TAKORADI TECHNICAL UNIVERSITY · The Takoradi Technical University was established in September, 2016, as a result of the government’s policy to convert Takoradi Polytechnic, among

TAKORADI TECHNICAL UNIVERSITY STRATEGIC

PLAN2016 - 2020

©Copyright 2016. All rights reserved.

Takoradi Technical UniversityP. O. Box 256,Takoradi - Ghana,West Africa.

Website: www.ttu.edu.gh/ www.tpoly.edu.ghEmail: [email protected]/ [email protected]: +233 (0) 312 025 162 Fax: +233 (0) 312 025 256

TAKORADI TECHNICAL UNIVERSITY STRATEGIC PLAN 2016 - 2020 i

FOREWORD

Welcome to the maiden Strategic Plan for Takoradi Technical University. While I could define strategy, tactics, and other elements of the plan, perhaps I would rather prefer to focus on what this plan really represents. This strategic plan, which is grounded on our recently adopted Strategic Vision, offers a roadmap for the future: university-wide goals, a framework to help make choices on how to achieve these goals, and the metrics to assess progress.

Inside these pages lay our vision and the glimpse of what we shall become in future. In this plan, we have aligned ourselves with ten (10) key goals to be achieved by the university. As a result, our Strategic Plan is not only the strategies and tactics, but the heart, ethics and technology that form the foundation of our unique technical university. The strategies reveal our values, what we are and what we aspire to become. These values demonstrate a technical university seeking to continue the strong traditions of our core mandate, and the faith that it will succeed, based on our legal mandate.

This is the guidebook to lead us to walk the path into a definitive future as the most preferred technical university in Engineering and Applied Sciences. In the end, it is hoped this will be like a trip down a well-trodden path leading to a familiar destination. Here comes the genesis: Our new mission statement defines our university to be “dedicated to advanced instructional delivery in engineering and applied sciences and also creative arts, business and tech-nology-based research disciplines in strong collaboration with industry through competency-based teaching approaches”. This Strategic Plan draws a picture that reflects the future of Higher Technical Education.

TAKORADI TECHNICAL UNIVERSITYSTRATEGIC PLAN 2016 - 2020ii

I welcome your feedback on our plan as we enter the implemen-tation phase of the process. Your energy, voices, and ideas are key to our success for the enhancement of industrial development for Mother Ghana.

I would like to thank the Ad hoc Committee that worked to develop this plan. They worked hard and long hours to develop a cohesive and bold vision for a new technical university. I hope you would be excited about the plan as we tread together on this path for the next generation.

Thank you for your efforts and dedicated commitment to Takoradi Technical University.

REV. PROF. JOHN FRANK ESHUNVice Chancellor

TAKORADI TECHNICAL UNIVERSITY STRATEGIC PLAN 2016 - 2020 iii

TABLE OF CONTENTS

1.0 Historical Background and Current State

2.0 Objectives

3.0 Vision, Mission, Values and Ethics

4.0 Mandate of the University

5.0 Governance, Organization and Administration

6.0 Functions of the Council

7.0 Academic Affairs Office

8.0 Admission Unit

9.0 Examination Unit

10.0 Public Relations Office

11.0 Office of the Student Affairs

12.0 Planning Office

13.0 The University Health Centre

14.0 Directorate of Works and Physical Planning

15.0 Accreditation of Academic Programmes

16.0 Situational Analysis

17.0 Strategic Thrusts

18.0 Key Success Factors

19.0 Projects and Impacts

20.0 Plan Execution, Monitoring and Evaluation

21.0 Conclusion

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TAKORADI TECHNICAL UNIVERSITYSTRATEGIC PLAN 2016 - 2020iv

A pictorial view of the 5-Storey SRC Hostel under construction.

1.0 HISTORICAL BACKGROUND AND CURRENT STATEThe Takoradi Technical University was established in September, 2016, as a result of the government’s policy to convert Takoradi Polytechnic, among five other Polytechnics, to the status of Technical University. In effect, since April 1954, Takoradi Technical University (formerly Takoradi Polytechnic) has existed as a Government Technical Institute under the Ghana Education Service of the Ministry of Education. During that pe-riod, the institute offered programmes mainly at the Craft and Technician Certificate levels in commercial and technical subjects, awarding Royal Society of Arts (RSA) and City and Guilds of Lon-don, United Kingdom. However, in 1990, the Ghana Education Service took over the awards of the above-mentioned certificates.

As part of the Ghana Educational Reforms which began in the 1980s, the Takoradi Technical Institute and five other similar institutions were upgraded by the Polytechnic Act 321 (PNDC Law 1993) to become part of the Ghana Tertiary Education System. The Polytechnics, per the law, began to offer Higher National Diploma (HND) programmers in the 1993/1994 academic year. These reforms mandated the polytechnics to compliment the role of the Universities to increase access to tertiary education for the training of middle and higher-level manpower.

A Bill proposed by the Ministry of Education and considered by Cabinet of Government in 2014 was passed by Parliament as an Act in August 2016 with the assent of the President, converting some polytechnics into technical universities as full-fledged tech-nical universities. In view of that, the Takoradi Polytechnic Council adopted the name “Takoradi Technical University” which has been duly registered with the Registrar General’s Department of Ghana.

Currently, Takoradi Technical University has three (3) campuses: Effia Kuma (Takoradi), Butumagyebu (Sekondi) and Akatakyi (Agona-Nkwanta). The Akatakyi Campus is the largest of the three, with an acreage of 152.3.

TAKORADI TECHNICAL UNIVERSITY STRATEGIC PLAN 2016 - 2020 01

2.0 OBJECTIVESThe objective of the University shall be to provide higher education in the engineering, science and technology-based disciplines, technical and vocational programmes, applied arts and related disciplines. However, Takoradi Technical University has dynamically positioned itself to focus on its two core faculties, which are Engineering and Applied Sciences based on the under-listed principles;

a. Make higher education equally accessible to all persons suitably qualified and capable of benefiting from education and training offered at a technical university.

b. Determine the programmes of study by considering the multiplicity of scientific theories and methodologies.

c. Use competency-based and practice-oriented approaches in teaching, organisation and delivery of courses/ programmes.

d. Develop strong linkages and collaboration with relevant industries, businesses, professional bodies and technical experts in the delivery of programmes.

e. Offer programmes and courses within the mandate of technical university.

f. Provide opportunities for skills development, applied research and publication of research findings.

