ADDIS ABABA UNIVERSITY

UNIVERSITY-WIDE STRATEGIC PLAN 2008 – 2013

"Shaping the Future of

Flourishing Higher Education for

a Regenerating Nation"

January 2008

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Contents

Executive Summary iii Introduction viii Chapter 1: AAU's Vision, Mission, and Values 1 1.1 Vision 1 1.2 Missions 1 1.3 Values 3 Chapter 2: Internal and External Strategic Issues 5 Chapter 3: Objectives and Goals 12 Chapter 4: Action Plans 25 Monitoring and Evaluation 54 Summary of Additional Resource Requirement Estimations 56 List of Participants in University Level Strategic Planning 57

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Executive Summary This Strategic Plan is the first attempt by AAU to chart its future direction towards self-transformation

into predominantly graduate and research institution. The University began the task of framing strategic

plan by establishing a Strategic Planning Committee (SPC) ), consisting of sixteen members and chaired

by the President. The Strategic Planning Committee drew together thousands from all constituencies of

the academic community in a variety of flora bidding them into their own future and urging them to shape

it collectively. A series of week-end staff and student meetings were conducted to identify

University's areas of strong and weak performance and to clarify emerging problems and

opportunities. Consultative meetings were also held with different international partners with

rich experiences in university strategic planning and reform. Finally, opinions were solicited

from various stakeholders.

Definition of vision and missions Following the deliberative exercise, SPC was in a position to articulate the University’s

vision and mission. These clearly define the areas of focus for AAU.

Vision

Addis Ababa University aspires to be a pre-eminent African research university

dedicated to excellence in teaching, critical inquiry, creativity and public action in

an academic community that cultivates and celebrates diversity.

Missions

The University's mission includes:

1. Foster a democratic University which gives pride of place to its students in

instruction and provision of services, while encouraging the robust exercise of

academic freedom through equal and full participation of its members and a

free play of diverse perspectives, in both learning and governance.

2. Enhance Ethiopia's capacity in higher education by developing vibrant

graduate programs and by nurturing professional competence, humanistic

education, scientific culture, academic excellence and cultivating committed

and ethical citizenry.

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3. Develop teaching and research programs relevant to Ethiopia's sustainable

development and, when appropriate, cross disciplinary bounds in order to

address the most pressing challenges of our time.

4. Disseminate knowledge and results of research so as to raise awareness about

critical issues central to the lives of local, national, and global communities.

5. Maintain quality, dedicated, diverse faculty and support staff in key academic,

administrative, and staff leadership positions .

6. Nurture gender equality in and out of the classroom, sustained by a faculty

and student body with varied cultural and intellectual perspectives.

7. Nurture multicultural equality in and out of the classroom, sustained by a

faculty and student body with varied cultural and intellectual perspectives.

8. Promote public engagement integrated with teaching and research so as to

gain practical knowledge and to promote, among both students and staff,

commitment to the advancement of human well-being and freedom.

9. Preserve and enrich Ethiopia's natural and cultural heritage.

10. Enrich an Ethiopian perspective in the curricula, research agenda, and enlarge

an Ethiopian presence in the graduate faculty in order to make an effective

contribution to national efforts to answer pressing problems and challenges

facing the country and the citizenry.

11. Pursue research and teaching programs from distinctively African

perspectives and address challenges facing Africa.

12. Extend special support to students with disabilities and to students coming

from groups and communities historically denied equal opportunity in higher

education.

13. Produce graduates that will become leaders in their communities and public

services, accomplished professionals in their respective disciplines, and

capable of becoming fully competitive in all sectors - - both the private and

public - - , in academic institutions and in the international community.

14. Provide wide-ranging educational opportunities, in and off campus, for active

professionals and life-long learners, deploying information technology.

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15. Engage the University in mutually rewarding on-going collaboration with

emerging Ethiopian universities and strategic partnership with national and

international universities, research institutions as well as with the private

sector.

Identification of strategic issues The fundamental issues that emerged from environmental and other analyses that the University has to

address to achieve its mission and move towards its desired future were elaborated under seven issue

domains:

• Governance and Administration

• Infrastructure and Resources

• Programs of Study and Educational Support Services

• Staff

• Students

• Addressing National Priority Agenda

• Public Engagement and International Collaboration

Formulation of strategic objectives, goals and action plans To address strategic issues and develop deliberate strategies for achieving its missions, AAU set strategic

objectives, goals and action plans. All together, twenty-three objectives addressing growth, teaching,

research, innovation and resources were formulated:

Objective 1: Create a chartered self-governing university with a focus on graduate study

and research; flourishing diversity and academic freedom; and consolidated

faculties and institutes that enjoy wide autonomy.

Objective 2: Develop an academic administration dedicated to graduate studies and

research.

Objective 3: Provide the requisite quality and quantity of infrastructure and resources to

create and maintain a sustained enabling teaching and learning environment

in all University campuses.

Objective 4: Mobilize resources from various sources for the implementation of the

strategic plan

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Objective 5: Develop and deliver relevant and quality educational and training programs

Objective 6: Expand distance education programs to meet the needs for educational

opportunities of diverse groups

Objective 7: Enhance educational support services and resources

Objective 8: Establish jointly with other higher education institutions national core

scientific laboratories to use resources efficiently and encourage

collaborative activities.

Objective 9: Develop and maintain qualified, competent, committed, diverse and

adequately supported faculty to create and sustain vibrant programs of study

and research.

Objective 10: Develop and maintain a qualified, competent, committed, diverse and

adequately supported administrative staff responsive to the academic

community of a research university and to public demand.

Objective 11: Promote professional excellence of academic staff through self-initiated

associations

Objective 12: Enhance academic performance of students

Objective 13: Increase graduate student enrollment

Objective 14: Enhance community engagement of students

Objective 15: Promote student maturity, ethics, comportment (conduct and

behavior), respect for ethnic and religious diversity through self-initiated

associations, group discussions, and through compulsory general courses to be

developed.

Objective 16: Create in all campuses a conducive teaching-learning environment.

Objective 17: Promote diversity and multicultural interaction of students

Objective 18: Develop and implement graduate and research programs responsive to national

imperatives and goals, and short-term training courses and consultancy

services geared to meeting public and private demands.

Objective 19: Develop strategic alliance with national universities (all federal and selected

private universities).

Objective 20: Promote active engagement of the University in the provision of socially relevant

public service.

Objective 21: Promote University engagement with parents, alumni, private companies,

public enterprises, foundations, professional associations and NGOs.

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Objective 22: Develop an organized and focused relationship with international development

agencies - - bilateral and multilateral - - that support the University's priority

agenda such as development of PhD programs, thematic research, and staff

development.

Objective 23: Develop strategic alliance with international universities and associations

(disciplinary associations and International Association of Universities,

Association of African Universities).

Under each objective, specific statements of what the University aims to achieve - - namely goals - -

were formulated. Finally, the action plans for AAU to achieve its strategic goals were framed after

numerous discussions and deliberations.

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Introduction

This Strategic Plan is the first attempt by AAU to chart its future. The President of Addis

Ababa University, Professor Andreas Eshete, launched the process of drafting the

strategic plan. The planning process has taken into account past experiences with their

concomitant challenges, current issues characterized by the high national priority

accorded to the growth of higher education, future challenges posed by AAU’s self-

transformation into a predominantly graduate and research institution, and the necessity

of putting in place a student-centered paradigm in higher education .

The Strategic Planning Committee (SPC) ), consisting of sixteen members nominated by

the President, conducted a number of meetings to draw together all their energies in order

to coherently and harmoniously provide the critical leadership essential for an efficient

and successful university strategic planning process. These meetings involved: sharing

experience among members; establishing consensus on common factors that trigger

university-wide strategic planning; exploring concepts and models of strategic planning;

relating these to AAU context; and developing a road map and mechanisms to

communicate this to the University community.

A series of six consecutive week-end retreats were conducted in May and June 2006 at

Adama to identify and discuss internal and external issues affecting Addis Ababa

University. A total number of 450 to 500 people, who sufficiently represent the

University community, participated in these retreats. The different faculties, research

institutions and administrative units which participated in these meetings were grouped

into five major clusters with a proportional allocation of the units involved. Each group

was formed with a ratio of 50% academic staff, 35% administrative staff and 15%

students with due consideration to gender and disability representations. Each group

conducted its discussion independently, selecting its own chairs and rapporteurs as well

as choosing its own methodology of discussion, which was at times independent of the

SPC's guidelines. The SPC had also provided a template which was optionally employed

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as an aid to compile the outcome of the discussion. Each group presented its summary

report at the end of the sessions to the week's participants and submitted it to the SPC.

The consolidated reports from the retreat were distributed to the wider community for

validation. The staff (academic as well as administrative) and students meetings were

conducted separately during a four-day period, June 15 to 18 at each faculty.

The SPC also held consultative meetings with different international partners: a

delegation from Emory University and university presidents from different parts of the

world who have rich experiences on university strategic planning and reform.

The committee, after reviewing the strategic planning process, saw the practical need for

establishing an office that would be fully engaged in the day-to-day activities of the

process and work on confidence building by facilitating the process and implementation

of the ongoing reform activities as well as identifying areas of reform, "quick wins" and

act upon those identified areas to pave the way for the implementation of the strategic

plan. However, instead of starting from scratch and duplicating offices with closely

related and overlapping mandates, the SPC reorganized and transformed the University

Reform Office into the Office of Strategic Planning and Reform.

After reorganizing the office, the SPC embarked upon the next phase of soliciting input

from various stakeholders, professor emeriti, prominent citizens, elected and appointed

officials of the country, employers and friends of the University. Various panel

discussions and debate forums on different themes concerning higher education and

AAU’s future direction and its contributions to the development of the country were

organized in November 2006.

After the stakeholders conference, SPC was able to articulate the University vision,

mission and values and this was subsequently sent to colleges and faculties for their

comments. Moreover, the office held a workshop aimed at giving guidelines for

launching the strategic plans of faculty, college and institutes.

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In addition, the SPC further analyzed the Consolidated and Validated Reports of the

Adama Retreats with the aim of arriving at categorized strategic issues and using these to

draft strategic objectives, goals, actions as well as detailed action plans with success

indicators, timelines, responsible bodies, and resources required to execute the actions.

The SPC co-opted members of the University community to perform these tasks.

After several discussions and deliberations, the SPC worked out and compiled the

University-wide final strategic plan and submitted it in the form provided in the

following pages.

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Chapter 1: AAU’s Vision, Mission and Values

1.1 Vision

Addis Ababa University aspires to be a pre-eminent African research university dedicated

to excellence in teaching, critical inquiry, creativity and public action in an academic

community that cultivates and celebrates diversity.

1.2 Mission

The University's mission statement, approved by SPC, includes:

1.2.1 Foster a democratic University which gives pride of place to its students in

instruction and provision of services, while encouraging the robust

exercise of academic freedom through equal and full participation of its

members and a free play of diverse perspectives, in both learning and

governance.

1.2.2 Enhance Ethiopia's capacity in higher education by developing vibrant

graduate programs and by nurturing professional competence, humanistic

education, scientific culture, academic excellence and cultivating

committed and ethical citizenry.

1.2.3 Develop teaching and research programs relevant to Ethiopia's sustainable

development and, when appropriate, cross disciplinary bounds in order to

address the most pressing challenges of our time.

1.2.4 Disseminate knowledge and results of research so as to raise awareness

about critical issues central to the lives of local, national, and global

communities.

1.2.5 Maintain quality, dedicated, diverse faculty and support staff in key

academic, administrative, and staff leadership positions.

1.2.6 Nurture gender equality in and out of the classroom, sustained by a faculty

and student body with varied cultural and intellectual perspectives.

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1.2.7 Nurture multicultural equality in and out of the classroom, sustained by a

faculty and student body with varied cultural and intellectual perspectives.

1.2.8 Promote public engagement integrated with teaching and research so as to

gain practical knowledge and to promote, among both students and staff,

commitment to the advancement of human well-being and freedom.

1.2.9 Preserve and enrich Ethiopia's natural and cultural heritage.

1.2.10 Enrich an Ethiopian perspective in the curricula, research agenda, and

enlarge an Ethiopian presence in the graduate faculty in order to make an

effective contribution to national efforts to answer pressing problems and

challenges facing the country and the citizenry.

1.2.11 Pursue research and teaching programs from distinctively African

perspectives and address challenges facing Africa.

1.2.12 Extend special support to students with disabilities and to students coming

from groups and communities historically denied equal opportunity in

higher education.

