DRAFT COPY

STRATEGIC PLAN

OF NIGER STATE COLLEGE OF AGRICULTURE, MOKWA

(NSCAM2015 – 2019)


 

CONTENT

1          Introduction and Background

2.         Strategic Intent Mandate, Policy, Vision, Mission, Philosophy and Core Values

3.         Guiding Principles and Planning Assumptions

4.         Situation Analysis (SWOT)

5.         Strategic Issues, Goals, Objectives and Actions

6.         The Strategic Framework

7.         Feedback Monitoring and Evaluation Strategy

 


 

INTRODUCTION

1.      INTRODUCTION AND BACKGROUND:- Niger State College of Agriculture, Mokwa was established in June 1979 as an arm of the Niger State Ministry of Agriculture and Natural Resource. However, in May 1984, an edict establishing the College was enacted by Niger State Government (Edict No. 1 of 1985) which made the College autonomous with the Ministry of Agriculture and Natural Resources as the supervisory ministry. The primary objective of the college  include among others, provision of basic training and development of middle level manpower in Agricultural Extension, Field experimentation, Agricultural Mechanization, Rural sociology, Agricultural Economics, Home Economics, Animal Health and Production Technology and other agro-allied related courses. These courses are designed to equip trainees with adequate technical knowledge; practical and theoretical skills and attitudes for efficient extension work in agriculture and become self-reliant. To this end, the Edict has empowered the College to provide source of instruction and training, both full and part-time in all fields of Agriculture and related science subjects leading to the award of Diploma Certificates.

Presently National Board for Technical Education (NBTE) Kaduna regulates academic programmes and accredits courses of the College. In the light of the above, Higher National Diploma Programmes in Agricultural Extension and Management AEM and Pest Management Technology (CPT)were introduced in 1995 and 1999 academic session respectively. Two additional departments namely: Crop Production Technology (CPT) and Home and Rural Economics (HRE) joined the stream of courses floated on HND plane in 2005 session. Similarly, in the year 2003 sandwich/part-time/short-term courses were introduced in various Departments of the college to take care of the mature students that may not be opportuned to come in for normal/regular programmes due to their tight schedule at their working places.

ACADEMIC DEPARTMENTS AND PROGRAMMES

The College is empowered to run programmes in all fields of Agriculture introduced and offers academic progrmmes that lead to the award of Diploma and Certificates as follows:

(a)  NATIONAL DIPLOMA (ND)

(i)       Agricultural Technology

(ii)    Animal Health and Production Technology

(iii)  Home and Rural Economics

 

(b)  HIGHER NATIONAL DIPLOMA (HND)

(i)       Agricultural Extension and Management

(ii)    Crop Production Technology

(iii)  Pest Management Technology 

(iv)  Home and Rural Economics

 

DISTRIBUTION OF STUDENTS BY GENDER:  (2015)

Gender

Population

Percentage

Male

625

69.44%

Female

275

30.56%

Grand Total

900

100%

 

DISTRIBUTION OF STUDENTS BY DEPARTMENTS: (2015)

S/No

Departments 

Population

Percentage

1

Agricultural Technology (ND)

320

35.56%

2

Animal Health and Production Technology (ND)

213

23.67%

3

Home and Rural Economics (ND)

60

6.67%

4

Agricultural Extension and Management  (HND)

110

12.22%

5

Crop Production Technology (HND)

54

6.00%

6

Pest Management Technology  (HND)

78

8.67%

7

Home and Rural Economics (HND)

65

7.33

 

Grand Total

900

100%

 

STAFF STRENGTH:

Gender

Population

Percentage

Male

95

41.67%

Female

133

58.33%

Grand Total

228

100%

 

GOVERNANCE AND ADMINISTRATION

The Governance and Administration structure of the College is made up of Governing Council, Management and Academic Board. The State Governor is the visitor to the College and responsible for the appointment of members of the Governing Council and approval of the appointment of the Provost, the Bursar the College Librarian, Deputy Provost is appointed by the Governing Council. The College Management team consists of the principal officers namely the Provost, the Deputy Provost, the Registrar, the College Librarian and the Bursar. They all serve for specified terms of tenure, Provost, Registrar, College Librarian and Bursar has four years (renewable once only) while Deputy Provost has two years (renewable once only).

The Academic Board function includes advising the college on all academic matters, organizing, establishing, control and supervision of Academic departments, organizing and conducts interviews, entrance and other examinations, select candidates for admission into college and any other function that the Governing Council may assign it and has the membership of the College Librarian, Heads of Departments, two members elected by members of the Academic Staff and the Registrar, who serves as the secretary.  [Go Back To TOC]

2.         STRATEGIC INTENT MANDATE POLICY, VISION, MISSION, PHILOSOPHY AND CORE VALUES.

            An organization like ours that wishes to contribute to the growth and development of the society in general and the agrarian population in particular must be guided by a strategic plan that focuses on broad policy direction for the attainment of its overall goals and objectives. The college’s vision and mission are therefore, spelt out to guide the actions of all stakeholders in the system with the view to achieve the overall mandate of the college. 

