The End of an Era: UC Chile's Outgoing President Sánchez Reflects on 15 Years of Service

"Can I take a photo with you?" This is likely the question President Ignacio Sánchez has heard most often during his tenure, particularly in the final year of his fifteen-year leadership at UC Chile—a request he always agrees with a smile.

Closeness has been one of the hallmarks of his administration. This was one of the most valued qualities highlighted by the university community during interviews conducted by the Search Committee in 2010, when Sánchez—then Dean of the School of Medicine, a role he had held for just over a year—was selected as UC Chile’s President.

"It was Sunday, January 24, when Cardinal Francisco Javier Errázuriz called to tell me that Rome —The Vatican— had confirmed my appointment. I was quite surprised," recalls the now outgoing President Sánchez. “The only question I asked was why my name had been chosen, and the Cardinal replied that I best represented the concerns expressed by the university community in the Search Committee and had a strong connection with them.”

And although his appointment was a surprise, he has spent almost his entire professional life at UC Chile. He enrolled as a medical student in 1979, specialized in pediatrics, and then pursued further training in Canada for four years. Returning to Chile in 1993, he joined the faculty and became a full professor in 2008.

“I feel deeply connected to this institution,” he says, now marking 46 years at UC Chile.

Becoming President

Reflecting on the beginning of his first term, Sánchez recalls, “I took it as a great responsibility—leading such a large institution is like steering a major ship.”

– Did you feel a bit dizzy at first?

"I wouldn't say dizzy, but it takes at least a year to fully grasp the scope of the role. I remember well that for the first three months, when I went to a ceremony, it seemed strange to me that people greeted me and said, 'good afternoon, president.' I didn't respond; I thought they were talking to President Rosso! (his predecessor)," he recalls with a smile.

Sánchez acknowledges the support he received from his predecessor, Pedro Pablo Rosso. “From the first day he was incredibly generous, always available to assist me. He remained an invaluable advisor for fifteen years, until his retirement last December.”

Sánchez also remembers an early encounter with a faculty member: “During my first year, I started meeting with different faculties. At one of these meetings, a distinguished professor told me, ‘I’m glad you’re here, but I’m sure this will be the first and last time we see you because you won’t have time.’ Well, I made a point of visiting every faculty regularly for all 15 years, even during the pandemic via Zoom. Every time, I reminded that professor, ‘You once said I wouldn’t return, and yet, here we are.’”

He acknowledges that one of his fears was how the professors would receive him, especially those older than him, who were the majority. Ignacio Sánchez was 48 years old when he took office, being the youngest president of UC Chile. His leadership ushered in a generational shift among university executives and deans.

“This was a positive change, and senior faculty members remained actively engaged in academic and university affairs. We fostered an intergenerational dialogue—one of the university’s greatest strengths.”

Leading Through a Changing Landscape

"UC Chile is a 'national heritage', in the sense that it is one of the most important institutions," says President Sánchez, which means it is directly linked to the ups and downs of national events.

"And there is no doubt that in these fifteen years, the country has changed very significantly," he adds. And he lists, among others:

• the student and feminist movements,
• the reform of the higher education law,
• the entry into free tuition,
• the social outburst,
• the pandemic,
• and the constituent proposals.

"Addressing cases of abuse within the Church was also a significant responsibility," he adds. Other defining moments of his tenure included the challenges surrounding Canal 13 and its eventual sale, the university’s healthcare alliance, and the honor of hosting Pope Francis during his visit to Chile in 2018.

The debate over Chile’s abortion law was another pivotal issue. “This was an external topic that deeply affected the university. We wanted to offer a different perspective—one that wasn’t always the majority view but was crucial for us to present.”

Balancing the university’s internal and external roles was challenging. “At times, I felt that half of my role as President involved national affairs, while the other half focused on internal university matters. There was little time to advance key institutional projects, so the only option was to work harder.”

– Waking up at 5:00 AM every day?

"Yes, the workload was immense. Some critics said I was too visible, but in many cases, my presence was necessary because other voices were either absent from national discussions or chose not to participate. I took on this responsibility seriously, but it was challenging. At the same time, it was my own decision—despite having a very strong leadership team, including the management team and deans—to remain highly engaged within the institution."

Advancing Interdisciplinary Research

One of Sánchez’s key initiatives was promoting interdisciplinary research. “It’s challenging because it sometimes runs counter to traditional academic structures. But we encourage interdisciplinarity to strengthen each field and enhance knowledge.”

