REDEEMER’S UNIVERSITY EDE,

5 YEAR STRATEGIC PLAN 2014 – 2019

Table of Content

Preface ...... 3 Executive Summary ...... 5 INTRODUCTION ...... 6 1.1. INTRODUCTION ...... 6 1.2. Brief History ...... 6 1.3. Rationale For A Strategic Plan ...... 7 1.4. Strategic Direction and Goals ...... 7 1.5. Data Requirement and list of sources ...... 9 1.6. Organizational structure and flow of strategic Plan operational units of RUN ...... 11 1.7. Redeemer’s University Major Achievement Factors ...... 12 1.8. Major competitors ...... 13 CHAPTER TWO ...... 15 2.1. Vision Statement ...... 15 2.2. Mission Statement ...... 15 2.3. Our Guiding Values ...... 15 2.4. Quality Policy ...... 15 CHAPTER THREE STRATEGIC ANALYSIS AND CHANGE INITIATIVES ...... 16 3.1. SWOT ANALYSIS ...... 16 CHAPTER FOUR ...... 27 4.1. STRATEGIC ACTION PLAN FOR 2014 - 2019 ...... 27 CHAPTER FIVE ...... 29 5.1. Implementation Plan ...... 29 5.2. Monitoring, Review and control ...... 29 Preface

The Redeemer’s University was borne out of a vision the General Overseer of the RCCG, Pastor E. A. Adeboye had way back in 1979 when he visited Oral Roberts University in the United States of America. He had a burden to establish a great Christian University. The precursor to the establishment of Redeemer’s University was therefore the conviction of the great role University education could play in the social, technological as well as spiritual development of a nation. In 1982, he was in Ede under divine direction to hold an evangelical programme. During the programme, the then Timi of Ede offered a large parcel of land to the Church. There and then, God told him the land would be for His University.

This dream, however, could not materialise in time, because of the existence of Decree No. 19 of 1984, which proscribed and banned the establishment and operation of private universities. The opportunity was however, made available by the Federal Government, when Decree No. 9 of 1993 was promulgated allowing private individuals or organizations to establish universities in , provided they meet certain criteria laid down by the Federal Government through the National Universities Commission (NUC). The proprietors of Redeemer’s University have followed with keen interest the development of the university system in Nigeria and decided that the University will not just provide additional places but considerably improve on the existing standard of delivery.

The primary goal of the University is the production of nationally relevant, globally competitive, intellectually equipped and self-reliant graduates. It is envisaged that the products of the University will be first-rate and world-class graduates imbued with the capacity to make increasingly useful contribution to global development in general, and that of Nigeria and its constituent communities/societies in particular.

In the words of the Visitor to the University, Pastor E. A. Adeboye, he stated that: ‘Redeemer’s University that the Almighty God has in mind is not going to be an extremely large University. It cannot afford to be the biggest but it will be the best. It cannot afford to be the biggest because it is not a University to mass produce graduates. It is a University that will produce leaders’ .

This strategic plan 2014-2019 describes the paths we have chosen to realize the inspired goals and objectives. We know that realizing our goals will require loyalty, integrity, faithfulness, excellence, passion, innovativeness and entrepreneurial spirit with the fear of God. I am confident that by the grace of God, we will achieve the vision, mission,objectives and goals that are articulated in this plan.

Professor Z. Debo Adeyewa Vice-Chancellor

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Executive Summary

The five year strategic plan is to provide the University with a roadmap for support, services and organizational development. The history of the University dated back to 1982 and October 11, 2005 when the University took off with three Colleges and a population of 473 pioneer students. The strategic direction and goals are the University’s response to promoting academic excellence. The Strategic Planning Committee obtained data from various internal organs of the University. The organogram describes the various posts and positions within the University structure. The University has vision, mission, guiding principles and quality policy statement. Key performance indicators include the smooth and well organized relocation of the University from its temporary campus at Mowe, Ogun State to Ede, Osun State. There are seven (7) key competitors to the University within the surrounding external environment of the University. The University has strengths, weaknesses, opportunities and threats. One of the major strengths of the University is the goodwill of the Redeemed Christian Church of God and the reputation, credibility and reputability of the Visionary, Pastor Enoch Adejare Adeboye. Members of staff of the University are dedicated and committed to the University’s vision, mission and goals. The University is highly ICT driven. It has large expanse of land at the permanent site in Ede. The major weakness of the University is low student enrolment. The major goal is the establishment of additional colleges in the University. Strategic plan implementation can be effected through annual budget, periodic management meetings and staff commitment.

