DELSU VC unveils strategies to drive employability of institution’s graduates, plans establishment of microfinance bank

The Vice Chancellor, VC of Delta State University, Abraka, Prof. Samuel Asagba, has unveiled strategies to drive employability of graduates and post-graduate students of the institution.

Prof. Asagba, a former Deputy Vice-Chancellor (Administration), former Provost of Asaba Campus of the Ivory tower as well as Professor of Biochemistry for 14 years, mentioned the strategies to include close monitoring of research and teaching by staff, employment of more qualified staff with PhD, review of curricula across all disciplines and introduction of entrepreneur courses, that would inculcate virtue of honesty, hard work and dignity of labour among students.

Fresh Angle International, can report that the University Head, who made the disclosure Wednesday April 23, during the 7th Convocation Vice-Chancellor’s Press Conference held at the institution’s campus in Abraka, averred that a Micro Finance Bank, will be established in partnership with the thrift, cooperatives and credit societies in the University, as part of tactics to shore up the internally generated revenue of the school.

From Left: Prof. Elo Ibagre, Provost Oleh Campus, Prof. Owamah Hillary- Deputy Vice Chancellor Academics, Prof. Rosemary Okoh- Deputy Vice Chancellor, Administration, Prof. Samuel Asagba- Vice Chancellor, Mrs. Rufina Ufiofio- Registrar- Mrs. Otimeyin Ekakitie-Otimeyin- Bursar & Dr. Mrs. Josephine Onohwakpor- University Libertarian 

A Cross Section of DELSU Management & Staff during the press conference 

Below is excerpt of the press statement read by Samuel Asagba:

The key vision of the founding fathers of Delta State University is that the University:

·                 Should function to encourage the advancement of learning throughout the State and Nigeria at large and to hold out to all persons without distinction of race, creed or sex the opportunity of acquiring a liberal education.

·                 To advance knowledge, wisdom and understanding by teaching and research with the ultimate purpose of service to humanity

As a former Deputy Vice-Chancellor (Administration), former Provost of Asaba Campus, former Dean, former HOD and a Professor of Biochemistry for 14 years, I have followed keenly and contributed to the growth and development of DELSU and have dreams that shall build on the vision of the founding fathers, the genuine foundations of past administrations and the outstanding achievements of the present administration.

The dreams are captured in “My Vision” while “My Mission” is the implementation blueprint which I hope to capture in a strategic plan for the University. This vision and mission are based on a SWOT analysis of the University and will strive to leverage DELSU’s strengths, address its weaknesses, capitalize on opportunities and mitigate threats from emerging Universities particularly in Delta State.

MY VISION

In my vision for Delta State University, Abraka, I see:

·                 DELSU as a University of first choice for Deltans and other Nigerians.

·                 DELSU emerge as a centre of academic excellence, a breeding ground of high morals, devoid of cultism, examination malpractice, sexual laxity, violence and other social vices.

·                 DELSU where the campuses will be physically and aesthetically developed.

·                 A University with a holistic and peaceful environment.

·                 A University populated by the right quality and number of academic and non-academic staff.

·                 A University with adequate physical, and infrastructural facilities to enhance its academic programmes.

·                 DELSU with academic programmes that will produce graduates with salable skills relevant to societal needs.

·                 DELSU having a core area of research that will enhance its reputation nationally and internationally.

·                 A University with credibility and potentials to generate resources internally and externally to augment Government allocations.

·                 A University with sound and cordial relationship with the private sectors and linkages with sister Universities in Nigeria and abroad as well as International educational funding organizations.

·                 A University that is ICT and innovation driven

·                 DELSU promoting a sound relationship with the host community and other stake holders.

MY MISSION (IMPLEMENTATION BLUEPRINT)

My mission or implementation blueprint is presented below:

1.                REVENUE GENERATION/FUNDING/FUND CONSERVATION

The most demanding challenge in the overall scheme for University development is the issue of funding. Without proper funding, it will be impossible to realize the vision of the University. Apart from the allocation of funds to the University from the state government, funds are also generated from tuition and other fees paid by the students and those who do various businesses with the University. This is usually inadequate given the recurrent financial demands of the university occasioned by the daily administrative running and maintenance of the system. We shall implement the financial policies of the University Council and ensure that the University’s resources are used in ways that will most effectively advance the approved vision, mission and strategic plan of the University. The following steps will be undertaken in pursuit of these goals:

·                  DELSU Investment Limited (in consultation with Chairman of the board) will be overhauled, efficiently run and mandated to expand in fund yielding ventures such as crop, fish, pig and poultry farming for economic and educational purposes in collaboration with the faculty of agriculture.