THE MANDATE OF THE COLLEGE 

Ø    To provide basic studies, training and development of techniques for crop production, Animal production, Agricultural extension, Field experimentation, Agricultural mechanization, Rural sociology, Agricultural economics, Home economics and other applied Agricultural subjects;

Ø    To provide sources of instructions both full and part-time in all field of learning, leading to award of Diploma, Certificates and other instructions in science and related subjects;

Ø    To provide special training course to meet the demand and requirements of the Niger State  and manpower needs of the country in general;

Ø    To provide facilities for conferences, seminars, workshops, curriculum development, study groups and other related activities;

Ø    To arrange in-service vacation courses for serving members of the state civil service or members of the public as the case may be;

Ø    To provide such other facilities or arrange such other activities as may be deemed necessary by the council for the purposes of promoting the objectives of the college;

Ø    To develop and groom a think tank  in this field of agriculture that would develop, programme and execute agricultural activities for  the state in order to sustain food security, reduce poverty and on the overall create meaningful jobs and employment and reduce reliance an government. 

Ø    To co-operate with similar institutions in the country in matters of common interest, but must be in conformity with the objectives and function of the college.

 

THE POLICY OF THE COLLEGE

Ø    The college is a teaching, research and an examining body;

Ø    To hold or arrange examinations and to grant Diploma, Certificates and other instructions to persons who pursued a course of study approved by the Academic Board and have satisfied such other requirements as the college may deem fit;

Ø      To institute and award fellowship, scholarship, studentship, prizes and other aids for the advancement of learning with ultimate service to the promotion of Agriculture;

Ø    To print reproduce and publish such works as may from time to time be issued by the college;

Ø    To establish and maintain demonstration farms in some appropriate areas of the state;

Ø    To engage in consultancy services in various fields of Agriculture.

 

 

THE VISION OF THE COLLEGE

Building a world class Agricultural college that provides services to the Agrarian society.

 

THE MISSION OF THE COLLEGE

Ø   To produce quality intermediate Agricultural based manpower through modern technology and well trained staff;

Ø   To provide avenue for research that meets the local needs of the farmers and

Ø   Provision of quality Agricultural extension services to farmers.

 

         THE PHILOSOPHY OF THE COLLEGE

Philosophy of the college is built around the philosophy of Agricultural extension which state thus: “if it is possible for people to transfer from generation to generation the aspects of their culture through learning as complex as culture is it is then possible to transfer new agricultural technologies to farmers through well trained extension staff no matter how complex”. At the end of their training even if they are not employed as extension staff, they are expected to settle as trained farmers. Others who did not attend formal training can emulate them.

THE CORE VALUES FOR THE COLLEGE

The college shall be guided by the following core values for departments, staff and students in the delivery of services;

(1)  Creating an environment that nurtures new ides interlectual vibrancy and respect for alternative view that contribute to the attainment of the college vision.

(2)   A passion for the attainment of excellence for the college.

(3)  Offering equal opportunity and respect for all.

(4)  Encouraging and rewarding hard work, excellence, diligence, ethical and socially responsible behavior

(5)  Commitment to the hierarchical governance structure of the college.

(6)  Addressing contemporary development challenges through relevant and innovative bet sustainable programmes. .  [Go Back To TOC]

3.         GUIDING PRINCIPLES AND PLANNING ASSUMPTIONS

The college shall be guided by a set of principles that are fundamental to all its action, service delivery and decision making processes. The principles are categorized under the following strategies:

            DISCIPLINE

i.                    Inculcate in  staff and students the culture of respect for the college’s rules and regulations;

ii.                 Recruit and develop responsible individuals;

iii.               Commit to orderliness and promptness in the discharge of assigned responsibilities.

            EXCELLENCE

i.                    Develop high quality and distinct staff that are totally committed to the attainment of the college’s vision and mission;

ii.                 Promote refined, prudent, vibrant and transparent managers of the college’s human, financial and material resources.

 

PROFESSIONALISM

i.                    Promote the tenets of professional excellence by all stakeholders;

ii.                 Inculcate high ethical standards among all stakeholders;

iii.               Encourage the acquisition certified department staff and students by recognized local and international professional bodies;

iv.               Ensure proficiency and standard etiquette in the art of research, teaching and learning.

PASSION

i.                    Inculcate the spirit of enthusiasm among all stakeholders;

ii.                 Nurture staff that are excited on their job;

iii.               Add excitement and zeal to the art of teaching, learning and research.

PARTNERSHIP

Promote sustainable collaborations and linkages with local and international organization.

            INTEGRITY

i.                    Inculcate of the virtues of honesty and truthfulness in service delivery amongst department staff and students;

ii.                 Rewarding reliability and uprightness in the discharge of obligations and responsibilities;

iii.               Promotion of zero tolerance for unethical and corrupt conduct.

