As UI awaits 13th VC, new research outcomes deepen selection, appointment process

As UI awaits 13th VC, new research outcomes deepen selection, appointment process

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Editor's note: In this piece, a research and communications professional, Mutiu Iyanda, writes about the selection process of the new Vice-Chancellor for the University of Ibadan.

Mutiu who currently works with Infoprations Limited, a data-driven management consulting company based in Lagos, Nigeria, analyses the chances of the candidates, their strengths and the task ahead.

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There is no doubt that there have been counter and alternative arguments on who becomes the 13th Vice-Chancellor of the University of Ibadan as the tenure of Professor Abel Idowu Olayinka ends this year.

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From the primary to the secondary stakeholders in the University community and the city that hosts the institution, everyone wants his or her candidate to emerge as the new Vice-Chancellor.

As the arguments rage on, our analyst examines the leadership and research prowess of some contenders (in the context of grants won and participation in the researches supported by the grants.

For the analysis, several factors were considered in the measurement of the current and previous leadership positions of the contender, and grants they won locally and internationally. Within the grants, their participation as principal or co-investigators were also considered.

Suffice to note that our interest in analysing their leadership positions and grants, including participation was inspired by a report which stated that Professor Abel Idowu Olayinka, the current Vice-Chancellor, emerged due to his world-class recognition and rich administrative experience.

Apart from leveraging the report, we also considered some of the insights from the previous piece, which establishes the need for strong strategic leadership in the University. In our quest of understanding both the leadership and, grant attraction and participation, we formed two metrics.

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The first metrics entail some indices that measure current and previous leadership positions of the contenders. The second metrics encompasses indices that the categories of grants won by the contenders and their level of participation.

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From the online to the offline, a number of comments, counter and alternative reactions have trailed the publication of one of the articles on the roads to the selection of a new Vice-Chancellor for the University of Ibadan.

The writer has specifically received a lot of messages via the message section of his social media handles and mobile phone. Some have reacted openly using the comment section of the article.

The comments and reactions have necessitated the need for this reply. The comments and reactions have shown that Nigerians are ready to have their voices in what concerned them irrespective of who published the information or said the statement.

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This is a welcome development as we all crave for better processes in all aspects of our national life. In addition to this, it is instructive to note that the writer does not have any ulterior motive and not against the candidacy of any contender.

With the article, the writer does not have any previous issues with the Registrar as being insinuated by some commenters. As a matter of fact, the writer and the Registrar have never met on this earth.

Away from that this piece is a reply to some of the issues raised by the commenters. However, not every issue will be adequately addressed here because of the space constraint and the intent of not bothering anyone with a lot of the existing literature, especially empirical ones on the focus of the article.

In the current analysis, we expand the contenders with the addition of Professor Ayodeji Oluleye, Department of Industrial and production engineering, faculty of engineering; Professor Tal-hatu Kolapo Hamzat, a professor of neurological physiotherapy, and Professor Kolawole Clement Olusegun Olaniran, department of teacher education.

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These new entrants made it to the samples after analysis shows that they are also being seen as potential 13th Vice-Chancellors of the university.

In the course of generating the needed data for the analysis, as stated earlier, getting data about some of the contenders was difficult despite deploying varied digital data collection tools. For instance, existing sources used for the generation of data on Professor Kolawole C.O.O. and Professor Temitope O. Alonge including Professor Oluyemisi Adefunke Bamgbose were not detailed enough.

Beyond having an interest in revealing the leadership and research ability in terms of grant(s) and participation in researches, sourced data on when each of the contenders became a professor.

This is imperative considering the fact that being a professor in the last 10 years is one of the factors for submitting an application for the position. In this regard, we only found that Professors Adeyinka Abideen Aderinto and Tal-hatu Kolapo Hamzat became Professors in 2012.

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UI VC selection: 10 contenders and implications of their leadership and grant attraction metrics for the university future growth

There is no doubt there have been counter and alternative arguments on who becomes the 13th Vice-Chancellor of the University of Ibadan as the tenure of Professor Abel Idowu Olayinka ends this year.

