STRATEGIC PLAN FOR SETTING UP AN

INSTITUTE OF SCIENCE AND TECHNOLOGY

AT JIMMA UNIVERSITY, ETHIOPIA

Draft Version
May 2010

Prof. Dr. habil. Bernd Lennartz

 EXECUTIVE SUMMARY

This document presents a strategic plan and appropriate action program for the formation of
a new INSTITUTE OF SCIENCE AND TECHNOLOGY at JIMMA UNIVERISTY, ETHIOPIA
(JIT). The core elements of the strategy and its realization are

(i) to establish an internationally recognized and regionally influential autonomous

institution which provides applied education programs in technical disciplines at
the undergraduate and graduate level;
(ii) to continue the process of upgrading study programs in order to eventually com-
ply with international standards
(iii) to enhance the knowledge transfer between university and economy in order to
foster the regional (technical) development;
(iv) to explicitly address the current central problem in Ethiopia’s Higher Education –
the lack of highly qualified staff – by launching a structured post-graduate pro-
gram in cooperation with Rostock University and other selected German and in-
ternational universities;
(v) to develop a science and applied research culture as well as broaden hands-on
learning possibilities by enhancing the number of third party funded research and
developing projects;
(vi) to link the new JIT to national and international networks of education and re-
search organisations (south-south / south-north) to support the realization of the
ambitious developing aims.

The structure of the JIT has three levels, the strategic, the management and the opera-
tional. The supervisory board at the strategic level approves and oversees the decision made
by the leading resp. managing board of the JIT. The latter is composed by the Scientific Di-
rector, his Deputy (non-voting) and the Administrative Director. The Managing Board has the
full decision making power for all operational units of the JIT. All positions with leading func-
tion (esp. Head of Department) shall be operated by Ethiopians and international experts in
“tandem structures”. At the operational level, administrative units and academic/scientific de-
partments develop and run the study programs and research projects with a high degree of
academic freedom. Seven engineering departments will be formed: (i) Civil, (ii) Electrical and
Computer, (iii) Mechanical, (iv) Information Sciences, (v) Bio-Medical and (vi) Water Re-
sources and Environment. The (vii) Integrative Science and Technology Department (ISTD)

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will operate the post-graduate study program as well as the Centres of Competence such as
the Hydropower Centre. Therewith, the ISTD will boost research activities and foster science
communication and transfer. The attainment of the objectives is causally bound to a high de-
gree of academic freedom and institutional autonomy including the financial budget of the
JIT. This autonomy demands effective controlling and quality assurance routines. Conse-
quently, structures and processes will be kept transparent and communication paths will be
expanded and institutionalized.

The transformation process from the Faculty of Technology to the new JIT will be led by
the Managing Board in close cooperation with the President of Jimma University. The trans-
formation process and establishment of effective structures and processes from the begin-
ning onwards shall be supported by international experts who will be temporarily appointed
as Co-Department Heads in addition to the national Department Heads (tandem structure). It
is also intended to run international summer schools and appoint short term international ex-
perts as promotion for the study and science programs. The existing cooperation link to the
University of Rostock, Germany will play an important role in the initiation process of the new
JIT. The cooperation shall be intensified, institutionalized and continue long after the trans-
formation process is terminated. The transformation process shall finally lead to the transition
of the JIT to a fully autonomous Technical University (TU) with its own campus.

A new campus for the JIT is currently under construction and its completion is expected for
2014/15. The Managing Board shall be involved in the planning of the new compound and
buildings. In future, the new infrastructure will open up excellent possibilities for the devel-
opment of the JIT and TU, respectively. The transformation process, however, would be
massively retarded and hindered if the operation of the JIT will either be postponed until the
termination of the new campus or commence in the existing desolate buildings of the Faculty
of Technology. Consequently, an ad hoc emergency reconstruction and upgrading program
will be launched in 2010 to renovate buildings and amend technical facilities on Jimma Uni-
versity’s central campus. This is a sustainable investment since all buildings will be taken
over by the fast expanding faculties remaining on the central campus after the JIT has
moved to the new campus. The upgrading of the existing buildings and technical equipment
is a vital element in technically supporting the onset of the operation of the JIT and in visual-
izing the start of a new epoch at Jimma University.

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Content

1 VISION, MISSION, OBJECTIVES AND VALUES OF THE INSTITUTE OF

SCIENCE AND TECHNOLOGY (JIT) AT JIMMA UNIVERSITY ............................... 8

2 THE JIT GOVERNANCE MODEL AND ORGANIZATIONAL STRUCTURE ... 11

2.1 The Organizational Structure of the JIT ...................................................................................... 11

2.2 The Relationship between the JIT and the University ............................................................... 12
2.2.1 Strategic Linkage ..................................................................................................................... 12
2.2.2 The JIT as an Autonomous Unit within the University ............................................................. 13

2.3 The External Links / Industry Linkage......................................................................................... 14

2.4 Government and JIT Linkage ....................................................................................................... 15

2.4.1 Execution of Government Policies and Strategies................................................................... 15
2.4.2 Support for Private Public Partnerships ................................................................................... 15

3 THE JIT’S LEADERSHIP AND MANAGEMENT UNITS ...................................... 16

3.1 The Supervisory Board ................................................................................................................. 16
3.1.1 Responsibilities of the JIT Supervisory Board ......................................................................... 16
3.1.2 Membership of the JIT Supervisory Board............................................................................... 16
3.1.3 Development of the Supervisory Board ................................................................................... 17

3.2 The JIT Management Board.......................................................................................................... 17

3.2.1 The JIT Management Board’s Duties and Responsibilities ..................................................... 17
3.2.2 The Overall Focus of the Managing Board .............................................................................. 18

3.3 The Scientific Director .................................................................................................................. 19

3.4 The Administrative Director ......................................................................................................... 20

3.5 The Deputy Director ...................................................................................................................... 21

3.6 The Academic Council ................................................................................................................ 22

4 ACADEMIC UNITS AND ACADEMIC PROGRAMS OF THE JIT ........................ 23

4.1 Academic Units.............................................................................................................................. 23
4.1.1 Departments............................................................................................................................. 23
4.1.2 The Integrative Science and Technology Department (ISTD) ................................................. 24
4.1.3 Head of Department................................................................................................................. 25
4.1.4 Chair Holder ............................................................................................................................. 26
4.1.5 JIT Academic Council .............................................................................................................. 28

4.2 Academic Programs...................................................................................................................... 28

4.2.1 Bachelor Programs .................................................................................................................. 28
4.2.2 Master Programs...................................................................................................................... 29
4.2.3 Structured PhD Programs ........................................................................................................ 30

4.3 The Enterprise Foundation Stimulus (Start-ups) ....................................................................... 31

5 MANAGEMENT FUNCTIONS AND SUPPORT UNITS ........................................ 32

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5.1 Finance Administration and Income Generation ....................................................................... 32
5.1.1 Income Generation................................................................................................................... 32
5.1.2 Budget Planning and Allocation ............................................................................................... 33
5.1.3 Transparency and Accountability............................................................................................. 33
5.1.4 Finance and Budget Department ............................................................................................. 34

5.2 Human Resource Management .................................................................................................... 34

5.2.1 The Personnel of the JIT.......................................................................................................... 34
5.2.2 Human Resource Development ............................................................................................... 36
5.2.3 The Human Resource Management Department .................................................................... 38

5.3 Student Administration................................................................................................................. 39

5.4 The Technology Transfer (TT) Management and Administration............................................. 39

5.4.1 Sustainable Technology Transfer ............................................................................................ 40
5.4.2 Qualified Internship System and Career Development............................................................ 41

5.5 Information Technology (IT) Services ......................................................................................... 42

5.6 Infrastructure and Maintenance Administration ........................................................................ 42

5.7 Public Relations - Profiling and Marketing ................................................................................. 42

6 STUDENT PARTICIPATION................................................................................. 44
6.1 Participation in Decision-Making Processes.............................................................................. 44

6.2 Student Handbook......................................................................................................................... 44

6.3 Student Council ............................................................................................................................. 44

7 CHANGE MANAGEMENT .................................................................................... 46

7.1 Change Management Principles .................................................................................................. 46

7.2 Milestones of the Change Management Process....................................................................... 46

7.3 Extra Costs..................................................................................................................................... 48

7.4 Exit Strategy................................................................................................................................... 49

8 PRECONDITIONS FOR THE JIT TRANSFORMATION PROCESS .................... 50

BIBLIOGRAPHY ...................................................................................................... 51

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 Preamble

Knowledge and appropriate application of modern Technologies is a crucial task for a devel-
oping country like Ethiopia. Today’s undeveloped infrastructure and missing technology are
obstacles in the eradication of poverty and the growth of the industrial sector. It is necessary
to analyse the role of technology for a country like Ethiopia and it has to be determined which
technologies might have high impact in short terms.

