Nasiru Ado Yalo (CBMS)

n the average, 24 hours is a long time when events grind

Oslowly. So how about 12 months just strolling past, as if it wasn’t done yet? On a plane of rapid occurrences, we

have found that, in the passing of time, a full year presents a scorecard by which the new management can be assessed. So, Deputy Editor, Godwin Ayegba reels out the major highlights of what has changed with Kaduna Polytechnic, after Prof. Idris Muhammad Bugaje assumed office, October, last year.

One of the highlights of the items thrown up in the lead story is the rave making 2018-2023 Strategic Plan, conceived to retool the institution’s overall capacity for global competitiveness. Building on its initial launch, the Committee with the mandate has taken the leap further, in a recent roundtable forum where inputs were drawn from all relevant stakeholders to enrich the target deliverables. We bring to you, detailed report of the progress being made, in addition to the concept note of the entire strategic plan, contained in the Rector’s address, which we have fully published FOR THE RECORDS.

And if you must know, the Strategic Plan won a huge endorsement. The Chairman, Governing Council, Alh. Yusuf Hassan considers it as realistic, beyond being merely ambitious. He agrees, like many stakeholders that, the blueprint is pivotal to building the necessary momentum which will usher the expected conversion of the institution into a technical university. The exclusive encounter with the Council Chairman was as revealing, as it is interesting, unearthing vivid details which confirm the messy past the institution is gradually departing. Alh. Hassan shares a deep understanding of the issues, the misconceptions and the modus the new Rector has been deploying. With him lies a thrilling optimism, that Kaduna Polytechnic has crossed the moon, and is heading for Mars!

Over this new moon, will be the expectations of how adequate all stakeholders take ownership of the reforms and drive it to deepen its sustainability. There is already a hint of assurance that, academic departments are gradually scaling up their capacities to enhance the institution’s revenue generation drive, as one of those key enablers. One of the college directors has given this much of a hunch. In line with this, you will also read about the new face of KADPOLY CONSULT, following a gradual reorganization to boost its capacity.

As you flip through the pages, you will know more about our neighboring Kasuwar Barci market, if you never knew, including why you also should be an Enterprenuer. We have found a need to respond to some readers’ demand for mailed copies of KADPOLY CHRONICLE, so, you can have us deliver at your doorstep, if you wish. The coupon on page 24 makes it as easy. It is another added value to the November edition.

Have a pleasant reading.

Phone: 08030808181, 08054973143

Over the Moon…

There are two types of experts: academic experts and practical experts. One is not better than the other, but they are different, and each offers different value. Simon Sinek

SME Clinic

05

12 Months After

Steady Rise to New Frontiers

In this edition, Godwin Ayegba chronicles the last one year under the new management headed by Prof. Idris Muhammad Bugaje. He reports that, Kaduna Polytechnic may not have gotten to the level of optimum expectations yet, but with some degree of certainty, considerable progress is being made.

Clear Signals From Take OffOn Wednesday, October 4, 2017, Prof. Idris Muhammad Bugaje assumed duty in the Polytechnic as Rector, following the approval of his appointment by President Muhammadu Buhari. The Chairman of the institution’s Governing Council, Alh. Yusuf Hassan, while introducing Prof. Bugaje to the Executive Committee of the institution at the Council Chambers was quick to hint that, the appointee was offered the job strictly based on merit.Brief remarks from Prof. Bugaje, after being introduced to the EXCO of the Polytechnic, sent immediate signals that, the Chemical Engineering Professor was on a mission for a serious business in the Polytechnic. A man of few words, Prof. Bugaje took over the institution at a time believed by all stakeholders to be its most difficult in history, and at the onset of a shutdown of academic activities, due to the industrial action embarked upon then by the local chapter of the Academic Staff Union of Polytechnics (ASUP).Parley With StaffTo acquaint himself with the task of repositioning Kaduna Polytechnic following the strike by teachers and the enormous problems he had met on ground, Prof. Bugaje interacted with the academic staff of the institution, from where issues of mutual concern were deliberated. Few days after the interaction, the academic staff magnanimously suspended the strike, following the offer of six months’ grace for management to attend to the most pressing of their demands. Prof. Bugaje proceeded to interact with the non-academic staff union members and also embarked on a tour of the five campuses to get him acquainted with the problems, challenges and potentials of the institution.Set-up Policy And Transparency Unit (PTU)When Prof. Bugaje hinted the staff during interactions of his plan to set-up the Policy and Transparent Unit (PTU), it was yet unclear, what difference it would usher in a system where impunity has run unhindered

for long, without institutional checks. One year after, the PTU is now reckoned as one of the most potent instruments of the Rector, in his quest to sanitize and reposition the institution. Headed by Engr. Awwal Sani Anwar, the unit coordinates policy development and reviews all aspects of polytechnic governance, operations and services. It is also responsible for developing the new Kaduna Polytechnic transparency policy, procedures, local provisions and guidelines, as well as employing them to ensure total transparency in the governance system. Others are, developing strategies against fiscal and related leakages; supervising all Internally Generated Revenue (IGR) sources and advising the management on their viability and performance optimization. So far, the unit has been credited with the gradual sanitization of poor work ethics in relation to misconduct among staff members, for which some cases have attracted dismissal of persons indicted. Restoration of Work Ethics and ReorganisationProf. Bugaje took the saddle with vast experiences as a former Rector of Federal Polytechnic, Nasarawa and former Director General at NARICT, the foremost research institute at Zaria. His immediate task of reorganization prioritized the immediate reversal of the pervasive climate of low staff morale and poor standard of work ethics and indiscipline. Absenteeism, poor attendance to work and lectures, as well as truancy were the order of the past, in a growing tradition where a large number of officers simply put up appearances at their offices without productivity, and in which ‘sacred cows’ enjoyed official or group protection for negligence or other forms of misconduct. Overtime, abscondment, poor record keeping,

Prof Idris BugajeRector, Kaduna Polytechnic

cont’d on pg 07

MSME Clinic

Abdulrauf IBRAHIM

he ERGP is a medium term Teconomic plan designed to bring the Nigeria back to the path of

sustainable growth. It is an economic framework meant to stimulate the recessive Nigerian economy back to sustainable, accelerated development and to restore economic growth in the medium term (2017 – 2020). This medium term development plan was launched in 2016 af te r ident i f ica t ion of nega t ive socioeconomic indices in virtually all areas of the Nigerian economy. The plan is expected to pull out the economy from the recession and place her on sustainable growth path by 2020. The plan has three objectives and a set of specific targets in prioritized sectors like agriculture, to be achieved within the timeframe.Economic RecessionKeynes (1936) defined recession as the period an economy is characterized by low economic activities emanating from high level of unemployment, high level of inflation, low level of output hence low level of income over a relatively long period of time. Economic recession according to Neo-classical economists is a stage of business cycle associated with every economy in which the economy operates below equilibrium level as a result of low or downturn in economic activities over a period of time.The Vision of the ERGP The vision of the ERGP is one of sustained inclusive growth. There is an urgent need as a nation to drive a structural economic transformation with an emphasis on improving both public and private sector efficiency. This is aimed at increasing national productivity and achieving sustainable diversification of production, to significantly grow the economy and achieve maximum welfare for the citizens, beginning with food and energy security. This Plan is a pointer to the type of Nigeria that the people desire in the short to medium-term, and encourages the use of science, technology and innovation to drive growth. It also provides a blueprint for the type of foundation that needs to be laid for future generations, and focuses on building the capabilities of the Nigerian youth to be able to take the country into the future.Broad Objectives of the PlanThe ERGP is identified with three broad strategic objectives which will help achieve the vision of inclusive growth: (1) restoring growth, (2) investing in our people, and (3) building a globally competitive economy.Key Execution Priorities •Stabi l iz ing the macroeconomic environment

• Achieving agriculture and food security • Ensuring energy sufficiency (power and petroleum products) • Improving transportation infrastructure • Driving industrialization focusing on Small and Medium Scale Enterprises

Focus on PrioritiesThe ERGP lays out the strategies that the federal government deems necessary for implementation. The purpose of this plan is to rally federal, state and local governments, the private sector, donors and civil society to ensure these strategies are implemented. To achieve the objectives of the ERGP, the emphasis considers implementing critical activities that will enable the attainment of the key priority areas of stabilization of the macroeconomic environment, agriculture and food security, sufficiency in energy (power and petroleum products), transportation infrastructure and industrialization focusing on Small and Medium Scale Enterprises.Envisaged Risk Technically, a risk is a variable that could frustrate or enhance the efforts to create utility. In policy formulation, a risk is a potential that may either impact a policy objective or target negatively to assume unexpected structures, or positively towards expected goals. Risks are classified into downside risks and upside risks. While downside risk deals with the potential of a variable to cause deviation of policy from expected objectives,

upside risk is the capacity of a variable to enhance actualization of policy objectives. Summarily, downside risk explains a worst case scenario while upside risk explains a best case scenario (Prague, 2005). There exists some upside and downside risks which may receive little attention from the ERGP strategies. Among the downside risks is the potential of militancy to disrupt economic activities like food production in central Nigeria and oil production in the Niger Delta. The upsides risks may include improvement in the international price of oil and a more peaceful disposition of the restive ethnic nationalities in Nigeria.Conclusion The euphoria that welcomed the arrival of a well designed programme like ERGP would obviously be translated into despair if the upside and downside risks are not carefully identified and optimized. The structural changes advocated as solution to the quagmire of N i g e r i a n r e c e s s i o n a n d underdevelopment all hinge on whether the relevant risks are optimized. However, it is expected that both the legislative and executive arm of government should monitor and evaluate implementation of the plan. The executive arm of the government should form an ERGP Implementation Directorate under the Presidency. This Directorate should be a core civil service organ that ensures the implementation of ERGP, despite risks like electioneering campaigns (Richard N.K et at, 2018). Hence, by legalizing the ERGP, any public officer that neglects its implementation can therefore be made culpable.Abdulrauf Ibrahim is a staff of D e p a r t m e n t o f M e c h a n i c a l Engineering.