1.2.13 Produce graduates that will become leaders in their communities and

public services, accomplished professionals in their respective disciplines,

and capable of becoming fully competitive in all sectors - - both private

and public - -, in academic institutions and in the international community.

1.2.14 Provide wide-ranging educational opportunities, in and off campus, for

active professionals and life-long learners, deploying information

technology.

1.2.15 Engage the University in mutually rewarding on-going collaboration with

emerging Ethiopian universities and strategic partnership with national

and international universities, research institutions as well as with the

private sector.

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1.3 Values

The University is guided by commitment to a set of core values.

1.3.1 Academic Freedom

The University upholds academic freedom as a core value.

1.3.2 Excellence

The University pursues excellence as the ruling standard in teaching, scholarship and

creative activity, and commits itself to the attainment of the highest standards in

academic performance.

1.3.3 Integrity and Professionalism

The University promotes honesty, integrity, ethical conduct, and nurtures a culture of

teamwork, collegiality and mutual support among members of the University community.

1.3.4 Diversity

The University promotes diversity of its teaching faculty, support staff and students, and

encourages the expression, consideration and evaluation of diverse ideas.

1.3.5 Tolerance and Mutual Respect

The University promotes and maintains a culture of tolerance and mutual respect.

1.3.6 Social Responsibility and Public Service

The University promotes good citizenship and active public engagement, and commits

itself to partnerships to extend knowledge and expertise for the betterment of all.

1.3.7 Initiative

The University, in its academic programs and other activities, encourages and rewards

individual and group initiative and creativity among members of the University

community.

1.3.8 Reliance on Authority of Reason

Pronouncements and undertakings of the University shall reflect reason and scholarship.

Respect for the law of the country shall be the guiding principles of the University

community.

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1.3.9 Student-centeredness

The University is committed to providing an academically challenging and

supportive learning environment that motivates students to be actively engaged in

their own learning and to be agents in decision making and governance.

1.3.10 Efficiency

Optimal mobilization as well as efficient and equitable deployment of human and

other academic assets shall be a standing concern of all members and bodies of

the University.

1.3.11 Appreciation of African Initiatives

The University maintains an appreciation of African initiatives in all scholarly

work.

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Chapter 2: Internal and External Strategic Issues

As indicated in the introduction, SPC conducted an extended process of SWOT (strengths,

weaknesses, opportunities, threats) analyses. The internal and external strategic issues

identified in the process are categorized into issue domains and summarized.

2.1 Internal Strategic Issues

2.1.1 Governance and Internal Autonomy

Strengths Weaknesses

Willingness of the leadership to carry out reform in governance and internal autonomy

Availability of qualified manpower to carry out the desired reform

Availability of study materials on various issues

Existence of ICT infrastructure to assist in improving information management system

Lack of clear statements on vision, missions and goals of the University

Absence of university charter Lack of institutional capacity for strategic planning University leadership perceived as not being

accountable to the academic community Inadequate participation of the University community

in decision making Lack of internal autonomy of Colleges and Faculties Lack of institutional memory Lack of managed public relations

2.1.2 Administration/Management Strengths Weaknesses

Existence of ICT infrastructure to assist in improving work flow and accountability

Availability of qualified manpower to carry out the desired reform

Availability of study materials on various issues

Existence of large Faculties with high potential (e.g. FBE, Faculty of Education, etc.)

Lack of an efficient administrative system (including finance and purchasing)

Lack of a rigorous system of regular review and accountability

Lack of capacity to administer block grants and other financial resources

Centralization of financial, administrative and procurement services

Lack of coordination and communication among functioning units

Lack of policy and procedure manuals fit for autonomous university

Non-involvement of Faculty expertise in administration/management (e.g. FBE in management and finance)

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2.1.3 Academic Administration

Strengths Weaknesses Dedicated and qualified

academic staff who are willing to assume academic leadership

Prolonged vacant post of the AVP Lack of managerial skill of most academic administrators Engagement of most academic administrators in routine

operations, thereby lacking opportunities to think strategically Lack of efficient administrative support Inappropriate job assignments (e.g. associate deans engaged in

class scheduling, a task that can easily be performed by an administrative assistant)

Lack of academic staff participation in nominating candidates for academic administration

2.1.4 Material Infrastructure and Resources Strengths Weaknesses

Large infrastructural resources, including ICT infrastructure

Large Faculties with considerable infrastructure and resources

Poor physical infrastructure such as lecture halls; audio visual facilities; Internet facilities; standby generators; workshops ; and maintenance center

Lack of master plan for physical expansion and development

2.1.5 Income Generation

Strengths Weaknesses Existence of potential for income

generating activities (e.g. specialized laboratories, museums, printing press, health services )

Revenue generating potential not adequately identified

Lack of planning

2.1.6 Administrative and Support Staff

Strengths Weaknesses Educational

opportunities for administrative staff

Existence of dedicated staff with experience

Lack of well qualified managerial staff Non-competitive salary Lack of a comprehensive staff profile Lack of rules and regulations governing hiring and promotion of

support staff Lack of articulated policies and procedures with well-defined roles and

responsibilities Lack of training scheme to develop adequate staff to meet university’s

needs Lack of appropriate career structure for technical staff, including

maintenance staff Lack of appropriate incentives and benefits packages for administrative

staff (e.g. transportation services, model school, medical benefits) Inadequate job security and employment status High proportion of contract staff High ratio of administrative staff to academic staff Absence of Workers Union

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2.1.7 Academic Staff Strengths Weaknesses

Existence of growing graduate training programs, some of them at Ph.D. level, for upgrading the qualification of staff.

High Ethiopianization of faculty in some areas

Existence of dedicated staff in some Faculties despite low salaries

Existence of highly qualified staff in some areas

Existence of inventive staff in some fields

Non-competitive salary, Lack of incentive system (e.g. transport services, model school, medical

benefits, research leaves, research money, etc. ) Lack of favorable environment for the academic staff to provide

consultancy services in the university Lack of active staff development scheme Over-reliance on part-time academic staff Failure to keep pace with progress in the field Low level (in number and quality) of research and publication Low level of senior staff and staff with terminal degree Lack of involvement of the staff outside class with students and the wider

community Failure to retain qualified staff in professional schools High degree of inbreeding Absence of tenure system Lack of appropriate policy on recruitment of expatriate staff of Ethiopian

origin Lack of appropriate policy on using retired staff to serve the University

in various ways Lack of pedagogical training of beginner lecturers Lack of commitment of academic staff to the university A system of teacher evaluation that requires improvement Poor staff/student interaction A non-functioning Teachers Association

2.1.8 Undergraduate Programs of Study

Strengths Weaknesses Comprehensive university

(i.e. with diversified programs)

Existence of large areas of strength (e. g. basic sciences, health sciences, technology, etc.)

Comparative advantage areas such as performing and studio arts, music and linguistics

Existence of diversified graduate programs that support the undergraduate programs

Existence of continuing education program with large number of students

A large undergraduate enrolment

Existence of ICT infrastructure which assists in improving the quality of education and research

Few trans-disciplinary programs Insufficient cross-listing of electives and minor programs Lack of honor undergraduate programs Curriculum not responsive to national imperatives and goals (e.g. No

programs on food security, natural hazard monitoring, energy and HIV AIDS education)

Absence of distance education system Few apprenticeship and internship programs Lack of proper integration and upgrading of educational programs in

recently acquired institutions (e.g. Medical laboratory technology) Duplication of programs Lack of institutionalized program reviews at regular intervals Poor English language proficiency of students and academic staff Insufficient use of ICT for creation/distribution of knowledge and for

teaching/learning Absence of general education programs to equip the students with

general knowledge and competency in specific areas. Teaching-leaning process which is not student-centered, student-friendly,

disabled-conscious and gender-sensitive. No tracer studies to evaluate performance of past graduates Deteriorating quality of teaching (large classes, poor material conditions,

absence of innovative methods of teaching, etc.) Unsatisfactory arrangement for science education program Curriculum design not demand driven and not dynamic Lack of explicit and organized quality assurance system Lack of support system

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2.1.9 Graduate Programs & Research Strengths Weaknesses

Diversified graduate study programs Graduate program expansion

initiative Initiation of reform of graduate

study and research administration to enable effective planning and implementation of graduate programs and research

Existence of regional (African) graduate programs in some areas

Comparative advantage areas such as Ethiopian/African Studies

Research in traditional medicine and tropical medicine

Documentation of research output ICT infrastructure which assists in

improving the quality of education and research

Good opportunity for funding research

Lack of adequate support (academic and non-academic) to graduate students (e.g. graduate (research) library, recreational facilities, eating facilities)

Donor-driven research agenda Inadequate information system regarding funds for research Inadequate solicitation of research fund Poor utilization record of fund for research and lack of

monitoring of utilization of fund for research Lack of incentives for research Absence of research centers of excellence in areas of national

need (e.g. food science, water, energy) Lack of system for regularly updating research priorities,

including identification of strategic research areas that deserve priority

Poor research support services Absence of research policy handbook Graduate student admission based on CGPA only. Lack of teaching and research assistantship for PhD students Lack of block grants for PhD research Lack of housing for graduate students Inadequate dissemination of research results Lack of linkages with industry Low tuition fees for graduate studies

2.1.10 Gender and Multiculturalism Strengths Weaknesses

Establishment of the Institute of Gender Studies

Student population with diverse cultural background

Affirmative action for admission of female students

No programs for mainstreaming gender and multiculturalism

Gender inequality with regard to access, academic staff positions, and managerial staff positions

Regional imbalance in access for Ethiopians from peripheral and disadvantaged areas

Absence of university-wide gender focal point Lack of multicultural tolerance among students Lack of protection of female students from sexual

harassment

2.1.11 Students Strengths Weaknesses

Availability of the services of School of Fine Arts, Yared Music School and Cultural Center for student cultural and recreational purposes

High student preference to join AAU Motivated and, in certain disciplines,

high caliber students joining AAU Student population with diverse

cultural backgrounds Establishment of Community Work

and Life Center

Poor high school preparation of students Lack of differential remedial and sustainable support system

for affirmative action students to enable them to cope with university studies

Program of studies and assessment not tailored to the strengths and weaknesses of students

Poor facilities in and outside the classroom for self-study Inadequate academic and non-academic counseling services

to students Inadequate institutional support for disabled students Inadequate institutional support for needy students (for

example, through establishment of welfare fund, summer jobs, part-time employment, etc.)

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Absence of career development and life-long education support

Student services (dormitories, cafeteria and sanitary facilities) and physical and recreational facilities in need of upgrading and diversification

Absence of strong support for student union and student association including student paper and student radio.

Growing number of students not attending class regularly. (This is due to internal factors like evaluation system and due to poor quality of teaching or external factors like involvement of students with chat. )

Student discipline problems related with substance abuse Lack of system of campus student employment

2.1.12 University Support Services

Strengths Weaknesses Ethiopian Study Library providing access to

massive archival resources to researchers Existence of the Museum of Ethiopian

Studies preserving history and culture Existence of the National Herbarium and

Natural History Museum for scientific study Automation of the university library On-line access to journals ICT support AAU Printing Press and AAU Publication

Press

Library system inadequate to support teaching-learning and research in terms of books, journals, staff, physical facilities, use of ICT, etc.

Lack of joint facilities Inadequate support services such as laboratories, field

stations and vehicles for field work, and book centers Insufficient number of good quality student/staff

cafeterias Lack of information and orientation on on-line access

to journals Absence of well-organized press to publish classics,

out of market materials, and textbooks at affordable price.

2.1.13 Sports and Extracurricular Activities Strengths Weaknesses

Large number of students, giving the university a high potential to excel in sport competition

Existence of Cultural Center

Poor sport facilities Weak extracurricular activities Lack of staff-student extracurricular activities

2.2 External Strategic Issue

2.2.1 The International Environment Opportunities Threats

Availability of internships, joint appointments and sponsorships from international organizations and resident NGOs

Opportunity for the University to be transformed from a consumer to a provider of distance education by exploiting comparative advantage in local knowledge.

