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LASUSTECH: Getting it right from the start

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LASUSTECH: Getting it right from the start By Steven Anu’ Adesemoye

 

 

The world over, academic excellence is typically an offshoot of endogenous and enduring culture that has immunity against compromise, but mutation to classic global best practices. This has always been the benchmark that many universities are struggling to catch up with, while many others have considered this rare feat as a sprint and not a marathon.

 

 

 

 

 

 

 

 

 

The outcome of personal research has shown that, designing an evolving and adaptable academic culture requires critical thinking that is capable of espousing need-oriented courses and robust curricula, 360-degree touchpoint digital automation, technology-driven teaching and learning, versatile and creative administration, qualitative manpower, dynamic policy formulation, collaboration and networking, strict internal and external regulations, adequate and purposive funding, branding and Public Relations for Marketing (PRM) and ultimately the mindset of excellence by all stakeholders.

 

 

 

 

 

 

 

 

 

 

 

Now that the transmutation of the Lagos State Polytechnic (LASPOTECH) to Lagos State University of Science and Technology (LASUSTECH) has been consummated, the next phase of the process should be to take the advantage of starting afresh into laying the foundation of a specialized university that would become the pride of Lagos and Africa at large. It is possible and in our time too.

 

 

 

 

 

 

 

 

 

 

Considering the peculiarity of the university, starting with the existing programmes of the former polytechnic to keep people’s jobs won’t be a bad idea. Looking at the bigger picture, this university will need to do a Skill Gap Assessment – what are the industry’s first line needs? Skillsets versus current and emerging ‘need sets’. The Knowledge Gap Deficiencies (KGD) must give way to a systemic approach in the Productive Science and Technology (PS&T) model that is not only unique but 100% result-oriented.

 

 

 

 

 

 

 

 

There must also be an environmental scanning of the immediate community to determine the relevant courses and programmes that are community needed. These two needs assessments would help the university to define and develop its core competencies from the beginning. The fourth industrial revolution (industry 4.0) as the current and developing environment for disruptive technologies and trends such as the Internet of Things (IoT), robotics, virtual reality (VR), and artificial intelligence (AI), among others, must be considered. For the community and Lagos as a whole, the university should consider programmes like Ferry Fabrication and Services Technology (Marine Technology); AgriTech and Post-Harvest Processing Technology; Digital Transformation Technology; Integrated Waste Management and Recycling Technology; Alternative/ Renewable Energy Production Technology; Oil and Gas Supports Technology. This is the era of nanotechnology, we can do it.

 

 

 

 

 

 

 

 

Automating the whole system, including the management of the new university is key. From admission to graduation, the process must be seamless. One digital solution should connect payments, registration, result processing, administration, information dissemination, library services, etc. No loopholes must be allowed. In this new university, there should not be missing scripts or results. Result, certificate, and transcripts should be ready in less than 72 hours upon request, yes, it is possible. 24/7 internet facilities and handshake with big tech firms would go a long way to position the institution.

 

 

 

 

 

 

 

 

 

 

 

Teaching and learning must have a technology interface. This is not a conventional university of marker and board, 70 percent of the learning process must be demonstrated if we must do anything differently. Up to the Ph.D. level (it is the new direction), attention must be given to hands-on practical demonstrations. Only modern and digital laboratories, studios, workshops, and classrooms can deliver the desired results as seen in a well-educated cultured society.

 

 

 

 

 

 

 

 

 

 

 

The drivers of LASUSTECH must be able to think like there is no box anywhere. Creativity and ingenuity should guide the administration of the new university. There must be an enduring line of ideation and curation. The principal officers must be fired for excellent development in all forms. In the same vein, if the government is really genuine in setting a standard for this university, the members of the Governing Council must be a mix of blue-chip captains, boardroom technocrats, industry experts, technophiles, philanthropists, and education enthusiasts. This very council should not be made a retirement plan for tired hands. And the university must not be made a dumping ground for the unqualified job-seeking family, friends, and associates. Relying on school fees to undergo a substantial development is no more in vogue, therefore, the business arm of the university must wake up to its responsibility to drive development, while maintenance culture must be entrenched in the core value of the institution.

 

 

 

 

 

 

 

 

 

 

Skilling, reskilling, upskilling, research, and development are very essential in defining qualitative manpower for the university. Emotional Intelligence (EI) and the excellent mindset of a goal-getter are equally of great importance. Knowledge of what to teach and the skill to teach right would be more appreciated if the lecturers put students at the centre of teaching. Other staff must have a total reorientation to understand that students are customers and kings in their right. To achieve excellence, there must be a systemic adoption of excellent culture across the board.