Higher education institutions are the key element for the education of knowledgeable, skilful,
and committed professionals. Institutes of Science and Technology have to be regarded as
the driving force for the development of agriculture, infrastructure, industrial sector and provi-
sion of services in all aspects of engineering and technology.

Jimma University is an important higher education institution in Oromia region, a region with
a fast growing population. Oromia is the leading coffee producing and processing region of
Ethiopia.
The Faculty of Technology resp. College of Engineering and Technology was established in
September 1997 and is one of the main faculties at Jimma University. The Faculty of Tech-
nology has successfully established academic programs for the undergraduate level. With its
Community Based Education system (CBE), the Faculty of Technology provides practical,
research oriented and problem solving training for students from Oromia region and entire
Ethiopia. The academic standard must be aimed to develop further into Master and possible
PhD level with international recognition. In future, the University will also be expected to pro-
vide more scientific and engineering services for regional and national industries.

Under the Engineering Capacity Building Program (ECBP) the Government of Ethiopia has
launched a University reform program to transform selected University faculties into interna-
tional competitive institutions which serve the country to meet the challenges of the future.
The successful transformation from the existing Faculty for Technology to the new Jimma
Science and Technology Institute (JIT) will largely depend on qualified human resources.
Especially the qualification of the lecturing and administrating staff is a crucial point in the
future development of the education in technical disciplines at Jimma University. Therefore,
staff development and continuous training is a key factor to cope with a fast technological
development. In addition, it will become necessary to fundamentally update infrastructure
and facilities to enable high level training and education. The new Institute must have a high
technological standard itself.

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With the implementation of this program the governance structures and procedures of the
Universities have to be changed into efficient and accountable management systems. Staff
qualification, laboratories, workshops, campus facilities have to be improved and kept on
high standards. International experts are employed for a defined period of time to accom-
pany the transformation process. Nevertheless, the transformation process is aimed to de-
velop the JIT into an institution that finally is completely managed by Ethiopian academic and
administrative staff. The envisioned time frame for the transition is 5 years.

This Framework was elaborated considering the objectives as stated in ‘Industrial Develop-
ment Strategy’ of FDR of Ethiopia, and following the governance model and organizational
structure as proposed by “PROPOSAL FRAMEWORK AND CHANGE MANAGEMENT
CONCEPT FOR SETTING UP INSTITUTES OF TECHNOLOGY IN ETHIOPIA (by denk-
modell consultants, Dr. Erhardt + G. Scholz). The framework is fully compliant with the
Higher Education Proclamation (HEP) (2009).

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 1 Vision, Mission, Objectives and Values of the Institute of Science and
Technology (JIT) at Jimma University

Vision
The Institute of Science and Technology at Jimma University (JIT) will be a higher edu-
cation institute for engineering disciplines that meets international standards. The JIT will
provide university-level services in education, research, and technology transfer to serve re-
gional demands in the Oromia region. The JIT will be committed to the technological devel-
opment of Ethiopia. The JIT shall be an outstanding centre of excellence for a regional uni-
versity in a developing country. The JIT shall be transformed to a fully independent Technical
University (TU) upon movement to a new campus.

Mission
• to educate prospective graduates, provide knowledge and develop skills in planning,
design, engineering and manufacturing for the industry and commerce
• to conduct technology-based applied research, projects and studies that are based
on priorities that reflect the needs of the national and regional industries and econo-
mies carefully obeying environmental standards
• to create an study and working environment that is conducive to the cultivation of so-
cial skills and entrepreneur-ship among students and staff
• to serve as a model for other educational institutions within the country and provide
them with the necessary technological education and advanced training as well as
highly qualified staff
• to cooperate closely with private enterprises in promoting and developing local and
national technological know-how.

Objectives
• The JIT offers application oriented study programs in the field of engineering and
technology for the national and regional demands.
• Teaching and training of students is practice-oriented, all education programs include
an industrial apprenticeship and study related hands-on projects.
• The graduates are equipped with engineering skills that open employment opportuni-
ties on domestic industries and services in Ethiopia.
• The coursework is structured in an interdisciplinary approach focussed on solutions
creating an impact on the development of the regional and national economies.
• The JIT is a partner for regional industry, and commerce community.

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 • The JIT is a recognized institute with international partnerships on dedicated fields of
research.
• The JIT is a learning organization to improve its standards and quality of services.
This includes continuing training of staff, self-assessment and evaluation.
• The JIT is managed progress oriented. Staff and Management will be assessed upon
achievements.
• The transformation process is planned and organized that Ethiopian staff gradually
take over duties and responsibility in academic and management positions. After fi-
nalization of the transformation process the JIT has to be an institution completely or-
ganized by national staff members.
• The transformation process shall lead to an entire independent Technical University
with its own campus within a time frame of 5 years.

Values
The following values should serve as the basis for all measures taken during implementation
phase and future management of the JIT:

• Academic freedom and autonomy

The JIT makes use of its academic freedom and institutional autonomy in order to im-
prove its services and prevents its activities from being subjected to unnecessary or
inappropriate interventions or misuse by its own members. In order to ensure exem-
plary performance, the JIT operates with the highest possible standards of profes-
sionalism and ethics and seeks to provide high-quality services as efficiently as pos-
sible.

• Sustainability
The JIT is an Ethiopian institute. The Director and the other international experts have
the role to facilitate the necessary reform by offering their knowledge and experience.
They will lead the transformation process for a limited period of time but no decisions
will be taken without the participation of Ethiopian staff. As soon as possible Ethiopi-
ans will take over the leadership of JIT. The sustainability of the implementation proc-
ess will largely depend on the recruitment of experienced staff and the successful es-
tablishment of a post-graduate program.

• Social responsibility
The JIT strives to reach its full potential in order to fulfil its social responsibility
through the active participation of its students and staff in community development

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 activities and public services. It aligns its activities in such a way that it is able to carry
out the social responsibility with commitment as a public institution. It serves society
by bringing about positive changes and contributing to social transformation.

• Transparency and public accountability

The JIT is accountable to Jimma University and other stakeholders by providing clear
and open records of all of its operations. As a public institution, each resource re-
ceived from the government (or taxpayers) brings value for money and its director is
held accountable for its performance. The JIT is committed to regularly communicat-
ing its performance reports, financial statements, external audit reports, budgets and
plans for the future and holds open meetings with all stakeholders. It makes informa-
tion easily accessible in order to strengthen its transparency and public accountabil-
ity.

• Committed leadership
The JIT leadership is dedicated to excellence and has a strong will to succeed and
excel in its endeavours. It is characterized by the integrity and competence needed to
accomplish its mission and a resolute focus on the strategic issues.

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 2 The JIT Governance Model and Organizational Structure

2.1 The Organizational Structure of the JIT

The organizational structure has to provide the JIT with more autonomy in management and
administration and means for ensuring accountability to its Supervisory Board and the Uni-
versity. The various units in the organizational structure are separated into the following three
levels:

• The strategic level

(includes the involved ministries and the Supervisory Board as the JIT’s strategic
leadership)

• The management level (consisting of the JIT’s Managing Board)

• The operational level (made up of all academic and administrative units that
are accountable to the JIT’s Managing Board)

This Organizational Structure (Fig.1) will allow the JIT to develop its core activities to meet
further demands and considering future circumstances, such as the student enrolment, cur-
ricula revision, research activities, and technology transfer.

The structure is designed to allow the JIT to establish direct linkage to the industries, the
commerce sector, and the public sectors in such a way that these partnerships generate mu-
tual benefit, for the JIT as well as the stakeholders.

11
Fig.1 Organizational Structure of Jimma Institute of Science and Technology

2.2 The Relationship between the JIT and the University

2.2.1 Strategic Linkage
It will be essential that the University as presented by the President and the Senate and the
JIT agree on fundamental strategic leadership issues in order to expedite its development
and bring about fundamental changes in the country’s technology and engineering educa-
tion.
As depicted in the organizational structure in Figure 1, the working relationship between the
university and the JIT can be explained at the board level and the leadership level. At the
level of the board, the university president and one member of the university senate hold JIT
Supervisory Board membership. This ensures that the JIT’s strategic objectives are compati-
ble to those of the university and also supports the university’s overall development. As the
university president represents the university’s executive power and the senate member
holds responsibility for the university’s academic and research affairs, the JIT leadership will
benefit from their participation.

