Provost S7 Project

S7 PROJECT
Students, Staff, Structure, Service, Strategic partnerships, Safety, Sustainability

PHILOSOPHY
Building a College that is one, with all components working together and seamlessly for the common good and progress of all

VISION
Striving for excellence, shaping tomorrow, shared vision

MISSION
Establishing robust systems, processes and practices that support excellence, efficiency, and long-term sustainability in academics, welfare, operations and services at the College of Medicine, University of Ibadan

1. STUDENTS

Needs assessment efforts and informal town hall meetings identified infrastructural decay, burnout among students, delay in release of examinations results, cumbersome and delayed access to health care services (moribund JAJA Clinic annex at ABH, issues with the NHIS, etc.), delay in the conduct of professional examinations for the final year BMLS students, challenges with the professional training of Physiotherapy students, and problems with COMUI WIFI routers at the Alexander Brown Hall, among others as the challenges that our students face.
The comprehensive package to address the above and other issues include:
• Academic support enhancements (advising, career guidance, well-being resources)
• Standardized mentorship programs (group and peer mentoring, with one academic staff member assigned to groups of 6 to 10 students)
• Research mentorship program (student volunteers, employment as research assistants)
• Comprehensive health wellness initiatives (hotlines for personal, emotional, psychological, social, and academic support; providing students with immediate access to assistance; workshops, seminars, and events focusing on mental health awareness and resilience-building, fostering a supportive and inclusive campus culture)
• Infrastructure: solar power panel, internet hub to enhance/support present efforts of the Hall management
• Sustain and improve on the College funds for indigent students
• Accommodation for students with special needs
• Improvement on teaching and learning philosophy and environment through the CMEU
• Community service opportunities
• Frequent periodic town hall meetings

Over four years, initiatives such as academic support enhancements, standardized mentorship programs, mental health wellness initiatives, and community service opportunities aim to foster a supportive and enriching environment for student success within the College of Medicine.

Year 1: Foundation and Assessment
• Establish a comprehensive student support framework encompassing academic advising, career guidance, well-being resources, and community service opportunities.
• Implement standardized academic mentorship programs, including both group and peer mentoring, with one academic staff member assigned to a group of 6 to 10 students.
• Set up faculty and departmental hotlines for urgent personal, emotional, psychological, social, and academic support, providing students with immediate access to assistance.

Year 2: Expansion and Integration
• Expand academic mentorship programs to ensure coverage for all students, incorporating feedback mechanisms to assess effectiveness and satisfaction.
• Promote research mentorship opportunities by facilitating student volunteer services to research groups and encouraging academic staff to employ students as research assistants or for ad hoc jobs.
• Integrate mental health wellness initiatives into student support services, including awareness campaigns, counseling resources, and peer support networks.
Minimum end point- Establish standardized academic mentorship programs with participation from at least 50% of academic staff and 70% of students.

Year 3: Strengthening and Engagement

• Strengthen partnerships with external organizations and alumni networks to enhance career guidance and internship opportunities for students, facilitating real-world experiences and professional development.
• Enhance faculty and departmental hotlines by providing ongoing training for staff members to effectively address students’ needs and concerns.
• Organize workshops, seminars, and events focusing on mental health awareness and resilience-building, fostering a supportive and inclusive campus culture.

Minimum endpoint: Implement mental health wellness initiatives and community service opportunities, achieving participation rates of 80% among students.

Year 4: Sustainability and Evaluation

• Develop a long-term sustainability plan for student support initiatives, ensuring continued funding, staffing, and resources allocation.
• Conduct comprehensive evaluations of student support programs to assess impact, identify areas for improvement, and inform future planning and decision-making.
• Celebrate achievements and successes in student support services, recognizing the contributions of staff, students, and partners towards promoting student success and well-being.

2. STAFF

The four-year plan focuses on decentralizing promotion processes, addressing staff shortage, providing ongoing ethics training, establishing academic rendezvous points, and streamlining organizational structures to optimize efficiency, and enhance the work environment for staff ultimately fostering a culture of excellence and professional growth within the institution.