Expatriate staff recruitment Research and training funds from donor agencies

Brain drain by universities and organizations abroad, and international organizations and resident NGOs, by attracting qualified personnel /human power/ from the University

Franchise universities, distance education, and internationally funded hospitals attracting qualified staff and students from the University

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International trend in higher education Access to information Partnership and networking with other universities Major trends across disciplines and emerging

disciplines Emerging markets (e.g. IT) New and rapidly changing IT and its impact on

teaching and research Opportunity to develop strong graduate programs in

comparative politics, international relations and diplomacy, taking advantage of the location of such organizations as AU and UNECA in Addis Ababa

Globalization as a threat to the growth of local knowledge

Growing rapidity of change in knowledge thereby creating pressure to keep up with international trends

Pressure for international accreditation and the consequent marginalization of the unaccredited

Tendency for research to be donor-driven

2.2.2 Relationship with Regulatory Entities

Opportunities Threats Opportunities to influence policies of the regulatory

bodies because of the high level manpower of the university

Putting the relationship between the University and MoE in compliance with the higher education proclamation

Rapid expansion of education, particularly higher education by the government

Government investment in higher education, particularly graduate education and research

Investment of Ministry of Capacity Building in reform programs in the professional disciplines

Higher education proclamation as an asset for academic freedom and institutional autonomy

Accreditation of higher education institutions, standardization of higher education and quality control of higher education to enhance quality of higher education

Budgetary support Autonomy to develop income generating schemes

The role assumed by regulatory entities in negotiating and accepting external funds compromising autonomy of the University (e.g. Ministry of Education as pertains to World Bank funds; S &T Agency as pertains to Sida/SAREC projects)

Current relationship with Ministry of Education not allowing sufficient autonomy in the areas of curriculum design, admissions, and expatriate employment. (e.g. the imposition of teachers education curriculum)

Inability of the University to formulate differential salaries and academic merit pay without external intervention.

Financial & procurement regulations (e.g. foreign purchase)

2.2.3 Engagement with Other Stakeholders

Opportunities Threats Creating opportunity for graduates of AAU to meet

professional and technical profiles Opportunities for community service, training and

consultancy Sponsorship of programs, students and professorships by

private companies, alumni and professional associations Opportunities for external assessment (e.g. assessment of

services; peer evaluation; self assessment, etc. ) Opportunities for internship and outreach programs Networking with emerging universities and colleges Public- private partnership (e.g. joint appointments, joint

facilities, etc. ) Revenue generation Enhancing the quality of higher education in private higher

educational institutions

Poor pre-university preparation of students and curriculum of preparatory program

Private higher educational institutions as threats (e.g. attracting qualified staff)

Sponsorship of low quality candidates for postgraduate studies, particularly for studies leading to academic careers

Corruption by external sources (e.g. purchasing)

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2.2.4 Public Engagement of the University

Opportunities Threats Strengthening the social relevance of the University Significant professional contributions at national level Opportunity in conflict resolution Preservation of national heritage Serving as a catalyst for political and social changes Assisting new universities Admission of large numbers of students with special needs Dissemination of research results; Contractual research Vigorous research programs aimed at addressing economic

condition of the country Opportunity to influence legislations and policy making , improving

the quality of public debates, etc. Contribution to national development through, for example, revival

of national service by students and staff.

The threat of the university being stigmatized as elitist, as a luxury, etc

Image of exclusively adversarial relationship with the public

Negative image of the university for inefficiency in its dealings with the public

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Chapter 3: Objectives and Goals

The internal and external strategic issues were further analyzed by the SPC to arrive at

strategic issues, categorized into seven groups:

Governance and Administration

Infrastructure and Resources

Programs of Study and Support Services

Staff

Students

Addressing National Priority Agenda

Public Engagement and International Collaboration

The strategic issues were in turn used to draft strategic objectives and goals. These are listed

below.

On Governance and Administration

Objective 1 Create a chartered self-governing university with a focus on graduate study

and research; flourishing diversity and academic freedom; and consolidated

faculties and institutes that enjoy wide autonomy.

Goal 1.1 Secure a Charter for the University by 2008 Goal 1.2 Ensure as of 2007/8 the institutional autonomy of the University, particularly the

freedom to: a admit students; b determine the salary scale of its personnel; c propose, allocate, and implement budget; d determine internal organization of the University e generate financial resources and determine their utilization; f establish relations with local and international counterparts . Goal 1.3 Create lean and flexible internal organizational structure of the University

conducive for participatory academic decision making

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Goal 1.4 Secure legitimacy of the institutional autonomy through regular and transparent reporting of all University activities to all stakeholders, including:

a academic activities; b resource utilization; and

c University relationships with external (local and international entities) and internal (students, staff) stakeholders.

Goal 1.5 Ensure that a system of policies and procedures for all University core activities

both in its academic and administrative areas are put in place by 2007/8; a Ensure that a revised and updated senate legislation is in place by 2007; b. Ensure that policies and procedures for University personnel, finance,

property administration, procurement, maintenance and other pertinent administrative activities is in place by 2007;

c. Use outsourcing for non-core administrative activities when viable by 2008.

Goal 1.6 Ensure that the University creates and maintains systems for core administrative

activities that are responsive, robust, supportive, efficient and effective by 2008. Goal 1.7 Ensure that all core University decision making activities and major

administrative functions (finance, personnel, property) are supported with effective and efficient information and decision-support systems by 2008.

Goal 1.8 Cultivate a culture of participation, service orientation, responsiveness,

transparency, preservation of local knowledge, critique, tolerance, and other values espoused by the University.

Goal 1.9 Ensure that staff and students fully exercise their academic freedom. Particularly,

the freedom to : a speak and write in the course of teaching – learning process; and b set and implement one's research agenda.

Goal 1.10 Cultivate and promote diversity along gender, ethnic and cultural perspectives,

particularly: a Create an academic and living environment hospitable to diverse

perspectives. b Ensure that programs of study and research provide ample room for issues

of gender, multiculturalism, and subjects of intellectual controversy.

Objective 2 Develop an academic administration dedicated to graduate studies and research

Goal 2.1 Establish decision making structure for the academic administration of graduate studies and research by 2007/8.

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Goal 2.2 Establish graduate studies and research as a budget center in the University by 2007/8.

Goal 2.3 Deploy competent and qualified support staff for graduate studies and

research by 2007/8.

On Infrastructure and Resources

Objective 3 Provide the requisite quality and quantity of infrastructure and resources to create and maintain a sustained enabling teaching and learning environment in all University campuses.

Goal 3.1 Provide sufficient building floor space to support academic, administrative, public service, recreational, and other support activities of the University at all times and in all campuses.

a. Ensure, in each campus, that space for different purposes are assigned and

developed by 2009 b. Ensure, in each campus, that all academic activities are not curtailed due to

physical space limitations by 2009 c. Ensure, in each campus, that all buildings are hazard free from over-utilization of

space by 2009 d. Ensure, in each campus, that classrooms, libraries, and other centers of serious

academic work are in noise free areas by 2008 e. Ensure that all building space is accessible to disabled users by 2009 f. Ensure, in each campus, that University properties are not exposed to theft,

physical deterioration, and physical spoilage due to lack of safe-keeping by 2009 g. Ensure that, in each campus, all administrative activities have sufficient building-

space by 2009 h. Ensure that, in each campus, there are common/public washrooms with adequate

water reservoirs and with due consideration for disabled individuals by 2008 i. Ensure that, in each campus, there are sufficient green areas, parking space, path

ways, and open space reading areas/corners by 2010. j. Ensure that there is, in each campus, space and environment that is conducive for

academic and extra-curricular activities by 2009. Goal 3.2 Provide broad-ranging connectivity, internal and external, to enhance educational and

administrative functions for all campuses of the University.

a. Ensure that all campuses of the University are connected by 2008 b. Ensure that University connectivity provides uninterrupted services at all times

and in all campuses by 2008 c. Ensure that University connectivity supports pedagogical innovations and

transformation of pedagogical approaches by enabling self-learning by 2010.

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d. Ensure that at least University library references and indices are digitally accessible by 2008.

e. Ensure that a system is in place for digital student registration, grade processing, and grade reporting by 2008.

f. Ensure that all administrative activities are fully supported by ICT including property registration, budgeting and finance, personnel, procurement by 2008.

g. Ensure that all ICT resources are accessible for visually impaired and disabled users by 2010.

h. Ensure that University paper work is reduced to the maximum by exploiting digital technology by 2010.

i. Ensure that University ICT system is completely secured by 2008. Goal 3.3 Ensure the availability of transport services to support academic, administrative,

public service, and other support activities of the University at all time and in all campuses.

a. Ensure that each faculty has at its disposal an adequate means of transportation to

support its academic management and administrative activities by 2008. b. Ensure that there is a regular means of transportation between University

campuses by 2009. c. Ensure that there is a standby means of transportation for emergency services at

all times and in all campuses of the University by 2009 d. Ensure that all vehicles of the University are effectively managed and

maintained by 2008 and thereafter. Goal 3.4 Ensure the availability and allocation of adequate budget for all academic and

administrative activities.

a. Clearly establish principles and criteria for University budget allocation by 2008 b. Tie budgetary allocation with scale and size of academic activities, particularly

with student enrolment size and level of academic programs by 2008 c. Ensure that there is adequate government budget earmarked and allocated for

research at all times for all campuses. d. Ensure that all staff and student research is supported with adequate budgetary

allocations. e. Put in place a system for a block grant based University budget administration by

2008. f. Continuously ensure the legitimacy of the University to secure adequate public

funds (government budget) to finance both capital and recurrent expenditures of the University by 2008.

Goal 3.5 Ensure an adequate water/electricity supply for all campuses

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Objective 4 Mobilize resources from various sources for the implementation of the strategic plan

Goal 4.1 Create adequate provision for generating internal revenue and for attracting

external grants

a Create adequate provision for generating internal revenue through consultancy, outreach or extension, and entrepreneurial activities of the University to complement public resources of the University by 2008.

b Create adequate provision for attracting external grants by providing incentive systems within the University by 2008.

Goal 4.2: Secure at least 1/3 of the budget required to realize the objectives of the strategic

plan by developing an organized and focused relationship with international development agencies (both bilateral and multilateral) that support the University's priority agenda such as development of PhD programs, thematic research, and staff development.

Goal 4.3 Secure favorable response from all stakeholders to:

develop resource base; increase graduate job placement; and forge collaboration for staff and student research.

Goal 4.4 Promote University engagement with alumni, private companies, public

enterprises, foundations, professional associations and NGOs to : diversify financial resources; significantly increase the number of sponsored programs, students and

professorships; significantly increase the number of opportunities for internships and outreach

programs provided by private companies and public enterprises; significantly increase the number of research and consultancy projects

sponsored by private companies, public enterprises and NGOs.

On Programs of Study and Educational Support Services Objective 5 Develop and deliver relevant and quality educational and training programs

a. Expand graduate study programs, especially PhD programs, with integral research across all disciplines.

b. Offer quality undergraduate programs that address national needs, student needs for educational opportunities, and demand for qualified candidates for graduate programs.

c. Offer quality preparatory programs to produce qualified and motivated candidates for undergraduate programs.

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d. Review undergraduate programs of study to include elements which will enhance

computational and language skills of students, and provide students with the knowledge of the national context to enable them to effectively exercise their professional competence.

Goal 5.1 Develop and offer additional graduate study programs, especially PhD programs, in order to cover all relevant disciplines by 2010.

Goal 5.2 Ensure that all undergraduate programs offered at AAU, besides meeting the national standard for quality and relevance, are pace-setters in terms of quality for undergraduate programs in the country.

Goal 5.3 Increase the diversity, flexibility, dynamism and relevance of the undergraduate

programs: • Develop five trans-disciplinary programs • Introduce honours undergraduate programs in all departments • Through proper incentives, encourage innovative curriculum/course design that

stresses student participation and team-based problem solving • Ensure that all curricula include a significant number of courses that possess

experiential-learning component • Encourage double majors as appropriate • Encourage greater cross-listing of minor and elective courses in all departments • Increase opportunities for undergraduate research involvement by requiring

honours students to be involved in research with faculty members.

Goal 5.4 Enhance the quality of the teaching-learning process:

a Ensure a staff-student ratio of 1:20 in each department over the next five years in each undergraduate program

b Ensure a staff-student ratio of at least 1:10 over the next five years in each graduate program

c Raise to 85% the proportion of full-time Ethiopian staff with pedagogical training in the next five years

d Enhance the English language proficiency of all junior staff members e Enhance the English language proficiency of all students f Enhance the communication and presentation skill of all students. g Ensure that additional academic support is provided for all disadvantaged

groups h Ensure that all students and staff achieve a level of information technology skill

appropriate for pursuing their respective disciplines i Ensure that diverse modes of program delivery (face-to-face, E-learning modalities,

mixed, etc...) are used in all courses.

