Higher Education for Development
Knowledge, Partnership, Results
Annual Workplan
(Add sheets for each year)
Year 3 of 3: Institutionalizing Change
Timeframe
Month 1
Planned Activity
• The Partnership Co-Director travels to Lagos to meet with
USAID/Nigeria, UNILAG senior leadership, the FBA DCS
faculty, the Change Management Team, the four workgroups,
the Career Specialist, and the LBS consultant; to work on
implementing the revised curriculum and piloting the
assessment process; to provide AXIO training; to prepare to
offer Faculty Development Grants; to attend the Business
Advisory Council meeting; and to continue company
visitations.
Anticipated Development
Outputs
• Re-commitment to the project
goals by stakeholders, UNILAG
leadership and all project
personnel.
• Review of project accomplishments and movement toward
institutionalization.
The Change Management Team
Month 1
• With the Partnership Co-Director in attendance, the first
meeting of the third project year is held to clarify workgroup
activities and timelines, to make any needed project
modifications, and to oversee institutionalizing and
sustaining change.
• Established timelines of
workgroup activities in the final
year.
• Continuous improvement of
project operations.
Month 1 – 6
• A revised and updated Strategic Plan for the UNILAG FBA
Program is completed.
• Priorities are established.
• The revised and updated
strategic plan for the UNILAG
FBA.
• UNILAG FBA priorities by
degree/levels.
Month 2
• Two (2) UNILAG FBA faculty attend the AACSB Seminar
on Continuous Improvement; Travel to K-State to discuss
implications and how this information will be shared; and to
interact with the Administrative Council and faculty of the
College of Business.
• Knowledge of strategies for
achieving quality in resourceconstrained environments.
• Understanding of and
commitment to continuous
improvement.
• A deepening understanding of
effective tools for assessment
and assurance of learning.
Months 3 – 5
• Discuss and share the information on continuous
improvement with FBA DCS faculty.
• A critical mass of FBA DCS
faculty who understand the
importance of continuous
improvement.
Month 7
• The Partnership Co-Director begins discussions on developing
action plan (operational plan) from the strategic plan.
Months 7 – 10
• The operational plan is written.
• An operational plan for the
strategic plan.
Timeframe
Planned Activity
Months 11 – 12
• Strategic planning documents along with the operational plan
are completed, reviewed, and adopted by faculty.
Months 1 – 11
• Monthly meetings are held to hear from and support the
workgroups and the Career Specialist. These meetings are
also held to advance the Change Management Team’s overall
work on the strategic revisioning of the UNILAG FBA
program. The LBS consultant facilitates these meetings.
Month 12
• An annual workgroup report is prepared.
• A year-end report which reflects the major accomplishments
in all program components is written and submitted to the
Partnership Co-Directors. The reports are finalized and
submitted to HED/USAID.
Anticipated Development
Outputs
• Official strategic planning
documents and the operational
plan for the UNILAG FBA
program.
The Curriculum/Assurance of Learning Workgroup
Month 1 – 3
• The assessment instruments and methodology are piloted
looking at undergraduate and graduate business program
learning outcomes.
Month 4 – 6
• The results of the pilot administration of assessment
instruments are analyzed, and the assessment process and
instruments are refined.
• A report is prepared for presentation to the FBA and
interested DCS faculty.
• Refinement of the assessment
plan.
• A report on the assessment
pilot.
Month 7
• With the Partnership Co-Director in attendance, the report
on the assessment pilot is discussed with FBA and interested
DCS faculty.
• Faculty input and support for
the assessment process.
Months 7 - 10
• The faculty review, discuss, and approve the UNILAG FBA
Assessment Plan for the Assurance of Student Learning.
• An official assessment plan for
the UNILAG MBA and
undergraduate business
program.
Month 11
• The approved assessment plan is submitted to the Change
Management Team.
Months 1 – 11
• The re-designed graduate (MBA) and undergraduate
curriculum with its new and revised courses is implemented.
This includes full implementation of the new CS courses for
the FBA.
Months 1 – 11
• The workgroup leader meets monthly with the Change
Management Team to report progress and plans.
Month 12
• The workgroup submits its annual report to the Change
Management Team. The report is finalized and submitted to
HED/USAID.
2
• The re-designed graduate and
undergraduate business
curriculum is put into place.
• The FBA curriculum has a
strong CS emphasis at both the
undergraduate and the graduate
levels.
Timeframe
Planned Activity
Anticipated Development
Outputs
Month 1 – 11
• Workgroup members work with faculty as they bring AXIO
into their courses. Exchange of course material using the
AXIO platform.
• New teaching methods are being used in classroom instruction
and their utility for improving teaching effectiveness is
assessed.
• The workgroup leader attends monthly meetings with the
Change Management Team to report progress.
• Use of AXIO learning
technology in FBA instruction.
• Increased computer accessibility
and capability.
Month 12
• The workgroup submits its annual report to the Change
Management Team. The Report is finalized by the project
Co-Directors and submitted to HED/USAID.
