FOREWORD

Kaduna Polytechnic has strategized a five year plan to bring Kaduna Polytechnic to a world-class institution of its type by costing its developmental needs in phases. The costing is predicted by a re-statement of its objectives, collation of its major initiatives, identification of its goals and strategies for their achievement, as well as the challenges that face a quality improvement and enhancement of the institution.

Subsequently, the needs and costs (in some cases including staffing) of the institution were compiled for years 2005, 2006, 2007, 2008 and 2009 when the next accreditation exercises will be due as follows:
Rectory
Registry
Shehu Mohammed Kangiwa Medical Centre
Works Department
Isa Kaita Library
School of Preliminary and Remedial Studies
School of Research and Post-graduate Studies
College of Science and Technology
College of Engineering
College of Administrative and Business Studies
College of Environmental Studies

The overall Executive Summary of the Budget on Page v precedes the detailed narration.

Engr Dr. Danjuma I. Isah
Rector, Kaduna Polytechnic
January, 2005

PREFACE
High-quality education and training benefits the individual whose knowledge and skills are upgraded, the business seeking a competitive edge, and the Nation in achieving overall productivity and increasing competitiveness in the global marketplace. It is essential that all our students have access to the education and training they need and that the teaching and learning enterprise itself becomes a high-performance activity. To fulfill its mission and realize its vision, Kaduna Polytechnic must have a plan and a course of action to achieve desirable outcomes. Also, a strategic plan allows the institutiion to be proactive and not reactionary. This strategic plan document has captured institutional priorities and established a means for assessing the extent of achievement of these priorities. The plan is drawn from a thorough analysis of Departmental, College/Units and general institutional trends that can impact on our education system. Information has been extracted from the contributions provided by the various Units in the Polytechnic. In addition, the plan takes into account NEEDS and provides a framework for inter-Unit cooperation and synergy of activities.

It is in recognition of the importance of education and training and of the necessity of bringing to bear the talent and coordinated resources of all Units in the Polytechnic to create productive and successful education and training enterprises that support the learning needs of all our students that this strategic plan has been drawn.

In summary, the Strategic Plan aims to achieve the following:
• Serving as a road map for keeping Kaduna Polytechnic course for realizing its vision;
• Consideration for changes in the institution's internal and external environments;
• Keeping all stakeholders in the Educational system aware of the priorities of Kaduna Polytechnic;
• The Plan helps maintain a focus on continuous improvement and institutional quality.

Finally, the plan covers a five-year period (2005-2009). However, as a living and vibrant document, this plan will be assessed and updated periodically to reflect the dynamics of change. An Annual Report will also serve as a major tool for assessing the achievement of each strategic plan goal.

Engr. Dr. S.N. Mumah
Chairman: Strategic Planning Committee
January, 2005

SUMMARY OF 5-YEAR DEVELOPMENT BUDGET
S/NO DEPARTMENT 2005 2006 2007 2008 2009 TOTAL
1. Rectory 103,760,000.00 128,960,000.00 144,800,000.00 159,400,000.00 185,000,000.00 721,920,000.00

2. Registry 767,869,375.00 538,000,000.00 764,430,000.00 291,625,000.00 458,887,450.00 2,820,811,825.00

3. Shehu Mohammed Kangiwa M/C 301,168,130.00 76,266,680.00 84,263,348.00 93,189,683.00 104,050,151.00 658,937,992.00

4. Works Department 344,000,000.00 329,000,000.00 356,000,000.00 388,000,000.00 425,000,000.00 1,842,000,000.00

5. Isa Kaita Library 19,300,000.00 43,400,000.00 26,300,000.00 24,000,000.00 15,900,000.00 128,900,000.00

6. School of Prem & Rem Studs 10,800,000.00 20,000,000.00 14,000,000.00 17,000,000.00 15,000,000.00 76,800,000.00

7. Sch of Research & P/G Studs 28,650,000.00 17,850,000.00 19,350,000.00 30,350,000.00 33,350,000.00 129,550,000.00

8. College of Science & Tech 1,192,781,000.00 1,366,122,500.00 1,741,587,385.00 929,214,000.00 949,906,000.00 6,179,610,885.00

9. College of Engineering 387,002,005.00 444,002,006.00 503,002,007.00 585,002,008.00 667,002,009.00 2,586,010,035.00

10. College of Admin & Buss Studs 2,530,000,000.00 2,805,000.00 2,905,000.00 3,498,000,000.00 5,660,000,000.00 11,693,710,000.00

11. College of Env Studs 341,480,000.00 144,165,000.00 169,472,000.00 218,954,600.00 158,250,000.00 1,032,321,600.00

TOTAL= 6,026,810,510.00 3,110,571,186.00 3,826,109,740.00 6,234,735,291.00 8,672,345,610.00 27,870,572,337.00

KADUNA POLYTECHNIC STRATEGIC MASTER PLAN
(2005 – 2009)

GENERAL STRATEGY
As an enabling strategy, measures and actions shall be geared towards strengthening the system to enhance its capability to perform its role in national development and to respond to global challenges. Strengthening the capability of the system as a whole as well as the various units will facilitate the success of other strategies aimed specifically at the key impact areas.

Capability-building efforts will be focused on key areas that include; facilities improvement, management capability development, faculty development, staff development, and improvement of systems and procedures.

For Promoting Quality and Excellence
Constant review and upgrading of all programmes and standards towards global competitiveness
Providing a program of assistance to prepare students entering the TVE system

For Promoting Relevance and Responsiveness
Ensuring labour market responsiveness of the various programmes in our educational system
Strengthening the research and extension functions of Kaduna Polytechnic

For Broadening Access
Rationalizing and expanding student financial assistance
Expanding alternative modalities of learning

For Improving Efficiency and Effectiveness
Rationalizing academic programmes and resource allocation
Strengthening the MIS and improving labour-market information

The Polytechnic accepts, as a pragmatic necessity and as a challenge to its effectiveness, that it must supplement any public funding. It does this through its special (part-fee paying) programmes and by substantial enterprise activities that additionally provide a range of services to business, industry and the wider community.

In order to sustain the necessary level of non-public funding, and add value to its teaching, scholarship and research, the Polytechnic:
· Engages in research and consultancy and seeks to commercialise outcomes when appropriate.
· Enters into partnerships and arrangements onshore and offshore where such partnerships and arrangements can enhance its standing and effectiveness.
· Joins with commercial partners in creating and participating in the growth of business entities related to its teaching and learning expertise.
· Proactively pursues opportunities for the delivery of its teaching programs nationwide.
· Resources specialised research and development groups that are vital to its retention of leadership in its acknowledged areas of international excellence.