In today’s fast-paced and competitive business environment, organizations face the constant challenge of adapting to change while staying focused on long-term success. One of the most effective ways to navigate this complexity is through a well-crafted strategic action plan. This is because a strategic action plan serves as a roadmap, guiding organisations toward their goals with clear priorities, defined actions, and measurable outcomes.

In a bold move to secure its place as one of Nigeria’s top universities and to consolidate its legacy of excellence in education, the newly inaugurated governing council of Obafemi Awolowo University (OAU), Ile-Ife, has unveiled its ambitious Strategic Plan 2025-2050.

This long-term blueprint outlines a comprehensive vision for transforming the university into a global hub for academic excellence, groundbreaking research, and societal impact. The plan is designed not only to address immediate challenges but to position OAU as a leading educational institution for the next quarter-century. Of note is that the new strategic plan builds on the previous five-year strategy action plan of 2023–2027.

During the initiative’s official launch at a management conference titled, ‘Envisioning a Great Future: OAU Strategic Plan (2025-2050)’, critical stakeholders that included academics and experts drawn from various fields provided roadmaps and insights on how the university can achieve its ambition. At the heart of the strategic plan is globally acceptable research output, improved societal impact, and mutually beneficial relationships with stakeholders.

The Vice-Chancellor, Prof. Simeon Adebayo Banire, commended the inclusive approach adopted in developing the plan, involving all faculties and departments. He stressed the importance of aligning short and long-term goals to tackle critical issues such as funding gaps, resource allocation, and manpower shortages.

He stated that the new strategic plan would ensure that the university is able to move ahead, make the right decisions and come up with highlights from the various presentations. He expressed concerns about manpower shortages and funding gaps, noting that sufficient resources are critical for students to acquire knowledge and for the university to achieve its research objectives.

In his keynote address, ‘Beyond the Plan: Turning Strategy into Success and Bridging the Gap Between Planning and Execution’, a former Executive Secretary of the National Universities Commission (NUC), Emeritus Prof. Peter Okebukola, underscored the importance of linking planning with execution, identifying challenges such as inadequate monitoring frameworks, and emphasising the need for annual progress reviews. He expressed concerns about OAU’s declining global rankings and called for concerted efforts to elevate its status. 

Okebukola highlighted the importance of securing funding for high-quality research that could elevate the university’s academic standing globally. 
He lamented the absence of Nigerian universities in the Shanghai Academic Ranking of World Universities, citing the lack of Nobel laureates as a key limitation.

“A Nobel Prize winner doesn’t emerge by chance. It requires long-term strategic planning and consistent effort,” he stated, urging OAU to prioritise postgraduate education and research excellence.

Pointing out the absence of effective monitoring and evaluation frameworks at many Nigerian institutions, Okebukola said, “Strategic plans should be assessed annually, with reports presented to the Senate to measure progress. There is a need to involve all stakeholders in your development goals.”

The professor of Science and Computer Education further called on the university to adopt innovative and creative approaches to financial resource mobilisation, given the inadequacy of government funding.

He advised the management to explore revenue-generating programs and activities that could enhance its financial independence and global visibility.  
On capacity building, he underscored the importance of equipping staff to translate strategic priorities into actionable plans. He identified challenges such as resistance to change, poor communication, lack of accountability, and resource constraints as obstacles to achieving these goals.

He emphasised the need for change management, accountability measures, and performance monitoring, citing the success stories of global institutions like Cambridge and MIT as models for inspiration.

Prof. Abayomi Daramola, Deputy Vice-Chancellor (Administration), expressed concern that the university spends over N195 million monthly on electricity. He, therefore, called for urgent investment in alternative energy solutions to mitigate the cost.

The Pro-Chancellor and Chairman of the Governing Council, Prof. Siyan Oyeweso, in his opening remarks stated that it is pertinent to start working on a new strategic plan that will give room for proper implementation to move the University forward. He believes that it is important to involve all the University stakeholders, ensure adequate management of resources (human, financial, material and time) and work towards greater success of the University. OAU as a renowned University should be in the league of those with Nobel Prize Winners, inventors/innovators who are recognized for ground breaking researches.

He also outlined steps to improve OAU’s global rating, including developing an effective website, fostering international partnerships to enhance the university’s profile, and drafting policy papers to guide implementation. He also recommended addressing staff shortages and pursuing innovative projects like an international scholars’ village that could attract funding from TETFund.

