THE CHALLENGES OF BUILDING A WORLD CLASS AND SERVICE INTENSIVE UNIVERSITY

1. THE CHALLENGES OF BUILDING A WORLD CLASS AND SERVICE INTENSIVE UNIVERSITY

2. Introduction: The Nigerian Universities system Innovation Project attests to the lack of will on the part of government to fund tertiary education in this country. The Academic staff Union of Universities (ASUU) fought the federal government to a stand till on this obnoxious project to make the Obasanjo government hand off in a military tone. Forthright scholars have more than ever before, since then, kept eagle eyes on government projects/policies concerning educational development in the country. ASUU rejected this project because it was a clear attempt to erode the sovereignty of the nation through some of our visionless leaders.

3. Through the project, education was offered for sale by the privatization policy which accompanied it. The constitutionality of the document speaks volumes of the adverse effects of the projects on Nigeria as a nation, especially going by the lessons leant from other nations where the project were earlier experimented.

4. Even though William Saint, the World Bank representative was chased out of Nigeria with ignominy, the intentions of the loan to fund education in Nigeria were indirectly lorded over us. Among these intentions were: ensuring greater differentiations of Nigerian Universities, bringing about a change in government control as well as governmental policies on University education in Nigeria.

5. Others include, the need to apply the principle dominating world directed economies which is Privatization and finally to device an alternative sources of funding for Nigerian higher institutions (ASUU 2000). Government both at the federal and state levels have been reducing funding of education in the country.

6. The implication of this is that many Universities have started dissipating energy form the mainstream of productive academic activities. This no doubt is already affecting the advancement of University education in the country; Ekiti State University inclusive; hence the challenges of building a world-class and service Intensive University. These challenges are observable in all facets of University administration. For the purpose of this paper, some of them shall be discussed under some broad headlines below:

7. ACADEMIC PROGRAMME: The undergraduate and our graduate programmes, the part-time programmes etc shall be our focus here. UNDERGRADUATE PROGRAMME: There are some new courses which we envisage would attract students at a relatively low cost to the University. Some of these courses were already approved by the Senate of the University. It is therefore recommended the introduction of some of these courses such as; B.Sc Insurance, Actuarial Science, Industrial and Personal Management, Enterpreneurial Studies, Cooperative studies, Rural development Local government studies, Environmental management, Information Communication Technology (ICT) etc.

8. Those programmes already existing as Units in some faculties should be developed into full pledged departments. It is also recommended the relocation of some lecturers from their present departments to start these new departments where they are more relevant while others can serve as adjuncts to save cost. Temporary appointment should be discontinued except where inevitable. Interview should be conducted to pick the best scholars. We feel strongly that a regular review of curricular would make our graduate fit into the world of work.

9. GRADUATE PROGRAMMES: While we applaud the college of post-graduate studies for the changes noticeable in recent times, we still believe the college can do more. For instance, the bottle neck being experienced before the approval of ‘Form A’ can be done away with as it is enough to discourage prospective students. The Academic and Research Committee and the board should embark on committee system across faculties to fast track the processing of results just as the business committee of senate. For example, Master’s degree programs can be handled by the board committee at faculty level.

10. Waiting for three months (90 days) after senate approved for a M.Sc defense is uncalled for more so as many of the first generation universities do not even engage their students in such academic rigors. It is recommended the floating of M.Phil/Ph.D programmes in many department not operating such for now so as to pave way for candidates with less than Ph.D grade ( i.e weighted average of 60%). External examiners should not be made to wait for one month before coming for viva; especially if they have engagement outside the country. The college must be empowered to observe strict compliance and timely completion of Post Graduate programmes by the students. The calendar must be enforced.

11. PART TIME PROGRAMME: Very many candidates are more comfortable with other institution around because of their evening programmes. The National Open University of Nigeria (NOUN) is attracting more students because of this. Our Part Time Programme should be made to operate five or six days a week on evening basis. The sixth day – Saturday would run from 8am to 6pm. This gives us an advantage ever others as a conventional University. Students with a lower JAMB score can be admitted upon application into this programme; if they fail to meet up with the regular degree requirement. They have the advantage of being mobilized for NYSC.

12. THE DIRECTORATE OF ICT: Should be encouraged and empowered to embark on electronic computation of results without delay. This however must be done subject to verification of result by departments and faculties. Online registration should also be made effective by ensuring strict compliance. This would force our students with lackadaisical attitude to sit up. There is also the need for a robust Data base for online, processing of transcript. Afe Babalola University (ABUAD) is already doing this. We can do it too.

13. ADMISSION: Admission should be done at the department level while the admission office should coordinate. Cases of special list should be done and collated by the admission office and sent to the department. This is necessary to curb sharp practices by people majority of whom are not even members of the University community. Students should be made to access their results immediately after Senate approval. This should not be more than 48hours. It should also be noted that students registration as being observed presently has a closing registration date not strictly adhered to. This should stop while staff and students ratio should be encouraged as much as possible.

14. STAFF WELFARE: Promotion of staff is the strongest boost of their morale. Where this is made to drag on for longer than necessary, it demotivates the individual concerned and getting him back on track even after the promotion has been done becomes a big problem for the organization. It is therefore recommended that this should be done as at when due. All outstanding cases should be cleared without further delay. The Promotion Criteria for some department should be reconsidered in line with normal format operating in other places. Multiple authorship attracts more marks at the College of Medicine while single authorship is usually discouraged.

15. In our University, it is the other way round. This should be quickly looked into. A standard format should be adopted for each faculty and department and should be made to last for sometime. The deferrement of annual leave for academic staff should be made automatic. Staff should not be made to write even when they were fully involved in academic activities throughout the year. The academic staff in the library who are interested to improve themselves should be encouraged to do so and they should be released promptly.

16. OTHERS The payment of Earned Academic Allowance for staff is qupping a huge amount of money to create fear in the mind of employers of labor all over Nigerian Universities. It is therefore recommended that this should be paid monthly alongside staff salaries to lessen the burden on management. Academic and non-academic staff ratio of 6:1 should be strictly adhered to inline with federal government directive. It is also recommended that the practice where the director of academic planning is appointed from the non-academic staff should be stopped henceforth.

17. Tetfund desk officer should remain a administrative staff but it should be supervised by senior academic. The wage bill of the college of Medicine should be taken over by the government as exist in the law and agreed upon by the house of assembly. The status of the provost, college of Medicine should also be clearly defined to stop the constant imbroglio between that office and that of Mr. Vice-chancellor. Above all, staff salaries and emolument including that of pensioners should always receive urgent attention of management.

18. CONCLUSION It is our belief that a strict adherence to the above would lead us to a University of our dream, given however that electricity would not fail us. Thank you. Prof. Olufayo Olu-Olu ASUU Chair