REDEEMER’S UNIVERSITY

EDE, OSUN STATE

5 YEAR STRATEGIC PLAN

2014 – 2019
Table of Content
Preface .......................................................................................................................................... 3
Executive Summary ....................................................................................................................... 5

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

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

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

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

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

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

Professor Z. Debo Adeyewa

Vice-Chancellor

4
Executive Summary

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

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

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

1.2. Brief History

REDEEMER’S UNIVERSITY BRIEF HISTORY

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

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

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

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

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

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

1.3. RationaleFor A Strategic Plan

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

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

1.4. StrategicDirection and Goals

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

7
Strategy refers to the approach that management has chosen to pursue its objectives and goals.
It is the blue print for an organization, game plans and specifies how the University has decided
to get to its destination in terms of the attainment of goals and objectives. A few formulated
and conceived strategy and goals will help in marshalling and allocating the University’s
resources into a unique and viable posture based on her relative internal distinctive
competences, anticipated changes in the environment and contingent moves by the competitors.

CorporateLong term goals and objectives

Strategic to be achievedover a period
Level of one (1) yearor more

Tactical Medium term goals and

Strategic Level objectives to be achieved
under one (1) year

Short term goals and

objectives to be
Operating
achieved on a day-to-
Strategic Level
day basis.

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

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

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

1.5. Data Requirement and list of sources

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

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

10
 1.6. Organizational structure and flow of strategic Plan operational units of RUN

Redeemer’s University Organogram

PROPRIETOR

BOARD OF TRUSTEES

CHANCELLOR

THE GOVERNING COUNCIL

PRO-CHANCELLOR

SENATE

VICE-CHANCELLOR
DVC (ADMIN) DVC (ACADEMIC)

LIBRARIAN REGISTRAR BURSAR

DIRECTORATES

DEAN DEAN DEAN DEAN DEAN

DEAN DEAN DEAN DEAN DEAN
DEAN DEAN DEAN DEAN * DAPQA
PG. Sch CHUM
CHM CLAW CMASC
CMSS CNASC
CNS CENVS CAGRIC
CAGRI CHESC CPHAR
CPHAR CVETM
PG. Sch
CENG CEDU CVETM *ACEGID
C
* Works & Ph.
PG. Sch COLLEGE COLLEGE COLLEGE COLLEGE COLLEGE COLLEGE COLLEGE COLLEGE COLLEGE COLLEGE COLLEGE
BOARD BOARD BOARD BOARD BOARD BOARD BOARD BOARD BOARD BOARD BOARD BOARD Planning
BOARD
* Health Services
DEPT. DEPT. DEPT. DEPT. DEPT. DEPT. DEPT. DEPT. DEPT. DEPT. DEPT.
* Mgt. Info. Services
HOD HOD HOD HOD HOD HOD HOD HOD
HOD HOD HOD
* DRIPs
The organogram depicted in 1.6 and the data requirements and list of sources in 1.5 are
both adequate for strategic plan implementation.

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

The top-level management of the University is constituted by the Board of Trustees

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

1.7. Redeemer’s University Major AchievementFactors

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

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

1.8. Major competitors

1. Adeleke University, Ede

2. Osun State University, Osogbo
3. Fountain University, Osogbo
4. Obafemi Awolowo University, Ile-Ife
5. Oduduwa University, Ipetumodu
6. Bowen University, Iwo
7. Ladoke Akintola University of Technology (LAUTECH), Ogbomosho

13
FRAMEWORK OF REDEEMER’S UNIVERSITYSTRATEGIC PLANNING (2014 – 2019)

Vision
Mission

Core Values

Strategic
Analysis

SWOT Analysis

Strategic Action Plan

Implementation and Monitoring

CHAPTER TWO
2.1. Vision Statement

To be the foremost academic institution setting standards through continuous

commitment to excellence geared towards making a transformative impact on
society.

2.2. Mission Statement

To continuously impact society through commitment to excellence in education,

research, creativity, innovation, entrepreneurship and raising global leaders as
change agents imbued with God-fearing attributes.

2.3. Our Guiding Values

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

2.4. Quality Policy

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

CHAPTER THREESTRATEGIC ANALYSIS AND CHANGE INITIATIVES

3.1. SWOT ANALYSIS

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

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

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

16
The SWOT analysis provides a roadmap in defining strategic directions that are
germane to the growth and development of the University in the next (5) five years.
The SWOT analysis is expatiated as follows:

Table 3.1a. Identified Strengths

S/N IDENNTIFIED CURRENT STATUS CHANGE HOW TO USE IT

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

2 The top-level Ensure that the Coherent and Optimal utilization

management of the University has capable effective of the wealth of
University as and highly qualified policy experience of
constituted by the people that can formulation Council and Senate
Board of Trustees, formulate good policy and operative members, smooth
Governing Council and for her. Top level strategy functioning and
Senate comprise hierarchy with running of the
God-fearing ladies emphasis on teamwork University.
and gentlemen,
distinguished
scholars, seasoned
17
 administrators, public
figures and
experienced men and
women of proven
integrity who are
passionate about the
growth and
development of the
University
3 A dynamic and astute Continuous Continuous Ensure the
administrator, Vice- appointment of execution of sustainability of
Chancellor suitably qualified Vice- policies and quality of advice
Chancellor. Use of programmes made available to
Committee structure for the the Vice-Chancellor
to assist in the growth and
implementation of development
policies. of the
University
4 Dedicated and Implementation of Promotion of Optimal utilization
Qualified staff enhanced salary qualified of the services of
package, provision of staff as at the staff
effective working when due.
tools, opportunities for Attractive
continuous capacity staff welfare
building package and
conducive
working
environment
5 Prompt payment of Payment of enhanced Reduced Recruiting and
staff salaries salary above and higher labour retaining highly
than the Federal turnover, skilled staff
universities fairly stable
tenure of
staff.

