Two years stewardship as Dominican University Vice Chancellor

In every institution of higher learning, leadership is not simply measured by the passage of time. More importantly, it is measured by its vision and legacy that are translated into measurable progress. At Dominican University, Ibadan, the past two years have been remarkable, given deliberate efforts to reposition the institution for sustainable growth, academic excellence and greater national relevance. Under the leadership of Vice Chancellor, Professor Jacinta A. Opara, the university embarked on an ambitious transformation agenda aimed at strengthening governance, expanding academic opportunities, promoting research programmes, improving infrastructure and deepening community engagement.

These initiatives combined to reinforce the university's identity as a values-driven Catholic institution committed to producing graduates equipped with knowledge, integrity and service to society.

From the outset of her administration, Professor Opara articulated a vision that was fundamentally anchored on excellence, accountability, innovation, integrity, service and sustainability. Her commitment was to position Dominican University among Africa's leading Catholic universities through strategic planning, responsible financial management, technological advancement and ethical leadership. Guided by the University's Strategic Plan (2024–2028), the administration identified clear priorities that included expanding academic programmes, strengthening institutional visibility, increasing internally generated revenue, promoting postgraduate education and research, establishing meaningful partnerships and advancing a comprehensive development programme.

Central to this vision has been the implementation of the University's strategic plan. Rather than allow the document to remain a mere policy statement, management transformed it into an actionable framework for institutional development. Progress has been recorded across the university's strategic pillars, with significant gains in academic development, governance, financial sustainability, operational efficiency and institutional visibility. This systematic approach has provided a clear direction for growth while it ensures that every initiative contributes meaningfully towards long-term sustainability.

Academic excellence has continued to remain as one of the defining priorities of the administration. Recognising the rapidly changing demands of higher education and the labour market, the university has undertaken a strategic review of its academic portfolio. New programmes have been proposed under the Faculty of Allied Health Sciences, while postgraduate offerings have been expanded to strengthen research and scholarship. Curriculum reviews in line with the National Universities Commission's Core Curriculum and Minimum Academic Standards have commenced, ensuring that teaching remains contemporary, relevant and globally competitive. Quality assurance mechanisms have also been strengthened through improved monitoring of staff performance, research promotion and professional development initiatives.

Administrative reforms in these two years have equally played a significant role in improving institutional effectiveness. One of the first actions of the Vice Chancellor was the restructuring of the university's leadership framework. The management team was expanded to improve representation, coordination and strategic decision-making. Consequently, regular management and Senate meetings have become important platforms for policy implementation, accountability, compliance with regulatory requirements and continuous institutional improvement. These reforms have enhanced operational efficiency, even as they foster a culture of transparency and collective responsibility.

Also, financial sustainability has emerged as one of the administration's most notable accomplishments. Through prudent management of available resources, improved revenue generation and effective cost-control measures, the university significantly reduced its dependence on Board of Trustees' salary subventions. Even during periods when approved subventions had not yet been released, the university continued to meet its salary obligations through internally generated revenue, demonstrating growing financial resilience. Strategic partnerships with service providers have also helped reduce operational costs while they improve efficiency. This prudent stewardship has ensured institutional stability despite prevailing economic challenges that gravely affect the nation's higher education sector.

Infrastructure development has complemented these financial reforms. Over the past two years, the university has invested in projects designed to improve teaching, learning, research and student welfare. Residential accommodation has been expanded through improvements to the male hostel, while the girls' hostel was rehabilitated following windstorm damage. The acquisition of a new coaster bus has enhanced student mobility for academic and extracurricular activities, while the completion of a modern multipurpose event centre has created an impressive venue for conferences, lectures, workshops and community programmes. The Senate Chamber has also been modernised with improved facilities that strengthen institutional governance. Meanwhile, preparatory work has advanced considerably for the proposed Faculty of Allied Health Sciences and a new students' hostel, positioning the university for its next phase of physical expansion.

Perhaps one of the most forward-looking achievements is the university's dogged commitment to modern digital transformation. Investments in information and communication technology in these two years have strengthened the e-learning platform, institutional email services, online admissions, digital library and administrative processes. Capacity-building workshops have also equipped staff with digital competencies that range from Google Scholar profile management to statistical analysis and professional presentation skills. These initiatives improved teaching, research and administrative efficiency and enhanced access to global academic resources through collaborative subscriptions with partner universities.

Institutional visibility has equally received considerable attention. Staff have been encouraged to become ambassadors of the university through coordinated branding initiatives across social media platforms, while the university's digital footprint has expanded significantly. The establishment of Dominican University's presence on Wikipedia, improvements in its digital repository and strengthened online visibility have increased awareness among prospective students, researchers and development partners across the world. These initiatives have complemented improvements in Webometrics performance and institutional branding, creating a stronger public profile for the university.

