By Waziri Isa Adam
Professor Sa’adatu Hassan Liman is a trailblazing academic icon whose illustrious career has been marked by an unbroken chain of excellence and distinction. With a lifelong record of emerging first in every contest, she has consistently demonstrated an unwavering commitment to academic rigor, intellectual curiosity, and innovative leadership. From her early days as a brilliant student to her current status as a renowned professor, Prof Liman has left an indelible mark on the academic landscape, inspiring generations of students, colleagues, and mentors alike. Her groundbreaking research, exceptional teaching, and visionary leadership have not only earned her numerous accolades but have also cemented her position as a role model for women in academia and beyond. With her remarkable achievements, Prof Liman has shattered glass ceilings, challenged stereotypes, and redefined the boundaries of excellence, making her an unforgettable and inspiring figure in academia. And now, in the latest testament to her unwavering excellence, Prof Liman has emerged as the top contender in the highly competitive contest for the Vice-Chancellor position at Nasarawa State University, Keffi (NSUK), solidifying her position as one of the most accomplished academics of her generation.
In this exclusive interview conducted by the duo of Group Editor-in-chief, Waziri Isa Adam, and Managing Editor, Samson Yaki, Professor Liman, the trailblazing and history-making first female and indigenous Vice Chancellor of Nasarawa State University Keffi, shares her compelling vision and mission for the institution, as well as her strategic roadmap for transforming the university into a beacon of academic excellence, innovation, and research. With her unique blend of intellectual brilliance, leadership acumen, and passion for education, Prof Liman opens up on her plans to harness the university’s potential, foster a culture of innovation and entrepreneurship, and position the institution as a hub for knowledge creation, transfer, and application, despite the challenges posed by limited resources. This inspiring and thought-provoking conversation offers a glimpse into the mind of a visionary leader poised to make a lasting impact not only on NSUK but also on the academic landscape of Nigeria and beyond.
Education Monitor: Could you please share your academic and professional journey, highlighting key milestones and achievements?
Prof Liman: My academic and professional journey began in 1992, when I was admitted to the University of Jos as an undergraduate student. I graduated with a second-class upper degree in Islamic Studies in 1998. I obtained a Master’s degree in the same field at the same university in 2002. In that year, Nasarawa State University, Keffi, was established, and I was appointed into the service of the University on 10th October, 2002, as an Assistant Lecturer in the Islamic Studies department.
By God’s grace, I rose through the ranks to attain promotion to the noble rank of Professor of Islamic Studies on 1st October, 2017, in a period of 15 years!
Within these 15 years, I did not skip any rank in the Lecturer cadre and was promoted as and when due. I became a Lecturer II in 2005, a Lecturer I in 2008, a Senior Lecturer in 2011, and an Associate Professor in 2019.
Within the service, I earned a Ph.D. in Islamic Studies in 2010 from my alma mater, the University of Jos. This was a significant milestone in my career, as it is the terminal degree that opens many more opportunities in academia.
Again, my promotion to the rank of Professor in 2017 was also a landmark.
As a senior Academic, one needs to mentor younger Lecturers so they can grow and take over someday, as the service is not a perpetual endeavor. In this vein, I feel accomplished to have supervised numerous PhD and Master’s students to completion.
I have modestly contributed to knowledge by publishing books, book chapters, journal articles, technical reports, and conference proceedings, and by attending many conferences both in Nigeria and abroad, among other scholarly activities in the journey so far!
I have attended and presented papers at many National and International Conferences, Seminars, and Workshops, including a presentation at the 60th United Nations Women’s Assembly on the Status of Women in New York.
I am a member of many learned societies, including the Nigeria Association of Teachers of Arabic and Islamic Studies (NATAIS), the Nigeria Association of Female Teachers of Arabic and Islamic Studies (NAFTAIS) as President, NUSREL, and the American Academy of Religion (AAR).
I am very adventurous, and I love challenges. I uphold moral virtues of justice, integrity, truthfulness, and honesty, and I abhor unethical conduct.
Education Monitor: Before becoming Vice-Chancellor, what leadership roles did you hold within NSUK?