·                  Research outputs and patents will be standardized and packaged for sale.

·                  A Micro Finance Bank will be established in partnership with the thrift, cooperatives and credit societies in the University. These cooperative societies shall be wooed to be investors in the Micro Finance Bank which shall be properly constituted to manage the staff and students’ funds/savings. The services of the microfinance bank shall also be available to the host community.

·                  The Pre-degree, Diploma, JUPEB and weekend degree programmes will be more efficiently run to maximize their profitability. In addition, the admission quota of JUPEB and pre-degree students shall be increased within approved guidelines.

·                      Expand the number of affiliate degree programmes in the Colleges of Education in Warri and Mosogar in line with NUC guidelines.

·                      The University printing press will be upgraded to a publishing house.

·                      I will vigorously seek for increase students’ population by raising the quota for undergraduate admission annually especially for courses that are highly sought after such as Medicine, Nursing, Pharmacy, etc

·                      The envisaged computer skills acquisition programmes of our ICT directorate in partnership with competent Tech companies would be a source of revenue generation as the programmes would be run on commercial basis.

·                      The scope of the Centre for Open and Distance Learning will be expanded to cover as many departments of the University as possible. The reason is that this Centre will yield a lot of revenue to the University, and expanding its scope will mean increase in revenue generation.

·                      Increased enrolment in the Postgraduate School from increased number of new programmes will bring more revenue to the University.

·                      I intend to push vigorously and tirelessly after consultation with Council and Government for the establishment of the Faculty of Environmental Sciences which will consist of the following programmes: Survey and Geoinformatics, Building, Architecture, Estate Management, Quantity Surveying, Environmental Management and Urban and Regional Planning.

·                      ; new programmes under the Faculty of Computer Science consisting of Cyber Security, Software Engineering, Artificial Intelligence and Data Science; and Faculty of Basic Medicine consisting of Physiotherapy, Optometry, etc.  Hopely these courses will not only meet the yearnings of Deltans, but also bring a lot of money to the University as they are highly in demand.

·                      The Delsu Secondary School shall be reorganized with boarding house facilities in place. This will attract more students even at higher fees which will go a long way in generating revenue for the University.

·                      National and multinational companies will be wooed and partnered for the development of the University. In this regard, an external relations committee will be constituted to engage with oil, gas and maritime companies operating in Delta State for the development of specialized courses relevant to their operations. This will significantly enhance the employment prospect of graduates from these programmes, making them highly sought after even at premium fees. This initiative has the potential to generate substantial revenue for Delta State University.

·                      The team of professionals that we have in the various Departments of the University shall be mobilized to offer consultancy services and in-plant-training in collaboration with DELSU Investment Limited at a cost for the benefit of the University.

·                      In collaboration with the Faculty of Pharmacy, a community Pharmacy will be established. Hopefully this can diversify our revenue stream, support the local community and provide hands-on training for Pharmacy students.

·                      The University lacks a shopping complex and as a result, there is uncoordinated location of shops particularly in site 3. This problem will be addressed by establishing a central shopping complex in Site 3 for business activities. This initiative can create a vibrant commercial hub, support local businesses and generate significant revenue streams.

·                      Investors will be engaged in Public Private Partnership (PPP) arrangements. Such an arrangement will ensure, for instance, that our University will be able to enter into partnership with other organizations in production of various goods/services such as establishment of hostels etc on BOT basis while still enjoying an annual fee from the ventures for a number of years until they are wholly own by the University. 

·                      More attractive courses will be introduced so that our business school in Asaba will be a lucrative academic venture. An additional Business School will be established in Warri to capture potential students in the Sapele-Warri-Ughelli axis.

FUNDING

·                      An Endowment/foundation fund committee will be constituted in partnership with the University Alumni Association and charged with the responsibility of raising funds through financial campaigns and solicitations from individuals, groups, corporate entities, foundations, and philanthropic organizations both within and outside Nigeria.

