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Surviving As a Private University in COVID-19 Era- The AIT Experience

The thought of the above adage is illustrated by the case of the private university sector in Ghana. Before the COVID-19 pandemic, the survival of the universities in this sector, which employs thousands of Ghanaians, was heavily dependent on admission numbers and students’ ability to pay fees.

Worse yet, several of these universities were even struggling for students due to the dwindling number of international students coming to study in Ghana. To add insults to injury, they faced a fierce competition from their counterpart public universities who had expanded their respective distance education programmes in a bid to boost up their Internally Generated Funds in order to compensate for the drop in Government subventions to their institutions.
As if that was not enough for the already crippling private university sector, COVID-19 reared its ugly head raking in havoc of global proportions. The sector was hard hit where it actually hurt- right in the middle of the semester- when most students had not even paid their semester school fees.
Sad to say, several of these universities did not have the requisite technological systems in place to ensure the unabated continuance of the academic activities even in the midst of the crises.
The Accra Institute of Technology (AIT), an independent technology-focused research university based in Accra, Ghana employed a model, which has by far proven to be the surest way of survival in this pandemic and beyond.
The operations of AIT have continued uninterrupted despite the pandemic due to their strength in using technology to boost teaching and learning.
The university has a Learning Management System dubbed ‘LEMASS’ which is effectively utilized in the delivery of online teaching and learning modes for their students. One would wonder how AIT came by the exact systems needed to combat the challenges that accompanied the COVID-19 pandemic.
Interestingly, these systems were not developed as a mere survival measure, as it were, for COVID-19 as in the case of several struggling universities. In fact, these technological systems cannot be developed in weeks or months to solve specific problem at a time.
Development of such systems and solutions takes years of dedication, discipline and commitment to arrive at a working system fit for the specific educational purpose.
The AIT success story of implementing technology in education predates COVID-19 back to 2009 when it was the only university in Ghana that had a system, which allowed students to submit assignments, access electronic library, partake in quizzes etc. Lecturers in the university could grade their work online and assess their students in whatever form using the same system.
Therefore, a ban on physical contact with students had zero impact on their operations since they were already using systems. All the university had to do was to deploy these systems with very few modifications due to the pandemic in order to better serve our students.
In an effort to eliminate any physical interaction between students and the faculty of AIT while still realizing the same outcomes of the teaching and learning experience, the institution deployed a clearly stated protocol to better streamline the entire online learning experience.
The AIT Protocol for the Delivery of the Online Teaching and Learning Program stipulates the five (5) different components of the process namely:
- Online (Asynchronous) Teaching and Learning
- Online (Synchronous) Class Sessions (OCS)
- Scheduled Online Interaction Sessions (OIS) with learners on pre-planned topics, issues) and/or general issues during Scheduled Online Office Hours of Instructor
- Scheduled Online Forum Sessions (FSO) with Instructor
- Online Feedback Sessions (OFBS) with Instructor
What would a student of this noble institution expect from this five-component Online Learning Process?
The Asynchronous online learning applies to the case where learners log-into say a learning management system/platform like LEMASS and/or other sources to access learning materials, resources and assignments earlier on posted or made available online on the platform by the instructor/lecturer in preparation for a scheduled Online(synchronous) Class Session(OCS).
This means that for each Online Lecture Topic (OLT) of the syllabus that a Instructor/lecturer intends to teach each week online, students would always expect the Instructor/lecturer to identify and direct them to relevant resources as a pre-reading and/or reference materials/resources to be accessed in preparation of the OCS and to refer to for revision after the OCS.
On the other hand, the Synchronous online learning or Online Synchronous Class Session (OCS) applies to instructor-to-learner and learner-to-learner learning interactions that are happening at the same time, – meaning in real-time via a teaching delivery system/platform (like GOOGLE CLASSROOM, ZOOM etc. depending on what students agree on with their lecturer) at a scheduled time on the university timetable to engage in the teaching (by the instructor) and the learning (by the learners) process.
Students would expect that the Instructor/lecturer would make available to them the lesson presentation (e.g. LSPs, prepared PowerPoint presentation, or other lesson notes) that he would be going through during the OCS at least 24 hours before the OCS so that they can go through before the session.
After every OCS, students would also expect on LEMASS, assignments/quizzes/tests on the OLT to examine their level of understanding of the course materials/notes presented during the OCS.
Each instructor is expected to schedule one Online Forum Session (OFS) per week on the OLT for that week. The OFSs are to be done using the facilities of LEMASS and/or any other prescribed platform by the university. The process is as follows:
- The Instructor post the initial issue/subject/statement relating to the OLT in question to be discussed on the forum and learners are to contribute to the forum following laid down guidelines.
- Participation in the forum is compulsory and would be graded as per the clearly stated guidelines in the Online Forum Grading Template developed by the university.
- Participation in the OFSs will take the place of attendance and participation as in face-to-face teaching accounting for 10% of the final grade of students.
Instructors delivering online courses at AIT are also expected to interact with learners online in between the scheduled Online (synchronous) Class Sessions (OCS) to check on how learners are coping with the course materials assigned to them in preparation for the next Online (synchronous) Class Session (OCS) and also to discuss specific topics or aspects of the course materials that learners find challenging.
This means for each registered course, students would expect Instructors to have at least 3 OISs per course per week with learners, and spend at least a ½ hour (30 minutes) per each session.
In addition to the Online Interaction Sessions (OIS) for the asynchronous and the synchronous delivery of the course (OLT-by-OLT), Instructors are also expected to engage in an Online Feedback Session (OFBS) with learners. This will include facilitating:
- Unscheduled one-on-one feedback session with students (if and when a student request for feedback on any aspect of the online learning process of the course in question or a particular OLT)
- General feedback to students on a given course you are teaching on assignments/test/exams, course-learning materials, lessons among others.
All these components combine to give the students the needed guidance that is unmatched by even a face-to-face interaction with their lecturers. Yes, when technology is used in education, risks are reduced, cost is managed, learning convenience is maximized and the risk physical contacts with its accompanying challenges are contained, if not eliminated.
However, it is rather sad that a university like Accra Institute of Technology, which has been preaching the use of technology for the past ten years has not received maximum support to train, educate and help other institutions to reach their optimum level.
It would be a big shame, if after surpassing this pandemic and surmounting its accompanying challenges, we resort to the old ways of doing things. All roads must now lead to AIT to learn how they have used technology to defeat the educational challenges emanating from the pandemic.
It is COVID-19 today, but we don’t know what will come tomorrow. There is, therefore, the need to relook at our educational delivery in this technological era. A good start would be to go the AIT way.
News
SiBAN New Executive Council to Champion Vision for Nigeria’s Digital Economy