Prof. Liman: By God’s grace, I held a few positions of responsibility, ranging from a Unit Coordinator early in my career in 2006 to the highest position, next to the Vice-Chancellor, 10 years earlier in 2014, as Deputy Vice-Chancellor Academic, and later DVC Administration. Before these two positions, I had held other roles that prepared me for greater responsibility. These included: (1) Director, Research and Publications – 2019 – 2021, (2) Deputy Dean, Students’ Affairs Division – 2013 – 2014, (3) Ag. Head of Department of Islamic Studies – 2014 –2014 (4) Ag. Head of Department of Religious Studies – 2013-2014 (5) Assistant Dean, Students Affairs Division – 2010-2012 (6) Coordinator of Unit (Islamic Studies) – 2006-2013.
Other responsibilities held in the university at one time or another include exam officer, level coordinator, membership of the faculty welfare committee, Hall mistress, welfare officer ASUU, and various positions under the Muslim Ummah and NATAIS, Nasarawa State Branch.
Education Monitor: What is your vision and mission for NSUK?
Prof. Liman: My mission is to drive the university to take a leading role in the league of regional, national, and continental universities with vocational, entrepreneurial, and functional education to empower our graduates to be trained, informed, and passionate agents of change for the emancipation of humanity, human society, and the restoration of the dignity of man.
Likewise, my vision for Nasarawa State University is to cultivate a thriving academic community that inspires and empowers students, staff, and faculty to achieve excellence in all facets of their lives. I envisage a future in which our institution becomes a global leader in education and social impact, driving positive change and making a lasting difference in the world.
To actualize these dreams, I have to lead a team that will relentlessly pursue institutional effectiveness and operate a performance-based, metric-driven university management and governance system, using innovation, creativity, entrepreneurship, and social service hallmarks.
Education Monitor: As the first indigenous and female Vice-Chancellor, what innovative approaches are you implementing to drive change?
Prof. Liman: Change is a normal phenomenon in life, especially in a competitive environment like ours. I have explained to my professor that, if elected to the Office of the Vice-Chancellor, we will introduce meaningful changes in areas where the system needs improvement, in the overall interest of the University and the achievement of organisational objectives, efficiently and effectively. These changes are made to embrace innovation, inclusivity, global perspectives, and best practices, juxtaposing the business-as-usual syndrome.
So far, we have started introducing useful innovations to redeem our pledge in this regard. Among the changes brought into the system are mostly in the deployment of technology in our Academic and Administrative operations as follows:
i) enhancement of the management of the online student result portal to improve service delivery, integration,ity, and efficiency.
ii) evaluation and review of the existing student payment portal responsibilities to mitigate financial leakages and automate the IGR reconciliation processes.
iii) upgrade of the internet access from 156mbps to 1Gbps bandwidth to meet the growing internet access demands of both staff and students.
iv) upgrade of the online post-UTME screening and admission processes, thereby reducing the challenges faced by applicants during the admission exercise.
v) enhancement of the computer-Based Test (CBT) mode of examination, which facilitates the stoppage of so many unethical issues in the system, in addition to securing students’ vital records and boosting the IGR base of the University.
vi) Introduction to the 3rd Semester,ter which is a new voluntary initiative approved by the Senate of the University aimed at assisting apparently weak students to benefit from financial reliefs, transparency in examination administration, ion and timely graduation with their mates.
vii) Commencement of Digital Literacy Programme, through a tripartite collaboration involving NSUK, NI, TDA, and CISCO, is underway and will be launched on 7th November 2024 in the University with a view to empowering students, enhancing research & learning, promoting digital inclusion, and supporting National Development.
vii) boosted entrepreneurship education and practice among the students through training them to be skill-oriented, entrepreneurial, nationalist in outlook, and of sound moral character, for them not only to be self-reliant but employers of labour, after earning the appropriate degrees.
ix) Automation of academic and administrative processes,ses which is ongoing.
x) Careful appointments of qualified, competent, ent and eligible persons that help in driving change to strategic positions of responsibility.
xi) Promotion of ethical standards and hard work.
xii) Registration of first NSUK’s Patent and Trademark called NSUK-ZIRAFAST; an herbal medicine developed by Professor Moses Zira Zaruwa of the Department of Biochemistry, Faculty of Natural and Applied Sciences which is ongoing.
Education Monitor: You are about to clock one year in office, what notable accomplishments align with your mission and vision?
Prof. Liman: Nine months into a five-year tenure is just one-tenth of the journey ahead; however, we have already achieved notable accomplishments aligned with our mission and vision, as outlined above.