·                      National and multinational companies will be wooed and partnered for the development of the University. In this regard, an external relations committee will be constituted to engage with oil, gas and maritime companies operating in Delta State for funding of equipment needs for our skills acquisition centre, laboratories, studios and workshops.

·                      The external relations committee will also be mandated to reach out to other local organizations such as PTDF, NCC, Telecommunication companies etc as well as international organizations such as Rockefeller foundation, Bill and Melinda Gates foundation, USAIDS, UNDP etc for grants and funding for specific projects, research initiative and programmes

FUND CONSERVATION

·                      Establishment of a monitoring committee for University profit centres consisting of reputable staff with a competent and seasoned Professor as Chairman. This will complement the role of the internal audit and help in blocking revenue leakages.

·                      There will be prudency, transparency and accountability in resource management and a target and performance driven culture.

·                      There will be improved procurement and contract award standards and adherence to due process.

2.           Strategies to Enhance Graduate Employability

As Vice-Chancellor, I will put in place and sustain measures to improve the quality of graduate and post-graduate students’ output, not only in academic content but importantly in employability. To this end, my administration will:

·             Closely monitor, research and teaching by staffs and learning by students at regular basis.

·             Employ more qualified staff especially those with PhD to reduce academic staff work load to make them more effective including marking of examinations scripts on time.

·             Review curricula across all disciplines to include appropriate computer certification courses and other soft skills or competences compatible with 21^st century labour market requirements to enable our graduates to be more competitive in the labour market or even self-employable.

·             Our entrepreneurial courses will include subjects that will inculcate in our students the virtue of honesty, hard work and dignity of labour which are the ingredients required for success in life

·             Direct Departments to model the teaching and learning process so that our students can acquire confident communication, critical thinking and problem-solving skills which would enable them on graduation to navigate challenges, build strong relationships and also thrive in a constantly revolving world.

·             Recognizing and rewarding lecturers’ exceptional contributions to academic achievement.

·             Allocation of Resources to support programmes’ accreditation by the NUC and other relevant professional bodies.

·             Recognizing and rewarding students’ exceptional and academic achievement.

·             Reward for lecturers with outstanding performance ratings by students’ quality Assurance Evaluation.

·             Enhancing students’ counselling and mentoring.

·             Encouraging students’ participation in national and international competitions.

·             Establishing viable departmental and faculty libraries.

·             Encouraging students drive for excellence through incentives and awards.

·             Create an environment that will ensure diversity of our students’ population, attract grants and open new windows for emerging programmes under new and old faculties.

·             Put in place quality assurance measures to enhance excellence in teaching such as biometric screening in the monitoring of teaching-learning process with a view to ensuring attendance to lectures by lecturers and compliance with the statutory seventy-five percent minimum attendance to lectures by students.

·             Ensure on-time release of results by lecturers.

·             Undertake steps to guarantee the sanctity of our examinations as   this will ensure the quality of our students and thus enhance our reputation and standing among our contemporary institutions of learning.  

·             Improve upon biometric screening tests for candidates seeking admission into regular, pre-degree, week end degree, JUPEB as well as post graduate programmes.

·             Improve upon assessment of performance of lecturers by their students.

·             Adhere to the carrying capacity as prescribed by the NUC.

·             Ensure that the teaching process is technology driven by the provision of appropriate multimedia facilities in lecture halls, studios, theatres, laboratories and workshops.

·             Provide incentives for good teaching.

·             Enhance technological competences of staff to allow for the use of diverse instructional and professional development delivery methods.

·             Equip our laboratories, workshop and studious with more state-of-the-art equipment and made available for use. In addition, facilities in all departments will be expanded and upgraded in order to achieve functional education

·             Improve on both the databases and holdings in the physical library with respect to procurement of recent books, journals and e-resources. More importantly, there will be gradual movement towards the digitalization of the library in line with modern trends. In addition, AI will be deployed in the Library to aid teaching by lecturers and learning by students.

·             There will be synergy between ICT and Library in terms of providing a platform for access to the e-resources in the Library by our students and staff even in the comfort of their hostel and homes respectively.

