STRATEGIC PLAN 2015 - 2019

Sustaining a Culture of Excellence

THE UNIVERSITY OF JOS

STRATEGIC PLAN 2015 - 2019

University of Jos,
P. M. B. 2084,
Jos, Plateau State,
Nigeria.
E-mail: vc[at]unijos.edu.ng
registrar[at]unijos.edu.ng
Website: www.unijos.edu.ng

FOREWORD

When in 1998 the University of Jos rolled out its first Strategic Plan, the University achieved the enviable record of being the first Nigerian university to create an institutional Strategic Plan. Since then, the culture has caught on and is becoming the norm in every educational institution of higher learning in Nigeria.

The University of Jos has also grown in experience and stature since the first Plan. From 2003-2008, the University implemented a second Strategic Plan. The First Strategic Plan was evaluated with a 50% success rate in implementation while the second was adjudged to have scored a 55% success rate in its implementation. Marginal as the scores may suggest, there is evidence of growth in understanding and commitment to developing the University along a planned pathway. More than any other goal that has been achieved is perhaps the fact that the culture of planning has now been entrenched in the working processes of the University. Much has been learnt from the process of consistent and visionary planning.

The Fourth Strategic Plan is therefore a more thoughtful and practical document than the previous three. It banks on the benefits and a success engendered by the three previous plans and builds a more distinct character for the University. This plan will make the University of Jos a strong regional force in education in the 21^st Century.

I commend the Vice-Chancellor, the University Management, the Central Strategic Planning Committee and the entire University of Jos community for ensuring that the new Plan provides answers to direct contemporary challenges.

Let us therefore further commit ourselves to a higher level of implementing the Plan and achieving the lofty goals contained in this document.

Congratulations.

Chief Don Obot Etiebet, CON
Pro-Chancellor and Chairman of Council

PREFACE

When we took over the leadership of the University in June 2011, we inherited a peaceful environment that had imbibed the culture of long-term planning. My three predecessors, Professors Nenfort Gomwalk, Monday Mangvwat and Sonni Tyoden have to be acknowledged for seeing to this. Our task then was cut out thus: to ensure compliance to previously attained standards and reaching for higher goals. It is for this reason that the theme of the current Strategic Plan: ‘Sustaining a Culture of Excellence’ is most apt.

Since the commencement of implementation of the Second Cycle Strategic Plan, the University achieved a lot of the envisioned goals and strategies outlined in the Plan from 2003 – 2008. Under the period, we introduced new Programmes in Nursing, Peace & Conflict Management, Science Laboratory Technology, Medical Laboratory Technology and Mass Communication and won an endowed Chair in Geology and Mining. We commenced ICT mediated teaching and learning techniques to improve the quality of undergraduate training; we made Internet services available to staff and students in their offices and in Faculty Computer Laboratories; we formulated and began implementing an all-embracing Gender Policy for the University; we digitized and updated staff records and began on-line students payments and registration; and we established a University Advancement Office (UAO) to build relationships with stakeholders and mobilize resources.

This underscored the need for further planning to set goals and targets for which the entire University will strive to attain in the next few years. The Central Strategic Planning Committee (CSPC) under the Chairpersonship of the Deputy Vice Chancellor (Academic) has painstakingly outlined the key areas to concentrate our energies in the next five years. I am convinced that these goals and strategies are measurable, attainable and laudable.

I therefore urge key leaders in the University to acquaint themselves with the new Plan and adopt it for implementation, whilst also creating their own unit Plans from the broader document.

On behalf of Management and the entire University community, I put on record our appreciation for the work of the Central Strategic Planning Committee under the Chairpersonship of the former Deputy Vice Chancellor (Academic), Professor B.T. Ugwu and subsequently the incumbent Professor N. A. Ochekpe. They have strung together a great document for our steady rise to academic excellence and service to our community.

Professor Hayward Babale Mafuyai, PhD, FRES

Vice-Chancellor

University of Jos

ABBREVIATIONS AND ACRONYMS

Admin - Administration

ACEPRD - African Centre of Excellence in Phytomedicine Research and

Development

APLORI - A. P. Leventis Ornithological Research Institute

APR & PC - Academic Policy, Research & Publications Committee

CAPR - Centre for Accounting Postgraduate Research

CBGE - Centre for Biotechnology and Genetic Engineering

CCE - Centre for Continuing Education

CECOMPS - Centre for Conflict Management & Peace Studies

CES - Centre for Entrepreneurial Studies

CGWS - Centre for Gender and Women Studies

CIP - Centre for Intellectual Property

CIS - Corporate Information Systems

CNE - Centre for Nomadic Education

CSPC - Central Strategic Planning Committee

Dept - Departments

DAP&M - Directorate of Academic Planning and Management

DIA - Directorate of Internal Audit

DPF - Directorate of Physical Facilities

DSA - Directorate of Students Affairs

Faculties - Faculties

FMS - Faculty of Medical Sciences

FoA - Faculty of Agriculture

FoEd - Faculty of Education

FPS - Faculty of Pharmaceutical Sciences

FVM - Faculty of Veterinary Medicine

DGS - Division of General Studies

HODs - Heads of Departments

HOUs - Heads of Units

ICT Dir - Information and Communication Technology Directorate

Info & Pub - Information and Publications unit

IoE - Institute of Education

Library - University Library

Linkages - Linkages and Affiliations Office

ORD - Office of Research and Development

PTA - Parents Teachers Association

Registry - Registry

Rel. Org - Religious Organizations

SALC - Senate Affiliation & Linkages Committee

SCC - Senate Curriculum Committee

Security - Security Division

SPGS - School of Postgraduate Studies

ST&D - Staff Training & Development

SUG - Students Union Government

UAO - University Advancement Office

UCL - University Consultancy Limited

UHS - University Health Services

YFC - Youth Friendly Centre

* Dept / Faculty - unless specified, represent and encompass all academic and non academic units.

