A SWOT ANALYSIS OF THE DPTP AND RECOMMENDATION FOR PROPELLING WEALTH CREATION IN THE UNIVERSITY

1. A SWOT ANALYSIS OF THE DPTP AND RECOMMENDATION FOR PROPELLING WEALTH CREATION IN THE UNIVERSITY By Dr. B. O MOKUOLU

2. INTRODUCTION • The directorate of the part time programme was established for the following purposes • To provide University education for interested members of the society who may not have opportunity to benefit from the normal University education ( especially the working class) • To serve as a mean of generating revenue to the University for efficient running of the system. • To provide community relation service to the immediate environment.

3. INTRODUCTIONCON’T • A scan of the internal and external environment of the part-time programme shows that the current state of the programme does not meet the yearnings of both the University as a parent body and the students as consumers of the service provided. Therefore, the much needed revenue from the programme has dropped drastically due to low patronage

4. The SWOT Framework SWOT Analysis Framework Environmental Scan         / \            Internal Analysis       External Analysis / \                   / \ Strengths Weaknesses      Opportunities   Threats SWOT Matrix

5. Strengths The strengths of the DPTP are its resources and capabilities that can be used for developing a competitive advantage, such strengths include: • Highly-skilled Lecturers. • History of past success • Availability of patronage • Ability to run multiple programmes • Capacity to admit a large number of students

6. Weaknesses • Late release of students’ results • Poor remuneration of Lecturers • Lecturers not available to meet students often enough • Poor quality control • Curriculum too stretched for additional activity

7. Weaknesses - Continued • Cancellation of the sales of textbooks • Low motivation and morale of workers • Disruption of academic calendar by unions strikes • Poor learning environment

8. Opportunities The external environment reveals certain new opportunities for profit and growth. Such as • Patronage • Ability to run different streams of the programmes (evenings and weekends) • Running of new programmes such as conversion programme from HND to B.Sc Degree • Willingness of Lecturers

9. Threats Changes in the external environment present threats to part-time programmes. Some examples of such threats include: • shifts in candidates’ interest away from the University • emergence of competitors like open Universities, private and new public Universities running such programmes at a faster and better way. • Students coercion to do things they do not wish to do

10. Recommendation and suggestion The directorate have a better chance at developing a competitive advantage by identifying a fit between the strengths and upcoming opportunities. To develop strategies that take into account the SWOT profile, a matrix of these factors can be constructed

11. SWOT / TOWS Matrix

12. SWOT / TOWS Matrix • S-O strategies pursue opportunities that fit well the university strengths. • W-O strategies overcome weaknesses to pursue opportunities. • S-T strategies identify ways that the university can use its strengths to reduce its vulnerability to external threats. • W-T strategies make a defensive plan to prevent the university weaknesses from making it susceptible to external threats.

13. RECOMMENDATION • To achieve the set objective of the part-time programme, the management must create a new vision, new rules and must be seen to do things differently from the past. • There must be aggressive enlightenments of the society about the new management approach and the change in orientation that can recreate the desired interest in the mind of the candidate seeking university admission by putting in place the following.

14. RECOMMENDATION cont’d • Running of effective and efficient University Portal system. This will aid payment of school fees as at when due • Becoming ICT compliant will go a long way in ensuring credibility and transparency in processing of examination results, which will also tackle the delay in the release of results. • Introduction of Additional Academic Programmes

15. RECOMMENDATION cont’d • Expansion of the available facilities such as classrooms • Strict adherence to the academic calendar of the PTP so that our students can write exams as at when due, and graduate within the stipulated period. • Building of relationship with the students giving them sense of belonging and treat them with dignity

16. RECOMMENDATION cont’d • Encourage fund circulation in the system by opening bookshop for the sales of reading materials produced by the lecturers at a commission for the bookshop • Provision of facilities for tuck-shops and eateries to be rented at a token by the users

17. Conclusion • All and sundry must also demonstrate high level commitment to the new management approach that will yield the desired result and avoid the usage of ad-hoc staffs who have no stake in the system. • We need to realize that the students are our products which we display to bring forth greater patronage and thereby increase our IGR

18. Appreciation Thanks for Listening