Introducing the Covenant University
Strategic Plan
(2014-2019)
Ad hoc Commitee on Strategic Plan
Prof. Charles Ayo, Vice Chancellor (Convener)
Dr. Olawande Daramola (Chair)
Dr. Conrad Omonhinmi
Dr. Henry Okodua
Prof. Emeka Iweala
Dr. Olajide Ibietan
The Quest ?
A strategic Plan a visionary guide
for Vision 10:2022
2
Any enterprise is built by wise planning,
becomes strong through common sense,
and profits wonderfully by keeping
abreast of the facts.
Prov. 24: 3-4 (LTB)
Plans succeed
through good
counsel;
don’t go to war
without wise advice
Prov. 20: 18 (NLT)
The Strategic Planning Process - 5 important questions
1. Who are we as an institution?
2. Where are we?
3. Where do we want to go?
4. How can we get there?
5. How do we know if we are there?
3
Who are we?
Philosophy
A departure from
the norm
Mandate
to raise a new
generation of
leaders
Vision - leading world-class Christian University, raising a
new generation of leaders in all fields of human endeavour
Mission - create knowledge and restore the dignity of
the Black man via TMC-driven curriculum
4
Core Values
Spirituality
Possibility Mentality
Capacity Building
Integrity
Responsibility
Diligence
Sacrifice
5
Objectives
?
Where are we?
Our strategic challenges
Top quality faculty
Intense competition for talented
students
Research Profile
Teaching Quality
Infrastructure and facilities for
advanced research
International outlook
Internally generated revenue (IGR) and
industry income
6
Where do we want to go ? - 10:2022
The Strategic Vision of
Covenant University
6. Innovation
and Community
Engagement
- Industry Income
-Consultancy
2. Research
- Volume, Income,
Reputation
3. Citation
5. International
Outlook
8. Awards
1. Disciplined
Atmosphere For
Learning
-CU Culture
- Spiriituality
-Infrastructure
the 8-point Agenda of Covenant
University and the primary roles
of a World Class University
4. Teaching
- Teaching Facilties
- Staff and Student
Exchange
- Impactful
Pedagogy
-Governance
7. Alumni Relations
Primary roles
-Robust Alumni Base
-Engagement with
Alumni
Figure 1. A Conceptualisation of the 8-point Agenda for Vision 10:2022
7
How can we get there?
First task – Revisiting our Objectives
To provide exceptional, close contact education for both
undergraduates and postgraduates students through engagement
with highly distinguished faculty based on the University's underlying
ethos and unique curriculum. – Teaching
To cultivate and sustain deep disciplinary scholarship,
interdisciplinary and multidisciplinary research initiatives that will
position the University for local and global impact. - Research
To gain local and international reputation as an excellent solution
provider to existing and emerging societal challenges through
proactive research and entrepreneurship development activities. Innovation and Community Impact
8
Objectives - Cont’d
To retain and recruit top-rated faculty and staff to make Covenant
University an employer of choice both locally and internationally. –
Human Resources
To attract talented students both nationally and internationally
through a fair and rigorous selection process based on scholarly
achievement and potential. - Admission
To sustain the development of world-class facilities and
infrastructure so as to support the University’s core vision and
critical operations of learning, research and community
development. - Infrastructure
9
To strive towards financial independence, accountability, and
sustainability through improved income generation and efficiency
in planning and administration of financial resources. – Finance
To develop a strong Alumni base and maintain a mutually
beneficial long-term relationship with the Alumni of the University.