15

15

ERGP as Strategy for Recovery

There exists some upside and downside

risks which may receive little attention from the

ERGP strategies. Among the downside risks is the potential of militancy to

disrupt economic activities like food

production in central Nigeria and oil

production in the Niger Delta.

07

Lead Storydelay in the implementation of decisions, leaking of official information, sexual harassment or intimidation, victimization and rumour peddling had become gradually institutionalized. Within the period under review, some of these challenges were confronted frontally through the instrumentation of the PTU, in particular. The old order being gradually dismantled follows a series of staff sensitization and enlightenment campaign, which has remained largely sustained. A ‘new Sherrif in town’ has evolved the rethinking of ways and means, including redefining the institutional values of Kaduna Polytechnic.

Setting Up of CommitteesAs part of efforts aimed at tackling the problems of Kaduna Polytechnic headlong, Prof. Bugaje within the period dissolved previous management committees while reconstituting new ones to deal with specific issues. Some of these committees are:1. Evening/Weekend programmes Central Coordinating Committee2. Needs Assessment Committee 3. E v e n i n g p r o g r a m m e s F u n d Management Committee 4. Hostel allocation Committee 5. Housing Allocation and Management Committee 6. Board of Survey Committee7. Sanitation Committee 8. Farm Management Committee 9. Projects Monitoring Committee10. Staff Training and Development Committee11. Books/Publications Review Committee 12. Kiosk Allocation and Shopping Malls Development Committee13. M a n a g e m e n t S e n i o r S t a f f Appointments and Promotions Committee14. M a n a g e m e n t J u n i o r S t a f f Appointments and Promotions Committee

Among other notable changes being recorded from these reorganization efforts, is the industrial harmony being secured between the management and staff unions, and the significant leap in the internally generated revenue of the institution. In the overall, confidence and trust have been restored among all s t a k e h o l d e r s , f o l l o w i n g t h e entrenchment of transparency and drastic cut or total elimination of wastages in the institution’s management of resources.Academic Board Composit ion Reverted to Polytechnic Act (2004)Prior to the assumption of Prof. Bugaje into office, the composition of the Academic Board of the institution had not been consistent with the relative extant laws. Realising this, the new Rector immediately reversed the trend in compliance with the provisions of the Federal Polytechnic Act as amended.N e w P r o c u r e m e n t D i v i s i o n DirectorateThe Rector, upon assumption into office, es tab l i shed the Direc tora te of Procurement, and appointed Engr. Dr. Abubakar Salihu Ovajimoh as the

Director. This, among other reliefs has guaranteed significant improvement in cost and flexibility identified with the procurement process, particularly as it affects the critical bottom-line distribution of consumables.New Centre for Technology Development (CTD) Within the period under review, Prof. Idris Bugaje established the Centre of Technology Development (CTD). The center was set up with the main objective of rallying experts from the academia and investors from the private sector, towards encouraging technological solutions and services to the nation in particular and to the world in general. The centre is conceived to engage its core human and material resources to diversify the economy, generate wealth and rescue the population from debilitating indices of unemployment and poverty.N e w S t a n d i n g C o m m i t t e e O n Apprenticeship In Line With Nigerian Skills Qualifications Framework (NSQF)The Management of Kaduna Polytechnic within the period constituted a Standing Committee on Apprenticeship in a bid to actualize the mandate of the Nigerian Skills Qualifications Framework (NSQF) of the federal government.The Committee, which is headed by the Director, Academic Planning, Mal. Suleiman Umar, was mandated to develop a roadmap for apprenticeship Technical and Vocational Education Training (TVET) in Kaduna Polytechnic, within the approved Nigerian Skills Qualification Framework (NSQF); In addition, the committee is expected to implement competency based assessment and certification for Trade Test 3 & 2 (levels 1 & 2 ) and work out modalities for higher levels in conjunct ion with NBTE and other stakeholders, including other activities to put the institution as a front runner in Apprenticeship Education in Nigeria. NSQF is uniquely acknowledges as a system for the development, classification and recognition of skills, knowledge, understanding and competencies acquired by individuals irrespective of where and how the training or skill was acquired. The system provides a clear statement of what the learner must know or be able to do whether the learning took place in a classroom, on-the-job or less formally. The framework indicates the comparability of different qualifications and how one can progress from one level to another.FG and Other Stakeholders’ Intervention In keeping to his promise of restoring the lost glory of the Polytechnic, Prof. Bugaje produced a pictorial booklet compiling details of the current state of infrastructural dilapidation and decay in the institution. The booklet was sent to all relevant offices of the federal government as well as stakeholders with the capacity to attract intervention. This was aimed at remedying the poor teaching and learning environment in the institution. To this end, the Rector had contacted former Head of State, Gen. Abdulsalam Abubakar, an alumni

15. N H I S F u n d s M a n a g e m e n t Committee16. Standing Committee on Water Supply17. Budget and IGR Co-ordination Committee18. Admission Panel19. Examination Result Consideration Committee20. Academic Programmes Advisory Committee21. Certificate Verification Committee 22. E x a m i n a t i o n P e r f o r m a n c e Monitoring Committee23. Examination Malpractice Cases Monitoring Committee

A showcase of the institution’s innovative capacity

cont’d frm pg 05

cont’d on pg 16

FOR THE RECORDS

08

1.0. Introduction Kaduna Polytechnic is 62 years, since its establishment as Kaduna Technical Institute in 1956. It has in recent years faced myriad of challenges and even now, it is not yet Uhuru. This short presentation attempts to review our state of affairs and the direction, we need to steer the Polytechnic to have full realization of its raison d’être.According to the National Policy on Education (revised 1998), some of the objectives of Polytechnic education include the following: 1. Provide trained manpower in science, technology and commerce particularly at sub- professional levels; 2. Provide people ‘who can apply scientific knowledge to the improvement of environmental problems for the use and convenience of man; 3. Give an introduction to professional studies in engineering and other technologies; 4. Give training and impart the necessary skills leading to the production of craftsmen, technicians and skilled personnel who will ‘be enterprising ‘and self- reliant; and 5. Enable our young men and women have an intelligent understanding of the increasing complexity of technology. These objectives must also be seen within a broader scope of the Kaduna Polytechnic becoming a University of Technology in the nearest future. My recommendations for this development are summarized below. 2.0 Academic Excellence A report on repositioning academic standards was presented to the Academic Board in December 2017 and is being implemented at the moment. 2.1 New Programs In addition to that, there is need for new programs in the following areas: • Mechatronics Engineering • Industries are generally turning mechatronics, a combination of mechanical and microelectronics engineering and we need to key-in to provide the manpower. • Embedded technology, with its wide applications and which we started internship training recently, is an aspect of this branch of engineering. • Renewable Energy Engineering• The world is going green and energy being the ‘oxygen’ of technology, the trend is to go for renewable energy. Nigeria has invested a lot in the last 15 years in solar, wind and other renewable energy technologies and there is dearth of

Kaduna Polytechnic: Our Vision for the Future

Prof Idris BugajeRector, Kaduna Polytechnic

manpower to operate and manage these installations. • We already have a Renewable Energy Research Unit and formal training at ND and HND in this area will be the natural thing to institute. • School of Health Science and Technology • Health is the foundation of the wealth of any nation. The Polytechnic needs to key-in for the development of the middle level support services of the health sector. • Medical Lab Technology, Rural Health Workers Training, Nurse Tutor Training Program, etc are some of the options. • Already the Dept of Technical Education has started one of such programs with the support of the FMoH