Goal 5.5 Ensure continuous supply of talented and motivated candidates for teaching streams by offering special preparatory programs.

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Objective 6 Expand distance education programs to meet the needs for educational opportunities of diverse groups

Goal 6.1 Offer as many distance education programs, at both undergraduate and graduate levels,

identified by a series of feasibility studies. Objective 7 Enhance educational support services and resources

a. Facilitate access to scholarly information in all formats b. Integrate the use of information technology into instructional programs c. Facilitate access to well-equipped and functioning laboratories and

workshops Goal 7.1 Ensure that:

• Each University library reaches a minimum student-to-book ratio of 100. • The reading capacity in each of the University libraries meet the accepted

norm of one place per four students. • Access to online journals increases by 20% annually. • For every four students there will be one complete PC (CPU, monitor and

printer) as well as linkages to the web • Laboratory equipment and services are sufficient to meet the educational

needs of the departments. Objective 8 Establish jointly with other higher education institutions national core

scientific laboratories to use resources efficiently and encourage collaborative activities.

Goal 8.1 Establish Core Scientific Laboratories and Centres as identified through

feasibility study. On Staff Objective 9 Develop and maintain qualified, competent, committed, diverse and

adequately supported faculty to create and sustain vibrant programs of study and research.

Goal 9.1 Alter the profile of the academic staff so that the qualification of the academic

staff is more appropriate for a research university.

a) During the plan period, raise the proportion of full-time Ethiopian staff with PhD or equivalent qualification to at least 1/3 of the total full-time academic staff

b) Phase out the deployment of full-time teaching staff with only a first degree in the next two years.

c) Recruit, at least one every year per department, young promising Ethiopians as graduate fellows in the next five years.

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d) Recruit between 300 and 500 teaching staff members with a masters degree in the next five years.

Goal 9.2 Alter the profile of the academic staff so that the rank mix of the academic staff

is more appropriate for a research university.

a) During the plan period, raise to at least 20% the proportion of full-time staff with full professor rank

b) During the plan period, raise to at least 30% the proportion of full-time staff with associate professor rank

Goal 9.3 Alter the profile of the academic staff so that the experience in general and

international experience in particular of the academic staff is more appropriate for a research university. a) Ensure a staff-student ratio of 1:20 in each department over the next five

years in each undergraduate program. b) Ensure a staff-student ratio of 1:10 in each department over the next five

years in each doctoral and master’s degree program. c) Recruit qualified and competent expatriate academic staff (either as full

time or other forms of employment) with rich international experience to constitute at least 25% of the faculty, university-wide, in five years

d) Ensure the deployment of a minimum of two full-time equivalent experienced faculty per doctoral program.

Goal 9.4 Reduce staff attrition rate in market competitive faculties to less than 10% in five

years. Goal 9.5 Raise to 85% the proportion of full-time Ethiopian staff with pedagogical training

in the next five years Goal 9:6 Ensure that at least 20% of full-time academic staff are female, university-wide, in

the next five years. Goal 9.7 Ensure representation of academic staff in all academic decision making bodies of

the university Goal 9.8 Hold at least one event in each semester and in each Faculty that gives opportunity for staff and students to interact in extra-curricular activities.

Objective 10 Develop and maintain a qualified, competent, committed, diverse and

adequately supported administrative staff responsive to the academic community of a research university and to public demand.

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Goal 10.1 Attract, develop, and maintain a pool of qualified and competent administrative personnel in all functional areas of University administration.

a. Competent and qualified persons apply for all vacant positions b. 30% or more show every year improved job performance c. Attrition of qualified and competent staff not to exceed 5%.

Goal 10.2 Promote a conducive workplace in which employees are valued, empowered and

their professional growth encouraged.

a. Demonstrated job satisfaction by majority of employees by 2009. b. Majority of employees securing tenure by 2010. c. All employees receive training for personal and professional advancement by 2010. d. All employees accept and promote University values by 2008

Objective 11 Promote professional excellence of the academic staff through self-initiated associations

Goal 11.1 Encourage the establishment of autonomous faculty association in the next two

years. On Students Objective 12 Enhancing academic performance of students Goal 12.1 Increase retention rate, graduation rate and percentage of academically excelling

students

a. Increase the retention rate of first-year students to 95% university-wide in 5 years

b. Increase the retention rate of first-year disadvantaged students to 95% in 5 years c. Increase the graduation rate to 85% in 5 years d. Increase the number of students on Dean’s list by 10% every year

Goal 12.2 Increase student job placement

a. Increase student job placement to at least 95% university-wide in 5 years. b. Increase student job placement of disadvantaged students to at least 95% in 5

years. Goal 12.3 Ensure that self-learning centers (library, ICT, language, computation, career

development, and learning-how-to-learn units, etc.) are established in each campus in 5 years.

Objective 13 Increase graduate student enrollment

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Goal 13.1 Increase proportion of graduate students to at least 1/3 of the total enrollment in

regular programs during the plan period. Objective 14 Enhance community engagement of students

- To provide community services; - To foster student-learning through community participation

Goal 14.1 Ensure that each department/academic unit develops at least one outreach program in the next 5 years.

Objective 15 Promote student maturity, ethics, comportment (conduct and behavior),

respect for ethnic and religious diversity through self-initiated associations, group discussions, and through compulsory general courses to be developed.

Goal 15.1 Ensure that there is, in each campus, at least one student organization (e.g. HIV club,

environmental club, discussion forum, student income generating center, etc.).

Goal 15.2 Develop a course on ethics, comportment, diversity. Objective 16 Create in all campuses a conducive teaching-learning environment. Goal 16.1 Provide accommodation, catering and sanitary services that meet the minimum

UNESCO standard in 5 years. Goal 16.2 Ensure that there is in each campus adequate facility for sports, cultural events,

student community activities and recreational activities. Goal 16.3 Establish in each campus health service facility that fulfills basic health care

standards. Goal 16.4 Ensure campus safety, especially for female students. Goal 16.5 Increase campus employment of students by, for instance, establishing a system

of student advising where senior students serve as mentors, and by employing students as proctors of dormitories.

. Goal 16.6 Ensure that students are represented in every student-related decision making

body of the University. Objective 17 Promote diversity and multicultural interaction of students Goal 17.1 Conduct at least one major multi-cultural activity in every campus each semester. Goal 17.2 Provide periodical training in gender assertiveness.

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On Addressing National Priority Agenda Objective 18 Develop and implement relevant and quality graduate and research programs

responsive to national imperatives and goals , and short-term training courses and consultancy services geared to meeting public and private demands.

Goal 18.1 Expand graduate study programs, especially PhD programs, with integral research

across all disciplines in order to enhance Ethiopia's capacity for higher education.

• Develop and offer additional graduate study programs, especially PhD programs to cover all relevant disciplines by 2010.

• Link all PhD programs to thematic research by 2010. • Produce at least 1000 PhD graduates by the end of the plan period.

Goal 18.2 Expand research activities with research agenda responsive to national and

continental challenges, which draw upon and enrich the country’s natural and cultural heritage.

• Formulate and prioritize University-wide research agenda by 2008 • Formulate resource allocation policy for research by 2008 • Secure adequate resources for the plan period for research and development • Enrich graduate programs and research

Provide students with exposure to cross-cutting advancements common to all disciplines and professions;

Identify and establish at least three research incubators by the end of the plan period.

• Increase funded faculty research proposals and research publications by ten- fold by the end of the plan period

• Enhance the documentation and dissemination of research findings to the end-user at all levels

Goal 18.3 Establish multidisciplinary and interdisciplinary centers of excellence in research and

training in areas of national and continental needs and priorities as well as in fields of comparative advantage.

• Strengthen already established centers of excellence in research and training by

2008 • Establish eleven additional centers of excellence in research and training by 2010. • Allocate 25% of the University research and training fund for interdisciplinary

and multidisciplinary research and training • Encourage interdisciplinary and multidisciplinary research collaboration by

including legislative and policy provisions in rules and regulations of the University pertaining to promotion and tenure by 2008

Goal 18.4 Ensure all departments offer annually at least one appropriate short-term course designed

to respond to public and private demand for skill upgrading and transfer of technology.

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Goal 18.5 Ensure offer of high level consultancy services to provide better and feasible alternatives for conceptualizing challenges and executing solutions by 2008.

Objective 19 Develop strategic alliance with national universities (all federal and

selected private universities) Goal 19.1 Build common research capacity and engage in cooperative research

• Joint research projects with each HEI • Common research infrastructure/critical mass • Common research policy • Signing at least 5 MoU with other universities or HEI in next 5 years

Goal 19.2 Promote the development of higher education capacity in the country

• Establish common resource centers. At least 3 laboratories 3 workshops 3 libraries/ documentation centers during the plan period.

• Establish resource sharing mechanisms • Establish mechanisms for joint appointment of critical staff

On Public Engagement and International Collaboration Objective 20 Promote active engagement of the University in the provision of socially

relevant public service Goal 20.1 Promote University engagement in public services through programs in:

• legal services • business consultation services • social services • medical services and health consultation services • engineering services • educational services.

Goal 20.2 Facilitate the development and implementation of [undergraduate student]

University Service which has a scope of providing services to the entire nation, • by securing legitimacy from federal and regional governments and

communities at large (at least one legal basis is established) • by securing resources to support University service program (budgetary

support) • by securing the engagement and collaboration of other higher education

institutions (MoU) Goal 20.3 Make significant professional contribution to policy-making at national level.

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Objective 21 Promote University engagement with parents, alumni, private companies, public enterprises, foundations, professional associations and NGOs

Goal 21.1 Significantly increase the number of programs, students and professorships sponsored by private companies, public enterprises, alumni, professional associations and foundations.

Goal 21.2 Significantly increase the number of opportunities for internships and outreach programs provided by private companies and public enterprises

Goal 21.3 Significantly increase the number of research and consultancy projects sponsored by private companies, public enterprises and NGOs.

Goal 21.4 Foster understanding of the University’s mission and strategic agenda by a significant percentage of parents.

Objective 22 Develop an organized and focused relationship with international

development agencies (both bilateral and multilateral) that support the University's priority agenda such as development of PhD programs, thematic research, and staff development

Goal 22.1 Secure from these sources at least 1/3 of the budget required to realize the objectives of the five-year strategic plan (See Goal 4.2).

Objective 23 Develop strategic alliance with international universities and

associations (disciplinary associations and International Association of Universities, Association of African Universities) - To develop and strengthen graduate programs - To engage in cooperative research in priority areas - To strengthen academic staff and student exchange programs - To share experience in academic administration

Goal 23.1 Promote the development and strengthening of PhD programs by securing expatriate staff, and concluding MOU.

Goal 23.2 Support staff development program by securing at least 150 training opportunities at PhD level and concluding at least 25 MoU.

Goal 23.3 Ensure that at least 300 Ethiopian PhD candidates have acquired experience abroad during the plan period.

Goal 23.4 Ensure that at least 200 academic staff have acquired experience abroad during the plan period.

Goal 23.5 Ensure that at least 700 foreign students have acquired experience at AAU during the plan period.

Goal 23.6 Ensure that at least 150 foreign staff have acquired experience at AAU during the plan period.

Goal 23.7 Support the University program to develop competent administrative staff by ensuring that at least 120 administrative staff have acquired managerial experience abroad during the plan period.

Goal 23.8 Support the University program to develop competent academic management system by ensuring that at least 50 academic staff receive exposure to academic management systems and training in academic management during the plan period.

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Chapter 4: Action Plans

For each goal, action plans, comprising of proposed actions, have been worked out and these are

listed below.

Detailed action plans, comprising of proposed actions, responsible body, timetables, and

indicators of success are appended as Annex I. The estimated resource requirement to implement

the plan is appended as Annex II.

SECTION 1: GOVERNANCE AND ADMINISTRATION

Goal 1.1 Secure a Charter for the University by 2007/8 Goal 1.2 Ensure as of 2007/8 the institutional autonomy of the University, Goal 1.3 Create lean and flexible internal organizational structure of the University

conducive for participatory academic decision making

Proposed Actions

1 Adoption of a University Charter

2 Approval of senate legislation in keeping with charter

3 Determining the internal organization of the University in keeping with the charter

4 Institutionalization of budget allocation based on block grant a) Proposal for block grant

- Spell out procedures - Spell out transitional regime

b) Presentation of merit and performance based salary scale proposal for approval by the Board

c) Revising and updating previous studies on existing internal revenue units (printing press, book center, restaurants, hospitals)

d) Study and propose new sources of internal revenue e) Implement the approved internal revenue generation proposals (c) and (d)

above

Goal 1.4 Secure legitimacy of the institutional autonomy through regular and

transparent reporting of all University activities to all stakeholders

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Proposed Actions

1 Academic activities Twelve Standing lectures on public issues are instituted every year. Twelve Standing lectures on academic issues every year.

