FORWARD PLAN REVISED..pdf1 FORWARD KWASU has grown in experience and achievement since the...

1

FORWARD

KWASU has grown in experience and achievement since the inauguration and

implementation of the maiden edition of its strategic plan (2010 – 2015). The

University achieved almost 92% in the implementation of the first strategic plan.

These were in terms of infrastructural development, teaching, learning research and

community development.Since its inception, the University has turned out great

number of graduates in various fields of human endeavour.

The success factor is attributable to thecommitment of the founding fathers, the Kwara

State Government, Local Governments, the commitment of the Vice-Chancellor,

management and staff of the University, excellent town and gown relationship and

prevailing peaceand tranquility that pervaded in the University during the plan period.

The current plan is being articulated to sustain the tempo of achievement recorded in

the last plan with a view tomaking KWASU a truly world class University. I am

convinced that these goals and strategies are measurable, attainable and laudable.

I must therefore commend the KWASU Strategic Planning Committee for articulating

the plan document that will serve as the basis to attain the vision, mission and

strategic goals of this University.

I therefore wish to appeal to all stakeholders to continue to demonstrate total

commitment to ensure the successful and timely implementation of the strategic

direction, goal and objectives of this plan.

Vice-Chancellor Prof. AbdulRasheed Na’Allah MEMBERS OF 2014-2019 KWASU STRATEGY PLANNING COMMITTEE

2

1. Prof. Stephen Kayode Subair College of Agriculture Chairman

2. Mr. Surajudeen Oyebode Registrar Member

3. Prof. AbdulRauf Ambali Director, APIR Member

4. Engr. Wahab Ayinla Ag. Director, for Works Member

5. Barrister Suleiman Okandeji Rep. Governing Council Member

6. Dr. K.C Ikwuakor Dir. Centre of Sponsored Project Member

7. Mr. Lawal Olorungbebe Asst. Dir. Community Development Member

8. Alh. Saka Hambali Chief Security Officer Member

9. Prof. AbdulGaniyu Alabi Dean of Student Affairs Member

10. Mr. William Santos Director, CIIS Member

11. Mall. Muhammed Ndache Bursar Member

12. Prof. Silas S. Dada Provost College of PAS Member

13. Mr. Peter Oyinloye Alumni Member

14. Mr. Ibrahim Dauda Quantity Surveyor Member

15. Alh. Subairu H.T Deputy Director, APIR Member/Secretary

3

EXECUTIVE SUMMARY

KWASU began its academic operation in October 2010 with a total number of 550

students.

The University stated with five (5) Colleges as follows:

1) College of Humanities, Management and Social Sciences

2) College Pure and Applied Sciences

3) College of Information and Communication Technology

4) College of Education

5) College of Agriculture and Veterinary Medicine

Subsequently, College of Engineering and Technology was established.

Today, the total population number of students stands at 9186 with six (6) Colleges

and forty (40) Departments. The University has graduated 4 sets of graduands.

In terms of meeting the requests of the regulatory authority as per Benchmark

Minimum Academic Standard (BMAS) and accreditation requirements, the University

as of today has 54 accredited programmes at undergraduate level and 43 programmes

at postgraduate level. Even though, the last plan achieved almost 92% of projections, it

is my hope that this plan will achieve 100% at the end of the plan period.

To ensure this feat, the University Strategic Planning Implementation Office in

collaboration with Strategic Planning Monitoring Committee will evaluate

programmes both quantitatively and qualitatively for management intervention to

achieve academic excellence and greater service to the community.

The strategic planning committee has worked tirelessly to outline the strategic goals

and objectives which will be the focus of our activities in the next five years.

4

KWASU 2014-2019 builds on the success if the previous plan (2010-2014) and

advances the institution as among the nation’s leading public universities: preeminent

in research, excellent in teaching and committed to the community.

The plan offers a thorough and frank assessment of KWASU current position, offers a

bold yet actionable and achievable strategy for achieving excellence that reflects input

from staff, students, alumni, community participation and other stakeholders. Written

far KWASU, the plan is designed to build on the University’s historic and current

strength while developing new areas and programmes that will take KWASU to greater

heights.

The strategic plan sets nine strategic priorities which constituted the goals for the next

five years to improve KWASU Performance. These are:

Academic excellence

Infrastructure development

Research excellence

Excellent gown and town relationship

Robert Internally Generated Revenue

Internalisation

Sound Financial Management

Staff and Student Welfare

High quality graduates

KWASU’s strategic plan includes a framework of assessment of tools and metrics that

will evaluate progress qualitatively and quantitatively. Employing measurements that

emphasise transparency ease of use and accessibility. KWASU’s academic and

administrative leadership, Governing Council and Management will set specific targets

and completion dates and will assign accountability for improvement in each area of

the plan.

5

The University will ensure effective implementation of this plan to ensure that the

goals and their corresponding objectives and strategies enhance its march towards

meeting the mission, vision and core values.

6

CHAPTER ONE

INTRODUCTION

Historical Development of KWASU

The journey towards establishing a State University in Kwara State began when

attempts were made after 10 years of establishment of Kwara State College of

Technology to transform it into a University. In 1982 attempts were made to establish

a fresh University but the agreement with the Technical Partner Metripex failed. In

1983, further effort was aborted by the sudden change of government. In November

1990, the then Military Governor of Kwara State Colonel Alwali Jauji Kazir,

inaugurated a 15-man Committee under the former Vice-Chancellor of the University

of Ilorin, the late Professor Samuel Afolabi Toye, to work out logistics for the

establishment of the Institution. The plan however, did not go beyond the drawing

board. Also, in 2002, the then Governor of Kwara State, the late Alhaji Mohammed

Alabi Lawal, took further step by setting up Professor Saka Nuhu Committee with the

mandate to convert the present Kwara State Polytechnic to a University. The turning

of the sod was undertaken by former President Olusegun Obasanjo, but Governor

Lawal’s administration failed to go beyond that step till the expiration of his tenure in

May 2003.

History was however made on July 11, 2007 barely two months into the

commencement of his second term in office, when Governor Bukola Saraki

inaugurated a Technical Committee under the former Governor of Kwara State, Alhaji

Mohammed Sha’aba Lafiagi, to prepare grounds for the establishment of the Kwara

State University. When that Committee completed its assignment in December, 2007,

an Implementation Committee under the former Vice-Chancellor of the University of

Ilorin, Prof. Shuaibu Oba AbdulRaheem, was constituted on January 15, 2008 to draw

up the curriculum and prepare the masterplan for the University. The government

subsequently sent a bill on the proposed Kwara State University to the State House of

Assembly which was passed after series of deliberations. The Bill of the Kwara State

7

University was therefore signed into law on December 24, 2008. The Governor

alongside members of the Implementation Committee obtained the certificate and

instrument to operate the University on February 9, 2009 from the National

Universities Commission (NUC). Thus, Kwara State University became the 34th State

and 95th University in Nigeria.

The implementation Committee was converted to the Interim Governing Council by

Governor Abubakar Bukola Saraki on April 14, 2009 to conduct the exercise for the

recruitment of Principal Officers for the University. The pioneer Vice-Chancellor,

Professor AbdulRasheed Na’Allah, who until his appointment was chair of the African

American Studies Department of the Western Illinois University, Macomb, United

Stated of America, assumed office on Monday, July 27, 2009.

On Monday, august 10, 2009, the Government of Kwara State went a step further to

concretize the foundation it had laid for the University by inaugurating a substantive

Governing Council for the University under former Governor Mohammed Sha’aba

Lafiagi CON, who had been involved in the conception and evolution of the Universtiy.

Other members of the Governing Council are Professor Halidu I. Abubakar, Alhaji

Shehu AbdulGafar OON, Chief (mrs.) Wosilat T. Macarthy, Mr. Adetunji Fagbemi, Alhaji

Mudashiru Oladapo, Alhaji Toyin Sanusi, Dr. Ali Ahmad and Alhaji Abiodun Olayiwola,

former Secretary of the Interim Council, who was appointed as the Acting Registrar

and Acting Secretary to the Governing Council. Two more Principal Officers were

appointed. They were the Bursar, Mallam Mohammed Ndache and the University

Librarian, Mallam Isiaka Atunde Alao, who assumed duty immediately.

8

Recruitment of Staff

In tune with its decisions to attract only high quality manpower for the institution, on

September 5, 2009 applicants for non-teaching positions in the University wrote

written examinations while between September 16 and 27, 2009 the University

instituted public presentation for candidates who applied for teaching appointments.

Candidates who applied for the position of Professor and Associate Professor; Senior

Lecturer; Lecturer 1 & II as well as Assistant Lecturer presented lectures in their areas

of specialisation before a cream of academics drawn mainly from the University of

Ilorin, Obafemi Awolowo University, Ile-Ife and al-Hikimah University, Ilorin.

The presentations were held between September 16 and 27, 2009. Candidates for the

post of Senior Lecturer had their presentations on September 16, Professors and

Associate Professors, September 17, while those for Lecturer I & II had theirs on

September 18, 2009. Candidates for Assistant Lecturer position had their public

presentations on September 23 and 24, 2009 while September 27 was set aside for

candidates for all the academic cadres who could not make their presentations on

dates stipulated for them.

The team of academic assessors who assessed the presentations comprised Professor

Albert Olayemi, Deputy Vice-Chancellor, Management Services, University of Ilorin;

Professors Deboye Kolawole and Modupe Kolawole of the Obafemi Awolowo

University, Ile-Ife; and Professor Femi Oyedeji, Faculty of Education, University of

Ilorin. Others were Dr. Gabriel A. Ajadi, Dr. Sanusi Department of Linguistics,

University of Ilorin; Dr. (Mrs.) Ibrahim, Department of English, University of Ilorin and

Mrs. Olapeju Shuaibu, Department of Performing Arts, University of Ilorin.

On September 30, 2009, all candidates recommended for teaching appointments by

the cream of academic experts appeared for oral interview before the Appointments

and Promotions committee of the University.

9

All successful candidates for teaching and non-teaching positions were expected to

resume duty immediately for the expected take-off of the 2009/2010 academic session

in October, 2009.