• This new school is likely to come up on a new campus that is being sought from the Kaduna state government

2.2 Entrenching the Culture of Publications, Research & Development Research and publication are veritable avenues for academic growth of any tertiary educational institution. It is relevant to institutional purpose, since it pushes forward the frontiers of knowledge and skills. However, the current level and quality of research is low. Strategic Objectives To promote the conduct of more and higher quality research that will be of greater benefit to the local and national economy. To facilitate the publication of research efforts and findings

To sustain and enhance the capacity and competence of existing academic staff in conducting research To encourage academic staff go to industry for one year sabbatical leave and produce a ‘thesis’ on solving an industry problem 2.3 ICT Learning EnvironmentThere is minimal use of ICT & Internet for teaching and learning and even for administration in all the Departments in the Polytechnic at the moment. Results presentation at Academic Boards has always been one of ‘bulky papers dis t r ibut ion. Student Continuous Assessments have never been published ahead of exams. All these are to change with deployment of ICT in these areas. There shall also be enhanced connectivity with Wi-Fi services across the campuses. 2.4 Staff Development & Capacity Building This is an important area to enhance academic standards. 1. Number of staff with PhD degrees is limited, though increasing 3. Limited numbers of existing staff possess the capability to undertake higher quality research, publication and fabrication Strategic Objectives 1. It is imperative to secure improved competence of lecturers in imparting knowledge and skills to students 2. To improve on the academic qualifications of teaching and non-teaching staff3. To enhance the administrative capaci ty of Heads of Academic Departments and Units 2.5 Summary of Capital interventions: With the above mission/vision the following are the proposed new capital interventions in the coming 4 years: i. Depar tment o f Mecha t ron ics Engineering Buildings and Lab equipment ii. Department of Renewable Energy Engineering Buildings and Lab equipment iii. School of Health Technology Buildings and Lab equipment Mass Communication Studio and the ‘Spider Radio’ House iv. School of Basic and Remedial Studies Buildings and Lab equipment v. CTD Buildings and Lab/workshop equipment vi. Re-modeling and rehabilitation of staff Offices, laboratories workshops roads, drainage, etc. vii. New student Buses due to the multi-campus nature of the polytechnic 3.0 Catalising Technology Development And Industrialization

cont’d on pg 22

Kasuwar Barci: Awake and Roaring t is easy to assume everyone knows IKasuwar Barci, Tudun Wada, in the heart of Kaduna metropolis, and they

know why they love to patronise the market. Buyers can secure a good measure of grains there, as well as a fine piece of furniture, even a rug or mattress.That is not all. Shoppers love the fairly used clothes from Kasuwar Barci. Most will agree that, they stand the test of time, long after some so-called brand new ones have worn off. People from all walks of life, especially, students pour in there, as do even the well-off in the society- some coming in from as far as other parts of northern Nigeria and beyond. Kasuwar Barci has since become the hub of secondhand clothing in the region.The reality at the market appears to turn common knowledge on its head. Used fabrics at the market are, in many cases, costlier than the ones bought brand new. Why? Blame it on the popularity of the market and also on the durability of the items on offer.Kasuwar Barci, which means a market of sleeping traders, is well known within and outside Kaduna as a place where clothing material needs are met. You can buy textile material and have same sewn and designed by the market’s many tailors some of who are the best tailors and designers in the state. The market caters for both new and secondhand textile materials while also serving the needs of residents in the area of new and used rugs and carpets, used and new household furniture including beds, mattresses, cabinets and even electronic appliances. The market also serves foodstuff needs of the community, such as Irish potatoes, yams, guinea corn, maize, beans, rice in bags and other measures, including soup ingredients.Cooking utensils such as pots and plates, stoves, mortars and pestles, sieves of various sizes, pots, aluminum, iron and earthenware, food warmers, preservers, livestock like chicken, goats, sheep, dry fish, fresh and roasted bush meats. Jewelries and other ornaments, slippers, children and adult sandals, plastic materials and containers, buckets as well as school materials and books, bags of various makes and sizes and school uniforms, are also available in the daily market.The market is divided into sections, each having a sectional head, though there is an overall Chairman of all the traders. The sprawling market, in a mixed neighborhood of res idents and commercial workers, is linked by

Chawai, Dutsinma and Polytechnic roads.Said to have existed for more than four decades, it competes for volume of market share with Sheikh Mahmud Gummi Central Market, and also serves traders from Funtua, Zaria, Abuja and Katsina. The state government built over 2,000 shops, some in high rise buildings in the market, which boasts over 3,000 traders, artisans and other workers operating daily.It was gathered that when it was decided to reconstruct the Central Market, the then military administration of the North Central State under the leadership of

when he observed his fellow traders often dozed off.Kasuwar Barci came into being on May 8, 1973 when the market was moved from Central Market to Kasuwar Tudun Wada. Those early days presented challenges for Kasuwar Barci traders. Few customers stopped by their shops. Other markets were thriving, but in time, the table turned.When Kasuwar Dutse was making brisk business while traders in Kasuwar Barci had nothing to do other than sleep, the traders believed it was God’s will because they really could not fathom why the situation was so. But now, there is no

Military Governor, Brig Abba Kyari (rtd), evacuated the traders to other locations for the builders to do their work without hindrance. The government resettled the traders temporarily at two locations, namely the Police Barracks at Tudun Wada Polytechnic Road by Chawai Road and the then Tudun Wada Market which later became Kasuwar Barci. History has it that, Kasuwar Barci derived its name from the fact that in its early days, the market recorded such low patronage that traders often slept most of the time, only waking up for the early prayers. A trader from Kano known as Alhaji Jayawa gave the market its name

market in Kaduna which enjoys business patronage better than Kasuwar Barci, not even Sheikh Mahmud Gummi Central Market. Students of Kaduna Polytechnic, Kaduna State University, Ahmadu Bello University, Nuhu Bamalli Polytechnic and others from outside Kaduna enjoy patronizing Kasuwar Barci. One thing they like the market for is the quality of clothing materials they obtain there. Some of the students Kadpoly Chronicle came across at the market said, unlike before; traders in the textile market have realized that students and the elite have come to preper their products, so they

Cont’d on page 20

A seen from Kasuwar Barci market

News Compiled & Edited by Godwin Ayegba

06

igawa State government is Jse t t o r enova te t he department of Estate

Management, following the bill of quantity of about 77.7 million naira sent by the management of the institution. The Rector, Prof. Idris Bugaje upon assumption of office had quan t i f i ed the s ta te o f dilapidation of infrastructure in the polytechnic and had approached relevant agencies and individuals for support and assistance. Worried by the level of decay in the presentation, an Alumnus of the polytechnic and former Head of State, Gen. A b d u l s a l a m A b u b a k a r , appealed on behalf of the polytechnic to all the northern state governors for support. Consequently, the Jigawa State Governor, His Excellency, Alh.

Jigawa State Govt To Renovate Estate DeptMuhammed Badaru Abubakar has taken the lead in response to the letter by mobilizing a contractor from the state to i n s p e c t t h e a r e a s o f intervention.T h e D e p u t y R e c t o r Administration, Tpl. Ahmad Garba, Ag. Director CES, Mal. Ibrahim Bello Bashir and the H e a d o f D e p a r t m e n t , Babatunde Salawu took the contractor round to assess the areas of intervention, which inc lude , renovat ion and rehabilitation of all buildings in the depar tment such as classrooms, studios, staff o f f i c e s a n d p u b l i c conveniences. The contractor, satisfied with what he saw, promised to revert back to the governor for prompt action. Gov. Badaru Abubakar

Governor,Jigawa State

M a r k i n g . H e t h e r e f o r e solicited for the cooperation and full commitment of all stakeholders in seeing to its realization.The Guest Speaker and Rector, Federal Polytechnic Idah, Dr. Baba David Danjuma who s p o k e o n ‘ I n d u s t r i a l E q u i p m e n t P r o d u c t i o n : S t ra tegies for Secur ing P a r t n e r s h i p ’ a d v i s e d polytechnics to explore the means of harnessing their individual areas of strength for fruitful collaborations that would benefit the entire nation based on the concepts of minimum cost-maximum benefits. Some of the areas suggested by Dr. Danjuma which require urgent attention includes, renewable energy; A g r i c u l t u r a l t o o l s a n d equipments; entrepreneurial machines; flood control kits and waste disposal tools.In a goodwill message, the Executive Secretary, National Board for Technical Education (NBTE), Dr. Mas’udu Adamu Kazaure, commended the