He urged all university community members to participate in its new mission by participating in community outreach programmes through research and sustainable development initiatives.

“Bold and innovative ideas are essential.Policies should suggest clear options and actionable recommendations for every project to drive progress,” Oyefeso stated.

Bolarinwa Rotimi Feruke, the immediate past Bursar of Osun State University, Osogbo, and currently the Director of Budget and Planning, National Open University of Nigeria (NOUN), Abuja, delivered an insightful presentation on the evolving role and expectations from the Bursar/Chief Financial Officer in modern Nigerian universities.

Feruke’s presentation highlighted critical challenges facing Nigerian universities, including inadequate funding, high operational costs, infrastructure decay, and the bottlenecks associated with Treasury Single Account (TSA), IPPIS, and GIFMIS. The absence of a digitized accounting system further complicates financial management, making it difficult to attract research grants and manage the increasing debts owed to contractors.

He pointed out that universities are grappling with issues like poor planning, inadequate academic staff, brain drain, insecurity, and frequent strikes, all of which exacerbate financial pressures. Against this backdrop, the role of the Bursary Department in achieving financial stability and operational efficiency has never been more crucial.

Feruke emphasized that the Bursary Department, defined under Financial Regulation 101 (FR 101), is responsible for providing essential financial services such as budgeting, accounting, financial reporting, and fund management. These services are critical in ensuring that university resources are managed efficiently and are aligned with institutional goals.

Furthermore, he introduced the concept of the Bursary Department as a “co-value creator” in the university system, noting that its role extends beyond mere financial management to supporting the core functions of the university, including infrastructure development, staff salaries, research funding, and student scholarships.

Feruke highlighted how digital transformation is essential for automating financial processes, such as online payments and e-procurement, and for improving financial reporting and decision-making through data analytics. Cybersecurity, staff management, and the integration of environmental and social governance (ESG) factors into financial decisions are additional modern-day challenges and responsibilities.

However, Feruke also acknowledged the significant challenges that the Bursary Department faces, particularly in implementing technological advancements. Limited funding for computerization, outdated infrastructure, poor staff training, and resistance to change within the department hinder the adoption of modern solutions. To address these, Feruke advocated for greater commitment from university management, improved collaboration with IT professionals, and a reorientation of Bursary staff to embrace technological change.

Feruke’s recommendations centered on seeing the Bursary Department’s automation as a university-wide project, rather than an isolated initiative of the Bursar. He called for greater investment in IT infrastructure and professional development for the department’s staff. He also recommended the establishment of a robust strategic plan for the Bursary Department that includes regular reviews to ensure alignment with the university’s overall goals.

In his paper presentation, Professor Olukoya Ogen, a seasoned expert in security and higher education drew attention to the evolving security challenges facing educational institutions and the need for innovative, technology-driven strategies to ensure campus safety in the digital age.

Ogen highlighted that campus safety is an essential responsibility for university administrators, emphasizing that the well-being of students, staff, and visitors must be a top priority. However, as campus threats evolve, universities are increasingly facing more complex security challenges. These challenges have led to rising costs, pushing institutions to adopt proactive measures that prevent incidents rather than responding after they occur.

Ogen recommended a multi-phase approach to campus security, starting with a comprehensive security audit to assess existing infrastructures and vulnerabilities. From there, a collaborative team of experts, including university stakeholders, should develop or enhance an institution’s security policy.

Security solutions, Ogen noted, must focus on the three-pronged approach of deterrence, detection, and prosecution, ensuring that risks are effectively minimized through technological advancements and improved communication systems.

A key theme in the presentation was the importance of seamless communication in mitigating security threats. Ogen identified the primary sources of campus insecurity, both internal (e.g., cultism, student union conflicts, staff-student disputes) and external (e.g., kidnappings, boundary disputes, political tensions). Preventing these incidents relies on robust, open lines of communication between security personnel and campus communities, as well as the strategic use of technology for real-time intelligence gathering.

Emphasizing the power of modern technology, Ogen pointed out that smartphones, a ubiquitous part of campus life, offer an opportunity to gather actionable intelligence. By harnessing these devices, universities can encourage students and staff to report potential threats anonymously and swiftly, creating a more informed and responsive security system.

Addressing the financial aspect of campus security, Ogen recommended leveraging multiple funding sources, including internally generated revenue (IGR), security votes, public-private partnerships, and international donors. He highlighted the importance of securing the necessary resources to maintain and upgrade security infrastructure continuously.