10

FRAMEWORK OF KWARA STATE UNIVERSITY STRATEGIC PLANNING (2014-2019)

ACTION FOR KEY STRATEGIC AREAS

Vision

Mission

Strategic

Analysis

Key Strategic Areas

Strategic Goals/Objectives

Gap Analysis

SWOT

Analysis

Academic

Excellence

Staff and Student

Welfare

High Quality

Graduates

Robust

Internally

Generated

Revenue (IGR)

Infrastructure

Development

Research

Excellence

Sound Financial

Management

Excellent Town

and Gown

Relationship

Internalisation

DEPARTMENTS/UNITS

Annual Operational Plans of Strategic Operation Units

Implementation

Regular Monitoring & Evaluation Key Performance Indicators (KPIs)

Performance

Targets

Budgetary

Resource

Allocation

11

Identification of Strategic Operation Units

The following Strategic Operation Units (SOUs) wre identified:

i. College of Humanities, Management and Social Sciences;

ii. College of Pure and Applied Sciences;

iii. College of Agriculture and Veterinary Medicine;

iv. College of Education;

v. College of Information and Communication Technology;

vi. College of Engineering and Technology;

vii. Vice-Chancellor’s Office:

Internal Audit

Student Affairs

Academic Planning and Institutional Research (APIR)

University Relations

Centre for Innovative Technology (ICT)

University Legal Services

University Safety Unit

Directorate of Sports

University Health Services

Doctors

Pharmacy

Medical Records

Environmental Health

Nursing

Medical Laboratory

viii. Registry

Human Resources Division

Academic Division

ix. Bursary

Pay Roll and Cash Advances

Budget and Expenditure Control

12

Revenue

Final Account and Reconciliation

Stores and Procurement

Cash Unit

x. University Library

Collection Development Division

Technical Services Division

Readers’ Services Division

Audio-Visual and E-Resources Division

Branch Library Services Division

xi. Works and Physical Planning

Mechanical and Transport

Building and Civil

Parks and Gardens

Electrical and Telecommunications

Physical Development and Infrastructure

Identification of Strategic Operation Areas

Taking into account the Vision and Mission of Kwara State University, as well as the

positioning of the University and its conception of the ideal students, the following 15

strategic areas have been identified for action and development in realising the

University’s goals. These are as follow:

i. Academic Excellency

ii. Infrastructural Development

iii. Research Excellence

iv. Excellent Town and own Relationship

v. Internalisation

vi. Staff and Student Welfare

vii. High Quality Graduate

viii. Robust IGR

13

ix. Sound Financial Management

Sensitisation/Consultation Process

The methodology adopted in formulating the plan was that of bottom-up-approach

which is regarded as the best practice in articulating a development plan. In this

regard, the Committee embarked upon a sensitization exercise to carry along the

entire members of the University Community and other stakeholders. The entire

University Community was sensitised on the following:

i) Concept of Strategic Plan;

ii) Analysis of strengths, Weaknesses, Opportunities and Threats (SWOT);

iii) Analysis of Core Values of the University;

iv) Political, Economic, Social and Technological Analysis (PEST)

Key Success Factors

The modest achievements so far recorded are explicable in terms of the following

facilitating factors:

i. Political will of the last administration in the state under the able and

dynamic leadership of the executive Governor, His Excellency, Dr. Abubakar

Bukola Saraki and the willingness of the present Executive governor, Alhaji

Abudulfatai Ahmed to sustain the tempo of infrastructural development,

maintenance of existing facilities and regular payment of staff salaries and

other overhead costs.

ii. Effective, dynamic, visionary and purposeful leadership of the Vice-

Chancellor of the University, Prof. AbdulRasheed Na’Allah.

iii. Effectiveness of the University Council and Senate members and expeditious

implementation of their decisions by the University Management.

iv. Commitment of staff members to the ideals, mission, vision and strategic

goals and objectives of the University.

v. Cordial relationship between teaching and non-teaching staff.

vi. Effective coordination of units using constitution of committees approach.

vii. Presence of Information and Communication Technology (ICT)

14

viii. Prudent and judicious management of human, material and financial

resources.

ix. The prevalent atmosphere of peace, harmony, and concord in the University

community

x. The various efforts being made to expand the revenue generating capacity of

the University.

xi. Donor agencies (Education Trust Fund) Intervention in the execution of

critical projects in the University.

xii. The enthronement of the culture of good administration and strict adherence

to the rule of law and order.

xiii. Cordial town and gown relationship

Major Competitors

There is the presence of the following major competitors:

i. University of Ilorin

ii. Al-Hikma University, Ilorin

iii. National Open University of Nigeria-Sango and Sobi Centres

iv. Landmark University, Omu-Aran

v. Online Universities.

Economic Structure and Resource Profile

The Kwara State Government is the main financier of the University and has been

responsible for both capital and recurrent expenditure. However, within the limit of

its available funds, the University has been able to promote an effective utilisation of

its resources by resorting to the following strategic:

i. Optimal allocation of resources across all sections of the University

ii. Re-invigorating the Audit department to minimise waste.

iii. Adopting due-process in committing resources.

iv. Getting full value for all University Expenditure.

15

Aside from the foregoing, the University is taking steps to secure a sustainable line of

funding aimed at boosting the internally generated fund through expanded and

diversified funding partnership and increased efficiency of operations.

16

CHAPTER TWO

SITUATION ANALYSIS

The Kwara State University Community stands on the threshold of change in the twenty-first

century, eager to embrace the challenges and opportunities that will define our future and

shape our destiny. We have approached the development of the University with great

optimism and momentum, yet mindful of the increasing competitive pressures that will

continue to surface in the years ahead. Our success in attaining the outcomes we seek for the

University was based on our commitment to the guiding principles of excellence, distinctive

and innovation. The achievements recorded in our various strategies are attributable to

political will of the Kwara State Government on one hand and the effective, dynamic, visionary

and purposeful leadership of the Vice Chancellor, effectiveness of University Council and

Senate, and commitment of the staff members in the pursuit of goals and objectives of the

University among others.

The following represents the situation analysis of our various activities in line with our core

mandate of teaching, learningresearch and community development

A. STUDENT ENROLMENT AND ACADEMIC PROGRAMMES

The University began with an initial student enrolment of 550 spread across the five

Colleges.The University now has Six Colleges and 25 departments and 44 undergraduate

programme with a total student enrolment of about 7,000 student.

The Colleges are as follows

COLLEGE OF PURE AND APPLIED SCIENCES

College shall have a total of 8 departments and 14 programme as follows:

Department: Biosciences and Biotechnology

1. Microbiology B.Sc

2 Plant and environmental Biology B.Sc

3 Biochemistry B.Sc

Department: Chemical, Geological and Physical Sciences

4. Chemistry B.Sc

5. Industrial Chemistry B.Sc

6. Geology and Mineral Science B.Sc

7. Physics and Material Science B.Sc

Department: Mathematics and Statistical Sciences

8. Mathematics B.Sc

9. Statistics B.Sc

SCHOOL OF ALLIED HEALTH AND ENVIRONMENTAL SCIENCES

Department: Environmental Health Sciences

10. Environmental Health Sciences B.EHS

Department: Environmental Management and Toxicology

17

11. Environmental Management and Toxicology B.EMT

Departmental of Community Health Science

12. Community Health Science B.CMH

Department of Medical Laboratory Science

13. Medical Laboratory Science B.MLS

Department of Public Health Science

14. Public Health Science B.Sc.

B. COLLEGE OF HUMANITIES AND MANAGEMENT SCIENCES

The College has a total of 1 school, 10 department and 17 programmes as follows:

a. SCHOOL OF BUSINESS AND GOVERNANCE

Department: Accounting, Banking and Finance Degree

1. Accounting B.Sc

2. Banking and Finance B.Sc

Department: Management Sciences

3. Business Administration B.Sc

4. Entrepreneurship B.Sc

Department of Economics and Development Studies

5. Economics B.Sc

Department of Politics and Governance

6. Political Sciences B.Sc

7. Public Administration B.Sc.

Department of History and Heritage studies

8. History B.A

9. Archeology B.A

Department of Islamic, Christian and Comparative Religion Studies

10. Islamic Studies B.A

11. Christian Studies B.A

Department of English B.A

12. English Language

Department of French, Portuguese and Arabic Languages and Literatures

13. Arabic B.A

14. French B.A

15. Portuguese B.A

SCHOOL OF TOURISM, HOSPITALITY AND EVENTS MANAGEMENT

16. Tourism and Hospitality Management B.Sc.

SCHOOL OF VISUAL AND PERFORMING ARTS

18

Department of Performing Arts

17. Performing Arts B.A

C. COLLEGE OF AGRICULTURE AND VETERINARY MEDICINE

This College shall have 3 departments and 7 programmes as follows:

Department of Agricultural Economics and Extension Services

1. Agricultural Economics and Farm Management B. Agric

2. Agricultural Extension and Rural Development B.Agric

Department of Animal Production, Aquaculture and Veterinary Medicine

3. Animal Production B.Agric

4. Aquaculture B.Agric

5. Veterinary Medicine DVM

Department of Crop Production and Forest Resources Management

6. Crop Production B.Agric

7. Forest Resources Management B.Sc

D. COLLEGE OF ENGINEERING AND TECHNOLOGY

This College shall have 6 departments and 8 programmes as follows

Department of Civil and Environmental Engineering

1. Civil Engineering

B.Eng.Department of Electrical and Computer Engineering

2. Electrical and Electronics Electronics Engineering B.Eng.

3. Computer Engineering B.Eng.

Department of Mechanical Engineering:

4. Mechanical Engineering

B.Eng.Department of Food, Agricultural and Biological Engineering

5.Food Sciences and Technology

B.Sc6.Agricultural Engineering B.Eng.