From the primary to the secondary stakeholders in the University community and the city that hosts the institution, everyone wants his or her candidate to emerge as the new Vice-Chancellor.

As the arguments rage on, our analyst examines the leadership and research prowess of some contenders [in the context of grants won and participation in the researches supported by the grants.

For the analysis, several factors were considered in the measurement of the current and previous leadership positions of the contender, and grants they won locally and internationally. Within the grants, their participation as principal or co-investigators were also considered.

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Suffice to note that our interest in analysing their leadership positions and grants, including participation was inspired by a report which stated that Professor Abel Idowu Olayinka, the current Vice-Chancellor, emerged due to his world-class recognition and rich administrative experience.

Apart from leveraging the report, we also considered some of the insights from the previous piece, which establishes the need for strong strategic leadership in the University. In our quest of understanding both the leadership and, grant attraction and participation, we formed two metrics.

The first metrics entail some indices that measure current and previous leadership positions of the contenders. The second metrics encompasses indices that the categories of grants won by the contenders and their level of participation.

The gains and losses of Olayinka’s leadership: Key lessons for the incoming University of Ibadan’s Vice-Chancellor

From Professor Olufemi Adebisi Bamiro to Professor Isaac Adewole, the University of Ibadan community was promised better infrastructure, welfare and continuous development for 10 years. By November 30, 2020, it will be 15 years that the community has received messages and pledges of good fortunes from candidates for the position of Vice-Chancellor of the University.

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On this date, Professor Abel Idowu Olayinka will complete his 5 years single term of being the Chief Executive Officer of the oldest University in Nigeria.

In the last few days, our analyst has been writing insights and established metrics that could be used by the stakeholders in charge of selecting and appointing a new Vice-Chancellor of the University.

This piece is another one that aimed at revealing some of the gains of Professor Abel Idowu Olayinka’s leadership and what the incoming Vice-Chancellor could learn from his deficiencies.

This is imperative because the University cannot afford not to have a strong strategic leader who would continue from where he will be stopping and correct the lapses.

This piece emerges because of the need to have a robust discourse around Professor Olayinka’s leadership. Like the analyst noted in one of the previous articles, Professor Olayinka has done his parts.

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After all, he is not an angel. He is destined to make mistakes and retrace his steps for future growth. Therefore, the article should be seen as a way of gauging his performance in relation to his strategic plan titled “Accelerated development through consolidation and innovation.”

To the best of our knowledge, this is the first time an article is x-raying an outgoing Vice-Chancellor in any University in Nigeria. He is being judged considering his contribution on academic, research and quality assurance, administration, financial management and branding of the institution in the last few years.

Specifically, the piece interrogates the key resources in terms of relational, strategic, structural and human capital, he employed to deliver value he promised the University community, especially staff and students.

As stated earlier, our first data source was his strategic plan. Since the plan is his strategic template for managing human and material resources towards the realisation of the mission and vision of the University, we leveraged it and extract keywords dominant words he used to explain his ability and capability to lead the University for 5 years.

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We called the select keywords strategic keywords because we found that the words were used as constructs and concepts to depict his vision and mission for the University in relation to the University’s own. As constructs and concepts, we found most of the words as promising and deciding how the resources will be allocated across the University and outside it.

Guiding principles and goals inherent in the strategic plan were our second data category. Guiding principles are the fundamental assumptions tied to each of the priority areas he intended to focus on as the University’s Vice-Chancellor.

The principles establish specific steps that he would take in order to realise each of the priority areas. Our analysis, however, suggests that the principles are prescriptive in nature. This means that there is a possibility of altering them while implementing the plan due to unexpected situations.

The third data source was his recently released My Stewardship Report. In the report, he documented all his activities from 2015 to the current year. We also analysed his speeches, delivered within the University environment.

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His strategic plan: What is in It?

