Report of fuga strategic planning

REPORT OF THE
STRATEGIC PLANNING COMMITTEE
ON THE DEVELOPED STRATEGIC PLAN
FOR THE FEDERAL UNIVERSITY GASHUA
Dogara Bashir
National Water Resources Institute, Kaduna
Presentation at the Induction Course of the Staff of Federal University
Gashua held at National Water Resources Institute, Kaduna on 1-5
September, 2015

Outline of Presentation
1. Preamble
2. Yobe State
3. Strategic Planning
4. Strategic Planning at FUGA
5. FUGA Strategic Plan (2014-2019)
a) Chapter 1: Introduction
b) Chapter 2: University's Enduring Commitments
c) Chapter 3: Guiding Principles and Planning Assumptions
d) Chapter 4: Situation Analysis (SWOT)
e) Chapter 5: Gap Analysis
f) Chapter 6: Strategic Goals, Objectives & Activities
g) Chapter 7: Implementation, Monitoring and Evaluation
6. Conclusion
2

Preamble
• In 2010, in the process of implementation of its
Transformation Agenda in the Education Sector, the Federal
Government of Nigeria approved the establishment of 12
new Universities in the country
• 9 Universities were established in February, 2011 in the 1st
phase of implementation. The remaining 3 Universities,
including the one in Gashua, were established in February,
2013 in the 2nd phase
• Thus, the Federal University Gashua was established on 18th
February 2013 with the appointment of the pioneer Vice-
Chancellor (Prof. Shehu Abdul Rahman) and Registrar (Alh.
Sule Dauda)
3

Yobe State
• Federal University Gashua is located in Gashua Local Government
Area of Yobe State in the north-east of Nigeria
• The northern part of the State (where Gashua is located) is arid
with some areas manifesting desert conditions
• Passing through Gashua is the famous River Yobe that was formed
by confluence of River Hadejia and River Jama’are at Aware
located between Nguru and Gashua. In addition, River Komadugu
Gana rises from Bauchi State enters Yobe State from south west
and flows north-easterly to join River Yobe just outside Damasak
(in Borno State) and drains into Lake Chad
4

5
KANO
NGURU GASHUA
KATAGUM
HADEJIA
BAUCHI
JOS
KANO STATE
JIGAWA STATE
BAUCHI STATE
YOBE STATE
DUTSE
BORNO STATE
GOMBE STATE
R.Yobe
R.Fakate
R. Gau
R. Gulka
Hadejia-Nguru
Wetlands
Challawa
Gorge Dam
Tiga Dam
KRIP
HVIP
Proposed
Kafin Zaki Dam
Yobe State

Yobe State
• There are extensive wetlands (fadama) mostly found along the
river valleys where small scale irrigated agriculture is practiced
except in the protected part of the Hadejia-Nguru wetlands that is
reserved as a sanctuary for migratory birds and other unique
biodiversity;
• The flood extent varies from year to year, ranging from about 350
to 500 km2
in dry years to more than 1,500 km2
in wet years.
• The mainstay of the economy is based on primary industry
activities predominated by subsistent agriculture centred around
crop production based on both rainfed and irrigated agriculture as
well as animal rearing. Fishing activities are also very important.
• With an estimated livestock population of about 13 million
animals, Yobe State is probably the richest in animals;
6

Yobe State
• In Yobe State, proven reserves of minerals including gypsum,
trona, Kaoline, limestone, diatomite and episonte are known
to exist, but are unexplored and unexploited;
• The condition of generality of people of the State is said to be
below national average. The literacy level is too low compared to
other States in the country with limited access to basic, secondary
and tertiary education;
• These factors informed the choice of the following as the niche of
FUGA:
o Agricultural and Rural Development;
o Irrigation and Desert Studies;
o Energy Studies; and
o Gender Studies and Skills Development.
7

Strategic Planning
8
• A continuous process of systematic and comprehensive
evaluation of the various resources available to and
constraints facing an organization to articulate workable
alternatives for sustainable management practices
• A management activity embarked by an organization to:
a) refocus commitments and reset priorities,
b) re-prioritize allocation of resources,
c) reinforce operations and procedures,
d) re-assess and adjust the organization's direction in response
to a changing environment, and
e) ensure that major stakeholders (especially employees) are
working toward common goals and intended outcomes