It will not be gainsaying to state that all the achievements mentioned in the last question align with our aspirations for a better NSUK. For example, the issue of entrepreneurship education, including skills acquisition, trades, and vocational training mentioned above, featured prominently in our Blueprint. That is why we are supporting and empowering the Department of Entrepreneurship, the Entrepreneurship Development Centre, and the Directorate of Information and Communication Technology (ICT), whose mandates are aligned with this aspiration. It may interest you to know that, as part of the motivation to boost entrepreneurship education, I presented cash awards on 23rd October, 2024, to three students in the Department of Entrepreneurship: two for excelling in Academic performance and one for being the best-behaved.
Innovation for social change as a goal, the deployment of ICT to improve University operations is another accomplishment in tandem with our aspirations as elucidated in our vision.
Other notable successes recorded along this line, within the six months, include:
(a) Development of Infrastructure
(i) Construction of an undergraduate Students’ Hostel through a collaboration between the University, UKNiAF, Nasarawa State Government, NASIDA, and the Nigerian Governors’ Forum (NGF).
(ii) Construction of a 4.5 km road network in the University by the State Government. The contractors, Messer’s Series Projects Nigeria Ltd., have officially taken site on Friday, 18th October, 2024.
(iii) Handing over of land for the construction of a 2,500 capacity Lecture Theatre donated by Abdulsamad Rabiu Foundation along the second gate, and contractors have since mobilised to the site.
(iv) Processing and award of contracts for the 2024 TETFund Zonal Intervention, which includes: Procurement and Installation of Furniture for Academic Staff Offices to Messrs DELFAS Limited, Procurement and Installation of Furniture & Fixtures for Faculty Offices to Messrs Dezetz Engineering Company Limited, Procurement and Installation of Students’ Seats to Messrs Gozzy Topliners Concept Limited
(b) Partnership and collaboration with industries, including UNDP-UNIPOD Raw Materials Research and Development Council (RMRDC), GIZ, NELFUND, Refugee Commission, ITF, ASGARD Mining Company, and AVATER Mining Company.
(c) University Ranking: According to the Sub-Saharan African 2024 University Ranking, released on 27th November 2024 by the Times Higher Education (THE), NSUK has been ranked the 36th best university in the Sub-Saharan Region, 8th in Nigeria, and 2nd among state-owned universities, despite systemic challenges. We are receiving global attention and recognition. It is important to note that there are about 1,274 officially known universities in Sub-Saharan Africa.
(c) NUC Accreditation Result on 30 Programmes
NSUK presented 29 Programmes for accreditation and one programme for resource verification to the NUC on 13th June 2023. The outcome of the exercise was that 26 programmes secured full accreditation, 3 secured interim status, and the single programme for resource verification scaled through.
Likewise, in the recently conducted accreditation/resource verification exercise held between 27th October and 13th December 2024, the university presented 13 programmes for accreditation and 18 for resource verification (including 3 Ph. D.s and 1 Master’s). As I speak with you now, all the results have long been released, and the good news is that all the programmes recorded resounding successes. In other words, we have completed the accreditation and resource verification for all 30 programmes.
(d) Research Fair Exhibition
(e) boosting of academic interactions in the form of conferences, seminars, webinars, and workshops, where NSUK conducted
i) 2 National Conferences on Dietetics and Psychology;
ii) 2 International Conferences on trending issues of Curriculum Reforms in a Technology-Driven World, and Islam, Environmental Pollution, Climate Change, and Sustainable Development;
iii) Presentation by the Vice-Chancellor, Federal University Lafia, in Honour of the Vice-Chancellor, NSUK, Prof. Sa’adatu Hassan Liman, on the topic – Professor: A Title or Service? at the Federal University of Lafia.
iv) A workshop on Postgraduate Supervision and a symposium on An Artificial Intelligence Solution to Statistics and Society were organised by the departments of French and Statistics.
v) Public Lectures organised by the Alumni of the Institute of Strategic and Development Communication (ISDEVCOM)
(f) Sustaining and Regularisation of the
delivery of Professional Inaugural Lectures where 6 Professors delivered their inaugural Lectures (41st to 46th) within 6 months, an average of one Inaugural Lecture per month, a feat that has never been attained before, in this all-important academic culture.
(g) Inauguration of a 9-member Board for the Centre for Open Distance eLearning with 2 external members, signifying commencement of studies in the Centre starting with B. Sc Public Administration.
(h) Allocation of NELFUND Loan to NSUK Students from N89,000,000.00 was increased to Three Hundred Million Naira (N300,000,000.00).
(i) Awards in recognition of the successes recorded by stakeholders keenly watching the NSUK, which has been administered since we assumed office. They include:
• Bureau of Public Service Reforms (BPSR) awarded NSUK the Best State University in Innovative Use of Technology Award, and I was honoured with the Distinguished GovTech Trailblazer’s Award on 11th October, 2024.
