than a matter of feeling good and accomplished, but for the institution, I feel it was indeed a loss. I have felt that several of the teachers held greater loyalty to their union than the institution, and the union agenda, tended to weaken, if not torpedo, the institutional agenda. Of late, this has become milder, but still it is there. I marvel seeing this trend, and wonder how this could happen, when the unions had hardly any role in their being part of SH. The same is reflected in the divisive student politics, though not vicious, but still a constant snag in progressing towards an 'enlightened society' that we envision.
I also regret that a faculty member who was appointed solely on the merit of my insistence, finding academic quality in the candidate, turned against me and the institution in a very vindictive manner, just because some corrective measure was taken. Apparently, the faculty concerned had taken it as personal and biased, which was never the case; and in spite of my explanatory and Christian reconciliatory approaches, the faculty concerned was not willing to relent, and continued to nag and be a regular nuisance in the department and in student relations. I hope the Sacred Heart will intervene to enlighten such minds to set aside the past and move ahead for the common good. That has weighed heavy on my heart - to have somebody not reconciled. And I still continue to pray for the turnaround of the faculty member.
My request to all of you is that once the institutional leadership brings up something for quality improvement, try to step in tune with it, while
having aired our opinions and views, differing though they may be, unless they
provide a viable alternative for quality improvement. Often we could raise only criticisms and not
any alternatives. Therein lies the
challenge.
Remembering with gratitude:
My managers - Rev. Frs. Poulose (5 years), Augustine (3 years) and Jose (3) years, all of whom gave me full freedom, unstinted support and consequent responsibility. Along with them, I also remember Fr. Austin, our former manager, who functioned like a mentor all through the years I was at SH.
All the bursars, especially, Fr.
Nijo – for initiating a culture of common needs the priority, and more for the work on our
software SH ARMS front, and our present ebullient Bursar, Dr. Fr. Sebastian,
who has brought a radical change to our facilities.
I very specially remember all the 'senior teachers' – Dr Joseph K.X. (Thampi), Prof. P.J. Joseph, Dr V.J.
Dominic, Dr Cyriac Antony, Dr Joseph John, Dr K.B. Jose, Dr C.S. Francis,
Dr Siby Mathew who had accompanied me in their capacity as the senior most
teacher on the campus and also Rev. Dr Jose, who had been the Vice-Principal with me for almost 7 years.
The staff secretaries and staff
representatives: Prof. V.M. George, Dr Joy P Joseph, Dr Joseph T Moolayil, Dr James T.J., Dr A. Ligori, Dr Siby Abraham, Prof. Siby K.I., Dr Siby
Mathew, Dr Vinil V.K.. Dr Giby Kuriakose and Dr Rajesh James.
I recall the support I received
from Dr K.A. Raju, especially, in the first 9 years of my tenure, and all the elected
staff representatives, especially Dr. M.S. Francis, Dr. V.T. Jose and Dr. Siby Zacharias. The efforts by Dr Siby Zacharias, Dr Georgekutty
and Dr Johnson in establishing the newly initiated international centre cannot
be forgotten.
And student advisors –
especially, Dr. V.S. Sebastian, in gradually guiding the rebellious section of student community (student union) into a culture that could work without boycotting classes as a mode of protest.
IQAC Coordinators: Dr. C.M. Joy,
Dr. Joseph T Moolayil, and above all, Dr. K.M. Johnson – who literally made SH
(international office) his (second) home; and IQAC reports his food &
drink. And its sole officer Sreejith for eleven years. I am proud to have the claim of having been his teacher.
Librarian – Biju V.V. – stepping beyond the library and saying,
ours is a great college, only if we can do things. Generously and insightfully supported to
strengthen the college consultancy.
Dr. Shoba – for the most ardent
(though silent) support to the consultancy venture in her capacity as a faculty
member.
Prof. Shinu Alex – someone who
supported all efforts by the college authorities, irrespective of having an assigned
task/title or not; and who took up responsibilities with pleasure and made what
seemed unsurmountable look like a cakewalk and a matter for celebration (especially, the management of examination).
For research leadership: Late Dr Sebastian PA (our Spiderman), Dr Jinu
& Dr Franklin, Dr Mathew MJ, Dr Giby, Dr Mithun (plus extension as well), Dr Pius, Dr Sumod.
Dr. Cyriac Antony – for the
constant support and guidance in autonomy
Dr. V.J. Dominic (and the exam
team) for the meticulous management of the exams
All the office superintendents – Mr. V.A. Jose, Mr. A.L. Thomas, Mr. George Thaddeus, Mr. K.J. Joseph (Babichan) and finally,
and above all, Mr. Saju A.J. my school mate. And the entire office staff who were
ready for any errand when the college needed their support, and functioned as
the campus camera till the cameras were introduced.