Department of Material Sciences and Engineering

7. Material Sciences Engineering B.Eng

Department of Aeronautics and Astronautics Engineering

8. Aeronautics and Astronautics B.Eng.

E. COLLEGE OF EDUCATION

The College shall have a total of 4 departments and 4 programmes specified as follows:

Department of Business Education

Business Education B.Ed

19

Department of Early Childhood and Primary Education

Early Childhood and Primary Education B.Ed

Department of Kinetic and Sports Administration

Human Kinetics B.Ed

Department of Special Education

Special Education B.Ed

F. COLLEGE OF INFORMATION AND COMMUNICATION SCIENCE

The College shall have 3 departments and 3 programmes as follows:

Department of Computer Science

1. Computer Science B.Sc

Department of Library and Information Science

2. Library Information Science B.Sc

Department of Mass Communication

3. Mass Communication B.Sc [[

In addition to these colleges, 18 numbers of Centers have been established as follows:

1. Centre for innovative Technology

2. Centre for Innovation and International Studies

3. Centre for Community Development

4. Centre for Ecological and Environmental Research, Management Studies

5. Centre for Entrepreneurship

6. Centre for Pre-Degree and Remedial Studies

7. Centre for Sponsored Projects

8. Centre for Business Taxation & Law

9. Centre for Counseling and Career Services

10. Centre for Nollywood and New Media in Africa

11. Centre for Undergraduate Research

12. Centre for Policy and Administrative Studies

13. Centre for Digital Archive on African Mother Tongue Language

14. Centre for Ilorin Manuscript and Culture

15. Centre for Advance Basic Studies

16. Centre for Professional Studies

20

17. Centre for Professional Degree Programmes

18. Centre for Professor Wole Soyinka Study

SCHOOL OF POST GRADUATE STUDIES

These are academic programmes (Post graduate) at Kwara State University, Malete

S/N PROGRAMMES TYPE APPROVAL STATUS

1

Doctor of Philosophy (Ph.D.) Environmental

Health Science PG SENATE

2 Doctor of Philosophy (Ph.D.) Geology PG SENATE

3 Doctor of Philosophy (Ph.D.) Microbiology PG SENATE

4

Doctor of Philosophy (Ph.D.) Physics and Material

Science PG SENATE

5

Doctor of Philosophy (Ph.D.) Plant and

Environmental Biology PG SENATE

6 Doctor of Philosophy (Ph.D.) Zoology PG SENATE

7 Doctors of Philosophy (Ph.D.) Accounting PG SENATE

8

Doctors of Philosophy (Ph.D.) Arabic (Language

and Literature) PG SENATE

9

Doctors of Philosophy (Ph.D.) Business

Administration PG SENATE

10 Doctors of Philosophy (Ph.D.) Economics PG SENATE

11

Doctors of Philosophy (Ph.D.) English (Language

and Literature) PG SENATE

12 Doctors of Philosophy (Ph.D.) Entrepreneurship PG SENATE

13 Doctors of Philosophy (Ph.D.) Finance PG SENATE

14 Doctors of Philosophy (Ph.D.) Management PG SENATE

15 Doctors of Philosophy (Ph.D.) Political Science PG SENATE

16

Doctors of Philosophy (Ph.D.) Public

Administration PG SENATE

17 M.A CHRISTIAN STUDIES PG SENATE

21

18 M.A. ISLAMIC STUDIES PG SENATE/NUC

19

Master of Arts (M.A.) Arabic (Language and

Literature) PG SENATE

20

Master of Arts (M.A.) English (Language and

Literature) PG SENATE/NUC

21

Master of Arts (M.A.) International Relations and

Strategic Studies PG SENATE/NUC

22

Master of Education (M.Ed.) Early Childhood

Education PG SENATE/NUC

23

Master of Education (M.Ed.) Educational

Management & Leadership PG SENATE

24 Master of Public Administration (M.P.A.) PG SENATE

25 Master of Science (M.Sc. (Ed.) Business Education PG SENATE/NUC

26 Master of Science (M.Sc.) Accounting PG SENATE

27 Master of Science (M.Sc.) Business Administration PG SENATE

28 Master of Science (M.Sc.) Computer Science PG SENATE

29 Master of Science (M.Sc.) Economics PG SENATE

30 Master of Science (M.Sc.) Entrepreneurship PG SENATE

31

Master of Science (M.Sc.) Environmental Health

Science PG SENATE

32 Master of Science (M.Sc.) Finance PG SENATE

33 Master of Science (M.Sc.) Geology PG SENATE

34 Master of Science (M.Sc.) Management PG SENATE

35 Master of Science (M.Sc.) Microbiology PG SENATE/NUC

36

Master of Science (M.Sc.) Physics and Material

Science PG SENATE

37

Master of Science (M.Sc.) Plant and Environmental

Biology PG SENATE

38 Master of Science (M.Sc.) Political Science PG SENATE/NUC

22

39 Master of Science (M.Sc.) Public Administration PG SENATE

40 Master of Science (M.Sc.) Zoology PG SENATE

41 PH.D CHRISTIAN STUDIES PG SENATE

42 PH.D ISLAMIC STUDIES PG SENATE

43 Postgraduate Diploma (PGD) Business Education PG SENATE/NUC

44 Postgraduate Diploma (PGD) Computer Science PG SENATE

45 Postgraduate Diploma (PGD) Microbiology PG SENATE/NUC

46 Postgraduate Diploma (PGD) Medical Microbiology PG SENATE

47

Postgraduate Diploma (PGD) Applied Entomology

and Parasitology PG SENATE

48

Postgraduate Diploma (PGD) Public and

Community Health PG SENATE

2. LIBRARY DEVELOPMENT

Founded in 2009, the Kwara State University Library is today made up of the Main Library

and three branches, which were created to cater for the needs of the center for Ecological and

Environment Research Management Studies (CEERMS), the Centre for Advanced Basic

Studies (CABS) and the Centre for pre-Degree and Remedial Studies. The goal of the Libraries

is to support the University’s functions in the areas of teaching research and community

development through the provision of high quality resources and services.

On library developments, books worth N293 Million were procured from TETFund

Intervention and distributed across all Colleges and departments. The construction of the

University Main Library and procurement of the necessary equipment worth N3 Billion are

being implemented through TETFund High Impact Intervention. The Construction of 1st phase

College of Engineering complex is near completion. The University has taken delivery of most

of the engineering equipment from supplier’s under 5 (five) different TETFund special

intervention in preparation of accreditation of 6 (six) engineering programmes

3. RESEARCH EXCELLENCE:

The goal of the University is to create an innovation nexus and high impact research to foster

sustainable development and positive societal change. The University in its efforts at making

significant contributions to research and scholarly contributed to societal change has created

centered for sponsored projects and undergraduate research. A total number of 48 academic

staff have benefitted from TETFund intervention on Institutional Based Research Grant on

research project while only 1 Staff benefitted in National Based Research.

23

4. INFRASTRUCTURAL DEVELOPMENT

In order to attain 100% in the construction, maintenance and capacity utilization of all

planned infrastructures and facilities, the University has requested and secured TETFund

Intervention on a number of projects to continually support the growth and expansion of the

University. A highly secured ICT infrastructure which is to support mission critical operation

of the University is in place. The following projects funded by TETFund are at various stages

of completion.

S/N PROJECT/PROGRAMME TYPE & YEAR

INTERVENTION

REMARKS

1 Construction of E-library Building

Procurement for furniture

items

Procurement of Hard ware

component

Procurement of Software

components

Special ( 2010) 100% Competed and

functional

2 Construction of College of Engineering

&Tech Building

2010 Normal 100% Completed and

Functional

3 Construction of Conference

Centre

Procurement of 1No 18 seater

Bus,

Procurement of 12 No2HP Split

A/C

2010 (Special) 100% Completed and

functional

4 Construction of ICT Building Normal 2011 100% Completed and

functional

5 Entrepreneurship Centre

Industrial Component

Commercial Component

Equipment for Industrial

Component

Equipment for Commercial

Component

Normal 2011 100% Completed

100%

100% and

100% functional

6 Procurement of College of

Engineering Equipment, Phase

1

Procurement 1No 30 Seater

Toyota Coaster Bus

Special 2012 100 % Completed

100% Completed

24

7 Procurement of Engineering

Equipment (Phase II)

Special 2013 100% Completed

8 Construction of Lecture Theatre and

Hall for ICT

2013 Needs

Assessment

Special

Intervention

100%

9 Construction of Technical Lab and

Library for ICT

2013 Needs

Assessment

Special

Intervention

100%

10A Construction of 1No Blocks of Hostel 2013 Needs

Assessment

Special

Intervention

95%

10B Construction of 1No Blocks of Hostel 95%

11

Procurement of Engineering

Equipment

2013 100% Completed

12 Construction of Lecturer Hall for

College of Education

2013 Needs

Assessment

Special

Intervention

85%

13 Landscaping of Existing “90days and

Accreditation Buildings”

2013 Needs

Assessment

Special

Intervention

85%

14 Renovation of Existing Lecture Hall 2013 Needs

Assessment

Special

Intervention

100%

15 Renovation And Landscaping Of

Existing Female Hostel (Block A & B)

2013 Needs

Assessment

Special

Intervention

40%

16 Procurement Of Mass Communication

Equipment for College of ICT

2013 Special

Intervention

85%

17

Supply and Installation of

Engineering Equipment

Supply of 1 No 30 –seater

Toyota Coaster Bus.

2013 Special

Intervention

100%

100%

25

18 Construction of 1 Storey School

of Postgraduate Building

Procurement of Fire Truck

Supply and Installation of 246

Lecture Hall Seats

2013 Special

Intervention

90%

100%

100%

19 Construction and Furnishing of

Convocation Centre

Procurement of Engineering

Equipment

2013 Special

Intervention

100%

40%

20 Construction of University Main

Library,

Procurement of Furniture for

Main Library

procurement of Equipment and

Furniture for Centre for

Innovation in Teaching and

Research

2014 Special High

Impact

Intervention

Construction in progress

35%

Procurement in Progress

Procurement in Progress

2P1 Supply and Installation of

250KW Solar Power Plant with

Hybrid Inverter System and Cabling

Supply and Installation of Street

Light-poles and Cables

2014 Special

Intervention

40%

95%

22 Construction of science Lab and

procurement and installation of Lab

Furniture for College of Pure and

Applied Sciences

Presidential

Intervention

Phase II

50%

23 Construction of Nigeria Language

Research Centre Phase 1

Presidential

Intervention

Phase II

Structural design in

Progress

Soil test completed

24 Construction Indoor Sports Hall Presidential

Intervention

Phase II

35%

25 Development of Solar Farm for

KWASU – Phase 1

Presidential

Intervention

Phase II

50%

26 Construction of school of

Performing Arts Theatre Phase 1

Years 2012-2014

Merged

Intervention

25%

26

27 Construction of School of

Performing Arts Theatre Phases 2-3

Years 2012-2014

Merged

Intervention

25%

28 Construction Of College Of Humanities

Management and Social Sciences Phase

1

Years 2012-2014

Merged

Intervention

45%

29 Construction of College of Humanities,

Management and Social Sciences Phase

2

Years 2012-2014

Merged

Intervention

45%

30 Construction of College of Information

Technology Phase 2

Years 2012-2014

Merged

Intervention

45%

31 Landscaping of Existing Accreditation

Building and Library

Years 2012-2014

Merged

Intervention

50%

32 Construction of Language Laboratory

Complex

Years 2012-2014

Merged

Intervention

75%

33 Construction of College of Education

Complex

Years 2012-2014

Merged

Intervention

35%

34 Supply and Installation of 400 No

Auditorium Tip-up Seats

Years 2012-2014

Merged

Intervention

100%

35 Procurement of 1 No 2.7 Litre Petrol

Engine 16 Seater Bus

Years 2012-2014

Merged

Intervention

100%

36 Procurement of 1No Ashok Leyland

56-Seater A/C Bus

Years 2012-2014

Merged

Intervention

100%

5. COMMUNITY DEVELOPMENT

In order to ensure excellent town and gown relationship, a number of community projects

through Centre for Community Development have been implemented. These

27

includedParticipatory action researcher on health, food agriculture and education. Other

areas of intervention included provision of free medical treatment and provision of boreholes

to about 1,087 communities in the Moro and Asia Local Governments in the State.