INTRODUCTION 1.1. INTRODUCTION

The Strategic Planning Committee of the University developed this strategic plan to provide the University with a five-year roadmap for supports, services and organization development. The intention is to review progress quarterly and update the plan annually as needed.

We believe that this strategic plan will constitute a framework for decisions and progressive movement toward improvement of the University. It will direct the work of the University Administration, Governing Council and Board of Trustees as yearly goals are formed for their work; budgets are designed to support the plan, and benchmarks provide the ability to monitor progress and assess accountability of those in charge of implementation.

1.2. Brief History

REDEEMER’S UNIVERSITY BRIEF HISTORY

One of the most significant moments in the history of the Redeemed Christian Church of God (RCCG) and Nigeria's education sector was the establishment of the Redeemer's University in 2005. The University was a product of divinely inspired vision which God gave to the General Overseer of the Church, Pastor E.A. Adeboye in 1982 on a visit to Ede. Accordingly, the University has a divine mandate to nurture spiritual commandoes who will demonstrate godly attributes in the practice of their professions. The University took off at the Redemption Camp on 11 th October, 2005, with three Colleges and a population of 473 pioneer students.

All its academic programmes are highly rated and accredited by the National Universities Commission (NUC). Without a scintilla of doubt, Redeemer's University's graduates and researchers have continued to do the University proud both within and outside Nigeria. Equally, our students have continued to get certified in various professional examinations such as ICAN, APCON, CIBN, ACCA, NIMN, NIPR, CISA and others.

Our World Bank sponsored African Centre of Excellence for Genomic of Infectious Diseases (ACEGID) has become the best rated among its peers in Sub-Sahara Africa through its profound research outputs, innovation and manpower development for the continent. The Centre has become a continental powerhouse in the prevention, control and elimination of infectious diseases by playing an active role before, during and after the outbreak of infectious diseases. In this regard, the Centre is actively involved in the containment of the Ebola Virus and Lassa Fever.

Redeemer's University presently stands tall with its spread of awards and recognitions of excellence.

The University has an advanced integrated IT-driven system that drives most of its processes and this feat has been applauded by individuals, groups and bodies across the globe. For example the University uses Smart Learning Technologies for teaching and learning in all its classrooms.

With Redeemer's University, the possibilities of excellence are endless.

1.3. RationaleFor A Strategic Plan

The Redeemer’s University needs to achieve new objectives with a meaningful and sustained momentum while taking into consideration the urgency and expectations of the stakeholders.

1. Redeemer’s University needs to improve on its present performance especially the addition of new colleges and academic programmes that would uplift the University’s pedestal to higher status in terms of course offering. She needs to establish challenging objectives and strive to achieve them with a meaningful and sustained momentum while taking into consideration the needs of the students and their parents. 2. She needs to build on the current performance, formulate new objectives, overcome the constraints and manage the challenges proficiently in an orderly and predictable manner. 3. As the University grows and develops more course offerings, programmes and Colleges, to the benefit of the society, the need for a document to provide guideposts to guarantee focus and effective performance of the staff and management becomes imperative. 4. This five-year strategic plan is designed to enable the University effectively achieve its vision, mission and objectives while coping with complex set of challenges and obstacles.

1.4. StrategicDirection and Goals

The strategic direction and goals included in this plan are the University’s response to promoting academic excellence, high moral value and the fear of the Lord. The five-year period of this plan will be a time of assessing and deepening the University’s approaches to its work.

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Strategy refers to the approach that management has chosen to pursue its objectives and goals. It is the blue print for an organization, game plans and specifies how the University has decided to get to its destination in terms of the attainment of goals and objectives. A few formulated and conceived strategy and goals will help in marshalling and allocating the University’s resources into a unique and viable posture based on her relative internal distinctive competences, anticipated changes in the environment and contingent moves by the competitors.

CorporateLong term goals and objectives Strategic to be achievedover a period Level of one (1) yearor more

Tactical Medium term goals and Strategic Level objectives to be achieved under one (1) year

Short term goals and objectives to be Operating achieved on a day-to- Strategic Level day basis.

