My vision of what Chancellor College should become in the next four years (2010-2014) is that it should become a model institution for relevant and quality tertiary education in Malawi and the continent of Africa.
The challenge facing Chancellor College, first and foremost, is that of understanding what the needs of its stakeholders are. The context of these needs may be gleaned from what various people concerned with the development of the country and the region say. Apart from this, there is the manner in which students and staff behave and, the way, college management operates. These provide an important aspect of the context of stakeholder needs.
The reputation of Chancellor College as an institution of higher education does not only rest on its academic activities, but also on the behaviour of its staff and students. This contributes a good deal to people’s perception of the college. Much as there are rules and regulations concerning this subject, one cannot help feeling that there is room for improvement here.
Whereas the initial understanding of a liberal arts college such as Chancellor College emphasised intellectual prowess, current thinking in education- particularly in the developing world- is demanding relevance and application of knowledge from all education endeavours.
We therefore propose that Chancellor College comes up with an innovative development initiative based on an action learning approach to its offerings (studies, teaching and research) that will significantly increase the relevancy and effectiveness of its studies in Malawi as well as spearhead Malawi’s higher education reforms (into practice).
Since its inception, the University of Malawi has depended on total funding from Government. For unforeseen circumstances, the funding has dwindled from 133% to 50% of its actual costs. It is projected that the funding will come to an end sooner or later.
Chancellor College receives a portion of these funds. It also shares the deficit arising from this reduced subvention.
Evidently there is a huge financial problem facing the college. It has to find a winning formula, for it to operate on own funding that has in-built self-sustainability. We therefore face the challenge of raising money for running the institution. The College could access funds from various sources, but it has to have a fund raising strategy for doing so