6. PROVISION OF ROBUST STAFF AND STUDENT WELFARE

The objective of the University is to provide a functional and intellectual stimulating

environment for staff and students. Consequently the University has taken the following

measurements

Uninterrupted power supply. Power from National grid is being complemented with

solar energy. At present the University is executing 3 solar power projects being

funded by Presidential Needs Assessment and TETFund Special Intervention in the

sum of N540 Million altogether.

Provision of hostel accommodation for students:

i. State Government constructed 2No. Hostel which named Hostel “A” and “B”

ii. Private partnership project Hostel(PPP) has 7 completed Hostel

iii. 2No. TETFund Sponsored hostel.

Provision of staff quarters

Prompt salary payment for staff

Provision of adequate health care services for staff and student including drugs in the

University health Centre

Checking the menaces of cultism

Provision of teaching equipment

Provision of transport facilities to staff

7. UNIVERSITY HEALTH SERVICES DELIVERY

The University Medical center is an important integral part of any University. The Kwara State

University (KWASU) health services have achieved the following since its inception in

November, 2019

The establishment of two (2) Health Services point

i. Construction of Permanent Medical Centre

ii. Provision of Ambulance

iii. The employment of qualified Nurses

iv. The Tertiary Education Trust Funds (TETFUND) sponsored the Director, University

Health Services, Dr. Nimat Idris to an International Workshop in USA on the use of

alternative therapies tagged “The Traditional Roots Conference” in Portland,

Oregon.

v. The KWASU University Health Services also recorded a laudable achievement as it

commenced the Tertiary Institutions Students Social Health Insurance programme

(TISHIP).

vi. Immunization of the University community against the dreaded Hepatitis B

infection.

28

vii. Sensitization exercise for Ebola scare and procurement of protective kits

viii. Setting up a “fever” ward

ix. Computerization of Health data

x. Screening of over 100 women and ladies for Breast and Cervical cancer and those

found at risk for immediate treatment.

xi. Meningitis vaccination during the peak periods in March/October/November 2015

8. HUMAN CAPITAL DEVELOPMENT

Through TETFund sponsored 57 member of academic staff have benefitted from academic

staff training both local and International training the beneficiaries at the sum N---- for

conference attendance, the TETFund has sponsored a total of academic and non academic

staff to both Local and International conference between 2010-2016at the sum of N--------

9. INTERNALIZATION

The University is creating global platforms for exceptional learning and innovation through

the Centre for Innovation and International Studies by promotion of faculty and student

exchange programmes. In addition to this, the University curricula accommodate

internalization, global education and global citizenship. The programme under this is being

anchored by Centre for Innovation and International Studies. The University through

TETFund has constructed an International Conference Centre equipped with necessary

equipment to facilitate local and international cross fertilization of ideas. A number of

students cutting across all programmes have benefitted from exchange programmes both

locally and internationally

29

CHAPTER THREE

VISION, MISSION STATMENTS, AND CORE VALUES

Vision

To be foremost in expanding the frontiers of knowledge and be most innovative in

disseminating knowledge towards advancing the cause of humanity.

Mission Statement

To be the fulcrum of a knowledge-driven society, building competencies and fostering

determination and competition among people through the instrumentality of modern

technology.

The University seeks to accomplish this mission by:

Adopting a whole-person approach to education which enables it students to

think, judge, care and ultimately, act responsibly in the changing environment of

Nigeria and the world at large.

Developing integrated programmes of study at the undergraduate level which

are relevant to Nigeria’s needs in a changing international environment.

Maintaining a distinctive role in the Nigerian tertiary education sector with

designated disciplinary coverage in Humanities, Management and Social

Sciences, ICT, Education, Pure and Applied Science, Environmental Sciences,

Agriculture and Veterinary Medicine and Pharmaceutical Sciences.

Enhancing students’ whole person development through enriched campus life

and programmes.

Offering high standard undergraduate programmes.

Equipping students with life-long learning skills and helping them to become

life-long learners.

Promoting interaction and exchange with other institutions of higher learning

throughout the world.

Interacting with various sectors in the host communities in a mutually beneficial

way.

30

Making the most effective use of the human, financial and technical resources

available for the pursuit of its goals.

Exceptional student-learning environment

Professionally accomplished teaching and non-teaching staff who are strongly

committed to students learning and development.

Exceptional student support service, resources and facilities.

High quality, integrated, interdependent programmes that offer a wide range of

choices as appropriate to the needs of the University’s students and the country

as a whole.

Core Values

The University shall uphold the following core values which shall inform all its

strategies, programmes and activities and keep it on track as it pursues its mission.

World Class status

Community development

ICT Driven

Research

Fund Generation and Financial Independence

Entrepreneurship

Skills and Integrity

Positioning KWASU

KWASU has established itself as a unique institution. It is well positioned to flourish in

the coming years in embracing the vast opportunities and challenges that lie ahead.

The University will build on its niche by reinforcing the distinctive strength of its ethos

and continuing its pursuit of highest educational standards in its respective areas of

focus.

Departments and Academic Programmes

The University is at present operating six (6) Colleges, 24 departments and 36

programmes as follows:

31

B. Agriculture

B. Environmental Health Science

B. Environmental Management and Toxicology

B. Medical Laboratory Science

B.Sc. Microbiology

B.Sc. Public Health Science

B.A. History

B.A. Yoruba

B.A. Arabic

B.A. Christian Studies

B.A. English Language

B.A. Islamic Studies

B.A. Performing Arts

B.A. Linguistics

B. Community Health Science

B. Eng. Agricultural Engineering

B. Eng. Civil Engineering

B.Eng. Computer Engineering

B. Eng. Food, Science and Technology

B. Eng. Material Science Engineering

B. Eng. Mechanical Engineering

B. Eng. Aeronautics and Astronautics

B. Eng. Electrical/Electronic Engineering

B.Sc. (ED) Business Education

B.A. (ED) Islamic Studies

B.A. (ED) Christian Studies

B.Sc. (ED) Mathematics Education

B.Sc. (ED) Special Education

B.Sc. (ED) Early Childhood and Primary Education

B.Sc. (ED) Human Kinetics

32

B.Sc. Physics and Material Science

B.Sc. (ED) Entrepreneurship Education

B.Sc. Accounting

B.Sc. Banking and Finance

B.Sc. Biochemistry

B.Sc. Business Administration

B.Sc. Computer Science

B.Sc. Economics

B.Sc. Entrepreneurship

B.Sc. Geology and Mineral Science

B.Sc. Industrial Chemistry

B.Sc. Library and Information Science

B.Sc. Mass Communication

B.Sc. Mathematics

B.Sc. Plant and Environmental Biology

B.Sc. Political Science

B.Sc. Statistics

B.Sc. Tourism and Hospitality Management

B.Sc. Chemistry

Doctor of Philosophy (Ph.D.) Environmental Health Science

Doctor of Philosophy (Ph.D.) Geology

Doctor of Philosophy (Ph.D.) Microbiology

Doctor of Philosophy (Ph.D.)Physics and Material Science

Doctor of Philosophy (Ph.D.) Plant and Environmental Biology

Doctor of Philosophy (Ph.D.) Zoology

Doctors of Philosophy (Ph.D.) Accounting

Doctors of Philosophy (Ph.D.) Arabic (Language and Literature)

Doctors of Philosophy (Ph.D.) Business Administration

Doctors of Philosophy (Ph.D.) Economics

Doctors of Philosophy (Ph.D.)English (Language and Literature)

33

Doctors of Philosophy (Ph.D.) Entrepreneurship

Doctors of Philosophy (Ph.D.) Finance

Doctors of Philosophy (Ph.D.) Management

Doctors of Philosophy (Ph.D.) Political Science

Doctors of Philosophy (Ph.D.) Public Administration

M.A. Christian Studies

M.A. Islamic Studies

Master of Arts (M.A.) Arabic (Language and Literature)

Master of Arts (M.A.) English (Language and Literature)

Master of Arts (M.A.) International Relations and Strategic Studies

Master of Education (M.Ed.) Early Childhood Education

Master of Education (M.Ed.) Educational Management and Leadership

Master of Public Administration (M.P.A.)

Master of Science (M.Sc. (Ed.) Business Education

Master of Science (M.Sc.) Accounting

Master of Science (M.Sc.) Business Administration

Master of Science (M.Sc.) Computer Science

Master of Science (M.Sc.) Economics

Master of Science (M.Sc.) Entrepreneurship

Master of Science (M.Sc.) Environmental Health Science

Master of Science (M.Sc.) Finance

Master of Science (M.Sc.) Geology

Master of Science (M.Sc.) Management

Master of Science (M.Sc.) Microbiology

Master of Science (M.Sc.) Physics and Material Science

Master of Science (M.Sc.) Plant and Environmental Biology

Master of Science (M.Sc.) Political Science

Master of Science (M.Sc.) Public Administration

Master of Science (M.Sc.) Zoology

Ph.D. Christian Studies

34

Ph.D. Islamic Studies

Postgraduate Diploma (PGD) Business Education

Postgraduate Diploma (PGD) Computer Science

Postgraduate Diploma (PGD) Microbiology

The University has also established Distance and E-Learning Institutetake care of high

demand of students for University education in the catchment area and requests from

numerous stakeholders.

The University is currently has a total of 9186 students’ enrolment inclusive of Post

graduate students. Its total staff strength is 724 made up of 413teaching while non-

teaching staff has 311. The school of Postgraduate Studies was established 2014

session with the following departments:

The lists of Professional Studies being run at the University include the following:

Professional Degree Programmes

1. Accounting

2. Banking and Finance

3. Business Administration

4. Public Administration

5. Economics

6. Library and Information Science

7. Statistics

8. Mass Communication

9. Computer Science

Top-Up HND Conversion Programmes

1. Accounting

2. Banking and Finance

3. Business Administration

4. Public Administration

5. Economics

6. Library and Information Science

7. Statistics

35

8. Mass Communication

9. Computer Science

Infrastructural Development

The Malete Campus of the University has the following facilities

Two (2) hostel blocks (male and female)

One complex housing Central Administration, Staff offices, classrooms, a 500-

seater capacity auditorium, University Health Services, Main Library, and E-

Library.