3.         Promotion of Research and Scholarship

As Vice-Chancellor, I will ensure that the University upgrade its research infrastructure. Research is a key defining factor of a University with a direct impact on the profile and image of a University. Our research policy and research ethics will be overhauled and made fully operational. Our research will be functional and oriented towards producing sustainable solutions to existential needs of society (as highlighted in our Vision), and challenges of today’s 21^st century world. In this regard, the following actions will be undertaken for the promotion of research and scholarship:

·             A culture of multidisciplinary research will be entrenched in the University.

·             The University will encourage publication of research outputs in world class journals by paying on behalf of authors for publication charges for papers accepted for publication.

·             A University Industrial Liaison Unit will be established to encourage uptake and commercialization of research findings by entrepreneurs and corporate organizations.

·             There will be massive investment in research infrastructure. Laboratories, workshops, libraries, and ICT centre will be fully equipped. University’s internet connectivity will be improved to meet trend in lecture delivery, and research dissemination of information in order to increase global visibility of the University.

·             Sensitization workshop by the Intellectual Property and Technology Transfer Centre would be encouraged, as part of efforts to ensure that research outputs that have potentials to impact positively on society, do not continue to idle on shelves and that new technologies are developed for the benefit of society.

·             Calculated and concerted actions will be taken to raise the research-consciousness in the University as research and the commercialization of its findings could be beneficial to both the staff and the University alike, earning revenue and reputation for both.

·             The research capabilities of staff will also be enhanced by promoting and upholding academic freedom as well as encouraging academic staff to be members of national, regional and international academic/professional bodies.

·             University-industry partnership will be initiated. In this regard, oil companies such as Agip, Shell, Chevron, etc will be approached to undertake projects in-line with their exploration activities i.e. geophysical laboratory to aid research in oil/gas exploration. There is also need for an MOU or collaboration with these companies in oil and gas research.

·             Faculty journals would be supported financially to enable them sustain their function of providing platforms for the publications of the research findings of staff.

With these actions we are hopeful that in no distant future products/services out of research findings and intellectual ideas generated in the University would be patented in the name of the staff and/or the University and yield some revenue for both.

4.         INSTITUTIONAL VISIBILITY/GLOBAL RATING

Measures that enhance DELSU’s ranking and global competiveness will be put in place to ensure that academic and administrative activities conform to international standards and global best practices as detailed below:

·                      DELSU will be properly connected to the international world through common wealth multifarious schemes, covering short-term and long-term sponsorships for staff and students.

·                      The areas of core competence in DELSU will be identified and developed.

·                      Staff will be encouraged to publish books with reputable foreign publishers.

·                      Collaborations and linkages with Local and International Universities. This can hopefully lead to staff and students exchange thereby promoting cultural understanding.  Services of International staff can be sought through diaspora engagement, on-line guest lecturers and virtual adjunct staff.

·                      Partnering with foundations like Bill Gates, Engineering information, Ford, Fulbright, Rockefeller, Rotary, USAID and locals like PTDF, TETfund, NCC, Shell, Chevron, wealthy individuals and Network Providers for funding of projects that will improve our institutional visibility.

·                      Faculty staff will be encouraged and supported to go on sabbatical to foreign universities, research institutes, multinational and international organizations.

·                      Staff will be encouraged to access and win foreign research fellowships and grants.

·                      Constantly ensuring that the following teaching metrics are in line with CCMAS as stipulated by the NUC: staff-student ratio, ratio of staff with PhD degrees, staff mix by rank and staff development. These are performance indicators used for the ranking of universities.

·                      Strive to shore up the national and international profile of the University by encouraging our Faculties, Departments and Centres to hold/host national and international academic discourses to which international scholars are invited.

·                      Staff will be encouraged to publish in international journals and support will be provided for attendance at international academic engagements.

·                      Delsu alumni accomplishment will continuously be highlighted.

·                      A brand identity will be promoted by seeking media coverage of Delsu activities

·                      Promote the cultural diversity of Delta State.

3.           PROMOTION OF INFORMATION AND COMMUNICATIONS TECHNOLOGIES (ICT)

The Information and Communication Technology (ICT) department has grown to the status of a Directorate. On the face level, everything appears to be going on well in this directorate. The reality on ground however, from my investigations and information available to me, reveals that the expected output is too far from actual output. Younger universities are now ICT driven with all operations fully computerized.