With a fresh perspective on its vision, mission and core values, understanding what it does well, and the environment in which it operates, the Redeemer’s University will pursue the following strategic directions, goals and objectives in the short, medium and long term horizon.

1. Expand course offerings by embarking on the next phase of her academic development.

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2. The University will explore the feasibility of expanding her visibility in the public domain by providing vocational and professional training that may not necessarily lead to the award of University degrees. 3. The University will emphasize building its discretionary financial resources (internally generated revenue) to invest in providing quality services. This includes fund raising and endowment to improve infrastructure at the permanent site. 4. The University will take a leadership role in working with a number of higher institutions within and outside the country with a view to establishing collaboration with them. 5. Enhance the activities of the Alumni Centre to enable old students give back to the University. 6. Increase activities of the Redeemer’s University Centre for Entrepreneurial Development Studies to fulfill the dual role of training and production of goods and services. 7. Steps should be taken to register the Redeemer’s University Ventures with the Corporate Affairs Commission so that it can attract more funds to the University. 8. Given the enormity of administrative functions, there is the urgent need to strengthen the administrative arm by appointing a substantive University Bursar. 9. Establishment of Research Centre as stated in the Revised Academic Brief (Dec. 2008). These include Centres for Molecular Biology and Biotechnology, Environmental Pollution Studies, Geophysical, Atmospheric and Space Physics, Renewable Energy Resources, Good Governance, Peace and Conflicts Studies, Advance Communication Training and Research, and Entrepreneurial and Marketing Laboratory. 10. Strengthening of the RUN Consult and Entrepreneurship Centre in order to improve the Internally Generated Revenue (IGR). 11. The Redeemer’s University in collaboration with other Private Universities should step up the advocacy for Federal Government support in terms of benefiting from SURE-P, PTF, TETFund, and NUC Research Funds. 12. The University will play a leadership role in establishing collaboration among RCCG sponsored higher institutions. The Redeemed Christian Bible College headquartered at the Redemption Camp and the Redeemed Christian School of Missions, Ede are cases in point. The collaboration will be in form of Linkages or Affiliation.

1.5. Data Requirement and list of sources

In the preparation of this document and for the purpose of the implementation of the plan, the strategic planning committee obtained the following data from various sources as specified below:

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S/ N Type of DataSource 1. History of the University Registry 2. Student population – Undergraduate and PostgraduatesICT/College offices 3. Number of students per programme Registry / College Offices 4. Number of students per DepartmentRegistry / College Offices 5. Internally Generated Revenue(IGR) Bursary 6. Subventions & Grants from Proprietors Bursary 7. Number of Teaching Staff Registry/ College offices 8. Number of non – Teaching Staff Registry 9. Ratio of Teaching/Non- Teaching Staff Registry 10. Number of Department and Academic ProgrammesDirectorate of Academic Planning 11. Gender Distribution of Staff and Students University Quality Assurance (DAPQA) 12. Category of Hostels and Students in the HostelsDirectorate of Students’ Services and Development (DSSD) 13. Welfare Programme for staff Registry 14. Other sources of funds available to the University Bursary 15. Admission Requirements Admissions Office 16. School Policy/ Regulations Registry 17. University Laws and StatutesLegal Unit 18. Students involvement in Examination MisconductRegistry 19. Growth of Wide Area Networks(WANs) and Local Area Networks(LANs) CIT 20. Staff Development and Training Univ. Research Grant Committee 21. Statistics of disciplinary measures Registry 22. Teaching and Non-teaching staff Annual performance Evaluation - Vice-Chancellor’s office 23. Students Results per semesterRegistry 24. Number of committees set up by the university Registry 25. Health services- Number of staff and students registered and treated University Health Centre 26. Research output: Directorate of Research Innovation and Partnerships (DRIPs) 27. Number of Journals in the University Library 28. Number of Books in the University Library Library 29. Students personal files Registry

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1.6. Organizational structure and flow of strategic Plan operational units of RUN Redeemer’s University Organogram

PROPRIETOR

BOARD OF TRUSTEES

CHANCELLOR

THE GOVERNING COUNCILCOUNCI L

PRO -CHANCELLOR

SENATE

VICE-CHANCELLOR DVC (ADMIN) DVC (ACADEMIC)