Two 500KVA Generating sets to supplement power supply from the National

Grid.

Main gate, a boulevard leading to the campus and other subsidiary road

network.

10 units of 2-bedroom staff quarters

Four mini-water works supplied by boreholes

Sewage reticulation under construction

E-library building

New set of functional buildings housing computer laboratories, staff offices and

classrooms.

The Network Operation Centre (NOC) which is equipped with the following

facilities and provides internet-services for staff and students for the smooth

operations of the University system:

Campus wide Internet Access

Wired/wireless network (KWASUNET)

KWASU Website/Student Portal

Computer Laboratory (male/female hostels)

Automation of Bursary Operation payroll etc.

Production of students ID-Cards

1) E-Library Building and installed with furniture items, Hardware components

and Software components.

2) Construction of College of Pure and Applied Science.

36

3) Conference Centre.

4) Construction of ICT Building Phase I.

5) Entrepreneurship Centres installed with industrial and commercial

equipment.

6) ICT Lecture Theatre and Hall (ongoing).

7) ICT Technical Laboratory and Library (ongoing).

8) 2 Numbers Blocks of Hostel Female completed.

9) College of Education Lecturer Hall (ongoing).

10) School of Postgraduate building (ongoing).

11) Convocation Centre (ongoing).

12) University main Library (ongoing).

13) Street light-poles and Cables (Solar).

14) Science Laboratory (ongoing).

15) Construction of Indoor Sports

16) School of Performing Arts Theatre Phase I (ongoing).

17) Construction of College of Humanities Management and social Sciences Phase

I (ongoing).

18) Construction of College of Humanities Management and social Sciences Phase

II (ongoing).

19) Construction of College of Information and Communication Technology Phase

II (ongoing).

20) Construction of Language Laboratory Complex (ongoing).

21) Construction of College of Education Complex (ongoing)

Transportation

In order to enhance the efficiency and effectiveness of its staff, the University procured

a large number of official vehicles and distributed some to Principal Officers, Provosts

of Colleges and Heads of Strategic Units while retaining some as pool vehicles. The

University has also reserved three buses for transporting staff at several designated

points to the campus every morning. The University has an arrangement with some

private transport providers to convey staff and students to and from the campus.

37

Security

On security, the University has maintained a crisis-free academic environment. It has

also been able to maintain a very cordial relationship between the staff and students.

The University contracted its security operations to FARSAR, WAFO and MOONLIGHT

security outfits. There is also the University Safety Unit headed by the Chief Security

Officer (CSO) which is responsible for surveillance and intelligence gathering.

Additional Security Measures

The following measures have been put in place to enhance internal security in and

around the Malete Campus:

i. Provision of Police Post and constant police patrol;

ii. Donation of patrol van to Malete Police Post by the Kwara State Government;

iii. Procurement of Patrol Van for the University Safety Unit by KWASU;

iv. Setting up of a security committee made up of the representative of the

University, Police, Army and the Community which meets regularly.

Sanitation

The University has made arrangement for sanitation on the campus by outsourcing the

cleaning of the offices and hostels to OLA-KLEEN which is doing a satisfactory job so

far. However, there is the need to make adequate arrangement for the cleaning of the

external environment of the University.

Academic development

On academic development, the University has developed its academic programmes in

a structures, carefully planned and well-balanced manner to ensure that adequate

human and material resources are always mobilised, allocated and utilised to

guarantee quality, prudence and accountability.

The development of all academic programmes of the University is charted over a 15-

year period, divided into three phases at the end of which all colleges, departments

and programmes should have been fully established. Each phase of the growth and

development shall be for a period of 5 years and shall be typified by the establishment

of new colleges, departments and academic programmes at the undergraduate and/or

postgraduate levels. The process of mounting of new academic programmes by the

38

University has always been in line with the requirements stipulated by the National

Universities Commission (NUC).

Profile of the Ideal KWASU Students

The Kwara State University aims to instill a sense of civic duty in its students and to

cultivate skills, competences and sensibilities that enable graduates to pursue their

goals in a rapidly changing social, cultural and economic environment. KWASU

graduates will have breadth and depth of vision, the desire and capacity for public

service, an awareness of the complexities that characterize enduring human dilemmas,

and, consequently, maturity of judgement. Excellent as leaders and employees,

KWASU graduates will be the beneficiaries of a muti-dimensional approach to

learning.

Specifically, the ideal KWASU graduate will:

Have strong and written language proficiency in English together with excellent

communication and interpersonal skills;

Be committed to involvement in and service to the community;

Have an international outlook and be able to understand problems from

different cultural perspectives;

Have a secure grounding in his or her chosen academic field(s) and an

awareness of possible cross-disciplinary applications;

Possess essential generic research-related skills, including knowledge of

information communication technology;

Have strong analytical skills and a capacity for independent critical thinking;

Be imaginative and possess problem-solving capabilities;

Be capable of imaginative sound planning;

Have excellent cooperative skills based on tolerance, integrity, civility and sense

of personal responsibility; and

Have both the capacity and the desire for life-long learning.

39

CHAPTER FOUR

STRATEGIC ANALYSIS Gap Analysis

The University has figured out current realities for its desired future. Consequently,

the gap analysis of its core values has been articulated for its pursuit as follows:

Gap Anlysis

S/N

Core values Current status

Target Strategy for Reaching Target Responsibility Duration

1 World class status

On course Rank among the top tier in Nigerian University system in terms of quality and reputation of academic programme by 2014

Creating an enabling environment for teaching, learning and research in terms of equipment, facilities and infrastructure; engagement andretention of top class teaching and non-teaching staff and robust staff welfare programmes including staff development.

State Government, Governing Council and University Management

2015-2019

2 Community Development

On course Positively impact by ensuring the socio-economic development of the host communities substantially by 2014

Ensuring town and gown partnership and collaboration on programmes that are germane to the implementation of welfare programme and quality of life of individuals and groups in the host communities.

Senate, University Management, Staff and Students

2015-2019

3 ICT Driven On course Making ICT facilities 100% functional to improving the quality of service of the University including automation of processes by 2014

Creating an enabling environment such as provision of facilities including Local Area Networking (LAN), campus wide internet access, and provision of support for the growth of ICT infrastructure. Facilities the training and retraining of computer personnel, staff and students. Provide opportunities for staff and students on the acquisition of personal computers.

University Management

2015-2019

4 Research On course To be at par with Nigeria’s leading Universities on Research by 2014

Creating an enabling environment for research development in terms of equipment, facilities, and engagement of top class teaching staff with competitive remuneration and other welfare programmes.

Senate and University Management

2015-2019

5 Fund Generation

On course To secure sustainable internally Generated Revenue, by generating about 100% of its total recurrent budgetary requirement by 2019.

Launching of endowment funds. Developing linkages with philanthropic organizations, NGOs and donor agencies (internal and external). Embarking on several investment activities.


2015-2019

40

6 Entrepreneurship

On course To ensure that by 2014, all graduates produced by the University are themselves entrepreneurs and job ready.

Integrating compulsory entrepreneurship training in the curricula as a prerequisite for the award of degree. Introduce compulsory discipline-based computer appreciation programme.

Senate, University Management and Relevant Colleges.

2015-2019

7 Skills and Integrity

On course To ensure that by 2014, all graduates produced by the University have excellent cooperative skills based on integrity, tolerance, civility and sense of personal responsibility

Integrate compulsory practical entrepreneurship and leadership training and introduce cooperative training programme in the curricula.

Senate and University Management

2015-2019

SWOT Analysis

The Kwara State University’s Strength, Weakness, Opportunities and Threats (SWOT)

were identified by the Strategic Planning Committee after several brain storming

sessions of its environmental scanning. The objective SWOT analysis is choosing

strategies that make the most of the internal strengths and external opportunities

while reducing or mitigating the internal weaknesses and external threats/challenges.

Thusthe analysis provided a roadmap in defining strategic directions that are germane

to the growth and development of the University in the next five (5) years. The SWOT

analysis is expatiated as follows:

Identified Strengths

IDENTIFIED STRENGTH ENHANCEMENT STRATEGY

PROTECTION STRATEGY HOW TO USE IT ADVANTAGEOUSLY

Good number of students and staff on ground

Sustain admission quota Mounting and constantly revising attractive programmes Embarking on attractive staff welfare programmes

Staff training and retaining for capacity building

Large expanse of land Enhance construction of infrastructure to support the growth of the University

Prevent land encroachment by illegal land speculators Ensure adherence to planned structure in the Master Plan subject to periodic review. Ensure that original owners are adequately resettled.

Engaging in agricultural programme to generate funds, e.g. planting of economic trees and subsistence farming.

Prompt payment of staff salaries

Payment of existing salary structure obtainable in Federal Universities

Effective internal control mechanism. Judicious utilisation of available resources

Recruiting and retaining the best hands.

41

Dedicated and qualitative staff .

implementation of competitive salary package, provision of effective working tools, opportunity for training and retraining of staff

Promotion of qualified staff as at when due. Attractive staff welfare package

Optimal utilisation of service of staff.

Cordial Town and Gown relationship

Embarking on community programmes to ensure socio-economic development of the host communities.

Partner with communities to improve the welfare and quality of life. Increase participation and attendance of the University and community’s members at university’s socio-cultural events.

Maintaining the cordial town and gown relationship. Maintain constant sensitization on University and host communities’ peaceful co-existence.

A dynamic and visionary Vice-Chancellor of the University

Continuous appointment of suitably qualified Vice-Chancellor use of committees structure to assist in the formulation of qualitative decisions, policies and programme. Attractive working conditions for Vice-Chancellor.

Continuous execution of policies and programmes for the growth and development of the University

Ensure the sustainability of quality of advice made available to the Vice-Chancellor. Encouraging the cooperation of staff, students and the host communities.

Highly ICT driven Continuous upgrading of ICT facilities. Adequate funding and maintenance of ICT from Government, donors and philanthropies.

Maintenance of Existing ICT facilities, periodic exposure of ICT personnel to capacity building.

Maximising use of ICT services.