The Takoradi Technical University shall achieve its core objective mentioned-above through its Sections/Units, Offices, Departments, Directorates, Centres, Institutes and Faculties.

TAKORADI TECHNICAL UNIVERSITYSTRATEGIC PLAN 2016 - 202002

3.0 VISION, MISSION, VALUES AND ETHICS

3.1 VISION STATEMENTTo be the most preferred engineering and applied sciences university of choice devoted to excellence in teaching and applied industrial research to produce competent world-class human resource for the strategic development of industry in order to achieve an enhanced national and global development.

3.2 MISSION STATEMENTThe Takoradi Technical University shall be dedicated to advanced instructional delivery in engineering and applied sciences and also creative arts, business and technology-based research disciplines in strong collaboration with industry through competency-based teaching approaches, which contribute to the advancement of the Western Region and Ghana as a whole.

The Takoradi Technical University shall achieve its mission with focus on the faculties and departments hereunder listed:

1. Faculty of Engineeringi. Department of Civil Engineeringii. Department of Electricals/ Electronics Engineeringiii. Department of Mechanical Engineering - Plant & Production iv. Department of Mechanical Engineering – Auto & Refrigeration/ Air-conditioning

2. Faculty of Applied Sciencesi. Department of Hospitality Managementii. Department of Tourism Managementiii. Department of Mathematics, Statistics and Actuarial Scienceiv. Department of Information and Communications Technologyv. Department of Industrial and Health Science


3. Faculty of Business and Management Studiesi. Department of Accounting and Financeii. Department of Procurement and Supplyiii. Department of Marketing and Strategyiv. Department of Secretaryship and Management Studiesv. Department of Professional Studies

4. Faculty of Applied Arts and Technologyi. Department of Graphic Design Technologyii. Department of Ceramic Technologyiii. Department of Sculpture and Industrial Craftsiv. Department of Industrial Painting and Designv. Department of Textile Design and Technologyvi. Department of Fashion Design and Technology

5. Faculty of Built and Natural Environmenti. Department of Building Technologyii. Department of Interior Design Technologyiii. Department of Estate Management

6. School of Graduate Studies

To achieve the target set out in our mission, the faculties and departments mentioned above, shall be supported by the under-listed Centres, Institute and an office:

1. Jubilee Technical and Training Centre2. Institute of Distance and Continuing Education3. Centre for Research, Innovation and Development4. Centre for Business Development and Entrepreneurship 5. Centre for Liberal Studies 6. International Programmes and External Linkages Office (IPELO)


3.3 VALUESCommitment: We are committed to the generation of technical knowledge to impact our internal and external community for the purpose of contributing positively to national development.

Integrity: We shall set up high standards through policies for all members of the university for its achievement par excellence.

Teamwork and Collegiality: We shall encourage co-operation among all staff and associates as a means of building interpersonal trust for working as a team at all levels.

Excellence: We shall aim to attain high professionalism, creativity and continual improvement in every endeavour.

Diversity: We shall provide equal opportunities for all categories of persons irrespective of gender, social, economic, ethnic, religious and physical capabilities.

Acronym: CITED

4.0 MANDATE OF THE UNIVERSITYThe Takoradi Technical University, without limiting its other powers, shall;

a. Award degrees, diplomas, certificates and other qualifica-tions as may be agreed upon by the Council of the Takoradi

Technical University as established under section 4 of the Technical Universities Act, and approved by the national body responsible for accreditation.

b. Offer Higher National Diploma programmes approved, accredited, examined and certified by the national bodies responsible for Higher National Diploma programmes and awards.


c. Provide for the general welfare, recreational and social needs of staff and students of the Takoradi Technical University.

d. Exercise powers that are incidental to the achievement of the aims of the Takoradi Technical University.

e. Increase access to career focused tertiary education in general, while encouraging female enrolment in applied science and technology programmes.

f. Develop appropriate attitudes and required skills in Information Technology (IT) and entrepreneurship to equip

the students with such basic skills for industry.

g. Promote industrialization through relevant research, consultancy and linkage programmes, for social and economic development in the region and the country as a whole.


5.0 GOVERNANCE, ORGANISATION AND ADMINISTRATION


The Takoradi Technical University shall be governed by a Council consisting of;

a. A Chairperson who shall have expertise or experience in higher education and appointed by the President.

b. The Vice Chancellor of the Technical University.

c. Four persons appointed by the President taking into consideration;

i. The need for gender balance.

ii. Scientific qualification, or professional experience relevant to the degree programmes offered by the technical university.

iii. Expertise in management and finance.

iv. Expertise in skills development at the tertiary level.

d. One representative of the National Council for Tertiary Education or howsoever described.

e. One representative of the Council for Technical and Vocational Education and Training.

f. One representative of the Association of Ghana Industries.

g. One representative elected by the Conference of Heads of Assisted Senior High Schools.

h. One representative of the Convocation elected by the Convocation.

i. One representative of the teaching staff elected by the


teaching staff association.

j. One elected representative of the Senior Staff Association.

k. One elected representative of the Teachers and Educational Workers Union.

l. One representative of the undergraduate students of the technical university elected by the Students Representative Council.

m. One representative of the post-graduate students of the technical university branch of the Graduate Students Association.

n. One representative of the alumni of the technical university elected by the Alumni Association.

6.0 FUNCTIONS OF THE COUNCILThe functions of the Council of the Takoradi Technical University shall:

a. Ensure the implementation of the aims of the Takoradi Technical University.

b. Determine the strategic direction of the Takoradi Technical University, including the overall educational mission and programmes and monitor and evaluate policy implementa-tion to avoid mission drift.

c. Be responsible for the management and administration of finances and properties of the Takoradi Technical University and determine the allocation and proper use of funds.

d. Promote income-generating activities as part of the programmes of the Takoradi Technical University.


e. Promote the provision of technology innovations and solutions to firms and businesses as part of the outreach activities of the Takoradi Technical University.

f. Foster linkages and collaboration with relevant national and international industries and institutions in furtherance of the mission of the Takoradi Technical University.

g. Ensure the conservation and augmentation of resources of the Takoradi Technical University, specifically in relation to matters affecting income or expenditure.

h. Ensure coherence of programmes and courses of the Takoradi Technical University with the other sub-sectors of

the educational system.

i. Ensure relevance of the programmes and courses of the Takoradi Technical University to the employment and productive sectors of the economy.

j. Ensure the creation of an environment of equal opportunities for members of the Takoradi Technical University without regard to ethnicity, sex, race, religious belief or political

affiliation.

k. Approve the terms and conditions for the admission of persons selected for courses of study on the recommendation

of the Academic Board of the Takoradi Technical University.

l. Be responsible for the discipline of staff of the Takoradi Technical University.

m. Make appointments to academic, senior administrative and senior professional staff positions on the recommendations of the Appointments Committee of the Academic Board in


accordance with the Statutes of the Takoradi Technical University.

n. Perform any other functions that are ancillary to the aims of the Takoradi Technical University.