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At the leadership level, the university president and the JIT Scientific Director should meet
regularly to discuss the ongoing academic and administrative matters at the JIT and univer-
sity levels. In these meetings they will aim to find a mutual understanding on issues concern-
ing the relationship between the university and the JIT.
The JIT Scientific Director will also attend university senate meetings as a non-voting mem-
ber in order to ensure that the JIT does not contradict senate-level decisions. It is generally
assumed that the JIT is to be guided by the senate’s rules and regulations.
Being part of the university, the JIT and its members shall be entitled to use the central ser-
vices of the university (e.g. the library, IT facilities etc.) at early stages of the transformation
process. The university shall support the JIT in setting up its own administrative, supporting
and academic units (including IT Services, Public Relation Service etc.). Details on the allo-
cation of staff and infrastructure shall be discussed and agreed upon by the university presi-
dent and the JIT director. It is vital that the JIT develops an entire independent structure in-
cluding all academic, administrative and supporting units in order to enable a smooth opera-
tion of the JIT on the new campus and the further transition of the JIT to a Technical Univer-
sity.

2.2.2 The JIT as an Autonomous Unit within the University

The JIT is provided with autonomy with regards to personnel, finance and academic affairs.
This autonomy is being recognized by the Universities President and Board.

The autonomy of the JIT is defined by following key issues:

a) The JIT autonomously selects academic staff with the rank of professor, selects and
hires academic staff below the rank of professor and promotes academic staff to
ranks below associate professor. After approval of the Senate, JIT will also be entitled
to hire professors and to promote staff to the rank of associate professor. JIT
autonomously recruits its administrative staff. With regard to all staff, JIT is in charge
of promotion, discipline and dismissal based on the principles of applicable laws and
regulations.
b) The JIT autonomously decides on all matters of student admission and administra-
tion.
c) The JIT represents itself in all matters, externally by establishing academic links to
other international technical institutions, negotiating contracts, signing memoranda of
understanding and cooperating with other institutions and organizations that assist its
development.

13
 d) The JIT receives a block grant budget from the Ministry of Finance (through the
MoE/University) and may use any unused funds as a rolling budget according to Art.
62 f. HEP.
e) The JIT solicits and utilizes third party funds.
f) The JIT generates revenue through various methods of income generation and uses
it solely for its own purposes.

The relationship between the university and the JIT bodies has been determined as
follows:
a) The JIT is a part of the university with a special autonomous status.
b) The JIT shall have the right to establish its own governance structure, as described in
the frameworks for IoTs.
c) The JIT bodies shall have the responsibilities defined in chap. 3. Within the limits of
these responsibilities the JIT is entitled to decide on all of its academic and adminis-
trative matters.
d) The JIT is controlled by its Supervisory Board. The university is represented in the
JIT’s Supervisory Board by the university president and one member of the senate –
both of them voting members.
e) The Supervisory Board is accountable to the University Board. The University Board
oversees the work of the JIT Supervisory Board and supervises the observance of
the legal provisions and the provisions of this framework.

2.3 The External Links / Industry Linkage

The JIT is dedicated to exchange of knowledge in teaching, research and practice with oth-
ers. It is interested in a knowledge transfer with others and acknowledges the needs of the
economy and the industrial development of Oromia region and of Ethiopia. Out of this, JIT
will proactively search for external relationships and partners to start mutually beneficial col-
laborations. The already existing collaboration with the University of Rostock, Germany, shall
be reinforced and developed to a platform allowing easy exchange of staff at all levels. The
University of Rostock shall become a strong partner in the transition process and beyond by
knowledge transfer in academic and management affairs. Moreover, the JIT seeks additional
national and international linkages to strengthen its profile and academic competence. First
talks have been held with the vice chancellor of the University of Ballarat, Victoria, Australia
and it was agreed to continue negotiations aiming at assessing if a full cooperation can be
established.

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The Institute will provide consulting services to the industry and commerce and develop
strategies of how to profile itself on the market. Further, the JIT will foster start ups on cam-
pus and therewith providing options of additional income generation for staff and students.

2.4 Government and JIT Linkage

2.4.1 Execution of Government Policies and Strategies
The Governmental Policies and Strategies shall be enabling JIT, not governing it in detail.
JIT will contribute to a mutual trustful relation proactively, transparently and forward acting.
According to the Organizational Structure, the Ministers and Ministries of Education and Ca-
pacity Building control and support JIT through the Supervisory Board. No direct cut-through
intervention bypassing the Managing Board takes place.

2.4.2 Support for Private Public Partnerships

A strong government linkage to the institute will support and facilitate the stakeholders from
the economy in joining the collaborative effort in order to benefit from mutual advantages.
The stakeholders include investors from the industries, private investors, entrepreneurs, pro-
fessional associations and small and medium-sized enterprises.
Private public partnership model could provide ample opportunities for the engagement and
success of economic and institutional development. The government’s role in such a part-
nership is critical to its initiation and success.
The JIT will establish a Centre for Technology Transfer to provide knowledge exchange,
consultation, and technological services for private enterprises, government institutions, and
non governmental organizations on dedicated fields of expertise. These services are charge-
able as third party funds.

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 3 The JIT’s Leadership and Management Units

3.1 The Supervisory Board

3.1.1 Responsibilities of the JIT Supervisory Board
As the institutes highest approving and monitoring body, the JIT Supervisory Board is ac-
countable to the University Board. Its responsibilities are to approve and oversee decisions
made by JIT governing bodies and management units.

This includes the following points:

• Nominating the JIT directors for appointment by the Ministry. During the establish-
ment of the JIT, however, the director must be appointed directly by the Ministry and
the Supervisory Board would be established to undertake its duties and responsibili-
ties immediately afterwards and in coordination with the Scientific Director.
• Approving directives regarding JIT academic staff qualifications, requirements and
appointments, and monitoring the propriety of their application.
• Approving and following up on the implementation of proposals for the JIT’s institu-
tional reorganization, organizational plans, policies, administration, academic pro-
grams and internal regulations.
• Approving performance reports and financial statements and submitting them to the
government.
• Approving policies regarding employment, promotion, discipline, salary, allowances,
wage and other benefits for the JIT’s administrative and technical support staff and
approving them based on the federal civil service law.
• Approving agreements regarding education and research that the JIT concludes with
national and international partners.
• Approving proposals of the Managing Board on the type and amount of various edu-
cational payments charged by JIT.
• Reviewing the JIT’s budget, strategic and annual plans and submitting them to the
government.
• Supervising the implementation of plans and budgets, upon approval by the govern-
ment.
• Supervising and ensuring that the JIT implements the provisions of the Higher Educa-
tion Proclamation (HEP).

3.1.2 Membership of the JIT Supervisory Board

The JIT Supervisory Board will consist of seven voting members.

16
 • The Ministry of Education shall select and appoint two voting members from the fed-
eral ministries that have the closest affiliation to the core programs run by the JIT
(e.g. the Ministry of Science and Technology or the Trade & Industry Ministry).
One of these two members will be appointed as chairperson by the MoE.
• The regional government shall select and appoint two of the voting members of the
Supervisory Board. The appointed members shall have commendable knowledge
and experience in the fields of technology and engineering, as well as competence in
strategic leadership.
• The president of the Jimma University will be one of the voting members of the Su-
pervisory Board.
• The senate of Jimma University will select and delegate one merited member from
the university senate.
• One voting member shall be selected and appointed from the chamber of commerce
of the town or the region.
• The JIT’s Scientific Director will be a non-voting member of the Supervisory
Board and serve as its secretary.

The Supervisory Board shall convene at least once every three months. The chairperson can
call extraordinary sessions as deemed necessary.
Each voting member of the Supervisory Board shall serve a term of three years. He/she may
be reappointed by the respected authorities for the maximum of one more term.
The JIT Supervisory Board should report to the University Board on its performance and the
implementation of the JIT’s strategic plan every three months.
For the implementation of the Supervisory Board, a founding meeting will be initiated by the
Scientific Director of JIT.
The Strategic Plan of JIT is the binding document for all activities and decisions of the Su-
pervisory Board.

3.1.3 Development of the Supervisory Board

The JIT will move to the new campus once the ongoing construction is terminated. At that
point it has to be decided if the JIT shall become entirely independent and a full Technical
University. In that case, most of the newly established organizational, administrative and aca-
demic units may persist but the Supervisory Board needs to re-organized.