COMMITMENT

Underscoring at all times, the importance of dedication and loyalty of staff to the attainment of the College’s overall goals and objectives.

TEAM SPIRIT

i.                    Promoting esprit-de-corp among stakeholders;

ii.                 Enhancement of sustainable cordial relationships among department staff and students. .  [Go Back To TOC]

4.         SITUATION ANALYSIS (SWOT)

This entails an analysis of the strengths, weaknesses, opportunities and threats (SWOT) facing the college.

Tables4a. Strengths of the College

 

S/No

Strengths

Enhancer

Responsibility

Time lines

1

Political will by the Government to transform  the college

The college continued determination to recognize with the vision and mission of the state Government and sustains good bond with government agencies.

College Governing Council  and Management

Continuous

2

The college proximity to out stations of  IITA, NCRI, ABU Zaria farm 

Introduction and pursuit of the college mandate of research and introduction of more academic programmes.

College Governing Council  and Management

Continuous

3

Adequate land space

Possible expansion to meet the mandate of the college

Management

Continuous

 

Table 4b: Weaknesses of the College

S/No

Weaknesses

Action Require

Responsibility

Time lines

1

Inadequate and in appropriate structure for the status of the college as tertiary  institution

Construction and renovation of structures to the standards of supervisory agency ie NBTE

State Government, Governing Council and Management

Immediate and continuous

2

Inadequate funding

Aggressive revenue drive in different ways, including internally generates revenue, consultancy services, grants, endowment and donation.

Government, Governing Council and Management

Immediate

3

Challenging location of the college away from the seat of government

Establishing an effective presence in Minna, Sulejaetcthroughout campus programmes

Government, Governing Council and Management

Continuous

4

Ineffective service delivery

Strengthening the capacity of staff to deliver better services. Sanctioning of erring staff in accordance with the college regulations

Management

Continuous

5

Inadequate Information Communication and Technology (ICT) that support teaching, learning, research and administration.

Improving, maintaining and expanding existing ICT facilities within the college.

Governing Council and Management

Continuous

6

Poor work ethics,

 poor sanction system,

 poor reward for exceptional performance

Strengthening sanction, excellent performance system and reward for exceptional performance 

Management

Continuous

 

Table 4c: Opportunities for the College

S/No

Opportunity

Actualize

Responsibility

Time lines

1

Collaboration with national and international organization

Identify and establish contacts with international donor agencies

Governing Council and Management

Continuous

2

Student’s potentiality of becoming self employed

Development of compulsory  computer, ICT, entrepreious training for all Diploma students

Governing Council and Management

Immediate and Continuous

3

Availability of abundance natural resources in Niger state

Put in mechanism for expansion in the areas of Agriculture

Management

Continuous

4

Proximity to similar monothechnics in New-Bussa that are Federal Government owned   

Effective collaboration and partnership

Management

Continuous

 

 

Table 4d: Threats for the College

S/No

.

Actualize

Responsibility

Time lines

1

Lack of adequate funding by the Government

Enhanced Government funding

 

 

Diversification and mobilization of other funding sources (IGR) and involving stakeholder

 State Government

 

Governing Council and Management

Continuous

 

Immediate  and Continuous

2

Lack of constituted Governing council 

Clerically on the Government

 Management

Immediate

3

Brain drain syndrome

Enhance working condition, staff welfare, salary and allowance

State Government Governing Council and Management

Immediate and Continuous

4

Low quality of secondary school/leave

Mounting collaborative programmes with Government support to raise standards in secondary schools

Strengthening the Pre-Ndprogramme

Governing Council and Management

Immediate and Continuous

 .  [Go Back To TOC]

5.          STRATEGIC ISSUES, GOALS, OBJECTIVE AND ACTIONS

One of the principal objectives of this strategic plan, like any, is to provide a framework that will serve as a guide for the implementation, evaluation and monitoring of projects and programmes geared towards the actualization of the vision and mission of the college.

Accordingly, the strategic plan of the College of Agriculture is aim at achieving the following key programme areas with related projects.

1.            Developing a service and development focused government structure

2.            Developing an enhanced and sustainable resources generation structure

3.            Provision of a development oriented academic and professional programmes

4.            Community service and partnership

5.            Ensuring an enabling environment for functional tertiary education

6.            Sustaining enhanced staff and student welfare.

  Each of the Strategic Programmatic Area (SPAs) is elucidated in terms of their respective Strategic Goals, Objective and Action Plans.

  EVOLVING A SERVICE AND DEVELOPMENT GOVERNANCE STRUCTURE

Given the present governance structure in NSCAM, it is imperative that to achieve the stated vision and mission in the present Strategic Plan, an orientation for service and development focus be evolved. The implication is that Council, Management Board and congregation are repositioned for their respective strategic inputs to become service and development focused. The governance structure and membership is therefore, expected to take initiatives and add value to service and development expectations of the college.