A major innovation was the creation of eight interdisciplinary institutes. An example is theInstitute of Applied Ethics, led by the academic of the Faculty of Biological Sciences, Juan Larraín, in which all faculties are involved.

“Ethics transcends boundaries—everyone is called to ethical living and behavior,” Sánchez explains. "When we see indicators before and after the creation of these units, it turns out that the growth in research and interdisciplinary course activity is quite remarkable." 

– But it hasn't been easy…

"We have established patterns and formats, and breaking out of them can be challenging. For example, there are professors who work in both Music and Engineering. Does this create complexity? Yes, because each field has its own culture, but it also brings significant opportunities for growth and collaboration. Today, interdisciplinary research accounts for a substantial share of knowledge generation. It has also greatly strengthened our ability to secure funding. Ten or fifteen years ago, we had little presence in national research programs such as Fondap, Anillos, and Milenio. Today, that presence is much greater because we have learned to work across disciplines—understanding how others approach problems, seeing through their perspective, recognizing their contributions, and respecting different viewpoints."

A 'pending challenge,' in Ignacio Sánchez’s view, is curricular flexibility. "For example, there are faculties with three or four degree programs that do not intersect. I believe it is crucial to establish criteria to identify common areas, explore shared topics, and, if the first two years cover largely similar content, why not integrate disciplines and offer joint courses?"

President Sánchez's Drive for Inclusion

Inclusion is another key pillar of Sánchez’s administration. As he explains: “This stems from the conviction that UC Chile must share its quality education with all those who have the potential to be here but have been unable to access it due to a lack of opportunities. Talent is distributed across the population, but it’s like receiving a book where half the pages are blank versus receiving a complete book. Is the person reading only half less capable? No, they simply have fewer opportunities. We must invest in these students because if they excel in a challenging environment, it means that in a setting where all conditions are favorable, they will be able to reach their full potential.”

Sánchez emphasized that the university made a deliberate effort to reach students from all regions of the country. This commitment is reflected in the implementation of special admission pathways designed to promote inclusion and accessibility. Among these programs are:

• Talent and Inclusion,
• Indigenous Peoples,
• the Program for Inclusion of Students with Special Needs (PIANE),
• the Program for Access to Higher Education (PACE),
• and the Nace Program in Engineering.

"We have learned how to integrate, support, and mentor these students to ensure they not only enroll but also graduate on time and successfully close the educational gap. This year, nearly 50% of our incoming students come from public and subsidized schools, compared to just 32% fifteen years ago. At that time, we had 18,000 undergraduate students—today, we have more than 32,000. That means 16,000 students now come from public and subsidized schools.

Considering that UC Chile is one of the three largest universities in the Council of University Presidents, this is a significant shift. Yet, it remains relatively unknown that two out of every three UC Chile students require financial aid—whether through free tuition (30%), scholarships, loans, or assistance programs for materials and food. At the same time, these students are among the best in the country: we attract nearly 50% of the top 1,000 scorers and around 40% of the top 5,000, demonstrating our ability to attract top talent.”

He further emphasizes: “We have made great efforts to ensure that once students arrive, they receive the necessary support—although, of course, there is always room for improvement. Currently, the PIANE program serves around 1,500 students with special educational needs, including neurosensory and motor disabilities, as well as those on the autism spectrum or with attention deficit disorders. Ideally, we would have more resources to support them fully.

A critical national policy should focus on allocating resources for students with disabilities, who currently make up less than 10% of those in higher education. There is still a significant gap, and we must continue advancing the integration of these students into the university system.”

The ‘Sánchez Legacy’

The president highlights five key areas to which he has dedicated special attention.

• Enhancing inclusion while maintaining academic excellence. “It’s not about choosing one or the other; both can go hand in hand. Today, the university is more inclusive and has achieved higher quality across all measurable parameters compared to twenty years ago,” he states.
• Fostering a strong university community. “In an institution with nearly fifty thousand people, there will inevitably be challenges in coexistence. However, UC Chile is home to a healthy community, where relationships are built on respect, camaraderie, support in difficult times, and solidarity,” he emphasizes.
• Internationalization is another major focus of his tenure. “This has been driven not only by the five years of the Vice Presidency for International Affairs but also through active participation in global forums, visits to international universities, and hosting university leaders at UC Chile. We have welcomed numerous international symposia and seminars, showcasing our university to the world—and the world is choosing us. The number of first-time conferences in certain disciplines held in South America that select UC Chile as their venue is remarkable. We prioritize hosting these events on our campuses because I am convinced that anyone who visits our university is impressed,” he explains.
• UC Chile’s public engagement and social role. “At one point, we used to say, ‘They respect us a lot, but they don’t love us as much.’ I believe that has changed—there is now much more affection for the institution. Having a more diverse student body has contributed to this: behind every student, there is a family—16,000 families, nearly 50,000 people—plus their social circles, friends, and communities, many of whom may not have previously known UC Chile, but now feel connected to it. Our efforts during the pandemic also played a crucial role in reshaping public perception,” he notes.
• Cultural and heritage contributions. “I am convinced that culture, art, and heritage preservation serve as a powerful bridge that brings people together,” he asserts. He highlights several initiatives in this domain, including the acquisition and continued presence of Radio Beethoven, partnerships with regional universities, MAVI UC, and Casa Violeta Parra, among others.