3.2 The JIT Management Board

3.2.1 The JIT Management Board’s Duties and Responsibilities

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The core members of the Managing Board are the Scientific Director and the Administrative
Director. The Deputy Director is a non-voting member.
The Managing Board has the full decision making power for all operational levels of JIT. It
provides information for control and advice as needed to the Supervisory Board on matters of
strategic importance and other issues to ensure the smooth functioning of JITs operational
business.
The Managing Board makes decisions on issues at the institutional level by way of manage-
ment by consensus. In case of disagreement, or when consensus cannot be reached by the
members of the Managing Board, the Scientific Director's decision will be final. The Scientific
Director has the veto right.
The Managing Board assists the Scientific Director in effectively carrying out his duties and
responsibilities.
In case of the absence of the Scientific Director, the Deputy Director acts on behalf of the
Scientific Director and will have full authorities of the Scientific Director, including the veto
right.

3.2.2 The Overall Focus of the Managing Board

The directors have full authority over all of the institutional units and will also be held ac-
countable for the proper functioning of the institution and the attainment of its mission and
goals. The directors work as a team and make decisions collectively. In case of disagree-
ment, the Scientific Director will have the power of veto and be able to make his or her own
decision.
The Managing Board meets in general once a week to assess short-, and medium-term
goals, means and performance in all branches of the institute. The team should focus on the
key issues that require the strategic attention of the institute’s leadership. All of the institute’s
Heads of Departments and Chairs should be empowered to the greatest degree possible to
make decisions that they consider to be important and they are entitled to. The Managing
Board should be able to formulate clear guidelines for work procedures and regulations that
ensure transparency and efficient implementation.

This decentralization of power and authority coupled with responsibility and accountability
shall be the essence of the institutional management. Such empowerment and trust at the
lower management and administration levels will be a strong motivational factor for many of
the institute’s members to serve in administrative positions.
Autonomy and academic freedom shall govern and prevail in all institutional bodies and ac-
tivities so that members of the institute’s community may work in an atmosphere that is con-
ducive to productivity and innovation.

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From the very start of the institute’s operation, work processes will be meticulously defined
and their users will always have access to information that is relevant to making use of the
services provided by each particular process. Some elements of the on-going Business
Process Reengineering (BPR) in public higher education institutions, along with the princi-
ples and experiences of the Civil Service Reform Programs that are in line with this proposal,
could readily be used to enhance the transformation process.
The institute’s strategic leadership shall continually strive to further improve existing proc-
esses and service delivery mechanisms by way of best practices and technology. Process
improvement and reform shall not be a one-time effort, but a perpetual process in the insti-
tute. In this regard, the institute’s operation should provide a good example within the univer-
sity, as well as for private and governmental bodies.
Annual planning and the revision of the institute’s strategic plan often need to be held simul-
taneously. Each plan provides the other with the necessary information for re-planning, moni-
toring and evaluation.
The annual plan is derived from the JIT’s strategic plan and specifies institutional goals and
objectives as well as the means for achieving them. These goals are cascaded down to the
lower management and administration units and also to the individual level, if applicable.
Performance assessment at the individual, chair, department head and institutional levels is
based solely on measurable goals and objectives.
Resource allocation, which includes human, financial, material and other resources, is based
on these institutional goals and objectives. The Managing Board has full authority over the
global budget and can make changes in allocation by its own decision, based on the institu-
tional goals and objectives. All administrative issues, such as staff employment, budget allo-
cation, building and office space allocation, are strongly tied to the institutional goals.

All departments are expected to report the progress quarterly to the Management Board and
to submit a evaluation report at the end of the academic year that includes their own internal
performance assessment along with recommendations for further improvement. Individual
performance assessments are carried out annually, preferably at the end of the academic
year for all academic as well as administrative staff members. Institutional performance re-
ports are presented by the Managing Board to all members of the institutes annually. Feed-
back on such assessments should be used as input for the following term. In accordance
with the current BPR and Civil Service Reforms at the public higher education institutions,
mechanisms for handling complaints from internal or external bodies must be implemented in
a fair, transparent and timely manner.

3.3 The Scientific Director

19
In general, the Scientific Director is appointed for three years. He might be re-appointed for
the maximum of one more term.

Responsibilities of the Scientific Director

• Overall responsibility for education, applied research, services and technology trans-
fer
• Overall responsibility for the financial, administrative and organizational operating
business, including general responsibility for the personnel budget
• Overall responsibility for budget planning, budget steering and the expenditure policy,
including the authority to allocate the global budget in accordance to needs and goals
of JIT
• Overall responsibility for the human resource policy, planning of the personnel budget
and human resource development including transparent hiring policies and selection
criteria together with the Deputy Director
• Development and further development of the JIT’s academic profile and operational
realization of its strategies and policies
• Responsibility for all academic affairs (e.g. student admission, graduation), including
academic programs
• Represents the JIT externally (to the region, the government, the public, the industry,
etc.) and internally (such as the university president and senate)
• Is superior to all academic unit staff members
• Initiates new research fields (particularly those that are relevant to the region and the
economy) and holds responsibility for the institute-industry linkage
• Responsible for the establishment of international university cooperation, especially
with the University of Rostock, Germany and University of Ballarat, Australia
• Appoints the Heads of the Departments
• Appoints the Directors of Master and PhD studies
• All special and unforeseen events which are not covered by university or JIT regula-
tions or this framework will be handled, decided and finally concluded by the Scientific
Director.

3.4 The Administrative Director

The Administrative Director is the head of the JIT’s administration and the supervisor of the
non-scientific staff. He or she is in shared responsibility for compliance with budget regula-
tions and is in charge of the JIT’s operational financial and legal affairs. The responsibilities
of the Administrative Director include:

20
Responsibilities of the Administrative Director
• Responsibility for the financial, administrative and organizational operating business,
including responsibility for the personnel budget in coordination with the Scientific
and Deputy Directors
• Guaranteeing compliance with legal provisions, especially the HEP and other laws
regarding the relationship between the JIT, the university and the government
• Overall responsibility for budget planning, budget steering and the expenditure policy
in coordination with the Scientific and Deputy Directors
• Securing the budget, ensuring financial liquidity and the realization of the directives
of the institute’s Supervisory Board
• As with the Scientific Director, responsible membership in finance related meetings
and negotiation with the Ministry of Finance and other regional, national or interna-
tional donors
• Responsibility for the human resource policy, planning of the personnel budget and
human resource development in coordination with the Scientific and Deputy Directors
• Overall responsibility for all matters of organization, structures and procedures. De-
velopment and implementation of the JIT’s information technology (IT) strategy
• Overall responsibility for the JIT’s building construction projects, facility planning,
maintenance and facility management
• Is superior to the heads of the human resource management department, the finance
and budget department, the student administration office, the maintenance and infra-
structure unit, the public relations department and other management support units
• Overall responsibility for controlling, including reporting and auditing

3.5 The Deputy Director

• The Deputy Director should be in general an outstanding Ethiopian academic, who is
acknowledged by the academic and professional community. He/she will serve a
term of three years and can be re-appointed. He/she will be appointed by the Scien-
tific Director. As a key point of the transformation process the deputy director is fore-
seen to be the successor of the founding Scientific Director.

Responsibilities of the Deputy Director

• He/she is a non-voting member of the Management Board and holds a shared re-
sponsibility in all matters with the Scientific Director
• He/she is the Director of the Bachelor Programs of JIT
• He/she represents the Institute in absence of the Scientific Director with full authori-
ties

21
3.6 The Academic Council
The Academic Council (AC) consists of all department heads.
The Academic Council will meet in general twice per semester to discuss matters of aca-
demic interests.

The Academic Council will:

• elaborate recommendations with regards to opening, closing or merging academic
units within the JIT towards the Management Board
• make recommendations towards the appointment of new teaching personnel
• make recommendations towards the promotion of teaching personnel in higher aca-
demic ranks

22
 4 Academic Units and Academic Programs of the JIT

The central academic unit of the JIT is the department. To improve the academic standard
and to implement Master and PhD programs, a chair system is envisioned under the strict
condition that qualified candidates for chair positions are available or can be appointed from
other Ethiopian institutes or from universities abroad. Idealistically, the Department Head
holds also a chair position in one research field of the respective Department he or she is
leading. For instance, the Head of Water Resources and Environmental Engineering De-
partment could hold the chair for Waste Management and Bio-Energy.
The appointment of a chair head is based on academic and research merits and also on
practical experience and professional merits. He or she must have an academic rank with
relevant publications in the area of specialization in order to qualify for the position in the fu-
ture.

4.1 Academic Units

The department structure consists of seven departments. Six departments represent six
academic fields, while the Integrative Science and Technology Department (ISTD) is an or-
ganizational unit which links the various disciplines. The ISTD has an interdisciplinary profile
which is formed through the members coming from the departments with a specific academic
field, so called ‘Home Departments’ (HD).
The Home Departments comprising the current academic staff are taking responsibility to
offer courses and services on undergraduate level. It is aimed to develop Master Programs
which will also be run by the Home Departments.