STRATEGIC GOALS: To have an efficient and effective college management system with a very strong inclination towards issues of corporate government, selfless service, transparency, due diligence and accountability.

              STRATEGIC OBJECTIVE: The strategic objectives of this goal are to

i.           Develop capacities of Council Management as well as the academic  Board, for  effective harnessing and management of the college’s resources;

ii.        Reduce delays, system incongruence and duplication of functions for a better governance process;

iii.      Improve the capacity of  staff for effective and efficient management of the college resources;

iv.      Restructure the communication system for effective dissemination of information;

v.         Build and sustain harmony among stakeholders.

              ACTION: the action plans for this goal are:

i.           Develop and implement re-strategization mechanisms  across the existing governance structure;

ii.        Re-assess job descriptions and specifications for all key offices/portfolio;

iii.      Take initiatives for resource and capacity development for all categories of staff;

iv.      Re-designate communication policy and strategies for effective communication including ICT.

v.         Design system/structure for the effective prevention, management and resolution of conflicts.

              OUTPUTS: The expected outputs are:

i.           Re-oriented government structure and system.

ii.        IC driven governance structure in the College

iii.      Structure for the effective prevention, management and resolution of conflicts in a place.

        OUTCOMES: The expected outcomes are:

i.           Pro-active college strategic management system.

ii.     More effective and efficient service delivery system resulting from innovative ICT driven governance structures.

iii.   Crisis and conflict free academic sessions.

iv.   Work force with adequate skill and competence for service delivery.

 

DEVELOPING AN ENHANCED AND ENSURING SUSTAINABLE RESOURCE GENERATION STRUCTURE

Funding college has become a daunting challenge to governments at Federal and State levels in Nigeria. The Vision of NSCAM as a world class centre of excellence will remain in mirage if adequate and sustainable funding is not evolved. Beyond funding mechanism by government, therefore, the college shall have to complement through internally generated revenue via community inputs, parental contributions endowments, alumni, philanthropic gestures, bequeaths, legacies and consultancies for a more robust and solid resources base for the college. Whilst insisting on prudence transparency and accountability in the management of funds, the college shall also employ best practices in financial control and leverage on resources.

STRATEGIC GOAL:To evolve a more robust and sustainable resources base couple with a diligent, transparent and accountable financial management system.

STRATEGIC OBJECTIVES: The strategic objectives for this goal are to:

i.                    Reconceptualise funding more in the context of resource generation drive;

ii.                 Restructure the bursary department of the college for effective and efficient service delivery;

iii.               Increase the revenue base of the college;

iv.               Develop a mechanism for effective budgetary system;

v.                  Develop and implement a risk management and financial control framework for the protection of college assets.

ACTION: The action plans for these objectives are:

i.                    Reach out to more stakeholder resource generationsources;

ii.                 Establish a very virile consultancy service unit;

iii.               Support resource generation and financial management capacity development;

iv.               Develop and implement a long-term financial policy framework that links financial resources to college broad objective;

v.                  Establish and strengthen college endowment board and development offices

vi.               Develop and implement effective risk and financial control policies;

vii.             Commence part-time and professional programmes.

OUTPUTS: The expected outputs are:

i.                    Development office and endowment board established.

ii.                 Consultancy service unit established.

iii.               Long term financial policy framework linking, financial resources to college.

iv.               Effective risk and financial control policies in place.

v.                  Part-time and professional programmes, established.

OUTCOMES: The expected outcomes are:

i.                    Development office and endowment board pioneer initiatives undertaken;

ii.                 Sustainable, robust and enhanced revenue generation;

iii.               Efficiency in resource management and financial control;

iv.               Zero tolerance of corruption, waste and leakages with sanctions established.

 

PROVISION OF A DEVELOPMENT ORIENTED ACADEMIC AND PROFESSIONAL PROGRAMMES

The college will strive to be more strategically positioned to meet the development challenges of the society in the context of knowledge and driven economy and the future.

Strategic Goal: To evolve market-driven competitive academic and professional programmes for the rapid transformation on the country and meeting the needs of tomorrow.

Strategic Objective:TheStrategic objectives of this goal are:

i.                    Identify and launch academic and professional programmes that would serve the development vision of government and industry.

ii.                 Regularly review programmes and curricular to make them ever responsive to the needs of the end users of today and near far future.

Actions: the strategic plans of these objectives are:

i.                    Liaise with government and industries to identify key areas of needs that are not captured by our existing programmes.

ii.                 Strategic academic programme development committee of the Academic Board.

iii.               Encourage government and industry to institutionalize awards and scholarship in programmes that are of paramount importance to them.

COMMUNITY SERVICE PARTNERSHIP

Partnership and community services will be key building blocks in propelling NSCAM towards meeting its core mandate.