Strategic Planning Process
9
Formulation of
Mission and Vision
Statements
Commitment to
Sustainability
Situation
Analysis
SWOT Analysis
Generation of
Alternatives
GAP Analysis
Formulation of
Strategies
Development of
Action Plans
Implementation
of Strategies
Implementation
of Action Plans
Feedback
Evaluation and
Review of Plans
Monitoring and
Evaluation • Awareness raising
• Stakeholder
participation
• Political commitment

Strategic Planning at FUGA
1
• As a new University, FUGA requires a comprehensive plan to guide its
activities at its takeoff and at all subsequent phases of its growth and
development
• The developed Academic Brief of the University presents a roadmap
for academic, Administrative and physical development of the
university;
• However, it does not capture the context within which the University
operates and is also not concerned with the operational efficiency and
the effective management of financial and human resources;
• Thus, there is need to strategically deal with an array of internal and
external environmental factors: competitive conditions, strengths and
weaknesses of the university, and opportunities for its growth.

11
• To this end, FUGA set up a strategic planning committee of four
resources persons from various institutions in Nigeria;
• The Committee met and developed the framework of the plan;
• The committee then met with the management of the university
and:
• participatorily analyzed the situation of the University (SWOT
analysis);
• identified and analyzed the gaps;
• and developed the strategic goals, objectives and activities
required for effective implementation of the first phase
development plan of the University.

• The framework for Strategic Plan (2014-2019) for the
Federal University Gashua (FUGA) was developed based
on the format given by the National Universities
Commission (NUC).
• Accordingly, the Strategic Plan consists of 7 chapters.
• In developing the frameworks for the situation analysis
(Chapter 4), the gap analysis (Chapter 5) and the Strategic
goals, objectives and activities (Chapter 6) the templates
used in the Usmanu Danfodiyo University Strategic Plan
were adapted.
12

Federal University Gashua
Strategic Plan (2014-2019)
13

Chapter 1: Introduction
Mostly adapted from the Academic Brief of the University
and consist of the following sections;
1.1 Historical Background
1.2 Location
1.3 The Strategic Planning Process of the University
1.4 Units of the University
14

Chapter 2: University's Enduring Commitments
Also mostly adapted from the Academic Brief of the University and
consist of the following:
2.1 Vision
Federal University Gashua seeks ‘to be a leading Centre of Excellence distinguished by
its innovative and competitive approach to teaching, learning, research and service to
humanity’
2.2 Mission
The mission of Federal University Gashua is ‘to provide timely, relevant and
transformational academic programme through focused teaching and research that are
responsive to the needs of the local, national and global communities in a rapidly
changing world’.
2.3 Philosophy
Federal University Gashua is an institution of higher learning that seeks to be sensitive
and responsive to immediate needs of the society and give every person the
opportunity to acquire knowledge. It is also committed to excellence and integrity in the
pursuit of knowledge within an environment that respects diversity and gender
mainstreaming. 15

2.4 Objectives
The University Law has defined the following objectives for it:
• Encourage the advancement of learning and to hold out to all persons without
distinction of race, creed, sex or political conviction the opportunity of acquiring higher
and liberal education;
• Provide courses of instruction and other facilities for the pursuit of learning in all its
branches, and to make those facilities available on proper terms to such persons as are
equipped to benefit from them;
• Encourage and promote scholarship and conduct research in restricted fields of
learning and human endeavour;
• Relate its activities to the social, cultural & economic needs of the people of Nigeria; &
• Undertake any other activity appropriate for a University of the highest standard.
2.5 Core Values
Cleanliness, Orderliness and Timeliness in Federal University Gashua shall build mindset
to forge individual and collective beliefs and assumptions that shall guide everybody in
what to do in order to succeed in promoting image of the University.
16
Chapter 2: University's Enduring Commitments