The Stakeholders in Blockchain Technology Association of Nigeria (SiBAN), the nation’s foremost self-regulatory body for the blockchain industry, has completed its election cycle, heralding the beginning of a new executive council dedicated to scaling Nigeria’s digital economy.

The highly anticipated elections concluded recently with the emergence of a new leadership team poised to champion industry standards, foster innovation, and drive widespread adoption of blockchain technology across the country.
The newly elected executives, who will officially assume their roles in January 2026, represent a blend of legal, financial, and technical expertise critical for navigating the evolving regulatory landscape.
Leading the charge is Mela Claude-Ake, a lawyer, who has been elected the President of SiBAN to succeed the outgoing President, Obinna Iwuno, whose tenure was marked by significant achievements, including facilitating crucial reforms and forging strategic partnerships with regulators and other critical stakeholders in the digital asset industry. Mr. Iwuno will formally hand over the reins to the new council in January 2026.
Other elected to the executive council are Chimene Chinah – Vice President 1, in charge of Blockchain education and adoption; Oroke Cornelius – Vice President 2, in charge of membership, strategic partnerships, and funding; and Ayo Shonibare – Vice President 3, in charge of policy, regulation, and ethics.
Others are Ugochukwu Peters – Vice President 4 in charge of digital asset operations and capital markets, Mbene Vivian – Chief strategy officer in charge of projects and incubation, Olufunmilayo Tugbobo as Financial Secretary/Chief Financial Officer, and Chiemeka David Ohajionu as Chief Communications Officer.
The newly elected council’s structure reflects SiBAN’s commitment to addressing key pillars of the blockchain ecosystem: from grassroots education and fostering innovation through projects, to establishing robust regulatory frameworks.
In his acceptance speech, Mela Claude-Ake emphasized the vital role SiBAN plays in shaping the future of finance and technology in Nigeria.
“The trust placed in this new council is not one we take lightly. We inherit a great foundation built by the outgoing team. Our mission now is to accelerate. We stand at a critical juncture where the potential of blockchain to revolutionize every sector, from finance and governance to supply chain, is undeniable. This new council will focus relentlessly on advancing smart, collaborative regulation, democratizing blockchain education, and protecting the interests of all stakeholders to ensure that Nigeria remains a leader in the African digital economy space,” he assured.
He added that he is humbled by the opportunity to be the face of one of Nigeria’s youngest and most promising sectors — blockchain tech.
“As a tech enthusiast I am excited at the possibilities. The ecosystem needs careful nurturing by the government. My administration will be focused on building new bridges for the blockchain sector internationally and domestically, establishing trust with the public and unifying the sector. I enjoin all blockchain stakeholders in Nigeria, connected to Nigeria or of nigerian heritage to join hands together with my administration in building the industry of our dreams.”
The industry now looks forward to the handover ceremony in January 2026 and the initiatives the new SiBAN leadership will unveil to solidify the association’s role as a catalyst for innovation and a respected partner to the Nigerian government.
News
APC National Chairman Appoints Mr. Abimbola Tooki as Special Adviser on Media

The National Chairman of the All Progressives Congress (APC) has approved the appointment of Mr. Abimbola Tooki as Special Adviser on Media and Communication Strategy.