The organisational structure of the University indicates the academic faculties and the administrative units which make up the main components of the University. All reporting lines are indicated by the organogram as stated above.

The University shall be managed by committee system as provided in The Technical University Act, 2016 (Act 922). Some of the standing committees of the Governing Council, Academic Board and Management Units shall include the following:

7.0 ACADEMIC AFFAIRS OFFICEThe Academic Affairs Office is under the office of the Registrar and is responsible for admission of qualified candidates into the University and examination of students in the University. The office provides services such as the issuance of introductory letters, certificates, transcripts, attestation, verification of results and certificates. The section also manages information on students’ admissions, performance, progression, and graduation. It also provides information on admissions to prospective students and the general public.

8.0 ADMISSIONS UNIT The Admissions Unit of Takoradi Technical University is one of the units under the Academic Affairs Office of the Registry. The Admissions Unit shall be responsible for advertising the start of the admissions process, offering professional guidance to prospective students during all stages of the Admissions process, managing incoming applications and documentations (including Interna-


tional students), organising entrance examinations for mature applicants with the help of the Examinations Unit, verifying applicants’ results, compiling and sending admission letters to successful students, preparing students’ records for various departments.

9.0 EXAMINATIONS UNIT The Examinations Unit operates under the office of the Registrar through the Academic Affairs Office. The Examinations Unit is responsible for generation of teaching and examination timetables, requesting materials for examinations, formulation and dissemination of examination rules and regulations for the conduct of examinations to students and lecturers, referral of cases of examination malpractice to the Disciplinary Board, overseeing the conduct of all university examinations (both internal and external) and the production and security of examination questions through examination coordinators and faculty officers.

10.0 PUBLIC RELATIONS OFFICE The PR Office shall be responsible for developing and maintaining mutually beneficial relationship (positive image) between the uni-versity and the public through the implementation of time-tested PR techniques based on truth, authentic information and respon-sible performance. The aim of the office shall be to stimulate the use of mass communication resources, including advocacy and Behaviour Change Communication (BCC) tools, in support of the university’s vision of achieving excellence in manpower training and action research. The Office, as part of its functions employs varied strategies which include but not limited to the following; media re-lations, writing, publications & documentations, government rela-tions/ affairs, public affairs, special public relations, special events, international relations, outreach programmes, marketing commu-nication/development & fund-raising, employee/ student relations (internal communications), counseling to management and website development & web-interface.


11.0 OFFICE OF THE STUDENTS’ AFFAIRS The Students’ Affairs Office shall be responsible for the planning, coordinating and implementing welfare programmes and also providing support to students to achieve academic excellence. The Office of the Dean of Students’ Affairs has oversight responsibility over the Department of Guidance and Counselling, Sports and the University Health Centre. The Office also serves as a liaison between the Administration, Deans of Faculties, Hall Wardens and Students Representative Council (SRC).

12.0 PLANNING OFFICEThe Planning Office is one of the offices under the Office of the Vice Chancellor. The Office shall be responsible for the creation and maintenance of database of both staff and students of the university. The Office generates information on students and staff for internal and external purposes as directed by the Vice Chancellor.

13.0 THE UNIVERSITY HEALTH CENTREThe Takoradi Technical University shall provide medical services to staff and students at the Medical Centre located on the Main Campus, within a walking distance from the halls of residence. The Medical Centre provides medical laboratory and diagnostic services to the university community. A medical officer assisted by a physician assistant, matrons/midwives, nurses and attendants shall manage the Centre. The Health Centre shall be well staffed with medical professionals to adequately take care of cases of illness, while cases that are more serious shall be referred to the Regional Hospital, about 2km from the University.

14.0 DIRECTORATE OF WORKS AND PHYSICAL PLANNINGThe Directorate shall be responsible for the implementation of the decisions of the Physical Planning and Development Committee as approved by the Council and shall also co-ordinate developmental activities, monitor the execution of contracts and provide consul-tancy and supervisory services on behalf of the University.


15.0 ACCREDITATION OF ACADEMIC PROGRAMMESThe accredited programmes of the University are listed in the Table below:Faculty Department HND B. Tech

Applied Arts & Technology

Ceramics ✓

Graphic Design ✓ ✓

Textiles Design and Technology ✓ ✓

Fashion Design & Technology ✓ ✓Painting ✓Sculpture ✓

Applied Sciences

Hospitality Management ✓ ✓Tourism ✓ ✓Mathematics and Statistics ✓ ✓Information Communication Tech. ✓

Business

Accountancy ✓ ✓Marketing ✓ ✓Purchasing and Supply ✓ ✓Secretaryship and Mgt. Std. ✓ ✓

Engineering

Mechanical Engineering ✓ ✓Civil Engineering ✓ ✓Electrical/ Electronic Engineering ✓ ✓Telecommunication Engineering ✓

Built and Natural Environment

Building Technology ✓ ✓Interior Design and Technology ✓Estate Management ✓

Takoradi Technical University received accreditation to run the following Masters Programmes; Master of Technology in Graphic Design, Master of Technology in Printing, Master of Technology in Textiles


16.0 SITUATIONAL ANALYSISThe SWOT (Strength, Weakness, Opportunity and Threats) Analysis technique has been used in analyzing the current situation of the Takoradi Technical University. The analysis comprises of critical assessment of both the internal and external status of the University.