Chapter 3: Guiding Principles and Planning
Assumptions
Also mostly adapted from the Academic Brief of the University
and consist of the following sections:
3.1 Guiding Principles for FUGA’s Strategic Planning
3.2 Strategies for Achieving the University Objectives
3.3 Planning Assumptions
17

Assumptions
3.1 Guiding Principles for FUGA’s Strategic Planning
The achievement of the vision and mission of the Federal University
Gashua, will be guided by the following institutional objectives, which
are defined by the law establishing the university:
• encourage the advancement of learning and to hold out to all persons without
distinction of race, creed, sex or political conviction the opportunity of acquiring
higher and liberal education;
• provide courses of instruction and other facilities for the pursuit of learning in all
its branches, and to make those facilities available on proper terms to such
persons as are equipped to benefit from them;
• encourage and promote scholarship and conduct research in restricted fields of
learning and human endeavour;
• relate its activities to the social, cultural and economic needs of the people of
Nigeria; and
• undertake any other activity appropriate for a University of the highest standard.
18

Assumptions
3.2 Strategies for Achieving the University Objectives
A set of strategies has been articulated for the achievement of the
foregoing institutional objectives. These include:
Strategy 1: Attracting and Retaining Talent
Strategy 2: Transformational Teaching and Learning
Strategy 3: High Impact Research and Commercialisation
Strategy 4: International Outlook
Strategy 5: Efficient and Effective Information and Communication Technologies (ICT)
Strategy 6: Infrastructural Development and Fund Raising
Strategy 7: Leadership that matters in the institution and in civil society
19

In developing this plan, the Committee was guided by a number of
important assumptions. These include:
a) The University will attract and retain a critical mass of teaching and non-teaching
staff for the achievement of its vision, mission and objectives;
b) The University will secure adequate funds from internal and external sources for
its various operations and activities;
c) The activities and operations of the University will not adversely suffer from
policy inconsistencies in the education sector and the polity in general;
d) The University will enjoy adequate support from the host community and the
Governments of its catchment States; and
e) The current insurgency in the north-east region precipitating insecurity and other
social uncertainties would be resolved and peace and tranquility restored.
20
Assumptions

In addition, the University:
• has carefully identified its vision, mission and objectives, which strategic planning
aims to achieve;
• is willing to adapt its academic, administrative and allied operations to foreseen
and unforeseen changes towards the achievement of stated vision, mission and
objectives;
• accepts the need for a strategic plan for the development and growth of the
university; and
• is aware of the processes and responsibilities involved towards the development
of an actionable strategic plan
21
Assumptions

Chapter 4: Situation Analysis (SWOT)
• This chapter consists of the analyses of the current situation of the
University;
• The situations analyzed relate to both the internal and external
factors that have bearings on the strengths, weaknesses,
opportunities and threats (SWOT) to the University;
• The SWOT analysis was carried out by determining the factors (both
internal and external) that would impinge on the attainment of the
set goals and targets in the strategic plan;
• The exercise was carried out in a participatory manner with the
Management of the Federal University Gashua;
• The analyses identified three (3) strengths, five (5) weaknesses,
seven (7) opportunities and eight (8) threats
22

23
S/N Strengths Weaknesses Opportunities Threats
1 Availability of a team
of qualified, highly
motivated, skilled,
disciplined and
visionary pioneer
staff
Inadequate
funding and
funding
Sources
Increasing demand for
University education in
Nigeria
Proliferation of
degree awarding
institutions and
programmes
2 Sufficient land for
infrastructural
development
Inadequate
ICT facilities
Good prospects for linkages
and partnerships with
other institutions and
organizations nationally
and internationally
Inadequate
Government
Budgetary
allocations
3 Functional website Inadequate
physical
infrastructure
Possibility of accessing
research grants from
national and international
institutions
Inefficient public
utility services such
as water supply,
electricity and
communication