The Innovative Pedagogies Workgroup
The Faculty Enhancement Workgroup
Month 1
• Using the updated Faculty Development Plan, the Partnership
Co-Director assists the workgroup in preparing to offer a
second round of Faculty Development Grants (FDG’S) to
FBA and selected DCS faculty.
Months 1 – 2
• The RFP for FDG’s is released.
Month 3
• The FDG’s are received and awardees are selected. The
Partnership Co-Director participates in the review and
selection process.
Months 4 – 9
• Faculty development activities occur.
Month 10
• FBA and selected DCS faculty report on professional
development activities completed with Round 2 FDG’s.
• Faculty submit updated professional development goals and
plans.
Month 11
Months 1 – 11
• The enhancement of FBA and
DCS faculty.
• The Partnership Co-Director assists the workgroup in
reviewing faculty development plans.
• The Partnership Co-Director conducts a Symposium featuring
outstanding faculty development activities.
• The workgroup leader meets monthly with the Change
Management Team to report progress and plans.
3
• Institutionalizing continuous
faculty improvement in the
UNILAG FBA and DCS
program cultures.
• Recognition of outstanding
faculty development efforts.
Timeframe
Month 12
Planned Activity
• An updated Faculty Development Plan is written and
submitted to the Change Management Team.
• The workgroup submits its annual report to the Change
Management Team.
• Review of the faculty grants (FIG’s and FDG’s) to document
its successes for future funding.
Anticipated Development
Outputs
• Faculty Development Plan for
Round 3 funding (a
sustainability issue).
The Private Sector Engagement Workgroup
Month 1
• The Business Advisory Council meets.
• The Partnership Co-Director and the LBS Consultant
continue company visitations.
• Strong private sector
engagement and linkages.
Months 1 – 2
• Special employer and alumni programs are planned.
Months 2 – 6
• BAC subcommittees interact with each other, relevant
workgroups, and the Change Management Team.
Months 3 and 5
• Alumni Seminars are held for the benefit of FBA DCS faculty
and students.
• Alumni engagement is being
institutionalized.
• Real-world exposure for
UNILAG FBA and DCS
students.
Month 7
• The Partnership Co-Director attends the Distinguished
Executive Lecture and the Business Advisory Council
Meeting.
• Deepening private sector
engagement.
Month 8 – 12
• BAC subcommittees interact with each other, relevant
workgroups, and the Change Management Team.
• Deepening private sector
engagement.
Month 11
• The Partnership Co-Director attends the program for the
Distinguished Alumni Award.
• Deepening private sector
engagement.
Months 1 – 11
• The workgroup leader meets monthly with the Change
Management Team to report progress and plans.
Months 1 – 11
• UNILAG FBA alumni are identified and entered into a
database.
Month 12
• The workgroup submits its annual report to the Change
Management Team.
• An expanding alumni data base.
Career Services
Month 1
• The Partnership Co-Director observes and critiques the career
skills-building workshops offered to FBA and DCS students
by the Career Specialist.
4
• Continued capacity-building for
career services.
Timeframe
Planned Activity
Anticipated Development
Outputs
Months 1 – 6
• The Career Specialist conducts skills-building workshops for
students with support from paid graduate assistants.
• Working with the Private Sector Engagement Workgroup, the
Career Specialist continues to create and maintain employer
linkages to identify alumni, internships, externships, MIS
solutions projects and participants for the career fairs.
• The second career fairs are planned. One for graduates
(MBA) and the other for undergraduates.
• Enhanced job search skills in
UNILAG FBA and DCS
students.
• Expanding network of
employers and alumni for both
graduate and undergraduate
students.
Months 3 – 6
• Job placement data are tracked and employer satisfaction
with graduates is assessed.
• Reports on job placement and employer satisfaction are
written.
• Employer satisfaction data for
continuous improvement.
• Placement data to be used in
promoting the UNILAG FBA
and DCS programs.
Month 7
• The Partnership Co-Director attends the career fairs and
reviews the reports on graduate placement and employer
satisfaction.
• The career fairs are evaluated.
• The Career Fairs are becoming
Institutionalized.
Month 8
• The evaluation data for the career fairs are analyzed and a
report is written.
Months 1 – 12
• Internships, externships and special projects are identified.
• Internship placements are coordinated.
• The two graduate assistants coordinate the P.L.A.N. program
for the 2nd year.
Months 1 – 11
• The Career Specialist meets monthly with the Change
Management Team to report progress and plans.
Month 12
• The Career Specialist submits an annual report on career
services to the Change Management Team.
Month 12
• All year-end reports and workgroup annual reports are
forwarded to the external evaluation consultant.
•The Evaluation Consultant travels to UNILAG to conduct
the End-of Project Summative Evaluation.
5
• Improved and expanded job
training experiences for the
UNILAG FBA and DCS
programs.
• The Project Evaluation
Report.