The Vice-Chancellor of the University of Medical Sciences, Ondo City, Professor Ebunoluwa Adejuyigbe in this interview with ADEWALE MOMOH on Workers’ Day stressed that staff welfare is an important priority, citing initiatives like improved healthcare, timely salaries, training, and burnout prevention, noting measurable gains in morale and productivity, while affirming inclusive policies, grievance channels, and planned reforms to sustain progress despite financial constraint

What key welfare initiative has your administration introduced, and what measurable impact have they had on staff performance and morale?

Our administration has prioritized staff welfare as a cornerstone of institutional effectiveness, recognizing that motivated personnel are critical to delivering quality outcomes. To this end, we introduced a range of targeted initiatives.

We implemented a structured health and wellbeing program, including improved health insurance coverage, comprehensive life insurance, periodic medical screenings, and access to mental health support. This has significantly reduced absenteeism and improved overall staff resilience.

We reviewed and enhanced our compensation and benefits framework, ensuring timely payment of salaries, introducing performance-based incentives, and providing hardship allowances where necessary. These measures have strengthened financial security and increased staff commitment.

We also invested in professional development by organizing regular training, capacity-building workshops, and clear career progression pathways. As a result, we’ve seen improved productivity, innovation, and a stronger sense of ownership among employees.

Additionally, we fostered a more inclusive and supportive work environment through open communication channels, staff recognition programs, and feedback mechanisms that allow employees to contribute to decision-making.

In terms of measurable impact, staff turnover has declined, punctuality and task completion rates have improved, and internal performance evaluations show a marked increase in efficiency and service delivery. Perhaps most importantly, staff morale has visibly improved, reflected in higher engagement levels and a more positive workplace culture.

Overall, these initiatives have reinforced the link between staff welfare and organizational performance, and we remain committed to building on these gains.

How does the university ensure welfare policies are inclusive and equitable for both academic and non-academic staff?

We approach staff welfare as a shared institutional priority that must reflect fairness, dignity, and inclusiveness across all categories of employees. We are deliberate in ensuring that both academic and non-academic staff benefit equitably from our policies, while also recognizing the distinct roles they play within the university system.

Our welfare framework is guided by transparency and stakeholder engagement. We maintain active channels of dialogue with staff unions and representative bodies to ensure that policy formulation is participatory. This allows us to capture the real needs and concerns of both academic and non-academic staff, rather than applying a one-size-fits-all approach.

We ensure parity in core welfare provisions. Matters such as health insurance, access to medical services, pension contributions, and workplace safety are implemented uniformly, without bias toward any staff category. Where differences exist, they are based strictly on job-specific requirements and not on preferential treatment.

We also invest in capacity development for all staff. While academic staff benefit from research grants, conference support, and sabbatical opportunities, non-academic staff are equally supported through structured training programmes, professional certifications, and career progression pathways. This ensures that every employee has a clear and supported trajectory for growth.

In addition, we have instituted grievance redress mechanisms that are accessible, impartial, and responsive. Staff members can raise concerns without fear of discrimination, and we are committed to resolving such issues fairly and promptly.

Ultimately, our goal is to foster a work environment where every member of staff feels valued, respected, and adequately supported. Equity, in our context, does not mean uniformity but fairness, ensuring that everyone has what they need to perform optimally and to thrive within the university community.

What concrete measures has the university implemented to support workplace mental health and prevent burnout?

Our approach to workplace mental health and burnout prevention is not theoretical, it is grounded in practical welfare interventions, systemic support, and leadership accountability.

First, we have taken direct economic stress off our workforce, recognising that financial strain is a major driver of anxiety and burnout. In response to recent national economic pressures, the University implemented staff palliative support schemes and ensured early adoption of the new minimum wage. These measures were deliberately introduced to stabilise staff wellbeing and reduce external stress burdens that spill into the workplace.

Second, we have made staff welfare a core leadership priority, not an afterthought. My administration has explicitly committed to building “a work environment that is supportive and helps workers thrive,” embedding wellbeing into institutional policy, not just rhetoric.

We are strengthening the psychosocial work environment through: Promotion of a conducive and less toxic workplace culture, aligned with our broader goal of institutional peace and stability, Encouraging open communication between management and staff, ensuring concerns can be raised early before escalating into burnout, Continuous recognition of staff contributions, which reinforces morale and professional fulfilment

As a medical university, we are particularly conscious that healthcare professionals are highly susceptible to burnout due to workload intensity. Evidence shows burnout leads to emotional exhaustion and reduced performance if not proactively managed.