– Looking Back: What Would You Have Done Differently? What Remains Unfinished?

"One ongoing challenge, as we discussed earlier, is curricular flexibility. Another is that I wish I had been able to exert greater influence on the country’s long-term science policy. The issue of student financing is now up for discussion, with many unresolved aspects that could be crucial for the future of universities. Another pending matter is the reorganization of academic units—not to reduce faculties, but to bring related areas closer together so they can develop more effectively. And of course, a constant challenge will always be how we continue to enhance academic quality to position ourselves alongside the world’s leading institutions."

"I firmly believe that, just as we are currently among the top 100 universities worldwide, if we maintain this trajectory, we should reach the top 50 by 2038, when we celebrate our 150th anniversary. What is the main factor currently weighing down our overall ranking? Research output—specifically, publications and patents.

I can confidently say that if we had the necessary resources—whether from the State, our Endowment, private contributions, or public funds—and if we were able to hire, let’s say, 300 additional research-focused professors within five years—currently, we have around 1,200 to 1,300 faculty members engaged in competitive research—, it would have a transformative impact on our productivity. Initiatives like these could propel us to remarkable heights internationally."

"We have strong academic rigor and a deep sense of institutional commitment. Recently, we reviewed the results of our workplace climate survey, which continue to improve. Around 90% of our faculty and staff express pride in being part of UC Chile, and the same percentage would recommend the university as an excellent place to work. We have a dedicated professional, administrative, and academic community that is deeply committed to the university’s mission."

Passing the Torch

Before the end of January, and shortly after the announcement of his successor—academic and former Dean of the Faculty of Engineering, Juan Carlos de la Llera—President Sánchez handed him a 120-page document, along with two attached binders, detailing the most relevant issues of his administration and the challenges ahead. In early March, they held meetings and participated in several ceremonies together, including the official welcome for incoming freshmen.

President Sánchez also recently traveled to The Vatican, where he met with:

• the Secretary of State of the Holy See, Cardinal Pietro Parolin;
• the Prefect of the Dicastery for Culture and Education, Cardinal José Tolentino de Mendonça;
• and Monsignor Carlo María Polvani, Deputy Undersecretary of the Dicastery.

These meetings focused on the university’s development, during which President Sánchez provided an overview of his administration and expressed gratitude for the trust and collaboration over the years.

The change of command ceremony will take place on Tuesday, March 18, at 10:00 AM in the Salón Fresno of the UC Chile Extension Center.

In the meantime, President Sánchez is also preparing for his sabbatical year, during which he will serve as a visiting professor at the University of Edinburgh in Scotland, United Kingdom, followed by New York University in the United States.

– What Advice Would You Give to the New President?

"I prefer to speak of suggestions rather than advice:

• One clear suggestion, in my view, is to dedicate as much time as possible to engaging with the community—listening, participating, and fostering genuine trust. The closer the new president is to the community, the better they will get to know him, the stronger his support will be, and the more the community will feel like an integral part of his administration and vision.
• The second suggestion, which I consider key, is to approach team formation with patience and full knowledge. A president can be highly capable and deeply dedicated, but they must have a strong leadership team—including provosts and vice presidents—that is of the highest quality, highly loyal, collaborative, and committed to open dialogue with the community.
• The third suggestion is to never be afraid of admitting mistakes. Over these fifteen years, I have made mistakes—whether in decision-making or in my initial perspective on certain issues—and I have had to acknowledge them and adjust course. What I have observed is that when the highest authority in an institution recognizes an error, gathers more information, and changes direction, people actually feel closer to that leader. It reminds them that we are all human, that mistakes are part of the process, and that humility strengthens leadership. These are simply suggestions, of course, to be considered by President De la Llera, to whom I extend my full support."