As Vice-Chancellor improvement in our ICT infrastructure will be prioritized in order to enable the University compete globally, offer a modern and engaging learning experience, support cutting edge research and innovations, and ensure effective administration. In this regard the following actions will be undertaken:

·             The University Broadband capacity in bandwidth will be increased and made to be more effective by collaborating with Google using buried optic fiber cabling to enhance broadband communication. This will ensure a fast, reliable and secure internet connection across the campus, supporting academic excellence and digital transformation.

·             The current website will be re-configured to be more mobile adaptive, unique and to operate on high search engines.

·             The social media functionalities or features will be enhanced and the school home page will not lack important events and news. These are the essentials for Portal functioning and hence University webometric ranking.

·             Staff and students’ records will be fully captured, in the-database for the university’s full computerization. This will hopefully bring to an end the crisis associated with the manual issuance of transcripts to ex-students. There will be synergy between ICT and the registry in this regard.

·             The ICT directorate will be completely overhauled, reorganized and reengineered in line with my vision to have a university that is ICT driven with a full-blown Portal that will be comparable to, if not better, than those of sister universities around us.

·             The short-comings in the deployment of the University portal for admissions, examinations, registration of students, bursary and registry operations, teaching-learning processes and general administration will be fully addressed for better performance.  

·             The ICT directorate would be responsible for ensuring technical support for the teaching process. This includes providing and maintaining appropriate multimedia facilities such as interactive electronic boards etc in lecture halls, studios, theatres, laboratories and workshops.

·             AI will be integrated into the university portal. This will create a more efficient, personalized and supportive learning environment for students and staff.

·             The provision of inter and intra-campus communication network will be explored in order to improve intra and intercampus communication.

·             Assistance will also be provided by ICT directorate for staff and students to develop competencies in the use of computers in order to aid the teaching/learning experience.

·             The possibility of training students to acquire computer skills by the ICT directorate in partnership with competent Tech companies that would lead to professional ICT certification for our students would be concretized with the support of the ICT directorate. Acquisition of these skills will make students more employable at graduation. The programme would also enable seamless synchronization of academic and professional competencies that will boost entrepreneurial opportunities in the present digital revolution era.

·             There will be synergy between ICT and the library in terms of maintaining the e-library and ensuring a gradual transition to a digital library

4.           INFRASTRUCTURE, WATER AND ELECTRICITY

These are the essential pillars that enable a university to function efficiently and effectively.  They create a safe, healthy and well-equipped environment for learning, research and overall well-being of the University community. The Private-Public partnership approach which supports self-sustainability of projects and the style that has been successfully practiced in other spheres will be modeled for the provision of critical infrastructure. With the support of the Government and the University Governing Council, I will:

·             Vigorously ensure compliance with the master plan at the University’s permanent site and the Oleh Campus.

·             Provide adequate lecture halls, staff offices, studios, laboratories, workshops and furnish and equip them.

·             Ensure regular and stable public power supply to lessen the cost of using the University’s generators. However, presently the university has been rationing power due to high bills. It is therefore imperative to gradually explore the deployment of other alternative sources of power supply such as solar energy and hydropower (utilizing the potentials of the Ethiope River) in partnership with private investors as constant public power supply is not only expensive but not fully guaranteed.

·             Provide regular water supply to all the nooks and crannies of the University. In this regard, a comprehensive and integrated water supply system for Site 3 will be developed instead of the scattered and uncoordinated water supply system that is currently at play.

·             There will be construction and maintenance of internal roads network.

·             Regular and effective maintenance of university properties will be ensured.

·             A standard Semi-Sports’ Complex will be constructed with Rubberized or Tartan tracks as recreation is essential for the health of both students and staff.

·             Examine the factors delaying completion of projects and establish implementation committees to complete them.

·             Efforts will be made to persuade the state government to complete the abandoned administrative/senate building in site III.

5.                UNIVERSITY GOVERNANCE

Governance relates to decisions that define expectations, grant power, or verify performance. It can be asserted that governance deals with the process, system or structure of an organization and the laid down rules and procedures for organizing the organization for the actualization of its corporate goals and objectives. With respect to the University, governance deals with ways and manner in which a university is organized for actualization of its corporate objectives. In view of the foregoing, the Vice-Chancellor is expected to provide leadership if the corporate objective of the University is to be achieved. So, I will provide leadership in the following ways:

·                      Adopt a leadership style of leading by example rather than a master-servant relationship

·                      Demonstrate personal integrity in the management of funds, and managerial competence and astuteness in the deployment of financial, human and material resources. Furthermore, honesty, transparency, prudency, effectiveness and efficiency in financial dealings will be ensured to safeguard University resources.