Identified Weaknesses

IDENTIFIED WEAKNESSES EFFECTS ON THE UNIVERSITY

EXPLOITATION STRATEGY

HOW TO MAKE IT LESS OBVIOUS

Inadequate office accommodation for staff

Sharing of offices affects productivity

Construction of Senate building to house admin. Offices. Construction of additional offices for teaching staff.

Optimal utilisation of existing offices by continuing the sharing of offices before the first accreditation exercise.

Shortage of teaching staff in many academic departments

Difficulty of effectively run the existing programmes. Negative effect on resource verification and accreditation exercise. Constraint in mounting new programme

Recruitment of teaching staff in the needed areas. Provision of resources to carry out their primary assignment.

Making optimal use of the existing teaching staff. Engaging more adjunct part-time, visiting and sabbatical Lecturers.

Inadequate office equipment, classroom, laboratories, studios, workshops and lack of a purpose-built library

Low staff morale and job satisfaction. Making teaching and learning very stressful. Seriously undermines the accreditation of the University programmes.

Provision of highlighted facilities.

Managing with the existing facilities.

Inadequate funding. Inability to attract and retain senior academics.

Embarking on measures to boost IGR through endowments, investment

Embark on additional sources of funds to boost IGR.

42

Inability to meet urgent needs which slow down operations and activities.

and public-private partnership.

Existence of some non-viable undergraduate programmes.

Waste of scarce resources and low students enrolment in those programmes

Efforts should be made to make the programmes more attractive. Repackaging in terms of names, course contents and charging of differential fees.

Rationalisation of existing unviable courses.

Limited transport facilities Lateness to work and absenteeism. Dwindling productivity.

The University to make perfect arrangement with private transport providers on staff movement on daily basis.

Encouraging staff to reside in the host communities.

Identified Opportunities

IDENTIFIED OPPORTUNITIES

OBSTACLES TO UTILISING IT

EXPLOITATION STRATEGY

PROBABLE DURATION

Large pool of potential applicants for admission.

High school fees may discourage applicants. Limited attractive programmes may limit applicants

Mounting more attractive programmes and maintaining uninterrupted academic calendar.

On a continuous basis.

New University with opportunity to attract best staff and students.

Limited facilities and attractive programmes.

Provision of facilities to support the mounting of attractive programmes. Maintaining attractive salary and welfare package.


Large deposit of minerals in the State.

Absence of technological know-how and finance to partner with the state.

Strengthen the Department of Geology and Mineral Sciences to undertake surveys of minerals.


Identified Threats

IDENTIFIED THREATS POSSIBLE EFFECT STRATEGY ELIMINATION PROBABLE DURATION Presence of the following competitors: University of Ilorin Al-Hikimah University,

Ilorin Landmark University,

Omu-Aran National Open

University Study

Competitors will equally attract applicants and that can lead to declining enrolment figures. Increased competition for qualified teaching staff.

Implementing high quality and challenging academic programmes to produce job ready graduates who are entrepreneurs. Implementing attractive salary


43

CHAPTER FIVE

ACTION PLAN FOR THE IMPLEMENTATION OF KWASU STARTEGIC PLAN (2015-

2019)

The following goals, objective, and strategies are formulated to support our mission,

vision and aspirations to meet the challenges of the 21st century, our commitment to

the guiding principle of excellence, distinctiveness and innovation and thereby satisfy

the interest of our market client. The total sum of ………….. will be required for the

actualization of the activities as detailed in the plan document.

44

ACTION PLAN FOR THE IMPLEMENTATION OF KWASU STRATEGIC PLAN (2015-2019)

S/N STRATEGIC OPERATION AREAS

GOAL OBJECTIVES STRATEGIES ACTIVITIES (DESCRIPTION OF PROJECT)

RESPONSIBILITY/

IMPLEMENTER

TOTAL ESTIMATED COST (2015-2019)

DURATION/ COMPLETION DATES

1. Academic Excellence

Develop and provide an enriched and integrated academic enterprise that will be connected, distinctive, innovative and vigorous and defines KWASU as one of the nation’s leading Universities

By 2019, KWASU should rank among the top tie in Nigerian’s Universities in term of quality, reputation, innovativeness distinctive of its academic programmes with at least 15 programmes ranked in the top 10 and at least 25 programmes ranked in the top of Nigerian Universities

Aggressively pursue accreditation for outstanding programmes in all Colleges, by setting up and implementing the recommendations of Accreditation Committee expeditiously to meeting the accreditation requirements of programmes as stipulated by the National Universities Commission (NUC)

Construction of studios, workshops, classrooms, laboratories,

Main library Annex and staff offices,

Procurement of Library Resources

provision of equipment/furniture for all Colleges involve in accreditation as follows:

(i) Agriculture & Veterinary Medicine:

Construction works;

Equipment (ii) Education:

Construction works

Equipment. Furniture items

(iii) Humanities, Management & Social Sciences

Government, Governing Council and University Management and Donors.

N3.5Billion N500Million N 877,513,750.16 N 237,462,000.07 N 310,999,944.00 N 500,000,000.00

2019

2019

2019 2019 2019

2019

45




RESPONSIBILITY/

IMPLEMENTER



Construction works

Equipment Furniture

items (iv) Engineering

Construction of Engineering main Building

Construction of Laboratories

Provision of Equipment

Furniture items

(v)Information, Communication Technology (ICT):

Construction works

Equipment (v) Pure & Applied Sciences

N 1,425,072,194.62 N535,269,559.63 N 500,000,000.00 N 1,250,000.000.00 N 960,000,000.00 N 2,500,000,000.00 N 1,000,000,000.00 N 647,454,010.13 N 1,000,000,000.00

2019 2019 2019

2019

2019 2019 2019 2019 2019

46




RESPONSIBILITY/

IMPLEMENTER



Provide state-of-

the-art instructional technology equipment to support teaching and learning processes;

Construction works

Equipment Laboratory

2. Construction of Main Library:

Construction works

Equipment

Provision of equipment, e.g. Language Laboratories and Radio/TV Studios, resource centre, workshops, theatre, science laboratories, tourism and hospitality management,

N 1,396,680,984.37 N 248,472,973.13 N 1,000,000,000.00 N 3,375,000,000.00 N 375,000,000.00 N 812,500,000.00

2019

2019

2019

2019 2019

47

48


S/N

STRATEGIC OPERATION AREAS


RESPONSIBILITY/

IMPLEMENTER



Infuse and integrate technology in all aspects of teaching, learning and administration

Adhere strictly to Student/Teacher Ratio (STR) and Science/Art Ratio.

University Farm Centre, etc. (ii). Procurement of Radio/TV outside broadcasting van with all accessories for Mass Communication Department Provision of robust ICT Infrastructure

Formulation of enabling policies according to NUC guidelines.

State Government, Governing Council, University Management and Donors Senate and University Management

N 250,000,000.00 N437,700,000.00 BudgetaryProvision BudgetaryProvision

2019

2019 2019 2019

49


S/N



RESPONSIBILITY/

IMPLEMENTER



Ensuring Quality Assurance for sustained quality academic standard.

Programmes repackaging and renaming to be market-driven.

Maintain

broad-based curricula.

Introduction

of new programmes that are aligned with the institutional mission and vision leveraging

The APIR to

review

current Peer

Evaluation

and Student

Evaluation

Forms for

administrati

on.

Periodic

review of

academic

brief and

curricula.

Periodic

review of academic brief and curricula.

Consideration of new proposals for new programmes

Senate and Academic Planning Unit. Senate, Academic Brief Committee. Senate, Academic Brief Committee

50


S/N



RESPONSIBILITY/

IMPLEMENTER



KWASU’s many strengths that best position students for career success.

Periodic

modification of course contents.

Increased teaching staff accountability for students learning and development.

Explore inter-

institutional learning opportunities through

from departments and colleges for review by APIR before transmission to Senate Business Committee

Updating of

syllabuses in line with current trends in the discipline.

Conducting

student/staff assessment and peer evaluation for teaching

Departments and Colleges. Staff Evaluation Committee and Academic Planning. Centre For International and Innovation Studies(CIIS).

51


S/N



RESPONSIBILITY/

IMPLEMENTER



students and staff exchanges.

Sustain and

develop academic programmes with clear career paths that address the economic and social needs of the society

staff.

Linkages

with other Universities and Research Institutes

Centre for Entrepreneurship.

52


S/N



RESPONSIBILITY/

IMPLEMENTER



2. Infrastructural Development

Build, implement, maintain, and monitor strategically focused, cost effective, infrastructure base supportive of research, creativity and cuts across all elements of our goals and advancing our distinctiveness in interdisciplinary and diversity.

Achieve 100% in the

construction,

maintenance and

capacity utilization

of all planned

infrastructures and

facilities to support

the growth and

expansion of the

University by 2019

Completion of all on-going projects.

Periodic maintenance of existing physical projects

Starting and completion of the following projects:

University Auditorium (Malete) 2,500 capacity.

500-seater Lecture-Theatre for each College.

College of Education Complex

TETFund Projects maintenance/Rehabilitation


State Government, Governing Council and University

Management

State

Government,

Governing

Council and

University

Management.

Governing

Council and

University

Management

N 375,000,000.00 N 720,000,000.00

N 1,200,000,000.00 N 100,000,000.00

2019

2019 2019

2019

53

Land Scalping of Physical structure for physical development

Equipping and Furnishing of TETFund Projects

Council and

University

Management

N1,5Billion

N100 Million

2019

2019

54


S/N



RESPONSIBILITY/

IMPLEMENTER



College of Humanities Social and Management Sciences;

College of

Engineering

&

Technology

College of

Information & Communication Technology (ICT)

College of Pure & Applied Sciences

College of Agriculture & Veterinary Medicine

State Government, Governing Council and University Management. State Government, Governing Council, and University Management State Government, Governing Council and University Management State Government, Governing Council and University Management

N 562,500,000.00 N 3,500,000,000.00

N 625,000,000.00

N 500,000,000.00

N 562,500,000.00

2019

2019 2019 2019 2019

55

Research Centre for Nigerian Languages(RCNL)

Council and University Management

N 500,000,000.00

2019

56


S/N



RESPONSIBILITY/

IMPLEMENTER



Centre for Entrepreneur-ship

Centre for Pre-Degree & Remedial Programme;

Centre for

KWASU Foundation Programme;

Centre for Innovative Technology (CIT);

Centre for Professor Soyinka Studies;

State Government, Governing Council and University Management State Government, Governing Council and University Management State Government, Governing Council and University Management State Government, Governing Council and University Management

N 625,000,000.00 N 250,000,000.00 N 375,000,000.00 N 1,875,000,000.00 N 575,000,000.00

2019

2019

2019 2019 2019

57


S/N



RESPONSIBILITY/

IMPLEMENTER



o Construction works

o Provision of archives

o Mini library o Books o Centre for

Nollywood Studies

o Construction works

o Provision of archives

o Mini library o Books

Centre for

Innovation & International Studies (CIIS);


N 62, 500,000.00

2019

58


S/N



RESPONSIBILITY/

IMPLEMENTER



Centre for Innovation in Teaching and Research.