4.1.1 Departments
The JIT will comprise following departments:

• Electrical and Computer Engineering

• Mechanical Engineering
• Bio-Medical Engineering
• Civil Engineering
• Information Science Engineering
• Water Resources and Environmental Engineering

The structure and the academic profile of each department will be assessed during a start up
phase of one year. The allocation of academic staff and the allocation of laboratories will be

23
under investigation and revision. Each department has to be developed to an academic unit
with qualified and specified profiles.

4.1.2 The Integrative Science and Technology Department (ISTD)

The Integrative Science and Technology Department is a unit which is entirely dedicated to
the promotion of research and the acquisition of according projects, as well as to the com-
munication and transfer of science and technology.

The Integrative Science and Technology Department is responsible for the structured PhD
program. It develops the necessary regulations and course programs. In addition to the PhD
program, it provides expertise in the development of research projects and the according ac-
quisition of third party funding to all academic staff. These two elements – the structured PhD
program and the expected increase of research projects - are considered as core forces in
the development of the JIT. These services will ensure qualification of staff on the one hand,
and fostering students’ education through an increased number of hands-on projects on the
other. Moreover, the technology transfer to the regional economy will be fostered and the re-
gional development in infrastructure and technology will be supported.

The Integrative Science and Technology Department will establish a regular interdisciplinary
seminar where experts from outside and PhD students and scientists from all disciplines of
the JIT will present their recent research results. Running and envisioned research projects
will be presented. The seminar will serve as a platform for idea exchange and the initiation of
interdisciplinary applied research projects. Participation is mandatory for all PhD students
and their supervisors. The interdisciplinary seminar will play an important role in the devel-
opment of a science and research culture at the JIT.

The Integrative Science and Technology Department develops and runs Competence Cen-
tres. One Competence Centre – the Centre for Hydro-Power - has already been established
and operates in close cooperation with the GTZ program ‘Access to modern energy sys-
tems’. A second Competence Centre for Waste Management and Bio-Energy is envisioned
and will be planned within early stages of the transformation process. Additional Competence
Centres may be founded but will largely depend on the expertise of academic staff and ac-
quired research projects. The Competence Centres act as academic units with a clear and
publicly declared research focus. They shall provide hands-on and internship opportunities
for students. Each Centre will have at least one international consultant partner for estab-
lishment, guidance and evaluation. Financial resources have to be raised from third party

24
funding by projects and international development programs. Each Competence Centre will
have one full time scientist as coordinator.

The Integrative Science and Technology Department shall have a lean staff structure al-
though the ISTD has a central position in the strategy of the development of the JIT. It will be
headed by a chair holder who has demonstrated the ability to acquire (international) research
projects and to communicate scientific interrelations to various audiences. Academic staff
can become a member of the ISTD upon application. Only the Head of Department and co-
ordinators of Competence Centres are full time appointees of the ISTD all other members will
be active in the ISTD in addition to their duties in the Home Departments.

4.1.3 Head of Department

Each department will be managed by a Head of Department who should also be a Chair
holder in one research field of the respective department. For the transformation period, the
departments will be run by ‘tandems’ – one Ethiopian and one international expert who will
also be a chair holder – ensuring full control by Ethiopians and a smooth exit of international
experts upon termination of the transformation process.
The responsibilities of the Head of Department are:

• Planning and executing undergraduate BSc courses together with program Directors
• Development of Master programs, preferable in an international frame in cooperation
with universities abroad
• Ensuring that the teaching process is focused on academic principles that are up to
date and emphasize the relevant fields of study
• Focusing on bridging the gap between theory and practical knowledge
• Ensuring that relation between the academic staff, students is on a mutual under-
standing and academic atmosphere
• Planning, implementing and monitoring lab facilities
• Administering the budget allocated
• Regularly conferring with members of the unit on such matters as the courses they
will teach
• Periodically revising the course listings, course contents, the scheduling of courses
and securing supplementary teaching materials
• Recruiting and selecting new staff members, counselling of new and junior staff
members, carrying out necessary performance assessments and making arrange-
ments for the professional development of all staff
• Planning and conducting continuous training for staff

25
4.1.4 Chair Holder
The chair holder is appointed by the Scientific Director and is in general also Head of De-
partment. He or she shall be responsible for:
• Initiating and executing (interdisciplinary) research
• Contributing to the Integrative Science and Technology Department by participating in
the structured PhD program
• Ensuring that the teaching-learning process is focused on academic principles that
are up to date and emphasize research and an scientific approach
• Focusing on bridging the gap between theory and practical knowledge through strong
partnerships between the academic staff, students and industrial partners
• Planning, implementing and monitoring the chair’s academic and research activities
• Autonomously administering the budget allocated and funds obtained from the chair’s
external, third-party research and development activities
• Negotiating and securing funding in addition to the budget from the institute, the uni-
versity as well as potential external funding sources
• Integrating student research and projects in order to increase their relevance and en-
sure that the results of such efforts benefit the stakeholder sponsors
• Further develop students’ research projects to PhD projects
• Regularly conferring with members of the unit on such matters as the courses they
will teach
• Periodically revising the course listings, course contents, the scheduling of courses
and securing supplementary teaching materials
• Recruiting and selecting new staff members, counselling of new and junior staff
members, carrying out necessary performance assessments and making arrange-
ments for the professional development of all staff
• Planning and conducting continuous training for staff

The Step-up Development Model for Chair Positions

At the moment it doesn’t seam realistic to appoint all chair position holders from current aca-
demic staff. Due to the very limited number of professors in the Ethiopian public higher edu-
cation institutions and the FoTs, it is essential that a strategy be developed at least for the
medium term in order to provide a pragmatic solution to the problem.
A three-stage strategy may improve the development of the current local staff competencies
in order to fill all chair positions by the end of the process.

Steps during the First Year

During the first year, the following two important steps need to be undertaken.

26
Recruitment of international experts
International professors could be recruited or installed as founding chairs and Department
Heads. An Ethiopian counterpart is installed at the same time to take over after showing mer-
its within a three to five years period.
The international experts must have the required competences for setting up the chairs and
develop a three to five year national development plan that ensures the transfer of compe-
tencies to the national staff at the end of their employment period. From the start, each of the
international staff members will therefore be assigned as mentor to at least two national staff
members. During this initial phase, the exit strategy and the transfer of a chair position with a
solid foundation needs to be ensured by the contractual agreement and commitments by the
national and international staff members.

Appointment of national staff

Based on the curriculum, all modules must have a national staff member. The national staff
needs to ensure the inclusion and provision of relevant contents, the presentation process
during the semester and the evaluation of the students’ and instructors’ work during the
teaching module under the direct supervision of the international professor. If it is not possi-
ble to employ appropriate chair holders, the positions should be temporarily occupied by ex-
perienced, senior national staff. The national staff should be encouraged to start PhD studies
at JIT.

Steps during the Second and Third Year

Depending on the overall assessment of the national and international staff members’ per-
formance during the first year, it should be possible to transfer some of the international chair
professor’s responsibilities to the national staff during the second and third years.
If the assessment results are not sufficient, however, the transfer of partial responsibilities
could be delayed to the beginning of the third year, at the latest. Some PhD research may be
completed by this time and more PhD holders will therefore be available. These conditions
are essential to expedite the transfer of responsibility.

Steps during the Final Years

This is a period that should be clearly defined by the execution of the exit strategy that was
initially agreed upon. By this time, the national staff should acquire the skills necessary for
running the chair and possibly finished their PhD work. The international staff could then con-
fidently transfer his or her responsibilities and chair operations would continue in a sustain-
able manner.

27
Such a strategy would not only provide an entry and exit strategy for the JIT international
staff, but also serve as a catalyst for human resource development that is more pragmatic
and effective than the previous conventional academic staff development method.

4.1.5 JIT Academic Council

In academic affairs the departments including the Integrative Science and Technology De-
partment will be supervised by an academic council. Members of the council will be all chair
position holders resp. Head of Departments, appointing one speaker who will report to the
scientific director. In addition, academic staff, students and technical staff should be active in
the Academic Council and send one or two representatives with voting rights.

The council shall be responsible for:

- monitoring the scientific content of each department
- developing the overall strategy of the Integrative Science and Technology De-
partment
- defining the scientific profile of the research areas
- defining the content of the undergraduate programs
- defining the content and research methodologies of the graduate programs for
MSc and PhD
- advising the Master Program Director in questions of admittance and gradua-
tion regulations
- officially award the PhD degree of the JIT

4.2 Academic Programs

The new organization will allow JIT to accept more students than right know if the necessary
lecturing and office facilities, the teaching personnel, the budget and teaching materials are
given and allocated accordingly to rising numbers. For the time being, the JIT needs access
to lecture rooms from other faculties since the facilities of the current College for Technology
and Engineering are by far too insufficient.
The academic program consists of undergraduate (BSc) and graduate (MSc) programs:

4.2.1 Bachelor Programs

The Bachelor Programs will serve as an introduction to fundamental methodologies of the
related fields of engineering. Furthermore, it will provide knowledge in applied sciences, in-
troduction to economics and social disciplines. All programs shall focus on areas of speciali-
zation within year 4 and 5.