The results of these deliberate branding efforts are becoming increasingly evident. Dominican University achieved a significant improvement in the Nigeria University Rankings, moving from 137th position among 158 universities in 2024 to 102nd among 165 universities in 2025. This remarkable advancement reflects sustained improvements in academic quality, digital presence, research visibility and stakeholder confidence. Beyond numerical rankings, the university's growing reputation has reinforced its standing as a centre of ethical leadership, academic excellence and value-based education.

Beyond the campus environment, Professor Opara’s administration has strengthened the university's relationship with surrounding communities. Through partnerships with such organisations as the Bemore Summer Bootcamp, the university has provided free healthcare consultations, promoted girls' empowerment and supported literacy programmes for underserved children. Environmental sustainability initiatives undertaken with Blue Communities Africa and the Geoinformation Society of Nigeria have positioned the institution as a growing advocate for responsible environmental stewardship. Public health campaigns organised in collaboration with the Breast Cancer Association of Nigeria have also demonstrated the university's commitment to community service beyond the classroom. Students continue to distinguish themselves through achievements in sports, literature and academic competitions. Victories in inter-university chess competitions, participation in national championships and success in other sporting events have raised the university's sports profile.

Equally noteworthy is the encouragement of literary creativity, exemplified by the publication of a student's poetry collection, underscoring Dominican University's commitment to nurturing talent beyond conventional academic pursuits. These achievements reflect a holistic educational philosophy that values intellectual development, creativity, leadership and character formation.

Research and collaboration have become additional pillars of Dominican University’s advancement. Over the past two years, Dominican University has expanded its partnerships with universities, professional bodies, development organisations and international institutions. A landmark achievement was the successful hosting of the First International Interdisciplinary Biennial Conference on Artificial Intelligence and the Human Future, organised in collaboration with Pan-Atlantic University and the National Centre for Artificial Intelligence and Robotics. The conference attracted hundreds of participants from Nigeria and abroad, significantly raising the university's academic profile and as well positioning it as an emerging centre for interdisciplinary scholarship on technology, ethics and inclusive development.

To strengthen its research culture, the university established a dedicated Research Centre responsible for coordinating research development, grant acquisition and interdisciplinary collaboration. Staff participation in proposal writing has increased through targeted capacity-building programmes, resulting in competitive grant applications and research awards. Although certain funding opportunities remain limited by the university's current institutional profile, the administration has laid a solid foundation for future expansion through postgraduate development, enhanced research governance and stronger national and international academic networks.

As the university's research ecosystem grows stronger, attention has also been directed towards attracting philanthropic support and external funding. During the two-year period under review, Dominican University secured donations amounting to more than ₦40 million in addition to US$10,000 from individuals and development partners. These contributions reflect increasing confidence in the institution's direction and underscore the importance of stakeholder engagement in advancing its long-term development agenda.

The administration also recognises that financial sustainability is closely linked to academic diversification. Existing undergraduate programmes have maintained full accreditation by the National Universities Commission, while new postgraduate programmes have broadened opportunities for advanced learning. The successful commencement of Master's and Doctor of Philosophy programmes in Philosophy marked an important milestone in the university's evolution, signalling its emergence as an institution with growing postgraduate capacity. Preparations have equally reached an advanced stage for the commencement of market-driven postgraduate programmes in Business Administration and Accounting, designed to meet the needs of working professionals and at the same time, expand the university's academic reach.

Innovation has equally characterised the university's approach to learning. Flexible academic delivery through online summer programmes has enabled students with outstanding courses to improve their academic progression as well as generate additional revenue for the institution. The continued expansion of the HND-to-B.Sc. conversion programme, alongside the introduction of professional short courses in Data Analytics, Cybersecurity, Caregiving, Bookkeeping, Accounting Fundamentals, Leadership and Management, reflects a determination to respond to changing labour market demands and lifelong learning opportunities. Through its Centre for Training and Development, Dominican University has, in these two years, positioned itself as a provider of professional education that extends beyond traditional degree programmes.

Looking ahead, the proposed Faculty of Allied Health Sciences represents one of the university's most ambitious initiatives. With approved proposals for degree programmes in Medical Laboratory Science, Nursing Science and Public Health, Dominican University is preparing to enter disciplines that are both nationally relevant and globally competitive. Considerable groundwork, including land verification, architectural planning and technical studies, has already been completed in readiness for implementation. These programmes are expected not only to increase student enrolment but also to contribute significantly to national healthcare manpower development.