- Alumni
To maintain a system of governance that enables a disciplined
atmosphere for learning, research and community engagement
that is consistent with the core values of Covenant University. Governance
10
3 Strategic roles and 4 Enabling Factors
Governance
Teaching
Human Resources
Research
Infrastructure
Finance
Enabling factors
11
Innovation and
Community
Impact
Strategic roles
Relationship between Core Strategic Roles and
Enabling Factors
Governance
Human
Resources
Teaching
Research
Community
Impact
12
Finance
Infrastructure
Objectives in the Strategic Plan
Teaching
Research
Innovation and Community
Engagement
Human Resources
Admission
Academic and Student Services
Finance
Alumni Relations
Governance
13
Relationship between
Components of the
Strategic Plan
Objectives
Strategies
Motivation
Actions
14
Metrics
and KPIs
Maintain
disciplinary
depth and
encourage
interdisciplinary
perspectives
Sustain the
teaching and
supervision of
all students by
senior
research-active
faculty
Strengthen the
tutorial system
for
undergraduate
education
Improve
interactions and
collaborations
across the various
disciplines at the
undergraduate
and postgraduate
levels
Foster a climate in
which teaching is
highly valued
Improve the
feedback systems
from students
and relevant
professional
bodies
15
Improve the
international
dimension of our
programmes
Teaching &
Learning
Adopt a global
system of
academic
grading
Initiate high
output part-time
and flexible
courses for
professional
practitioners
Position
postgraduate
studies at the
international
level, to attract
the very best
students
Initiate academic
apprenticeship for
postgraduate
teaching assistants
Strategies for Excellence in
Teaching and Learning
Deepen research
across the various
disciplines and
encourage
interdisciplinary and
multidisciplinary
research
engagements
Create an
atmosphere for
focussed research
pursuits
Ensure that
research is
conducted without
compromising
applicable ethical
standards
Provide a
conducive and
collegial
environment in
which both senior
and junior scholars
can thrive
Research
Enhance support
services to
facilitate research
excellence and
knowledge transfer
Attract and retain
highly
distinguished
academics and
researchers
Motivate faculty to
publish in high
impact journals
and aim at high
citations
16
Provide
institutional
support to
departments and
colleges for the
realisation of their
research agenda
Encourage and
support
international
research and
collaborations
Strategies for
Excellence in Research
Strongly connect
community
engagement
programmes and
projects to
research and
educational
strengths
Promote
stronger
collaborations
and
partnerships
Make
community
engagement a
core part of
education
Innovations
and
Community
Impact
Formulate a
comprehensive
concept and
vision for
community
engagement
mission
Develop rigorous
evaluation
systems for
monitoring all
outreach
programmes
Ensure that
research outputs
are turned into
income
17
Strategies for Excellence in Community Impact
Commit to
continuous
capacity building
Human
Resources
Retain and recruit
top-quality faculty
and staff
Strategies for Excellence in Human Resources
18
Cultivate and
devise an
international
student
recruitment
strategy
Admission
Familiarize
potential
students with
Covenant
University
through targeted
outreaches and
on-campus
events
19
Admit the most
outstanding
students from a
diversity of
backgrounds
Strategies for Excellence in Admission
Commit to the
spiritual
development of
students
Provide
counselling and
information
services to
students
Academic
and Student
Services
Improve support
services to
international
students
Provide excellent
library services to
support teaching,
learning, and
research
Provide
excellent service
delivery to
students
Strategies for Excellence in Academic and Student Services
20
diversify the funding
portfolios and
harness potential
sources of internally
generated revenue
(IGR)
Finance
Hedge reserve
funds to deliver
more financial
returns to the
University
Alumni
Improve
financial
discipline by
strengthening
the budgeting
process
Strategies for Excellence in Finance
21
Develop and
sustain a robust
alumni base
Alumni
Relation
Create
opportunity
for alumni to
contribute to
University
development
Strategies for Excellence in Alumni Relations
22
Develop High
Quality
Buildings and
Infrastructure
Facilities and
Environment
Ensure
excellent
facilities
management
Commit to
environmental
sustainability
Strategies for Excellence in Facilities and Environment
23
Ensure effective
internal and
external
communication
Create a
Covenant
University
Culture
Entrench
sound
spiritual ethos
in all aspects
of University
life
Sustain a
positive
corporate
image and
public relations
Governance
Implement a
strategic plan
Implement an
inclusive style
of
governance.
24
Improve
technology
services and
infrastructure
Maintain a
secure learning,
working and
living
environment
Strategies for Excellence in Governance
New Initiatives Proposed by the Strategic Plan
 Covenant University Research and Innovation Ltd (CURIL)
 Covenant University Research Park
 Centre for Teaching and Learning Support (CTLS)/ Centre for Lifelong
Learning (CLL)
 Covenant University Press (CUP)
 Special scholarship scheme for scholarly-gifted indigent students
(Financial Aid Programme)
 Special fellowship scheme for academically endowed postgraduate
students for doctoral studies - Junior Academics Research Fellowship
Scheme (JARFS)
 Special fellowship scheme to recruit quality postdoctoral fellows Postdoctoral Fellowship Scheme (PFS)
 Dedicated fund to recruit distinguished and research-active (Professors)
25
international faculty - International Staff Engagement Fund (ISEF)
This strategic plan is not a rigid
document but a vision guide that
marks the beginning of a selfcorrecting strategic planning process.