2 Establishment of endowed chairs Five Endowed chairs are established initially Two Endowed chairs are established every year of the plan period thereafter

Autonomy of consolidated and aligned academic units 3 a) University-wide definition of department, faculty, center, institute, school and college.

Redefine the terms of office of academic officers to enlarge their managerial duties and expertise

a) Create policies and procedures for decision making by academic officers. b) Create administrative offices to carry out daily operational functions c) Provide academic officers with training on strategic management d) Redefine the mandate of academic commissions to include periodical review of research projects, modes of student assessment, rate of successful completion of programs of study by students, budget allocation within faculty.

4

e) Support and review of the autonomy of faculties

Academic activities and resource utilization by faculties a) Faculties present quarterly budget reports to the Senate b) AAU library, Dean of Students, ICT, Press, Income generating units and hospital present quarterly budget reports to Senate c) Academic units present quarterly academic project reports to Senate d) President presents consolidated quarterly report to the board e) Implementation and revision of quarterly report on strategic plan presented to the senate

5

f) Template on reporting and policy on incentives and disincentives to promote performance will be drafted.

27

Goal 1.5 Ensure that policies and procedures for the University property administration, procurement and maintenance will be in place.

Proposed Actions

1 a Develop and implement standards for materials, tools, equipment, furniture, and fixture in line with the mission of the University

b Develop and implement organizational strategy for deployment of material, tools, equipment, furniture, and fixture to different user units

c Develop and implement organizational strategy for authorization of procurement of materials, tools, equipment, furniture, and fixture

d Develop and implement ICT supported, efficient and effective purchase requisition, purchase authorization, bid management, contract management, supplier record keeping systems

e Develop and implement staffing strategy for University purchasing operations and management to recruit a critical mass of workers with requisite knowledge and skill and to ensure their integrity, honesty, and motivation.

2 a Develop and implement ICT supported registration and identification system for all equipment, furniture, and fixture

b Develop and implement organizational strategies, policies and procedure manual for minor (periodic inspection) and major maintenance of university equipment, furniture, and fixture

c Develop and implement staffing strategy for University asset maintenance operations to recruit a critical mass of workers with requisite knowledge and skill and to ensure their integrity, honesty, and motivation.

3 a Develop and implement organizational strategy, policy and procedure manual for efficient and effective material receiving, safekeeping, issuing, replenishing, and accounting processes

b Develop and implement organizational strategy for distributed storage locations within the university system

c Develop and implement staffing strategy for University Stores Management to recruit a critical mass of workers with requisite knowledge and skill to operate University store and to ensure their integrity, honesty, and motivation.

Goal 1.6 Ensure that the University creates and maintains systems for core administrative

activities that are responsive, robust, supportive, efficient and effective by 2008.

Proposed Actions

Reform core administrative functions (finance, procurement and human resources) a) studying, planning, benchmarking and implementation of the newly designed process

1

b) conducting full scale BPR and implementing the new system

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Reform General Services.

a) Revising previous study and plan on improving AAU's transportation system

2

b) Conduct study on future status of the campus security administration (to determine the feasibility of outsourcing or any other reasonable options)

Goal 1.7 Ensure that all core University decision making activities and major

administrative functions are supported with effective and efficient information and decision-support system by 2008

Proposed Actions

1 Conduct study on critical information needed by management for decision making on a regular basis

2 Develop system for preparation and submission of regular summary reports on critical university functions and activities

3 Establish a central repository of critical documents operated under a well established document management system

4 Employ ICT in decision support process wherever applicable

Goal 1.8 Cultivate a culture of participation, service orientation, responsiveness,

transparency, preservation of local knowledge, critique, tolerance, and other values espoused by the University.

Goal 1.9 Ensure that staff and students fully exercise their academic freedom. Particularly: a the freedom to speak and write in the course of teaching – learning

process; and b the freedom to set and implement one's research agenda. Goal 1.10 Cultivate and promote diversity along gender, ethnic and cultural perspectives.

Particularly: a Create an academic and living environment hospitable to diverse

perspectives. b Ensure that programs of study and research provide ample room for issues

of gender, multiculturalism, and subjects of intellectual controversy.

Proposed Actions

1 Initiate faculty-based seminars to inculcate the values of responsiveness, transparency and tolerance

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2 Develop a guideline to enable units to give due consideration to gender, and other diversities to give priority for academic career/recruitment and admission to programs

3 Create inter-collegiate fora for students to discuss issues concerning diversity outside their university.

4 Strengthen the Women’s Affairs Office, Center for Students with Disabilities

5 Ensure that university facilities are convenient for students with disabilities

6 Initiate reward scheme for outstanding research enhancing local knowledge

7 Hold university-wide and, then faculty-specific seminars to mainstream gender and multiculturalism in the curricula

8 Develop and enforce university-wide gender policy

Goal 2.1 Establish decision-making structure for the academic, administration for the

Graduate Studies and Research by 2007/08. Goal 2.2 Establish an independent budget line and Office for the School of Graduate

Studies by 2007/08. Goal 2.3 Deploy competent and qualified support staff for Graduate Studies and Research

by 2007/08.

Proposed Actions

1 Establish School of Graduate Studies 2 Prepare and get approved the organizational structure of the School 3 Acquire adequate office space and facilities 4 Prepare and get approved the budget of the School 5 Appoint Dean of the School 6 Appoint academic officers as per approved chart 7 Appoint thematic research officers 8 Recruit thematic research desk coordinators 9 Appoint Director for University-Industry Partnership 10 Recruit support staff for the University-Industry Partnership 11 Recruit and assign administrative and support staff 12 Recruit and assign administrative staff for Akaki Campus

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SECTION 2: INFRASTRUCTURE AND RESOURCES Goal 3.1 Provide sufficient building floor space to support academic, administrative, public

service, recreational, and other support activities of the University at all time and in all campuses.

Proposed Actions

1 Prepare campus based master plan for all AAU campuses 2 Design infrastructure policy and standards (requirements and usage) taking into

consideration the nature of fields for each functional unit of academic activities 3 Establish appropriate mechanisms and register all AAU infrastructure facilities 4 Perform need assessment for additional infrastructure development in the AAU 5 Review the situation of existing infrastructure, considering capacity, safety, fire

resistance, health, etc 6 Rehabilitate the existing infrastructure as per the infrastructure policy and

standard 7 Formulate expansion strategy for the acquisitions of new land in the vicinity of

existing campuses and other locations Goal 3.2 Provide broad-ranging internal and external connectivity to enhance educational

and administrative functions for all the campuses of the university.

Proposed Actions

1 Develop ICT policy and standards 2 Review the organizational structure of the ICT Development Office 3 Assess the quality of infrastructure and services in the university 4 Need assessment of technology supported projects/activities in various units 5 Support business process reengineering of administrative systems 6 Implement ERP solutions for administrative functions 7 Form a university ICT advisory board 8 Procure and deploy servers and network equipment 9 Create dynamic university and department web-hosting 10 Improve internet, e-mail, FTP, files and application servers, and antivirus support 11 Establish video-audio conference centers 12 Avail kiosks for student access 13 Establish ICT centers for people with disabilities 14 Provide ICT consultation services 15 Introduce wireless access to the network 16 Search, customize and implement open source application packages 17 Establish student internship to participate in ICT development works/projects

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18 Ensure government and ETC support to run university services 19 Create and operate revenue generating ICT training center 20 Engage in tele-medicine, tele-education, e-learning pilot projects and explore

expansion potentials 21 Identify and participate in national ICT initiatives, e.g.

a) ICT localization b) IT park initiative c) National ICT strategy formulation

Goal 3.3 Ensure the availability of transport services to support academic, administrative,

public service, and other support activities of the university at all times and on all campuses.

Proposed Actions

1 TOR preparation & study team formation/consultant recruitment 2 Review/evaluate existing resources 3 Develop transportation policy, and standards of services and equipment 4 Conduct need assessment in order to establish new requirements /gaps

5 Design new system and program covering work organization, management and maintenance of transportation facilities

6 Realization Goal 3.4 Ensure the availability and allocation of adequate budget for all academic and

administrative activities

Proposed Actions

1 Develop and implement University budget allocation principles and criteria that relates University activities with University mission

2 Establish standards for budget allocation purposes that relate the depth and breadth of teaching, research, and consultancy activities with budget estimation. Develop and implement organizational strategy for deployment of material, tools, equipment, furniture, and fixture to different user units

Goal 3.5 Ensure an adequate water/electricity supply for all campuses

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Proposed Actions

1 Ensure adequate water supply for all campuses a Procure water reservoirs and accessories for all dormitory buildings at 6-killo and 4-killo campuses b Install reservoirs and ensure the proper functioning of the system

c Procure and install water reservoirs and accessories for all dormitory buildings at other campuses

2 Install stand-by generators for Kennedy Library, IES Library, and 6-killo and 4-killo campuses

Goal 4.1 Create adequate provision for generating internal revenue and for attracting

external grants

a Create adequate provision for generating internal revenue through consultancy, outreach or extension, and entrepreneurial activities of the University to complement public resources of the University by 2008.

b Create adequate provision for attracting external grants by providing incentive systems within the University by 2008.

Proposed Actions

1 Revise and update previous studies on existing internal revenue units (printing press, book center, restaurants, hospitals). 2 Study and establish new sources of internal revenue(e.g. consultancy, outreach or extension). 3 Study and implement incentive systems within the University for attracting external grants

Goal 4.2 Secure at least 1/3 of the budget required to realize the objectives of the strategic plan by developing an organized and focused relationship with international development agencies (both bilateral and multilateral) that support the University's priority agenda such as development of PhD programs, thematic research, and staff development.

Proposed Actions

1 Identify all active and potential bilateral and multilateral development agencies. 2006/2007 2 Based on the strategic plan, start negotiation with active bilateral and

multilateral development agencies. 2006/2007 3 Based on the strategic plan, start negotiation with newly identified bilateral and

multilateral development agencies.

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4 Negotiated arrangements with bilateral and multilateral development agencies to acquire the necessary resources for the implementation of the strategic plan.

Goal 4.3 Secure favorable response from all stakeholders to:

achieve 50% increase in resource base; increase graduate job placement; and forge collaboration for staff and student research.

Proposed Actions

1 Consolidate the office of public and external relations 2 Present the University activities to both internal and external partners 3 Hold public information fora and discussions on the activities of the University 4 Organize information sessions to specific partners 5 Consolidate the university job placement office

Goal 4.4 Promote University engagement with alumni, private companies, public

enterprises, foundations, professional associations and NGOs to : diversify financial resources; significantly increase the number of sponsored programs, students and

professorships; significantly increase the number of opportunities for internships and outreach

programs provided by private companies and public enterprises; significantly increase the number of research and consultancy projects

sponsored by private companies, public enterprises and NGOs.