• Nigerian Institute of Public Relations (NIPR) honoured NSUK with the Corporate Award of Excellence in Professional Compliance.
• Huawei Global Best Prize in Cloud Computing was awarded by a 400 Level student of the Department of Computer Science.
• Rector scholarship from the University of Science and Technology in Wroclaw, Poland, awarded to a lecturer in Chemistry.
• Two work/study positions on Energy Resources with the Central Mining Institute – National Research Institute of Poland.
Education Monitor: What are your long-term strategic objectives for NSUK?
Prof. Liman: While vying for the Office of the VC, I shared my strategic objectives with the University Community, to which they accepted and believed that we could achieve as our dreams by the time I would serve out my tenure in 2029, in sha Allah. They are:
a) building and strengthening the achievements of the previous administrations;
b) all-inclusive administration;
c) research innovation and resource generation;
d) academic and administrative excellence;
e) infrastructural development;
f) networking with university alumni;
g) community and global impact; and
h) students’ support and security.
i) Harmony with Unions
Education Monitor: How do you plan to address the current financial constraints and ensure the university’s financial stability?
Prof. Liman: When we came on board in April 2024, we met the University in a high level of indebtedness with a direct unsettled financial liability amounting to over Seven Billion Naira (N7,000,000,000.00) and others that are implied.
With the support and understanding of the Governing Council, which has a dynamic Chairman with a high level of integrity, Professor Attahiru M. Jega, and whose appointment is a blessing to NSUK, together with other members, found it most expedient to discharge one of its statutory responsibilities to the University by intimating the Visitor, His Excellency, Engr. Abdullahi A. Sule and the Nasarawa State Government on the financial and other challenges bedeviling the University, with a view to finding lasting solutions to them without delay. The Visitor acceded to the Council’s intervention and graciously established a High-Powered Joint Committee of Government and the University to address the challenges bedeviling the University, under the Chairmanship of His Excellency, the Deputy Governor, Dr. Emmanuel A. Akabe.
Our constant request to the Nasarawa State Government for interventions of infrastructural development is yielding results, as the Governor has awarded the construction of the 4.5 KM Road network in the University, the handover of site to the contractors, Messers Serious Projects Nigeria Ltd took place on Friday, 18th October 2024 led by the Honourable Commissioner of Works, Housing and Transportation, Honourable Muazu Adamu Gosho. We are highly grateful to His Excellency, the Visitor, for redeeming this pledge. Another intervention is the plan to construct an undergraduate Students’ Hostel through a collaboration between the University, UKNiAF, Nasarawa State Government, NASIDA, and the Nigerian Governors’ Forum (NGF), which will commence at any time.
So, our plan to address the system’s financial obligations is to request continuous statutory funding from the State Government and the relevant Federal Government agencies, especially the TETFund and the NEEDS Assessment Committee. We have also planned to substantially improve our drive for internally generated revenues (IGR) while blocking all forms of financial leakage in the system.
We are also rejigging our revenue-generating Centers, Institutes, and Directorates for higher turnover. We intend to do that through several initiatives; for example, we plan to establish NSUK Ventures as a conglomerate to oversee and supervise all IGR-yielding enterprises of the University for optimal results.
The university intends to venture into agribusiness by establishing a viable farm to engage in all 5 sectors and boost the IGR base.
Our IGR drive will include reaching out to other stakeholders, such as alumni, corporate bodies, benevolent and philanthropic individuals, and Diaspora communities, to fund research and infrastructure development.
By the time we achieve these statutory and manifold funding drives, the University’s financial base will be greatly strengthened, and the Institution will certainly achieve the desired level of financial stability.
Education Monitor: Like other universities worldwide, what strategies are you implementing to secure counterpart funding?
Prof. Liman: Counterpart funding is about institutions, private or public, or a mixture of both, agreeing on modalities to finance or raise funds to execute a project or programme beneficial to both parties. It entails cost-sharing to achieve a common goal with the development partners or donor agencies, both locally and abroad.
