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