Rector for taking steps to implement the directive of the federal government for tertiary institutions to evolve proper strategic plans. The E.S NBTE, who was represented by Mr. Ekpeyong E. E, stated that, lack of strategic plans accounted for many abandoned projects, p o o r l y p l a n n e d s t u d y environment, mounting of p rogrammes wi th l i t t l e relevance to the institution’s mandate and shortage of critical infrastructure even as other non-critical ones are being undertaken. He further stressed that, there is no better time to produce strategic plan than now, especially with the current federal government emphasis on prudent and efficient management of public resources, which does not give room for uncoordinated disbursement of physical and financial resources. Chief Medical Director, Barau Dikko Teaching Hospital, Prof. A . Musa Tabar i , Vice - Chancellor Kaduna State U n i v e r s i t y ( K A S U ) , represented by his Deputy,

Prof. A. M. Ashafa and the Commissioner of Police, Kaduna State Command represented by ACP Abdullaziz Sani, in their separate goodwill m e s s a g e s , p l e d g e d t o c o l l a b o r a t e w i t h t h e polytechnic towards realizing its strategic objectives.It would be recalled that, the first Round Table workshop was in September, with input from members of the Executive Committee, the Academic Board, Deans and officials of the staff unions. The second roundtable discussion involved some selected pr incipal officials of the polytechnic, Deputy Registrars, Chief A c c o u n t a n t a n d o t h e r stakeholders within and outside the institution. The Managing Director Paceset Associates, Kaduna Liasu Braimah was coopted to the committee by virtue of his versatility and experience in the field of strategic planning.Q u e s t i o n n a i r e s w e r e administered as source of g a t h e r i n g i n p u t s f r o m

par t ic ipan ts who were grouped for final collation of their responses by the commit tee , for fur ther necessary action. I t is expected that, with the successful completion of the second roundtable discussion, the next focus of the Strategic Planning committee will be to produce a draft copy of the strategic plan and organise a critique workshop for final input from stakeholders.

...5-Year KADPOLY Strategic Plan in Top Gearcont’d from pg 4

he Rector, Prof. Idris TMuhammad Bugaje, has sourced and

secured the sum of N720, 000, 000.00 Ecological Fund intervention geared towards solving the institution’s ecological problems. The money is largely to be expended on the Tudun-Wada main campus and College of Environmental Studies (CES), Barnawa. It will be deployed in solving the problems of gullied water ways, collapsed drainages, tattered roads, pits and others. A team of experts have already commenced a s s e s s m e n t o f t h e intervention areas identified. The intervention is the first of its kind in the history of the polytechnic.

KADPOLY Secures N720m Ecological

Fund Interventions

News Compiled & Edited by Godwin Ayegba

he desire of the Prof. Idris Muhammad TBugaje-led management of the institution to develop a five-year

(2018-2023) Strategic Plan for the polytechnic intensified as opinions of some other critical stakeholders within and outside the polytechnic were sought in a second round-table discussion held at the Banquet Hall, Hospitality department, recently.The Chairman of the Strategic Planning Committee, Tpl. Lawal Muhammad Jibrin said the objective of the session is to carry stakeholders along in the development of the Strategic Plan. He stated that, the idea of producing a five-year Strategic Plan for the

5-Year KADPOLY Strategic Plan in top gearinstitution was muted by the current Rector who discovered that the polytechnic has been lacking in clear policy priorities, leading to prolonged inertia. According to him, this trend, if left un-checked will not only leave the staff confused about the purpose and performance expectations of their jobs, but will also make it difficult for the institution to achieve the lofty ideals contained in its vision and mission statements. The Rector, Prof I. M. Bugaje in an address titled, “Our Vision for the Future’ read by the Deputy Rector Academic, Dr. Rosemary Kato, reviewed the state of affairs of the institution and the direction the management intends to steer the polytechnic to the full realization of its vision and mission. The areas of focus, according to Prof. Bugaje includes, academic excellence & introduction of new programmes; entrenching the culture of publications, Research & D e v e l o p m e n t ; I C T L e a r n i n g environment; Staff Development & C a p a c i t y B u i l d i n g ; C a p i t a l Interventions; Catalyzing Technology Development & Industrialization; a Green Campus; Enhancing Staff & Students’ Welfare; Transparency & Zero Tolerance for Corruption as well as International Collaboration and Bench Guest Speaker and Rector Federal Poly Idah, Dr. Baba

David Danjuma delivering his address at the strategic planning roundtable discussion

he Rector, Kaduna TPolytechnic, Prof. Idr is Muhammad

Bugaje has provided feeding ass i s tance to res ident students who were stranded as a result of the recent violent eruptions in Kaduna. One of the students, Tanimu Usman , t o ld Kadpo ly Chronicle, that the gesture was rare and unexpected, as the shutdown imposed by the curfew created difficulty for students who could not leave the school earlier.

r Kabir Abdullahi Dhas been appointed as the new Rector

o f N u h u B a m a l l i Polytrechnic, Zaria. The recent appointment takes immediate effect. Before his appointment, Dr. Abdullahi was the Director, College of Engineering. He has handed over to Mal. Muhammad Ali, who was until recently a Dean in the College.

COE DIRECTOR appointed RECTOR

at NUBAM Poly

Rector Provides Meals for Stranded

Students

Dr. Kabiru Abdullahi

04

ll the institution’s academic Adepartments and their respective colleges will begin to scale up

their capacities for enhancing the internally generated revenue (IGR) of Kaduna Polytechnic. This assurance was secured from the Director of College of Science and Technology, (CST) Dr. A.O. Lawal when the editorial team of Kadpoly Chronicle paid him a courtesy visit in his office, recently. The Director disclosed that, already

Colleges to Start Generating IGR – Dr. A.O. Lawalseveral departments under his college have taken up the challenge to develop innovative approaches to revenue generation. While welcoming and commending the team, Dr. Lawal noted that, the vision of the magazine is a shared one among all stakeholders of the institution, and assured that, his college will be readily available to cooperate and contribute in whatever form, to the success of the magazine. Dr. A. O. Lawal lamented that, so many

developments, innovations and events pass unnoticed or unreported. In his words, “we have to blow our trumpet ourselves; through this magazine, all our activities will be effectively covered and announced to the public”. He furthered suggested that, the magazine should feature ground breaking exploits of academic staff of the institution, particularly in the areas of research and publications, as a lot of progress is being made, most of which are unknown. He sought the collaboration of staff of the institution to move the school forward.

he Estate Management Students TAssociation held its week which culminated in the Alumni Reunion,

recently. The occasion was graced by past students of the Department among whom was Pastor Stephen Jagun who graduated in 1993; awarded scholarship to five indigent students; Tachio Vincent Isaac, Veronica Pundet Nianket, Suleiman Sadik, Silas Alaryo Dogara and Khadeejah Abdulwahab.This was a departure from the norm where scholarships are reserved for best students. Pastor Jagun stated that this was his own way of giving back to the system and encouraging students from poor

Reunion: Estate Mgt. Students get Scholarship

background.A staff of the Department, Mallam Hameed Suleiman also awarded scholarship to the best student in HND 1 and ND 1.The scholarships cover tuition fee. Chief Ishaya Idi, a former Commissioner in Kaduna state, stated that, award for best graduating students will be revived in the department.In his response, the Head of Department, ESV. Babatunde M. Salawu, appreciated their gesture and noted that, this was the first of its kind in the department, urging the students to make judicious use of the opportunity offered them.

By: Fatima ABUBAKAR

By: Patricia SAWYERR

A delegation of Kaduna Polytechnic to the recent KADFEST 2018 led by HOD, Department of Fashion Design and Clothing Technology Dr. S.D. Barnabas

Director, CST, Dr. A.O. Lawal

he Director General of NASENI, Prof TMohammed Sani Haruna has observed that, the Nigerian economy has continued

to be import dependent, commodity based and in frequent recession whenever there is a crash in the process of raw materials. He made this remark during the recent occasion of the 20th Engineering Conference of the College of Engineering, (COE), in Kaduna Polytechnic.Prof. Haruna, who was a keynote speaker, in his paper titled “The Role of Engineering Technology in Nigeria’s Economic Recovery and Growth Plan”, noted that, the Nigerian economy is dependent on International market forces and conspiracies, adding that, engineering, science, technology and innovation have been denied due priority in Nigeria’s Economic Recovery and Growth Plan (ERGP). He further lamented that, any success expected to be achieved will naturally be short-lived and unsustainable, while stressing that, the Nigerian economy can only recover and remain recession-free if a state of emergency is declared on engineering, science, technology and innovation to lead the country away from commodity to a knowledge based economy.