Counterpart funding is a very important and reliable source of financing for Institutions and organisations, especially universities, which are continually expanding their academic programmes and physical infrastructure to meet the growing student population and other demands. Funds are also needed to maintain the structures and plants and keep the services running unhindered. Some of the strategies in place to diversify funding sources and secure counterpart funding include:
a) Collaboration, partnership, and linkages with interested parties within Nigeria and abroad. Realising the strength of this mechanism in attracting funds, we have signed MoUs with many foreign universities and other donor agencies in the USA, Poland, Russia, Germany, India, Iran, Malaysia, UNDP, and UNESCO, for training, scholarships, and other assistance to NSUK, our staff, and graduate students. For example, we have secured six (6) Erasmus+ scholarships for our students, amounting to over N45 Million Naira cash backing to spend a semester each at the University of Economics in Katowice and the University of Economics and Innovation in Lublin, all in Poland. Based on our university’s successful participation in the Erasmus+ Credit Mobility for teaching and training pilot scheme, our partner institutions have also offered eight (8) scholarships for staff of the University (teaching & non-teaching).
b) Partnering with industries will give the university access to more resources in funding research and diversification of the research areas to suit the demands of both the industries and the University.
c) Observing due diligence and display of fiscal discipline to attract the confidence of the other parties to continue with the arrangement would enhance counterpart funding to thrive.
d) The viability of the projects and programmes being financed through counterpart funding is also a factor in improving joint sponsorship of programmes and projects in the University.
e) Fulfilling the university’s part of the arrangement will attract the confidence of the partnering entity.
f) Use of research products and services through linkages with Industries is another viable strategy to attract counterpart funding. The university has collaborated with Raw Materials Research and Development Council, the AVATAR New Energy Materials Company Ltd, the Largest Lithium Mining and Processing Company in Nigeria, to achieve this objective.
If these initiatives are sustained and expanded, as we hope will be done in the near future, Counterpart funding from public organisations, industries, development partners, and other donors would greatly assist in taking NSUK to greater heights.
Education Monitor: How do you plan to ensure the enhancement of these partnerships and establish new ones with local and international universities and research centres?
Prof. Liman: A partnership is a strategic alliance between two universities aimed at fostering cooperation to achieve common goals, based on a mutual understanding of shared values, aims, and objectives. It could be between public and private institutions, organisations, and agencies at both the National and International levels. It could also be between the university and the industries.
Over the past eight months in Office, we have strengthened the partnerships established by previous administrations and also fostered collaboration with the following organisations, leading to the signing of MoUs in both parties’ interests. These organisations include:
a) Nigeria Geological Survey Agency (NGSA) and the National Metallurgical Development Center (NMDC).
b) UNDP UniPod Innovation Hub.
c) The newly established Centre of Excellence in Solid Minerals and Earth Resources Research.
d) National Information Technology Development Agency (NITDA) for deployment of ICT infrastructure and skills to relevant departments and units of the University, with specific emphasis on Artificial Intelligence, Internet of Things, Robotics, Machine Learning, Cybersecurity, amongst other IT specialties. NSUK is the second university in Nigeria to have entered into such a collaboration with NITDA and CISCO to host the Digital Literacy Programme.
e) NSUK -ASGARD Mining Company to facilitate exposing our staff and students to better R&D opportunities, internships, and special projects within the mineral and mining sub-sector of our economy.
f) National Defense College (NDC) to foster collaboration in the area of training, exchange of faculty members, special projects, and European studies;
g) Equity Television, Keffi to assist our students in Communication and Media studies in the areas of joint television productions, national and international exposure, internship opportunities, and eventually placement opportunities;
h) Industrial Training Fund (ITF) for the approval of our Vocational and Skills Centre to be one of the Skill Up Artisan (SUPA);
i) Nasarawa State Investment Development Agency (NASIDA) to facilitate the building of a 5000-capacity students’ hostel through the agency, the bidding of which had since been advertised; and also collaborate to organize Leadership Development Training for our students in which the best in Sciences, Economics, and Law will be granted scholarship.
j) Women in Energy, Oil and Gas (WEOG) to collaborate in the enlightenment of women and men to embrace the emergence of the gas economy in Nigeria, and I was appointed an honorary member of the organisation.
k) Savanna Centre, Abuja, for collaboration in areas of possible engagement to add value to the vision and mission of NSUK;
l) Federal University, Lafia; Federal University, Lokoja; and Anambra State University, Ilu, for local inter-university collaboration.
m) JASOLONG Consulting Ltd to collaborate on the proposal to build, furnish, and equip a state-of-the-art Centre for Disability Studies by ASR Foundation, where People with Disabilities (PWD) would be trained in skills, trades, and vocations to equip them to establish their businesses after graduation, with start-up capital to be provided.
n) Raw Materials Research and Development Council in funding research conducted in the university to achieve the mandate of the council.
o) AVATAR New Energy Materials Company Ltd. The collaboration has started to yield dividends by engaging our staff and graduates in the department of Geology and Mining to work in the company, and also funding research.
p) AVATAR has also conducted the first Job Fair for NSUK students in Geology and Mining.
q) Commission for Refugees, Migration and Internally Displaced Persons in providing comprehensive support, training, and research in migration and IDP management, through the establishment of a Centre named ICEMIDS. The programme in the Centre will commence in January 2025.