Year 1:

Streamlining the Promotion Process

• • Decentralize Part II promotion processes for academic staff from the Provost to Deans, expediting departmental procedures and fostering accountability
• • Digitize the promotion process and implement standardized documents to streamline procedures and ensure consistency and transparency
• • Introduce quarterly College and Faculty Appointments and Promotions (A&P) meetings to decide cases, review progress, discuss challenges, and align promotion strategies with institutional goals.
• • Appoint College Promotion Liaison Officer to work closely with the Provost and other stakeholders
• • Institute prompt follow-up, monitoring and feedback mechanism
• • Streamlining organizational structures to optimize efficiency, and enhance the work environment for staff

Addressing Staff Shortage

• • Liaising with DAP and UI management
• • Retired Staff Programme (for academic and non-academic staff)
  • • Alumni Adjunct Staff Programme and Lectureship
  • • Expedite adjunct and associate appointments processes
  • • Appointment of ad-hoc staff where critically necessary

• Minimum end point- Complete the decentralization of academic staff Part II promotion decisions from the Provost to Deans and determination of acute staff shortage needs

  Year 2:

  Work Ethics Training/Building bridges and fostering belonging in the Heart of the College

  • • Upgrade ongoing institutional work ethics training for all staff (new and old), reinforcing ethical principles and professional conduct in research, teaching, and administrative roles.
  • • Develop customized training modules addressing specific ethical dilemmas and best practices relevant to the College of Medicine context.
  • • Implement regular assessments and evaluations of ethics training programs to measure effectiveness and identify areas for improvement.
  • • Engender unity of purpose and sense of belonging for all in the College.
  • • Encourage departmental retreats aimed at assessing progress and devising strategies to achieve its mission and vision goals.
  • • Upgrade and allocation of staff offices
  • • Personal development plan per year, deliverables, indicators, yearly measurably indicators, etc.
  • • Regular statutory College meetings for inclusiveness, due considerations and harnessing our diversities for progress

  • Research

    • • Promote research alignments, mentorship, collaboration, and formation of research groups (transdisciplinary, intra/trans-departmental, national/international, and across cadres of staff)
    • • Support to College libraries on the two campuses
    • • Competitive research grant/support for junior and mid-career staff
    • • Update journal subscription (e.g. HINARI, secure waivers from some journals and pursue College subscription to some journals)
    • • Publishing support for junior and mid-career staff
    • • TSA: Learn from other stakeholders across the nation; engaging the university management and government functionaries

    Teaching (Working with CMEU and the Faculty of Education UI)

    • • Professional Development Workshops: Encourage the CMEU to continue with regular professional development workshops focused on modern teaching methodologies, pedagogical skills, and innovative instructional techniques. These workshops may include interactive sessions, guest lectures from experienced educators, and practical exercises to help academic staff improve their teaching abilities.
    • • Mentorship Programs: Establish mentorship programs where experienced faculty members mentor junior staff. This allows for the transfer of knowledge and teaching strategies, providing personalized guidance and support. Mentors can offer feedback on teaching practices, share resources, and help mentees develop effective teaching plans.
    • • Peer Review and Feedback: Implement a system of peer review where faculty members observe each other's teaching sessions and provide constructive feedback. This promotes a culture of continuous improvement and collaboration. Additionally, creating a platform for sharing best practices and successful teaching techniques can encourage staff to adopt new strategies and enhance their teaching skills.

    • Minimum end point- Digitized promotion process, establish quarterly College and Faculty Appointments and Promotions (A&P) Panel meetings and establishment of research groups

      Year 3: Academic Rendezvous Point Establishment

      • • Establish an academic rendezvous point on UI and UCH campuses, equipped with alternative power supply to ensure uninterrupted access to academic resources and collaborative spaces.
      • • Collaborate with relevant departments and stakeholders to design and furnish the rendezvous point to meet the diverse needs of staff, including quiet study areas, meeting rooms, and access to digital resources.
      • • Promote the rendezvous point as a hub for interdisciplinary collaboration, knowledge exchange, and professional developmental activities.
      • • Continuing training and optimization of administrative and non-academic staff

      Year 4: Sustainability and Enhancement

      • • Develop a sustainability plan for the decentralized promotion process, incorporating feedback mechanisms and performance metrics to ensure fairness and accountability.
      • • Expand and refine institutional work ethics training programs based on feedback and emerging ethical challenges in academia.
      • • Evaluate the usage and impact of the academic rendezvous point, seeking input from staff to optimize its functionality and relevance to their needs.
        