Nigeria has Failed to Prioritize Innovation

- DG, NASENIAbdulrauf IBRAHIM

09

amatu was born on the 29th of October 1966 to the family Rof Alhaji Alhassan Sangei and Zainaba Dada Gugu, a Fulbe nomadic family that settled in Riyom under the

then Barikin Ladi local government area of Plateau-Benue state, Nigeria.Engr. Dr. Ramatu Aliyu Abarshi began her primary education very late at the age of ten in the year 1976, at Riyom Local School Board (LSB). This was without the initial approval of her parents, although she later earned the support of her mother. Despite facing challenges, Ramatu thrived in school, where she only had to spend four years in primary school rather than the regular six years. She then proceeded to Plato College, Sharam, in Pankshin local government area in Plateau state for her secondary education. While at junior class (form two), at the Plato College, she was appointed a Prefect and given the position of Police Constable, whose responsibility was to ensure that law and order was maintained by all female students in the school. She rose through the ranks in the school and severally became the Assistant Sanitary Prefect, Sanitary Prefect, Assistant Head girl, and finally the Head girl of the school, the position she maintained until she graduated in 1985.Education/ExperienceRamatu was offered admission to undergo a National Diploma Programme in the Department of Electrical Engineering, at the Plateau State Polytechnic, in 1985. While in Plateau State Polytechnic, she took the four month Student Industrial Work Experience Scheme (SIWES) at the National Television Authority (NTA), Jos, where she gained work experience under an Engineering Crew in the maintenance department, Transmitter Section, Recording room and the Outside Broadcast Van (OBVan). She graduated in July, 1988. Two months later, September 1988, she was employed at the Plateau Radio-Television Corporation(PRTVC) Jos, as an Assistant Technical officer in charge of Studio.In 1990, Mrs Abarshi gained admission at the Kaduna Polytechnic to undergo a Higher National Diploma in Electronics and Telecommunication option of the Electrical Engineering department. Having combined multiple roles as wife, mother, and Engineering student, she confronted all odds to graduate with a CGPA of 3.15 in 1992, and proceeded to serve the one year National Youth Service Corps (NYSC) where she served with the Mamuda Garba Communication (MG Communication), Kaduna, between October 1992 and September 1993.On completion of youth service, she gained a permanent appointment with Kaduna Polytechnic in the Department of Electrical Engineering as Higher Instructor in the September 1993.In 1996 Mrs Abarshi was promoted to the rank of Senior Instructor and in 1999, she gained admission to undergo a professional Higher National post (post-HND) in Electronics and Telecommunication option in the institution. She graduate in 2001, and in 2003, she was promoted to the rank of Principal Instructor II and then converted to lecturer cadre on a parallel rail. Engr. Ramatu Abarshi gained admission at the Bayero University Kano in 2002 to undergo a Master of Engineering degree (Electrical) and graduated in 2007. She was elected College Representative to the Kaduna Polytechnic Academic Board in 2004 where she served until 2006 .She was a pioneer staff member when the Computer Engineering department was established in 2005. Prior to that, Ramatu served as an Assistant Examination officer II in the department of Electrical and

Electronics Engineering.In the newly established Computer Engineering Department, she was Assistant Examination officer I .In 2006, Ramatu was appointed to serve as a co-Faculty Advisor to the students’ club, Students in Free Enterprise (SIFE). During her tenure in the committee, the club participated in regional and national annual competitions, including representing Nigeria for three consecutive years, taking third position out of 180 institutions that participated worldwide. In 2008, Ramatu was appointed and became pioneer Examination Officer at the Centre for Technology Entrepreneurship Education and Development (CTEED) where she supervised coordination of the entrepreneurship education courses in Kaduna Polytechnic.Following the Kaduna Polytechnic –Jomo Kenyatta University of Agricture and Technology (JKUAT) collaboration, she enrolled for a Masters Degree programme in Entrepreneurship on self-sponsorship, graduating in 2011. In 2012, she enrolled for a PhD in the same bias and graduated in 2018. Milestones and Community serviceDr. Abarshi is a Fellow of the Nigerian Society of Engineers, (NSE) a COREN registered Engineer, co-author of the book titled: Practical Approach to Digital Electronics. She has travelled far and wide with local, national, and international conferences and journals to her credit. Ramatu is currently a Chief Lecturer, presently teaching Engineering and Entrepreneurship courses in the department of Electrical and Electronics Engineering. She is a mother and a grandmother.Ramatu is an active member of numerous professional associations such as Nigerian Institution of Electrical and Electronics Engineers (NIEEE), Nigerian Society of Engineers (NSE), and Association of Professional Women Engineers of Nigeria (APWEN). She has served in various committees at branch and national levels. She is a former Chairman of the Nigerian Institution of Electrical and Electronics Engineers, Kaduna Chapter; Vice Chairman, Professional Development and Treasurer, NIEEE Kaduna. She is currently an Electoral Committee member of the Kaduna NSE branch.Besides professional associations, Mrs. Abarshi is a member, Board of Trustees of a tribal association known as Mobgal Fulbe Development Association (MOFDA), a steering committee member of Fulbe Global and Rights Initiative (FGRI), and a member of The Mutuals of Plateau.

Engr. Dr. Ramatu Aliyu Abarshi FNSE

adpoly Consult is an offshoot of KK a d u n a P o l y t e c h n i c Consultancy Service Unit

established with the aim of providing wide range of service to industry and commerce which include general advice, consultancy and staff training and development.It is a multi-disciplinary professional consultancy outfit registered with the Corporate Affairs Commission (CAC) and affiliated with all relevant

The Renewed Face of Kadpoly Consult

professional bodies in it areas of operations. The services of the Consult are:1. Consultancy services 2. Technical and relevant services 3. Construction and renovation 4. Specialized and general training 5. General contract and supplies

Kadpoly Consult has a vision of becoming a top class company dedicated to delivery of high quality services and products, particularly, the provision of a competitive service and products to customers in its core service compact. In an interview with Kadpoly Chronicle, The Managing Director of Kadpoly Consult, Dr Nasir Bello Wailare

expressed h i s g ra t i tude to the management and members of Kaduna Polytechnic community for their support and collaboration towards achieving the aims of the company. He explained that some of the achievements of the company in recent times include payment of debts and salaries of the company's staff accumulated before the coming of the new management, stabilization of salary payment, offset of some liabilities, and remittance of monies generated by the

company to Kaduna Polytechnic on quarterly basis among others. He encouraged all departments in Kaduna Polytechnic to come up with ideas of generating revenues to improve the IGR of the institution and assured them of partnership in handling the services the departments can provide. The resources personnel for the company inc lude l ec tu re r s , t echno log i s t , technicians, and instructors drawn from various academics departments within

Kaduna Polytechnic. They are well trained and highly experienced men and women of proven acumen in their respective discipline, including membership of respective professional bodies. Kadpoly Consult has core values of quality, efficiency, team work and customer care, and the company is inviting clients from within and outside the polytechnic community to explore areas of collaboration in developing business models and possible partnership in the provision of quality and competitive services.

Compiled by: Abdulrauf IBRAHIM

Kadpoly Consult has a vision of becoming a top class company dedicated

to delivery of high quality services and products,

particularly, the provision of a competitive service

and products to customers in its core service

compact.

22

The new Centre for Technology Development (D) is designed to fill a missing gap in industrialization, between theory and practice, between research and Innovation, between academics and the entrepreneurs, to turn our researches into market or marketable commodities. Pilot plants of all major agro-allied and solid minerals processing technologies shall be instituted and this will allow scale up for interested private investors. Panteka shall be upgraded and integrated into the process not only as a corporate social responsibility that has remained unfulfilled in the last 60 years, but most importantly to create a fabrication technology hub that will become the pride of not only Nigeria but Africa. It shall become a major IGR source and may become a Limited Liability Company in the near future.4.0 A Green Campus My Vision of Kaduna Polytechnic is that of a green campus, a serene ICT driven environment for teaching arid learning, real izable i f we invest in the rehabil i tat ion of Infrastructure, sensitization of the community on the care for the environment and a commitment to maintain its serenity. We are additionally working on new student accommodation on the basis of SOT with the private sector, some of

them with foreign funding. The new hostels shall be solar-powered to ensure 24 hours power supply, with Wi-fi services for its occupants. Similar arrangement for renovation of staff housing is being considered 5.0 Enhancing Staff & Students Welfare Staff and students who are satisfied with their welfare are usually focused on achieving quality teaching and learning. There are huge gaps in this area which must be addressed as funding improves. These shall cover improvements in hostel and housing infrastructure, medical facilities, transportation facilities, canteen/cafeteria services, recreational & sporting facilities, etc. Strategic Objectives 1. To provide facilities and programs that enhances the welfare of staff and students; 2. To motivate staff and students to give in their best to meet the purpose of establishing the Polytechnic; 3. To provide improved facilities through the Public Private-Partnership strategy in hostels and staff housing 6.0 Transparency And Zero Tolerance For Corruption Financial and academic transparency shall be entrenched as means of enhancing efficiency in the system. The Policy and Transparency Unit (PTU) under the