FOREWORD.. iii

PREFACE. iv

ABBREVIATIONS AND ACRONYMS. vi

TABLE OF CONTENTS. viii

EXECUTIVE SUMMARY. 1

A BRIEF HISTORY OF THE UNIVERSITY OF JOS: 3

Governance. 4

Funding. 6

Academic Units. 6

A Multi-Campus Institution: 11

EVALUATION OF THIRD CYCLE STRATEGIC PLAN.. 12

VISION, MISSION STATEMENT AND CORE VALUES. 14

Vision. 14

Mission Statement 14

Core Values. 14

ENVIRONMENTAL ANALYSIS. 16

A summary of the SWOT Analysis: 16

Consideration of Issues from SWOT Analysis. 16

GOALS AND STRATEGIES, RESPONSIBITY AND TIME FRAME. 18

Goal 1: Strong and Relevant Undergraduate and Postgraduate Programmes. 18

Goal 2: Quality and Impactful Research. 19

Goal 3: Innovative Application of Information and Communication Technology. 20

Goal 4: Acquisition and Efficient Utilization of Resources. 21

Goal 5: Conducive Working Environment, Gender and Equity. 23

Goal 6: Relevant and High Quality Community Services. 25

Goal 7: Increased Collaboration and Internationalisation with Stakeholders. 26

RESOURCE PLAN FOR ACHIEVING STRATEGIC GOALS. 27

COST IMPLICATION.. 27

MONITORING/EVALUATION OF THE STRATEGIC PLAN IMPLEMENTATION.. 28

Performance Results. 28

STRATEGY MAP. 30

EXECUTIVE SUMMARY

The University of Jos was founded in November 1971 as a Campus of the University of Ibadan. In September 1975, the University of Jos was granted autonomy consequent upon the promulgation of the Decree establishing it. The sources of influence by the enabling decree establishing the University are the Federal Ministry of Education and the National Universities Commission (NUC).

The initial intake of the University was a modest undergraduate enrolment of 575 students in 1976. Between the 1987/88 and 2002/2003 academic sessions the undergraduate enrolment grew by more than 200% to 10,257. Similarly, the post graduate enrolment increased from 37 during the 1977/78 session to 1331 during the 2002/2003 academic year. At the end of the 2007/2008 academic session, the student population of the University of Jos was 18,001. So far, in the current 2014/2015 academic session, the student population of the University stands at 22,873, while the School of Postgraduate Studies has 3, 511 students.

The Central Strategic Planning Committee was reconstituted in September, 2014, to draw up a Fourth Strategic Plan towards the expiration of the Third Cycle Strategic Plan. Since the Central Strategic Planning Committee was inaugurated, several meetings were held to chart the course of action.

Initially, the Committee had set out to adopt the modus operandi of the Third Cycle Strategic Plan, but given the time constraints, the Committee decided to review the previous Strategic Plan in order to improve on the weaknesses observed and to produce a comprehensive document.

This latest plan will cover the period of five years (2015- 2019). The plan for these five years provides a coherent, inclusive and integrated guide to the development of the University. The focus and theme for the Fourth Strategic Plan is to ‘Sustain a Culture of Excellence’ in the processes and programmes of the University of Jos.

In improving the quality of planning to facilitate better prioritization and implementation of plans, seven over-arching goals were identified. These are:

· Goal 1: Strong and Relevant Undergraduate and Postgraduate Programmes

· Goal 2: Quality and Impactful Research

· Goal 3: Innovative Application of Information and Communication Technology

· Goal 4: Acquisition and Efficient Utilization of Resources

· Goal 5: Conducive Working Environment, Gender and Equity

· Goal 6: Relevant and High Quality Community Services

· Goal 7: Increased Collaboration and Internationalisation with Key Stakeholders

These goals, along with their corresponding objectives and strategies will enhance the University’s march towards providing high educational and community services in an atmosphere of excellence if well implemented.

Financial implications for the Fourth Strategic Plan are discussed with various sources of material and human resources needed to fund the Plan.

A BRIEF HISTORY OF THE UNIVERSITY OF JOS:

The University of Jos began as a campus of the University of Ibadan in November, 1971, with the appointment of Professor E.A. Ayandele as its first Acting Principal. Its first location was the present Township Campus of the University, along Murtala Mohammed Way, Jos. Its first set of students was admitted in January, 1972 as Pre-Degree Students. Degree Courses in the Arts were introduced in October, 1973, and in Science and Education the following year. The same year, the Bauchi Road Campus, which then accommodated only the Faculties of Natural, Environmental, Medical Sciences and Education, was acquired. In September, 1975, the then Federal Military Government announced the establishment of seven new Universities and University Colleges including the University of Jos. Professor Gilbert Onuaguluchi was its first Vice-Chancellor. Since then, the University has had nine substantive Vice-Chancellors including the current Vice Chancellor Professor Hayward Babale Mafuyai.

From a modest four-faculty structure with about 700 Students in 1975, the University has grown to twelve faculties with 8,094 postgraduate, 22,873 Full-time, 1,187 Sub-Degree and 5,260 Part-Time Students. The Faculties are Agriculture, Arts, Education, Engineering, Environmental Sciences, Law, Management Sciences, Medical Sciences, Natural Sciences, Pharmaceutical Sciences, Social Sciences, and Veterinary Medicine. In order to reinforce its reputation for innovation in its teaching methods and leading edge research, the University has introduced over twenty new Programmes that are relevant to the needs of people within the catchment area. These include Music, Actuarial Science, Criminology and Security Studies, Veterinary Medicine, Agriculture, tailored to produce manpower that would ensure food security and adequate agricultural raw materials for industries and export; and Engineering, to provide an excellent balance between the essential principles of engineering science and the applications to the creative world of engineering practice. In the four decades of its existence, the University of Jos’ comprehensive portfolio of Programmes has changed successfully and has assisted students, both local and international, successfully prepare for graduation.

Today, the University of Jos is not only a leading Nigerian institution, and its students, amongst the best of their generation, but the University is also taking the necessary steps in becoming a world class leading institution in research. The University has a considerable track record for consistently achieving high standards in teaching and learning. This vital part of the University’s mission has enabled it to build partnerships with other institutions, the public sector, industry and commerce. Recently declared Africa’s Centre of Excellence for Phyto-medicine Research Development, the University through a World Bank $8m grant, is to conduct research and teaching in Phyto-medicine in Nigeria, West and Central African countries and develop new medicines.