28
After graduation the students should be enabled and prepared to continue and deepen their
studies in domestic and international Master Programs. BSc programs will be developed and
organized by the Departments, while the Bachelor Program Course Director ensures the
quality and accordance to regulations of the programs.

The Course Director shall:

• ensure the quality of all offered courses in the Bachelor Programs
• ensure that all rules and regulations of JU and JIT are followed
• prepare the academic time tables / schedules for the Bachelor Programs
• evaluate and propose changes to the curricula of the Bachelor Programs
• ensure the quality of all offered internship positions

In each BSc course an Internship is planned in Year 4. The Internship programme will be or-
ganized for all BSc programmes by the Coordinator for Internship.

The Coordinator for Internship shall:

• prepare the regulations for the Internship Programs
• establish internship linkage with regional and nationwide industries
• allocate students to internship positions
• evaluate the internship programs
• ensure the quality of all offered internship positions

Following 8 BSc Programs will be offered:

• Civil Engineering
• Electrical and computer engineering
• Mechanical engineering
• Water resources and environmental engineering
• Bio-medical engineering
• Information technology
• Computer sciences
• Information sciences

4.2.2 Master Programs

The Master Programs serve as a consolidation of the knowledge gained in the Bachelor Pro-
grams. The course outline is on field of specialization with application of dedicated scientific
methodologies.

29
The MSc programmes have to show an interdisciplinary profile with emphasis on combina-
tion of knowledge and fundamentals of several disciplines into an integrative technological
research project. The MSc students have to prepare thesis projects with research focus.

The Master programs will be developed and offered by the Departments. They will also pre-
pare the academic curricula as well as time tables and schedules. A Master Program Direc-
tor will be appointed. He or she will be responsible for the academic content, academic qual-
ity, rules and regulations.

The Master Program Director shall:

• ensure the quality of all offered courses in the Masters Programs
• ensure that all rules and regulations of JU and JIT are followed and guaranteed in the
Master Programs
• control the academic time tables / schedules for the Master Programs
• evaluate and propose changes to the curricula of the Master Programs

Currently one MSc is offered by the College of Public Health and Medical Sciences at JU
which should be moved to the JIT: MSc in Environmental Science and Technology. The con-
tent of this MSc fits excellently to the Water Resources and Environmental Engineering De-
partment and was developed and operated in close cooperation with Rostock University. In
this context, the staff involved in this MSc program should become members of JIT and
move to the Water Resources and Environmental Engineering Department.

In addition to the MSc in Environmental Science and Technology two new MSc programs are
planned:
• MSc Mechanical Engineering
• MSc Water Resources Development

The onset of these programs will largely depend on appointment of chair holders, staff exper-
tise and international cooperation.

4.2.3 Structured PhD Programs

Staff qualification through PhD programs is a central element in the JIT development strat-
egy. First PhD sandwich plans have been launched with Rostock University and there are
currently 10 (!) PhD students from Ethiopia at various stages of their dissertation on site in

30
Rostock (about half of them from Jimma University). First students have successfully gradu-
ated and some MSc students from JU are momentary preparing their PhD proposal.

It is planned to implement research facilities that will allow starting structured PhD programs
within the first year of the transformation process. The PhD candidates must hold an MSc-
degree in a field of science and research that is related to the topic of the PhD. Each disser-
tation will be supervised by a Chair professor, and an external advisor from a domestic or
international institution. The PhD programs are preferable organized as sandwich-programs
between JU and international universities, where the candidate will spend part of their disser-
tation time.

In the PhD work, an innovative research topic will be investigated in an independent, integra-
tive and scientific approach. The aim of dissertations at JIT is to lead the PhD students to-
wards independent, self-reliant work and outstanding results which are to be published in in-
ternational scientific journals. The latter is the most effective way to make the JIT internation-
ally visible to the science and education community.
The general quality and coordination of the structures PhD program will be overseen and
controlled by the Head of the Integrative Science and Technology Department who is also a
chair holder. He or she will also ensure that the supervision of the PhD students is function-
ing and according to PhD standards. In addition, a mandatory course program will be offered
for scientific writing and communication.
All PhD students need to be involved in teaching and research for MSc programs. They are
part of the Integrative Science and Technology Department and will regularly present their
progress in the interdisciplinary seminar. It will be the aim of JIT to keep PhD graduates as
future academic staff at JIT.
The dissertation requirements will be according to the rules and regulation of JU. The Head
of the Integrative Science and Technology Department shall develop the regulations for the
PhD program.

4.3 The Enterprise Foundation Stimulus (Start-ups)

The Enterprise Foundation Stimulus is a plan to foster regional economic development as
well as technology and science transfer by open up options to staff, students and alumni to
found their own company on campus.
The Enterprise Foundation Stimulus shall be operated by the Technology Transfer Manage-
ment Administration (TT). The stimulus plan contains the provision of office facilities (either
individual or joint use) as well as full access to workshops and laboratories. The TT shall

31
regulate the access to university facilities and draft and negotiate contracts between private
businesses and the JIT.
The Enterprise Foundation Stimulus will serve as a strong incentive for staff to remain at
Jimma and continue lecturing. The staff turn over rate is currently one of the most significant
obstacles hindering a constant development of JU with respect to quality and quantity (e. g.
number of students) in education and research. The operation of a proper business in addi-
tion to the staff position at JIT will allow generating an elevated income; a strong argument to
stay with the JIT.

5 Management Functions and Support Units

The establishment of well-performing management functions and the respective structures is

a crucial point for the success of the JIT at Jimma University
Regarding the current situation at the Ethiopian universities, administrative procedures are
often considered as bureaucratic and obstructive for the core processes. It is strongly
needed to build up lean and efficient administrative structures, which facilitate the manage-
ment of the entire institute.
Therefore the JIT establishes a management team, which ensures a sound fiscal and opera-
tional management of the institutes monetary and physical resources. The Management
Team, which is led by the Administrative Director, has to provide quality services to all institu-
tional units. In the transition phase the team consists out of 6 administrative entities, in order
to guarantee a smooth and easy process. They are organized and headed by the Managing
Board.

Those positions are:

1.) Financial Administration
2.) Human Resource Management and Development
3.) Student Administration
4.) IT Services
5.) Infrastructure and Maintenance Administration
6.) Technology Transfer (TT) Management and Administration
7.) Public Relations (Domestic / International)

5.1 Finance Administration and Income Generation

5.1.1 Income Generation
Public Funding

32
The JIT will be funded by the federal government through the Ministry of Finance and Eco-
nomic Development. The institute will receive its annual budget in the form of block grant.
This enables them to manage the capital projects and their recurrent budgets autonomously
and self-responsibly.
At the same time the mentioned allocation process requires that the institute’s strategic and
operational plans are compatible with the government’s policy and are anchored in the na-
tional and regional economic priorities from the start. The JIT will negotiate with the govern-
ment and agree upon who will fund their plans.
The JIT will produce the necessary reports on the allocation and expenditure of government
funding in order to ensure transparency and accountability. Further funding will be based on
the institution’s performance and, in this particular case, on its efficiency.

Commercial Activities and Income Generation

In addition to the governmental funding it will, however, be essential for the JIT to utilize all of
its resources and capabilities to generate income from diverse sources in order to share a
part of its annual budget and fund programs that operate under its management.
Special Services include Extension Programs and Advanced Training Programs in diverse
Engineering disciplines. Further more the Consultation service for Construction, ICT-
Infrastructure, Materials-Processing, and Food-Processing.
Laboratory services are to be provided for industrial partners in Material Testing, mechanical
workshop services, chemical analysis, CAD-Design, electrical systems characterization.
The JIT should act as a consultancy to third party stakeholders.

The block grant budget, funded by the government and additional third income sources will
serve as the base for the financial autonomy of the institute. To fulfil the needs of transpar-
ency and accountability regarding all stakeholders, reporting and controlling procedures will
be established.

5.1.2 Budget Planning and Allocation

The institute’s budget will be allocated to its units according to the institutional priorities set
by its Managing Board. More autonomy in decision making on budget utilization will be dele-
gated to the competence centers and chairs. Regarding the allocation of the total budget the
core functions, especially the teaching and research wings will be benefited much more in
comparison to other units.

