Five years after, how have you fared as the vice chancellor, Federal University of Dutsinma?
I thank Almighty Allah for bringing me this far. The past five years have been truly remarkable. When I assumed office, the university had only three faculties and 20 academic programmes, of which just three were fully accredited by the National Universities Commission (NUC). Upon taking office, I engaged the NUC for a resource assessment. Following their visit, all 17 additional programmes received full accreditation. With this success, I sought and obtained NUC’s approval to establish the School of Postgraduate Studies (SPGS). After another resource assessment by the commission, our postgraduate programmes were found satisfactory, and we were granted permission to commence. Two years later, the NUC returned for accreditation, and all the postgraduate programmes were fully accredited. Subsequently, I approached the NUC again to increase our student intake capacity. They approved an increase from 500 to 1,800 students, enabling us to admit as many students as our infrastructure could accommodate. I also directed all departments to develop new academic programmes. From the initial 20 fully accredited programmes, we now have over 80, all with full NUC accreditation.
The university’s educational structure has expanded significantly – from three faculties to 14. The most recent additions include the Faculties of Health Sciences, Technology, and Nursing Sciences. We also upgraded the School of Postgraduate Studies to a full-fledged College of Postgraduate Studies. In addition, we established the Continuing Education Centre (CEC), which began with fewer than 100 students. Due to consistent growth and improvement, we sought the Senate’s approval to convert the CEC into a school and then into the College of Professional and Continuing Studies. As of today, the college has over 7,000 students and operates branches in Katsina, Kano, Kaduna and Abuja.
When the university began, we had less than 2,000 students. Today, including Postgraduate and Continuing Studies students, we have over 40,000.
On the infrastructure front, we have constructed several major facilities including the College of Medical and Health Sciences, Faculty of Law, Faculty of Engineering, Faculty of Renewable Natural Resources, Faculty of Agriculture as well as multiple classrooms and lecture theatres. Additionally, we have built two student hostels, with several others under construction – about 80 percent complete. I am optimistic that within the next two to three months, before the end of my tenure, these hostels will be fully completed, furnished and ready for use.
Most FUDMA staff commend you for prompt promotion and increased staff welfare. What informed your decision to do that?
When I came on board, I encountered a lot of backlogs in promotions. So, I ensured that all promotions were done in record time. And in less than three months in office, the backlogs were cleared. When I put more pressure on our staff to work hard and maintain our academic calendar, I found out that the only thing that will make them work is to motivate them. What is the motivation? When we were paying salaries, we made sure we did it regularly. However, when it moved to IPPIS, there was nothing we could do about wages. Next is the promotion, which the members of staff want and demand. We ensure that anybody who works hard gets his/her promotion as due. I think 80 percent of the professors at this university got promotions during my five years in office. I can’t say the numbers because even this year, 50 people are going for the professorial cadre, and 95 percent have returned positive.
How did you get funds to accomplish all these achievements you mentioned?
When I came on board, we found many areas where we could generate more money for the university. We are trying to turn our Entrepreneurship Development Centre into something that could generate money for the university. We have started with sachet water production and now we want to start bottling it; we have the university farm that is also generating money, and then the main source of the IGR is the student’s registration fees; the Postgraduate, College of Professional Continuing Studies and SIPS as well as the undergraduate students. We also get intervention from TETFund and the yearly budgetary allocation. We enhance all of this for the development of the university.
What informs your decision to pursue arbitration and negotiations to dispose of litigations against the university?
When I took over, there were a lot of crises at the university; the university had been polarised. So, when I came on board, I ensured we brought everyone under the same roof. I told them all to take and think ‘one FUDMA,’ as FUDMA is our university, and we have no other university than FUDMA. So, we must stay here and celebrate FUDMA and make it work. Many of our staff forgot most of the issues and concentrated on moving FUDMA forward. Then, on aggrieved people who have taken the university to court, from students to staff, I invited the Legal Directorate, headed by the university’s legal and industrial relations officer, who advised the university on the best way to go with the cases. We called all the people involved and dialoged with them. So, we sorted out more than 95 percent of the cases which were all settled out of court.
As VC, you worked with many governing councils, all of which you worked harmoniously with. What is the magic wand?
Great leaders head the councils and have great people among them as members who have wide and varied experiences with the university system.
So, anyone who comes, we sit together and discuss the vision and mission of the university; what has been done and what could be done to transform the university to a greater height. They listened well and offered advice; as the vice-chancellor, I also advise them. We work together and we respect each other. They have been great.
There is a restructuring going on in the university at the moment. What motivated you to embark on that?
This is not the only time we have restructured the university. When I came on board, we restructured. The restructuring came to me after getting advice from the management. We talk at management meetings and often, what I want is not what we do at the end because I respect members’ views. I give everybody a fair hearing. So, once they outnumber my opinion, I agree and do what they want and it comes as a resolution of the management. So, we started from the department to the unit, and the advice of the heads of that department or unit informed everything we did. Meanwhile, we decided in the best interest of the university.
Insecurity is one of the most significant challenges you have faced in your university administration. How were you able to cope with this challenge?
The issue of peace and security is a collective responsibility and we have all done our best in collaboration with the security agencies. Everybody should continue praying because prayer is the most critical factor in this issue. We keep praying for peace to reign in the school, in the Dutsinma community, in Katsina State and in Nigeria in general. I think prayer is the most important thing that has kept us well and alive until now.
What challenges did you face in your 5-year tenure?
Honestly, there were challenges, one of which is the issue of insecurity. The challenge drew us back to the point that no activities could take place at the main campus and anytime a staff or student is kidnapped, I feel the pain, and the pain continues until we get them released.
Also, when there is instability, when the school is divided into many camps, this one is for this person, and that one is for that person, I feel nasty and bitter. However, when we resolve the issue, I feel good. Another challenge is the lack of enough funds to run the university’s affairs which delays progress. Overall, I thank God for having a successful tenure and history will judge us for what we have done or what successes we have achieved.
What would you like to be remembered for in FUDMA?
The stability we have achieved during my tenure, the peace, the increase in the number of projects we have done, the rise in the number of staff and students and the way FUDMA is being cherished by everybody as one of the best and fastest-growing universities in Nigeria. I want to be remembered for all these developments/ attainments.
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