Professional Documents
Culture Documents
by
O. A. Bamiro
Professor of Mechanical Engineering
c/o Faculty of Technology
University of Ibadan
oabamiro@yahoo.com
Delivered on 23rd October 2014 at the Workshop on FUTA Strategic
Plan (2015-2020) held at the Ikogosi Warm Spring Resorts, Ikogosi,
Ekiti State
This
is a something for
something deal. This is not just a
closing of the gap. It is an
investment by the Scottish
government
Mark Batho, Chief Executive of
the
Scottish Funding Council
(SFC) while
announcing 1.02
billion of funding in 2012/2013
for the 19 Scottish HEIs.
Wet Blankets
Drill
Wet Blankets
Heavier
The
Airplanes
Wet Blankets
Man
Everything
THES RANKING
Harvard University
Stanford University
Stanford University
Massachusetts Inst. of
Tech
University of Oxford
University of California,
Berkley
Harvard University
Cambridge University
Princeton University
Princeton University
Cambridge University
Columbia University
University of Chicago
University of California,
Berkley
10
University of Oxford
University of Chicago
Research
Output
20%
20%
Papers indexed in
Science Citation Indexexpanded and Social
Science Citation Index
20%
Universities
What is a world-class
university?
Attributes of a World-Class
University/Globally Competitive 21st
Century University
Highly
qualified faculty
Excellence in research
Quality teaching
High levels of government and non-government
sources of funding
International and highly talented students
Academic freedom
Well-defined autonomous governance structures
Well-equipped facilities for teaching, research,
administration and student life.
International reputation of the university
Universitys contribution to society
Jamils Model
Superior results of world-class institutions
(highly sought graduates, leading-edge research,
and technology transfer) can essentially be
attributed to three complementary sets of factors
at play in top universities:
High concentration of talent (faculty and
students)
Able to attract the most qualified professors and
teachers
Ability and the privilege to select the most
academically qualified students
A high proportion of carefully selected graduate
students
Weight of graduate
students
35
Jamils Model
Jamils Model
Favourable governance features that encourage
strategic vision, innovation, and flexibility that
enable institutions to make decisions and to
manage resources without being encumbered by
bureaucracy:
The overall regulatory framework
The degree of academic and managerial
autonomy that the university enjoys
The university can manage its resources with
agility and quickly respond to the demands of a
rapidly changing global market
Jamils Model
Favourable governance:
An
STRATEGIC
PLANNING
PROCESS
Strategic objectives
Expected outcomes
Implementation strategies
Activities
Measurable verifiable indicators
Means of verification
Responsible officers
Assumptions
Costs of Implementation
Period of Implementation
IMPLEMENTATION
Involves
48
IMPLEMENTATION: cont.
The
51
FEEDBACK
54
57
58
60
To be a world-class
institution for academic
excellence geared towards
meeting societal needs
Research-Intensive or
Postgraduate University
Why Research-Intensive or PG
University?
UI MISSION
To expand
63
64
65
(D)iversity
(I)nnovation
(S)ervice Delivery and Social
responsibility
(I)ntegrity
66
and Management
2.Teaching and Learning
3.Research, Development and
Innovation
4.Human Resources
Development
5.Community Service and
Partnership
6.The Environment
71
72
STRATEGIC GOAL:
To ensure an efficient, secure,
prompt, transparent, accountable
and sustainable financial
management system
Expected
Results
A University with robust investments to
be less dependent on Federal
Government
Implementation Strategies
Developing appropriate investment
strategies for growing the Universitys
financial and human capital aimed at
achieving its vision, mission and
objective.
Activities
Activities
The Challenge
Mellanby Hall
New PG Hall
(Gen Abdusalam Abubakar)
Concluding Remarks
Implementing a culture change in a university is,
according to a commentator, like trying to relocate a
graveyard surely the inmates cannot help you.
Some have described universities as organised
anarchies with multiple, ambiguous, and conflicting
goals.
This institutional complexity of universities must
therefore be recognised by those who will be leading
the implementation of the Strategic Plan.
I daresay that it is a matter of collective choice as I
wish the University well.
THANK YOU