Accordingly, we are aligning our internal systems to: Improve workload balance and staffing considerations, Promote supportive supervision and team-based care, Integrate wellbeing awareness into training and professional development

We recognise that burnout prevention is not a one-off intervention but a continuous institutional responsibility. Therefore, we are progressively moving toward:, Structured wellbeing monitoring and feedback mechanisms, Expanded staff support programmes, including mental health awareness initiatives, Policies that promote work–life balance and recovery time

Our strategy rests on three pillars: economic support, institutional culture, and proactive wellbeing systems. We are not complacent, there is more to be done but the direction is clear: UNIMED is building a workplace where our staff can function not just efficiently, but sustainably and healthily.

What channels exist for staff to express grievances, and how effectively have these mechanisms functioned under your leadership?

I approach staff grievance management as a core element of institutional stability, staff welfare, and productivity. Under my administration, we have strengthened both formal and informal mechanisms to ensure that every member of staff has accessible, safe, and responsive avenues to be heard.

Staff are encouraged to first channel concerns through their Heads of Department and Deans. This ensures that issues are addressed promptly at the closest level of authority, where context is best understood. We also maintain an open-door policy at the central administration. Staff can formally write to the Vice-Chancellor’s office or engage through scheduled interactive forums and consultative meetings.

Recognized unions (e.g., academic and non-academic staff associations) serve as structured platforms for collective bargaining and grievance escalation. These bodies regularly interface with management. The Registry and relevant administrative units provide formal complaint and disciplinary procedures, ensuring due process and documentation.

In addition to the aforementioned channels, we deploy official communication channels including institutional email systems and contact portals, which allow staff to submit concerns directly to management. We hold periodic meetings, town halls, and welfare-focused engagements that create opportunities for staff to voice concerns in a less formal, more dialogic setting.

The channels have been effective and have impacted tremendously on how my administration is perceived by the university community. Specifically, we have succeeded through the channels created to achieve improved staff welfare response, promote institutional peace and stability, prompt response to financial and welfare concerns, and an enhanced communication culture within the system.

While no system is without challenges, the grievance mechanisms at UNIMED under my leadership are functional, accessible, and increasingly trusted. The key progress lies not just in the existence of channels, but in visible responsiveness and continuous improvement.

Going forward, we remain committed to strengthening feedback loops, leveraging digital platforms, and ensuring that every staff member feels heard, respected, and supported within our academic community.

How has UNIMED ensured timely payment of salaries and allowances, and what steps are being taken to maintain consistency?

I want to emphasize that the timely payment of salaries and allowances has been a deliberate priority of this administration, not an accident.

We have strengthened our financial management systems. By enforcing strict budgetary discipline and aligning our expenditure closely with available resources, we ensure that staff remuneration is treated as a first-line obligation, not a residual expense. Salaries and statutory allowances are therefore built into our monthly financial planning framework.

We have improved our internally generated revenue (IGR). Through strategic expansion of academic programs, partnerships, and responsible service delivery, we keep reducing over-dependence on external funding. This financial diversification gives us greater stability and predictability in meeting obligations.

We maintain transparent and accountable processes. Regular financial reviews, internal audits, and close monitoring of cash flow help us anticipate potential shortfalls early and act proactively before they affect salary timelines.

To sustain this consistency, we are taking further steps to deepen digital financial systems to enhance efficiency and reduce delays, expand revenue streams particularly in research, clinical services, and professional training programs, strengthen collaboration with the state government to ensure continued support, and maintain prudent spending across all units of the university.

Our commitment is clear: staff welfare remains central to institutional stability. We understand that a motivated workforce is essential to achieving our mandate as a leading medical university, and we will continue to protect that priority with discipline and foresight.

What structures support staff development, promotions, and continuous professional training?

I can affirm that we have established a comprehensive framework to support staff development, career progression, and continuous professional training. These structures are designed to ensure that our workforce remains highly skilled, motivated, and aligned with global best practices in medical and health sciences education.

We operate a structured Staff Development Policy that provides opportunities for academic and non-academic staff to pursue higher degrees, certifications, and specialized training. This includes sponsorships, study leave with pay, and access to local and international training programmes.

The University maintains a transparent and merit-driven Promotion System. Academic staff promotions are guided by clearly defined criteria such as teaching effectiveness, research output, publications in reputable journals, and community service. Non-academic staff are also evaluated based on performance appraisals, professional competence, and years of service, ensuring fairness and consistency.

To further strengthen capacity, we have a Continuous Professional Development (CPD) Programme, which includes regular workshops, seminars, conferences, and in-house training sessions. These are tailored to address emerging trends in healthcare, pedagogy, leadership, and administrative efficiency.