The University’s Scientists and Technologists through the Centre for Biotechnology and Genetic Engineering are engaged in Research and the Commercial Cultivation of Artemisia Annua, the key plant in Artemisin-based Combination Therapy (ACT) at the Centre’s Farm in Langtang South LGA, of Plateau State, through a STEP-B/World Bank Grant. The Mathematics Department also won a Grant from Hewlett Packard and STEP-B/World Bank to undertake research on the Application of Technology for Teaching and Learning.

The University has played a strategic role in Ornithology and Biodiversity research and conservation since 2002 through a partnership with A.P. Leventis Ornithological Research Institute (APLORI). Graduate Programmes and ecological studies of the institute take advantage of the presence of 10% of the world’s Birds species in Laminga and attract Students from Nigeria, Africa and Europe. Also, there exist an MOU with University of Cape Coast (UCC), Ghana in which UNIJOS is helping to build capacity for UCC undergraduate programmes in Conservation Studies.

The University’s Faculty of Pharmaceutical Sciences has focused on the production of Anti-Snake venom and research into local herbal drugs in the last ten years.

The Centre for Conflict Management and Peace Studies (CECOMPS) has led peace initiatives in research and publication on the spate of crises in Plateau State with a Grant from the Royal Netherlands Embassy in Nigeria. The research also enjoys support from the Sultan of Sokoto.

In 2003, the University entered into a partnership with the Carnegie Corporation of New York for institutional strengthening on different Projects with a grant of three tranches worth $6.3m.

Like many great Universities in the world, the University of Jos has been able to maintain a good relationship with its alumni and friends to make considerable investment in its efforts to develop a modern, dynamic learning environment for the future generation.

Governance

The University was constituted by Decree No.82 of 1979 of the Federal Military Government of Nigeria and the President of the Federal Republic is the Visitor. Its governing body is the University Council, comprising nominees of government and representatives of the University Community. The highest academic body is the University Senate comprising the Vice Chancellor (Chairman of Senate), his deputies, the University Librarian, Deans of Faculties, Directors of Academic units, Heads of Academic Departments, Faculty Representatives, and all Professors. The Registrar is the Secretary to Council and Senate. The Bursar, Directors of non-academic units including Information and Communication Technology (ICT), Health Services, Physical Facilities, Legal Officer and the Public Relations Officer (PRO) are in attendance at meetings of Senate while the Bursar and Librarian are in attendance at meetings of Council. Existing procedures and mechanisms for monitoring and assessing performance in the University include an annual financial audit, annual review at National Universities Commission (NUC), accreditation and visitation.

The diagram below illustrates the organisational chart of the University:

The University of Jos Organisational Chart

Students

Council

Vice-Chancellor

VISITOR

DVC (Administration)

DVC (Academic)

Senate

Registrar

Bursar

Librarian

Faculties

Academic Departments

Treasury Services Division

Office of Research & Development

Security

Internal Audit

Information and Publication

Academic Planning

Health Services

Students’ Affairs

ICT Directorate

PG School

Main Accounts Division

Finance Division

Council Affairs

General Admin

Academic and Senate Matters

Establishment

Subject Libraries Division

Support Services Division

Advancement Office

Physical Facilities

Non-NUC Funded Programmes Division

Administration & Systems

Funding

The University is a public institution that is largely funded by the Federal Government including special grants from Tertiary Education Trust Fund (TETFund). Additional sources of funding come from donor agencies and other stakeholders. Internally generated revenue constitutes about 10%.

Academic Units

The University of Jos was established in 1975 by the Federal Government of Nigeria, at the same time as six other federal universities across the country. It evolved out of the Jos Campus of the University of Ibadan, which was in existence since November 1971. Forty years after its creation, the University comprises of twelve faculties and a School of Postgraduate Studies. 7 Faculties were set up at the commencement in 1975, The Faculty of Pharmaceutical Sciences was set up in 1984, The Faculty of Management Sciences in 2010 while those of Agriculture, Engineering and Veterinary Medicine came aboard in 2014. The University has 87 departments, as shown in table 1 below, a teaching hospital and several other academic units, which include:

w Centre for Continuing Education (CCE)

w Office of Research and Development (ORD)

w Information and Communication Technology (ICT) Directorate

w Division of General Studies (GS)

w Institute of Education (IoE)

w Centre for Accounting Postgraduate Research (CAPR)

w Centre for Biotechnology and Genetic Engineering (CBGE)

w Centre for Conflict Management and Peace Studies (CECOMPS)

w A.P.Leventis Ornithological Research Institute (APLORI)

w Centre for Gender and Women Studies (CGWS)

w Centre for Entrepreneurial Studies (CES)

w Centre for Intellectual Property (CIP)

w Centre for Nomadic Education (CNE)

w African Centre of Excellence in Phytomedicine Research and Development (ACEPRD)

w Centre for African Studies

Academic staff of the University, though predominantly Nigerian by nationality, also include citizens from other countries. The University is an equal-opportunity employer with commitment to gender equality.

Academic programmes are offered at doctoral, masters, bachelors, diploma and certificates levels, with emphasis on teaching and research across the various disciplines. The University operates the Course Credit Unit System and currently has in 2013/2014 session, a staff strength of 1221 academic, 480 senior technical, 329 senior administrative, 197 secretarial and 375 junior technical staff. The total junior non-academic staff is 651. These collectively serve a total full-time student population of 17,826, part time students’ population of 5,260 and 1189 sub- degree (Diploma) Students (Tables 1). Similarly, for 2013/2014 intake, the university has a postgraduate student population of 8,094 distributed as 249 for Ph.D., 1554 for Masters and 119 for Post graduate Diploma respectively. Worthy of mention too is that the 2014/2015 admissions into all Programmes across the twelve Faculties (including the three new faculties of Agriculture, Engineering and Veterinary Medicine) have been done. A total of 6,627 students admitted and 5,047 have concluded registration for the session pending full commencement of academic activities. The University has an impressive record of collaboration with other institutions locally and internationally including affiliations with Nigerian Research Institutes, Universities in Africa, Europe and the Americas as well as government institutions in Japan and international bodies such as the World Health Organization (WHO). During the implementation of the First Cycle of the Strategic Plan, the University was able to attract a grant of $2m from Carnegie Corporation of New York under its Programme for institutional strengthening in African universities. This grant was again renewed for $2.5m during the Second Cycle Strategic Plan and $1.8m for the Third cycle. The grants for the Carnegie Intervention were successfully utilised for the implementation of University projects.

