Since FUTO is a player in the global arena, my vision implementation strategy shall focus on those criteria used not only by NUC, but those criteria used by Times Higher Education Supplement and other agencies in ranking Universities in the world. The criteria have been summarized in Table 1.
Table 1: Ranking Criteria and Weights for the Times Higher Education Supplement-THES and Quacquarelli Symonds (QS)
Criteria
Indicator
Brief Description
Weight
Research Quality
Peer review
Composite score drawn from peer review
40%
Citations per Faculty
Score based on research performance factored against the size of the research body
20%
Graduate Employability
Recruiter Review
Score based on survey of employers
10%
International Outlook
International Faculty
Score based on proportion of international faculty
5%
International Students
Score based on proportion of International students
5%
Teaching Quality
Student/
Faculty
Score based on student/faculty ratio
20%
For FUTO to remain relevant in technological knowledge production and transfer and knowledge economy, it has to be re-positioned for re-entry into micro and macro-level competitiveness. There is need to re-engineer the organizational, structural and operational modes of governance of the University. In this regard, all the four criteria stated above shall be vigorously addressed through a seven-pronged approach, namely; Research Quality; Graduate Employability; International Outlook; Student/Staff Ratio; Expanding Access and Infrastructural Facilities; Promoting and Assuring Quality; and Increasing Institutional Efficiency at all Levels.
5.1 Research Quality
The focus of research shall be in areas where FUTO has comparative advantage and core competencies. The implication is that our research shall be demand-driven and based on the needs of relevant local industries, e.g. the oil and food companies. I believe that FUTO has the unique opportunity to collaborate with industry and other agencies of government to create technologies and jobs needed for the 21st century economy. I believe that universities have to contribute to building human capacity. Well-educated innovative leaders, educators, scientists, entrepreneurs, engineers and agriculturalists are needed for solutions to human problems.
The post-graduate programmes shall be expanded for relevance and service to the catchment areas in tandem with current knowledge economy driving the global development agenda. Quality research is needed to move the post-graduate school to competitiveness. The Directorate of General Studies shall be strengthened to enable it operate efficiently as a service unit. The Directorate should also be encouraged to diversify its programmes to include areas of societal needs. The Centre for Vocational and Entrepreneurial Studies shall be strengthened to address the employability of graduates.
Efforts shall be made to select through problem identification/stakeholder workshops, the areas of core research competencies where the University has comparative advantage. Grants for both basic and applied research shall be sourced from agencies such as International Institute of Tropical Agriculture (IITA), International Foundation For Science (IFS), International Development Research Centre (IDRC), Food and Agriculture Organization (FAO), Rockefeller Foundation, Ford Foundation, Support Africa International, United States Agency for International Development (USAID), Department for International Development (DFID) and similar organizations. A new Directorate of Research, Development and Extension shall be established. This office will be directly under the Vice Chancellor but would have Research Fellows/Associates - a Think Tank. Their prime job would be proposal writing and sourcing for research grants from donors and other agencies. Most research activities would be end user/demand- driven, research focus should be on areas of core competence, e.g. specialization in areas of industrial demand from oil exploration companies, food companies and core parastatals, etc.
5.2 Graduate Employability
As a University of Technology, FUTO must ensure that its academic programmes remain relevant in the 21st Century. A detailed and in-depth review of the University academic programmes and curricula shall be carried out in line with the NUC approved minimum academic standards.
This implies that we must strive to produce not only employers of labour but marketable graduates who would be the toast of employers. The input of the private sector shall be solicited to ensure that the programmes meet the challenges and demands of the job market. The assistance of the alumni of the University shall also be sought and strengthened.
5.3 International Outlook
Efforts will be made to employ international staff and encourage student/staff exchange and encourage collaborative research, e.g. WARE project (FUTO, MIT, China Agricultural University, etc) , Support Africa International (FUTO, University of Benin, Abomey-Calavi, Rep. of Benin, Moi University, Kenya), staff development ( University of Sierra Leone), split M.Sc/Ph.D. programmes (Salford University, UK) etc. Informal contacts have been made with universities in the EU countries and UK.