·                      Strengthening the committee system, to the extent that, when necessary, staff unions and students’ leadership will be part of relevant committees. This move has been found quite productive as these staff and students’ bodies are not only better able to appreciate the challenges of managing a complex system as the University but it also broadens the perspectives and array of ideas available to the University Management in decision making.

·                      Enable efficient functioning of the organs of the University Administration: Senate, Congregation, Faculties, Departments and Units.

·                      Ensure seniority, diversity and inclusiveness in appointing staff into positions without undermining merit.

·                      Re-orientation of staff in all service units in order to enhance administrative effectiveness and efficiency.

·                      Strengthen the ability of Deans, Heads of Department, and Units to enforce discipline at all levels and ensuring proper disciplinary procedures without undue interference.

·                      Ensure that all cadres of academic and non-academic staff are trained from time to time on the demands of their duties and schedules.

·                      Inculcate in both students and staff, the sense of institutional ownership, where dedication to work, respect for one another, respect for processes and procedures, time management, and environmental cleanliness are upheld and jealously guarded as important core values of the University.

·                  Create an atmosphere in which the true meaning of “Academic Freedom” will flourish; where staff and students will be encouraged to express their views freely and with mutual “RESPECT”. 

·                      Ensure that management is fair to all, consults widely, adheres strictly to due process and implement decisions of the University’s Governing Council.

·                      Ensure that support systems at the University work proactively, effectively and efficiently; and that discipline and integrity are always our hallmark.

·                      On-time appraisal and promotion of the teaching and non-teaching staff will be ensured.

·                      Orientation will be given to all staff appointed to headship of units, Departments and Faculties

·                      Leadership capacity of the University administration will be enhanced through management training courses for HODs, Deans and other unit heads.

·                      A feedback mechanism would be instituted to provide staff and students a platform for complaints and suggestions.

6.           ENGAGEMENT OF STAKEHOLDERS

External Stakeholders

i)                 The Nation

·                      The University shall expand its community service role to be a vital partner for political growth of the Niger-Delta and Nigeria.

·                      Inclusion of Niger Delta environmental issues in the curricular.

·                      We shall also encourage research into HIV and AIDS, malaria, maternal mortality and cancer which are all serious issues confronting the nation.

·                      Research on conflict prevention, management, resolution and peace building will also be encouraged.

i)             Government/Council

·                             There will be Information updates and total loyalty to the Visitor to the University and cordial relationships with Government functionaries in order not to jeopardize capital votes from Government.

·                             There will also be impeccable relationships with the Chairman and members of Council.

·                             Social research and advocacy initiatives will be embarked upon by the University in order to address social issue that are of concern to the State Government such as poverty, inequality and gender disparity.

·                             The University will seek avenues of collaborating with Government on conducting cutting-edge research and extension services in areas such as agriculture, technology and public health as well as rendering specialized training programmes tailored to the specific needs of the State Government and its agencies.

·                             The University will from time to time if possible, in collaboration with agencies of Government organize out-reach programmes and events that promote civil engagement, social responsibility, special skills acquisition and entrepreneurship in order to foster peace, job creation and economic empowerment.

ii)                    Host Community

·                  As part of the University’s Corporate Social Responsibility and extension services I intend to build the capacity of the host community particularly the local farmers and teachers as agriculture and education are among our core areas.

·                  We shall introduce participatory community programmes and other initiatives such as a medical out-reach programme which screen members of the community for common diseases such as diabetes, hypertension and eye problems. Hopefully this will enhance “Town and Gown” interactions which will foster a sense of shared identity and belonging.

·                  DELSU will empower community members in the areas of petty and major contracts, services, appointments and skill acquisition.

·                  Encourage research that will involve developing innovative solutions to local problems.

·                  Providing training and support to entrepreneurs and small businesses within Abraka community.

·                  An annual local trade-fair will be organized to promote trade and economic growth.

iii)           Alumni

Alumni of Delta State University can play a significant role as stakeholders in a number of ways including:

·             Mentorship and Career Guidance

The University will engage the alumni in mentorship and career guidance programmes by making prominent members share their professional experiences and insights with students.

