THE Vice-Chancellor (VC) is the head of higher education institutions (HEIs), he steers the institution as per the Act or Charter (law) which is approved by the federal or provincial government. It authorizes the HEIs to offer various programs in different disciplines. The VC translates the provisions of the Act by establishing departments and faculties that initiate academic processes, research activities and co-curricular activities like debates, quiz competitions, etc., along with sports events during the year. He facilitates and supports all these events through the university’s resources. He leads all stakeholders i.e. faculty, students staff, etc., to achieve the institutional objectives. He is supposed to mobilize all resources of the institution for holding meetings of the institutional structures e.g. Senate, Syndicate, Academic Council, Selection Board, etc., as per the frequency mentioned in the Act or Charter.
The universities are considered ‘learning organizations’, therefore, being at the top of the institution, he is required to supervise the process of developing a strategic plan and team comprising relevant experts who may carry out all relevant activities. He needs to have continuous coordination with donors, government and other such stakeholders e.g. businessmen, industrialists, etc., for a smooth flow of funds and placement of students in different institutions for internships or jobs. The journey from a Vice Chancellor to a Wise Chancellor is a need of the hour as it will ensure the growth of the institution and, will reflect his professional as well as strong leadership skills. The role of Wise Chancellor demands that the person holding the position has vision and practical knowledge to translate that vision into action. He is required to meet the long-term goals of the institution by engaging stakeholders and pooling resources for the same. It requires a deep understanding of the educational landscape, experience of educational leadership and wisdom to respond promptly.
There is a variety of challenges i.e. Administrative, Financial, Academic, etc., which they (VCs) face during their tenure, these may hinder them from becoming Wise Chancellor. The procedures for different administrative and financial operations are complex and urgent tasks cannot be performed in one go as it needs approval of other sections. The sections involved in the process may have different regulatory requirements. Financial pressure is a major challenge these days when the Higher Education Budget has not increased since 2018. The salaries and other operational expenses are increasing with time. There is a need to have proper financial management for the smooth inflow and outflow of the funds. Many universities have sufficient space to commercialize, and universities can earn significant contributions to their income if a proper business plan is prepared and executed. Faculty members are the main strength of the university, if they are allowed to offer consultancy under some approved arrangement then they can contribute to the University.
Keeping in view the role of the VC, there is a need to take a shift from handling the managerial responsibilities of a Vice Chancellor to giving strategic and visionary leadership as a Wise Chancellor. In this regard, the delegation of powers is at the heart of the said transformation. A Wise Chancellor realizes that all the academic, administrative and financial day-to-day exercises should be managed by the relevant structure of the university. Delegation is meant not only for streamlining operations but to inculcate strength whereby each department can work efficiently to achieve common objectives of the higher education. There is a need to have meetings of academic, administrative and financial committees regularly. The regularity of the university’s operations will lessen the operational burden on the VC, and he will have sufficient time to develop strategies for uplifting the University. The random participation will develop ownership and it will support the lower tier to connect their operations with visionary strategic plans their leadership has for them.
The faculty members and other teams that are responsible for achieving quarterly and annual plans of the university could be rewarded, this not only boosts productivity but also develops a sense of ownership, responsibility, and accountability among the staff. A culture of healthy competition and collaboration drives innovation and excellence. Encouragement of departments for better performance and to work together to achieve common overarching goals for the university. Such a competitive spirit will enable it to become relevant and competitive in the evolving educational space. The transformation of a Vice-Chancellor to the Wise Chancellor is possible if he proceeds toward strategic, visionary leadership. For this, he may delegate routine tasks, ensure regular meetings, and motivational levels, and infuse a competition and cooperation culture. It not only improves operational efficiency but drives the institution toward success and excellence in the global world, making it relevant and competitive.
—The writer is Director at Higher Education Commission, Islamabad.