In 2013, the Faculty of Pharmaceutical Sciences won a grant of $8m from the World Bank for a research in Phytomedicine. This has resulted in the establishment of the African Centre of Excellence in Phytomedicine Research and Development (ACEPRD) to cover West and Central African Countries.

Table 1: Distribution of Students by Departments and Faculties 2014/2015 Session

Faculties

Depts

UG: Male

UG: Female

2014/2015

PG: Male

PG: Female

Remedial

UG:

PG:

Diploma Males

Diploma Female

Total

NEW:Male

NEW:

Female

PT Male

PT Female

PT Male

PT Female

Agriculture

Arts

930

1391

298

467

3143

Education

1764

1307

472

421

1866

1262

7092

Engineering

Environmental Sciences

570

379

232

1244

Law

898

598

123

120

146

132

2017

Medical Sciences

1375

915

210

187

2687

Management Sciences

745

490

321

221

295

196

2268

Natural Sciences

1931

1291

339

198

233

155

148

4393

Pharmaceutical Sciences

351

234

699

Social Sciences

1594

1063

463

174

116

117

3683

Veterinary Medicine

Total

10158

7668

2667

1956

1000

2510

1690

445

332

28426

Table 2: Distribution of Staff by Departments and Faculties 2014/2015 Session

Faculties

Departments

Academic Staff

Non-Academic Staff

Total Academic Staff

Total Non Academic Staff

Grand Total

Senior Technical

Senior Administration

Secretarial

Junior Technical

Junior Non-Technical

Male

Females

Agriculture

Arts

102

141

186

Education

148

195

Engineering

Environmental Sciences

129

Law

Medical Sciences

170

221

176

397

Management Sciences

Natural Sciences

155

198

116

314

Pharmaceutical Sciences

123

183

Social Sciences

105

127

Veterinary Medicine

General Studies

Centre for Conflict Management

Centre for Continuing Education

Library

100

128

Remedial Studies

Centre for Biotech and Genetic Engineering

Institute of Education

APLORI

Centre for Entrepreneurial Studies

Office of Research and Development

OTHER UNITS

191

171

163

424

101

1275

1275

Total

867

331

350

130

202

127

146

276

481

170

1198

2092

3290

A Multi-Campus Institution:

The University has four campuses: Bauchi Road, Naraguta, Township and Laminga. The Bauchi Road Campus, currently accommodates the Faculties of Agriculture, Engineering, Law, Medical (Pre-clinical Departments only), Natural and Pharmaceutical Sciences, Veterinary Medicine as well as Central Library facilities; the ICT Directorate, Office of Research and Development (ORD), Advancement Office (AO), University Primary School, UNIJOS ICE FM 96.1 Radio Station and the University Administration. The radio station serves as a medium for communication, information dissemination, education and entertainment to the University community and its environs as well as providing practical lessons to students of the Mass Communication Programme. There is also the UNIJOS Echo Online, a Student Newspaper of the Department of Mass Communication, University of Jos. It teaches students news reporting and it is available online.

The Naraguta Campus currently houses the Faculties of Arts, Education, Environmental Sciences, Management Sciences and Social Sciences and the Central Library facilities as well as the School of Postgraduate Studies; the Centre for Biotechnology and Genetic Engineering; the Centre for Intellectual Property, the Centre for Gender and Women Studies; the Directorate of Physical Facilities, the University Health Services and the Centre for Accounting Postgraduate Research Located there also are the Naraguta Student Hostels, which accommodate 5,752 students and the Students Village where 4,294 students are accommodated in compounds set up as in a typical African village. Also completed is a hostel at the Naraguta Campus which accommodates 252 students. There is also an ICT Complex II building, Geology building funded by PTDF and the Stadium. The Township Campus accommodates the Centre for Continuing Education, the Centre for Nomadic Education and the University Press. The Laminga Campus accommodates the clinical departments of the Faculty of Medical Sciences and the Teaching Hospital as well as APLORI. Arrangements are almost completed to commence the Collegiate System in the Medical Faculty. The University has two major staff housing estates located at the Naraguta Campus and on Bauchi Road with a pocket of other smaller estates scattered round the city of Jos.

Also, the University has an MOU with the Plateau state government to use the government owned Veterinary Hospital for the practical teaching of students on the Veterinary Programme pending when the University sets up its own hospital in the not too distant future.

EVALUATION OF THIRD CYCLE STRATEGIC PLAN

Since 1998, the University of Jos has actively and meaningfully participated in the activities of strategic planning, implementation and evaluation. Three successful plans had been developed and implemented up-to-date.

The Third Cycle Strategic Plan (2009-2014) was evaluated using one hundred (100) copies of the evaluation instrument prepared and validated by an Assessment Committee. Out of the 96 copies sent to Deans, Directors, Head of Departments and Units of the University, eighty five (85) copies were duly completed and returned. This is an improvement on 49 out of 100 in the exercise for the second cycle plan. The improvement is based on the use of innovative strategies on data collection. The data from these instruments were coded, analysed and were used in evaluating the Strategic Plan using the following questions:

1. To what extent was each of the strategies for achieving each goal of the 3^rd Cycle Strategic Plan implemented?

2. To what extent was each goal of the 3^rd Cycle Strategic Plan achieved?

3. What Indicators show the level of achievement of each goal?

4. What challenges militate against the achievement of each goal of the 3^rd Strategic Plan?

5. What can be done to overcome these challenges?

The results of the data analysis suggested that:

a. Only three out of the nine strategies under goal one were adequately implemented; namely 1.1, 1.2 and 1.9. Two out of the seven strategies under goal two were well implemented; namely 2.6 and 2.7. Strategy 3.1 of goal three was fully implemented. For goal four, three strategies were well implemented; 4.1, 4.2 and 4.7. Five of the strategies of goal five were reasonably well implemented viz: 5.1, 5.2, 5.3, 5.4 and 5.11.