 

 

 

 

 

 

 

 

 

In making policy, the drivers of the new university may have to borrow some quality templates from the best universities. Policies like the Graduate on Time (GOT) system that guides against lecturer frustrating a student with extra year(s) or unserious student overstaying the period of graduation would be a welcome development. Students accessing lecturers performance and completing progress reports per semester before they (students) can access results is going to improve standards. Digitally monitored compulsory 75 percent attendance and regular use of customized mail/digital wallet would encourage seriousness and dedication. Policies should be made flexible and people-oriented. The Directorate of Students’ Affairs (DSA) should have a policy document that takes care of the students’ welfare, sporting activities, complaints, and graduation.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

LASUSTECH: Getting it right from the start

 

 

 

 

 

This is the era of collaboration, co-creation, and networking. LASUSTECH needs to stretch the hands of fellowship to partner universities (home & abroad) for students and staff exchange programmes. The university must also be ready to have a strong tie with the industry, foreign embassies, politicians, government at all levels to attract research grants, chairs, endowments, bursary, and donations.

Aside the statutory National University Commission (NUC) accreditation exercise, the internal and external assessment should be carried out regularly and diligently. The Annual Performance Evaluation (APER) must be holistic and watertight. As part of the culture that must be established from now, only journal articles on Scopus Journal Metrics or indexed journals should be allowed. Inventions, Innovations, creations, and ideations should also be considered for promotion. The OSAE visit should go beyond inspection; it should include government accreditation with well-crafted Key Performance Indicators (KPIs).

There should be the immediate design of a brand strategy that must take care of the rebranding, repositioning, and internal /external communication architecture- brand manual. The ergonomics design of the campus must be fascinating. We are in the woke era, issues should not be allowed to snowball into a crisis. Response time to students’ distress must be swift and effective. Internal communication is as important as external communication, therefore, there must be a structured conflict resolution mechanism, community and government relations.

Lastly, the government must be ready to fund every aspect of the university or give it complete autonomy. It will be easier to partner with firms like Google, Microsoft, among others, to enhance the smooth operation of the university. Apart from the overhead cost, recurrent expenditure, and cost of accreditation, Lagos State Education Trust Fund should aggressively look into infrastructural development, capacity building, research and development, software acquisitions for all Lagos state-owned universities, such as Turnitin, Nvivo, IBM SPSS, ATLAS.ti, RStudio, Orange, Base SAS, OriginPro, TIMI Suite, etc.

As the summary of my piece, I wish to leave stakeholders of the new university with the Times Higher Education for university rankings which, calibrated 13 performance indicators into five areas: Teaching (the learning environment); Research (volume, income, and reputation); Citations (research influence); International outlook (staff, students and research); and Industry income (knowledge transfer).

Steven Anu’ Adesemoye is a researcher in the Department Of Media and Communications, University of Malaysia.

Education

COMR. YUSUF TOBI JAMIU ANNOUNCES SCHEDULE FOR SUG WEEK 2026, CALLS FOR MASS PARTICIPATION

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COMR. YUSUF TOBI JAMIU ANNOUNCES SCHEDULE FOR SUG WEEK 2026, CALLS FOR MASS PARTICIPATION

COMR. YUSUF TOBI JAMIU ANNOUNCES SCHEDULE FOR SUG WEEK 2026, CALLS FOR MASS PARTICIPATION

 

University of Abuja SUG President Unveils 6-Day Programme Focused on Leadership, Innovation, Culture, and Student Unity

 

ABUJA, NIGERIA — The President of the Students’ Union Government, University of Abuja, Comr. Yusuf Tobi Jamiu (JAMO) has officially unveiled the schedule of activities for SUG WEEK 2026, scheduled to hold from 18th to 23rd May, 2026, at the University of Abuja.

 

In an official release to the general public, Comr. Yusuf Tobi Jamiu stated that this year’s edition is designed as a comprehensive student engagement and development programme aimed at promoting leadership, innovation, entrepreneurship, culture, intellectual interaction, entertainment, sportsmanship, and social integration within the university community.

 

COMR. YUSUF TOBI JAMIU ANNOUNCES SCHEDULE FOR SUG WEEK 2026, CALLS FOR MASS PARTICIPATION

 

“SUG Week 2026 is not merely a celebration, but a reflection of purposeful student leadership and the collective spirit of the University of Abuja student community, ”Comr. Yusuf Tobi Jamiu said. “I encourage every student to participate actively, represent their faculties and departments positively, and make the most of this platform for growth and unity.”

 

Building on a Record of Student-Centred Governance

Under the leadership of Comr. Yusuf Tobi Jamiu, the current administration, has introduced several initiatives to improve student engagement and institutional representation. These include the unveiling of the official SUG Website, presentation of SUG Buses, development of strategic partnerships, presentation of the SUG Magazine, and various welfare and empowerment-driven programmes.

