1. S W O T ANALYSIS EKITI STATE UNIVERSITY, ADO-EKITI DIRECTORATE OF DISTANCE LEARNING [DDL] Prof. J. B. Ayodele Director, DDL

2. Preamble  Proposal for distance learning programme was approved by Senate on 30th May, 2013, and Governing Council on 11th September, 2013.  Distance learning programme aims at making higher education accessible and affordable to eligible citizens.  Some notable activities since the inception of the Directorate of Distance Learning:  University-wide sensitisation and formal inauguration (30/9/2014)  Benchmark training/visits to OAU Ife, University of Ibadan and UNISA (September, 2014 to May, 2015)  ODL Advocacy and Training Workshop for Course Development Team (7—8 July, 2015). EKSU, DDL

3. SessionSurplus (in Naira) 2016/2017 163,051,142 2017/2018 652,449,540 2018/2019 1,070,307,573 2019/2020 1,435,609,316 2020/2021 1,848,117,960 CURRENT IGR STATUS Distance Learning is at the budding stage; It has a very high prospect of becoming an IGR hub for the University; Investment in the Unit is a worthwhile venture. Expected Surplus (2016/2017 to 2020/2021)

4. Strengths  Pool of trainable and dedicated staff (academic, non- teaching and technical) in the University.  Selected programmes for take-off have full NUC accreditation.  University management has the strong will and commitment to ensure success.  Directorate staff, with strong leadership, are committed to success of Open and Distance Education (O&DE). EKSU, DDL

5. Weaknesses  Lack of trained personnel for Students Support Services.  Inadequate trained staff on Open and Distance Education (O&DE).  Lack of trained Multimedia and ICT staff for distance learning programme.  Unreliable internet services in the University--low Bandwidth.  No Webportal for the distance learning programme.  Inadequate ICT skills for staff (academic and non-academic) and students.  Lack of e-learning compatible course content.  Inadequate funding.  No dedicated account for the Unit for effectiveness of day-to-day operations.  High cost of procurement and maintenance of internet facilities.  High cost of production of quality e-learning materials.  Unreliable power supply.  Apathy of some staff to take up career in O&DE.  Fear of losing intellectual property right on course materials.

6. EKSU, DDL  Increased demand for lifelong education.  Increased demand for additional skills and knowledge by the working class.  Conventional universities do not have the carrying capacity to admit more than 10% of qualified applicants.  No admission quota in distance learning programmes.  The National Universities Commission (NUC) is interested in Open and Distance Education (O&DE).  The use of ICT to maximise utilisation of resources.  Globalisation of education ensures access to Open Education Resources (OER) for lecturers and students.  Distance Learning is in tune with global trend to make instruction learner-driven. Opportunities

7. EKSU, DDL  The crisis of acceptability by stakeholders, who may not easily adapt to change.  Tedious approval process by the NUC.  NUC requirements involve huge capital outlay to fulfil.  Unreliable power supply.  Inadequate budgetary allocation to the University to meet its increasing financial obligations. Threats

8. EKSU, DDL Way Forward  Recruitment of specialised core staff (academic, administrative and technical) who will be exposed to regular and continuous training and retraining in Open and Distance Learning (ODL) delivery.  Provision of more reliable ICT infrastructure with higher bandwidth.  Dedicated Portal with uninterrupted internet service.  A well-equipped Educational Media and Technology Centre.  A Distance Learning Centre with state-of-the-art structures, facilities and equipment.  Adequate funding.  Dedicated account for the Unit to facilitate effective day-to-day operations.

9. T H A N K Y O U