24
S/N Strengths Weaknesses Opportunities Threats
4 Absence of
linkages and
collaboration
Prospects for providing
extension and consultancy
services especially in
Agriculture, environmental
management and commerce
Political uncertainty and
policy inconsistency
5 Shortage of
staff (Academic
and Non-
academic)
Located in an area with ample
unexplored and unexploited
natural resources craving for
research and development
Delay and irregular
releases of appropriated
capital and recurrent
grants
6 A motivated and supportive
local community
Security and related
uncertainties
7 Proximity to numerous
established higher institutions
for sharing of resources
Limited local support due
to prevailing poverty in
the catchment area
8 Remoteness of University
location

25
Chapter 5: Gap Analysis
• Gap analysis was carried out to determine the gaps between the
current positions and the projected levels the University desires to
attain within specified period;
• This enabled the Committee in consultation with the University
Management to develop strategies and actions to take and
determine most appropriate resource allocations to address the
gaps;
• The identified gaps were grouped in nine (9) categories that
include, funding, staffing, Library facilities, physical facilities,
laboratory equipment, on-line/e-learning services, academic
programmes, research activities and staff development;
• The following Tables summarize the identified gaps and actions
recommended to address the gaps.

26
Item Recommended Actions
1. Funding  Diversify revenue base
 Effective Budget Planning and implementation
 Establish endowment fund
2. Staffing
 Put in place an effective and efficient mechanism for staff
recruitment.
 Establish linkages and collaboration with relevant agencies to
promote staff exchange
 Vigorous staff development and training
 Put in place an effective reward system
a) Academic
b) Senior Technical
c) Senior Admin
d) Senior Secretarial
e) Junior Technical
f) Junior Non-Technical
3. Library Resources
a) Books Direct acquisition and subscription for books and journals both
print and electronicb) Journals
c) Media Library automation and e-library services
d) ICT Facilities Provide high speed internet connectivity
e) Personnel Recruitment and training

27
4. Physical Facilities
a) Administrative Buildings Pursue Special Presidential Intervention Fund
b) Academic Buildings Renovation, remodeling and construction
Effective utilization of TETFund interventions
Public-Private Partnerships (PPP)
Gifts and donations
Adherence to the Physical Master Plan
c) Academic Support
Buildings
Effective utilization of TETFund intervention
Gifts and donations
d) Public Service Buildings  Public-Private Partnerships
 Gifts and donations
 Adherence to the Physical Master Plan
 IGR reinvestment

28
4. Physical Facilities…
e) Community Service Buildings  Public-Private Partnerships (PPP)
 Gifts and donations
 Adherence to the Physical Master Plan
 IGR reinvestment
f) Office Accommodation Effective utilization of TETFund intervention
Gifts and donations
g) Lecture Theatre/ Classrooms
h) Staff Residential Quarters Effective utilization of TETFund intervention
Gifts and donations
i) Students Halls of Residence

29
4. Physical Facilities…
j) Water Supply Facilities Effective utilization of TETFund intervention
Public-Private-Partnerships (PPP)
Gifts and donations
Reticulation for water supply
Establish fuel Dump (Diesel) for power supply
k) Electricity Supply
l) Recreational and Sporting
Facilities
Effective utilization of TETFund intervention
Gifts and donations
m) Communication Networks Effective utilization of TETFund intervention
Gifts and donations

30
5. Laboratory Equipment Acquire up-to-date laboratory equipment
Gifts and donations
6. Online and e-learning
Services
 Procure, install and commission appropriate ICT facilities
 Training and retraining on ICT
7. Academic Programmes  Introduce 4 additional programmes
 Develop all the Academic programmes to achieve full
accreditation
8. Research Activities  Develop bankable research proposals
 Equip and staff the Faculties and the CIDS
 Establish sustainable linkages and partnerships
 Establish University farm
9. Staff Development  Establish Committee of Deans and Directors (CDD)
 Establish staff development Unit
 Assign 5% of annual overhead releases
 Establish linkages and partnerships
 Promote staff exchange with similar institutions
 Ensure effective utilization of the TETFund allocations
 Explore other funding sources like PTDF and international
development assistance agencies

Chapter 6: Strategic Goals, Objectives & Activities
31
• This chapter gives the targets and proposed funds required to implement the
action plans;
• These are based on the goals, objectives, the development gaps identified in
chapter 5, as well as the University niche;
• Each item of the action plans is assigned specific official and/or committee in
the University responsible for its implementation within a specified period;
• Being a new University that had inherited virtually no infrastructural facilities
in its assigned site, the set targets and action plans are necessarily high and
very ambitious;
• In addition to the Vision, Mission, Objectives and niche of the University,
national and sectoral policies, strategies and programmes had also been taken
into consideration in the development of the proposed action plans;
• The total cost of implementation of the proposed action plans is estimated to
be N14.926b;
• The following Tables give the cost distribution according to the nine (9)
identified goals.