        

3. STRUCTURE

Through organizational review, process streamlining, infrastructure upgrades, and technology integration, the College of Medicine aims to modernize its operations, improve collaboration, and better teaching support, research, and administrative functions over the course of four years. Leveraging technology to better support its mission and goals will ultimately enhance its overall effectiveness and impact.

Year 1: Organizational Review

• • Conduct a comprehensive organizational review to assess current structures, roles, and workflows within departments, faculties, and the College.
• • Identify areas of inefficiency, redundancy, and overlap, and gather input from staff and stakeholders on potential improvements.
• • Develop a plan for restructuring or realigning organizational units to optimize efficiency, collaboration, and resource utilization.

Minimum endpoint - Complete organizational review and restructuring plan for implementation.

Year 2: Process Streamlining

• • Streamline key processes and workflows identified during the organizational review, focusing on administrative tasks, academic procedures, and resource management.
• • Implement standardized procedures and protocols to ensure consistency and clarity across departments and faculties.
• • Provide training and support to staff members to facilitate the transition to new processes and promote adoption.

Year 3: Infrastructure Upgrades

• • Invest in infrastructure upgrades within departments, faculties, and the College to support teaching, research, and administrative activities.
• • Prioritize projects based on critical needs, such as renovating outdated facilities, expanding laboratory spaces, or improving accessibility and safety measures.
• • Collaborate with relevant stakeholders to secure funding and resources for infrastructure improvements and ensure alignment with strategic priorities.

Minimum end point - Complete infrastructure upgrades in some departments within the College of Medicine.

Year 4: Technology Integration

• • Integrate technology solutions to enhance communication, collaboration, and productivity across the College.
• • Implement a unified digital platform for administrative tasks, academic management, and research support, streamlining processes and reducing manual paperwork.
• • Provide training and support for staff and faculty members to effectively utilize new technologies and maximize their potential for improving efficiency and innovation.

4. SERVICE

Service initiatives within the College of Medicine, prioritize community engagement and welfare, addressing local needs through projects and programs while fostering a culture of empathy and social responsibility among staff and students.

Goals
• Community engagement, community centered projects, staff and students’ engagement in the community

• • Program or profession-based consultancy services, leveraging on lessons from previous attempts

Year 1: Foundation and Assessment

Year 1 Focus: Establishing groundwork and assessing community needs.

Activities:

• • Identify already existing community engagement services and determine entry levels for scale up of activities.
• • Conduct a comprehensive assessment of community needs and priorities through surveys, interviews, and focus groups.
• • Identify key stakeholders including community leaders, staff, and students interested in service initiatives.
• • Develop partnerships with local organizations and institutions for collaborative projects.
• • Initiate small-scale community-centered projects to build trust and rapport.

End Point: Completion of community needs assessment report and initiation of at least two community-centered projects.

Year 2: Expansion and Collaboration

Year 2 Focus: Scaling up initiatives and fostering collaboration.

Activities:

• Expand existing community projects based on feedback and evaluation.
• Launch new projects based on identified community needs and resources.
• Establish formal partnerships with local businesses, NGOs, and government agencies for sustainable support.
• Organize workshops, seminars, and training sessions for staff and students on community engagement and service-oriented skills.

End Point: Successful implementation of at least three community-centered projects with measurable impact indicators.

Year 3: Consolidation and Improvement

Year 3 Focus: Strengthening existing programs and addressing challenges.

Activities:

• • Conduct regular evaluations of ongoing projects to identify areas for improvement.
• • Implement feedback mechanisms to gather input from community members and stakeholders.
• • Offer consultancy services to local organizations and businesses based on expertise within the institution. Consider income generation from these services
• • Address challenges from previous efforts through targeted interventions and adaptive strategies.

End Point: Enhancement of existing projects based on feedback and successful delivery of at least three consultancy services.

Year 4: Sustainability and Legacy

Year 4 Focus: Ensuring sustainability and leaving a lasting impact.

Activities:

• • Develop long-term sustainability plans for community projects, including securing funding and resources.
• • Establish mechanisms for continued involvement of staff, students, and community members in service initiatives.
• • Document best practices, lessons learned, and success stories to share internally and externally.
• • Organize a culminating event or celebration to showcase achievements and recognize contributions.

End Point: Implementation of sustainability plans for all projects and publication of a comprehensive report documenting the impact and legacy of service initiatives.

Throughout the 4-year plan, regular monitoring, evaluation, and adaptation based on feedback and changing circumstances will be crucial to ensure the success and relevance of the service-oriented initiatives.