We will facilitate concrete linkages with universities in Africa and the rest of the world.
5.4 Student / Staff Ratio
The NUC approved ratio of 1:15 for Agriculture, Science and Engineering is yet to be met. Overall Teacher Staff ratio, TSR in 2008/2009 was 1:35, and 1:26 in 2009/2010). Recommended TSR is SAAT (1:15), SOSC (1:20), SEET (1:15), SOHT (1:15), SMAT and DGS (1:30). The enhancement and improvement of a manageable ratio shall be vigorously pursued.
There is need to recruit more academic staff. We will focus on training positions - Graduate Assistants and Assistant Lecturers. We will also emphasize the practical mission of the University through re-invigorated SIWES and use of employer surveys for the assessment of the performance of graduates.
5.5 Expanding Access and Infrastructural Facilities
Expanded access for more students shall be the focus of my vision. This shall be accomplished through the establishment of new but innovative academic programmes. The existing infrastructure shall be expanded and on-going projects completed. This will reduce the inadequacy of classrooms and laboratories.
5.5.1 Full Computerization of all Aspects of University Activities
The full computerization of all aspects of the University activities is long overdue. All categories of staff shall undergo computer training in the use of various software and computer applications. Purchase and installation of computers in all offices shall be embarked upon. A Database Management System that will serve the peculiar needs of the University shall be installed and security policies enforced to avoid unauthorized access to the database. After all, a paperless University is achievable. Every aspect of student registration, accounting, results, etc will be fully computerized.
5.6 Promoting and Assuring Quality
A university is known by the quality of its graduates. This vision seeks to enhance the promotion and assurance of best practices in university management and governance.
A committee will be set up to develop a five-year strategic plan 2011-2016. There is need to fortify existing programmes, strengthen new programmes such as the departments in the Directorate of General Studies, School of Environmental Sciences and Technology and others. Examination results and computation shall be released in a maximum period of four weeks.
There is need to establish Centres of Excellence in one or two areas of core competencies in any of the existing Schools. A new Directorate for External Linkages and Programmes (DELP) shall be established. This will be responsible for articulating and sourcing student and staff linkages with national and international organizations. This will not only strengthen FUTO programmes but will also boost its rating.
There is urgent need to reduce in-breeding among the academic staff in the University. Staff shall be encouraged to obtain their post-graduate degrees from other Universities. The activities of DELP will be very handy in this regard to boost cross fertilization in knowledge creation, utilization, internationalization and dissemination. Staff shall be encouraged to take up sabbatical appointments outside the country while staff from foreign universities shall also be allowed to visit FUTO on sabbatical leave or on exchange programmes.
5.6.1 Academic Support Units
The Library, the Centre for Continuing Education (CCE), Directorate of General Studies shall be made to meet the challenges of the 21st century. Appropriate committees will be set up to fine tune this and make recommendations as appropriate.
5.6.2 Academic Prizes and Scholarship Schemes
Prizes and scholarships are hallmarks of academic excellence. Discussions are going on to attract prizes and scholarship from industries. All Schools are encouraged to institute Dean’s Honours list for students with CGPA of 4.50 and above in each semester.
5.7 Increasing Institutional Efficiency at all Levels
This calls for staff motivation, and strengthening of the functions of management such as directing, coordinating and supervision.
5.7.1 Time Management
Time is a scarce resource that should not be wasted. In this regard, all meetings of Senate shall start promptly. This same approach will be used in all businesses of the University. Time management shall be enforced.
5.7.2 Almanac of Events
This will be released at the beginning of each month. In this way, all activities of the University for the month should be scheduled. This prevents time and venue clashes of University events.