26
University Working Groups that contributed to the Draft Strategic Plan
Representation
Name of Members
S/N Working Group
1. DSPS - Chair
 Prof. Charles Ogbulogo (Chair)
Education, Research,
2. DAPU
 Dr. Akan Williams
Community
1
 Prof. Louis Egwari
3. DCUCRID
Engagement and
 Dr. Abiodun Adebayo
4. Chair, CDII
Innovation
2
27
Admission, Alumni
Relations, Academic
and Student Services
3
Human Resources,
Governance and
Finance
4.
Document Editing





Mr. Azubuike Ezewonke (Chair)
Dr. Sheriff Folarin
Mr. Femi Alimi
Mrs. Helen Olatunbosun
Mrs. Omolola Adebayo
VC - Chair
DVC (Admin)
DVC (Acad)
Registrar
DFS
Deans of Colleges
DCLR (Convener)
DPPD
Chair, Strategic Plan
Committee (2012/2013)
10. Head, CPA
11. CIA












Prof. Charles Ayo (Chair)
Prof. Taiwo Abioye
Prof. Aaron Atayero
Mr. Olumuyiwa Oludayo
Mr. Deji Okuboyejo
Prof. Cleopas Loto
Prof. Isaiah Olurinola
Dr. Chris Nkiko (Convener)
Arc. Gbenga Alalade
Dr. Patrick Edewor
Mr. Emmanuel Igban
Mrs. Olufunke Adenaike
1.

Prof. Christopher Awonuga
1.
2.
3.
4.
5.
DSA - Chair
DIOL
PAR (Academic)
Admission Officer
Alumni Unit
1.
2.
3.
4.
5.
6.
7.
8.
9.
Department of Languages
Data Sources and Resource Materials for the Strategic Plan
Draft Strategic Plan 2011/2012
(Chaired by Prof. Kenneth Adeyemi)
Draft Strategic Plan Committee (2012/2013)
(Chaired by Prof. Patrick Edewor)
Vision 10:2022 Committee Report (2012/2013)
(Chaired by Prof. Sanjay Misra)
Strategic Plan of Leading World universities
28
End of Part A
29
CU Strategic Plan Using SMART
Goals Setting Template
S - Specific
M - Measurable
A – Attainable
R - Relevant
T – Time-based
30
RESEARCH
31
Strategy 1: Attract and retain highly distinguished
academics and researchers
Motivation: A top-rated university is one with a global
outlook and a well-motivated multi-national workforce
comprising a large number of distinguished research-active
faculty. In addition, such a university must commit to the
recruitment and mentorship of young and talented
researchers. Hence, it is imperative for Covenant University
to attract and retain the most talented researchers from all
over the world across the wide spectrum of disciplines that
exist in the University.
32
Strategy 1
Attract and retain highly distinguished academics and researchers
a) To retain and
recruit
distinguished
research-active
faculty
Action Steps
b) To sustain a
multi-national
workforce of
talented academics
and staff
33
Respo Due
nsibilit Date
y
Proactively review the policy on the
EAS
engagement and remuneration package of Mngt
staff in order to ensure that the University
continually attracts and retains top-rated
researchers and academics.
Status
This process has started
but there is room for
improvement.
Have a remuneration policy that ensures
that faculty and staff are paid a specific Mngt
percentage above the industry average.
EAS This is yet to commence.
Establish a dedicated fund – International
Staff Engagement Fund (ISEF) – through Mngt.
which the University shall finance the
engagement of academics of high repute
from the foreign context.
EAS Awaiting implementation.
[ Set aside a sum of 10
million USD in first three
years 2014-2017 to recruit
research professors and
postdoctoral researchers ]
Action Steps
Responsib Due Date
ility
c) To establish a Commit to sound doctoral training HoDs,
EAS
community of in order to raise distinguished Dean, SPS,
future
academics of the future.