5. STRATEGIC PARTNERSHIPS

Strategic partnerships are cultivated with departments, faculties, universities, and international entities to enrich research, educational opportunities, and resource-sharing, fostering innovation and global collaboration within the College of Medicine.

Enhancing and expanding ICOMAA and other alumni network, involvement, reach, expertise and funding.

Year 1: Foundation and Assessment

Year 1 Focus: Establishing groundwork and assessing existing partnerships.

Activities:

• • Conduct a comprehensive assessment of current partnerships within the College, including departments, faculties, other universities and alumni.
• • Support existing partnerships within the College, including departments, faculties, other universities and alumni
• • Identify strengths, weaknesses, opportunities, and threats (SWOT analysis) related to existing partnerships.
• • Initiate dialogue with key stakeholders to understand their needs, expectations, and potential areas for collaboration.
• • Explore the possibility of establishing new partnerships with local and international universities, research institutions, healthcare organizations and alumni.
• • Explore as a priority, improved low cost or free access to world class journals and scientific data bases by academic staff.

End Point: Completion of partnership assessment report and identification of priority areas for collaboration.

Year 2: Expansion and Collaboration

Year 2 Focus: Scaling up existing partnerships and fostering collaboration.

Activities:

• • Strengthen relationships with departments and faculties within the College and the University of Ibadan to enhance interdisciplinary collaboration and resource sharing.
• • Expand partnerships with other universities and research institutions nationally and internationally through joint research projects, student exchanges, and faculty development programs.
• • Establish formal agreements and memoranda of understanding (MOUs) with strategic partners to outline objectives, responsibilities, and benefits.
• • Engage with international organizations and funding agencies to access resources for collaborative research and educational initiatives.

End Point: Formalization of at least three new strategic partnerships and initiation of joint projects or programs.

Year 3: Alumni Engagement and Projects

Year 3 Focus: Leveraging alumni networks for engagement and support.

Activities:

• • Activate and engage the College's alumni network through targeted communication, events, and networking opportunities.
• • Leverage on existing alumni advisory board to provide input and guidance on further strategic initiatives and priorities.
• • Identify alumni who are willing to contribute expertise, mentorship, or financial support to college projects and programs.
• • Sustain, support and collaborate with alumni on fundraising campaigns, scholarships, and community outreach projects that align with the College's mission and values.

End Point: Establishment of at least two new alumni-driven projects or initiatives with tangible outcomes.

Year 4: Sustainability and Growth

Year 4 Focus: Ensuring sustainability and exploring new opportunities for growth.

Activities:

• • Develop long-term sustainability plans for key partnerships and initiatives, including mechanisms for ongoing communication, evaluation, and adaptation.
• • Explore innovative avenues for collaboration, such as online learning platforms, virtual research networks, and joint degree programs.
• • Strengthen ties with international partners through participation in conferences, symposiums, and exchange programs.
• • Evaluate the impact of partnership initiatives and alumni engagement efforts and communicate successes internally and externally to stakeholders.

End Point: Implementation of sustainability plans for all partnerships and identification of at least one new opportunity for collaboration or expansion.

Regular monitoring, evaluation, and adjustment of partnership strategies will be ensured to align with the vision and mission of the College.

 6. SAFETY

Safety measures prioritize the welfare of staff and students through proactive initiatives such as health checks, emergency preparedness, and property security, ensuring a secure and conducive environment for learning and work

Year 1: Data Centralization and Initial Health Checks

Activities:

• • Appoint a Health Superintendent for the College of Medicine.
• • Establish a central repository for staff data, including important health information such as birth months.
• • Implement a system for yearly health checks based on staff birth months, ensuring proactive monitoring of health and well-being.
• • Assess College, Faculty, and Departmental buildings to identify areas for improvement in emergency preparedness and accessibility.
• • Begin the provision of first aid supplies in all lecture and meeting halls to address immediate health concerns.

Year 2: Health-Promoting Environment and Enhanced Emergency Preparedness

Activities:

• • Promote a health-conscious environment within the College by sustaining existing wellness programs, encouraging physical activity, and providing resources for stress management.
• • Utilize the expertise of the Occupational Health Unit of the College to develop health, safety programs within the College.
• • Enhance emergency preparedness in College, Faculty, and Departmental buildings by implementing measures to improve accessibility and evacuation procedures.
• • Conduct training sessions for staff and students on emergency response protocols, including first aid, fire safety and basic life support trainings.
• • Evaluate the effectiveness of first aid supplies provision and adjust as necessary based on feedback and usage data.