Proposed Actions

1 Establish university-industry partnership offices in various faculties 1.1 Activate career development endeavors 1.2 Facilitate internship (job-core) programs 1.3 Carry out pre-incubation activities

2 Establish techno-park and incubation center 2.1 University – wide awareness creation (workshops, seminars and discussion

forums) 2.2 Review the current centers in the developed and the developing countries 2.3 Conduct feasibility study (master plan) 2.4 Nation – wide awareness creation (workshops, seminars and discussion forums) 2.5 Develop modalities of approach for strategic alliance with foreign and national

companies. 2.6 Negotiate with high-tech companies from abroad and sign contracts 2.7 Infrastructure (roads, buildings, telecom, etc…) development of the area 2.8 Start-up

34

3 Organize professionals/ academicians to consult on particular technical or managerial problems 4 Coordinate researchers and facilitate research to solve real problems of private companies and public enterprises 5 Coordinate and conduct tailor-made trainings in collaboration with industries 6 Conduct awareness creation programs like workshops, seminars, social gatherings, with parents and other stakeholders 7 Facilitate dissemination of information such as research results and project reports 8 Conduct workshops by taking all parties into consideration

SECTION 3: PROGRAMS OF STUDY AND EDUCATIONAL SUPPORT SERVICES Goal 5.2 Ensure that all undergraduate programs offered at AAU, beyond meeting the

national standard for quality and relevance, are pace-setters in terms of quality for undergraduate programs in the country

Goal 5.3 Increase the diversity, flexibility, dynamism and relevance of the undergraduate programs:

Develop five trans-disciplinary programs Introduce honors undergraduate programs in all departments Through proper incentives, encourage innovative curriculum/course

design that stresses student participation and team-based problem solving Ensure that all curricula include a significant number of courses that

possess experiential-learning component Encourage double majors as appropriate Encourage greater cross-listing of minor and elective courses in all

departments Increase opportunities for undergraduate research involvement by

requiring honors students to be involved in research with faculty members Goal 5:4 Ensure continuous supply of talented and motivated candidates for teaching

streams by offering special preparatory programs

Proposed Actions

Deliver quality and relevant education a. Review all academic programs b. Revise existing curricula (undergraduate and graduate) based on the results of programs review, and introduce new programs and curricula c. Get approval of the revised and the newly developed curricula

1

d. Implement and launch the programs and curricula Establish Preparatory School for Teacher Education a. Hold consultative meeting /workshop

2

b. Assign Coordinator

35

c. Assess existing resources and facilities d. Prepare and get approval of program e. Secure fund and resources f. Prepare physical facilities g. Recruit and deploy director / academic staff /administrative personnel h. Select students i. Launch the School and start program

Goal 5.5 Enhance the quality of the teaching and learning process:

a. Ensure a staff-student ratio of 1:20 in each department over the next five years in each undergraduate program

b. Ensure a staff-student ratio of 1:10 in each department over the next five years in each graduate program

c. Raise to 85% the proportion of full-time Ethiopian staff with pedagogical training in the next five years

d. Enhance the English language proficiency of all junior staff members (this is included in the pedagogical training centers)

e. Enhance the communication and presentation skill of all students . f. Ensure that additional academic support is provided for all disadvantaged

groups g. Ensure that all students and staff achieve a level of information technology

skill appropriate to their disciplinary needs

Proposed Actions

Optimize staff-student ratio a. Review existing staff-student ratios by program (undergraduate and postgraduate) b. Project student enrolment in the plan period c. Prepare human resource development and recruitment plan d. Secure funds and resources

1

e. Start recruiting and training staff Ensure academic staff members have pedagogical skills 2.1. Establish teaching-learning excellence centers a. Hold consultative meeting /workshop b. Assign coordinators c. Assess existing resources and facilities d. Revise and get approval of program e. Secure funds and resources f. Prepare physical facilities g. Recruit and deploy academic staff /administrative personnel

2

h. Launch the centers and start training Ensure that all disadvantaged groups receive additional academic support 3 a. Assess and identify various disadvantaged groups

36

b. Identify areas of academic support c. Design support programs d. Secure funds e. Launch the academic support program

Goal 6.1 Offer as many distance education programs, at both undergraduate and graduate

levels, as identified through feasibility study.

Proposed Actions

1 Conduct feasibility/need assessment study for distance education programs 2 Negotiate and establish networks with government and other organizations on

resource mobilization for initiating large-scale distance education programs 3 Establish Distance Education Centre at AAU a. Assign Program Directors b. Upgrade and renovate existing physical facilities, and install distance

education facilities c. Establish Satellite Distance Education Centers in identified regions d. Recruit and train core technical staff e. Prepare modules and other teaching materials f. Launch first batch of distance education programs

Goal 7.1 Enhance educational support services:

a Each University Library should strive to reach a minimum student-to-book ratio of 100

b The reading capacity in each of the University libraries should meet the accepted norm of one place per four students

c Increase access to online journals by 20% annually d For every four students there should be one complete PC (CPU, monitor

and printer) as well as connection to the web e Ensure laboratory equipment and services meet the minimum set

educational needs of departments

Proposed Actions

Conduct assessment on: a. library and ICT facilities, books, and print and e-journals

1

b. laboratory facilities and equipment Develop a plan of action to expand a. Library and ICT facilities

2

b. Laboratory facilities 3 Prepare blue-prints and specifications for construction of additional library, lab.

and ICT physical facilities

37

4 Prepare list of books, computers and accessories to be purchased 5 Prepare list of lab. equipment to be purchased 6 Prepare and submit budget request to the government 7 Prepare procurement plan for books, computers and accessories, and lab.

equipment 8 Construct additional library, laboratory and ICT facilities 9 Purchase additional books, computers, laboratory equipment, subscribe to

additional journals 10 Distribute purchased books, computers, laboratory equipments

Goal 8.1 Establish Core Scientific Laboratories and Centers as identified through

feasibility study.

Proposed Actions

1 Hold consultative meeting on the need for establishing core Scientific Laboratories with other higher learning institutions

2 Conduct feasibility study, identify Core Scientific Laboratories to be established, sites of establishment, and management structure

3 Negotiate with government and other organizations on funding mechanisms and secure required resources Establish four Core Scientific Laboratories a. Assign coordinators for the core labs b. Undertake construction of physical facilities c. Secure and install scientific equipment and consumables d. Recruit and train personnel e. Test system, prepare SOPs and GLPs

4

f. Launch four core laboratories SECTION 4: STAFF Goal 9.1 Alter the qualification profile of the academic staff to make it more appropriate

for a research university. a) During the plan period, raise the proportion of full-time Ethiopian staff

with PhD or equivalent qualification to at least 1/3 of the total full-time academic staff

b) Phase-out in the next two years the deployment of full-time teaching staff with only a first degree

c) Recruit, at least one every year per department, young promising Ethiopians as graduate fellows in the next five years.

d) Recruit between 300 and 500 teaching staff members with masters degree in the next five years.

38

Proposed Actions

1 Design a project to train academic staff for the University at PhD level

2 Design appropriate incentive packages to supplement the salaries of Ethiopian academic staff with PhD qualification

3 Implement the staff training project and incentive packages

4 Recognize and reward academic staff for exemplary teaching, advising, mentoring and leading

6 Phase-out the deployment of full-time teaching staff with only a first degree

7 Recruit, at least one every year per department, young promising Ethiopians as graduate fellows.

8 Recruit between 300 and 500 full-time teaching staff with masters degree

Goal 9.2 Alter the rank mix of the academic staff to make it more appropriate for a

research university.

a) During the plan period, raise to at least 20% the proportion of full-time

staff with full professor rank

b) During the plan period, raise to at least 30% the proportion of full-time

staff with associate professor rank

Proposed Actions

1 Deploy additional academic staff with professorial rank as shown in the time table

2 Deploy additional academic staff with the rank of associate professor as shown in the time table

Goal 9..3 Alter the profile of the academic staff so that the experience in general and the

international experience in particular of the academic staff is more appropriate for a research university. a) Ensure a staff : student ratio of 1:20 in each department over the next five years in undergraduate programs. b) Ensure a staff : student ratio of 1:10 in each department over the next five

years in doctoral and academic master’s degree programs. c) Recruit qualified and competent expatriate academic staff (either as full time

or other forms of employment) with rich international experience to constitute at least 25% of the faculty, university-wide, in five years

d) Ensure the deployment of a minimum of two full-time equivalent experienced faculty per doctoral program.

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Proposed Actions

1 Prepare a comprehensive staff recruitment scheme to meet staff needs in various fields of specialization, taking into account the targets set in Goal 8.3

2 Implement the staff recruitment scheme Goal 9.4 Reduce staff attrition in market competitive faculties to less than 10% in 5 years.

Proposed Action

Design salary supplement for academic staff with doctoral and masters degrees and in market competitive faculties

Goal 9.5 Raise to 85% the proportion of full-time Ethiopian staff with pedagogical training in the next five years

Proposed Actions

1 Put in place regular pedagogical training program for the academic staff 2 Implement the program

Goal 9:6 Ensure that at least 20% of full-time academic staff are female, university-wide, in the next five years.

Proposed Actions

1 Increase the number of full-time female academic staff through targeted recruitment program of qualified individuals

2 Implement the program Goal 9.7 Ensure a representation of academic staff in all academic decision

making bodies of the university

Proposed Actions

1. Department Heads and Deans convene academic staff meetings to elect representatives to academic decision making bodies of the university in accordance with revised Senate Legislation

2 Elected staff participate in academic decision bodies Goal 9..8 Hold at least one event in each semester and in each Faculty that gives opportunity for staff and students to interact in extra curricular activities

40

Proposed Actions

1. Organize at least one staff versus student sports competition in each

department every semester 2 Organize at least one multi-cultural activity in each Faculty every year,

where staff and students participate

Goal 10.1 Attract, develop, and maintain a pool of qualified and competent administrative personnel in all functional areas of University administration.

a Competent and qualified persons apply for all vacant positions b 30% or more show every year improved job performance c Attrition of qualified and competent staff not exceed 5%. Goal 10.2 Promote a positive workplace in which employees are valued, empowered and

their professional growth encouraged a Demonstrated job satisfaction by majority of employees by 2009. b Majority of employees securing tenure by 2010. c All employees receive training for personal and professional advancement

by 2010. d All employees accept and promote University values by 2008

Proposed Actions

1 Aggressively advertise the University as a leading employer 2 Use aggressive strategies including market adjustments to recruit and

retain excellent and diverse administrative staff. 3 Raise employee salaries to competitive levels 4 Develop performance based reward/incentive packages to encourage staff. 5 Develop a tenure system and a strategy for its proper implementation. 6 Identify training needs of staff. 7 Offer continual training opportunities for all staff. 8 Set up systems for obtaining feedback on effectiveness of training programs. 9 Conduct at least twice a year faculty-wide seminars and workshops for all

administrative staff to instill the core values of the University. Goal 11.1 Encourage the establishment of autonomous faculty association in the next two years.

Proposed Actions

1 Foster a university environment that actively encourages dialog and communication among members of the faculty.

2 Provide financial and administrative support for establishment of autonomous faculty association.

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SECTION 5: STUDENTS Goal 12.1 Increase retention rate, graduation rate and percentage of academically excelling

students Increase the retention rate of first-year students to 95% university-wide in 5

years Increase the graduation rate to 85% in 5 years Increase by 10% every year the number of students on Dean’s List.

Proposed Actions

1 Revise the freshman curriculum to ensure a healthy transition between high school

and college 2 Implement the revised freshman curriculum 3 Conduct faculty-based orientations for all incoming students 4 Provide departmental/faculty-based forum for all students to discuss academic

related matters 5 Develop and implement guidelines for advisors for effective academic advisement 6 Conduct meeting at the beginning of each academic year for academic staff on

academic advising 7 Devise and implement mechanisms to make greater use of peer mentoring 8 Develop a system of tutorial classes for all students 9 Develop a system of mandatory remedial classes for students who are having

academic difficulties 10 Introduce communication skill course 11 Initiate and implement award scheme for academically excelling students 12 Require each academic department to implement continuous assessment as method

of evaluation 13 Develop instrument (or monitoring and reporting scheme) to measure(or track) the

retention rate, graduation rate and rate of increase in Dean's List 14 Develop and implement an admission strategy that enables the university to teach

and recruit high ability students from high school for academic career Goal 12.2 Increase student job placement

a. Increase student job placement to at least 95% university-wide in 5 years b. Increase student job placement of disadvantaged students to at least 95% in 5

years

Proposed Actions

1 Establish career development centers (CDC) in each campus 2 Maintain graduate profiles from each department 3 Conduct survey to identify industry requirements /vacancies 4 Design, develop and maintain databases based on the survey results

42

5 Provide counseling services (career development and employment services, design and develop training programs) for students on how to write CVs, applying for jobs, etc.

6 Provide opportunities for employers through conducting job fairs to reflect their needs in the programs and the curriculums

Goal 12.3 Ensure that self-learning centers (library; computer pools, language,

computation, and learning-how-to-learn units; etc.) are established in each campus in 5 years.

Proposed Actions

1 Review existing practices for organizing self-training centers 2 Develop guidelines for appropriate use of self-learning centers 3 Ensure the availability of computer pools at each faculty 4 Ensure the availability of digital library 5 Ensure English language teaching software are available Goal 13.1 Increase proportion of graduate students to at least 1/3 of the total enrollment in

regular programs in 5 years. Proposed Actions

1 Increase campus visits by prospective graduate students to improve

departmental access 2 Seek and support innovative proposals for increasing the number and type of

assistantships and fellowships 3 Establish funds that allow graduate students to present research at international

conferences 4 Initiate, sustain and enrich joint degree programs in the graduate school 5 Develop new programs and/or revise existing programs, emphasizing applied

graduate programs 6 Conduct a comprehensive university-wide study that identifies existing and

projected barriers for students with disabilities 7 Initiate open dialogue with graduate students University-wide 8 Initiate part-time and distance graduate programs Goal 14.1 Ensure that each department / academic unit develops at least one outreach

program in the next 5 years.