SPS Board,
research
Mngt.
leaders
in
different
disciplines
Establish and sustain a pre-doctoral Mngt.
fellowship award scheme - Junior
Academics Research Fellowship
Scheme (JARFS)
34
20142019
Status
This process has started but
there
is
room
for
improvement.
[One of the ways to improve
quality
of
output
of
postgraduate training is to
impose
a
publication
requirement as perquisite for
graduation ]
Awaiting implementation.
[This
entails
recruiting
scholarly gifted postgraduate
students from all over the
world into the University’s
doctoral training programme.
The research fellows shall be
doctoral students to be
engaged
as
full-time
researchers in the University.
The terms of engagement of
pre-doctoral research fellows
shall be 3-4 years]
Respon
sibility
c) To establish a Establish
and
sustain
a Mngt.
community of postdoctoral training programme future research Postdoctoral Fellowship Scheme
leaders
in (PFS) for mentoring fresh doctoral
different
degree holders.
disciplines
35
Action Steps
Due
Status
Date
2014- Awaiting implementation
2019 [Postdoctoral fellows could be
offered rolling contracts of
between 1-2 years during which
time they are expected to produce
a specific number of publications
and grant applications]
Engage graduates of the JARFS and Mngt.
PFS programmes that have
distinguished
themselves
as
academic staff on permanent or
contract basis
Drive the pre-doctoral and Mngt.
postdoctoral
fellowship
programmes through the different
Endowed Chairs, Centres of
Excellence, and existing research
grants within the University.
2014- Awaiting implementation
2019
2014- Awaiting implementation
2019
Strategy 2: Provide institutional support to departments
and colleges for the realisation of their research agenda
Motivation: Academic departments are the bedrock of deep
disciplinary research enquiry, while schools and colleges are
the platforms for interdisciplinary engagement among
different disciplines. Covenant University is interested in
promoting interdisciplinary research endeavours among its
academic departments
36
Strategy 2: Provide institutional support to departments and colleges for the realisation of their research
agenda
Action Steps
Responsi Due Status
bility
Date
Provide a supportive environment for research Mngt.
EAS Appreciable progress has been made in this
by
investing
in
adequate
physical
area, but there is room for improvement
infrastructure, and equipping laboratories
within departments, schools and colleges to
position them for advanced research activities.
Continue to fund individual research and Mngt.
EAS Appreciable progress has been made in this
collaborative research proposals from
area, but there is room for improvement.
departments and colleges under the Covenant
University Centre for Research, Innovation and
Discovery (CUCRID) initiative.
Call for proposals from academic departments Mngt.
EAS This is already in place.
and colleges for the establishment of Centres
of Excellence (CoE), Endowed Chairs, central
and special laboratories every budget year.
Evolve an effective procedure that eliminates CUCRID, EAS Appreciable progress has been made in this
bureaucratic bottlenecks, and enable faculty Mngt.
area, but there is need for improvement
to access approved research grants in a timely
manner.
Sustain the drive to ensure that faculty HoDs,
EAS This has gone well thus far, but there is room for
publications are given the widest exposure on ICT/Web,
improvement.
the Web.
Mngt.
[ Introduce procedure and incentives that will
make faculty to be eager to deposit new
publications in the University Repository
without having to be pressured to do ]
37
Strategy 3: Provide a conducive and collegial environment
in which both senior and junior scholars can thrive
Motivation: The facilitation of a supportive environment
that encourages mutual sharing of responsibilities for
productive endeavours is essential for the attainment of
outstanding scholarly achievements. The University aims to
provide this kind of research-friendly environment for its
staff
38
Strategy 3: Provide a conducive and collegial environment in which both senior and junior scholars can
thrive
Action Steps
Respons Due Status
ibility
Date
Maintain all supportive infrastructures for DCSIS, EAS Significant progress has been made in
research to the highest standards, including DPPD,
this area, but there is room for
laboratories, workshops, ICT systems, data DCLIR,
improvement.
centres, and libraries.
Mngt.
Seek external funding through strategic Cluster EAS Relative to other top-rated institutions,
alliances with potential partners (public sector, Leaders,
there is need for drastic improvement in
businesses, foundations, and others) in order HODs,
this area
to increase the funding opportunities available CUCRID,
[All research clusters in the University
to researchers.