Education Monitor: What benefits do these collaborations bring to the university and its stakeholders?
Prof. Liman: In the last nine months, our collaboration has brought in lots of advantages and benefits to the university communities, some of which I had explained above. However, for the sake of emphasis, these benefits include:
a) Scholarship Award:
i) Remember, I told you that NSUK secured six (6) Erasmus+ scholarships for our students, amounting to over N45 Million Naira cash backing to spend a semester each at the University of Economics in Katowice and the University of Economics and Innovation in Lublin, all in Poland.
ii) Based on the successful participation of our university in the pilot scheme of the Erasmus+ Credit Mobility for teaching and training, we have also been offered eight (8) scholarships for the staff of the University (teaching and non-teaching) by our partner institutions.
iii) Huawei Global Best Prize in Cloud Computing was awarded by a 400 Level student of the Department of Computer Science.
iv) Rector’s scholarship from the University of Science and Technology in Wroclaw, Poland, awarded to a lecturer in Chemistry.
v) Two work/study positions on Energy Resources with the Central Mining Institute – National Research Institute in Poland.
b) Employability of our Graduates
i) AVATAR New Energy Materials Company Ltd. has conducted a job fair for the employment of our students in the Department of Geology and Mining.
ii) NSUK-ASGARD Mining Company collaboration has been exposing our staff and students to better R & D opportunities, internships, and special projects within the mineral and mining sub-sector of our economy. Thereby improving their employability standing.
iii) Equity Television, Keffi is assisting our students in Communication and Media studies in the areas of joint television productions, national and international exposure, internship opportunities, and eventual placement opportunities in the sub-sector on 27th August 2024.
iv) Industrial Training Fund (ITF)’s approval granted our Vocational and Skills Centre to be one of the Skill Up Artisan (SUPA), which will enhance their employability ratio.
c) Capacity Building Among Staff
All collaborations enhance capacity building as illustrated above. Further, example 5 illustration includes: The collaboration between the Nigerian Geological Survey Agency (NGSA) and the National Metallurgical Development Center (NMDC) is strengthening capacity in our UNDP UniPod Innovation Hub and in the newly established Centre of Excellence in Solid Minerals and Earth Resources Research.
The University has applied for its first Patent and Trademark, NSUK-ZIRAFAST, for an herbal medicine developed by Professor Moses Zira Zaruwa of the Department of Biochemistry, Faculty of Natural and Applied Sciences.
Enhancing Digital Education and Digital Operations
The collaboration between the NSUK, NITDA, and CISCO is helping the University deploy ICT infrastructure and skills to relevant departments and units, with specific emphasis on Artificial Intelligence, Internet of Things, Robotics, Machine learning, Cybersecurity, among other IT specialties. The successful launch of the Digital Literacy Programme at the University on 7th November, 2024, marks the climax of the collaboration.
The gains we are recording in the shift toward CBT mode of examination, blockages of financial leakages, and enhancing quality assurance and security in our examination administration are among the benefits being derived by the University as a result of the boost in digital education
a) Improvement of infrastructural facilities
Construction of hotels, large student hostels, guest houses, classrooms, and a Conference Centre through a PPP/BOT arrangement, with many contractors on site, is part of the benefits.
b) Enhancing Capacity and Supporting Migration and IDP Management
The University’s collaboration with the National Commission of Refugees, Migration and Internally Displaced Persons, is facilitating the launch of academic programmes at the ICEMIDS Centre by January 2025. This initiative aims to provide comprehensive support and training in migration and IDP management, enhancing the University’s capacity, fostering research and innovation, and strengthening policy engagement. NSUK will also participate massively in this year’s Annual Migration Dialogue, themed “Beyond Borders: Celebrating Migrants’ Legacy, Protecting Their Rights.” The dialogue will provide a platform for stakeholders to discuss and address the complexities of migration and IDP management at national and regional levels.