University Consultancy Service Unit

Centre for Ecological & Environ-mental Research, Management & Studies;

Centre for Community Development (CCD);

Centre for

Human

Rights &

Law


N 15,000,000.00 N 15,000,000.00 N 15,000,000.00 N 15,000,000.00 N 15,000,000.00

2019 2019

2019

2019 2019

59


S/N



RESPONSIBILITY/

IMPLEMENTER



Centre for Africa & Oral Tradition

University Press

Staff Club

House

VC Lodge and ten Chalets

Principal Staff Housing

Other staff housing


60


S/N



RESPONSIBILITY/

IMPLEMENTER



Medical Centre; Malete Osi

Ilesha Baruba

Student

Activities

Centre;

Student

Affairs &

SIWES

Office;

Malete

Osi

Ilesha Baruba

University

Bookshop;

Malete

Osi

Ilesha

Baruba

Film

Village;


61


S/N



RESPONSIBILITY/

IMPLEMENTER



Senate

Building;

Constructio

n of

cafeteria

building:

2 units at Malete

1 unit at Osi

1 unit at Ilesha

Baruba

Water Reticulation

Electrification & Street Light;

Road

Network;

Drainages and Parking Lots for Vehicles

State Government, Governing Council and University Management State Government, Governing Council and University Management State Government, Governing Council and University Management


N 1,875,000,000.00 N 187,500,00.00 N 93,750,000.00 N 93,750,000.00 N 937,500,000.00 N 1,562,500,000.00 N 562,500,000.00 N 750,000,000.00

2019

2019 2019 2019 2019 2019 2019 2019

62


S/N



RESPONSIBILITY/

IMPLEMENTER



Plants & Equipment;

State Government, Governing Council and University Management State Government, Governing Council and University Management

N 437,500,000.00

63


S/N



RESPONSIBILITY/

IMPLEMENTER



ICT Infrastructure Support

Main

Library at Malete; Branch Libraries; Osi, Ilesha Baruba

Library

Resources for Main and 2 Branch Libraries;

Admin,

building for

2 other

Campuses


State

Government,

Governing

Council and

University

Management


N100Million

N200Million

2019

2019

64


S/N



RESPONSIBILITY/

IMPLEMENTER



Constructio

n of Works

& Physical

Planning

Department

for Malete

and 2 Other

Campuses;

Conference Centres at Malete

Guest

Houses Malete Osi Ilesha Baruba

Laboratories:

Malete; Osi;

Ilesha Baruba


Management

State

Government,

Governing

Council and

University

Management


N 812,500,000.00 N 187,500,000.00 N 62,500,000.00 N 18,750,000.00 N 18,750,000.00 N 812,500,000.00 N 125,000,000.00 N 125,000,000.00

2019

2019 2019 2019 2019 2019 2019 2019

65


S/N



RESPONSIBILITY/

IMPLEMENTER



Provision of adequate hostel accommodation for the students during the plan period.

Collaborate with private sector developers on the provision of additional hostel accommodation for the students during the plan period

Replacement

and regular maintenance

Construction of hostels: Malete:

Male Hostel Female Hostel Osi: Male Hostel Female Hostel Ilesha Baruba: Male Hostel Female Hostel

Provision of furniture items and fittings for all structures (staff and students)

Regular

maintenance of physical structures, infrastructure and facilities

State Government, Governing Council and University Management University Management and private sector developers

N 500,000,000.00 N 250,000,000.00 N 250,000,000.00 N 812, 500,000.00

2019 2019 2019

2019

66


S/N



RESPONSIBILITY/

IMPLEMENTER



of all University physical structures, infrastructure and facilities

67


S/N



RESPONSIBILITY/

IMPLEMENTER



Adequate staffing of Works and Physical Planning Department to monitor the implementation of the University Master Plan

Mounting of sensitization workshops and seminars on maintenance culture

Enforcing the culture of maintenance through regulation and sanctions;

Enlisting the cooperation of the host communities in ensuring the safety and protection of soft.

Works and Physical Department University Relations, Works & Physical Planning and Safety Unit. University Relations, Works & Physical Planning and Safety Unit.

68


S/N



RESPONSIBILITY/

IMPLEMENTER



Provision of recreational facilities:

Maintenance of existing and functional physical projects

Landscaping/Erosion

Construction of sporting complex

Malete Osi Ilesha Baruba

Landscaping/Erosion control of existing building

State

Government,

Governing

Council and


N 437,500,000.00 N 62,500,000.00 N 62,500,000.00 N 200,000,000.00

2019 2019 2019 2019

69


S/N



RESPONSIBILITY/

IMPLEMENTER



3. High Quality Graduates

To provide high quality graduates who are job ready in areas of high employer demand and contribute to solving society’s challenges

Ensure that 100% of the graduates produced by the University are themselves entrepreneurs and highly marketable.

Infuse and integrate compulsory entrepreneurship training focusing on both theoretical and practical aspects;

Introduce compulsory discipline-based computer appreciation courses whose examinations shall be practical;

Student counselling to be coordinated.

Establishment of Centre for Entrepreneurship Studies. Provision of adequate hardware and software and technical personnel to Departmental Computer Laboratories. Establishment of Student Counselling Unit

State Government/ University Management. CIT and Computer Science Department University Management

70


S/N



RESPONSIBILITY/

IMPLEMENTER



4. Excellent Town and Gown Relationship

To foster town and gown relationship towards enhancing and sustaining the socio-economic development of the host communities

To improve the quality of lives of the host communities by embarking on at least 50 communities projects through engagement, outreach and service by 2019.

Partner with wealthy indigenes of the host communities to launch endowment funds.

Involve the

staff and students of KWASU in the identification, execution and monitoring of community projects

Setting up of Resource Mobilisation Committee and enhancement of the Office of Advancement and Development.

Identification of project proposal for Departments, Colleges, groups and other units of the University

Execution of approved projects, e.g. -Adult Literacy -Basic Computer appreciation

University Management and the Office of Advancement and Development. University Management, Directorate of Community Development (CD) and Academic Planning Unit. University Management, Directorate of Community Development (CD) and Department of Computer Science.

71


S/N



RESPONSIBILITY/

IMPLEMENTER



Cultivation of reading habit (reading promotion);

Health

awareness, survey and intervention.

Water sanitation and purification.

University Management, Directorate of Community Development (CD), University Library And Department of Library And Information Science. University Management, University Health Services, Department of Microbiology

University Management, Centre for Ecology and Environmental Research

72


S/N



RESPONSIBILITY/

IMPLEMENTER



5. Robust Internally Generated Revenue

To mobilize and secure required financial resources to ensure the achievement of short and long term objectives.

To secure by 2019 a sustainable resource base by generating internally 100% of its recurrent expenses through expanded and diversified funding partnership and increased efficiency of operations.

i. Sensitizing the public about the mission of KWASU and resources required to fulfil this mission by: Articulating

the shared vision of the University community;

Setting up Committee on Internally Generated Revenue (IGR) and other relevant bodies.

Attracting donors to various University physical projects;

Continuous sensitization programmes

Developing linkages with philanthropic organizations and industries.

Naming gift physical structures after the donors.

University Relations and Advancement Office University Management Governing Council,

73


S/N



RESPONSIBILITY/

IMPLEMENTER



Endowments for various academic positions and programmes.

Naming the Endowment after the donors.

University Management and Office of Advancement Development

74


S/N



RESPONSIBILITY/

IMPLEMENTER



ii. Adopt initiatives on IGR drive on investment by embarking on various investment activities:

Community-based bakery, i.e. bread and pastries; Sachet and

bottled water.

Block

making industries.

Use of ICT facilities to generate revenue.

Youth

venture investments with organised private sector.

Centre for Entrepreneurship and Office of Advancement and Development Centre for Entrepreneurship

N60Million N60Million N30 Million N100Million

2019 2019

2019

2019

75


S/N



RESPONSIBILITY/

IMPLEMENTER



Setting up and commercialisation of the University Consultancy Services.

Establishment of KWASU Radio/TV.

Floating of limited liability companies and seeking capital from bankers.

Embarking on large scale commercial agriculture including crop production and animal husbandry.

University Consultancy Centre Governing Council, University Management, and Department of Mass Communication. Centre for Entrepreneurship and Office of Advancement and Development Governing Council, University Management, and College of Agriculture & Veterinary Medicine.

76


S/N



RESPONSIBILITY/

IMPLEMENTER



iii. Introducing admission quotas for foreign students who will pay at commercial rate

Commercialisation of research findings, etc.

Renting out

of cafeteria structure in each complex and campuses

Marketing the University programmes to the outside world.

KWASU Consultancy. University Management. Centre for Innovation and International Studies.

77


S/N



RESPONSIBILITY/

IMPLEMENTER



6. Robust staff and student welfare.

To promote a robust staff and student welfare.

To provide a functional and intellectually stimulating environment for staff and student welfare by 2019.

Ensure uninterrupted electric power supply from National Grid, provision of alternative power source, and provision of safety apparatus

Connection of University to dedicated line of National Grid.

Provision of

functional generators of appropriate capacities

Construction of Solar Street Lights

Construction of Solar

State Government, Governing Council and University Management.

State Government, Governing Council and University Management.

N 1,062,500,000.00 N 150,000,000.00 N 750,000,000.00 N 500,000,000.00

2019

2019

2019 2019

78


S/N



RESPONSIBILITY/

IMPLEMENTER



Maintaining a consistent growth rate;

Provide adequate hostel accommodation.

Provide effective transportation system.

Power Plant

Development of Solar Farm for KWASU Phase I

Development of Solar Farm for KWASU Phase II

Procurement of Fire Truck Phase II

Adherence to the growth rate of University vis-à-vis available infrastructure.

Encouraging

public and private partnership.

Encouraging private


University Management. University Management.

University Management.