b. The poor results from the implementation of goals 3 and 6 may have been due to the interpretation and awareness of the goals, which the next strategic plan should address.

c. Although a reasonable level of success was achieved in the implementation of the goals of the Third Cycle Strategic Plan, more attention needs to be paid to the areas of concern. The best achieved goal was goal five, that is, Quality and Gender Sensitive Working Environment. Most of the goals were however fairly achieved. There is evidence to show that the University of Jos Administration was committed to the implementation of the goals, as demonstrated in the areas of staff training, power supply, advancement activities, establishment of new departments and faculties in the areas of need and in the increased number of undergraduate Programmes accredited by NUC.

d. The major challenges that mitigated against the full implementation of the 3^rd Cycle Strategic Plan, were inadequate funding, shortage of human resources, poor attitude to work, inadequate power supply, inadequate training opportunities, inadequate facilities and the unstable academic calendar. Other constraints include but are not limited to security challenges, low level of awareness about the strategic plan, and poor monitoring of strategic plan implementation

e. In general, the 3rd Cycle Strategic Plan was fairly achieved.

Based on this assessment, it is recommended that:

1. Subsequent strategic plans should be more closely monitored to ensure improved implementation. To make this proposal a reality, the development and evaluation of subsequent strategic plans should be improved, with the evaluation having yearly formative and end of plan summative components.

2. Multidisciplinary research activities should be built into the processes and evaluation of future strategic plans in order to perfect University practices.

3. There should be a standing committee for evaluation comprising of Directorate of Academic Planning & Management (DAP&M), Faculties of Education, Natural Sciences and Social Sciences to promote effective use of Strategic Planning data for the growth and development of the University.

4. The new plan should involve more stakeholders and should be widely circulated as many university community functionaries including Heads of Department and Units claim ignorance of its existence.

5. Periodic University-wide sensitization among stakeholders should be organized to draw their attention to their roles and responsibilities in relation to the plan.

6. There should be proper handing over to the new authorities whenever there is a change.

7. The University budgets and budget implementation processes should be tied to compliance with the provisions of the strategic plan in order to promote the use of Strategic planning data for the growth and development of the University.

8. Faculties, Departments and Units should be given annual recognition on attainment of Strategic Plan Goals. This is a role that can be effectively played by Servicom.

9. The tempo and commitment of the University community to advance the effective implementation of the activities of Strategic Planning (SP) should be enhanced.

10. Timely action should be taken on current recommendations.

VISION, MISSION STATEMENT AND CORE VALUES

Vision

To be a globally rated University providing an excellent educational experience with high impact on society

Mission Statement

The primary mission of the University of Jos is to serve the people of Nigeria and humanity at large by:

· Encouraging and promoting a culture of excellence and building an innovative university

· Delivering an outstanding and inclusive student academic experience as well as promoting good character

Core Values

The University is committed to facilitating the development of a Nigerian society that values education and effectively utilizes it for development. It is guided in all its endeavours by the under listed interdependent values.

Advancing Teaching, Learning and Research

The University is committed to discovering, preserving and disseminating knowledge through teaching, research, experimentation and practice. In its efforts to create an intellectually stimulating environment where the search for excellence is paramount, it nurtures and enlarges understanding through inquiry as well as interpretation and reinterpretation of knowledge. It does this by encouraging free expression of ideas, respect for diversity and debate. It thereby promotes critical thinking rather than unquestionable compliance.

Commitment to High Standard of Ethics, Integrity and Excellence

The University of Jos is committed to the highest standards of honesty, fairness, professional and scholarly ethics. It will show the Nigerian society, by example, that with creativity, innovation, commitment and determination, excellence can be attained even in the face of enormous challenges.

Commitment to Relevance and Impact

The University’s Programmes shall meet community, environmental and social challenges, and prepare future generations to adapt in a constantly changing world. The University is responsible to inculcate discipline and inspire dedication and be an example to the rest of the society.

Promotion of Co-existence and Cooperation

The University is committed to enhancing a spirit of understanding, co-existence, inclusion and cooperation among students, staff, sponsors, alumni, employers of labour, the community and government to build its character, quality, efficiency and effectiveness. The University will operate in an atmosphere of openness and mutual respect in order to provide a truly conducive working environment, regardless of religious, ethnic and gender differences.

ENVIRONMENTAL ANALYSIS

Environmental Analysis was performed to ensure that the 2015-2019 Strategic Plan has appropriately reflected upon the University’s internal and external environment in order to increase its probability in achieving its aspirations. The outcomes constituted the Strengths, Weaknesses, Opportunities and Threats (SWOT) Analysis and a consideration of a number of issues as presented below:

A summary of the SWOT Analysis:

Strengths

· Friendly working environment

· Established Centres of Excellence

· Available training facilities

· Impactful research outcomes

· Accreditation of all programmes

· Adequate and qualified human resources

· Available housing estates

· Well established reputation

· Knowledge Capital

Weakness

· Infrastructural deficit

· Declining academic standards

· Weak policies, rules and their implementation

· Inadequate funding

· Over dependence on government statutory allocation

Opportunities

· Develop and sustain collaboration and internationalisation

· Location in a major mining and agricultural region

· Ability to generate additional revenue

· Increase in number of Alumni

· Availability of land for future development

· Emerging Centres of Excellence

· Introduction of new programmes

Threats

· Declining public funding of Universities

· Growing insecurity in Nigeria.

· Unrest from Staff and student unionism

· Emerging New Universities

· Limited creativity and innovation due to over-regulation of the educational sector

· Cultism

· Brain drain

· Inadequate number of staff

Consideration of Issues from SWOT Analysis

· The University will focus on impactful research with the already-established Centres of Excellence towards addressing the decline in academic standards and generate additional revenue in order to address the funding inadequacies.

