30/08/2026
100 Days in Office: Dr Ejezie Setting the Pace at FCET Umunze
By Sam Otti
A journey of a thousand miles begins with a single step. For Dr Virgy Nonye Ejezie, the journey began on Monday, May 18, 2026, when she assumed office as the fifth substantive Provost of the Federal College of Education (Technical), Umunze, Anambra State. One hundred days later, the footprints of a new administration are becoming increasingly visible across the College. The milestone was celebrated with a Thanksgiving Mass on Sunday, August 30, 2026, at Holy Rosary Catholic Church, Umunze.
For Dr Ejezie, an erudite scholar with more than three decades of teaching experience in the College, the assumption of office represents not merely a change of leadership, but an opportunity to reposition the institution for greater academic excellence, administrative efficiency, infrastructural renewal and sustainable development.
Before her appointment as Provost, Dr Ejezie served the College in various capacities. She was the Dean, School of Sciences, and later the Congregation Representative of the 8th Governing Council of the College, chaired by Dr Gani Azeez. With her assumption of office, a new Management team comprising the Deputy Provost, Dr T.A.K. Nzeribe; the Registrar, Comrade Joachin Eze; the Bursar, Comrade Emeka Oguegbulu; and the Librarian, Ameh Godfrey Shaibuwas equally constituted. Together, the team rolled up its sleeves and set about the task of rebuilding, reforming and repositioning the College.
Building Bridges with Staff Unions
Recognising that institutional transformation is anchored on cooperation and shared responsibility, the new Management commenced its administration with an interactive engagement with the three staff unions in the College: the Colleges of Education Academic Staff Union (COEASU), the Senior Staff Union in Colleges of Education (SSUCOEN), and the Non-Academic Staff Union of Educational and Associated Institutions (NASU).
The engagement provided an avenue for frank discussions on staff welfare, institutional development, discipline, productivity and quality service delivery. More importantly, it reinforced Management's commitment to constructive dialogue and a harmonious working relationship with the various groups within the College.
Transparency in the Welfare Package of Staff
Within a short time in office, this administration has won the hearts of College staff by the transparent handling of staff welfare. Aside the vigorous pursuing of welfare package of staff, arrears of promotion, and allowances received priority attention, as follows:
· Payment of 6 months backlog owed the National Health Insurance Authority (NHIA)
· Payment of 6 months staff promotion arrears
· Payment of 6 months arrears of staff annual increment
· Effected promotion of staff for 2024 & 2025, and commenced instant payment.
· Prompt payment of Consolidated Academic Tools Allowance (CATA) to Teaching Staff
· Payment of 2 months arrears of salary for casual staff
· Increment of salary for casual workers
· Prompt remittance of third party deductions (Unions, Staff Welfare Schemes, Multipurpose Cooperatives etc)
· Prompt payment of College Contractors to ensure completion of ongoing projects within the duration period.
· Transparent and equitable payment of all approved claims/requests within the limit of available tresources.
Reviving Moribund Ventures
Barely few weeks after the new administration settled in, immediate attention was drawn to some of the College's income-generating ventures that had either become moribund or operated below their potentials.
Management commenced an audit of the FECETU Microfinance Bank with a view to determining its financial position and strengthening its operations. The College's table-water venture, which had suspended production, was also revived and has resumed operations, contributing to the College's Internally Generated Revenue.
Plans have equally been set in motion to revitalise the FECETU Bakery, with the objective of restoring it to productive capacity and positioning it for the production of quality bread in commercial quantities.
These interventions reflect the administration's resolve to explore the productive potential of the College's assets while reducing dependence on statutory funding.
Reorientation Through Ethics
One of the defining initiatives of the first 100 days has been the intensive Workshop on Ethics organised for teaching and non-teaching staff across the College.
The programme was implemented across all nine Schools of the College and provided a platform for staff reorientation on the vision and mission of the new administration, professional conduct, workplace ethics, the Code of Conduct and the consequences of misconduct.
Beyond the workshops, the exercise underscored Management's conviction that institutional transformation must begin with the people who drive the system. A sound academic institution, therefore, requires not only infrastructure and technology but also a workforce committed to integrity, professionalism, discipline and excellence.
Renewing the Physical Environment
The first 100 days have also witnessed renewed attention to infrastructure and the physical environment of the College. Management commissioned the Early Grade Building, equipped with solar energy, furniture and internet connectivity. The renovated School of Fine and Applied Arts Building, previously in a state of considerable disrepair, was also completed and commissioned for academic activities.
The Management team has continued to inspect ongoing projects across the College, with particular attention to quality, compliance with contract specifications and timely completion. Contractors receive adequate mobilization and they reaffirm their commitment to delivering projects within the stipulated contractual periods.
The administration's approach is clear: infrastructure must not merely be constructed; it must be fit for purpose, durable and capable of supporting the academic mission of the institution.