Generally speaking, collaboration offers significant advantages and benefits to the collaborating entities and their host communities. These benefits include:
a) enhancement of academic opportunities, exploring new areas of study, and expanding their knowledge.
b) it facilitates cross-fertilisation of ideas and approaches to foster innovation and internationalisation of knowledge, especially if the collaborations involve foreign institutions;
c) exchange of staff and students;
d) hosting of conferences, workshops, seminars, and symposia;
e) collaboration in the development of new programmes that are trending nationally and internationally;
f) integrating Technology into various areas of the Academic and Administrative activities of the University;
g) opportunity to key into new world-class cutting-edge research;
h) gateway to enhancing international exposure with the practices in service delivery, efficiency, and academic mentoring;
i) bridging the gap between theory and practice, thereby applying the classroom knowledge to practical use;
j) expose students to real-time industry work and help them to appreciate industry culture, facilitating their smooth transition to working life upon employment; and
k) enhancing university and industry reputations.
Education Monitor: What significant challenges did you inherit, and what measures have you taken to address them?
Prof. Liman: Administration is a continuous process, especially in organisations with strategic, long-term plans and objectives, such as universities. As the 6th substantive Vice-Chancellor, I was preceded by 5 administrations in the University’s life from inception. When we came on board in April 2024, we inherited daunting challenges, which include understaffing, insecurity, compensation of land acquired by the University, inadequate water supply, insufficient hostels for students and staff houses, backlog of convocations for 2022/2023 and 2023/2024 graduands, and above all, unsettled liabilities totalling over Seven Billion Naira (N7 Billion). The amount is for the implementation of the 2023 National Minimum Wage; payment of arrears for the 2023 promotion exercise to staff; and implementation/payment of arrears for the 25/35% salary increase and other liabilities.
Luckily, NSUK is blessed with an understanding and cooperative Governing Council, headed by an astute Academic of repute, the Pro-Chancellor and Chairman, Professor Attahiru M. Jega, as well as highly resourceful and patriotic members who have the commensurate zeal and tenacity to discharge their statutory obligations. The Visitor to the University, also His Excellency Engr. Abdullahi A. Sule, the Executive Governor of Nasarawa State, has been very supportive and motivating to the system because of his unquestionable belief in taking the University to the highest level. These two topmost organs of the University intervened to resolve the situation, and the Government released a substantial amount forthe payment of promotion arrears, among many other interventions, as explained earlier. The University has also redoubled its efforts to boost revenue and block sources of financial leakage in the system. We shall continue to strive further until all the backlogs are settled, God willing.
The problem of staffing is budgetary in nature which we hope the 2025 annual budget will address, while that of infrastructural facilities is being pursued through the statutory capital allocations from the State Government; interventions from the Federal Government (through TETFund and NEEDS Assessment Committee); other viable strategies like PPP/BOT arrangements with willing investors; and reaching out to cooperate entities, donor agencies and philanthropists. These measures have begun yielding positive results; for example, ASR Foundation is currently funding a building project for the University. It is also financing the construction, furnishing, and equipping of a state-of-the-art Centre for Disability Studies. The procurement of an undergraduate students’ hostel through a collaboration involving the University, the trio of UKNiAF, Nasarawa State Government (through NASIDA), and the Nigerian Governors’ Forum (NGF) has reached an advanced stage in the tendering process.
Most of the other problems, including the convocation arrears for two sessions, are also rooted in finances. Once our financial base stabilises through a sustainable IGR drive, such problems will be addressed in-house.
Education Monitor: Leveraging NSUK’s proximity to the federal capital, what opportunities are being explored?
Prof. Liman: NSUK is the closest public university to the Federal Capital Territory (FCT), Abuja, and this proximity could be a strength as well as a weakness, depending upon how one analyzes and utilizes the opportunity
On our part, we have chosen to be optimistic rather than pessimistic and see the situation as an opportunity to be harnessed. With our alumni and the sons and daughters of Nasarawa State in the FCT, we have been reaching out to these good people, showcasing NSUK, and inviting them to assist in endowing projects or services to the University. We have visited Ministers, Members of the National Assembly, and Chief Executive Officers/Heads of Federal Ministries, Departments, and Agencies, both within and outside Nasarawa State, in this regard. It was on this premise that we visited and continue to visit this category of stakeholders. This initiative is proving promising, as it has reaped benefits, and we have also received positive assurances from many quarters in this regard.