LIBRARIAN REGISTRAR BURSAR DIRECTORATES

DEAN DEAN DEAN DEAN DEANDEAN DEAN DEAN DEAN DEAN DEAN DEAN DEAN * DAPQA CAGRIC CVETM PG. Sch CHUMCHM CLAW CMSSCMASC CNASCCNS CENG CEDU CENVS CAGRI CHESC CPHAR PG. Sch CVETM *ACEGID C * Works & Ph. PG. Sch COLLEGE COLLEGE COLLEGE COLLEGE COLLEGE COLLEGE COLLEGE COLLEGE COLLEGE COLLEGE COLLEGE BOARD BOARD BOARD BOARD BOARD BOARD BOARD BOARD BOARD BOARD BOARD BOARD Planning BOARD * Health Services

DEPT. DEPT. DEPT. DEPT. DEPT. DEPT. DEPT. DEPT. DEPT. DEPT. DEPT. * Mgt. Info. Services HOD HOD HOD HOD HOD HOD HOD HOD HOD HOD HOD * DRIPs

The organogram depicted in 1.6 and the data requirements and list of sources in 1.5 are both adequate for strategic plan implementation.

As presently designed, the organizational structure shows that the direct responsibility for plan implementation rests on the major departments and group as shown in the Organogram.

The top-level management of the University is constituted by the Board of Trustees Governing Council and Senate, Vice-Chancellor, the Deputy Vice-Chancellor and the Principal Officers are usually saddled with the policy formulation involving Corporate Strategic level. The Deans are to implement, while the College Board and the academic department constitute the doing and implementation arm of the University and charged with operating strategic level.

1.7. Redeemer’s University Major AchievementFactors

The modest achievements so far recorded by the University are explicable in terms of the following enabling activities and factors:

1. The goodwill of the Redeemed Christian Church of God and the reputation, credibility and respectability of the visionary, Pastor Enoch AdejareAdeboye. 2. Effectiveness of top-level Policy Decision Making of the University as constituted by the Board of Trustees, Governing Council, and Senate. 3. The Vice-Chancellor, Prof. Z. DeboAdeyewa, a distinguished professor and astute administrator’s effective, dynamic and purposeful leadership. 4. Expeditious and effectiveimplementation of the policy and strategic decisions of the Board of Trustees,the Council and Senate by the University Management. 5. Commitment of staff members to the core values of the University. 6. Amicable and cordial relationship between teaching and non-teaching staff. 7. The Universityupholds a Committee system in her operation. 8. Adequate and effectiveinformation and communication Technology(ICT) unit 9. Prudent and judicious management of tangible and intangible resources of the University. 10. The prevalent atmosphere of peace, harmony, and concord in the University community. 11. The various efforts being made to expand the revenue generating capacity of the University. 12. Cordial and friendly relationship with Ede Communities. 13. The enthronement of the fear of God, Loyalty, Integrity, faithfulness and excellence at all spheres of life in the University community. 14. The smooth and well organized relocation of the University from its temporary site at Redemption Camp, Mowe, Ogun State to Ede in Osun State. 15. The successful appointment of the Deputy Vice-Chancellor in 2015.

1.8. Major competitors

1. Adeleke University, Ede 2. , Osogbo 3. , Osogbo 4. Obafemi Awolowo University, Ile-Ife 5. , Ipetumodu 6. , Iwo 7. Ladoke Akintola University of Technology (LAUTECH), Ogbomosho

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FRAMEWORK OF REDEEMER’S UNIVERSITYSTRATEGIC PLANNING (2014 – 2019)

Vision Mission

Core Values

Strategic Analysis

SWOT Analysis

Strategic Action Plan

Implementation and Monitoring

CHAPTER TWO 2.1. Vision Statement

To be the foremost academic institution setting standards through continuous commitment to excellence geared towards making a transformative impact on society.

2.2. Mission Statement

To continuously impact society through commitment to excellence in education, research, creativity, innovation, entrepreneurship and raising global leaders as change agents imbued with God-fearing attributes.