Year 3: Strengthening Safety Measures and Property Security

Activities:

• • Review and update safety protocols for College, Faculty, and Departmental properties to address potential risks and hazards.
• • Conduct regular inspections and maintenance checks to ensure the safety and integrity of buildings, equipment, and facilities.
• • Implement security measures such as surveillance cameras, access control systems, and emergency alarms to safeguard College assets.
• • Establish partnerships with local law enforcement and emergency services for timely response to safety and security incidents.

Year 4: Continuous Improvement and Sustainability

Activities:

• • Continuously monitor and evaluate safety measures and health-promoting initiatives to identify areas for improvement and refinement.
• • Solicit feedback from staff and students through surveys, focus groups, and suggestion boxes to assess the effectiveness of safety protocols and emergency preparedness efforts.
• • Develop a long-term sustainability plan for maintaining safety standards and promoting a health-conscious environment within the College.
• • Celebrate achievements and milestones in safety and well-being initiatives, recognizing the contributions of staff, students, and stakeholders.

By implementing this four-year plan, the College of Medicine can create a safer and healthier environment for its staff and students, fostering a culture of well-being and resilience.

7. SUSTAINABILITY

Sustainability efforts encompass the implementation of system algorithms, standard operating procedures, and digitization of records and sustainable energy, promoting efficiency, resilience, and long-term viability within the College of Medicine's operations and practices.

Year 1: System Algorithms Implementation/Review of energy/power needs

Activities:

System algorithms

• • Identify key areas within the College where system algorithms can streamline processes and improve efficiency.
• • Develop algorithms for tasks such as scheduling, resource allocation, and inventory management, in collaboration with relevant departments.
• • Pilot test the algorithms in selected areas to assess effectiveness and gather feedback from staff and stakeholders.
• • Establish a system for regular monitoring and evaluation of algorithm performance, with plans for refinement based on data-driven insights.
• • Empower, train and support ITU to meet the current and future digital needs of the College

Review of energy/power needs and supplies

• • Review energy/power needs, supply, utilization, funding and payment structure
• • Explore new options for alternative power supply, in particular, renewable energy.
• • Devolution of energy supplies based on needs and priority areas

Year 2: Digitization of Records and Training and College Funding

Activities:

Digitization

• • Begin the digitization process for College, Faculty, and Departmental records, starting with high-priority documents such as student records, financial reports, and research data.
• • Provide comprehensive training programs for secretaries and administrative staff on digital record-keeping practices, including data entry, file management, and information security protocols.
• • Invest in technology infrastructure and software solutions to support the digitization efforts, ensuring compatibility, accessibility, and data integrity.
• • Develop guidelines and policies for the management and retention of digital records, addressing issues such as privacy, confidentiality, and data backup strategies.

Funding of College

• • Endowment funds similar to those of schools like Harvard University that can grow to a point where it can sustain college needs
• • College Ventures, similar to UI ventures
• • Community service, as above
• • Expand alumni projects and investments in departments and the College
• • Explore other avenues to make the College financially independent e.g. philanthropy, College/Private partnerships, etc.

Year 3: Standard Operating Procedures Development

Activities:

• • Work closely with existing College departments to develop standardized operating procedures (SOPs) for various administrative and academic functions.
• • Identify priority areas for SOP development, such as admissions processes, student services, research administration, and facilities management.
• • Conduct training sessions for staff on the implementation and adherence to SOPs, emphasizing the importance of consistency and compliance.
• • Establish mechanisms for ongoing review and revision of SOPs to ensure relevance and alignment with evolving needs and best practices.
• • Review SOPs on power utilization and supply.

Year 4: Integration and Optimization

Activities:

• • Integrate system algorithms, SOPs, and digitized records into a cohesive framework to optimize College operations and enhance sustainability.
• • Conduct regular audits and assessments to measure the impact of sustainability initiatives on efficiency, cost-effectiveness, and user satisfaction.
• • Encourage continuous improvement and innovation through feedback mechanisms and staff engagement initiatives.
• • Celebrate achievements and milestones in sustainability efforts, recognizing the contributions of staff and departments towards building a more resilient and future-ready College.