Additionally, our Academic Planning and Staff Training Committee oversees training needs assessments and recommends appropriate development interventions. We also collaborate with professional bodies, regulatory councils, and partner institutions to keep our staff updated with evolving standards.

Importantly, mentorship plays a key role at UNIMED. Senior faculty members guide early-career academics through structured mentoring schemes, fostering research development and academic excellence.

Through these interconnected structures, we ensure that staff at UNIMED are not only supported in their current roles but are also well-prepared for future leadership and innovation in the health sector.

How would you characterize the relationship between management and staff unions in negotiating welfare policies?

I would characterize the relationship between management and staff unions in negotiating welfare policies as a necessary partnership shaped by both shared goals and inherent tensions.

At its best, the relationship is collaborative. Both management and unions ultimately want a stable, productive academic environment where staff feel valued and students receive quality education. Welfare policies—covering salaries, healthcare, housing, workload, and professional development—are central to that shared objective. When communication is open and data-driven, negotiations can lead to balanced outcomes that sustain institutional growth while improving staff well-being.

That said, the relationship is also naturally adversarial at times. Staff unions are mandated to advocate strongly, sometimes aggressively, for their members’ interests, while management must weigh those demands against budget constraints, government regulations, and long-term institutional sustainability. This tension is not a flaw; it is part of a healthy negotiation ecosystem. It ensures that policies are scrutinized from multiple angles before decisions are made.

In our context, a few principles are critical for making this relationship productive rather than disruptive. We recognize unions as key stakeholders, not obstacles. Unions, in turn, appreciate the broader responsibilities management carries; we share financial realities and policy constraints, which reduces suspicion and builds trust; we engage not only during crises or strike threats; we put in place structured consultation mechanisms which we consider highly essential; and we ensure both sides avoid performative rigidity by aiming for solutions, not just positions.

Ultimately, I would describe the relationship as a structured interdependence: neither side can achieve sustainable welfare outcomes without the other. When managed thoughtfully, it becomes a driver of institutional stability; when mishandled, it can quickly devolve into conflict that disrupts the academic mission.

To what extent have financial constraints affected staff welfare, and how is your administration addressing this?

Financial constraints have had a noticeable impact on staff welfare, as is the case in many public universities across Nigeria. Like other institutions, the University of Medical Sciences, Ondo operates within budgetary realities shaped by government subventions, fluctuating economic conditions, and rising operational costs. These pressures have, at times, affected the pace at which certain welfare-related commitments—such as infrastructure upgrades, timely allowances, and expanded staff development programmes—can be implemented.

That said, our administration has been deliberate and proactive in mitigating these effects. First, we have prioritized transparency and prudent financial management to ensure that available resources are allocated efficiently and equitably. Staff salaries remain a top priority, and we have worked consistently to avoid delays in their payment.

In addition, we are diversifying our revenue streams beyond government funding. This includes strengthening partnerships, research grants, and internally generated revenue initiatives to create a more sustainable financial base. By doing so, we are gradually expanding our capacity to invest in staff welfare.

We have also placed emphasis on non-monetary welfare measures. These include creating a more conducive work environment, supporting academic and professional development opportunities, and fostering a culture of recognition and inclusion within the university community.

Furthermore, we maintain open lines of communication with staff unions and representatives, ensuring that concerns are heard and addressed collaboratively. While financial constraints remain a reality, our commitment is to continuously improve staff welfare through innovation, accountability, and strategic planning.

What new policies or reforms can staff expect to further strengthen welfare and working conditions at UNIMED?

At UNIMED, our staff remain the backbone of our progress. Since assuming office, I have consistently emphasised that a motivated workforce is essential to achieving our mandate of excellence in medical education, research, and service. Recent steps, such as the implementation of the new minimum wage and the introduction of palliative support in response to economic pressures,reflect this commitment.

However, we recognise that more must be done. Going forward, staff should expect a structured set of reforms and policy initiatives aimed at strengthening welfare and improving working conditions across all cadres.

Specifically, we will continue to prioritize timely and transparent remuneration systems; we will continue to strengthen transparent promotion processes and timely elevation of qualified staff; we will continue to place a premium on professional development of staff; and we will keep creating opportunities for research funding, collaborations, and international exposure, among others.

Let me reiterate: staff welfare is not a slogan, it is a strategic priority. A thriving workforce is indispensable to achieving our mission of advancing health and education in Nigeria and beyond. We will continue to listen, adapt, and implement reforms that ensure every member of staff feels valued, supported, and empowered to excel.