IOL,
and senior faculty should be mobilized
Mngt.
for intensive pursuit of external research
funding and grant proposal writing ]
Provide funding support for innovative CUCRID, EAS This is already in the pipeline
projects, creative work, and proof-of-concept CUC,
[A policy on the establishment of
work that is not mature enough to attract Mngt
business Start-up with Covenant
external funding.
University Affiliations is required ]
Provide research grants to individual early CUCRID, EAS
stage researchers in the form of research and Manage
development grants in order to promote their ment
individual research endeavours.
39
Appreciable progress has been made in
this area. However, there is yet room for
improvement
Action Steps
Respons
ibility
Ensure a level playing ground for all faculty in HoDs,
terms of access to research funding, DEANS,
conference sponsorship, supportive services CUCRID,
and infrastructure, and other incentives that Mngt
motivate research excellence irrespective of
cadre or discipline.
Encourage the role of research facilitators in DEANS,
schools and colleges to alleviate the Mngt
administrative burden on researchers and
free more time for research
Due
Date
EAS
Status
EAS
Awaiting implementation
[Where it is not possible to recruit
personnel as Research Facilitators for a
College, a Research Facilitation Committee
could be put in place]
Encourage active research mentorship by Cluster EAS
senior faculty with strong records of Leaders,
successful application for grant funding from HoDs,
grant awarding organizations.
DEANS,
CUCRID,
Mngt
Offer special reward and acknowledgement to HoDs, EAS
senior faculty who have shown evidence of DEANS,
research mentorship in the University to Mngt.
encourage them and motivate others to do
same.
There is need for improvement in this area.
[A good motivation could be to devise
objective metrics that can be used to
evaluate the performance of senior faculty
in the area of mentorship]
40
This is already in place, and there is room
for improvement.
Awaiting implementation.
[Evidence of research mentorship should be
among the important criteria when
considering cases of promotion or
appointments to the senior academic
cadres in the University]
Strategy 4: Deepen research across the various disciplines
and encourage interdisciplinary and multidisciplinary
research engagements
Motivation: The attainment of disciplinary excellence in
research across a wide range of fields that exist within a
university is the goal of world leading institutions. Therefore,
Covenant University desires to provide a supportive
environment for deep disciplinary, interdisciplinary and
multidisciplinary inquiries.
41
Strategy 4: Deepen research across the various disciplines and encourage interdisciplinary and
multidisciplinary research engagements
Action Steps
Responsibil Due Status
ity
Date
Give funding priority to subjects that align CUCRID,
EAS Awaiting implementation.
more with the research strengths of the Mngt.
[It is essential to commit more resources
University particularly in the life sciences,
in departments, disciplines and research
information
and
telecommunication
clusters that have the greatest potentials
technology (ICT), engineering, physical
to attain world-class standard in terms of
sciences, social sciences, business, and
publications, research breakthroughs,
human development.
and product development]
Identify disciplines with relative advantage CUCRID,
in the area of publication generation and Mngt.
high rate of citations, with a view to
encouraging more research efforts in such
areas.
EAS
Identify disciplines that are vulnerable with CUCRID,
the aim to raise the profile, and Mngt.
competitiveness of researches in such areas
by the University.
EAS
42
This is already in the pipeline.
[When implemented this type of analysis
should guide decisions on the recruitment
of research fellows and research
professors,
and
establishment
of
endowed chairs]
Awaiting implementation.
[Make us of objective metrics to identify
relatively weak disciplines. When
identified, organise more research
workshops and writing workshops in
these disciplines to raise the standard.
This is necessary to enhance the overall
quality of research and volume of
research output in the University]
Strategy 5: Create an atmosphere for focussed research
pursuits
Motivation: The rigour of the research process demands
absolute focus and prolonged engagements by researchers.
Covenant University recognises the need for its staff to
spend a significant amount of their time on research in order
to be more productive.
43
Strategy 5: Create an atmosphere for focussed research pursuits
Action Steps
Respo Due Status
nsibilit Date
y
Make ample time available for researchers to HoDs, EAS Awaiting implementation
conduct research at the highest level through Deans,
policies that minimise committee involvements and Mngt.
impromptu meetings.