N40Million

N100 Million N250,000,000.00

N 50,000,000.00 B.P B.P

2019

2019

2019 2019 2019 2019

79

participation in the provision of campus transportation

80


S/N



RESPONSIBILITY/

IMPLEMENTER



Maintaining attractive staff salary/ remuneration welfare scheme.

Providing and

maintaining improved health services.

Ensure continuous academic staff training and development.

Payment of salary structure obtainable in the Federal Universities.

Strengthening of KWASU health services.

Recruitment of Director of Health Services and other complementar-y staff

Setting up Staff Training and Development Committee

Adequate funding of the scheme.

University Management. University Management. University Management and Health Services Government, Donors, University Management and the Research Committee

2 Billion

2019

81


S/N



RESPONSIBILITY/

IMPLEMENTER



7. Internalisation Develop international reputation by creating high quality partnership and collaboration worldwide that will provide positive contribution to our research of our academic, the education experience of our students and visibility of our University.

By 2019, KWASU should achieve 75% in growing and development of global platforms for experiential learning and innovation in research and education, establishing exchange partnerships, centres and networks with selected Universities.

Setting up the Centre for Innovation and International Studies.

Appointment of a qualified Director with the requisite experience in International Relations, Partnership and Global Education.

Coordination

of KWASU’s international activities.

Promotion of

faculty and students exchange programmes.

Appointment of a Director. - -

University Management/ Senate. University Management/ Senate CIIS CIIS

82


S/N



RESPONSIBILITY/

IMPLEMENTER



Creation of opportunities for foreign education.

Provision of office accommodation and Conference Centre for international visitors, including faculty and students.

Internationalisation of the curriculum to include global education and promotion of global citizenship.

Construction of office accommodation and Conference Centre.

B.P N 1,250,000,000.00 B.P

2019

2019

2019

83


S/N



RESPONSIBILITY/

IMPLEMENTER



Provision of international dimension to teaching, research and campus life.

84


S/N



RESPONSIBILITY/

IMPLEMENTER



Develop

innovation

and

leadership

through

academic

curricula to

equip

students with

international

perspectives

and for work

in an

international,

multicultural

and

multilingual

environment.

Create a

data base of

current

academic

entities that

have a

specific

internation

al

emphasis,

from

programs

to courses,

and include

grants or

other

resources

that

support

internation

alization.

Create policy guidelines and

Provosts, Deans Heads of Department, and Centre Directors. Provosts

85


S/N



RESPONSIBILITY/

IMPLEMENTER



templates that will provide models, formats, and methods for achieving "curricular integration" of internationalization to be adjusted and adopted by lecturers.

Based on collected data and the policy guideline document, develop internationally focused instructional materials, techniques, coursework and programs to support international,

Heads of Departments

86


S/N



RESPONSIBILITY/

IMPLEMENTER



1. intercultural and interdisciplinary competency within all colleges and schools, all based on the concept of Global Citizenship Education.

Plan and facilitate educational lectures, workshops, seminars and conferences for students, faculty and staff by hosting visiting professors and international visitors.

Provosts

87


S/N



RESPONSIBILITY/ IMPLEMENTER



Promote discussion forums on the international activities currently on campus with the participation of visiting professors and staff who have attended international conferences.

Promote students international clubs and associations on campus.

CIIS CIIS, Law Department and Dean of Students Affairs

88


S/N



RESPONSIBILITY/

IMPLEMENTER



Develop and implement an interdisciplinary certificate in International studies

Expand

foreign

language

programs at

all levels

including GNS

classes,

language

certificates

and

language

degrees.

Include implementation of internationalization strategies in the criteria for staff promotion.

CIIS Provost of Humanities Management and Social Sciences Heads of Departments and Provosts

89


S/N



RESPONSIBILITY/

IMPLEMENTER



Ensure vibrant international experiences for KWASU students by increasing their participation in study abroad programs.

Continue to assist departments in planning programs for students to have a successful study abroad experience, including admissions recruitment, admissions orientation, budget plan, academic activities, and

specific advising approvals as the study abroad experience is pending.

CIIS

90


S/N



RESPONSIBILITY/ IMPLEMENTER



Increase the number and the variety of required study abroad programs.

Improve the quality of study abroad programs by developing formal assessment and evaluation mechanisms alongside recommendations for improving outcomes.

Explore student exchange opportunities with universities KWASU has MOUs with and negotiate

terms and conditions with their representatives

Heads of Departments. Program Leaders/Coordinators Heads of Departments and CIIS

91


S/N



RESPONSIBILITY/

IMPLEMENTER



Foster international collaborative research in areas of global significance; encourage and support faculty to engage in international experiences.

Publicize external grants and awards for study abroad programs and encourage students to apply.

Challenge the

Schools and Colleges to emphasize and support research that has international dimensions and research into international issues.

Reward international engagement, scholarship, and research appropriately in faculty evaluations.

CIIS Provosts Provosts

92


S/N



RESPONSIBILITY/

IMPLEMENTER



Ensure a vibrant international experience for students at all levels by promoting and diversifying the presence of international students on campus.

Make full use of collaboration activities in existing agreements and develop partnerships that include faculty research.

Develop and

implement a plan for international undergraduate degree student enrollments, that will provide effective promotional strategies and communications for

Provosts, Deans, Heads of Departments and CIIS Academic Coordinator to the Vice-Chancellor, Admission Officer and CIIS

93


S/N



RESPONSIBILITY/

IMPLEMENTER



recruitment; identify undergraduate as well as graduate "niche program areas" to attract international students (programs that international students do not readily find elsewhere—in aeronautics and astronautics, for example); and describe clear roles and responsibilities.

94


S/N



RESPONSIBILITY/

IMPLEMENTER



Ameliorate limitations—in housing; transportation; food; streamlined application process; "lack of

community" issues; academic support specific to needs of second-language users and students accustomed to different learning approaches; and communication challenges within the University.

CIIS, Academic Coordinator to the VC and Works Department.

95


S/N



RESPONSIBILITY/

IMPLEMENTER



Develop activities comfortably and appropriately in campus facilities especially designed with international themes.

Plan and propose non-degree programs (such as African languages, Islamic studies…) to attract American students to our campus at both undergraduate and graduate levels during the Long Vacation.

Build a Centre for Innovation and International Studies on campus with three offices, a conference room for 50 people, and five “nationality rooms.

Heads of Departments. The University Project Manager

96


S/N



RESPONSIBILITY/

IMPLEMENTER



Once the centre is built propose to five foreign countries the responsibility to furnish and equip the “nationality rooms” with TV, DVD player, movies and books in their native language. The idea is to promote the culture of those countries on campus.

CIIS

97


S/N



RESPONSIBILITY/

IMPLEMENTER



8. Sound Financial Management

Develop resource model consistent with growth and vision statement and produce a sound financial management.

Stewards finances and other resources to drive activities that are essential and those through which KWASU can demonstrate excellent and provide leadership

Develop and use a funding model for allocation of resources to departments and colleges based on Full Time Equivalent (FTE);

Reinvigorate audit department to minimize waste;

Setting up of Central Budgeting Committee with Bursary, Audit and Academic Planning with VC as Chairman and Registrar as Secretary.

Equip the

audit with computer system and relevant software components to function effectively

University Management University Management

98


S/N



RESPONSIBILITY/

IMPLEMENTER



Establish due process in award of contracts and procurement.

Ensure

adequate protection for all University’s equipment and facilities.

Constitution of University Tenders Board.

Adherence to due process in the award of contracts and procurements

Engage the

service of the private security personnel.

Constant

sensitization of all staff of the need to take good care of University property in their custody.

Governing Council, University Management. Governing Council, University Management

99


S/N



RESPONSIBILITY/

IMPLEMENTER



Periodic

stock taking

of

University

property

and staff

audit.

Audit

Department

100


S/N



RESPONSIBILITY/

IMPLEMENTER



9. Research Excellence

Create an innovation nexus and high impact research and innovative inquiry relevant to solving contemporary intellectual challenges, foster sustainable development and positive societal change.

Achieve 100% by 2019 scholarly works that forge new approaches to solving significant long standing problems in all areas of human endeavours.

Creation of support Units to coordinate the process of research mentoring between the students, staff and Senior academic staff of the University

Recruit more experienced scholars from reputable Universities to provide mentoring key leadership and creative activities

Invest in current faculty members (individually and in clusters

Provide robust support services and infrastructures to promote the most innovative and

101

Establishment of research Centre for Nigerian Languages

Construction of research Centre for Nigerian languages Building (3) Phases

N500Million 2019

102


S/N



RESPONSIBILITY/

IMPLEMENTER



collaborative environments

Enter into memorandum of understanding with leading universities, research institutes and international partners to develop strong research partnership

Publication of Journal for Research Outputs

Create a Centre for Sponsored Projects that will significantly extend existing external relationship

N100Million

2019

103


S/N



RESPONSIBILITY/

IMPLEMENTER



and networking with local and international companies to create research opportunities and foster philanthropic support in funding of research projects

Reach out to private partners and enter into Memorandum of Understanding for Public-Private-Partnership research initiatives.

104


S/N



RESPONSIBILITY/

IMPLEMENTER



Sponsor Faculty staff undergoing local Ph.D programme to undergo research visits on their Ph.D research projects in renown foreign Universities

Increase significantly research expenditures by allocating 10% of total University recurrent expenditure to research activities

500 Million

105


S/N



RESPONSIBILITY/

IMPLEMENTER



Explore funding from donors (both local and foreign) and by networking and optimizing existing sources )

106


S/N



RESPONSIBILITY/

IMPLEMENTER



107

CHAPTER SIX

MONITORING AND EVALUATION

Monitoring and Evaluation involve developing key performance indicators (kpi) which are measures of inputs, processes,

outcomes and impact on projects/activities or strategies. The process indicators will involve the basic progress of

implementing activities outlines in strategy and will be designed to track inputs needed to achieve action. The outcome

indicators will measure units of programmes/projects/activities implementation, while the impact indicators measure the

impact of outcome. The indicators will be designed to track progress, demonstrate results and take corrective action to

improve service delivery.

The Works and Physical Planning in collaboration with the Academic Research and Planning Unit will develop sufficient key

performance indicators (kpi) in carrying out oversight functions toward the attainment of goals, objectives and strategies.

The Units will also submit periodic monitoring and evaluation reports to the Vice-Chancellor.

Date post:	30-May-2020
Category:	Documents
Upload:	others
View:	5 times
Download:	0 times

FORWARD PLAN REVISED..pdf1 FORWARD KWASU has grown in experience and achievement since the...

Documents