Rectory was established for that purpose. It has so far instituted a number of system reforms which include: 1. Financial software that allows stakeholders monitor cash flow in the system. This shall be extended to Colleges as responsibilities are devolved down from the Centre. 2. Whistle Blowing Policy shall be sustained and student Whistle Blowers to be protected and rewarded especially with respect to stopping extortion of students and sexual harassment. 7.0 International Collaboration And Bench Marking The University of Technology, Johor Baru, Malaysia (UTM) has already consulted us and we are In the process of signing an MoU on training, research and development. This collaboration shall also be used as a bench marking mechanism because UTM is one of the top ASEAN Universities.8.0 Finally The entire plans are realizable in the four years of 2018-2022, if we have the full commitment of all stakeholders who should own all the above, the vision, the driver and passengers being on the same page. This is especially so with Kaduna Polytechnic in the process of being transformed to a Universi ty of Technology during this period.

someone, somewhere, and some other persons play their parts for you, elsewhere. We will not like routine eruptions that will keep our children out of learning. Equally, parents of these children from Benue, Katsina, Kano, Ibadan or Enugu have entrusted their wards in us and believe that Kaduna Polytechnic is the right place for their children to be. And then sadly they find that, there is instability on a sustained basis because teachers’ needs are not all met. So, we are doing our best. Prof. Bugaje has introduced a very open and transparent system, where even the unions can find out how much we have. We don’t hide a kobo, we don’t need a kobo. And like I said earlier, the Council comprises of persons who will not touch your money or allow anyone else to. What is due for us as Council is the only thing we earn, as it is applicable to all other polytechnics like ours.So, I am calling on the entire Kaduna Polytechnic community to please bear with the new management. We the Council will provide them with all the support they need. We don’t interfere too much as it was being done in the past, but we shall always ensure and insist that the right thing is done in the interest of all.Kaduna Chronicle: Thank you sir.

“I met an acting Rector who had been the Deputy

Rector at the time. Vacancy had been declared

and advertisement had already been placed for a new Rector, so we were

just buying time, knowing well enough that, the

impunity will end in no time. We knew it was absolutely necessary to bring radical changes, if

Kaduna Polytechnic should return to her

position as number one in the country.

Cont’d from pg 17

Alh. Yusuf Hassan

cont’d frm pg 08

20

KADPOLY COMMUNITIES

have hiked the prices.A student of Kaduna Polytechnic said, “I don’t have any regret patronizing the secondhand clothing market because this is where you get the desired quality. You see this belt I’m wearing, I bought it here about five years ago and I have about four of them, but if you buy the so-called new belt, be rest assured that you will change it in less than one year. But, my disappointment is that unlike before, clothes have become expensive here. A pair of shoes that we used to buy for, say, between N1, 000 and N1, 200, they tell you now goes for between N3, 500 and N4, 000. Because they know students and even the elite now patronize them. But, one thing you cannot still take away from them is quality. I hardly buy shirts and trousers here, except I get a very unique one, but for my shoes, caps, belts and sport dresses, I can’t miss Kasuwar Barci. I also patronize this market for all my beddings and blankets, because you get the best of them here rather than at Central Market.”A secondhand clothes dealer who preferred anonymity, said, “Our products are now expensive because the government said it is contraband and so it has become more difficult and expensive to bring into to the country”. The market is not without its challenges. Traders said they lack potable water and that their environment is dirty. That is not all. They also complained of insecurity at Kasuwar Barci.Major dealers at the Kasuwar Barci market have now constituted themselves into cooperative societies to make their bulk purchases of wares from Cotonou in Benin Republic, Togo and other West African countries much easier. Inspite of the prohibition of imported second hand (used) goods, some of the traders who spoke on condition of anonymity disclosed that, they bring in the secondhand goods in containers from Europe, but one word rather than route them through Nigerian ports, the importers find it more convenient doing business with port operators in countries like Benin Republic and Niger, from where the dealers in Kasuwar Barci bring them into Nigeria.There are various layers of dealership, according to the financial capacity of the individual dealer. There are those who can afford trailer-loads, while others shop only half a truck with just a few bales for the average traders.Business of secondhand clothing at Kasuwar Barci is no longer what it used to be where rough-looking clothes were sold. Now, instead of selling goods directly unbundled from bales rough and

squeezed, the traders undertake the effort of straightening them out and ironing them. The wares are then orderly displayed in shops, many of them looking as good as new. Shoes are well-polished, while bags are thoroughly washed and treated to give them more value.Having been ‘awakened’ from its slumber since opening its doors to the public in

1973, Kasuwar Barci has over time become famous as it has seen numerous customers from within and outside the state come to purchase goods. Traders have continued to enhoy enormous patronage that even the ‘rich’ in the society now take time to visit the market and also make purchases.

Cont’d from pg 19

11

CHRONICLE ENCOUNTER

Kadpoly Chronicle: Sir, the Kaduna Polytechnic you met on assumption into office as Chairman, Governing Council, has a history of prolonged challenges and problems. How would you describe the state of affairs when you came on board, and what has changed, after?Chairman: We were appointed in May 2017. Before then, I should say I had nothing to do directly with the institution, but I have always had a reason to identify with the school, as someone whose classmates attended Kaduna Polytechnic, early in the 70s. Overtime, the school has earned a strong reputation, producing senior and middle-level manpower and has become recognized as a landmark technical institution in the Northern region. So, when we came, I expected to find an organized system where things work, and in which an existing tradition of excellence may have brought her into a first class status. Unfortunately, I did not meet such. On my first day of resumption as the Chairman of the Governing Council, I met Kaduna Polytechnic on strike. So, my first assignment was to find a means of calling back lecturers who had downed tools to return to work. I was lucky; we had discussions for one day, and then the following day the school was reopened. I considered that alone as a great achievement for me and my Council members because, the institution is what it is, only if learning is taking place. By the time we interacted with the unions and listened to the grievances which triggered the strike, we discovered so many things

Chairman of the Council; nobody felt it was legal or right for me to be informed of the financial status of Kaduna Polytechnic.Kadpoly Chronicle: Why was that, sir?Chairman: Two things may come to mind. Maybe things were not done right and those involved thought we will not draw the line and we could possibly consider other options like initiating investigation or forensic auditing. So, some people thought it safer for us to ride on without knowing the account details. But one would wonder if we didn’t ask for the details on our own. Well, we did, but anytime we asked during that period, we were told it was being prepared by the Bursar, so we had to wait.Kadpoly Chronicle: For clarity sir, was this period before the appointment of the current Rector?Chairman: Yes, it was before the new Rector. I met an acting Rector who had been the Deputy Rector at the time. Vacancy had been declared and advertisement had already been placed for a new Rector, so we were just buying time, knowing well enough that, the impunity will end in no time. We knew it was absolutely necessary to bring radical changes, if Kaduna Polytechnic should return to her position as number one in the country. Although, Yabatech is older than Kaduna Polytechnic, we enjoyed more recognition than Yabatech in the past. How do we go back there? We needed to find people

were going on wrongly. We started by fixing some of them immediately; but you must understand we are not management; we are council. We are not directly involved in the day to day affairs of the institution, and we only fix problems within the limits of the stipulations of the law and our mandate as Council. We vigorously pursued industrial harmony and p rov ided use fu l sugges t ions to management on measures to keep the system running. We were lucky some were implemented. When we came, we had no idea what the polytechnic had in terms of resources. For instance, I didn’t know whether the polytechnic had a thousand bank accounts or one account; even though I am more or less the custodian, as the

with the courage to face the issues, someone with the focus, understanding and experience to run an institution as large as Kaduna Polytechnic.Kadpoly Chronicle: Have you seen these in Prof. Idris Bugaje so far?Chairman: Before I answer yes or no, I will tell you that, when I came, we set up a committee to search for capable persons who may not have applied for the job. Luckily for us, that search team got in touch with Prof. Bugaje to ascertain his interest. The initial response the team got from him was an outright “no”, until the will of God prevailed eventually. We interviewed 25 interested candidates for the post of Rector of Kaduna Polytechnic last June.