Recognising that quality education begins with attracting talented students, the administration has implemented innovative recruitment strategies that combine traditional outreach with digital marketing. Referral incentives for staff, students, parents and school principals have encouraged wider participation in student recruitment, while visits to schools, churches, alumni networks and host communities have strengthened public awareness of the university's programmes. Coordinated advertising campaigns across radio, newspapers, social media, billboards and digital platforms have further expanded Dominican University's visibility across Oyo, Ogun and neighbouring states. The installation of eleven strategically located billboards and the engagement of graduates and National Youth Service Corps members in admission mobilisation have created a sustainable recruitment framework capable of supporting future enrolment growth.

Scholarship programmes have remained an important feature of the university's commitment to widening access to quality education. Host community scholarships continue to provide opportunities for deserving students, while merit-based awards such as the Vander Horst Scholarship and the Dominican University Foundation Scholarship attract academically outstanding candidates. The continuation of the Barrister James Stephen Ajibola Academic Excellence Award reinforces the institution's culture of rewarding academic distinction and encouraging excellence among students.

Equally significant has been the administration's commitment to creating a supportive and enriching student experience. Enhanced healthcare services, counselling, chaplaincy programmes, improved cafeteria services and stronger welfare systems have contributed to students' physical, emotional and spiritual well-being. Greater emphasis has also been placed on employability through internships, industrial attachments, entrepreneurship training, professional affiliations and career development initiatives. Student leadership has flourished through elections, cultural activities, sports competitions, exhibitions and seminars, while exposure to prestigious opportunities such as the Rhodes scholarship outreach programme has broadened students' academic horizons. These initiatives demonstrate that Dominican University seeks not only to educate students academically but also to prepare them as responsible citizens and future leaders.

Research capacity has continued to grow alongside improvements in staff strength and professional development in the past two years. The university has strengthened its research governance through updated policies on intellectual property, expanded participation in national and international conferences, and increased scholarly publications. Academic journals have been revitalised and migrated to digital platforms, significantly improving access to the university's research output. The recruitment of additional academic staff, including professors and senior lecturers, has strengthened teaching capacity and also supported postgraduate education and future programme expansion. Continuous staff training in pedagogy, artificial intelligence, digital learning technologies and research methods has further enhanced institutional competitiveness.

Another defining feature of the past two years has been the administration's ability to cultivate strategic partnerships. Memoranda of Understanding have been signed with universities, hospitals, professional organisations and international institutions across Nigeria, Uganda, South Korea and the United States. These collaborations have created opportunities for staff and student exchanges, joint research, curriculum development, community service and professional training. They also reinforce Dominican University's aspiration to become a globally connected institution capable of contributing meaningfully to international scholarship and development.

The successful accreditation of all five academic programmes presented to the National Universities Commission remains another landmark achievement. Full accreditation in Mass Communication, Computer Science, Philosophy, Business Administration and Accounting confirms the university's commitment to maintaining high academic standards and assures prospective students and parents of the quality of education that is available at Dominican University. These outcomes provide a solid platform for future expansion into new academic disciplines as well as strengthening public confidence in the institution.

Like every growing institution, Dominican University continues to face significant challenges. Limited financial resources, rising operational costs, infrastructural demands, regulatory requirements and the need to increase student enrolment remain realities that require sustained attention. The university has also had to respond to policy changes affecting some academic programmes and to the demands of maintaining competitiveness within Nigeria's rapidly expanding higher education landscape.

But, these challenges have not diminished the administration's determination to pursue steady growth through prudent planning, innovation and responsible management. The roadmap for the coming years is both ambitious and purposeful. Priorities include the full commencement of additional postgraduate programmes, increased student enrolment, expansion of research grants, accelerated infrastructure development, deeper digital transformation, stronger financial sustainability, enhanced fundraising campaigns and broader international partnerships. These goals reflect a clear understanding that institutional excellence is a continuous journey requiring strategic investment, visionary leadership and collective commitment.

The story of Dominican University over the past two years is ultimately one of purposeful transformation. It is a story of a university that has sought to strengthen its foundations while it prepares confidently for the future. Through academic innovation, prudent financial management, expanded infrastructure, strengthened research, community engagement, digital transformation and strategic partnerships, the institution has demonstrated its determination to evolve into a leading Catholic university distinguished by excellence, integrity and service.

As Professor Jacinta A. Opara's administration enters its next phase, the achievements recorded during the first two years provide compelling evidence that Dominican University is building not only stronger systems and improved facilities but also a culture of excellence capable of sustaining future growth. Guided by its strategic vision and inspired by its enduring Dominican heritage, the university continues its journey towards becoming a nationally respected and internationally recognised institution where scholarship, innovation, ethical leadership and community service converge to shape the leaders of tomorrow.