5.1.3 Transparency and Accountability

33
The JIT will produce quarterly public financial reports and make them available to all mem-
bers of the institute, the university and relevant government units. These reports will provide
a statement of accounts including revenues and expenditures, cash flow and a balance sheet
according to the government’s financial rules and regulations. Important decisions made by
the management or any other institutional unit should also be explicitly expressed in the re-
port in order to ensure that all involved parties have been informed. The Managing Board
should facilitate mechanisms to obtain feedback on its financial performance.
The institute will designate the degree of responsibility. Each signatory is held accountable
for the decisions they make and is responsible for issuing true and transparent reports on
their financial activities and their results.

5.1.4 Finance and Budget Department

The JIT’s finance and budget department is responsible for all of the institute’s financial, ac-
counting and payroll services, whether the funding comes from the state, regional authorities,
students, contractual partners, public or private donors or any third parties. It is also respon-
sible for inducing all kinds of expenditures, such as those resulting from procurement deci-
sions by the chairs or by obligations to pay salaries following employment decisions. It must
also handle the cash management.
This department supports the improvement of the institution’s financial efficiency by way of
proper financial management, controlling and reporting. It may be assisted by a computer-
ized accounting system to increase efficiency and transparency.

It is also responsible for preparing the annual budget that is to be submitted to the top man-
agement. Upon budget approval, this office is responsible for monitoring the budget (which is
most likely in the form of a block grant) and submitting budget monitoring reports to the Ad-
ministrative Director.
The finance and budget department prepares relevant monthly financial statements and re-
ports that support the institute’s decision-making processes.
It is also obligated to implement an annual cost to performance calculation and it advises
staff members who are responsible for making procurement decisions on cost-benefit con-
siderations. It oversees the all monetary decisions in accordance to financial rules, regula-
tions and guidelines in the interest of JIT.

5.2 Human Resource Management

5.2.1 The Personnel of the JIT
The institute will have the following staff groups: academic staff, technical staff and adminis-
trative support staff.

34
Academic Staff
Academic staff refers to all staff members who hold an academic rank of lecturer (Bachelor
or Master’s degree) or above and are responsible for the teaching and learning processes.
Under specific circumstances the institute may employ candidates who only hold Bachelor’s
degrees. The institute shall not only strive to meet the national standards for teaching staff,
but also follow international experiences and trends.
The particular details on teaching and research loads, the contract conditions, retirement,
tenure, academic promotion, academic leaves and other issues shall be similar to those pro-
vided by the relevant university laws and the Higher Education Act.
The JIT may also make use of experienced personnel from the industries and other sectors
as part time academic staff members.
It will also be important to consider the need to take the competitive salaries and benefits of-
fered by the industry into account in order for the JIT to attract qualified academic staff. The
university and the JIT will be able to recruit and employ the best employees if they offer at-
tractive benefits.
The institute shall assess the performance of its academic staff with regards to teaching and
research performance. For those academic staff members who hold academic leadership
positions at the institution, their assessment shall also include their management perform-
ance. The basic salaries and allowances shall be subject to university regulations, whereas
the institute shall have its own staff benefits scheme.
The academic staff group will also include librarians with an academic rank of lecturer or
above. Visiting teachers and researchers could be given academic staff membership.

Technical Staff
The institute’s staff members who are directly engaged in support activities for the teaching
and learning processes are categorized as technical staff. The technical staff works in the
various chairs, departments, research projects, workshops, computer centres and other insti-
tutional units. Their working time is primarily devoted to applied research and development,
managing the JIT’s machinery and laboratory premises, IT administration and other re-
sources that require specialized knowledge and expertise.
These staff members may also be assigned as research advisors and project leaders or take
on teaching assignments if necessary. Industrial experience is often needed in order to be
appointed as an JIT technical staff member.
The institute shall continually provide its technical staff with opportunities for further educa-
tion and professional development. They will also be provided with the same benefits to

35
which the academic staff members are entitled, subject to the university’s regulations and
other relevant laws.

Administrative Staff
The JIT’s administrative staff members are those who work in its administrative departments
and provide the support process necessary for its well organized operation. Although they
are not directly involved in the institutes’ teaching and learning activities, the administrative
staff plays a crucial role in ensuring that these processes function properly by providing its
students, staff members and external clients with quality services.
The administrative workers need to be well-motivated, highly-skilled and provided with the
support they need for further development in order to serve as effectively and efficiently as
possible. The JIT administrative structure needs to be as lean as possible, less hierarchy in-
stead of having a large number of employees with low-level qualifications, as observed in the
current FoTs.

5.2.2 Human Resource Development

Academic Staff Development as a Key Task
If the JIT staff members are to meet the expectations of their students and the demands of
the industry and the economy, it will be imperative that they are well trained and qualified.
Not only must the achievement of certain qualification and competence levels, but also con-
tinuous professional development be sustained in the institutional culture.
If the established JIT is to play a key role in the development of the regional and national
economies, it will be necessary to have competent staff members who are able to meet the
challenges of the industry. The institute needs to develop and maintain the necessary organ-
izational competencies in order to be competitive and attractive to the industry. As academic
and research institute, the JIT should provide all staff members with ample opportunities for
career development.

Staff Development as a Shared Responsibility

Ongoing professional development must be a responsibility that is shared by the institute as
well as the individual staff members. Both the institute and the staff member must be commit-
ted to the achievement of the developmental goals. Staff members are asked to take part
regularly in training regarding didactical and methodological skills and competencies to im-
prove teaching and student’s mentoring.

The JIT has to prepare a strategic academic staff development scheme and have to secure
that training in didactics and pedagogy is integrated. For this purpose a systematic approach

36
is needed and will be developed together with the responsible ECBP Key Issue and the
management.

For the individual teacher, professional development is not only the personal responsibility to
complete training or educational qualification, but also the professional responsibility to be
updated on the practical skills and current developments in their fields of specialization. The
failure of a staff member to take part in professional development activities will be considered
as unacceptable professional conduct, as the students are to be provided with the highest
quality of teaching and research services.
The individual staff members need to keep in mind that today’s knowledge and current infor-
mation can be worn out in near future. It is therefore essential to keep knowledge up-to-date
and market-oriented.

Management of teaching and learning cannot be effective without some assessment of

teaching competence and the overall learning situation of students. Students, as the primary
service users of the institutes, will take part in assessing the performance of teachers and
help to improve the learning situation with their feedback. An evaluation system will be im-
plemented together with the responsible ECBP Key Issue: Academic Reform/Teaching and
Learning.

Each chair / academic department needs to prepare a strategic academic staff development
scheme and submit this to the directors for proper decision making and resource allocation.
The departments and other units need to periodically revise their academic staff develop-
ment plans.
The institute’s image is the reflection of its staff profile and its core capacities. The institute
will develop a unique profile in order to identify and market itself in today’s competitive envi-
ronment.

Research Degree Programs

These programs focus on engaging the institute’s staff members in technological research
that is based on problems from the industry in the region or the country. The staff members
will register as research students at the JIT and be awarded with MSc or PhD degrees once
they have completed their research successfully. The candidates for such programs should
receive support from two supervisors from the institute with a rank of at least assistant pro-
fessor and one additional supervisor from other universities or from industry with several
years of practical experience.

37
The institute needs to make exhaustive use of its own staff and resources as much as possi-
ble and develop their own candidates rather than looking outward. External recruitment is
often not only expensive, but also much more detached from the actual technological prob-
lems in the regional and national industry and economy. It must be aimed with priority that
Ethiopian academics are involved as supervisors and doctor fathers, therefore sandwich
programs are appropriate models for PhD candidates.
If the resources are sufficient, staff members from other universities may assist in the suc-
cessful completion of these programs through supervision and also as external examiners for
the research projects. Using a similar approach, academic staff development has begun at
the MSc and PhD levels at Adama University and their experiences may help others universi-
ties to further improve and adopt the research degree program to meet their academic staff
development needs.
Given the enormous benefits of such programs, including the development of the institutes’
research capabilities in applied technology and the relevance of the research results to the
local economy, they need to be pursued as quickly as possible. The support of the leader-
ship and the commitment of the staff are critical. Candidates will be partially exempted from
their duties, but need to be allowed to continue to receive their full salaries and benefits.

Distance Education Including e-Learning

The development of information technology has enabled the expansion of and access to
higher education to many who otherwise may not have been able to continue their studies.
The staff members will be encouraged to exploit every academic staff development opportu-
nity available through distance education, including e-Learning. Such programs will widen the
options and possibilities for achieving academic staff development targets, while providing
the participants with flexibility and convenience.