· The University’s experience in establishing centres of excellence will be enhanced towards establishing emerging centres such as Centre for Criminology and Security Studies. A new undergraduate programme in this area has already been established.

· The University will capitalise on its adequate and qualified human resources to address the declining academic standards and improve on the policies, rules and their implementation.

· The University’s friendly working environment will be further enhanced to develop and sustain collaboration internally and internationally. This will also increase the level of alumni engagement with University activities.

· The University’s experience in establishing centres of excellence will be enhanced towards establishing emerging centres such as Centres of Excellence in Mining Engineering, Food Security and centres that focus on research on tropical diseases such as Malaria and Onchocerciasis (River Blindness). New Faculties of Engineering, Veterinary Medicine and Agriculture are already operational frameworks for achieving the centres.

· The University will also capitalise on the friendly working environment to improve on the existing interaction between management and staff and student unions towards addressing potential or possible dispute or unrest.

· The University will also capitalise on the friendly working environment to organise a robust Orientation and training programmes for both staff and students. The available housing estates will further enhance an excellent university working environments.

· The University’s established reputation will continue to keep it at a competitive advantage and also provide an opportunity to contribute to the regulatory framework and policies of the educational sector.

· The University will capitalise on its qualified human resources to provide the required staff training and development towards addressing issues of operational inefficiencies and poor attitude to work.

GOALS AND STRATEGIES, RESPONSIBITY AND TIME FRAME

As part of the Implementation Strategy, The University Management has a general oversight of the Strategic Plan; however identified departments/units and persons should spearhead and be directly responsible for the implementation of the strategies.

Goal 1: Strong and Relevant Undergraduate and Postgraduate Programmes

The need for a strong academic quality and excellence in any institution of higher learning cannot be overemphasised. The University will continue to be responsive to the needs of the students, the employer and market demands with respect to its academic offering. Having established a culture of academic excellence, the University will continue to sustain this culture whilst having a broad range of undergraduate postgraduate programmes. Thus the following strategies have been defined in order to achieve this goal:

Strategy No

Strategy

Responsibility

Time

Strategy 1.1

Strict adherence to admission guidelines and processes

V.C., Senate Affairs and Admissions, DAP&M

Years 1 – 5

Strategy 1.2

Periodic (semester) assessment of course content and lecture delivery by students

HODs; HOUs;

Students,

Years 1 – 5

Strategy 1.3

Annual update of course content and delivery

Deans; HODs; HOUs

Years 1 – 5

Strategy 1.4

Biennial review of all academic Programmes to ensure quality and relevance

DAP&M; Senate Curriculum Review Committee

Years 1 – 5

Strategy 1.5

Commitment to quality assurance of all programmes.

DAP&M, Senate Curriculum Review Committee

Years 1 – 5

Strategy 1.6

Support for innovative pedagogy in teaching and learning

Deans; ICT Dir, FoE

Years 1-5

Strategy 1.7

Commitment to merit in staff recruitment, development and retention

Vice-Chancellor; Registry, Servicom

Years 1 – 5

Strategy 1.8

Improve on the level of advisory/ guidance and counselling support services offered to students

Depts, G&C unit

Years 1 – 5

Strategy 1.9

Encourage the connectedness of research with teaching and learning for continuous quality enhancement

Faculties and depts

Years 1 - 5

Strategy 1.10

Encourage and enhance timely completion of postgraduate programmes

SPGS, Faculties

Years 1 - 5

Goal 2: Quality and Impactful Research

The University has an established reputation in research which has led to the development of a number of recognised centres of excellence and the impact these are already playing to the community. Therefore, the University will continue to support a strong culture of basic and applied research for the generation of quality outputs and impact on the society through the following strategies:

Strategy No

Strategy

Responsibility

Time

Strategy 2.1

Provide increased support and facilities for research in areas of strength and societal needs.

Deans; ORD ICT Dir

Years 1 – 5

Strategy 2.2

Enhance research infrastructure in the areas of Libraries, Laboratories, Workshops, Museums and Information Systems

Deans, ORD, ICT Dir ,Library

Years 1 – 5

Strategy 2.3

Enhance funding towards supporting research activities such as seminars, workshops, conferences, publications and pump-priming research

Deans, ORD, UAO

Years 1 – 5

Strategy 2.4

To provide appropriate training in research processes and conduct to enhance competencies.

Deans, ORD, Linkages

Years 1 – 5

Strategy 2.5

Advancement of application, promotion, intellectual property and commercialisation of research outcomes.

CIP; CES, UCL, ORD

Years 1 – 5

Strategy 2.6

Continuous engagement in research with partners and industries.

ORD , Linkages, UAO

Years 1 – 5

Strategy 2.7

Collation and management of research activities and documentation.

ORD

Years 1 – 5

Strategy 2.8

Encourage increased mentoring to boost research collaboration and publications.

Committee of Deans & Directors

Years 1 – 5

Strategy 2.9

Support the regular publication of quality Journals in text and on-line formats

Library, ICT Dir

Years 1 – 5

Strategy 2.10

Establishment of innovation/incubation research output centres

VC, CES, UAO, ORD

Years 1 – 5

Strategy 2.11

Establish a University Strategic Research Plan to be reviewed annually

ORD

Years 1 – 5

Strategy 2.12

Encourage staff to attract external research funding

ORD, Faculties and Depts

Years 1 – 5

Strategy 2.13

Promote multi-disciplinary research that address problem-based issues

ORD, Faculties and Depts

Years 1 – 5

Goal 3: Innovative Application of Information and Communication Technology

In order to maintain innovative application of Information and Communication Technology (ICT), the University will ensure that ICT infrastructure and services are updated and made robust to provide quality services. These can be achieved through the following strategies:

Strategy No

Strategy

Responsibility

Time

Strategy 3.1

Revise and approve University ICT policy

ICT Dir, ICT Board, University Management,

Years 1 – 5

Strategy 3.2

Implement, manage and ensure compliance with revised ICT policy.