5.7.3 Accreditation of Programmes
Records available indicate that not all the courses offered in FUTO have full accreditation. Efforts shall be made to ensure full accreditation of all courses. The problem of accreditation emanates from the dearth of staff, equipment and laboratory facilities and these shall be addressed.
5.7.4 Membership of the University Senate
This will be reviewed quickly to determine de facto members of the Senate. The Standing Order of the Senate should be reviewed. In this regard, the communications to University Senate should also be re-visited.
5.7.5 Elections into Senate Committees
Elections into Senate committees shall be conducted as soon as possible.
5.7.6 Course Registration
The use of drop and add will be strictly applied. Final class lists shall be prepared for the purpose of ascertaining the total number of registered students in every course.
5.7.7 Student Admission
The astronomical growth in student population is a major problem in the University. As part of the expanding access to the University, efforts shall be made to expand the carrying capacity of the University and give access to more students by creating new but demand-driven programmes.
However, all admissions must be School and Department-based. This will ensure transparency of the exercise. Admissions must end before matriculation.
5.7.8 Information and Communication Technology
Globalization is ICT driven. The University needs to have full access to the internet. Special arrangements shall be entered into with ICT firms to ensure that every office in FUTO has access to the internet. Efforts shall be made to improve the quality and quantity of ICT facilities in FUTO.
A loan facility aimed at assisting every staff to own a computer shall be pursued vigorously.
5.7.9 Utilization of Best Practices
To move the University towards excellence, we will always utilize best practices in the areas of:
Good governance, through Council and Administration Complementarities
Division of Labour
Devolution of Power
Transparency
Discipline
Accountability
Due Process
Fairness and firmness
Equity
Innovativeness
Peaceful Co-existence of staff, students and the host communities
Welfare of staff and students
Dialogue and conflict resolution
Open and democratic leadership
New sources of funding
Focus on core competencies of comparative advantage
Increase in transportation facilities
Task-oriented and purposeful leadership
Internationalizing the University
6.0 SUMMARY
In line with the strategic vision spelt out, attempts shall be made in FUTO’s development over the period 2011-2016 as follows:
· Review of all academic programmes to ensure competitiveness in the era of knowledge economy
· Re-training of all categories of staff for institutional efficiency, especially in ICT use in different departments/units
· Strengthening the Student Affairs Unit to be more responsive to the needs of the students
· Encouraging staff motivation through appropriate incentives
Construction of student hostels
The completion of on-going Departmental/School projects/buildings
The commencement of new Departmental/Unit Buildings
The Creation of the Directorate for External Linkages and Programmes
Identifying of Research for Development (R&D) core competencies
Establishment of a Directorate for University Endowments
Establishment a Directorate of Research, Development and Extension
Strengthening all existing centres/institutes
Re-orientation of staff and students
Recruitment of more academic staff
Recruitment of more academic support staff
Recruitment of more international academic staff
Admission of international students
Facilitating international student and staff exchanges
Improving the conditions of staff offices
Computerization of University activities
7.0 CONCLUSION
Ideas must work through the brains and arms of good men and women, or they are no better than dreams. The vision of FUTO that I have enumerated must translate out of the realm of dreams into the realm of actions. FUTO must invest in the staff and students, emphasize quality programmes and curriculum, enhance their quality of research and development, internationalize, improve on staff/student ratio and assure the quality of their graduates. We have set for ourselves ambitious but realizable goals. Let us come together as a team to transform FUTO to world class-university. The time to re-focus FUTO to the vision of its founding fathers has come. FUTO will change. FUTO will grow in strength and strength. It will grow as a centre of excellence. It will grow to be the foremost university of technology in Nigeria and beyond. Our surroundings will also change and be environmentally friendly. Our ways of doing things in FUTO will change and it will not be business as usual. Our pedagogical tools will change. Our attitudes to work will change. We must always dream big-dream of making FUTO a world-class university. Trust yourself and have faith in God. I trust and have faith in God. With God on or side, we shall succeed.