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Proposed Actions

1 Expand opportunities for engaged learning, including research, internships, civic engagement, service learning, use of technology and active learning

2 Reward community engagement of faculty and students 3 Examine new forms of experiential learning that meet the needs of students and

complement established co-op and practicum opportunities 4 Create opportunities and encourage students to complete at least one course,

program or activity that involves some significant component of community engagement

5 Ensure that students give community services in their respective fields of study during summer vacations

Goal 15.1 Ensure that there is in each campus at least one student organization (e.g. HIV

club, environmental club, discussion forum, student income generating center, etc.).

Goal 15.2 Develop a course on ethics, comportment, diversity. Proposed Actions

1 Create awareness and support initiatives to establish different student

organizations in each campus 2 Create means of raising funds for different clubs 3 Form a group of experts (including Dean of Students, staff from the Departments

of Psychology, Sociology, and Philosophy) to design a relevant course dealing with ethics, comportment, diversity.

4. Have the course approved and implemented beginning 2007/08 academic year

Goal 16.1 Provide accommodation, catering and sanitary services that meet the

minimum UNESCO standard in 5 years. Proposed Actions

1 Set minimum standards for dormitory, sanitary and catering services 2 Ensure dormitories fulfill minimum requirement for both male and female

students 3 Ensure appropriate sanitary services in all campuses 4 Ensure catering services meet minimum requirement Goal 16.2 Ensure that there is in each campus adequate facilities for sports, cultural events,

student community activities and recreational activities.

44

Proposed Actions

1 Ensure the existence of sport fields and recreational facilities in each campus 2 Encourage students to participate in different sport activities , 3 Organize cultural and Intra-mural sport activities 4 Improve student recreational areas in each campus with indoor games Goal 16.3 Establish in each campus a health service facility that fulfills basic health care

standards Proposed Actions

1 Empower the clinics with materials as well as manpower in each campus 2 Ensure health and sanitary facilities Goal 16.4 Ensure campus safety, especially for female students Proposed Actions

1 Increase number of security personnel , giving training and sufficient logistics

with special emphasis to females 2 Improve the safety infrastructures of the campus 3 Facilitate discussion forums to find out security problems Goal 16.5 Increase campus employment of students by, for instance , establishing a system

of student advising where senior students serve as mentors and by employing students as proctors of dorms.

Proposed Actions

1 Create part-time jobs in different campuses 2 Develop schemes of student employment on and off campuses Goal 16.6 Ensure that students are represented in every student-related decision making

body of the University. Proposed Actions

1 Establish guidelines to elect student representatives in various decision making

bodies in the University 2 Ensure that students are represented in Academic Committee, Senate, Discipline

Committee, etc

45

Goal 17.1 Conduct in every campus at least one major multi-cultural activity each semester Proposed Actions

1 Setup an organizing Committee 2 Create awareness on the importance of multi-cultural activity 3 Develop guideline to effectively conduct multi-cultural activity 4 Mobilize resources for such activities 5 Develop implementation program for actual conduct 6 Implement program Goal 17.2 Provide periodical training in gender assertiveness Proposed Actions

1 Identify resource people and institutions to provide training on gender

assertiveness 2 Develop and maintain database of resource people and institutions involved in

gender issues 3 Design program for periodical training 4 Conduct training Section 6: Addressing National Priority Agenda Goal 18.1 Expand graduate study programs, especially PhD programs, with integral research

across all disciplines in order to enhance Ethiopia's capacity for higher education.

• Develop and offer additional graduate study programs, especially PhD programs, In order to cover all relevant disciplines by 2010.

• Link all PhD programs to thematic research by 2010. • Produce at least 1000 PhD graduates by the end of the plan period.

Proposed Actions

1 a Conduct capacity assessment (faculty, facilities: library, space, lab, etc.) in all fields of study planning to develop PhD programs

b Provide required resources 2 a Develop PhD curricula in identified fields and revise existing curricula

b Conduct seminars, workshops and symposia to discuss curricula c Get curricula approved

3 Admit PhD candidates to various programs 4 Develop thematic research agenda and link all PhD Programs to

thematic research

46

Goal 18.2 Expand research activities with research agenda responsive to national and continental challenges, which draw upon and enrich the country’s natural and cultural heritage.

a. Formulate and prioritize University-wide research agenda by 2008 b. Formulate resource allocation policy for research by 2008 c. Secure adequate resources for the plan period for research and development d Enrich graduate programs and research

Provide students with exposure to cross-cutting advancements common to all disciplines and professions;

Identify and establish at least three research incubators by the end of the plan period.

e. Increase funded faculty research proposals and research publications by ten-fold by the end of the plan period f. Enhance the documentation and dissemination of research

Proposed Actions

1 Formulate University-wide research policy 2 Prioritize University-wide research 3 Formulate resource allocation guidelines 4 Secure funds 5 Select sub-sector projects 6 Identify cross-cutting areas 7 Design courses and mode of delivery 8 Offer the designed courses

Increase faculty research proposals and publications by 10 fold at the end of the plan period a) Introduce competitive grant award system b) Support the development of new/ existing local journals c) Evaluate journals periodically for reputability d) Enhance the documentation and dissemination of research findings/outputs e) Conduct periodic workshops, open days f) Develop database

9

g) Increase circulation to reach all relevant stakeholders Establish research incubators/ techno-parks a) Hold consultative meetings with industry for establishing incubators b) Conduct feasibility study, identify core incubators to be established, sites of establishment, and management structure c) Negotiate with government and industries on funding mechanisms and secure resources d) Establish regulatory mechanisms for operation of the incubators

10

e) Establish at least three incubators f) Assign coordinators for the incubators g) Undertake construction of physical facilities h) Secure and install scientific equipment and consumables

47

i) Recruit and train personnel j) Launch the incubators

Goal 18.3 Establish multidisciplinary and interdisciplinary centers of excellence in research

and training in areas of national and continental needs as well as in fields of comparative advantage. a. In 2008, strengthen already established centers of excellence in research and

training b. By 2010, establish additional centers of excellence in research and training c. Allocate significant portion of the University research and training fund for

interdisciplinary and multidisciplinary research and training d. Encourage interdisciplinary and multidisciplinary research collaboration by

including legislative and policy provisions in rules and regulations of the University pertaining to promotion and tenure by 2008

Proposed Actions

Establish the indicated centers of excellence, according to the following steps in each case:

a) Hold consultative meeting /workshop b) Conduct feasibility study c) Negotiate with government and other organizations on funding mechanisms and secure resources d) Establish the centre e) Assign coordinator f) Develop and get approved curriculum/program g) Prepare physical facilities h) Recruit personnel i) Launch the Center

1 Centre for Water and Development 2 Centre for Urban Growth and Development 3 Centre for Food Security 4 Centre for New Technologies and Development 5 Centre for Biodiversity and Environment 6 Institute of Archaeology, Anthropology and Palaeontology 7 Centre for Geophysics, Space Science and Astronomy 8 Centre for Sustainable and Renewable Energy 9 Institute of Peace and Security 10 Institute of Federalism 11 Centre for Parliamentary Studies 12 Centre for Displacement and Migration 13 Institute of African Studies 14 Centre for Human Rights

48

Goal 18.4 Ensure all departments offer annually appropriate, quality short-term courses designed to respond to public and private demand for skill upgrading and transfer of knowledge

Proposed Actions

Establish short-term training programs a) Establish Coordinating Office b) Assign coordinator c) Conduct need assessment d) Prepare policy, guidelines and procedures e) Identify and select areas of trainings f) Prepare training materials g) Conduct workshops h) Consolidate programs i) Prepare physical facilities

1

j) Start programs Goal 18.5 Ensure that well-organized and relevant consultancy services are offered as of

2008.

Proposed Actions

Establish Consultancy Office a) Conduct feasibility study b) Prepare policy, guidelines and procedures c) Conduct workshop c) Get approved policy and procedures document d) Recruit Officer e) Prepare physical facilities for main and sectoral offices

1

e) Launch consultancy office(s) Goal 19.1 Build common research capacity and engage in cooperative research Goal 19.2 Promote the development of higher education capacity in the country

Proposed Actions

1 Building common research capacity and engaging in cooperative research

- Draw research policy and sign at least five MoU with other Universities or HEIs - Take specialization based inventory of qualified human resources - Initiate joint research by creating common research infrastructure and critical

mass

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2 Establish common resource centers: at least 3 laboratories, 3 workshops and 3 libraries/documentation centers during the plan period; establish resource sharing mechanisms

- Take inventory of the existing laboratories and workshops - Establish or increase number of laboratories and workshops to encourage joint

research. - Build new libraries for the same purpose of scholarly work between the

Universities (HEIs) - Establish common resource center to facilitate research undertakings for all Universities involved

3 Establish mechanisms for joint appointment of critical staff

- Develop a system for joint appointment of staffs - Create Association of Ethiopian HEIs with objectives of collaboration among

them and to influence education policy of the country and to develop and generate financial and material resources to support its activities and that of member institutions.

SECTION 7: Public Engagement and International Collaboration

Goal 20.1 Promote University engagement in public services Goal 20.2 Facilitate the development and implementation of undergraduate University

Service which has a scope of providing services to the entire nation. Goal 20.3 Make significant professional contribution to policy-making at national level.

Proposed Actions

1 Prepare guidelines and training to enable departments of AAU develop policy that promotes university service to society consistent with University policy

2 Establish a policy document for university-society partnership, which would lead to successful student service provision at national, regional and woreda levels

3 Develop policy for action research that links university with policy makers

Goal 21.1 Significantly increase the number of programs, students and professorships

sponsored by private companies, public enterprises, alumni, professional associations and foundations.

Goal 21.2 Significantly increase the number of opportunities for internships and outreach programs provided by private companies and public enterprises

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Goal 21.3 Significantly increase the number of research and consultancy projects sponsored by private companies, public enterprises and NGOs.

Goal 21.4 Foster understanding of the University’s mission and strategic agenda by a significant percentage of parents.

Proposed Actions

Establish university-industry partnership offices in various faculties 1.1 Activate career development endeavors 1.2 Facilitate internship (job-core) programs

1

1.3 Carry out pre-incubation activities Establish techno-park and incubation center 2.1 University – wide awareness creation (workshops, seminars and discussion

forums) 2.2 Review the current centers in the developed and the developing countries 2.3 Conduct feasibility study (master plan) 2.4 Nation – wide awareness creation (workshops, seminars and discussion

forums) 2.5 Develop modalities of approach for strategic alliance with foreign and

national companies 2.6 Negotiate with high tech companies from abroad and sign contracts 2.7 Infrastructure (roads, buildings, telecom, etc…) development of the area

2

2.8 Start-up 3 Organize professionals/ academicians to consult particular technical or

managerial problems 4 Coordinate researchers and facilitate researches to solve real private companies

and public enterprises problems 5 Coordinate and conduct tailor made trainings in collaboration with industries 6 Conduct awareness creation programs like workshops, seminars, social

gatherings, with parents and other stakeholders 7 Facilitate dissemination of information such as research results and project

reports 8 Conduct workshops by taking all parties into consideration

Goal 22.1 Secure from international sources at least 1/3 of the budget required to realize the objectives of the five years strategic plan (See Goal 4.2).

Proposed Actions

1 Identify all active and potential bilateral and multilateral development agencies. 2006/2007

51

2 Based on the strategic plan start negotiation with active bilateral and multilateral development agencies. 2006/2007

3 Based on the strategic plan start negotiation with newly identified bilateral and multilateral development agencies.

4 Negotiated with bilateral and multilateral development agencies to acquire the necessary resources for the implementation of the strategic plan.

Goal 23.1 Promote the development and strengthening of PhD programs by securing

expatriate staff, and concluding MOU.