Moreover, Ogen advocated for the establishment of clear relationships with local communities and law enforcement agencies, which are crucial for fostering cooperation and managing external threats effectively.

Looking ahead, Ogen proposed a suite of advanced security solutions tailored to the unique needs of modern campuses. These include automated vehicle barriers with facial recognition, smart security mats with SMS alerts, and biometric access control systems. Additionally, he underscored the importance of cybersecurity, recommending a robust policy to protect digital systems and prevent breaches.

Ogen also emphasized the need for regular safety orientations, positive public engagement, and the integration of security awareness into the academic curriculum. Ensuring well-maintained lighting, proactive patrols, and routine campus security checks were also listed as essential components of a holistic security strategy.

On his part, Dr. Lateef Odekunle, former Bursar of the University of Lagos, delivered an insightful presentation on optimising the bursary to enhance financial sustainability and operational efficiency for the university’s future. The presentation emphasized the critical role of the bursary in modern higher education, outlining strategies to align financial management with the evolving landscape of the 21st-century university.

Odekunle explained that the bursary’s role must evolve beyond traditional functions like budgeting and accounting. Instead, it must become a strategic force driving financial sustainability and operational excellence. This transformation is essential for universities to thrive amidst challenges such as globalisation, diversified income streams, technological advancements, and increasing financial pressures.

Odekunle conducted a situational analysis of Nigerian universities, particularly OAU, highlighting the strengths, weaknesses, opportunities, and threats (SWOT) in the institution’s financial landscape. He emphasized the significant advantages OAU possesses, such as a strong academic reputation, a well-established alumni network, and exemption from certain federal financial regulations like the TSA (Treasury Single Account).

However, he also noted critical weaknesses, including persistent underfunding, heavy reliance on federal allocations, and outdated manual processes that hinder efficiency. He further identified opportunities for the university to tap into diversified revenue streams and global partnerships, alongside threats like escalating competition from private universities and policy resistance from internal stakeholders.

The presentation outlined several key areas for optimising the bursary department, which include: digital transformation, diversified revenue streams, capacity building and strategic budgeting.

Odekunle emphasized the importance of fostering a culture of financial efficiency and accountability, highlighting the role of both the university council and management in ensuring that these transformations are successfully implemented.

Also speaking at the workshop, Dr. Mathew Odunlade Ayoola, former Registrar of the Federal University of Agriculture, Abeokuta (FUNAAB), outlined an innovative vision for the future of university registries, emphasizing the need to move beyond old stereotypes and adopt new norms and best practices from around the world.

The session, titled “Great Ife and Registry of the Future: Old Stereotypes, New Norms and Best Practices from Other Climes,” focused on the pivotal role the university registry plays in both administration and governance. Ayoola described the registry as the “heart” of the university, a sentiment echoed by Professor Peter Okebukola, underscoring its central importance in ensuring smooth operations.

Ayoola began by defining the traditional role of the university registry, which has historically involved managing student records, course administration, examination coordination, and maintaining academic integrity. However, the paper stressed the evolving nature of this role in response to challenges such as increasing student enrolment, the complexity of academic disciplines, and the rapid technological advancements reshaping higher education.

The registry, traditionally focused on administrative functions, is now expected to take a more strategic role in fostering institutional memory, data-driven decision-making, and ensuring quality assurance and compliance with accreditation standards. Its ability to provide real-time data to inform university strategies is critical, and it is increasingly viewed as a cornerstone of institutional success.

The paper also highlighted the need for Nigerian university registries, including that of OAU, to adapt to contemporary demands. Ayoola emphasised the importance of embracing participative management, capacity building, and knowledge management. He also stressed the significance of technological development, global perspectives, and ethical responsibility in shaping the future of university administration.

One of the key points discussed was the necessity for the registry to stay ahead in terms of technological innovations. As global competition among universities intensifies, registries must embrace digital transformation to enhance efficiency and improve the student experience. Ayoola pointed to emerging trends such as the integration of soft skills, emotional intelligence, and social intelligence, which have become increasingly important in managing university operations, especially in the post-pandemic era.

Looking ahead, Ayoola provided a roadmap for building a sustainable registry capable of meeting the challenges of the 21st century. He emphasized that registries should not operate in isolation but rather as integrated components of the university’s broader goals. He maintained that collaboration, effective communication, and a commitment to the highest standards of service are essential for the registry to thrive.