Thank you for this great privilege to address you. May God bless us.
Professor Chigozie C. Asiabaka, Ph.D, KSM, JP
Table 1: Ranking Criteria and Weights for the Times Higher Education Supplement-THES and Quacquarelli Symonds (QS)
Criteria
Indicator
Brief Description
Weight
Research Quality
Peer review
Composite score drawn from peer review
40%
Citations per Faculty
Score based on research performance factored against the size of the research body
20%
Graduate Employability
Recruiter Review
Score based on survey of employers
10%
International Outlook
International Faculty
Score based on proportion of international faculty
5%
International Students
Score based on proportion of International students
5%
Teaching Quality
Student/
Faculty
Score based on student/faculty ratio
20%
For FUTO to remain relevant in technological knowledge production and transfer and knowledge economy, it has to be re-positioned for re-entry into micro and macro-level competitiveness. There is need to re-engineer the organizational, structural and operational modes of governance of the University. In this regard, all the four criteria stated above shall be vigorously addressed through a seven-pronged approach, namely; Research Quality; Graduate Employability; International Outlook; Student/Staff Ratio; Expanding Access and Infrastructural Facilities; Promoting and Assuring Quality; and Increasing Institutional Efficiency at all Levels.
5.1 Research Quality
The focus of research shall be in areas where FUTO has comparative advantage and core competencies. The implication is that our research shall be demand-driven and based on the needs of relevant local industries, e.g. the oil and food companies. I believe that FUTO has the unique opportunity to collaborate with industry and other agencies of government to create technologies and jobs needed for the 21st century economy. I believe that universities have to contribute to building human capacity. Well-educated innovative leaders, educators, scientists, entrepreneurs, engineers and agriculturalists are needed for solutions to human problems.
The post-graduate programmes shall be expanded for relevance and service to the catchment areas in tandem with current knowledge economy driving the global development agenda. Quality research is needed to move the post-graduate school to competitiveness. The Directorate of General Studies shall be strengthened to enable it operate efficiently as a service unit. The Directorate should also be encouraged to diversify its programmes to include areas of societal needs. The Centre for Vocational and Entrepreneurial Studies shall be strengthened to address the employability of graduates.
Efforts shall be made to select through problem identification/stakeholder workshops, the areas of core research competencies where the University has comparative advantage. Grants for both basic and applied research shall be sourced from agencies such as International Institute of Tropical Agriculture (IITA), International Foundation For Science (IFS), International Development Research Centre (IDRC), Food and Agriculture Organization (FAO), Rockefeller Foundation, Ford Foundation, Support Africa International, United States Agency for International Development (USAID), Department for International Development (DFID) and similar organizations. A new Directorate of Research, Development and Extension shall be established. This office will be directly under the Vice Chancellor but would have Research Fellows/Associates - a Think Tank. Their prime job would be proposal writing and sourcing for research grants from donors and other agencies. Most research activities would be end user/demand- driven, research focus should be on areas of core competence, e.g. specialization in areas of industrial demand from oil exploration companies, food companies and core parastatals, etc.
5.2 Graduate Employability
As a University of Technology, FUTO must ensure that its academic programmes remain relevant in the 21st Century. A detailed and in-depth review of the University academic programmes and curricula shall be carried out in line with the NUC approved minimum academic standards.
This implies that we must strive to produce not only employers of labour but marketable graduates who would be the toast of employers. The input of the private sector shall be solicited to ensure that the programmes meet the challenges and demands of the job market. The assistance of the alumni of the University shall also be sought and strengthened.
5.3 International Outlook
Efforts will be made to employ international staff and encourage student/staff exchange and encourage collaborative research, e.g. WARE project (FUTO, MIT, China Agricultural University, etc) , Support Africa International (FUTO, University of Benin, Abomey-Calavi, Rep. of Benin, Moi University, Kenya), staff development ( University of Sierra Leone), split M.Sc/Ph.D. programmes (Salford University, UK) etc. Informal contacts have been made with universities in the EU countries and UK.