With the approval and support of University Management led by the Vice-Chancellor, *Prof. Abdulhakeem Fawehinmi Babatunde*, SUG Week 2026 has been structured to provide students with opportunities for networking, creativity, intellectual participation, relaxation, and campus-wide unity.

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SUG WEEK 2026 Schedule of Activities

Day 1 – Monday, 18th May: Corporate Day
Official Launch & Unveiling
1. Official Unveiling of the SUG Website
2. Presentation and Commissioning of the SUG Buses
3. Presentation of the SUG Magazine
4. Award Presentation Ceremony
5. Leadership and Innovation Summit
6. Networking Session

The opening ceremony will feature distinguished personalities, public office holders, institutional stakeholders, business leaders, and guests from across the country.

Day 2 – Tuesday, 19th May: Old School Day
Inter-Faculty Debate Competition
A day dedicated to celebrating culture, creativity, and intellectual engagement through vintage-themed appearances and an inter-faculty debate competition.

Day 3 – Wednesday, 20th May: Jersey Day
Sports & Health Awareness
Focus on fitness, wellness, sportsmanship, and health awareness through sporting activities, recreational engagements, and sensitisation programmes.

Day 4 – Thursday, 21st May: Denim Day
Career & Entrepreneurship Day
Empowering students with career development opportunities, entrepreneurship knowledge, mentorship, networking, and innovation-driven discussions.

Day 5 – Friday, 22nd May: Fashion Show Day
Fashion Display & Runway Experience
Students will showcase creativity, talent, fashion expression, and entertainment through runway displays and coordinated fashion activities.

Day 6 – Saturday, 23rd May: Fake Wedding / Owambe Finale
Grand Finale
The grand social and cultural finale brings students together through music, culture, fashion, food, entertainment, and social interaction.

Call to Action
Comr. Yusuf Tobi Jamiu and the Students’ Union Government encourage all students to take part in the week’s activities and uphold the spirit of unity and excellence that defines the University of Abuja.

Students interested in volunteering, participating, partnering, sponsoring, modelling, or engaging in any activity are advised to send a direct message to the Union through the provided contacts.

For Sponsorship and Partnership: +234 810 593 0335

Signed:
Comr. Yusuf Tobi Jamiu (JAMO)
President, Students’ Union Government (SUG)
University of Abuja

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Education

GIRAU INTERNATIONAL SCHOOL, MILLENNIUM CITY KADUNA, OPENS ADMISSION FOR THE 2025/2026 ACADEMIC SESSION

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GIRAU INTERNATIONAL SCHOOL, MILLENNIUM CITY KADUNA, OPENS ADMISSION FOR THE 2025/2026 ACADEMIC SESSION

*GIRAU INTERNATIONAL SCHOOL, MILLENNIUM CITY KADUNA, OPENS ADMISSION FOR THE 2025/2026 ACADEMIC SESSION

 

Girau International School (GIS), a premier educational institution located in the heart of Millennium City, Kaduna, has officially announced the commencement of admissions for the forthcoming academic year. The school invites applications for its comprehensive educational streams: *Early Years, Primary, Secondary, and Islamiyya*.

Renowned for its unwavering commitment to academic excellence and holistic development, GIS stands as a beacon of learning in Northern Nigeria. The institution is built on a foundational philosophy dedicated to providing *world-class education* that meets international standards while being firmly rooted in positive cultural and moral values.

The school’s mission extends beyond conventional academics. With a dedicated focus on *nurturing young minds and shaping future leaders* of tomorrow, GIS employs a curated blend of innovative teaching methodologies, a blended curriculum, and state-of-the-art facilities. The environment is meticulously designed to ensure that every student excels *academically, socially, and morally*, preparing them to thrive in a dynamic global landscape.

*A CAPACITY FOR EXCELLENCE*

GIS boasts significant capacity to deliver on its promises:
* *Modern Infrastructure:* The campus features purpose-built, technologically integrated classrooms, advanced science and computer laboratories, expansive sports facilities, and dedicated learning spaces for creative and performing arts.
* *Qualified Faculty:* The school employs a team of highly trained, experienced, and passionate educators who are specialists in child-centered and participatory learning.
* *Blended Curriculum:* The academic programme seamlessly integrates the Nigerian/British curriculum ensuring international best practices, complemented by a strong emphasis on character building, leadership skills, and Islamic ethical teachings in its Islamiyya section.
* *Secure and Conducive Environment:* Situated within the serene and secure Millennium City layout, the school provides a safe, inclusive, and stimulating atmosphere ideal for learning and personal growth.

Prospective parents and guardians seeking an educational partnership that prioritizes excellence, discipline, and comprehensive development for their wards are encouraged to secure a place.

Admission forms are available at the school’s administration office. Early application is advised due to limited vacancies across all classes.