STRENGTHS WEAKNESSESThe University has the following strengths:

1. Serene physical environment.

2. Good infrastructure.

3. Diverse training.

4. Excellent public image.

5. Highly motivated and experienced staff.

6. Sited in a highly industrialised region.

7. Excellent in Engineering and Applied Sciences.

8. Well-developed welfare policy.

The University faces the following challenges:

1. Inadequate funds for research activities.

2. Inadequate physical and ICT infrastructure.

3. Inadequate staff.

4. Dwindling enrolments.

5. Inadequate funding to foster expedited project implementation.


OPPORTUNITIES THREATSThe following opportunities are available to the University:

1. Award of various qualifications (HD, B. Tech., M. Tech., and D. Tech.).

2. New Technical University status.

3. Large numbers of prospective candidates.

4. Attractive destination for students from neighbouring countries.

5. GETFund support for infrastructure, research and staff development.

6. Sekondi-Takoradi as an attractive learning and business destination.

7. National and international linkages and collaborations.

8. Goodwill of the Sekondi- Takoradi community.

The University is faced with the following threats:

1. Competition from private and public tertiary education institutions.

2. Erratic power supply.

3. Limited and delayed release of public funding.

4. Dwindling industrial sector job opportunities for graduates.

5. Stringent requirements for programme accreditation.

6. Government cap on staff recruitment.

7. External bottlenecks in mounting of programmes.


17.0 STRATEGIC THRUSTS1. Review of existing documentation relating to governance and management to foster assumption of the Technical University status in September, 2016.

2. Augment inadequate physical infrastructure.

3. Continuous improvement of ICT infrastructure.

4. Re-branding of the institution as a Technical University.

5. Develop more technical-oriented academic programmes for differentiation.

6. Institute integrated and effective Total Quality Management system (TQM).

7. Continuous improvement of strategies to promote students and staff welfare.

8. Continuous improvement of strategies to generate income from private sources.

9. Develop human resource capacity to promote effectiveness and excellence in teaching, learning and administration.

10. Promote excellence in research and innovation.

11. Forge local and international collaborations and partnerships.


18.0 KEY SUCCESS FACTORS

Goal 1: Review documents on governance and management to align with impending Technical University Status.

Action PrimaryResponsibility

TimelineKey

Performance Indicator

a. Review institutional policies.

Establish a committee to review statutes and other documents related to governance and management.

1. University Council 2. Vice Chancellor3. Ad Hoc Committee

2016Q1 – Q3

New Statutes and other governance and management documents re-developed.

b. Review the organiza-tional structure.

Set up a committee to develop a new organizational structure based on structures of a benchmarked Technical University.

1. University Council 2. Vice Chancellor3. Ad Hoc Committee

2016Q1 – Q3

New Organogram developed.

c. Sensitize community on nature and operations of Technical Universities.

Organise workshops and other fora to re-orient the Community on nature and operations of Technical Universities.

1. Vice Chancellor2. Registrar3. Unions Leadership4. Students Leadership

2016Q3 – Q4

Workshops and other meetings organized.


Goal 2: Expansion of University infrastructure.


TimelineKey


a. Finalize procurement of new land at Akatakyi and develop its use plan.

Build fences or landmarks to protect the land procured.

1. Vice Chancellor 2. Director of Finance

3. Director of Works and Physical Planning

4. Procurement Officer

2016 Q1 – Q3

1. Indenture obtained and registered.

2. Master plan for development produced.

3. Fences and landmarks developed on land acquired.

b. i. Construct modern Engineering blocks (Akatakyi).

ii. Construct modern Applied Science blocks (Akatakyi).

2016 |

2018

1. Building plans produced.

2. Building contract signed.

3. New blocks developed.

c. Reconstruction of Odro Block

Convert the single storey classrooms into multi-story ultra-modern lecture theatre complex and offices.

2016 |

2018


d. Build residential/ recre-ational facilities for staff.

a. Dedicate part of GETFund and IGF for devel-oping staff residences at Akatakyi.

b. Conversion of one of the residential apartments to Senior Members and Senior Staff Club House

c. Conversion of one of the residential apartments to Junior Staff Club House

1. Vice Chancellor 2. Director of Finance


4. Procurement Officer

2016|

2018

2017 Q4

2017 Q4

1. Building plans produced.

2. Building contract signed.

3. New blocks developed.

e. Develop new Student residential halls. Seek the support of private sector to build hostels based on BOT arrangements.

2016|

2018

1. Private sector partners identified.

2. BOT con-tracts signed.

f. Re-surface internal road network. Seek the support of district and regional authorities.

2016 |

2017

1.Roads resurfaced.2. Potholes filled.

g. Develop ICT systems and infrastructure on all campuses.

2016|

2017

1. ICT infrastructure developed.

2. ICT Policy Reviewed

3. Develop an Intranet system and access to internet enhanced.


h. Design and undertake landscaping on all campuses.

Contract experienced horticulturists to provide landscape services.

2016 - 18

2016 - 18

2016 - 20

1. Landscape services and beautifica-tion.

a. Main Campus

b. BU Campus

c. Akatakyi Campus

Goal 3: Institute effective integrated Total Quality Management (TQM) systems.

ActionPrimary

ResponsibilityTimeline Key


a. Establish an integrated quality management system

1. Constitute a committee to recommend appropriate integrated TQMs.

2. Develop quality manage-ment procedures, manuals and work instructions.

3. Train all departmental and sectional heads.

4. Institute a system for reg-ular reporting and review of quality management.

1. University Council

2. Ad Hoc Committee

3. Systems Provider

4. Staff

2016 Q4

2017 Q1

2017 Q2

2017 Q3

Quality management system established.

Committee to complete work.


Goal 4: Develop and introduce demand-driven academic programmes

ActionPrimary

Responsibility TimelineKey


a. Develop new bouquet of engineering and sci-ence-oriented programmes

1. Conduct market/ indus-try survey to identify needs of labour market.

2. Constitute faculty-based committees to develop programmes in line with survey results.

3. Develop BTech top-up programmes for all existing HND programmes.

4. Develop Four Year BTech programmes

5. Hold stakeholders/ ex-pert conference for inputs.

6. Submit programme cur-ricula for accreditation.

7. Set up a committee to plan towards pioneering the introduction of M.Tech Programmes in collabora-tion with relevant institu-tions.