ICT Dir, ICT Board

Years 1 – 5

Strategy 3.3

Consolidate and maintain all ICT infrastructures. and services

ICT Dir, DPF

Years 1 – 5

Strategy 3.4

Upgrade Integrated Information Systems

ICT Dir

Years 1 – 5

Strategy 3.5

Continuous training and retraining of staff and students in the use of ICT resources

ICT Dir, HODs, HOUs,

Years 1 – 5

Strategy 3.6

Increase access and use of ICT resources by staff and students through bi-annual data collation

ICT Dir, HODs, HOU’s,

Years 1 – 5

Strategy 3.7

Deliver ICT services in a professional and customer-focused manner

ICT Dir, HODs, HOUs, Students

Years 1 – 5

Strategy 3.8

Create and maintain a University archive in a digitized Institutional Repository with the Library

Library; ICT Dir

Years 1 – 5

Strategy 3.9

Ensure all buildings are ICT compliant.

DPF; ICT Dir

Years 1 – 5

Strategy 3.10

Promote the adoption of blended learning technologies

ICT Dir

Years 1 – 5

Strategy 3.11

Training and retraining of ICT professionals

ICT Dir

Years 1 – 5

Strategy 3.12

Procure an ICT-specific building

University Management; DPF, ICT Dir

Years 1 – 5

Goal 4: Acquisition and Efficient Utilization of Resources

It is a known fact that resources are scarce. For the University to derive optimal benefit from its resources, urgent steps must be taken to ensure that it is effectively and efficiently utilised. The University has therefore taken innovative ways to ensure good governance, increasing its resources and prudent resource management through the following strategies:

Strategy No

Strategy

Responsibility

Time

Strategy 4.1

Strict adherence to Procurement Act and University financial regulations

University Management, DPF; Faculties, University Procurement Office

Years 1 – 5

Strategy 4.2

Procure infrastructure for the new faculties and University Administration

University Management, UAO,DPF

Years 1 – 5

Strategy 4.3

Raise funds for the establishment of a Physical Fitness Centre

UAO, University Sports Committee

Years 1 – 5

Strategy 4.4

To bid for the hosting of NUGA and WAUG

Students Affairs, University Sports Committee

Years 1 – 5

Strategy 4.5

To resuscitate the University Bookshop

University Management

Years 1 – 5

Strategy 4.6

Reposition UCL and all its operations

Governing Council, University Management

Years 1 – 5

Strategy 4.8

Partner with relevant stakeholders to upgrade University services ( hostels, restaurants, campus shuttle system, post-basic educational institutions)

University Management, DSA

Years 1 – 5

Strategy 4.9

Raise funds to sponsor Academic Research Chair

University Management, ORD, UAO

Years 1 – 5

Strategy 4.10

Encourage the development of spin-out companies from the University system

University Management

Years 1 – 5

Strategy 4.11

Establish a Business Development Unit to coordinate University business and programme initiatives.

University Management

Years 1 – 5

Strategy 4.12

Reposition part-time programmes with respect to the infrastructure and charges

University Management, Faculties, IoE

Years 1 – 5

Strategy 4.13

Source for financial and material resources with the support of the Advancement Office and the ORD for development purposes.

UAO; ORD; University Management

Years 1 – 5

Strategy 4.14

Encourage faculties, departments and units to generate revenue to meet the target of at least 35% of the University’s recurrent budget.

University Management, Deans, Directors, HODs, Bursary

Years 1 – 5

Strategy 4.15

Establish a new policy on effective appropriation of revenues generated by departments and units in line with modern management trends.

University Management

Years 1 – 5

Strategy 4.16

Utilise internal expertise for projects, products and services management.

University Management

Years 1 – 5

Strategy 4. 17

Re-establish a University of Jos Post-Basic Educational Institutions for quality vocational and technical education

University Management

Years 1-5

Strategy 4.18

Establish an event management unit for effective hosting of conferences, workshops and seminars.

CES, Library

Years 1 – 5

Strategy 4.19

Mobilise funds to support scholarship scheme for outstanding and indigent students

UAO, Linkages, Alumni Association

Years 1 – 5

Goal 5: Conducive Working Environment, Gender and Equity

Having built a strength in providing a friendly, gender, and equitable working environment during the previous Strategic Plans, the University recognises the innovative strength and capabilities that these have provided. Thus, the university will continue to provide a functional, intellectually stimulating and sensitive environment for staff and students through the following strategies:

Strategy No

Strategy

Responsibility

Time

Strategy 5.1

Improve on facilities/infrastructure and environment for conducive teaching and learning

Governing Council; University Management; DPF, ICT Dir

Years 1 – 5

Strategy 5.2

Promote free flow of information and university administrative processes to foster openness, accountability, timeliness and transparency

Governing Council; University Management

Years 1 – 5

Strategy 5.3

Empower DAP&M to supervise the implementation of the Strategic Plan and plan for future cycles

University Management, DAP&M

Years 1 – 5

Strategy 5.4

Introduce a reward system for staff of all categories.

University Management

Years 1 – 5

Strategy 5.5

Create Parks and Gardens unit in the Directorate of Physical Facilities to improve the aesthetic appearance of the campuses

DPF

Years 1 – 5

Strategy 5.6

Develop and implement a policy on facilities management

DPF

Years 1 – 5

Strategy 5.7

Foster the full implementation of the University gender policy

University Management

Years 1 – 5

Strategy 5.8

Continue to provide female scholarship support initiative to deserving students

CGWS

Years 1 – 5

Strategy 5.9

Create a baby-friendly centre for mothers at work place

CGWS

Years 1 – 5

Strategy 5.10

Continue to collate and disseminate gender disaggregated data and information on university programs and activities.

CGWS

Years 1 – 5

Strategy 5.11

Sustain partnership with students for their welfare and development.

Stu Aff; SUG; Alumni Association

Years 1 – 5

Strategy 5.12

Provide job offers to first class graduates.

