As I demit the office of the Principal of Sacred Heart's

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.

Infrastructure Development that Never Caught the Eyes of the Users (2010 to 2021)

Note: When I retired from the service as the Principal of SH college, apparently on the insistence of Rev. Fr Poulose, the then manager, a souvenir was prepared, though I was against it. I said there could be a section on me, in a jubilee souvenir.  However, that was not heeded, and a rather impressive souvenir was published. I have not really gone through its content so far.  Though on request I suggested some names whose comments I would have been happy to hear/read. To this date (March 31, 2025) I have not gone through it.  But I guess it does not contain anything regarding what I tried to do, rather, it is likely to be eulogies.  Perhaps, I will go through it one day. 

But I would have loved that the following record be there - these are the things I tried to do and got implemented - very much visible, but not really recognizeable. 

I regret my dream of museum was never seriously carried over - though in the library some achievement in that direction was made which was better than what I had expected. 

2010 - Creating a space for staff-recreation separate from the college building, attached to the gym.

2010 Gym was reopened as an outsourced facility, with subsidy/scholarship for SH students, while a minimum assured income and assured maintenance was taken care of.

2010 - Created student activity space by repairing the top floor of canteen,  relieving the lessee (Jude) and added a furnished room for guests.

2011 - Creating additional gym for sports (initially began as horsestead)

2011 - Envisioned and implemented a lift for the PWD for access. (implemented 2015)

2011 – 2020 Initiated ENERGY TRANSITION PROCESS – brought plan for solar sourcing for the whole campus – which was much better implemented by the Bursar Fr Sebastian.

2011-12 Bought 1 acre paddy field (with full funding from Rajagiri College) and 22 cents of land for extension activities. Initially 80 cents in the name of the college, later 30 cents @ Rs. 3000 per cent paid by the college.  In addition, we purchased almost 20 cents of land adjacent to the paddy field, with a small house and well intended to serve as an extension centre of the college.

2012 The canteen which was a headache, and a financial liability reaching more than Rs 4 lakhs in 2012, became a useful and helpful resource, with an annual income provided to the monastery (unasked for) – to the tune of over a lakh per annum).

2012 - Used the discarded Zoology research area to create space for an art museum (later converted to Envt Science PG class and lab).

2012-13 - Adding one floor to the exisiting Chavara Block to house the Commerce SFS stream (and brought the Sociology department and classrooms downstairs for better discipline – active help of Fr Georgekutty, the Bursar).  

Created more class room space by dividing the hall available on the 2^nd floor of the main block.

2012- Obtained the press building without stopping the press or dismissing any employee, and ensured some income from the same annually to all stakeholders.

2013 - Refurnished the press building to run 4 PG and 4 UG programmes.

2013 - Cleaned the outlet drain from the canteen with various set backs to minimize the damage to the backwaters – though not fully satisfactory.  (Active support of Fr Georgekutty – bursar).  This was further improvised when Fr Nijo was the Bursar (?).  However, the solution was never satisfactory.

2014 - Created a mini-arena for SHSC for outdoor activities (an idea suggested by Babu Joseph).

2015 - Added 6 office rooms designed and furnished for co-curricular activities – NSS, NCC (AIR), Counselling, IQAC, IGNOU, International Office, Career Cell.

2014-15 Repaired and refurnished Marian Hall and Melesius Hall.

2015 – Got the Syro-hostel rededicated for college students with a warden to take care of it.

2015 - Got IGNOU office shifted to the new space thus obtaining a room furnished for Manager (also usable as guest room).

2018 - Added roof to create space for conducting exams over the old Zoology Block – by creating terrace in place of tiled roof. This idea, once mooted and discarded was taken up again, because of a suggestion by someone, most likely, Dr Siby Mathew.  We assessed the feasibility on our own. Finally, came to the conclusion that this could be tried out, as the existing roof of wood and roof-tiles was removed and the new structure may weigh only as much.

2018 - Added roof to create class room and staff room space for newly begun BBA-BCA programmes (initially planned as evening programmes)

2018 - Covered the volleyball area to create 8000 sq ft space for a multi-purpose play area.  Space-frame Technology for roof – which cost almost 90 lakh rupees; however, the roofing thanks to lack of proper monitoring and supervision was not done well; and for that almost Rs. 8 lakh of the budget amount were retained.

2019 - Covered the entire stretch of Botany building to create space for innovation labs by creating terrace in place of tiled roof.

2020 - Built 500000 lit rainwater tank under RUSA to be used as play area.

2011 – 2021 Starting with the existing proposal of 2 floors (parking and library) through various plans of Building Space for Excellence from the existing campus to a new campus. 20000 sq m. (almost 200000 sq ft) building with 500000 lt of rainwater storage, and water-recycling plant, plans for ground water-recharge, and capacity for 2500 students planned, got sanctioned, and partly implemented. A much-needed separate block for SFS was planned and executed.

2018 - Got sanctioned an indoor stadium cum swimming pool – discarded by the house and the younger colleagues as not feasible or warranted.

2019 – 21 Created additional washroom and waste management facilities under RUSA

2020-21 Created additional toilet facilities with the auditorium (chiefly with the help of Bursars – Nijo/Sebastian)

2019-21 Got the auditorium re-roofed under RUSA.

2016-19 Got the entire exam section created in the Life Science Wing, with active support of Fr Nijo getting two halls free – Zoology Library and Economcis Library, and integrated the whole thing into one library.

2019-20 The English Library shifted to create space for a language lab (hardly put to use) and a hall.

(Active support of Fr Nijo and the librarian in all this.)

2020 - Got in touch with BOSCH to create a furnished space for training in the ground floor (supported by Dr Johnson)

*Introduced services like – full time IQAC officer, student counsellor, student development officer, health officer (nurse) and maintenance supervisor.