Strategic Goal: To enact community service and partnership for sustainable development of the college and the community.

Strategic Objective:The strategic objectives of this goal are to;

i.                 Establish robust partnership with government, private sector, civil society as well as international communities;

ii.              Position the college as a dependable partner of choice;

iii.            Expand and enhance stakeholder base of the college;

iv.            Solicit for full participation of staff, students and other key stakeholder in all the college activities;

v.               To develop programmes and projects that will impact positively on the community.

Actions: The action plans for these objectives are to:

i.                    Establish a very strong linkage and partnership unit;

ii.                 Create a robust network for the engagement of alumni in the college’s various initiatives;

iii.               Strengthen the college’s capacity to communicate effectively with various stakeholders;

iv.               Create platform for creative engagement of  faculty, staff and students in all college activities;

v.                  Create programmes and initiatives that will be of benefit to the immediate community.

Outputs: The expected outputs are:

i.                    Department of development and consultancy services established;

ii.                 A robust structure for partnership and collaborations established;

iii.               Alumni office established;

iv.               Framework for regular interface with key stakeholders, strategic partners and the immediate community instituted.

Outcomes: The expected

i.                    Sustainable funding, access to diversified resources base and goodwill strategic partners;

ii.                 Staff and students capacity development through sustainable strategic partnership;

iii.               Responsive to community needs corporate social responsibility.

ENSURING AN ENABLING ENVIRONMENT FOR FUNCTIONAL TERTIARY EDUCATION

The college shall create an intellectually stimulating and invigorating environment, and also seek to ensure community involvement in the safety, security and maintenance of facilities and structures in the college.

Strategic Goal: To create enabling and secure environment for teaching, learning and research;

Strategic Objective: The strategic objectives of this goal are to:

i.                    Create a healthy and congenial academic environment for school, staff and students;

ii.                 Strengthen the security unit of the college;

iii.               Invest in infrastructure that will provide effective support for teaching, learning and research.

Actions:The actions for these objectives are to:

i.                    Restructure and strengthen the college security unit and operations;

ii.                 Explore  opportunity of capacity development for college security personnel;

iii.               Develop and maintain a strong culture of sustainable waste management

iv.               Evolve a strong maintenance culture.

Outputs: The expected outputs are:

i.                    The security unit restructured, equipped and trained;

ii.                 Completion of basic infrastructure;

iii.               Regular interactive session with community stakeholders on security and maintaining the college property;

iv.               Regular maintenance of the college property.

Outcomes: The expected outcomes are:

i.                    School, staff and students enjoy regular clean water, sanitation facilities and regular electricity;

ii.                 An intellectual stimulating environment for teaching, learning and research in place;

iii.               School, staff and student work and live in a secure and protected environment.

SUSTAINING ENHANCED STAFF AND STUDENT WELFARE.

NSCAM will strive to provide basic amenities such as housing, health and transportation for department, staff and student including security to life and property.

Strategic Goal: To provide sustainable welfare packages for school, staff and students in line with local and international best practices.

Strategic Objective:  The strategic objectives of this goal are to:

i.                    Provide standard accommodation for school, staff and students;

ii.                 Provide opportunity for school, staff and students to air their views on issues concerning welfare;

iii.               Ensure the comfort of school, staff and students to be able face the challenges to teaching and learning;

iv.               Provide school, staff and students opportunities for responsible representation and participation in sustainable school, staff/student welfare schemes.

Action: the actions plans for these objectivesare:

i.                    Invest in facilities that will support housing, sports, health, transportation, safety and municipal services in the campus;

ii.                 Promote a cordial relationship among management, staff and students;

iii.               Enhance the health care system of the college for efficient healthcare delivery.

Outputs: the expected outputs are:

i.                    College medical centre completed and made operational;

ii.                 College salary structure comparable to other tertiary institutions implemented for all categories of school and staff;

iii.               More housing units build for school and staff;

Outcomes: the expected outcomes are:

i.          School, staff and students enjoy comprehensive health care service in the college;

ii.         School, staffs enjoy enhanced salary and emoluments;

iv.               Vibrant and development focused school and student representative bodies operate freely in the college;

v.                  College communication system improved with more and better service providers on ground. .  [Go Back To TOC]

 


THE STRATEGIC FRAMEWORK

THE STRATEGIC ISSUES AND GOALS

                          Strategic Issues: Evolving a Service and Development Focused Government Structure

Strategic Goal: to have efficientand effective college management system with a very strong inclination towards issues of corporate governance, selfless service, transparency and accountability.

Strategic Objective

Action

Expected Result

Verifiable Indicator

Responsibility

Projected

Time  Frame

·    Develop capabilities of Council management team as well as Board for the effective harnessing and management of the college’s resources;

·    Reduce delays, systems incongruence and duplication of functions for a better governance process;

 

·    Improve the capacity of staff for effective and efficient management of the college resources

·    Develop and implement re-strategization mechanism across the existing governance structure;

 

·    Re-assess job descriptions for all key jobs;

 

 

 

·    Resource and capacity development for all categories of staff.