Mr. Abimbola Tooki
The appointment reflects the Chairman’s confidence in Mr. Tooki’s vast experience, professional pedigree, and proven capacity to deploy strategic communication in strengthening party cohesion, public engagement, and effective message delivery at both national and international levels.
Mr. Tooki is a celebrated journalist, columnist, and media strategist with deep expertise in governance reporting, crisis communication, information management, and team leadership.
He is widely regarded for his ability to bring institutions closer to the people through the effective use of conventional and digital media platforms.
His career demonstrates a consistent track record of innovation, results-oriented leadership, and excellence in managing internal and external communications.
A versatile Information and Communications Technology (ICT) editor for many years, Mr. Tooki managed and developed influential ICT and business sections in leading newspapers, contributing significantly to public understanding of technology and economic issues.
He also pioneered major newsroom initiatives, including the establishment of specialised ICT publications, and is respected for his sharp analytical skills and solution-driven approach in fast-paced environments.
His professional journey spans several reputable media organisations, culminating in his role as Editor of BusinessWorld Newspaper, where he oversees editorial direction, production, administration, and corporate management.
He previously rose through the ranks at Financial Standard, earning rapid promotions due to exceptional performance, intellectual depth, and dedication to duty.
Mr. Tooki is also a familiar face and respected voice in broadcast media, serving over the years as a guest analyst on platforms such as Channels Television and other national stations, where he analyses major headlines, public policy, and issues of national importance.
Academically, he holds an MBA from Obafemi Awolowo University, a Postgraduate Diploma in Journalism from the Nigerian Institute of Journalism, and a Bachelor’s degree in Language Arts from the University of Ilorin.
In his new role, Mr. Tooki is expected to provide strategic direction for the Chairman’s media engagement, strengthen the APC’s communication architecture, manage reputation and messaging, and enhance the party’s interface with stakeholders, the press, and the Nigerian public.
The APC congratulates Mr. Abimbola Tooki on his appointment and wishes him success as he brings his wealth of experience, energy, and professionalism to bear in support of the Chairman and the party at large
News
FRC, ICPC Seal Anti-corruption Alliance

The Fiscal Responsibility Commission (FRC) and the Independent Corrupt Practices and Other Related Offences Commission (ICPC) have signed a memorandum of understanding (MoU) to enhance institutional synergy and accountability in public finance management.

The partnership is also to deepen transparency and strengthen the fight against corruption in Nigeria.
The Executive Chairman of the FRC, Mr. Victor Muruako, and the Executive Chairman of the ICPC, Dr. Musa Adamu Aliyu, expressed profound satisfaction over the partnership, describing the signing as timely and symbolic, coming on a day dedicated globally to integrity, transparency, and the fight against corruption.
Speaking at the ceremony, both chairmen reaffirmed their agency’s shared commitment to prudent management of Nigeria’s resources, fiscal discipline, and the coordinated strategies to confront corruption and financial mismanagement.
Under the MoU, both agencies will collaborate extensively in capacity building, joint investigations, information sharing, asset recovery, and enforcement operations.
The ICPC, through its Anti-Corruption Academy of Nigeria (ACAN), will provide specialised training to FRC staff in forensic investigations, financial crime detection, digital evidence recovery, and prosecution strategies. In turn, both agencies will exchange resource persons for workshops and public enlightenment programmes.
The agreement further empowers both institutions to conduct joint investigations and coordinated operations where violations cut across the mandates of both the Fiscal Responsibility Act, 2007 and the ICPC Act, 2000. It also establishes a framework for mutual assistance in tracing, freezing, confiscating, and recovering stolen public funds.
On information sharing, the MoU guarantees the confidential exchange of intelligence, financial records, and technical data, while upholding strict ethical standards and full compliance with all applicable laws.
According to the parties, the collaboration will significantly enhance Nigeria’s anti-corruption architecture by eliminating institutional silos and strengthening enforcement outcomes.
The Memorandum of Understanding, which can be terminated with a 30-day notice by either party, marks a renewed and expanded phase of cooperation between the two key integrity institutions.
The signing ceremony concluded with both chairmen reaffirming their resolve to work tirelessly to promote accountability, transparency, and sustainable national development in line with the Constitution of the Federal Republic of Nigeria and existing anti-corruption laws.
Meanwhile, the Chairman of the FRC, Victor Muruako, has commended the ICPC Chairman, Dr. Musa Adamu Aliyu, and his team for sustaining the Commission’s legacy as one of Nigeria’s frontline anti-corruption institutions. Muruako particularly highlighted the signing of the MoU between the two agencies, describing it as a major step toward strengthening inter-agency collaboration in tackling corruption at all levels of government.
According to him, both agencies have, in recent months, intensified joint efforts to enhance accountability and prevent corruption at the local government level. These efforts, he noted, focus on improved budget preparation, prudent management of public funds, and the modernisation of tax, financial and asset administration systems.
He emphasised that where acts of corruption are detected, the law must take its full course to deter future offenders.
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