2.3. Our Guiding Values To achieve our Mission, we are guided by the following core values as our ‘LIFE PIE’: Loyalty to the Vision, Mission and Community Covenant of the University Integrity in all our conduct and dealings Faithfulness to God, Humanity and the Ideals of the University Excellence in all our deliverables to ensure the highest qualities Passion and commitment to selfless and sacrificial service Innovation and creativity to provide solutions to societal needs Entrepreneurship ecosystem that fosters business development skills and self- reliance

2.4. Quality Policy Redeemer's University is committed to service delivery that exceeds the highest standards. We develop and maintain a highly skilled professional workforce that provides transformational leadership and improves o world-class quality processes.

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CHAPTER THREESTRATEGIC ANALYSIS AND CHANGE INITIATIVES 3.1. SWOT ANALYSIS

The Redeemer’s University operates in both internal and external environments. The internal environment consists of those factors which are within the control of the management. Such factors include the objectives of the University, the values and culture of the University.

The external environment consists mostly of those factors that can affect the operation and functioning of an organization, and they are not within the control of the organization. In order to identify and discover these external factors, organizations usually carry out and conduct environmental scan (e-scan). It is a process of discovering and documenting facts and trends in the operating environment. E-Scan Findings are used to orient strategic planning participants on the context in which organization’s mission is carried out. It is usually put in the framework of a SWOT (Strength, Weakness, Opportunity, Threat) analysis.

Strength is made up of internal characteristics, qualities, and capacities that are doing well and are part of the reason for organization accomplishments. Weaknesses are internal qualities that need to be improved. Opportunities refer to external activities or trends that the University may benefit from, connect with or take advantage of to grow or enhance its performance. Threats are external activities or trends that threaten the current and future success of the University.

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The SWOT analysis provides a roadmap in defining strategic directions that are germane to the growth and development of the University in the next (5) five years. The SWOT analysis is expatiated as follows:

Table 3.1a. Identified Strengths

S/N IDENNTIFIED CURRENT STATUS CHANGE HOW TO USE IT STRENGTHS INITIATIVES ADVANTAGEOUSLY 1 The good -will of the The integration of The high The church and Redeemed Christian religious ethics with moral mission can Church of God and academic ethics that standing of constitute the the reputation, tends to modify the major source of credibility and behavioural attitudes University student admission reputability of the adds to the values will continue visionary, Pastor staff and students can to stand her Enoch take away from the in good stead AdejareAdeboye University for years to come

2 The top -level Ensure that the Coherent and Optimal utilization management of the University has capable effective of the wealth of University as and highly qualified policy experience of constituted by the people that can formulation Council and Senate Board of Trustees, formulate good policy and operative members, smooth Governing Council and for her. Top level strategy functioning and Senate comprise hierarchy with running of the God-fearing ladies emphasis on teamwork University. and gentlemen, distinguished scholars, seasoned 17

administrators, public figures and experienced men and women of proven integrity who are passionate about the growth and development of the University 3 A dynamic and astute Continuous Continuous Ensure the administrator, Vice- appointment of execution of sustainability of Chancellor suitably qualified Vice- policies and quality of advice Chancellor. Use of programmes made available to Committee structure for the the Vice-Chancellor to assist in the growth and implementation of development policies. of the University 4 Dedicated and Implementation of Promotion of Optimal utilization Qualified staff enhanced salary qualified of the services of package, provision of staff as at the staff effective working when due. tools, opportunities for Attractive continuous capacity staff welfare building package and conducive working environment 5 Prompt payment of Payment of enhanced Reduced Recruiting and staff salaries salary above and higher labour retaining highly than the Federal turnover, skilled staff universities fairly stable tenure of staff.

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6 Highly ICT Driven Continuous upgrading Maintenance Maximum use of unit of ICT facilities. of existing ICT Acquisition of state of ICT facilities. the Art ICT. Constant exposure of ICT personnel, staff and students to capacity building in ICT 7 Large expanse of Enhanced c onstruction Prevent land Effective utilization land at the of buildings to support encroachment of available land for permanent site in Ede the growth and by illegal agriculture and expansion of the speculators other purposeful University activities.