·    Efficient and effective lob performance driven by people and IC

 

 

·    Less conflict in job performance

 

 

 

·    Improve level of decisions

·   Evidence of more commitment to work.

 

·    Considerable decrease in time between 

 

 

·    Comparative administrative cost efficiency with cost benefit analysis

·    Number and levels of administrative functions computerized for effective decision making.

·    Proportion of department and student with access to college ICT

·      Council and management

 

 

 

 

·      Council and management

 

 

·      Council and management

 

N20,000.000

 

 

 

 

 

N15,000.000

 

 

 

N25,000.000

 

2015 – 2019

 

 

 

 

 

2015 – 2019

 

 

 

2015 - 2019


THE STRATEGIC ISSUES AND GOALS

Strategic Issues: Evolving a Service and Development Focused Government Structure

Strategic Goal: to have efficient and effective college management system with a very strong inclination towards issues of corporate governance, selfless service, transparency and accountability.

 

Strategic Objective

Action

Expected Result

Verifiable Indicator

Responsibility

Projected

Time  Frame

·    Restructure the communication system for effective dissemination of information;

 

 

 

 

·    Build and sustain harmony among stakeholders;

 

 

 

 

 

·    Construction of new administrative block  

·    Redesignatcommunication   policy and strategies for effective communication including ICT;

 

 

 

·    Design system/ structure for the effective prevention, management and resolution of conflicts.

·    A highly skilled faculty and staff with increased effectiveness;

 

·    Improved quality and speed of decision making and implementation;

 

·    Significant reduction in communication failure rate;

·    To housing all departments

·   Availability of detail job description and job specification for each job in the college.

·   Number of staff trained in resource management

·    Number of staff and students aware of established communication channels

·    Amount of information in the periodic college bulletin. Number of persons satisfied with type and time of information dissemination. Improved web content www.collegeofagricmokwa.edu.ng

·      Management

 

 

 

 

 

·      Management

 

 

 

 

·      Management

 

N15,000.000

 

 

 

 

 

 

 

 

 

 

N90,000.000

 

Immediate and continuous

 

 

 

 

 

 

 

 

Immediate and continuous

 

THE STRATEGIC ISSUES AND GOALS

Strategic Issues: Evolving a Service and Development Focused Government Structure

Strategic Goal: To have efficient and effective college management system with a very strong inclination towards issues of corporate governance, selfless service, transparency and accountability.

Strategic Objective

Action

Expected Result

Verifiable Indicator

Responsibility

Projected

Time  Frame

 

 

 

 

 

 

 

 

 

 

·    Council members and management understand the finance structure, project planning and procurement procedures of the college

 

·    Council and management understand the state procurement law.

 

·    Greater stability in the college improvement in

·    College’s capacity to prevent, manage and resolve conflict.

·    Possession of financial regulation by all members of council and management team.

·    Quality of contribution of council members during discussion on financial matters at council meetings.

·    Increase in money saved generated in the college as a result of council decision

·    Amount of money endowed and frequency of fund raising activities and amount generated.

·    Number of complaints that are received processed and resolved

·    Number of training workshops organized on conflict resolution.

·    Number of individual and group utilizing existing conflict resolution channels.

·    Number of suggestion boxes strategically located on campus.

·    Number of times disciplinary committees met and number of disciplinary cases outstanding.

·    Proportion of security personnel trained on conflict management.

·    Number of times academic calendar is disrupted in a session

·      Management

 

 

 

 

 

 

 

 

·      Management   

 

N15,000.000

 

 

 

 

 

 

 

 

N15,000.000

 

Immediate and continuous

 

 

 

 

 

 

 

Immediate and continuous

 

 



Strategic Issues: Ensuring Sustainable Resource Generation

Strategic Goal: To evolve a more robust and sustainable base couple with an efficient and transparent and accountable financial management system.

Strategic Objectives

Actions

Expected Result

Verifiable Indicator

Responsibility

Estimated Cost

Time  Frame

Reconceptualise funding more in the context of resource generation drive;

 

Restructure the bursary department of the college for effective and efficient service delivery;

 

Increase the revenue base of the university;

Reach out to more stakeholder resource generation sources;

 

 

Support resource generation and financial  management capacity development;

 

 

Develop and implement a long term financial policy framework that links financial resources to college broad objectives.

A more robust financial base and less dependent on state government

 

 

 

 

 

 

 

 

Availability of sustainable sources of funds to support the mandate of the college

Number of new sources of funds discovered in the college.