In all, Prof. Idris Bugaje was the last candidate, specifically number 25 on the list. You see, God does everything wonderfully. When he came into the interview, most of us were already tired because we had a prolonged session interviewing the others, earlier. He brought life back into the interview panel with bright ideas. We could all see that, he had vision, he had the experience, and being a Rector at Federal Polytechnic, Nasarawa before, he showed some sense of mission necessary to rescue his former school where he was once a lecturer. We were interested and impressed. The panel came alive from his responses to the many questions thrown to him. I must admit this- Kaduna Polytechnic has one of the best Governing Council in the federation. Every member is distinguished in

In this exclusive encounter with KADPOLY CHRONICLE, the Chairman, Governing Council of the institution, Alh. Yusuf Hassan shares his impression about the management under Prof. Idris Muhammad Bugaje, particularly within the mix of daunting challenges the Council and management met on assumption and the high expectations regarding changes and outcomes, after one year. He believes among other things, that, there is a break from the messy past, and the proposed Strategic Plan is a viable blueprint to launch the institution back to its enviable spot. Excerpts:

Alh. Yusuf Hassan

‘KADPOLY has Broken ‘KADPOLY has Broken from its Messy Past’from its Messy Past’

‘KADPOLY has Broken from its Messy Past’

cont’d on pg 14

14

CHRONICLE ENCOUNTER

cont’d from pg 11their chosen careers or backgrounds. More importantly, it is made up of persons who are vastly experienced with proven acumen, and with a high level of integrity. So, all of us took him up, asking questions relevant to the new challenges that may confront an incoming management. He was super. So, by the time he left and we all went through our record, Prof. Bugaje topped the rest, emerging number one. The verdict affirmed our precise initial assessment that, if we can get a candidate with such combined attributes on board, the person will bring positive changes to bear on Kaduna Polytechnic. Kadpoly Chronicle: One year after, would you say you are very satisfied?Chairman: Absolutely. Prof. Bugaje has a very high IQ and most people with such level of intelligence want things done with urgency and speed. So, I can understand why some people will think that, he is too fast for them and he has to apply a little break; because when you meet a system that has been in comatose, when you want to start, you may not run at 100 miles per hour. You may need to go gradually till the whole system begins to pick up. While on the pace, if you want to lubricate certain areas, you can pause, assess and go on. So, we understand that, he had some resistance when he newly arrived, so, we in the council understood this, and we had to appeal for his understanding about the reality that, this is a system which has not been going on well. So, for us to bring it back to efficiency, we may have to take on some parts of the process slowly. And it is normal with people of high IQ to want things to run speedily. But some people who should follow may not follow because, they might think you are a dictator, you do not listen, or you don’t take to counsel. Gradually, confidence can be built and sustained when they see through your mission. And that was what Prof. Idris Bugaje did. He slowed down a bit. People gradually began to understand that, he is not here to wreck the polytechnic or sustain the mess, like it was done before. Kadpoly Chronicle: Looking back at the

mess, are we burying them all, to just move on, because people will ask why nobody is doing anything about it. Chairman: No, no, no. We never asked the current Rector to draw a line and forget the past. This is an institution. We are teaching young men and women that we hope to assume leadership in Nigeria. You cannot tell them that, any illegality should be ignored. So, we have initiated a process of forensic auditing in some cases. For example, the school clinic was receiving a million naira every month from the school’s treasury, but unfortunately it was a draining pipe, since, no single kobo was being generated from it. So, when Prof.

Bugaje requested Council’s approval to remedy the mess, we gave the nod. Now we are running on N200, 000 monthly costs as against the past when it was one million naira, and we are generating about two million naira for the institution every month, and we didn’t change anything, except to review the system and replace some staff with a new mandate to guide them. Kadpoly Chronicle: Sir, the five-year strategic implementation plan has been the focus of attention lately. Has it received your attention, and what is your opinion about it? Chairman: Very well. During the last committee meeting, it was on the table and we were highly impressed. We are particularly impressed about the vision and the participatory nature of the input for the plan. It shows the actual promise of rebirth which we have expected all along from the new management. Kadpoly Chronicle: Some people may consider the strategic plan as highly ambitious. How realistic do you think the plan can be, against the backdrop of the prospects to convert the institution into a technical university?Chairman: It may appear ambitious, but look at the size of Kaduna Polytechnic. Kaduna Polytechnic at the moment is about five times the size of many of the new universities in Nigeria, public or privately owned. So what is ambitious here? We have more than 120 academic staff with PhDs. You can’t even count the number of people with Masters Degrees. We have everything that is required to implement the strategic plan and build up the momentum for the gradual conversion into university. It can only be ambitious if we do not have the manpower. We are now gradually working on improving the internally generated revenue base. When somebody intends to go to the moon, in the beginning, you may think it is not possible to go there. But now, for Kaduna Polytechnic, we have passed the moon and already heading for Mars. So, I am sure that, with the current management, with the zeal and cooperation the Rector is getting from the remaining members and staff, the sky is the limit for Kaduna Polytechnic.Kadpoly Chronicle: Sir, if we look at it

We will not like routine

eruptions that will keep our

children out of learning.

“

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Alh. Yusuf Hassan

cont’d on pg 17

CHRONICLE ENCOUNTER

17

closely, most of the brilliant ideas being c o n s i d e r e d i n t h e s t r a t e g i c implementation plan cannot be driven by the IGR, wholesome. There is usually a quick reference to the IGR, that, if we scale up the IGR capacity, it would help in funding ideas. But you will agree that, it cannot be enough. Is the council exploring other initiatives including goodwill to attract funding to the institution?Chairman: Yes, we are. We have written letters requesting for intervention. We wrote to Dangote foundation, BUA foundation and several others. We have also put up a good cause with TETFUND. You will be surprised that, normally, TETFUND does not consider institutions to fix buildings or do repair works, but with the recent allocation we got, we went with the Rector to appeal particularly regarding staff offices, most of which are in deplorable conditions, so that we could utilize part of the funds to fix these needs. We were given the approval. Very soon, we will experience a facelift of most of the staff offices in Kaduna Polytechnic. In addition, the chairman of the institution’s alumni, former Head of State, General Abdulsalam Abubakar has taken up our cause by writing to all the governors of the 19 Northern states of the federation, requesting assistance to redeem the poor state of Kaduna Polytechnic. Already, we have started receiving encouraging responses. The governor of Jigawa state has taken over the rehabilitation of the

department of Estate Management. I am also chasing the governor of Kano state, who has promised to do his own part, too. There is also a call on all the a l u m n i . I n t h e H o u s e o f Representatives alone, Kaduna Polytechnic has more than 150 alumni. How can you enjoy a bragging right, if you cannot return anything to the institution that made you? So, we intend to harness all potentials and interests that will attract goodwill to Kaduna Polytechnic, to bring back its lost glory.Kadpoly Chronicle: Sir, one of the most contentious issues which creates discontent leading to industrial dispute between the management and unions, is the issue of welfare. It is usually common for management to offer mild assurances that, welfare is being looked into. And you know, the assumption of prevailing peace does not suggest that all is well, so, eruptions do occur unexpected, over such matters. You told us earlier that, when you came on board, your intervention halted an ongoing strike. Since then, what critical measures has the Council taken or recommended to address welfare issues, including backlog of arrears, problem of late promotions, staff leave and related issues?Chairman: I believe that, most promotion arrears have been paid, unless of course for the very recent

cases, and this is actually a continuous process. Some of these challenges you have mentioned are part of policy issues for deliberation or decision between the Ministry and the mother unions in Abuja. There are too many perception gaps between the players. No polytechnic in Nigeria was ever called to be asked if they could afford to pay this or that, so it was like a blanket decision taken on behalf of all polytechnics nationwide. I may be wrong, but some institutions can never get enough funds to pay some of the bills thrown at them regarding allowances for instance, whether Peculiar, Hazard, or others. Yet, we will be obliged to pay, because there was an agreement between the mother unions and our supervising ministry. But my plea with the lecturers is to understand that their greatest contribution to this country is to train these children. No amount of money has ever been adequate for teachers’ services, anywhere in the world. Sometimes they say teachers are paid in heaven. But I don’t believe in that, because you should be given your dues, so, it is only the balance we cannot pay. We can only pray that God will give that in heaven. Teaching is a noble profession, distinguished for its dignity. If we reduce the substance by evaluating it always with money, I think it is a wrong idea. That, we are teachers imposes a high sense of responsibility on us to society. As we teach somebody’s child in Kaduna Polytechnic, our children are either in the nursery, primary, secondary or other schools, elsewhere. So, it is like a system where you play your part for