8 Serene and conducive Peace and tranquility Uninterrupted Planned academic academic that enhance and academic programme with environment promote academic calendar with realized future productivity assurance to projection, achieve and opportunity to attain attract prospective projections students. 9 Cordial and friendly Embarking on Partner with Maintaining cordial, relationship with the Community services to Communities friendly and host communities ensure improved for improved peaceful standard of living and welfare and relationship with qualitative health and health the host hygiene of the hygiene of Communities. immediate and the surrounding Communities communities

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10 The achievement of This is an avenue and The Op portunities for the University as a instrument to promote achievement intensive and World-Class and advertise the can be used extensive publicity Research University to the to attract of the University. establishment outside world. increased nominated by the funding of World Bank as the research and African Centre of academic Excellence for activities Genomics of infectious Diseases (ACEGID) 11 Staff publications of This can serve as This can be Optimal utilization Research and avenues for the used to of skills and Academic Activities further promotion and attract research facilities in High Impact publicity of the caliber Researchers and equipment. Journals of the University and staff. Academics of like minds 12 All academic It can be used to This will give Ensure the programmes that are attract prospective assurance of credibility of currently running students and advertise the academic have been accredited the University’s University’s programmes. by the National credibility. credibility to Universities parents and Commission (NUC). other stakeholders.

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Table 3.1b. Identified Weaknesses

S/N IDENTIFIED EFFECTS ON THE CHANGE HOW TO WEAKNESSES UNIVERSITY INITIATIVES ATTENUATE THE EFFECTS 1 Low student Some Continuous Encourage Enrolment academicprogrammes advertisement students and are poorly of the poor parents to patronized patronized subscribe for such programmes poorly patronized programmes. 2 Existence of some Non -sustainable Efforts should Rationalization of non-viable academic undergraduate be made to unsustainable programmes programmes leading promote the academic to wastage of programmes by programmes resources highlighting the benefits of such programmes to the students and the society at large. Repackaging the programmes in terms of contents and charging differential fees. 3 Overstay of the This has limited and Rapid and Increased course University at the inhibited the accelerated offerings and Temporary campus in expansion tendency development embarking on rapid Mowe, Ogun State of the University of the addition of new University at colleges and the permanent programmes site in Ede. 4 Inadequate office Sharing of offices Provision of Optimal utilization Accommodation for affect staff additional of existing offices staff productivity offices 5 Inadequate office Low staff morale and Provision of Effective equipment such as delay in the the identified management and Computer, printers completion of work facilities and sharing of the equipment. existing ones. 6 Inadequate funding Inabi lity to meet Intensify Prospect for some needs which capital additional sources slows down campaign to of funds operations and realize activities improved funding. Increase efforts for IGR 7 Inadequate Disruption in work Efforts should Rationalization of infrastructural flows and operational be made to electricity supply facilities such as activities. acquire electricity supply and additional breakdown of bigger transformer. capacity transformers. 8 Breakdown of ICT Disruption in work Provide backup Schedule services

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facilities and internet flows and operational to ICT and maintenance activities facilities. policy. Provide Adequate back-ups. Increase maintenance internet and planned bandwidth. services of ICT. 9 Insufficient supply of Offices are usually There should Efforts should be Air Conditioners hot due to weather be adequate made to provide conditions. ventilation and additional air provision of conditioners. ceiling fans. 10 Inadequate facilities Some programmes Provision of The U niversity for post graduate are yet to commence post graduate should embark on studies Post graduate facilities the construction programmes. Post and building of Graduate students College of have to struggle for Postgraduate classroom Studies with accommodation adequate facilities and equipment.

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3.1.c. Identified Opportunities

IDENTIFIED CURRENT CHANGE DURATION OPPORTUNITIES STATUS INITIATIVES 1. The goodwill of the uncertainty of This is a On Redeemed Christian whether to use veritable asset continuous Church of God and the this goodwill or that can be Basis Reputation/respectability not fully exploited of the visionary pastor to the Enoch AdejareAdeboye advantage of the institution 2. Existence of high Not many people The U niversity On a network of individual would like to be should write continuous Church members within exposed as personal basis and outside the country being rich letters to such individuals to solicit for their financial assistance to the University 3. Exploitation of available lack of fund Opportunity On a land at the permanent for the continuous site of the University University to basis engage in large scale farming and generate income from the farm products 4. Opportunities of location Some member s Give wide On a in a new environment of the society publicity to the continuous are not yet University and basis aware of the her existence of the programmes University 5. Faith based U niversity to Some indigenes Give the On a attract Christians in the locality University continuous are opposed to publicity both basis Christian locally and institution in a abroad. Muslim Accommodating dominated all types of community religion 6. Become a member of the There is annual It is an avenue On a Association of private membership to fight a continuous Universities fees common course basis so as to demand for Federal Government subvention such as TETFUND, PTDF, SURE-P and NUC Research Funds