 

 

 

Number of externally funded activities research projects, endowment and prices in the college

 

 

 

Percentage increase in the college internally generated revenue (IGR)

Council Management

 

 

 

Bursary

 

 

 

 

 

Endowment

N30,000.000

 

 

 

 

N7,000.000

 

 

 

 

 

N45,000.000

 

Immediate and continuous

 

 

 

Immediate and continuous

 

 

 

 

Immediate and continuous

 

 

 


Strategic Issues: Evolving Development Oriented Academic and Programmes

Strategic Goal: To evolve market driven competitive academic and professional programmes for the rapid transformation of the state.

Strategic Objectives

Actions

Expected Result

Verifiable Indicator

Responsibility

Estimated Cost

Time  Frame

Identify and commence academic and professional programmes that would serve the development vision of government and industry.

 

Regularly review programmes and curricular to make them veer responsive to the need of the end users.

 

 

Liaise with government and industries to identify key areas of need that are not captured by our existing programmes;

 

Strengthen academic programme development committee of the management

 

Encourage government and industry to institutionalize awards and scholarships in programmes that are of paramount importance to them.

 

 

Academic and professional programmesthat add value to the society

 

 

 

High quality programmes that meet international standards. 

Number of students seeking admission into our programmes;

 

Number of government and private institution sponsoring their staff to enroll in our programmes.

 

Quality of our graduates output.

 

 

Commendations receive form government and private organizations.

 

 

Management and Academic Board

 

 

 

 

 

 

 

Management and Academic Board

 

 

 

 

 

N15,000.000

 

 

 

 

 

 

 

 

N15,000.000

 

Immediate and continuous

 

 

Immediate and continuous

 

 

 

Immediate and continuous

 

 



 

Strategic Issues: Community Service and Partnership

Strategic Goal: To establish community services and partnership for sustainable development of the college and the community.

Strategic Objectives

Actions

Expected Result

Verifiable Indicator

Responsibility

Estimated Cost

Time  Frame

Establish robust partnership with Government Private sector, Civil Society as well as the international community;

 

Position the college as a dependable partner;

 

 

 

Expand and enhance stakeholder base of the college

 

Solicit or full participation of school, staff, students, alumni and other key stakeholder in all the college  activities

Establish a very strong linkages and partnership unit;

 

 

 

Create robust network for the engagement of alumni in the college various initiatives programme;

 

Strengthen college’s capacity to communicate effectively with various stakeholders;

 

Create platform for creative engagement of school staff and students in all college activities

Create   programmes and initiatives that will be of benefit to the immediate the immediate community.

Expansion and improvement in the relationships between NSCAM and its strategic partners.

 

 

 

 

 

Functional development and consultancy service department coordinates activities of strategic partnerships and governance generation.

Number of new alliances

 

 

 

 

Number of training workshops and seminars attend by relevant school, staff for fostering relationship and partnerships.

Number of stakeholder’s forum organized.

 

Formulation of strategic partnership

 

Management

 

 

 

 

Management

 

 

 

 

Management

 

 

Management

 

N15,000.000

 

 

 

 

N15,000.000

 

 

 

 

N15,000.000

 

 

N10,000.000

 

Immediate and continuous

 

 

 

Immediate and continuous

 

 

 

Immediate and continuous

 

Immediate and continuous

 

Strategic Issues: Creating the Environment for Functional Tertiary Education

Strategic Goal: To create environment for teaching learning and research.

Strategic Objectives

Actions

Expected Result

Verifiable Indicator

Responsibility

Estimated Cost

Time  Frame

Draw master plan for college infrastructure development;

 

Create a health and congenial academic environment for both staff and students;

 

Strengthen the security unit of the college;

 

 

Enhance the physical environment aesthetics of the college;

 

Invest in infrastructure that will provide effective support for teaching learning and research. 

To engage professional to draw conflict

 

Restructure and strengthen the college security unit and operations;

Explore opportunities for capacity development college security personnel

 

Adhere to the college master plan;

 

Develop and maintain a strong culture of sustainable.

 

Evolve a strong maintenance culture

 

Expansion of fishery

To have a master plan to guild management infrastructure of the college.

 

Complete transformation of the college’s physical environment to congenial, serene, green and well landscape campuses;

 

A safe and secure campus for staff, students and visitors.

A more effective, efficient and articulated physical planning, development and maintenance unit.

 

Well-equipped and effective security unit.

 

Committee on campus security inaugurated.

 

High quality roads and drainage system.

 

Number of open spaces with greeneries and gardens.

 

 

Number of trees properly labeled by species and age.

Management

 

 

 

 

Security unit

 

 

Management

 

 

Management

 

 

Management

 

 

 

Management

N7,000.000

 

 

 

 

N17,000.000

 

 

N16,000.000

 

 

N20,000.000

 

 

N20,000.000

 

 

 

N20,000.000

 

 

N20,000.000

2015 - 2019

 

 

 

 

2015 - 2019

 

 

2015 - 2019

 

 

2015 - 2019

 

 

2015 - 2019

 

 

 

2015 - 2019

 

 


Strategic Issues: Sustaining Staff and Students Welfare  

Strategic Goal: To provide sustainable welfare packages for staff and students in line local and international best practices.