18
6 Highly ICT Driven Continuous upgrading Maintenance Maximum use of
unit of ICT facilities. of existing ICT
Acquisition of state of ICT facilities.
the Art ICT. Constant
exposure of
ICT
personnel,
staff and
students to
capacity
building in
ICT
7 Large expanse of Enhanced construction Prevent land Effective utilization
land at the of buildings to support encroachment of available land for
permanent site in Ede the growth and by illegal agriculture and
expansion of the speculators other purposeful
University activities.

8 Serene and conducive Peace and tranquility Uninterrupted Planned academic

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

19
10 The achievement of This is an avenue and The Opportunities for
the University as a instrument to promote achievement intensive and
World-Class and advertise the can be used extensive publicity
Research University to the to attract of the University.
establishment outside world. increased
nominated by the funding of
World Bank as the research and
African Centre of academic
Excellence for activities
Genomics of
infectious Diseases
(ACEGID)
11 Staff publications of This can serve as This can be Optimal utilization
Research and avenues for the used to of skills and
Academic Activities further promotion and attract research facilities
in High Impact publicity of the caliber Researchers and equipment.
Journals of the University and
staff. Academics of
like minds
12 All academic It can be used to This will give Ensure the
programmes that are attract prospective assurance of credibility of
currently running students and advertise the academic
have been accredited the University’s University’s programmes.
by the National credibility. credibility to
Universities parents and
Commission (NUC). other
stakeholders.

20
Table 3.1b. Identified Weaknesses

S/N IDENTIFIED EFFECTS ON THE CHANGE HOW TO

WEAKNESSES UNIVERSITY INITIATIVES ATTENUATE
THE EFFECTS
1 Low student Some Continuous Encourage
Enrolment academicprogrammes advertisement students and
are poorly of the poor parents to
patronized patronized subscribe for such
programmes poorly patronized
programmes.
2 Existence of some Non-sustainable Efforts should Rationalization of
non-viable academic undergraduate be made to unsustainable
programmes programmes leading promote the academic
to wastage of programmes by programmes
resources highlighting
the benefits
of such
programmes to
the students
and the
society at
large.
 Repackaging
the
programmes in
terms of
contents and
charging
differential
fees.
3 Overstay of the This has limited and Rapid and Increased course
University at the inhibited the accelerated offerings and
Temporary campus in expansion tendency development embarking on rapid
Mowe, Ogun State of the University of the addition of new
University at colleges and
the permanent programmes
site in Ede.
4 Inadequate office Sharing of offices Provision of Optimal utilization
Accommodation for affect staff additional of existing offices
staff productivity offices
5 Inadequate office Low staff morale and Provision of Effective
equipment such as delay in the the identified management and
Computer, printers completion of work facilities and sharing of the
equipment. existing ones.
6 Inadequate funding Inability to meet Intensify Prospect for
some needs which capital additional sources
slows down campaign to of funds
operations and realize
activities improved
funding.
Increase
efforts for
IGR
7 Inadequate Disruption in work Efforts should Rationalization of
infrastructural flows and operational be made to electricity supply
facilities such as activities. acquire
electricity supply and additional
breakdown of bigger
transformer. capacity
transformers.
8 Breakdown of ICT Disruption in work Provide backup Schedule services
22
 facilities and internetflows and operational to ICT and maintenance
activities facilities. policy. Provide
Adequate back-ups. Increase
maintenance internet
and planned bandwidth.
services of
ICT.
9 Insufficient supply of Offices are usually There should Efforts should be
Air Conditioners hot due to weather be adequate made to provide
conditions. ventilation and additional air
provision of conditioners.
ceiling fans.
10 Inadequate facilities Some programmes Provision of The University
for post graduate are yet to commence post graduate should embark on
studies Post graduate facilities the construction
programmes. Post and building of
Graduate students College of
have to struggle for Postgraduate
classroom Studies with
accommodation adequate facilities
and equipment.

23
3.1.c. Identified Opportunities

IDENTIFIED CURRENT CHANGE DURATION

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

25
3.1.d.IDENTIFIED THREATS

IDENTIFIED CURRENT CHANGE INITIATIVES PROBABLE DURATION

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

26
 landscape at threats to the to patrol the University
Ede University land area
permanent community
site
4. The general Parents found Charge differential On a continuous basis
economic it difficult to school fees and
down turn pay school fees staggered payment
and of their wards
recession in promptly
the country

CHAPTER FOUR
4.1. STRATEGIC ACTION PLAN FOR 2014 - 2019

S/N GOAL WHO IS RESPONSIBLE STRATEGIES PROBABLE

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

27
 for income generating - Staff encouraged to
activities as IGR - RUN Consult prospect and make
- RUNCEDS suggestions for
income generating
venture activities
5 Mobilize and secure - Governing Council To secure by 2018, a On a continuous basis
required financial - Senate sustainable resource
resources to ensure - Management base by generating
achievement of short - Staff 10% of the total
and long term budget revenue
objectives. through capital
campaign, IGR,
endowments and
grants

6 Ensure administrative Management Establish, develop On a continuous basis

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

28
 CHAPTER FIVE
5.1. Implementation Plan

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

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

5.2. Monitoring, Review and control

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

The implementation can be effected through:

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

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

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

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

29