1. Pro-Vice Chancellor/Deans/ HoDs



4. Pro-Vice Chancellor/Deans/ HoDs5. Pro-Vice Chancellor/Deans/ HoDs6. Pro-Vice Chancellor/Deans/ HoDs7. Pro-Vice Chancellor/Deans/ HoDs

2016 Q2

2016 Q2

2016 Q3

2016 Q3

2016 Q3

2016 Q3

2016 Q4

New Programmes introduced


b. Introduce Technical Skills Based (TSB) Programmes

1. Introduce weekend and evening programmes

2. Introduce professional programmes

3. Introduce short training programmes

1. Pro-Vice Chancellor/Deans/ HoDs2. Pro-Vice Chan-cellor/ Deans/ HoDs3. Pro-Vice Chan-cellor/ Deans/ HoDs

2016 Q4

2016 Q4

2016 Q4

New Programmes introduced

c. Promote effective teaching and learning

1. Organize workshops on Competency-based train-ing, assessment and evalua-tion for academic staff.

2. Turn all technical programmes into compe-tency-based programmes.

1. Academic Board.

2. Academic Board.

2016 Q4

2016 Q4

1. Workshop on compe-tency-based training organized for lecturers.

2. CBT ap-proaches in teaching and learning insti-tutionalized.


d. Institute a system for regular review of pro-grammes.

1. Review existing curric-ula in consultation with relevant stakeholders.

2. Evaluate academic pro-grammes every five years.

3. Re-accredit programmes in line with provisions of the regulations of the Na-tional Accreditation Board.

1. Pro-Vice Chancellor

2. Academic Board.

3. Pro-Vice Chancellor

2016 |

2020

2016 |

20202016

|2020

1. Policy on curricula review drawn up and imple-mented.

2. Pro-grammes re-accredited in line with NABs regulations.

e. Provide material sup-port for organization of academic programmes.

1. Provide relevant materials for library.

2. Provide continuous access to e-library.

3. Undertake inventory of equipment and draw a plan to procure needed equip-ment.

1. Vice Chancellor / Librarian

2. Vice Chancellor / Librarian

3. Director of Finance/ Procurement Officer.

2016 -2020

2016|

20202016

|2020

1. Provide relevant materials for library.

2. Access to e-library provided.

3. Equipment needs documented.Equipment purchase plan drawn up and implemented.


Goal 5: Develop measures to enhance student recruitment and welfare


Timeline Key Performance

Indicatora. Initiate measures to recruit more students.

1. Design and produce well informed publicity materi-als (brochures, flyers, ban-ners, etc.) aimed at student recruitment.

2. Develop social media presence aimed at potential students.

3. Intensify bridging programmes for Technical Schools and Senior High School graduates.

4. Placement of adverts on print, electronic and online media for frequented by the youth.

1. Pro-Vice Chancellor/ Joint Admissions Board/ Public Relations Office

2. Public Relations Office

3. Pro-Vice Chancellor/ PR Office

4. ICT Officer/ PR Officer

2016 |

2020

2016 |

2020

2016 |

2020

1. An attrac-tive student brochure de-veloped and distributed to secondary schools.

2. Active presence on social media aimed at potential students achieved.

3. Access and bridging programmes for Techni-cal School and Senior Second-ary School graduates intensified.

4. Admission information advertised in selected websites.


b. Provide quality student welfare services.

1. Provide shuttle services from residential areas to campuses at subsidized fares.

2. Provide excellent sports and recreational facilities.

3. Ensure regular water supply to student residenc-es (Bore Holes).

1. Dean of Student Affairs/ SRC

2. Head of Sports

2016|

2020

1. Shuttle services provided.

2. Fencing of University Sports Arena

Goal 6: Cultivate and maintain good corporate image through Re-branding


Timeline Key Performance

Indicatora. Develop an attractive presence in the media.

1. Highlight the University’s brand value

2. Develop active presence on social media

3. Send regular releases of University’s activities through the media.

1. Vice Chancellor

2. Public Relations Office

3. Public Relations Officer

2016 |

20202016

|20202016

|2020

1. Releases to the media

2. Presence in social media.

3. Print, Electronic and Online.


b. Develop client friendly website.

1. Design simple, smart, easy navigation and attractive website.

2. Regularly update website content.

3. Website prominence through search engines.

1. ICT Services Head/Webmaster

2. PR/ Webmaster

3. ICT Services Head

2016|

2020

2016|

20202016

|2020

1. Website re-designed and updated regularly.

2. PR materials.

3. Financially induced.

c. Communicate pro-motional information to stakeholders.

1. Develop and launch newsletter.

2. Develop and distribute memorabilia to stakeholders.

1. PR Officer

2. PR Officer

2016|

20202016

|2020

1. Newsletter developed and launched.

2. Memora-bilia devel-oped and distributed to stakeholders.

d. Institute programmes for community engage-ment.

1. Organize community outreach programmes.

2. Institute annual lectures on local, regional and na-tional issues.

1. Vice Chancellor/ PR Office

2. Vice Chancellor/ PR Office

2016|

20202016

|2020

1. Annual community outreach programmes organized.

2. Annual lectures on topical issues organized.


e. Convert the clinic to hospital to extend health services to the internal and external community.

1. Addition of medical, diagnostic and analytical equipment.

2. Recruitment of medical professionals.

3. Infrastructure and vehicle

i. Expansion of bed capacity

ii. Emergency ambulance

1. Vice Chancellor/ Registrar/ Health Regulators

2. Vice Chancellor/ Registrar/ Health Regulators

3. Vice Chancel-lor/ Director of Finance/ Director of Works/ Procure-ment Officer

2016|

2020

2016|

2020

2016|

2020

1. Lab equipment, medical and surgical equipment.

2. Doctors, Pharmacist, Midwives, Nurses, Para-medics, etc.

3. Consulting Room, OPD, Stores, Phar-macy, The-atre, Records, Wards, X-ray, Emergency Centre, etc.


Goal 7: Initiate productive and viable income activities

ActionPrimary



a. Strengthen capacity to generate funds through commercialization of iden-tifiable units.1. Develop proposals to commercialize the follow-ing activities or facilities;

i. Catering (restaurant/bakery)ii. Hospitaliii. Vehicle service bay (car washing, vulcanizing, wheel alignment and valeting)iv. Drinking water productionv. Club housesvi. Autotronic laboratory vii. Beauty salonviii. Transport/driving schoolix. Graphic and photo studiox. Garments and leatherxi. Furniture workshopxii. Sports xiii. Printing press

1. Vice Chancellor/

Pro-ViceChancellor/

Director of Finance /

Registrar/

Deans/

Heads of Department/

Procurement Officer

2016|

2020

1. Proposals developed for commer-cialization of units developed.

2. Commer-cial activities advertised.

3. More income generated for institution.

b. Develop capacity for grantsmanship.