Strategic Objectives

Actions

Expected Results

Verifiable Indicators

Responsibility

Estimated Cost

Time  Frame

Provide standard accommodation for both department staff and students.

 

Provide opportunitydepartmentforstaff and students to air their views on issues concerning their welfare.

 

Ensure the downtown department of staff and students to be able to face the challenges of teaching and learning.

 

Provide staff and students opportunities for responsible representation and participation in sustainable department staff and students welfare schemes.

 

Provision of befitting department staff quarters and hostel accommodation for students.

Invest in facilities that will support housing, sport, health, transportation, safety municipal service in the campus.

 

Promote a cordial relationship among management, department staff and students;

 

 

 

 

Enhance the health care system of the college for efficient health care delivery.

 

Adequate standard housing facilities for both department staff and students.

 

High quality municipal services including regular supply of electricity and water.

 

An effective and responsible students union.

 

Availability of financial support and scholarship for deserving students.

 

 

Completed housing projects.

 

Number of department staff quarters and students hostels A&B with standard facilities

 

Proportion of deserving school staff given housing loan.

Frequency of power outages.

 

Frequency of water supply.

 

Swearing in and monitoring of students union executives.

 

Proportion of students enjoying financial aid, e.g. scholarships, bursary awards.

 

Number of faculty staff living in the college.

 

Number of students living in college hostel.

Management

 

 

 

 

 

 

HOSA

 

 

 

 

 

 

 

 

 

Deputy Provost

N80,000.000

 

 

 

 

 

 

N90,000.000

 

 

 

 

 

 

 

 

 

N25,000.000

Immediate and continuous

 

 

 

 

 

Immediate and continuous

 

 

 

 

 

 

 

 

2015 - 2019


7.                     Feedback Monitoring and Evaluation Strategy

Monitoring involves the continuous tracking of a plan in the context of implementing prescribed schedules, while evaluation deals with the systematic assessment of ongoing project activities in relation to set strategic goals and objectives over a period to time.

The success of a strategic plan is hinged on the establishment of an effective monitoring and evaluation mechanism based on implementation process. Focal points are often required in each key implementing unit in the College. The purpose is to continuously monitor plan implementation and keep track of challenges, achievements and compliance with plan objective, strategic focus and expectations. Periodic reports are submitted to the Provost through their hades of units. The strategic planning unit in the provost’s office coordinates and keeps track of all activities relating to M&E through a strategic plan implementation committee (SPIC) that draw membership from key stakeholder within and outside the College Community. It compiles periodic reports which will form the basis for interfaces and feedbacks.

Monitoring

The College strategic plan activities shall be monitored by SPIC through:

1.      Professional Qualitative Assessment Reporting: This involves the use of experts/consultants inmonitoring the implementation process qualitative data generation, collation and analysis of report.

2.      Internal Strategic Plan Reviews: this is to determine internal consistency and congruencies in plan structure in implementation as it affects each strategic area. Internal monitoring structure would be set up for periodic assessment of plan implementation in all units in the College. (Focused Interactive Sessions; Qualitative appraisal are to be used for Reviews).

3.      Periodic Stakeholder Reviews: Interactive review sessions involving key stakeholders concerned with plan implementation to ensure effective buy-in and mainstreaming into the entire college processes as well as identification of challenges and monitoring of progress. (Plan Focused Reviews to be used).

4.      Annual Programme Review: This involves review, updating and consolidation of planned activities on an annual basis with a view to determining the effectiveness of strategies, vis-à-vis expected inputs and outcomes.

Evaluation Methodologies

Evaluation of the College strategic plan performance shall be done through:

1.      Impact Assessment: this involves continuousassessment of impact of strategic plan activities on the entire college system through outcome measurements. (Determining achievement of verifiable indicators in the strategic plan, quality and value – added verification).

2.      Output-to- purposes review (OPR): This involves the determination of the effectiveness of planned strategies and activities (Plan performance) against measurable outputs and outcomes in the context of operational goal and objective of the strategic plan. Progress towards planned goal is to measured and recommendations for refocusing made. (Key organs of the College Council Management etc)

3.      Mid Term Review: Thewould be midterm evaluationmid-way into the strategic plan life cycle that may lead to refocusing and restrategisation on the attainment of plan outcomes.

4.      Annual Wholistic Audit Reviews: Strategic planning unit in the provost’s office and other implementing units to review reports generated from various monitoring activities on an annual basis. This will inform further inputs into plan consolidation and tracking mechanisms.

 

 

RECOMMENDATIONS

1.      The plan should take effect from 2015

2.      The plan should be implemented accordingly.

3.      The College should display the printing of mission, Vision and Values of the College strategic areas within the College. For example the Provost’s office, conference room, ADV Hall, College gate and the College Library.

4.      Awareness should be created by the College Management to all staff about the strategic plan.