University Management

Years 1 – 5

Strategy 5.13

Provide human and material resources to support physically challenged persons

University Management, Faculties, Departments and Units

Years 1-5

Strategy 5.14

Empower security division to create a safe and secure working environment

University Management, Security Division

Years 1-5

Strategy 5.15

Continuous liaison with existing security organisations to ensure an effective university security

Security Division

Years 1-5

Strategy 5.16

Procure the services of a consultant of international repute to review the strategic security plan

University Management

Years 1-5

Strategy 5.17

Enhance ways to prevent cultism, drug abuse, sexual harassment and other forms of anti social behaviour

CGWS

Years 1-5

Strategy 5.18

Develop Creative Learning Spaces for equal and flexible access to learning resources

Library

Years 1-5

Goal 6: Relevant and High Quality Community Services

The University will be committed to engaging with the society in becoming a symbol of inspiration to the local community. It will run programmes to support specific facets of national development and maintain its relevance to environmental aspirations through the following strategies:

Strategy No

Strategy

Responsibility

Time

Strategy 6.1

Encourage the development of more outreach activities within academic Programmes to provide solutions to societal problems and provide hands-on experience

University Management

Years 1 – 5

Strategy 6.2

Provide services, including consultancy to government, community, industry and the general public

UCL; Faculties, Departments and Units

Years 1 – 5

Strategy 6.3

Restructure all part-time programmes to improve the quality of output

Faculties

Years 1 – 5

Strategy 6.4

Promote sports and cultural activities with the local community

DSA, Depts

Years 1 – 5

Strategy 6.5

Foster staff and students involvement in serving the health needs of the society

UHS, FMS, FPS, FVM, FOA

Years 1 – 5

Strategy 6.6

Encourage youth engagement and entrepreneurial activities to boost the local creative economy

CES, YFC

Years 1 – 5

Strategy 6.7

Provide curricular service-learning to the community e.g. University tester sessions

Faculties and Units

Years 1 – 5

Goal 7: Increased Collaboration and Internationalisation with Stakeholders

The University recognises the quest for knowledge as a global endeavour and therefore aspires to become an internationally-engaged University, Hence, the emphasis on collaboration and internationalisation which is to be achieved through the following strategies:

Strategy No

Strategy

Responsibility

Time

Strategy 7.1

Promote partnerships with industry and ensure relevance of Programmes to professional practice.

University Management, Linkages, SIWES, UAO, ORD, CIP, Legal Unit

Years 1 – 5

Strategy 7.2

Encourage partnerships with Nigerian and Foreign Higher Education Institutions for joint use of resources and exchange of staff and students.

University Management, Linkages, ORD; UAO; Legal Unit, FoEdu

Years 1 – 5

Strategy 7.3

Attract international students and create opportunities for international exposure

University Management,

Years 1 – 5

Strategy 7.4

Recruit more international staff to bring a global perspective to the university

University Management

Years 1 – 5

Strategy 7.5

Promote the image and brand of the university in the international arena

ICT Dir, UAO, Info and Pub

Years 1 – 5

Strategy 7.6

Enhance global initiatives through the organisation of international conferences and workshops

ORD, CES, UAO

Years 1 – 5

Strategy 7.7

Establish an International Training Centre for the development of innovative human resources in library and information services

Library, ICT Dir

Years 1 – 5

RESOURCE PLAN FOR ACHIEVING STRATEGIC GOALS

Resources are necessary for achieving the goals of this plan and for excellence, but are often insufficient. The resources needed to achieve these goals include human resources, funds, facilities and technology. These will be drawn from a variety of sources:

A. Federal Government of Nigeria to continue funding: personnel Cost and some Capital Projects and some overhead expenditure.

B. Get funding through Government Special Interventions such as TETFund and PTDF.

C. State Governments of Catchment Areas to continue to support in the provision of funds and facilities to assist in the development of its human resource needs

D. Students and their families continue to pay for some services and contribute to the Alumni Development Fund

E. University expects to internally generate monies from Programmes and activities to supplement (A), (B) and (C) for the provision of services

F. Donors to the University and alumni continue to invest in research, projects and Programmes of the University through the Advancement Office, Office of Research and Development (ORD) and other initiatives.

G. Staff to be committed through excellent work to attract grants and other forms of support.

H. The University Administration to make the best use of resources with which they have been entrusted, cutting cost and being creative in developing new revenue sources.

COST IMPLICATION

2014 Estimates

2015-2019

3^rd CSP

4^th CSP

Personnel Cost

17,682,020,000

20,334,323,000

Overhead

721, 094,879

829,259,111

Internally Generated Revenue

3,977,845,450

4,574,522,268

Capital Projects (FG Funded)

3,475,314,695

3,996,611,899

Capital Projects (Donor Funded)

465,842,770

535,719,186

MONITORING/EVALUATION OF THE STRATEGIC PLAN IMPLEMENTATION

1. The Strategic Plan should be used as a reference document for operations at all levels for the management of the University.

2. Create and empower a Strategic Planning Office as a unit in the Directorate of Academic Planning and Management to serve as secretariat for the preparation, documentation and monitoring of implementation of the Strategic Plan.

3. Each faculty/Unit should develop an operational and implementation plan for the Strategic Plan annually.

4. The Strategic Planning Office will monitor the implementation of the operational plans from faculties/units annually.

5. Budget approvals for faculties/unit should be tied to their operational and implementation plans.

6. To assist faculties and units in the writing of their operational and implementation plans, workshops are necessary.

7. Communication Plan: Copies of the Strategic Plan should be published (text and on-line) and made available to all staff for awareness and implementation.

A Strategic Planning office for the effective administration of a University-wide annual performance audit.
The University administration should strengthen its mechanism for delegation, monitoring and effective supervision to ensure that the strategic plan is implemented successfully.
The University will continue to maintain and evaluate a set of indicators of Centres of Excellence.

Performance Results

The University will measure the success of the 4^th cycle Strategic Plan through the following supportive evidence:

o Enhanced academic offering and standard

o Impact on society and financial sustainability of the university activities

o Growing national and international recognition of the university’s research output

o University staff and students are empowered by the capabilities of ICT and all processes and services are ICT-driven

o Effective management of resources

o Increase in productivity and service delivery

o Demonstrable, positive, economic and social impact to our society

o Growing reputation for collaboration and internationalisation

STRATEGY MAP