A Day with the Provost
In a significant departure from conventional administrative engagement, the College hosted A Day with the Provost, an interactive forum that brought the Provost directly before students.
The programme, the first of its kind in the College, provided students with an opportunity to articulate their concerns, challenges and expectations. It also offered Management first-hand insight into issues affecting students and created a framework for prompt and responsive intervention.
The initiative reinforced the principle that students are central stakeholders in the academic enterprise and must therefore have a voice in conversations about their welfare and learning environment.
Feeling the Pulse of College Community
Within weeks of assuming office, Dr Ejezie embarked on an extensive tour of key facilities and assets across the College. The exercise took her to the MIS/ICT Unit, Car Pool, laboratories, College Clinic, Staff School, Demonstration Secondary School, Eziagu, Agric Ventures, Stores Unit, students' hostels and other critical facilities.
Immediate repairs and renovation works have since commenced at the Demonstration Secondary School, Eziagu to give the school a deserving facelift. Particular attention was given to facilities and equipment that had become dysfunctional. Management directed that urgent maintenance interventions be undertaken where necessary.
The Provost also embarked on unscheduled visits to offices, departments and units. These visits enabled her to interact directly with staff, assess working conditions and identify gaps in office facilities. Where shortages were observed, Management approved the provision of tables, chairs and other essential work tools.
The approach was simple but significant: leadership must not be confined to the office. It must go to the field, listen to the people and see the realities confronting them.
Reclaiming the College Environment
Perhaps one of the most visible transformations of the first 100 days has been the renewed attention to the College environment. At the beginning of the administration, overgrown grasses and weeds had encroached on several parts of the campus, from the Main Gate to the students' hostels, classrooms and administrative areas. The Provost consequently declared what could aptly be described as a state of emergency on the environment.
The response was immediate. Staff members demonstrated remarkable solidarity by joining the environmental clean-up, while Management deployed additional manpower and resources to restore the campus to a more befitting condition.
Today, the transformation is evident. Flower beds are better maintained, grasses are regularly mown, playing fields are tidier, and the general appearance of the campus has improved considerably.
The renewed environment is more than an aesthetic intervention; it sends a message about institutional pride, discipline and the dignity of the academic environment.
Renewed Focus on the Dual Mandate
One of the most consequential developments of the new administration is the aggressive preparation for the implementation of the Dual Mandate programme for the 2026/2027 academic session.
Less than a week after assuming office, the Provost constituted the College Enrolment Drive Committee (CEDC) and charged it with developing effective strategies for promoting the College's academic programmes within and beyond Anambra State.
The Committee immediately commenced engagement with communities, parents and prospective students, with particular emphasis on the College's Dual Mandate programmes. The response from prospective students and parents has, according to the administration, been encouraging.
Management has also put mechanisms in place for the implementation of the Dual Mandate, which gives the College the opportunity to award both NCE and degree qualifications within its mandate.
For an institution with decades of experience in teacher education, the development represents a significant milestone and an opportunity to expand its academic reach, attract a wider pool of students and strengthen its position within Nigeria's tertiary education landscape.
Addressing the Internal Road Challenge
The College's internal road network has also received the attention of the new administration. Shortly after assuming office, the Provost embarked on an inspection of the College's road infrastructure and identified areas requiring urgent intervention. The objective is to improve accessibility within the campus and enhance the overall appearance and functionality of the College. The initiative is consistent with the administration's broader vision of creating a campus environment worthy of a modern institution of higher learning.
Leadership of Purpose
The catalogue of activities undertaken during the first 100 days presents the portrait of an administration eager to move from promises to action. From staff engagement to student interaction; from the revival of income-generating ventures to environmental renewal; from ethics reorientation to infrastructure development; and from facility inspections to aggressive enrolment campaigns, the administration has demonstrated a willingness to confront institutional challenges directly.
One hundred days is undoubtedly too short a period to measure the full impact of an administration, particularly in an institution as complex as a tertiary college. Yet, the period is long enough to establish direction, priorities and leadership philosophy.
For Dr Ejezie, the direction appears unmistakable: listen, inspect, engage, reform and act. The journey to the Promised Land has begun in earnest. The road ahead may be long and challenging, but the first steps have been taken.
As the College prepares to mark the first 100 days of the administration, there is a growing expectation that the momentum will be sustained and translated into deeper institutional reforms, improved academic outcomes, enhanced staff welfare, stronger revenue generation and an even more conducive learning environment.
Indeed, the first 100 days may only be the beginning, but the footprints are already visible. The College Management led by Dr V.N Ejezie has set the pace. The task ahead is to sustain the momentum and turn the emerging vision into a lasting institutional legacy.
(Sam Otti is the Head, Information and Public Relations Unit of the College)