We will facilitate concrete linkages with universities in Africa and the rest of the world.
5.4 Student / Staff Ratio
The NUC approved ratio of 1:15 for Agriculture, Science and Engineering is yet to be met. Overall Teacher Staff ratio, TSR in 2008/2009 was 1:35, and 1:26 in 2009/2010). Recommended TSR is SAAT (1:15), SOSC (1:20), SEET (1:15), SOHT (1:15), SMAT and DGS (1:30). The enhancement and improvement of a manageable ratio shall be vigorously pursued.
There is need to recruit more academic staff. We will focus on training positions - Graduate Assistants and Assistant Lecturers. We will also emphasize the practical mission of the University through re-invigorated SIWES and use of employer surveys for the assessment of the performance of graduates.
5.5 Expanding Access and Infrastructural Facilities
Expanded access for more students shall be the focus of my vision. This shall be accomplished through the establishment of new but innovative academic programmes. The existing infrastructure shall be expanded and on-going projects completed. This will reduce the inadequacy of classrooms and laboratories.
5.5.1 Full Computerization of all Aspects of University Activities
The full computerization of all aspects of the University activities is long overdue. All categories of staff shall undergo computer training in the use of various software and computer applications. Purchase and installation of computers in all offices shall be embarked upon. A Database Management System that will serve the peculiar needs of the University shall be installed and security policies enforced to avoid unauthorized access to the database. After all, a paperless University is achievable. Every aspect of student registration, accounting, results, etc will be fully computerized.
5.6 Promoting and Assuring Quality
A university is known by the quality of its graduates. This vision seeks to enhance the promotion and assurance of best practices in university management and governance.
A committee will be set up to develop a five-year strategic plan 2011-2016. There is need to fortify existing programmes, strengthen new programmes such as the departments in the Directorate of General Studies, School of Environmental Sciences and Technology and others. Examination results and computation shall be released in a maximum period of four weeks.
There is need to establish Centres of Excellence in one or two areas of core competencies in any of the existing Schools. A new Directorate for External Linkages and Programmes (DELP) shall be established. This will be responsible for articulating and sourcing student and staff linkages with national and international organizations. This will not only strengthen FUTO programmes but will also boost its rating.
There is urgent need to reduce in-breeding among the academic staff in the University. Staff shall be encouraged to obtain their post-graduate degrees from other Universities. The activities of DELP will be very handy in this regard to boost cross fertilization in knowledge creation, utilization, internationalization and dissemination. Staff shall be encouraged to take up sabbatical appointments outside the country while staff from foreign universities shall also be allowed to visit FUTO on sabbatical leave or on exchange programmes.
5.6.1 Academic Support Units
The Library, the Centre for Continuing Education (CCE), Directorate of General Studies shall be made to meet the challenges of the 21st century. Appropriate committees will be set up to fine tune this and make recommendations as appropriate.
5.6.2 Academic Prizes and Scholarship Schemes
Prizes and scholarships are hallmarks of academic excellence. Discussions are going on to attract prizes and scholarship from industries. All Schools are encouraged to institute Dean’s Honours list for students with CGPA of 4.50 and above in each semester.
5.7 Increasing Institutional Efficiency at all Levels
This calls for staff motivation, and strengthening of the functions of management such as directing, coordinating and supervision.
5.7.1 Time Management
Time is a scarce resource that should not be wasted. In this regard, all meetings of Senate shall start promptly. This same approach will be used in all businesses of the University. Time management shall be enforced.
5.7.2 Almanac of Events
This will be released at the beginning of each month. In this way, all activities of the University for the month should be scheduled. This prevents time and venue clashes of University events.
5.7.3 Accreditation of Programmes
Records available indicate that not all the courses offered in FUTO have full accreditation. Efforts shall be made to ensure full accreditation of all courses. The problem of accreditation emanates from the dearth of staff, equipment and laboratory facilities and these shall be addressed.