Build capacity of staff to write proposals to attract international research projects

2016|

2020

1. Workshops organized on proposal writing.2. Funds attracted from funding agencies.


c. Introduce cost-cutting and efficiency measures. i. Promote effective internal audit.

ii. Adhere strictly to finan-cial administration and procurement legislations.

iii. Observe strict financial administration oversight.

2016|

2020

1. Internal audit reports.

2. Procure-ment reports.

3. Financial Administra-tion Memo-randum.

Goal 8. Build Human Resource capacity to promote effectiveness and excellence.

ActionPrimary



a. Enhance the capacity of the Human Resource Department.

1. Conduct staff audit.

2. Design programmes to compliment identified gaps.

1. Registrar/ HR/ Deans/ HoDs

2016 Q2 1. Report on all staff.

b. Identify and recruit qualified, competent and committed staff.

1. Recruit experienced professors as academic advisers.

2. Recruit competent and experienced staff.

1. Vice Chancellor/ Pro-Vice Chancel-lor/ Registrar/ HR/ Director of Finance

2016|

2020

1. Qualified, competent and committed staff recruited.


c. Review staff training policy.

1. Constitute committees to review.

2. Provide sponsorship for training of staff to acquire higher qualifications.

3. Organize orientation, internship and for all staff.

1. Vice Chancellor/ Pro-Vice Chancel-lor/ Registrar/ HR/ Director of Finance

2016|

2020

1. Staff training programme developed and imple-mented.

d. Develop work plan and performance indicators for all departments.

Conduct annual performance review.

2016|

2020

1. Criteria for reward-ing best per-forming staff published.

2. Report an annual performance review.

e. Introduce a scheme to reward best performing staff.

Develop and publish crite-ria for publicly rewarding best performing staff.

2016|

2020

1. Such awardees are recognized Awards Day and Get-To-gether.

2. Such staff will be recognized internation-ally through the Universi-ty website.


Goal 9: Promote excellence in Research and Innovation.

ActionPrimary



a. Develop institutional research funding policy.

Policy shall emphasize on priority areas and mo-dalities for assessing funds earmarked for research.

1. Vice Chancellor / Pro-Vice Chan-cellor/ Director of Research and Innovations/ Academic Board

2016

1. Insti-tutional research protocols developed and opera-tionalized.

b. Provide support to facilitate the conduct of research by staff.

Earmark annual budgeted funds to support research and publication of research outcomes.

2016|

2020

1. Research funding itemized in annual budget.

2. Modalities for assessing research funds published.

2. Initiate an online institu-tional research journal.

Set up a committee to develop modalities for publishing an institutional research journal.

2016|

2020

1. Insti-tutional research journal developed and published on-line.


3. Provide avenues for showcasing research out-comes, products and ser-vices of staff and students.

i. Organize fora to foster dissemination of research results.

ii. Organize fairs to show-case innovative products and services developed by the University.

iii. Establish showroom to display the innovative products and services on the university campuses

iv. Motivate staff student for excellent research work.

1. Director of R and I; Head of ICT Services


2016|

2020

1.Annual innovation fairs organized.

2. Allocate space on the campuses for intended purpose

3. Provide motivation package


Goal 10: Forge local and international collaborations and partnerships.

ActionPrimary



a. Initiate partnerships to foster staff and students exchange programmes with institutions in Ghana and abroad.

Identify and initiate part-nerships with collaborative institutions to foster staff and student exchange programmes.

1. Vice Chancellor/ Pro-Vice Chancellor/ Industrial Liaison Officer/ Dean of IPELO

2016|

2020

Memoranda developed and relevant bodies collaborated with.

b. Pursue linkages with rel-evant professional bodies.

Identify and initiate part-nerships with allied profes-sional bodies.

c. Develop partnerships with relevant industries to foster research and in-ternships for both staff and students.

Identify and initiate partnerships with relevant industries.


d. Develop mechanism for regular interaction with alumni.

1. Develop database on alumni

2. Develop hall of fame of notable alumni.

3. Organize periodic alumni home coming events.

4. Develop an on-line news-letter aimed at alumni.

Chairman of Alumni Association

2016|

2020

1. Database on alumni developed.

2. Hall of fame of notable alumni developed.

3. Alumni homecoming events.

4. Develop an online newsletter aimed at alumni.

e. Establish a centre for Business development.

Liaise with the Centre for Business Development to provide consultancy for businesses.

Head of Business Advisory Manager

2016

Business Develop-ment Centre developed and a Senior Academic staff appoint-ed as Head.


19.0 PROJECTS AND IMPACTS19.1 Highlights and Status-quoThe Takoradi Technical University shall focus on this five-year (5) Strategic Plan with key highlights on all the thematic areas men-tioned above to ensure that the Key Performance Results KPR are achieved within the stipulated time of this document.

An overview indication of the Status-quo is as a result of the achieved targets set out within the 2005-2009 Strategic Plan ap-proved by Council in April 2005. The results achieved mentioned below are:

19.2 Summary and Estimated CostThe Takoradi Technical University during the period of 2005 - 2009 and to 2015 was able to commission the following projects and objectives with its attached estimated cost:

i) B.U Campus Business Block was commissioned 2006 at a cost of GH¢ 530,103.82

ii) GETFund Hall Block was commissioned 2006 at a cost of GH¢ 3,367,263.00

iii) Applied Arts Block Block was commissioned 2012 at a cost of GH¢ 1,821,060.23

iv) Auditorium Block was commissioned 2006 at a cost of GH¢ 587,046.91

v) Library Block was commissioned 2006 at a cost of GH¢ 350,000.00

vi) Renovation of Science Block was commissioned 2006 at a cost of GH¢ 56,256.87


vii) Amatrol Labs commissioned 2012 at a cost of GH¢ 305,046.84

viii) Jubilee Technical Training Centre (JTTC) commissioned 2013 at a cost of USD 6,000,000.00

Uncompleted projects within the period up to 2015 are as follows:i) Vice Chancellor’s bungalow with an estimated cost of Gh¢ 751,000.00

ii) Odro Block at an estimated cost of Gh¢ 13,733,953.00

The Takoradi Technical University has targeted to execute the following projects between 2016 – 2020:

i) Reconstruction of Odro Block at an estimated cost of Gh¢ 13,733,953.00

ii) 5-Storey SRC Hostel at an estimated cost of Gh¢ 9,000,000.00

iii) Construction of Tennis Court at an estimated cost of Gh¢ 200,000.00

iv) Construction of Engineering and Science facilities at Akatakyi at an estimated cost of Gh¢ 24,000,000.00 (6,000.000.00 USD).