In our analysis of his plan, we found 16 priority areas with 48 guiding principles. In terms of guiding principles allocation to the priority areas, analysis indicates that Professor Olayinka believes in amassing his resources towards the realisation of the priority areas differently. Analysis further reveals a connection of 79.7% of guiding principles and goals (short, medium and long terms).

To realise his vision and mission for the University, he developed 17, 19 and 5 short, medium- and long-term goals respectively. In spite of the high percent of connection of guiding principles and goals, analysis reveals 63.6% of the principles leading to the formulation of goals he had. This means that other factors that were not part of the principles accounted for the remaining percent.

Beyond the principles and goals, we selected 118 strategic keywords. These words were searched in the strategic plan, stewardship report and speeches he delivered within the University environment.

From the analysis, we found a total of 6,709 of the keywords in the strategic plan after counting frequency of each word. A total of 2,080 of the keywords was found in the stewardship report. This indicates a difference of 4,629 keywords.

In his 2017 convocation speeches comprising undergraduate and postgraduate, we found a total of 1074 keywords. This is quite different from what we discovered in his 2019 convocation speech delivered during the award of postgraduate degrees. Analysis establishes a total of 348 keywords. His speech during the swearing ceremony of members of the Students Union Executive had a total of 210 keywords.

Looking at the data further, we discovered that Ibadan (590 times) appeared the most in his strategic plan, while it was students (154 times) in his stewardship report. Students (102 times) also appeared the most in his 2017 convocation speech and research occurred the most in his 2019 convocation speech.

Again, the occurrence of students as keyword 46 times made it the most used word in his speech during the swearing ceremony of executive members of the students union.

What are the implications of these results? This was further explored by our analyst with the specific reference to how the keywords contributed to his actions (activities during the years).

In all, analysis establishes a strong percent of the link between the keywords in his strategic plan and those used (replication of the words was considered) in the stewardship report and speeches he delivered.

Our analysis reveals that the keywords in the plan and stewardship report were related by 83.7%. This percent dipped when we analysed the connection of the keywords in the plan along with those in the 2017 convocation speech. We discovered 76.8% linkage.

This also dropped when the connection between the keywords in the plan and those in the 2019 convocation speech [we discovered 70.1% connection and 2019 UI SU swearing ceremony we found 52.0% was analysed.

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These results imply that Professor Olayinka has only managed to appropriate his keywords in planning and reporting achievements than applying the same vigorously while engaging with the stakeholders.

UI VC selection and the need for televised public debate with the university community, Nigerian society

From the University community to the larger society, all eyes are on the people and committees in charge of the selection of a new Vice-Chancellor. Since the creation of the University and appointment of indigenous professors as Vice-Chancellors, this year’s selection and appointment remains the most debated.

As captured in some of our previous analyses, it has generated a number of divided views driven by ethnicity, religion, and politics (internal and external influences).

In preparation for the new administration after the end of Professor Abel Idowu Olayinka’s tenure, the outgoing Vice-Chancellor, the congregation election has been held. Reports indicate that the election has never been really competitive like what was recorded in July, 2020.

According to the reports, in the past, the University usually begged academic members to contest for posts to meet the required 153 seats.

One of the factors that made this year’s election competitive is that some of the aspirants for the Vice Chancellorship position were seen printing and distributing form to their trusted ones.

From our previous analyses, it emerged that the selection and appointment of the new Vice-Chancellor should be done within academic and administrative leadership metrics including grants attraction factors.

In the current piece, our analyst proposes a televised debate, where each candidate will present his or her plans to the University community and the larger society. This is imperative as it evident that the University needs to set the right example for other universities.

Beyond this, Nigerians, especially the parents and guardians, including Alumni of the University have the right to know how any of the contenders will manage human and material resources for sustainable growth and development.

The debate will go in a long way of knowing capable contenders. Apart from this, the presentation and interaction will be reference points when it is necessary to hold who emerges accountable in the future.

There is no doubt the televised debate will enable contenders to position themselves to the world beyond the abilities and capabilities stated in their resumes, which are not likely to be seen by the global audience (considering the non-availability of most on the Internet). It will also help in correcting some wrong impressions about the contenders.

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