·             Financial Support

The University will seek financial support from DELSU alumni through donations, scholarships and endowments. This financial support can help to improve the quality of education at DELSU and provide opportunities for students who may not otherwise be able to afford a university education.

·             Volunteering

The University will seek the time and skills of members of DELSU alumni in a variety of ways such as serving on advisory boards, guest lecturing in classes or helping with fund raising events.

·             Providing feedback

Alumni can provide valuable feed back to the University on its programs, services and facilities. These feedback can be used to help the University improve and better serve its students.

By playing an active role as stakeholders, alumni can help to ensure the continued success of DELSU.

 Internal Stakeholders

The Unions on Campus

Building a cordial relationship with both staff and student unions requires consistent efforts. In this regard my administration will:

·             Maintain open communication channels with all unions, providing regular updates and engaging in active dialogue. This includes proactive information sharing and soliciting feedback on relevant matters.

·             Form joint committees with representatives of the unions and management to address specific issues that affect both staff and students such as campus facilities, safety concerns and academic calendar.

·              Approach challenges with a collaborative mindset, seeking solutions that benefit all stake holders.

·              Acknowledge that the unions are legitimate representatives of their respective constituencies and actively seek their input on relevant matters to ensure industrial peace as disruption in academic activities will not be in the interest of stake-holders including the Government.

·             Maintain professional and respectful relationships with both staff and student union leaders, even during disagreements.

·             Engage with student union on issues like academic policies, student support services and campus life matters.

·             Be responsive to any concerns raised by any of the unions and address them promptly and fairly.

·              Organize regular forums and meetings where all unions and management can discuss broader university issues and contribute to strategic planning.

·             Create opportunities for joint events and activities that promote collaboration and understanding between staff, students and management.

·             Provide training for both management and union representatives on communication, negotiation, conflict resolution and fostering an inclusive university environment.

·             Recognize student unions’ ability to organize and advocate for their rights within the frame work of university regulations.

ii)                REORGANIZATION OF THE ENTREPRENEURSHIP CENTRE

The entrepreneurship centre of the University shall be reorganized for more effective impact on the students. In this regard, in addition to its statutory function as a skill acquisition center for students, an enterprise/innovation hub, as a collaborative venture between the University and private sector actors, managed and driven largely by the private sector shall be established. The enterprise/innovation hub will

·             Deepen the relationship between academia and industry in a way that should unleash the entrepreneurial spirit in young talents and drive them to launch national and even international enterprises.

·             Have a distinctive aspect such as a donor or self-funded ‘Entrepreneur-in-Residence’ programme, under which very successful businesswomen and men in Nigeria and globally will be brought into residence to deliver lectures and interact with students to help shape their innovative ideas, and translate their business plans into bankable proposals. Indeed, efforts at creating employment in Nigeria must focus on nurturing the entrepreneurial skills of our young people.

·             Help create internship opportunities, inform curriculum development (in-line with my vision) and manage students’ smooth transition from academia to industry.

·             Create crop, fish, pig and poultry farms for economic and educational purposes in collaboration with the faculty of agriculture.

The entrepreneurship centre will be involved in the following short-term certificate training courses in collaboration with relevant departments of the University for the benefit of both students and the unemployed youths in the state (in=line with the objectives of the State Government):

·         Hospitality management to cater for the growing tourism sector in Delta State.

·         Use of local wood resources for furniture production.

·         Garment construction, textile printing (using local tie-dye techniques) and fashion design

·         Event planning, decoration and catering to cater to weddings, conferences and other events

·         Film making, music production and script writing

·         Wood carving, pottery making and textile weaving to create exportable souvenirs and promote cultural preservations.

·         Efficient brick production and alternative building materials like inter-locking blocks to cater to the construction boom in Delta State

·             Modern farming techniques, value addition through processing

iii)                          STAFF WELFARE/DEVELOPMENT/DISCIPLINE

Staff development, motivation and discipline shall remain key plans of my administration. This shall be done in these specific contexts:

(a)              Staff welfare

Staff welfare shall not be compromised and shall be given top priority.  Specifically I will:

·                    Ensure that staff promotions are carried out promptly as at when due with salary payment of such promotion done with immediate effect to prevent accumulated promotion arrears.

