Forward-thinking leaders of tertiary institutions are increasingly recognizing the
critical importance of building a well-cultured and effective Student leadership. This
is because value-driven Student leadership is pivotal to essential institutional goal
of providing top-notch Student learning and engagement atmosphere both within
and outside the Campus environment. Historically, and as an on-going trend,
Student-driven campus crises have far-reaching implications and have plagued
development in several tertiary institutions.
Most of these are often based on misunderstanding and outright disagreement
between University Management and Student leaders. In reality, engaging with
institutional authorities, Student leaders and their followers are often driven by a
desire for change in processes, a passion to innovate new ideas, and a mission to
be a partner in building the Citadel of learning.
These intrinsic qualities can be harnessed to foster goal-driven and
development-focused Campus engagement through strategic training of Student
leaders and by helping them further hone visions for top-notch performance
during their tenure. This is the primary goal that we are geared to achieve with
SLEDT. By engaging multi-institutional Student leaders’ under the auspices of
this initiative, we will inspire new leadership traits through training, reinvigorate
passionate Student leaders by sharing of best-practices, and challenge the Student leaders through carefully designed competition which will showcase their
competencies and achievement based on 7 cardinal benchmarks which include;
Vision, Continuity, Accountability, Agribusiness, Peace, Productivity and
V – Vision: What are your short- and long-term visions for your Students’ Union
and School? What strategies are you employing to deliver these visions?
C – Continuity: What are the structural processes that you have
developed/adopted to ensure cohesive succession and transition from your
tenure to the next team of elected leaders?
A – Accountability: How have you managed the financial resources that were
available to you – including the funds bequeathed to you, fees, donations, and
gifts? In what ways have you optimized returns on investments and value-added
A – Agribusiness: if you have five hundred thousand naira (500,000), how can
you make raw food cheaply available for the students on your campus, with the
mind of operating your own farm and creating an agro-supermarket? Thereby
implementing operation; eat well, read well and pass well.
P – Productivity: In what ways did you enhance the socio-economic status of the
Student Union? What are the key institutional and environmental impacts of
projects and initiatives that you have implemented? What are the new
innovations and initiatives that you have delivered to raise the bar of Student
leadership and engagement within and outside Campus?
P – Peace: In what ways did you mitigate potential/emerging Student crises? How
did you promote peace and effective dialogue to further advance mutual
understanding between your Institutional Management and Students?
S – Sustainability: How have you been able to support overall Sustainable
development within your Institution and your sphere of influence?