Since taking charge in 2018, Dr Anita Kanwar has led Vivekanand Education Society’s College of Arts, Science and Commerce (VESASC) through a period of fast and meaningful change. From securing autonomous status to launching new programmes, strengthening research culture and building strong industry linkages, the college has moved into an ambitious growth phase. Under her leadership, VESASC also became the only institution in Mumbai Suburban to receive the prestigious PM-USHA grant, a milestone that reflects both academic capacity and administrative strength.
For students, teachers and policymakers, the VESASC example offers a grounded understanding of how an institution can adapt to changing expectations. At a time when higher education in India is shifting towards flexibility, skills and innovation, stories like this help us understand what real transformation means on the ground.
Leading the College Through Autonomy
When VESASC became autonomous, the college suddenly had the freedom to rethink its academic structure. Dr Kanwar explains that autonomy allowed the institution to design its own syllabus, introduce new courses quickly and update content based on industry needs. Instead of waiting years for approvals, departments could introduce changes in a matter of months.
Some of the major improvements after autonomy included:
- More flexibility in curriculum and credit structure
- Faster introduction of industry-aligned programmes
- Modernised assessment patterns
- Hands-on skill development modules
- Better engagement with visiting faculty from industry
According to faculty members, autonomy not only improved academic quality but also increased student confidence, as they felt the college was preparing them for real careers and not just exams.
Strengthening Research and Innovation
One of Dr Kanwar’s early goals was to boost the college’s research culture. Before 2018, research activity was limited to a few departments. Today, VESASC hosts multiple research cells, faculty development workshops and annual paper presentations.
The college now encourages undergraduate students to work on small projects with guidance from mentors. This shift has led to more publications, collaborations and participation in conferences.
The PM-USHA grant further boosted the research ecosystem. It provided funds for upgrading laboratories, purchasing software, setting up research clusters and expanding facilities for innovation-driven projects.
Expanding Academic Programmes and Opportunities
VESASC has added several programmes over the past few years to match demand from students and employers. These include specialised courses in data science, media studies, finance, psychology and digital technologies.
The expansion was guided by three principles:
- Practical relevance
- Demand in the job market
- Strong linkages with industry experts
Each programme was created after consulting industry partners to ensure students learn skills that companies actually look for. This is one reason the college has seen steady growth in admissions even in competitive areas like Mumbai Suburban.
Industry Partnerships and Skill Development
One of the biggest strengths under Dr Kanwar’s leadership has been industry engagement. The college has signed multiple MOUs with companies for internships, guest lectures, project mentoring and training.
Students now participate in:
- Industry-led workshops
- Live projects
- Certified skill programmes
- Soft-skill and communication sessions
- Company visits and interaction with professionals
These activities help bridge the gap between classroom learning and workplace expectations.
Smooth Transition Under the National Education Policy (NEP)
The NEP transition is often challenging for colleges, but VESASC implemented it in a structured and phased manner. Dr Kanwar explains that autonomy helped the college introduce multidisciplinary options, skill-based courses and flexible credit systems.
Under NEP, students can now:
- Choose from a wider range of electives
- Build skill credits through short courses
- Opt for research in the fourth year
- Complete internships as part of credit requirements
Departments collaborated closely to ensure that students did not feel burdened or confused during the shift.
Leadership Philosophy: Collaboration and Clarity
Throughout the conversation, Dr Kanwar emphasises that transformation does not happen through instructions alone. She believes in teamwork, open communication and involving every department in planning processes.
Her leadership philosophy is built on:
- Trusting faculty with responsibility
- Encouraging experimentation
- Keeping students at the centre of decisions
- Making processes transparent
- Ensuring accountability without creating fear
Faculty members say this approach has increased motivation and reduced friction during reforms.