v) Construction of two (2) Boreholes, pumps and accessories on two (2) campuses at an estimated cost of Gh¢ 45,000.00

vi) Completion of Vice Chancellor’s bungalow at an estimated cost of Gh¢ 200,000.00

vii) Extension and Renovation of Administration block at an estimated cost of Gh¢ 500,000.00


viii) Catering (Restaurant and Bakery) at an estimated cost of Gh¢ 20,884.50

ix) The university hospital is estimated at Gh¢ 3,000,000.00 and an amount of Gh¢ 300,000.00 shall be required in 2016 for the acquisition and installation of laboratory equipment.

x) Vehicle service bay (car washing, vulcanizing, wheel alignment and valeting with an estimated cost of Gh¢ 500,000.00

xi) Drinking water production with an estimated cost of Gh¢ 250,000.00

xii) Club houses with an estimated cost of Gh¢ 260,000.00

xiii) Autotronic laboratory at an estimated cost of Gh¢ 500,000.00

xiv) Beauty salon at an estimated cost of Gh¢ 50,000.00.

xv) Transport and driving school at an estimated cost of Gh¢ 13,000.00

xvi) Graphic and photo studio at an estimated cost of Gh¢ 200,000.00

xvii) Garments and leather at an estimated cost of Gh¢ 170,000.00

xviii) Furniture workshop at an estimated cost of Gh¢ 200,000.00

xix) Sports facilities at an estimated cost of Gh¢ 100,000.00


xx) Printing press at an estimated cost of Gh¢ 1,000,000.00

xxi) Asphalting of half a kilometer road on main campus at an estimated cost of Gh¢ 600,000.00

xxii) Fencing of the University Park is estimated at (Gh¢ 2,875,000.00) being 25% of the total cost of the mini stadium Gh¢ 11,500,000.00

xxiii) Rebranding of Takoradi Technical University estimated at Gh¢ 2, 550,710.00 for five (5) years.

The University shall focus on all the above-mentioned projects and ensure that the requisite funding have been allocated for all to be completed within the next five (5) years. The estimated consolidat-ed project cost for the university within the next five (5) years is pegged at Gh¢ 68,493,547.50

19.3 Structure of FundingThe Takoradi Technical University shall seek funding from the following sources to execute the projects within the period set out in this strategic plan:

i) GETFundii) IGFiii) Institutional and Corporate Donor Assistanceiv) Other Philanthropists

19.4 Funding Requirement and Projected CostAs mentioned supra, the Takoradi Technical University shall require a total estimated amount of Gh¢ 68,493,547.50 to complete all the projects within the next five (5) years.

19.5 Facilities and InfrastructureThe Takoradi Technical University within the period of this


strategic plan shall ensure that the following facilities and infrastructure are fully completed and commissioned:

i) Reconstruction of Odro Block ii) 5-Storey SRC Hostel iii) Construction of Tennis Courtiv) Construction of Engineering and Science facilities at Akatakyi v) Construction of two (2) Boreholes, pumps and accessories on two (2) campuses vi) Completion of Vice Chancellor’s bungalow vii) Extension and Renovation of Administration block viii) Catering (Restaurant and Bakery) ix) The University Hospitalx) Vehicle Service Bay (Car Washing, Vulcanizing, wheel alignment and valeting) xi) Drinking Water Production xii) Club Housesxiii) Autotronic Laboratory xiv) Beauty Salon xv) Transport and Driving School xvi) Graphic and Photo Studioxvii) Garments and Leather xviii) Furniture Workshop xix) Sports xx) Printing Press xxi) Asphalting of half a kilometer road on main campus

19.6 Systems and ControlsThe Takoradi Technical University shall establish an effective system and control to govern and monitor the targets set out in this Strategic Plan from 2016 – 2020. Through physical and electronic installation of centralized and integrated monitoring mechanism, the systems of the University shall include the following:


i) Ensure that Management mandates are well defined with the requisite roles in job descriptions.

ii) Ensure that timely reports are presented to authorities at set or given intervals.

iii) Ensure that all thematic areas have designed reporting templates.

iv) Ensure that all documents emanating from the system are duly signed by the authorized personnel.

The Controls of the University shall be approved by the University Council as follows:

i) All controls set out by Council shall be enforced by Management through the Deans and Heads of Faculties, Departments and Unit/Sections.

ii) All controls shall be reviewed for its effectiveness during the period through control audits instituted by Management.

iii) The University Staff shall be periodically trained and oriented with any changes whatsoever made during the period of evaluation.

iv) All University Staff shall report to Management any challenges related to the operational control of the system.

19.7 Content of PlanningThe Takoradi Technical University Planning programmes shall be internally developed by the Head of Planning Unit and shall report exclusively to the Vice Chancellor. All planning work of the University shall be dependent upon the results of the SWOT analysis, which deals with design of solutions and remedies to


address the weakness and threats. Considerations of both academic and non-academic reports from both faculties shall be considered as deemed by key stakeholders.

19.8 Structure of the PlanThe plan of the Takoradi Technical University shall contain the following key elements:

i) The Mandate of the University and Facultiesii) The relevant issues from the University Strategic Plan that requires address.iii) Environmental scan iv) The Vision and Mission Statement of the Universityv) Goals and Objectives vi) Strategies vii) Projects and Activitiesviii) The Key Performance Indicatorsix) Timelines for Implementationx) Costxi) Implementing responsibilitiesxii) Implementation, Monitoring and Evaluation (M&E)

The University shall ensure that all its Plans and Annual Plans shall be prepared with corresponding budget approved by the University Council.

20.0 PLAN EXECUTION, MONITORING AND EVALUATION20.1 IntroductionThe Takoradi Technical University Plans are linked between Plan Formulation and output. This implies that without effective Plan Implementation Strategies, a good plan would not produce the desired results. In the same vein, monitoring and evaluation is vital tool for smooth and effective plan implementation. Without it, a plan may not stay on course and therefore wastage of resources may occur.


20.2 Takoradi Technical University Strategic Plan - Implementation ProcessThe implementation of TTU Strategic Plan shall involve the following key activities;

i) Pre-implementation Activities ii) Implementation Activitiesiii) Monitoring and Evaluation

20.3 Pre-implementation Activities 20.3.1 Stakeholders Forum Before the design of the Strategic Plan stakeholders were given the opportunity to know the content of the Plan and to input therein. This was to ensure a high sense of ownership of the Plan in order to increase the degree of success of its implementation.