Increase the number of faculty competent to teach Mngt. EAS Some departments have made
at undergraduate and postgraduate levels in order to
appreciable progress in this area,
ease the teaching load of faculty and allow them
while some are still short.
more time for research.
Commit to capacity development of the Mngt. EAS This has started, but a lot more still
administrative staff to make them effective, in order
needs to be done to achieve this
to enable faculty to spend more time on core
research activities.
Grant sabbatical leave (12 months maximum), Mngt. EAS Awaiting implementation
research leave (maximum of 6 months), and other
forms of leaves to deserving staff that will allow
them to engage in productive research as adjudged
appropriate, based on departmental priorities.
Encourage every faculty to identify with relevant HoDs, EAS
research clusters in order to promote focused CUCRI
research and build interdisciplinary synergy.
D,
44
Mngt.
Appreciable progress has been made
in this area. [A procedure to monitor
the compliance of all faculty is
required]
Strategy 6: Enhance administrative and support services to
facilitate research excellence and knowledge transfer
Motivation: The ability to attract external funding through
excellent and sizeable research is an important criterion for
rating universities. Covenant University recognizes the need
for improved administrative support to its faculty and
researchers for better research output and community
impact.
45
Strategy 6: Enhance administrative and support services to facilitate research excellence and knowledge
transfer
Action Steps
Responsi Due Status
bility
Date
Review University’s Intellectual and Copyright CUCRID, 2014- This is already in place, but there is
Policy and disseminate same in order to protect Mngt.
2019 need for better orientation of among
the interest of researchers and at the same time
faculty
guarantee the sustenance of the University
funding profiles.
Establish the Covenant University Centre for Mngt.
2014- This is already in place.
Research, Innovation and Discovery (CUCRID).
2019
CUCRID shall be a vehicle for technology transfer
that facilitates the exploitation of intellectual
property created by researchers in the University
for profit-making ventures.
Commit to research support initiative such as the Mngt.
EAS
This is already in the pipeline. A
establishment of a Research Park that helps to
Coordinator has been appointed.
turn ideas, results of research into profitable
businesses.
Strengthen CUCRID to work in partnership with Mngt.
2014- This is already in progress.
academic departments and colleges to ensure
2019
that researchers in Covenant University receive
the best internal services and support in their
pursuits.
46
Action Steps
Responsi Due
bility
Date
Establish a research management office to Deans,
provide research support services such as Mngt.
assistance with research costing and pricing,
research
project
management
tools,
prospecting for grant opportunities and others
to reduce the burden on researchers
Recruit qualified research administrators, as Mngt.
well as establish a professional development
programme for research administrators.
47
20142019
20142019
Status
Awaiting implementation.
[Where it is not possible to create
a research management office in
each
College,
a
Research
Facilitation Committee should be
put in place to do this]
Awaiting implementation
Strategy 7: Encourage and support international research
and collaborations
Motivation: Attaining the top-most international quality in
research is a core goal of all renowned universities.
Covenant University is keenly interested in raising the
international profile of its research.
48
Strategy 7: Encourage and support international research and collaborations
Action Steps
Responsibili Due
ty
Date
Put in place modalities to ensure that all research HoDs,
EAS
undertaken by Covenant University faculty have Cluster
international orientation in at least one of the Leaders,
following ways:
CUCRID,
 The research seeks to meet the highest Mngt
international standards and have the potential to
contribute to the international community.
 The research addresses global problems, or local
problems with significant implications for the
international context.
 The research is conducted in collaboration with
researchers from foreign countries.
Develop an international research funding strategy, and CUCRID,
2014adapt its administrative support to help in the Mngt.
2019
increasingly competitive international environment.
49
Status
Awaiting
implementation
[The modalities for
research
quality
assurance
in the
University is required]
Awaiting
implementation
[A
policy
on
international research
funding strategy is
required]
Action Steps
Responsibi Due
lity
Date
Status
Encourage faculty to facilitate international engagement
such as conferences participation, student and faculty
exchanges and research collaborations, while ensuring that
engagement with external partners aligns with the
University’s research objectives.
Periodically review University’s institutional alliances and
continually update the guidelines on institutional research
collaborations for best practices.
CUCRID,
Mngt.
Appreciable progress
has been made in
this area.
50
EAS
IOL,
IOL 2014Com’tee,
2019
CUCRID,
Mngt.