32
S/N Goals Cost (Nm)
1 Provide infrastructure to facilitate activities 11,959
2 Library Development 1,525
3 Promoting Research and Publications 530
4 Promoting Excellence in Irrigation and Arid Land Studies 275
5 Provision of vibrant and efficient administrative support services 135
6 Promoting staff effectiveness, motivation and retention 165
7 Diversifying the Revenue Base of the University 167
8 Developing Entrepreneurial Skills 50
9 Raising the status of the University to rank among the best
universities of choice in Nigeria
120
TOTAL 14,926
Summary of the estimated costs of implementation of the action plan
distributed according to according to the nine (9) identified goals

33
Distribution of the estimated costs according to both the goals and the specific objectives
of each goal.
Goals Specific Objectives Cost (Nm ) Time Frame
1. Provide
infrastructure
to facilitate
activities
a) To provide a befitting Administrative Complex 1,500 4 years
b) To provide adequate number of classrooms and lecture
theatres
3,010 4 years
c) To provide befitting office accommodation to all staff 670 4 years
d) To provide adequate academic support structures 1,735 4 years
e) To provide public services structures 578 4 years
f) To provide community services structures 790 5 years
g) To provide hostel accommodation for all students 1,000 4 years
h) To provide suitable Residential Quarters for at least 30% of Staff 1,255 5 years
i) To provide labs and workshops to support academic activities 350 4 years
j) To provide water supply facilities 51 2 years
k) To provide effective ICT services 345 3 years
l) To provide adequate electricity supply 600 3 years
m)To provide modern sporting and recreational facilities 75 4 years

34
of each goal.
2. Library
Development
a) To provide a library complex with adequate seating
capacity and other facilities to ensure conducive
reading environment
1,150 From take-off
b) To provide a rich print and on-line resource collections 150 From take-off
c) To provide ICT facilities to automate and digitize the
library system
150 From take-off
d) To recruit and develop staff for the Library 75 3 years
3. Promoting
Research and
Publications
a) To establish specialized research centres 300 4 years
b) To develop mechanisms for funding, organizing and
dissemination of research
230 From take-off
4. Promoting
Excellence in
Irrigation & Arid
Land Studies
a) To develop and promote training programmes in
irrigation and arid land studies
135 From take-off
b) To promote research activities in irrigation and arid
lands development
140 From take-off

35
of each goal
5. Provision of vibrant
and efficient
administrative
support services
a) To Institutionalize an efficient and visionary
administrative traditions
85 From take-off
b) To develop a sound work ethics 50 From take-off
6. Promoting staff
effectiveness,
motivation and
retention
a) To develop appropriate staff development
programmes
30 From take-off
b) To attract and retain well motivated and highly
skilled staff
30 From take-off
c) To achieve approved staff mix and staff-student
ratio
105 From take-off
7. Diversifying the
Revenue Base of
the University
a) To put in place a variety of revenue generating
activities
155 From take-off
b) To optimize the utilization of available funds 12 From take-off

36
of each goal
8. Developing
Entre-
preneurial
Skills
a) To produce motivated, skilled and potentially self-
employable graduates
50 From take-off
9. Raising the
status of the
University to
rank among
the best
universities
of choice in
Nigeria
a) To ensure timely accreditation of programmes 20 From take-off
b) To provide peaceful atmosphere devoid of cultism,
exam malpractice and all other campus vices
detrimental to teaching and learning
100 From take-off
TOTAL 14,926