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3.1.d.IDENTIFIED THREATS

IDENTIFIED CURRENT CHANGE INITIATIVES PROBABLE DURATION THREATS STATUS 1. Intense This tends to Offer courses that are On a contin uous basis competition affect student in high demand and for students enrolment provide special by other because the incentives such as universities competitors differential school fees. are also prospecting from the same market. 2. Staff turn Loss of some Establish attractive and On a continuous basis over to seek qualified staff enhanced salary package for greener to other and staff welfare pastures universities scheme 3. The porosity This poses Engage in the perimeter August 2018 of the large serious fencing, recruit Area of security additionalsecurity men

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landscape at threats to the to patrol the University Ede University land area permanent community site 4. The general Parents found Charge differential On a continuous basis economic it difficult to school fees and down turn pay school fees staggered payment and of their wards recession in promptly the country

CHAPTER FOUR 4.1. STRATEGIC ACTION PLAN FOR 2014 - 2019

S/N GOAL WHO IS RESPONSIBLE STRATEGIES PROBABLE COMPLETION DATE 1 Establishment of new • Governing Council Mobilize resources, Colleges such as • Senate complete the August 2017 • Law Architectural Drawings and • Engineering market the products 2014 - 2019 • Environmental to RCCG Mission at Studies home and abroad • Education • Health Sciences 2 Implement Senate - Senate Take necessary August 2018 decision on splitting - Management action. Allocate College of Management offices and other and Social Sciences into resources towards Colleges of: this end - Management Sciences - Social Sciences 3 Introduce additional - Senate Identify those 2018 course offering at - Management concerned postgraduate level in Departments and existing Colleges develop curriculum for the approval of those courses 4 Continuous prospecting - Management Staff should be On a continuous basis

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for income generating - Staff encouraged to activities as IGR - RUN Consult prospect and make - RUNCEDS suggestions for income generating venture activities 5 Mobilize and secure - Governing Council To secure by 2018, a On a continuous basis required financial - Senate sustainable resource resources to ensure - Management base by generating achievement of short - Staff 10% of the total and long term budget revenue objectives. through capital campaign, IGR, endowments and grants

6 Ensure administrative Management Establish, develop On a continuous basis effectiveness and Various University and install effective efficiency of operations Committees service activity and management system 7 Produce first-rate and Academic Staff Ensuring quality On a continuous basis world class graduates Assurance and imbued with the sustained quality capacity to make academic standard. increasingly useful Develop and sustain contributions to global academic programme development with clear career path that address the economic and social needs of the society 8 To build a First Class -Academic Staff Promotion of 2018 World University - Management academic excellence, high moral value and the fear of the Lord. 9 Movement to the - Management Arranged for the Completed on October, Permanent site at Ede - All staff transportation of 2014 properties and personnel 10 Appointment of Deputy Senate Head Hunt for the Effected and appointed Vice-Chancellor position within the in 2015 Academic staff

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CHAPTER FIVE 5.1. Implementation Plan

It should be mentioned that strategic plan is meaningful and useful when it is effectively implemented for improved organizational performance.

It is necessary to mention also that implementation may require installation of new system, adoption of new behavior and development of new technology. It may also require the development of awell focused training and capacity building programme. It may warrant commissioning of new programme, review of the organizational structure, and process with modified procedures, job schedules, lines of communication and protocol. There might also be the need to create modern and adequate office accommodation, and continuous improvement of total quality management.

5.2. Monitoring, Review and control

The University management and the Senate have major responsibility for successful implementation of the plan. They will therefore coordinate the monitoring, review and control process which however involves all the operational units, academic departments, and staff of the University.

The implementation can be effected through:

1. An annual budget 2. Sessionsin management meetings as already in existence, operational, administrative and institutional aspects of the University. 3. College Board and academic departmental level, the committee of Deans and the Senate meetings.

It may be necessary to also establish Strategic Review Committee for periodic review.

In sum total, a commitment briefing session on the plan is recommended to be held every three months to remind and sensitize staff of their responsibilities and commitment to plan implementation.

Review, Monitoring and Evaluation exercise will enable the University to develop and determine key performance indicators which are measures of inputs, processes, outcomes and impacts on the University as a whole.

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