·                    Create a culture of celebrating high achievers among our staff members through annual award of honors for best teacher, most published academic staff, most cited author, most published paper in international journal, professor with most grant award, etc

·                    Provide adequate and effective medical care, sporting facilities etc

·                    Build more houses for staff and renovate dilapidated ones.

·                    At all times deploy constant dialogue, fairness, transparency and regular consultations on issues affecting staff, while being very proactive in the treatment of general welfare issues.

(b)              Staff development

·                My administration through the University Research committee and TETfund Conference Grant Committee shall encourage staff attendance to both local and international conferences, workshops, seminars and other functions where they will engage in cross fertilization of intellectual ideas.

·                There will be staff orientation and development initiatives in the areas of capacity building: on-the-job training, conferences and individual research project-support system, leading to cutting-edge research outputs.

·                Funds for post graduate scholarship will be aggressively sought from Tetfund and other sources for the benefits of young academic staff members to enable them pursue MSc and PhD degree programmes locally and abroad.

·                The pursuance of higher degrees by academic staff in particular shall be mandatory and the top priority of the postgraduate school and no longer a matter of choice of the individual staff. All Departments must mount Postgraduate programmes with upgraded postgraduate facilities like air-conditioned lecture theatres with audio visual systems in place for effective lecture delivery.

·                Tuition fees of academic staff undertaking post graduate studies in DELSU will be reduced to encourage and promote the development of junior academic staff who may lack the resources for this venture.

(c)              Staff Discipline

This is a very delicate issue but there must be a balance between hard work and indiscipline. In pursuit of the above goal, my administration will:

·     Enforce University rules and regulations, always using due process against fraud, financial gratification for scores, sexual harassment as they put the university image in jeopardy.

·     Those found culpable of breaking extant rules and regulations will be appropriately sanctioned.

(iv)                       STUDENTS’ WELFARE, DISCIPLINE AND EMPOWERMENT

There is no gainsaying, the fact that students are the most important resources in this our knowledge – transfer industry. There is a public outcry about the declining quality of education in the country. Such outcry is justified. Education is the matrix for national development. It is just a system meant to develop the creative ability of individuals to make them productive and self-reliant. My administration would within our ability adequately provide the amenities and facilities (as already outlined in my vision) in the context of global best practices to ensure such dream becomes a reality. In order to address the issues of students’ welfare, empowerment and discipline we shall

·      Put in place a student welfare board and also sustain the current work-study programme for students.

·      Upgrade counselling services for both staff and students.

·      Include student representatives on some Boards/Committees that have direct bearing with affairs of students in which they lack representation.

·      Carry along the Student union executive in decision making through constant engagement and dialogue. Involvement of students on decisions that will affect them will go a long way in ensuring peace on campus.

·      Provide additional hostel accommodation for all students through public- private partnership.

·      Sponsor the student union executives to various short courses/seminar that will not only help them acquire necessary leadership skills but also make them responsible citizens on graduation.

·      Institute scholarship schemes for students and the university will source for local and international scholarship opportunities for them.

·      Create appropriate channels for students to lodge their complaints.

·      Build more hostels for students and renovate dilapidated ones.

·      Provide adequate and effective medical care, sporting facilities etc;

·      Always using due process in enforcing University rules and regulations against fraud, examination malpractice, cultism, drug abuse and other social vices.

(v)                  PEACE AND SECURITY

I will ensure there is a complete overhaul of the current security system to guarantee the safety of everyone and all property on campus. Recent security breaches have been deeply concerning, and a more robust security system will be designed and implemented to address these concerns including the provision of solar powered cameras and CCTV in our campuses. As previously stated, my there will be zero-tolerance policy for misconduct from students and staff. Confirmed violations of university rules and regulations will be met with appropriate disciplinary actions. This firm approach is essential to ensure a peaceful environment for all.

To achieve this goal, we will maintain open communication channels with staff, students, and other stakeholders as previously enunciated. Their active participation in the decision-making process is crucial. This collaborative approach will foster positive relationships between the administration, council, staff, students, and the host community. Furthermore, to promote peace and stability, appointments to positions will prioritize inclusivity, diversity, and equity.

(vi)             CONCLUSION

In conclusion, to ensure these objectives are accomplished, all stakeholders will be carried along, but at all times the core values of Competence, Integrity, Transparency, Meritocracy and Accountability will be the guiding principles.

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