 

GIRAU INTERNATIONAL SCHOOL, MILLENNIUM CITY KADUNA, OPENS ADMISSION FOR THE 2025/2026 ACADEMIC SESSION

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NIGERIA’S EDUCATION STRIDES, GLOBAL ACKNOWLEDGMENT: When Evidence Travels from Jigawa

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Governing Through Hardship: How Tinubu’s Policies Targets the Poor. By George Omagbemi Sylvester | Published by SaharaWeeklyNG.com 

NIGERIA’S EDUCATION STRIDES, GLOBAL ACKNOWLEDGMENT: When Evidence Travels from Jigawa

…as President Tinubu set to commission Africa’s largest schools complex in Lagos

By O’tega Ogra

 

There is a quiet shift happening in Nigeria’s education system. You will not find it in speeches neither will you find it in long policy documents. But if you look closely, you will see it in something far more difficult to dismiss. Evidence.

Last week in San Francisco, at the Comparative and International Education Society (CIES) conference, data from classrooms in Jigawa State was presented before a global audience. Not projections. Not estimates. A record of what is happening inside a public system in Nigeria. 

That distinction matters. For years, much of what the world has understood about education in countries like ours has been assembled from a distance. National averages. Modelled estimates and reports written long after the fact. What was presented this time came from within. Attendance tracked daily. Teachers reassigned based on need. Classrooms observed as they function. All under a digitalised ecosystem.

In Jigawa, under the JigawaUNITE foundational learning digital programme, the numbers tell a simple story. Within roughly 150 days of implementation which commenced at the end of 2024, 95 previously understaffed schools were fully staffed. Pupil teacher ratio moved from 114:1 to 70:1. Daily attendance rose from 39 per cent to 77 per cent. This remarkable improvement was not achieved by expanding the workforce. It came from reorganising what already existed under a digital umbrella.

There is something instructive in that. Nigeria has never lacked policy. What we have often lacked is the discipline of execution. The ability to take what already exists and make it work as intended. That is where the real shift is beginning to show.

But it would be too convenient to reduce this to one programme.

At the federal level, the direction has also been adjusting. The Minister of Education, Dr. Maruf Tunji Alausa, has placed measurable outcomes, foundational learning, and teacher quality back at the centre of policy. UBEC, the Federal Government’s Universal Basic Education body, continues to drive national interventions around school improvement and teacher development, even as it insists that reform must remain system-led and not fragmented.

The First Lady’s education interventions, through the Renewed Hope Initiative, have reinforced education as a national priority, particularly around access, learning materials, and inclusion. These are different levers, but they are part of the same ecosystem.

And then there is the fiscal reality.

Recent reforms under President Bola Ahmed Tinubu have increased allocations to subnational governments, creating more room for states to act. In a federation like Nigeria, that matters. Because education is not delivered from Abuja. It is delivered in states. In schools. In classrooms.

What Jigawa has done is to use that room and the Executive Governor of the state, the State Universal Basic Education Board, and their partners on the JigawaUNITE project, New Globe, must be given kudos.

However, Jigawa is not alone in this journey.

In Kwara, efforts to align teaching with actual learning levels are beginning to correct a structural mismatch in classrooms. In Lagos and Edo, structured pedagogy and closer monitoring are improving consistency in teaching. Across the entire ecosystem, state governments, federal institutions like UBEC, and delivery partners like NewGlobe are pushing at the same question from different angles.

How do children actually learn better?

In a prior reflection, Ifeyinwa Ugochukwu, VP at NewGlobe, captured the urgency clearly. With the right tools, training, and use of data, foundational learning outcomes can improve at scale. The real risk, she noted, is delay, allowing learning gaps to become permanent.

That warning should not be ignored because the context remains difficult. Nigeria still carries one of the largest out of school populations in the world. Learning gaps remain. Progress in one state does not resolve a national challenge, but it does something else.

It proves that movement is possible.

What was presented in Washington did not claim success. It demonstrated function. It showed that a Nigerian sub-national can generate evidence that holds up in a global room. That reform does not always require something new. Sometimes it requires using what already exists more honestly and more efficiently.

The real question now is whether this remains an exception.

Or whether it becomes a pattern.

Because reform at scale is never built on isolated wins. It is built on systems that can reproduce them.

And perhaps that is why the timing matters.

This week, another subnational, Lagos State, is expected to commission the Tolu Schools Complex in Ajegunle, a sprawling 36-school integrated facility spread across 11.7 hectares, designed to serve over 20,000 students, and described as the largest school community in Africa. 

There is a connection here that should not be missed.

On one hand, a classroom system in Jigawa is learning how to organise itself better. On the other, a state like Lagos is building the physical scale required to carry thousands of learners at once.

One is structure. The other is capacity.

Real progress sits where both meet because education reform is not only about what we build, it is about how well what we build actually works.

For once, the data was not explaining Nigeria from the outside.

It was coming from within.

And it carried weight.

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