Mr. Binoy and Mr. Jude – for assisting
the Principal’s office.
If I were to mention other
assignments, I would have to speak about each of us who has contributed in
managing the various affairs of the college through the various committees or
other assignments. However, I feel like
making a special mention of the placement cell, especially with Dr. Sajoy on
the scene, almost working like a one man army.
I believe in the future, we will have greater target based involvement
of each of the departments in this to make it an effective team effort.
I recall with gratitude all the
clubs and their coordinators – Speakers’ forum, Red Cross, dance club, music
club, quiz club, nature club, encon, photography, literary club etc. Some clubs had been doing
fabulous and consistent work – especially, Jesus Youth, SWASTI, Age Friendly, Bhoomitrasena, Agriclub and SADAS by way of reaching out on a
regular and innovative manner to the society.
We need to build on that. Our NSS & NCC units have brought us
honours regularly, and our NSS could be transformed into the best unit in the
state.
MY DREAMS:
Our dear college to grow to be a
GREAT INSTITUTION – with a tangible target of becoming a degree granting
institution, if possible, a university by 2030 (without imperilling the tenure
of all those who are now in service). We
pass the strength of 5000 students by 2025 and our SFS faculty are paid at par
with government pay.
We establish our three campuses well
by 2025 – Main Campus or Lake View campus; River Side campus chiefly for new
generation and self-financing programmes; our Media Campus – which I would like
to be named VERBUM (Vigilant
Enthusiastic Responsive Broad Based Upright Media) Campus, including a daycare centre and a nursery for small children as part of our ISSR and staff welfare
measure.
That we become a model Christian campus, where Christ's values rule the relations - of love (as service-mindedness), justice, truth and peace. That such good news be proclaimed daily in the light of ongoing reflection on the Word of God as applicable to all, and not restricted to religious rituals, with the active involvement of Jesus Youth and the consecrated faculty members and students of the campus.
IQAC establishes itself as the chief advisory, planning and repository of all college activities, constantly reminding and supporting the principal with college policies, related programmes and their implementation.
We establish our campuses as a
rich store of bio-diversity and environment friendliness with adequate use of
technology to support the same – including agents for biodegradation, machines
for pulverising plastic and glass waste, and even bio-waste, water recycling
etc. by 2023.
Let us build a greener world –
take up the tree challenge and lead planting of 30000 saplings by 2030. (30 tons for 2030).
We promote a museum culture of
conserving the heritage for the posterity – that all our campuses and the
buildings be educative of this aspect of life, building on the Zoology, Botany, Physics, Chemistry and heritage museums we already have
We have a strong CSSR as
Institutional Socio-Spiritual Responsibility for which we generate resources
through our individual based, collective tyagarchana. And as part of that, we establish a networking with the schools in the neighbourhood, mentoring and supporting both teachers and students.
We cultivate and build on our
CSSR culture through our extension centres and UBA villages. That each of our departments would take up a
locality for extending their knowledge usefully to the community.
We excel in research 1) by every
faculty member taking up research as part and parcel of one’s educator career,
and spend at least 2 hours every week on this.
Trying to inspire students and transforming their raw data into
meaningful new knowledge. 2) by forming
a corpus for promoting research so that those faculty members who are going
beyond the typical may be supported by reducing their teaching hours to engage
more in research. 3) By converting all
our teaching departments to research centres by 2025 – Sociology, Aqua culture,
Environment Science, Computer Science and Mathematics).
When I was asked what touched me
most, I had to pause and ponder (as it happens in the case with most of us
here, when asked what is the outstanding feature of SH college or what is our
best practice)… Nothing? I wondered.
Finally, I stammered out: the team effort I had seen by the staff in
preparing the SSR – turning the nights into days, burning the midnight oil, in
the process getting their own fingers burned, making the international office
their office cum home, and converting the bare floor into their comfy mattress,
getting bitten by mites and mice… Had we achieved a great grade as expected by
us, that would have been its culmination… but even the very process was an act
of Sacred Hearts.
This has been proven correct by
the performance we attained on the first item, with a fabulous response so
far. Thanks only to the adherence to the
guidance and willingness to go by them.
I hope with that spirit prevailing, we can attain our cherished goal.
I hope this sentiment prevails –
that we of the Sacred Heart’s get transformed daily into sacred hearts by our
conscientious pursuit of wisdom and our efforts to spread goodness around us by
reaching out in service. Let us begin this today as our tyagarchana – an offering to God from our sacrifice, and let it
become a healthy best practice for all of us.