5.7.4 Membership of the University Senate
This will be reviewed quickly to determine de facto members of the Senate. The Standing Order of the Senate should be reviewed. In this regard, the communications to University Senate should also be re-visited.
5.7.5 Elections into Senate Committees
Elections into Senate committees shall be conducted as soon as possible.
5.7.6 Course Registration
The use of drop and add will be strictly applied. Final class lists shall be prepared for the purpose of ascertaining the total number of registered students in every course.
5.7.7 Student Admission
The astronomical growth in student population is a major problem in the University. As part of the expanding access to the University, efforts shall be made to expand the carrying capacity of the University and give access to more students by creating new but demand-driven programmes.
However, all admissions must be School and Department-based. This will ensure transparency of the exercise. Admissions must end before matriculation.
5.7.8 Information and Communication Technology
Globalization is ICT driven. The University needs to have full access to the internet. Special arrangements shall be entered into with ICT firms to ensure that every office in FUTO has access to the internet. Efforts shall be made to improve the quality and quantity of ICT facilities in FUTO.
A loan facility aimed at assisting every staff to own a computer shall be pursued vigorously.
5.7.9 Utilization of Best Practices
To move the University towards excellence, we will always utilize best practices in the areas of:
Good governance, through Council and Administration Complementarities
Division of Labour
Devolution of Power
Transparency
Discipline
Accountability
Due Process
Fairness and firmness
Equity
Innovativeness
Peaceful Co-existence of staff, students and the host communities
Welfare of staff and students
Dialogue and conflict resolution
Open and democratic leadership
New sources of funding
Focus on core competencies of comparative advantage
Increase in transportation facilities
Task-oriented and purposeful leadership
Internationalizing the University
6.0 SUMMARY
In line with the strategic vision spelt out, attempts shall be made in FUTO’s development over the period 2011-2016 as follows:
· Review of all academic programmes to ensure competitiveness in the era of knowledge economy
· Re-training of all categories of staff for institutional efficiency, especially in ICT use in different departments/units
· Strengthening the Student Affairs Unit to be more responsive to the needs of the students
· Encouraging staff motivation through appropriate incentives
Construction of student hostels
The completion of on-going Departmental/School projects/buildings
The commencement of new Departmental/Unit Buildings
The Creation of the Directorate for External Linkages and Programmes
Identifying of Research for Development (R&D) core competencies
Establishment of a Directorate for University Endowments
Establishment a Directorate of Research, Development and Extension
Strengthening all existing centres/institutes
Re-orientation of staff and students
Recruitment of more academic staff
Recruitment of more academic support staff
Recruitment of more international academic staff
Admission of international students
Facilitating international student and staff exchanges
Improving the conditions of staff offices
Computerization of University activities
7.0 CONCLUSION
Ideas must work through the brains and arms of good men and women, or they are no better than dreams. The vision of FUTO that I have enumerated must translate out of the realm of dreams into the realm of actions. FUTO must invest in the staff and students, emphasize quality programmes and curriculum, enhance their quality of research and development, internationalize, improve on staff/student ratio and assure the quality of their graduates. We have set for ourselves ambitious but realizable goals. Let us come together as a team to transform FUTO to world class-university. The time to re-focus FUTO to the vision of its founding fathers has come. FUTO will change. FUTO will grow in strength and strength. It will grow as a centre of excellence. It will grow to be the foremost university of technology in Nigeria and beyond. Our surroundings will also change and be environmentally friendly. Our ways of doing things in FUTO will change and it will not be business as usual. Our pedagogical tools will change. Our attitudes to work will change. We must always dream big-dream of making FUTO a world-class university. Trust yourself and have faith in God. I trust and have faith in God. With God on or side, we shall succeed.
Thank you for this great privilege to address you. May God bless us.
Professor Chigozie C. Asiabaka, Ph.D, KSM, JP
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