This has
commenced, but
more needs to be
done.
Strategy 8: Motivate faculty to publish in journals and
conference proceedings that are indexed in the Thomson
Reuters Web of Science and Scopus and aim at high
citations
Motivation: The academic reputation of universities is a
direct measure of the quality of research breakthrough and
academic publications by researchers from the institution.
Covenant University intends to encourage its faculty to
publish in journals that are indexed by renowned universityrating agencies.
51
Strategy 8: Motivate faculty to publish in journals and conference proceedings that are indexed in the
Thomson Reuters Web of Science and Scopus and aim at high citations
Action Steps
Responsibilit Due
Status
y
Date
Encourage academics at all levels to publish HoDs,
EAS
This is already in place
in journals and conferences that are indexed Cluster
in the Thomson Reuters Web of Science and Leaders,
Scopus.
CUCRID,
Mngt.
Award more points to Journal publications AP&C, Mngt. EAS
This is already in place
that are indexed in Thomson Reuters Web of
Science and Scopus during staff promotions
and appointments exercise compared to
other journals.
Encourage the use of biblometrics such as Mngt.
EAS
This is already in place
citation data in assessments of faculty
promotion and appointment exercises.
Financially rewards faculty that are adjudged CUCRID,
2014- Awaiting implementation
research-active on a continual basis.
Mngt.
2019 [A System that objectively rewards
(The attributes of a research-active faculty
research
achievements
and
include a significant number of publications
empowers faculty to do more fruitful
on the Web of Science, publications that are
research should be put in place]
in top ten percent of journals in a discipline
(Q1 – Journals), regular involvement in
postgraduate supervision with good success
rate
52 and winning external grants)
Action Steps
Responsi Due
bility
Date
Provide funding support for participation in CUCRID, EAS
Conferences indexed in the Conference Mngt.
Proceedings Citation Index (CPCI) and
Scopus to all faculty irrespective of cadre
Adopt a pragmatic funding model that will CUCRID, EAS
ensure that the cost of participation of Mngt.
faculty
in
top-rated
international
Conferences and Workshops is fully
defrayed.
Assist faculty to pay for the cost of CUCRID, EAS
publication in Thomson Reuters Web of Mngt.
Science and Scopus indexed journals.
53
Status
This is already in place, and
achievement has been impressive.
This is already in place, and
achievement has been good.
[Review the policy on conference
support from time to time to ensure
long-term sustainability]
This is already in place, and
achievement has been impressive.
Strategy 9: Ensure that research is conducted without
compromising applicable ethical standards
Motivation: Adherence to known ethical standards while
conducting research is important for the credibility of
research results, the researcher and the reputation of the
academic institution. In its commitment to the core value of
integrity, Covenant University attaches importance to
conformance with ethical standards in research.
54
Strategy 9: Ensure that research is conducted without compromising applicable ethical
standards
Action Steps
Responsibility
Due
Status
Date
Ensure that research is carried out in Committee on Research
EAS
Awaiting
accordance with the highest applicable ethics and best practices,
implementation
ethical standards and continue to CUCRID, Mngt
develop policies on research integrity
and the conduct of research
Ensure that the development and Committee on Research
implementation of the policy on ethics ethics and best practices,
does not hinder researches that are of CUCRID, Mngt
benefit to the public.
55
EAS
Awaiting
implementation
Key Evaluation Metrics and Performance Indicators
The following metrics (qualitative and quantitative) shall be
used to assess the quality of research in Covenant University:
Ratio of quality peer-reviewed (ISI-indexed/Scopus)
publications per staff member
Number of publications in top-ranked channels
(top 10 per cent of journals (Q1) in a given discipline or topranked book and monograph publishers).
Number and quality of faculty publications, appropriate to
discipline or field (e.g., citation data, journal publications, book
publications, qualitative assessments)
56
Percentage of research-active faculty
The target is that 60 per cent of Covenant University faculty will
become research active in the next 5 years.
Number of competitive peer-reviewed external grant
research awards per year
Metrics on grant support:
percentage of faculty who are Principal Investigators (PIs)
on external grants;
total sponsored research per Full Time Equivalent -FTE
faculty;
number of proposals submitted/successful.
Quality of placement for graduates of doctoral programmes
and former postdoctoral associates.
57
Thank you
58