Stakeholder Fora were organised for identifiable groups in the University for this purpose. Four (4) of such fora organised were as follows;

i) University Councilii) Senior Membersiii) Senior and Junior Staffiv) Junior Members (Students)

20.3.2 Finalisation and Adoption of the Strategic PlanOn completion of the stakeholders’ fora, comments and inputs were analysed and the relevant observations incorporated into the final document before its adoption by the University Council.

20.3.3 Establishment of Faculty RealignmentSteps were taken to restructure the Faculties and its administrative machinery before the completion of the Strategic Plan. It was in view of this fact that the faculties are the main vehicles for the implementation of the TTU Strategic Plan.


20.4 Orientation Workshop for Principal ActorsAn orientation workshop was organized the University’s Principal Actors of the Strategic Plan to ensure a unified approach and a smooth takeoff. This ensured that the principal actors were informed of the specific actions to be taken and the need for collaboration among themselves for successful implementation.

20.5 Implementationi) Action Plan for key University ProjectsAction Plans have been drawn to facilitate all key projects such as the construction of infrastructural facilities as mentioned in Section 18.5 of this document (Facilities & Infrastructure).

ii) Preparation of Faculties, Departments and Units/SectionsThe premier task of the Faculty Deans, Heads of Departments and Heads of Units and Sections is to initiate and prepare specific plans for their various outfits based on this Strategic Plan.

iii) Preparation of Annual Action Plan at Faculties, Departments, Units/ Sections LevelsDeans of Faculties and Heads of Departments, Units/Sections shall prepare Action Plans for the various departments and units. In the preparation of the budgets, the zero-based approach should be used. Fund mobilization by the Deans of Faculties should be detailed out in their plans.

iv) Transfer and utilization of financial resources Budgetary allocation for the faculties, departments and units/sections shall be transferred for the implementation of the action.

20.6 Monitoring and Evaluation (M&E)The Takoradi Technical University’s M&E shall be taken at three levels:

i) Financialii) Works, Projects and other Activities


iii) Human Resource Performance

20.6.1 FinancialThe Deans of Faculties, Heads of Departments, Units/Sections shall ensure that all expenditures are in accordance with the laid down financial procedures and within the approved budgets. The University’s Internal Auditor shall be responsible for auditing all financial records and transactions and reporting to Vice Chancellor.

20.6.2 Works, Projects and other ActivitiesThe University’s works, projects and other activities for which funds are made available shall be implemented in accordance with their schedules in the Action Plans. In this context, timelines and deliveries are of importance, if the entire Plan is to be kept on course.

20.6.3 Human Resource PerformanceThe performance of various staff shall be periodically accessed based on approved performance indicators. In this respect, the Deans, Heads of Departments, Units/Sections shall collaborate with the Quality Assurance and Planning Units to develop Key Performance Indicators (KPIs).

20.7 Other Dimensions of M&Ei) Timing of the M&E ProcessSince the Plans consist of a variety of activities with different gestation period, different monitoring schedules shall be applied. For example, performance of Lecturers shall be measured at the end of each semester unlike the construction works in which the monitoring team have to visit the site at short intervals. What is critical in all cases shall be the need to define the specifics for the M&E exercise and stick to it consistently.


ii) The M&E ActorsThe staff responsible for M&E activities shall be defined in each case. However, it is important that the participatory approach which involves many stakeholders in the M&E process shall be adopted. This shall ensure that the various dimensions of the various outputs are fully accessed.

iii) Results of the M&E ProcessThere are two major key results expected from the M&E Process. These are outputs and impacts. The outputs deal with delivera-bles; example (Construction of Projects, mounting of Academic Programmes etc), whiles the impacts focuses on the changes resulting from the utilization of the project outputs example, utilization of the facilities. These are to be measured in both quantitative and qualitative terms in relation to Developed Performance Indicators.

iv) M&E ReportingReporting is one of the key cornerstones of the M&E process. It comprises methods of reporting, channels of communica-tion and the feedback system. The method of reporting includes verbal, written, photograph, video, etc. The Vice Chancellor of the University, Deans of Faculties, Heads of Departments, Units/ Sections shall select the appropriate specific methods for the M&E exercise. The channel through the M&E information should reach the authorities shall be defined. For example, this may include consultative meetings, electronic and hardcopy mailing systems.

Following the review of the M&E reports, the reactions of the authorities and other stakeholders shall be conveyed back to the implementing bodies through a feedback system. Where necessary and deemed appropriate, the feedback shall be used to fine-tune the implementation process. Where this feedback system is lacking, the M&E process shall be of little or no value. The processes outlined above shall be followed at all levels of the implementation


processes. This will ensure effective implementation of the plans.

The Takoradi Technical University Council shall take active role in the monitoring and evaluation of the Plan Implementation Process. It shall receive and review all M&E reports submitted to the Vice Chancellor.

19.8 Management of the Planned ImplementationThe Takoradi Technical University Council shall constitute a Strategic Plan Implementation Oversight Committee (SPIOC) for monitoring the implementation, evaluation of progress and possible review of the Strategic Plan at both the University and local (Faculties, Departments, Units/Sections) levels. The Quality Assurance and Planning Units of the University shall be the Technical Secretariat for managing the Plan Implementation.

The Heads of Quality Assurance and Planning Unit shall liaise with the Registrar/ Librarian/ Deans and Heads of Departments/ Units/ Sections in the management of the Strategic Planning and implementation. Ultimately, the Unit shall be responsible to the Vice Chancellor on matters relating to Strategic Planning within the context of Resource and Planning Committee.

21.0 CONCLUSIONThe Takoradi Technical University in its attainment of the status of the Technical University in the year 2016 has positioned itself to achieve its Mission through an advanced instructional delivery in engineering and applied sciences and also creative arts, business and technology-based research disciplines in strong collabora-tion with industry and competency-based teaching approaches, to contribute to the advancement of the Western Region and Ghana as a whole.

By the achievement of the goals and objectives set out in this Strategic Plan, Takoradi Technical University shall continue to



pursue its engineering and applied science oriented programmes of higher teaching and learning with cutting-edge programmes to develop the required national manpower for the industrialization of the country.

Documents

TAKORADI TECHNICAL UNIVERSITY · The Takoradi Technical University was established in September, 2016, as a result of the government’s policy to convert Takoradi Polytechnic, among