One of the visible ongoing infrastractural reformsOne of the visible ongoing infrastractural reformsOne of the visible ongoing infrastractural reforms

cont’d from pg 14

cont’d on pg 22

CHRONICLE ENCOUNTER

16

of the institution, on whose account, all the Governors of the northern states have been prompted for intervention. Already, the Jigawa State Governor is set to rehabilitate the Estate Department following a proposed grant valued at 77.7 billion naira.Unbundling of Applied Sciences and Renamimg of Textile Technology DepartmentWithin the period under review, the Academic Board of the institution split the department of Applied Sciences into three and renamed the department of Textile Technology as Department of Polymer and Textile Technology. The three departments produced from the former Applied Science department are; Department of Applied Biology; Department of Applied Chemistry and Department of Applied Physics. With this development, the numbers of academic departments in the polytechnic has risen from forty five (45) to forty seven (47).Memoranda Of Understandings (MoU)The management of Kaduna Polytechnic under Prof. Bugaje has signed several Memoranda of Understanding with institutions and organizations. Some of them include Daffodil International U n i v e r s i t y , B a n g l a d e s h ; UniversitiTeknologi Malaysia (UTM); Ahmadu Bello University, Zaria as well as A f r i c a I n t e g r a t e d D e v e l o p m e n t Infrastructure and Construction Company Ltd (AIDIACC) on staff housing, hostels and recreation centers on Build, Operate and Transfer (DFBOT). Upgrade of Quality Assurance and a New Directorate of Research and InnovationThe Quality Assurance Committee which existed in the institution became upgraded by Prof. Idris Bugaje to a Directorate of Quali ty Assurance, Internat ional collaborations, Affiliation & Linkages, with Dr. Bashir Bukar appointed as its pioneer Director. Also, the Rector created the Directorate of Research and Innovation and appointed Dr. Sylvester N. Mumah as its Director. FMPW&H Constructs 2kms Road In Main CampusFollowing a recent intervention by the Federal Ministry of Power, Works & Housing (FMPW&H), attracted by the new management, the main campus of the institution is on a rapid facelift, with the construction of two kilometers road and rehabilitation of drainages, including the upgrade of the Central Administration car park, all at the main campus of the institution. Seminars On Renewable Energy, Security & CorruptionWithin the last one year, the management of Kaduna Polytechnic held various seminars to chart a vibrant policy direction

on issues of significance. They include, seminars on Research and Innovation Opportunities in Renewable Energy & Environmental Sustainability; Tackling Insecurity through the Development of Artisans Skills; and a recent seminar on the threat of corruption to the development of the institution. New AppointmentsStrategic postings and appointments are a peculiar feature of sustainable reforms. Within that last one year, redeployments were considered by the management to inject new ideas and strengthen the institution’s administration. Some of the appointments are those of the two Deputy Rectors Mal. Ahmed Garba, the f o r m e r D i r e c t o r C o l l e g e o f Environmental Studies (CES) who was appointed as the Deputy Rector, Administration; and Dr. Rosemary Ladi Kashia Kato, former Director College of Administrative Studies and Social

Sciences (CASSS) who became the Deputy Rector, Academic. Others are Dr. (Mrs) Zubaida G. Abdullahi, Director Medical & Health Services, Col. Mohammed Bashir Sani, (Rtd), Chief Security Officer, Mal. Sulaiman Umar, Director Academic Planning, Dr. Nasiru Bello Wailare, Ag. Managing Director Kadpoly Consult Nig. Ltd; Dr. Lawal Muhammad Sulaiman, Ag. Director CASSS, Mal. Ibrahim Bello Bahir, Ag. Director CES and a host of others.Review of Staff Quarters’ Rent and RenovationsThe state of decay of the vast staff housing estates of the institution has for long been a source of concern, particularly against a groundswell opinion that, the rates being paid by occupants have become unrealistic and therefore inadequate for sustain their maintenance. Consequently, the

Governing Council of the polytechnic approved the upward review of the economic rent charged for all the institution’s staff quarters and their urgent renovation in phases, from the proceeds generated from the rent review.

Ban on Sale of Handouts & Textbooks Worried by several allegations of extortion from students and victimization over non-purchase of textbooks, the Governing Council within the period banned the sale of textbooks and hand-outs in the institution and directed the management to enforce the rule by ensuring that, authors of textbooks do not impose their books on students under any guise. The rule directs, among others, that staffs willing to sell their textbooks are only permitted to approach the concerned college Director or the Polytechnic Librarian who will centralize the sale for any willing members of the community to buy on their own volition.Five Year Strategic Planning On-goingThe Rector has set-up a committee to produce a five-year strategic plans (2019-2023) for the Polytechnic. To this effect, the committee has held two round-table discussions and a critique workshop in a bid to carry along all stakeholders in the process. The committee is headed by the former Deputy Rector, Tpl. Lawan M. Jibrin.

Austerity Measures To Reduce CostAs a result of the paucity of funds, coupled with so many challenges of the institution in the face of a challenged revenue base, the management has recently introduced an interim fuel austerity measure to lessen the cost of official trips. Work In Progres...The appointment of Prof. Bugaje can be described as the right peg in the right hole. It is not possible to capture all that has changed positively transpired in the polytechnic within the last one year in this edition of Kadpoly Chronicle, due to space. The community and all relevant stakeholders can however attest to the fact that, the new management has restored confidence and hope within and outside the institution. The swell in numbers of applicants to the institution recently, as well as the show of overwhelming interest in evolving partnerships and synergies among other institutions and organizations are clear and instructive testimonies Particularly, observers have noted that, the success achieved in stabilizing the institution within a short period of one year was primarily due to t ransparency and prudence in the management of scarce resources. It is generally affirmed among many that, the polytechnic may not have gotten to the level of optimum expectations yet, but with some degree of certainty, considerable progress is being made.

Particularly, observers have noted that, the success achieved in

stabilizing the institution within a

short period of one year was primarily due to

transparency and prudence in the

management of scarce resources.

cont’d frm pg 07

MSME

ClinicMrs Adeola BANKOLE

h e w o r d “ E m p l o y e e a n d TEntrepreneur” begin with the letter E. Which of the E would you

choose to be?Someone who earns a living by working for someone else's business is an employee of that business. There are different kinds of employees. At Dangote Group for instance, some employees produce, some sell, some manage the company and so on.The truth is, employees have one thing in common - They do not own a business, they work for others. People who start their own businesses and work for themselves are called Entrepreneurs.Entrepreneurs are often both owners and employers of labour. They make money from the profit their businesses earn. As owners, entrepreneurs are in control of the profit made by their businesses. It is only an Entrepreneur that becomes very wealthy and employs hundreds of people once the business succeeds. Ownership is key to wealth So, why be an Entrepreneur? Benefits of owning and running your own business are:• Gives you control overtime - you don't have to operate on anyone's clock. If you start your own business, you can work at flexible hours. You can also hire other people to perform tasks that you don't want to do or aren't good at, so you can focus on what to do best.Ÿ You live a creative, fulfilling life - successful Entrepreneurs are passionate about their businesses so, they are almost never bored. They enjoy both the freedom and responsibility of being the "BOSS".• Self evaluation - Entrepreneurs evaluate their own performances. If you your own company, no one else can hire or fire you. Some of the greatest Entrepreneurs in the world might not have been able to succeed, if they hadn't started working for themselves. Richard Branson has severe dyslexia (a disorder that involves difficulty in learning to read and interpret words) and dropped out of high school. However, he became an

Why you should be an Entrepreneur extremely successful Entrepreneur, creating Virgin Airline and Virgin Records among many other companies. That is because as an Entrepreneur he has control over his working environment.Being an Entrepreneur is an opportunity to create great wealth. -Like I said earlier "Ownership is key to wealth" .If you work for someone else, you are selling your time and effort in exchange for money. You are paid only for the work you do. If your work helps to make the organization/company successful, the owner, not you will receive the greatest rewards. Owners benefit from both higher profits earned and also from the increasing value of the business as it grows. Ownership is how great fortunes are made. In other words "mind your own business” according to Robert Kiyosaki author of Rich Dad Poor Dad.• You have control over compensation- Entrepreneurs get to decide how they are paid. As owner of your company you can decide to pay yourself salary, wages, take dividend or commission. It's your business-after all, you own your company.Ÿ Opportunity to help one’s community- Entrepreneurs create jobs for people in their community. In addition, many of the world's greatest libraries, hospitals and other important institutions and facilities have b e e n f u n d e d a n d s u p p o r t e d b y Entrepreneurs. Even if your business never earns millions, you can still donate money and time to make your community a better place.However, being an Entrepreneur has its pros and cons like putting more time into launching their own businesses than many people put in their jobs. While establishing a business, an Entrepreneur may also invest a lot of money in the business, he/she may not be able to buy new clothes, a fancy car, or go on vacation; but at long run, the benefit and advantages far out- weighs the challenges faced at start up.

*Critical thinking* What will be the best thing about owning your own business?Adeola Bankole is a staff of Mass Communication Department.

If your work helps to make the

organization/company successful the

owner, not you will receive the greatest rewards. Owners benefit from both

higher profits earned and also from the

increasing value of the business as it

grows.

The Rector, Prof. I.M. Bugage granting audience to SUGTC Chairman Com. Ahmed Ismaila while the latter delivers his acceptance speech at the recent inauguration held in the Council Chambers, recently.

SUGTC Inauguration

Representative of ES, NBTE Ekpenyong E. E. delivering goodwill message at the roundtable discussion on five year strategic planning

Deputy Rector, Academic, Dr. Rosemary Kato, representing the Rector, Kaduna Polytechnic during the Strategic Planning Round Table

Strategic Planning Round Table