Chapter 7:
Implementation, Monitoring and Evaluation
37
7.1 Implementing the Strategic Options
a) It is imperative to recognize that implementing the options selected in the
strategic plan would involve further commitments such as procuring additional:
i. technical,
ii. managerial, and
iii. financial resources
b) It is absolutely necessary that everyone involved in implementing the options
(Governing Council, Management, Faculties, Departments, Units, Centres,
Regulatory Agencies, etc.) and everyone who will be affected by it (Staff, Students,
Communities, etc.) is committed to its success;
c) Implementing options involves identifying challenges that could arise during and
after implementation, and developing an action plan to address these challenges;
d) This include developing a time line of upcoming regulations; a schedule for
monitoring and evaluating your system’s technical, managerial, and financial
progress; and plans for continuous improvement.

Chapter 7:
38
7.1 Implementing the Strategic Options…
Federal University Gashua is a new University operating its first Strategic Plan. To
successfully implement the Plan, the University would need to give due consideration
and priority to the following:
a) Set up and adequately empower a University Strategic Planning Committee (USPC),
preferably headed by Director of Academic Planning;
b) At the initial stage, strengthen the USPC with external resource persons;
c) Provide specialized sensitization/training for University Management and USPC
members;
d) Be familiar with relevant statutory, regulatory and legal requirements for
management of universities in the country;
e) Obtain necessary approvals, permits, and certifications from relevant authorities
(e.g. from NUC, FCC, BPP, JAMB, Professional Regulatory Agencies, etc.);
f) Develop a system to continuously examine and re-examine the University system’s
revenue-generation mechanisms; and
g) Commence implementation by prioritizing the identified activities in each Action
Plan.

Chapter 7:
39
7.2 Monitoring and Evaluating the Implementation of the Action Plans
a) Strategic planning assist an organization to successfully face an unpredictable future
though it may not address every circumstance or provide a solution for every
challenge;
b) There may be some components that may not work; or problems that may arise in
the process of implementation that would need additional analysis and action;
c) Changes may need to be made to some of the action plans if the results are not
serving the University's best interests.
d) Thus, an effective monitoring and evaluation (M&E) system would help identify
potential challenges and facilitate the development of appropriate actions to
address the identified obstacles and/or challenges;
e) Monitoring enables you to identify and adequately describe the challenges; while
f) Evaluation would facilitate the development of appropriate plans for overcoming
them.

Chapter 7:
40
7.2 Monitoring & Evaluating the Implementation of the Action Plans…
Monitoring and evaluation (M&E) is an on-going process that help an organization
assess whether its systems are operating optimally. For a successful M&E, the following
are recommended:
a) The USPC, in consultation with the University Management, to develop key
performance indicators (KPIs) to assess the progress of the implementation of the
Action Plans taking into consideration the prevailing financial positions and
government policy direction and strategies;
b) The USPC to produce guidelines for effective M&E that may include, among others,
the following:
i. Schedules and procedures of M&E exercises;
ii. Format and frequency of reporting;
iii. Procedures of obtaining feedback from key stakeholders; and
iv. Mechanisms for submission of recommendations for review of the action
plans;

Chapter 7:
41
7.2 Monitoring & Evaluating the Implementation of the Action Plans…
c) Prompt information flow between University Management and USPC regarding
implementation of the Strategic Plan and its review. This is the responsibility of the
Director responsible for Strategic Planning;
d) The Secretariat of Strategic Planning should be domiciled in the Academic Planning
Unit;
e) The M&E guidelines and the KPIs should be reviewed, revised, and updated on an
annual basis to reflect any financial, managerial, technical, or strategic changes
affecting the University; and
f) If need be, the Governing Council and the University Senate may set up ad-hoc
M&E Committees for independent monitoring and evaluation of specific aspects of
the Strategic Plan.

Conclusion
42
1. Strategic planning is a continuous process that can
result in continuous improvements of the
University;
2. Adherence to the vision, mission, philosophy,
objectives and values of the University; as well as
the agreed planning process and its implementation
should empower the University to respond more
effectively, quickly, and creatively to any changing
circumstances and enable it attain its desired
position of a leading Centre of Excellence.

Report of fuga strategic planning

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