However, this proximity to the FCT a times is one of reasons why intense pressure is being mounted on our University during the period of admissions, with parents and guardians desiring to get their children and wards admitted into NSUK because of not only the quality of our degrees but also the convenience enjoyed by parents/guardians in monitoring the progress of their children and wards by paying them visits during weekends. This makes our facilities and staff overstretched. The issue is like a vicious circle.
Education Monitor: What plans are in place to address infrastructural and academic demands?
Prof. Liman: The essence of an Academic Brief in the University System is to provide for the Academic and Infrastructural development of the University based on the envisaged phases of its development from inception to maturity as approved by the National Universities Commission (NUC). Our plans to address the University’s infrastructural and academic demands must comply with the provisions of the Academic Brief within the available resources.
As explained earlier, both the infrastructural and academic demands of the University are being met through the annual statutory allocations from the State Government in the capital budget, regular and zonal interventions from the relevant Federal Government Agencies including the TETFund and NEEDS Assessment Committee, reaching out to donor agencies; partnerships with interested private enterprises and philanthropist organisations and individuals; and approaching other stakeholders. The University’s IGR is also a source for meeting the system’s infrastructural demands. The same goes for meeting our academic demands.
Additionally, in meeting the academic demands of expanding our programmes and creating new departments, centres, and institutes, our collaborations, partnerships, and linkages with MDAs and sister universities within and outside Nigeria have been a great strategy. Our modest achievements in this regard were made possible through employing these strategies.
Education Monitor: What is your Plan for a cordial relationship between the Management and Unions in NSUK?
Prof. Liman: Improving the welfare of staff and students, and providing an enabling environment for them to thrive, are part of my vision, and the best way to foster a cordial relationship with the unions is to improve their welfare and care for their well-being.
NSUK, like other institutions of higher learning, has different staff and student union groups. These unions include ASUU, SSANU, and NASU. NAT, SUG, NANS, and more. Unions protect and advance their members’ interests in the workplace to improve working conditions, wages, and job security. In the same vein, over the past nine months, we have tried to involve the unions in decision-making and other processes. We do this by appointing union leaders in key management committees.
In our efforts to improve staff welfare, we invited investors to discuss with the unions the possibility of building staff houses for them. In contrast, we continue repairs to the existing ones. We have reduced the liabilities we inherited, and we will continue to reduce them as much as we can.
To improve their welfare, we are currently refurbishing their hostels and installing additional boreholes. We have automated their academic processes to ensure the smooth, credible management of their records and to improve the credibility of their exams. Providing free internet connectivity on campus is among the efforts we have made to ensure the welfare of NSUK’s staff and students.
Part of my vision is to engage Alumni members for the betterment of the university and to create an ethics club among the students to help fight unethical conduct on campus. We will continue to do these, and many more, throughout this tenure.
Education Monitor: What legacy do you hope to leave as Vice-Chancellor of NSUK?
Prof. Liman: As a leader, one has to primarily ensure that he/she maintains the inherited system and then improve it to achieve greater heights within the resources available. My prayer is to bequeath a much better NSUK than I met it in terms of:
• improved infrastructures with adequate security;
• quality and quantity of Academic Programmes at both undergraduate and postgraduate levels;
• sound revenue base with no backlog of any sort and financial discipline entrenched in the financial operations;
• improved workforce in quantity and quality, across all cadres;
• ICT-driven operations in both the Academic and Administrative activities;
• vibrancy of the revenue-generating centres, institutes, and units;
• sound education with morally upright ICT-versatile graduates oriented in skill acquisition and entrepreneurship;
• increase in the admission of females, their graduation, and their appointment as staff in the University, across the cadres;
• unity of purpose among students across religious and cultural divides;
• collaborations, partnerships, and linkages, especially with sister universities abroad;
• collaborations, partnerships, and linkages with industries, government MDAs within the country, especially in the North-Central zone; and much more.
Education Monitor: Are there any other thoughts or messages that you would like to share with the academic community and stakeholders?
Prof. Liman: As a mother to the University, I would want the University Community to live an exemplary peaceful life as a people who aspire to learn, who aspire to become educated, and who aspire to change the society for the better to facilitate National Development, to please eschew sentiments, bitterness, and imbibe the culture of tolerance, unity, and brotherliness.
As the leader of this University, I have a covenant with my Creator that I shall be fair and just to all. However, let me make it clear that I will not condone any act of intimidation or sabotage by any person or group. This University belongs to all of us. We must work as a team to develop it to the greatest of heights. We must not allow the legacy of the founding fathers to perish in vanity.
