H10. Self-sustained Laboratories

The history of the Nigerian university, and the sudden growth in the number of private universities in the last two decades, has created concern for stakeholders because, as the demand for university education increases, the environment, in terms of academic management and institutional recognition, become questionable, as mentioned by Obasi et al., (2010). Particularly questionable features include a relatively large  number of private-sector establishments and the prevalence of different interpretations of government policies on university education and management techniques such as quality. The new goal of profitable private universities have created problems in the adoption of a common system for institutional or programme accreditation and quality assurance, in that private universities, must conform to the requirements
of their founders and government policies through the NUC to meet local student, community and industry demand, needs and expectations, to conform to the regulations of the Ministry of Education and still make a profit. Obasi et al. (2010) argued that there are doubts as to whether Nigerian universities were able to continue to lay claims on being central to national capacity, connecting to the new international knowledge system, or to adopt or further adapt developing new technologies needed in wider society. The authors claimed that that university governance in Nigeria was mainly about crises management, including;  financial crisis, deteriorated infrastructure, brain-drain syndrome, erosion of university autonomy, graduate unemployment, volatile and militant student unionism, secret cults, political interference, and strikes, all of which have affected the quality of education. Obasi et. al. (2010) argued the majority of these problems were traced back to lack of proper management and policies not being implemented for the reasons they were originally formulated.