Proposed Actions

1 Analyze university-wide consolidated need of expatriate staff for PhD programs

2 Increase the role of AAU in international and continental university associations

3 Increase the participation of AAU's academic units in international disciplinary associations

4 Publicize the university need in expatriate staff through international and African university associations and international disciplinary associations

5 Identify the best universities from abroad in fields of studies where gaps exist in terms of academic staff

6 Review the situation of current MOUs with universities abroad

7 Develop modalities of approach for strategic alliance with universities from abroad

8 Prepare the academic and organizational preconditions for maximizing the use of expatriate staff at each academic unit

9 Implement the developed modalities of approach for strategic alliance with universities

10 Identify gaps in academic staff

Goal 23.2 Support staff development program by securing at least 150 training opportunities at PhD level and concluding at least 25 MoU.

Proposed Actions

1 Analyze university wide consolidated need assessment of staff development at PhD level (2006/07)

52

2 Review the current partnership with Universities from abroad and bilateral development agencies that can offer scholarships for PhD training

3 Negotiate different mechanisms1 with universities from abroad and bilateral development agencies for PhD scholarship.

4 Design strategy to engage at least 150 staff in PhD programs during the plan period.

Goal 23.3 Ensure that at least 300 Ethiopian PhD candidates have acquired experience

abroad during the plan period.

Proposed Actions

1 Define priority and critical areas for PhD candidates to acquire experience abroad

2 Negotiate with Universities abroad for PhD candidate placement

3 Make necessary arrangements for PhD candidates to acquire experience abroad

Goal 23.4 Ensure that at least 200 academic staff have acquired experience abroad during

the plan period.

Proposed Actions

1 Define priority and critical areas for Academic Staff to acquire experience abroad

2 Negotiate with Universities abroad regarding academic staff experience sharing

3 Make necessary arrangements for academic staff to acquire experience abroad

Goal 23.5 Ensure that at least 700 foreign students have acquired experience at AAU

during the plan period.

Proposed Actions

1 Define comparative advantage areas at AAU to attract foreign students 2 Implement strategy for promotion of AAU's comparative advantage areas

1 The negotiation for PhD training for the staff can take different modalities: Scholarship abroad, bringing professors from abroad to establish a PhD training at AAU for areas where at present AAU could not open PhD programs (for example, Law).

53

Goal 23.6 Ensure that at least 150 foreign staff have acquired experience at AAU during the plan period.

Proposed Actions

1 Define comparative advantage areas at AAU to attract foreign academic staff

2 Implement strategies for promotion of AAUs comparative areas

Goal 23.7 Support the University program to develop competent administrative staff

by ensuring that at least 120 administrative staff have acquired managerial experience abroad during the plan period.

Proposed Actions

1 Define priority areas for administrative staff to acquire experiences abroad

2 Conclude negotiation with international universities for the training of administrative staff

Goal 23.8 Support the University program to develop competent academic management

system by ensuring that at least 50 academic staff receive exposure to academic management systems and training in academic management during the plan period.

Proposed Actions

1 Define priority and critical areas for selected academic staff to acquire experience in academic management system abroad

2 Negotiate with Universities abroad regarding academic management experience sharing

3 Make necessary arrangements for the selected academic staff to acquire experience abroad

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Monitoring and Evaluation

Responsible bodies, timetables, and indicators of success for each activity are included in the

detailed action plans. The Strategic Planning Committee (SPC), chaired by the President, will

continue as an advisory body to the President regarding the implementation of the strategic plan.

The SPC will meet monthly and will serve as a forum for exchanging ideas on identified

bottlenecks, difficult issues in the implementation of the plan and extra-ordinary performances.

At the university level, the Strategic Planning and International Affairs Office is adequately

staffed to monitor and evaluate the implementation of the strategic plan. Its mission includes:

• overseeing and support the successful implementation of the university wide and faculty

level strategic plans;

• ensuring the consistency of the faculty level strategic plans with the university wide

strategic plan by facilitating any necessary adjustment;

• mobilizing human and financial resources needed for the execution of the plan;

• working with the relevant academic and administrative offices for judicious allocation of

resources;

• minimizing redundancy and poor usage of resources;

• facilitating communication among stakeholders and `the community at large; and

• documenting lessons learned from this process to im-prove the efficiency of future plans.

The office will submit performance report to the President for review on a monthly basis.

Faculty level Strategic Planning and International Affairs offices are also being established.

Each such office will be appropriately staffed to monitor the implementation of the Strategic

Plan at the Faculty level and submit performance reports on a monthly basis to the Dean

/Director for review by the Faculty Academic Commission. The Faculty office shall also share

information on methodology for problem solving with the university-wide Strategic Planning

and International Affairs office.

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The monthly performance report of the Strategic Planning and International Affairs Office

submitted to the President for review will be discussed by the SPC. The SPC will look into

achievements, failures, causes, and corrective actions taken to rectify problems that arise and

give guidelines on how to proceed.

Quarterly performance reports pertaining to the implementation of the plan will be submitted to

the Senate and the Board of Trustees for review. Both the Senate and the Board will discuss and

analyze the performance of the University with regard to the implementation of the strategic plan

and give directions if implementation or monitoring problems arise.

The university-wide Strategic Planning and International Affairs office shall communicate to the

university community the final quarterly performance review reports.

56

SUMMARY OF

ADDITIONAL RESOURCE REQUIREMENTS

Estimated Additional Cost (in Birr)

Domain 2007/8 2008/9 2009/10 2010/11 2011/12 Total

Governance and administration

50,014,000 20,950,000 17,660,000 17,660,000 17,660,000 123,944,000

Infrastructure and Resources

35,400,000 49,000,000 44,000,000 - - 128,400,000

Teaching and Research Programs

43,645,000 119,320,000 80,736,000 100,736,000 120,636,000 465,073,000

Staff 68,250,000 113,685,000 191,275,000 272,955,000 316,790.000 962,955.000

Students 10,450,000 207,990,000 68,040,000 18,090,000 18,140,000 322,710,000

Engagement in National and Public Affairs

15,280,000 10,830,000 830,000 830,000 830,000 28,600,000

International Collaboration

13,520,000 14,145,000 14,145,000 14,145,000 14,145,000 70,100,000

Total 236,559,000 535,920,000 416,686,000 424,416,0000 488,201,000 2,101,782,000

57

LIST OF PARTICIPANTS IN UNIVERSITY LEVEL STRATEGIC PLANNING

1 Members of the Strategic Planning Committee 1.1 The Strategic Planning Committee (SPC) consisted of the following members

nominated by the President:

1 Prof. Andreas Eshete, President, AAU, Chairman

2 Dr. Abye Tasse, A/V/President, International Affairs

3 Ato Baherenegash Belete, Officer, University ICT Development

4 Ato Bizuneh Dadi, Director, HR & Property administration

5 Dr Butte Gotu, Academic V/President

6 Dr. Demissu Gemeda, Assoc. Prof, Department of Mathematics

7 Ato Fekadu Mulugeta, Director, Distance and Continuing Education In-service Unit

8 Dr. Gebru Mersha, Asst. Prof, Dep’t of Political Science and International Relations

9 W/T Jalele Erga, Lecturer, Department of Political Science and International

Relations

10 Ato Mohammed Habib, V/President, Business & Development

11 Dr. Mulugeta Feseha, Director, Institute of Development Research

12 Dr Rahel Bekele, Asst. Prof, Department of Information Science

13 Prof. Theodros Solomon, Professor, Department of Chemistry

14 Dr. Tilahun Teklu, Dean, Faculty of Business & Economics

15 Prof. Tsigie G/Mariam, V/President, Graduate Studies and Research

16 Dr. Zufan Lakew, Dean, Faculty of Medicine

1.2 The following were members of the SPC initially, but left the Committee for various reasons and were replaced:

1 Prof. Darge Wolle, Director, AAU Press

2 W/t Elizabeth W/Giorgis, Director, Institute of Ethiopian Studies

3 Ato Mesfin G/Michael, Director, Budget and Plan Office

4 W/t Yetnebersh Neggusse, Student, Faculty of Law

1.3 The following additional members were co-opted into the SPC towards the end to finalize the University-wide strategic plan :

1 Prof Abebe Dinku, Professor, Department of Civil Engineering

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2 Ato Abebaw Bihonegn, Director , Budget and Finance

3 Dr Asfawossen Asrat, Head, Academic Programs Unit

4 Dr Atalay Alemu, Officer for Health Science Reform at the Rank of Associate V/President

5 Dr Daniel Fekade, Director, Research Programs

6 Dr Daniel Kitaw, Assoc. Prof, Department of Mechanical Engineering

7 W/t Emebet Mulugeta, Head, Office for Women Affairs

8 Dr Ephrem Engidawork, Director, Graduate Programs

9 Dr Haile Asnake, Head, Department of Physical Education and Sports

10 Dr Hirut Terefe, Ass. Prof, Department of Sociology & Social Anthropology

11 Ato Mulugeta Naizghi, Dean of Students

12 Dr Shimelis Admassie, Head, Staff Development Unit

13 Ato Tesfaye Birru, Projector Director, PhD Program in ICT

14 Prof Tirusew Tefera, Dean, Faculty of Education

15 Dr Yonas Admasu, Director, Institute of Ethiopian Studies.

2 The IAU/AAU Workshop, 8-9 June 2006

The International Association of Universities (IAU) was invited by Addis Ababa University and

the Swedish International Development Agency (SIDA) to consider how lessons learned by

others in the international academic community could benefit AAU’s own efforts at transforming

the university. Accordingly, a two-day workshop on the reform process at AAU was organized

by AAU and IAU with the support of SIDA during 8-9 June 2006. The following were the

participants in the workshop:

2.1 IAU Participants

1 Eva EGRON-POLAK, Secretary General, Executive Director, IAU

2 Goolam MOHAMEDBHAI, President, IAU

3 Peter BLOK , Advisor, Human Resource Management, Hogeschool van Amsterdam

4 Nimi BRIGGS, Former Vice-Chancellor, University of Port Harcourt, Nigeria, Former Chair of

both the Committee and Association of Vice-Chancellors of Nigerian Federal Universities (CVC)

5 Lidia BRITO, Professor, Universidade Eduardo Mondlane, Mozambique

6 Ian HAINES, Director of the Graduate School, London Metropolitan University

7 Peter WEST, University Secretary, University of Strathclyde

59

8 Ivan WILHELM, Former Rector, Charles University in Prague

9 Morshidi Sirat, Director, National Higher Education Research Institute (IPPTN)

10 Charpentier Sylvain, Workshop Organizer

2.2 Representative of SIDA

Hakan MARSTORP, Research Advisor, Country Director, SIDA/SAREC

3 Consultative Meeting of the AAU Strategic Committee with the Delegation from Emory University held on Tuesday, May 2nd 2006

The Emory University delegation:

1. Michael J. Mandl, Executive Vice President for Finance &Administration, mandl@emory.edu 2. Richard A. Mendola, PhD Vice President for Information Technology & CIO, rich.mendola@emory.edu 3. Lanny S. Liebeskind, PhD Director of University Science Strategies, chemll1@emory.edu 4. Shari M.Capers MBA/MHA Associate Vice President for Strategic Planning, Woodruff Health Science Center, Shari.Caperes@emoryhealthcare.org 5. Makeba Morgan Hill, MHSA/CHE Manager of Strategic Planning, Woodruff Health Sciences Center, 6. Jed Stevenson Graduate student in Antropolgy, egsteve@learnlink.Emory.Edu

4 Presentations at the Strategic Planning Conference with Stakeholders

Nov. 7, 2006 : Higher education in Ethiopia - Ato Amare Asgedom

Ethiopianization of Curricula - Dr. Aster Wudneh

Higher Education in Africa - Prof Goolam Mohammed Bhai - W/ro Zenebework Tadesse

Distance Education - Prof Eshetu Wencheko

Nov. 8, 2006: Vision and mission of AAU – a forward look - Prof Emeritus Seyoum G/sellasie, - Prof. Emeritus Ermias Dagne - Prof. Emeritus Fisseha G/Ab - Dr Asmelash Beyene - Prof Eshetu Wencheko

Nov. 9, 2006 Relevance and Contribution of Research to National Development – AAU’s role

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- Dr Teweldebirhan G/Egziabher - Ato Neway G/Ab - Dr Assefa Admassie

Role of the University in the Politics of the Country - Prof.Bahiru Zewdie

Role of the University in Multi-cultural Ethiopia - Ato Bulcha Demeksa

Nov. 10, 2006 Relation of Private Sector and the University - Dr Arega Yirdaw - Ato Eyesuswork Zafu - Ato Daniel Mebratu

Professional Associations and the University - Economics Association of Ethiopia - Medical Association of Ethiopia - Chemical Society of Ethiopia

Nov. 11, 2006 Closing Address

- P.M. Meles Zenawi