5.2.3 The Human Resource Management Department

Notwithstanding the human resource policies and procedures of the university, the human
resources management office is responsible for providing all aspects of human resource
support services to all academic and administrative JIT units.

These services include:

• Developing, implementing and coordinating the institute’s human resource proce-
dures and policies (including performance management), as well as university and
other government regulations that are pertinent to the institution’s employees
• Assisting in staff recruitment, selection and performance assessment

38
 • Supporting proper salary administration, promotions and personnel records
• Implementing general human resource administration
• Concluding, extending or terminating employment contracts
• Preparing relevant and timely reports related to human resource issues and
submitting them to the Administrative Director
• Providing recommendations and monitoring employee relations and employee wel-
fare

5.3 Student Administration

The unit for student affairs is dedicated to matters related to records of student admission,
readmission, registration for courses and exams, scheduling lessons and classrooms, ex-
amination schedules and administration, issuing academic credentials, transferring credits,
authenticating documents and providing other student and alumni services.

The office shall:

• Ensure the quality and promptness of the office’s services and the proper application
of university rules and regulations
• Prepare and submit the academic calendar to the institute’s Council of chairs for
approval in consultation with the institutes Managing Board
• Document and update the institute’s course catalogue, admission, placement and
graduation procedures and requirements for easy public access
• Organize the schedule of lessons in consideration of the availability of classrooms
and avoid the overlap of obligatory courses for students
• Organize and provide educational statistical data and reports to the institute, the uni-
versity and other users of the information in a timely and accurate manner
• Periodically publish the institute’s prospectus, course catalogue and student hand-
book and ensure that it is accessible to the public
• Issue certificates, degrees and other credentials upon successful completion of pro-
grams as approved by the institute
• Provide relevant information attained by conducting studies on improving the current
academic rules and regulations
• Build up and organize the Alumni Organization of JIT

5.4 The Technology Transfer (TT) Management and Administration

The linkage between the JIT and the economy will be steered through the TT business unit.
The overall objective of this unit will be twofold. The first objective is the implementation of a

39
sustainable technology transfer system as an essential part of the JIT’s work, which will have
a meaningful impact on the regional and national economy. The second objective is the im-
plementation of a qualified internship system and career development, as foreseen by the
revised curriculum. The TT and qualified internship system will be organized according to
these two main objectives.

5.4.1 Sustainable Technology Transfer

The TT Business unit’s objectives and tasks shall include the following:
• Creating an atmosphere that is conducive to research and innovation by using the
capabilities of the institute’s staff, students and resources in a synergetic way
• Developing information services for scientific results and technologies for the industry
and vice versa
• Marketing the institute’s teaching, research and consultancy resources and capabili-
ties to the industry and society
• Proactively requesting and engaging in supporting regional governments in industrial
and technology policy development initiatives
• Providing the JIT with general information on the market and demand development in
the industries
• Matching concrete demands from the industries with JIT offers

Project promotion
• Brokerage, initiation and moderation of co-operation projects between JIT staff and
enterprises
• Announcing national and international TT programs
• Developing the TT Business Unit as an important income generating centre by pro-
viding services to the industry/community
• Jointly preparing technology transfer and appropriate technology development pro-
jects with the industry and soliciting research funding from the industry or other third-
parties
• Establishing strong partnerships with the industry and the private sector through joint
collaboration in research and projects
• Working closely with the industries and companies that require research and techni-
cal assistance in order to develop new products, shorten product development cycles
and improve manufacturing processes
• Consulting industries and businesses in order to access current technologies and re-
search results for commercialisation

40
 • Conducting services related to industrial testing, commissioning and evaluations of
industrial products, process improvements and services

Organizational support
• Providing legal and organizational support services for cooperative efforts
• Acting as a first point of contact for questions on Intellectual Property (IP)
• Consulting on and administering supporting funds
• Providing students, graduates and academic staff with temporary employment ser-
vices within the TT business unit.

Support of start ups (Operation of the Enterprise Foundation Stimulus)

• Assisting students and other business entrepreneurs by acting as an incubator for in-
ternal or external ventures
• Providing facilities, rooms and administrative support for start up enterprises
• Locating and securing funds and grants for supporting innovative ideas and initiating
business concepts and newly developed technologies.

Staff development
Core element of the academic staff development is the structured PhD program which
will be operated by the Integrative Science and Technology Department. The program
will contain units such as PhD-proposal and scientific writing. Soft skills including present-
ing at international conferences will be trained. Modules for ‘teaching and learning’ will be
open to all staff members.

The Human Resource Unit shall train the JIT staff in

• interdisciplinary teamwork
• negotiation skills
• setting up collaborations with industrial partners and according contract writing
• supervising students as research assistants/interns

5.4.2 Qualified Internship System and Career Development

The objectives and tasks of this unit are:
• To develop the graduates’ practical skills through a qualified internship system
• To increase and ensure employability, thus contributing to the competitiveness of the
Ethiopian economy
• To meet the needs of the current and future labour markets with capable future staff
• To develop the JIT as a trustworthy and attractive partner for the industry

41
 • To produce graduates that have a high potential to fill the current and future positions
that are crucial to the developing economy
• As soon as the Qualified Internship System has been fully implemented the routine
tasks might be transferred to the office for student’s affairs.

5.5 Information Technology (IT) Services

Jimma University has an operational IT Service which provides services to all units of the
university. With the foundation of the new institute which will eventually move to the new
campus, the JIT will have to develop its own IT service. At early stages of the transformation
process IT-professionals of the university’s service should be allocated to JIT’s IT unit to fa-
cilitate a smooth start. The current IT situation has to be evaluated and immediately up-
graded.
The IT Service has to implement the precondition of a high-speed internet connection. Only
with this instrument, a high quality teaching and research is possible, since library and other
print media are outdated and not up to standard. Necessary network- equipment, computer-
terminals and software have to be installed on campus to enable each student and staff
member easy and daily internet connectivity.

5.6 Infrastructure and Maintenance Administration

The JIT develops an Infrastructure and Maintenance Administration unit which is in charge of
compound development and maintenance, general compound services and compound secu-
rity. For the time being, JU’s central campus is managed as a whole from a university service
unit. However, in order to be prepared for the movement to the new campus, the JIT needs
its own building infrastructure administration. During the transformation process, the unit will
organize an ad hoc emergency reconstruction and update plan for the buildings of the JIT.
Offices, lecture rooms, sanitary facilities etc. of the existing buildings will be renovated and
newly equipped. The Infrastructure and Maintenance Administration office will also be in-
volved in the planning of the new campus.

5.7 Public Relations - Profiling and Marketing

Particularly in the first phase of the new Institute of Science and Technology, an enforced
public relation strategy is a core function which includes all units. The JIT has to specify its
profile, to enhance its publicity and to address its targets groups and stakeholders effectively.
This point is not only to be stressed because of the institute’s interest in becoming a Centre
of Excellence but also by the country-wide need to promote the technological study pro-

42
grams. Out of this absolute necessity, a Cooperate Identity (CI) has to be developed and
marketed (Graphic Design, Webpage, external press material, etc.).

The Public Relations Office

The duties and responsibilities of the JIT’s public relations office include the following:
• Serving as an interface between the JIT and its stakeholders and local and interna-
tional collaborators
• Planning, coordinating and executing internal and external public relations activities
and events at the local, regional, and national levels
• Developing and implementing strategies to enhance the JIT’s positive image
• Preparing and distributing press releases announcing important JIT news, information
and events
• Coordinating efforts to secure media coverage and other appropriate outlets to com-
municate JIT messages to target audiences
• Reaching out and engaging with members of the industry, professional associations,
employers, alumni and other stakeholders for mutual benefits
• Documenting, arranging and exhibiting significant JIT projects and events and main-
taining archives of such valuable information and media products
• Organizing the JIT’s calendar of events, including such events as open house for
young students, industry members and the community

43
 6 Student Participation

6.1 Participation in Decision-Making Processes

Students are the primary service users of the JIT and the institute should therefore ensure
that their needs are met, or even exceed their expectations. The involvement of the students
in various forums and at various levels should be ensured by clear institute guidelines and
regulations. The institute should strive to be student-centred in its governance and provision
of services.
Student representatives should be members of the various forums and take part in other fo-
rums in which student issues are discussed and decisions are made. Students should be in-
volved in decision-making processes whenever appropriate, through representatives that are
elected by the student body or the institute’s Student Council. Decisions pertaining to student
affairs need to be transparent and records must be made available to them. The institute can
be greatly strengthened if their students are empowered and student participation in the pro-
vision of quality services is increased.
Transformation processes, such as the establishment of an autonomous institute, require
that students be engaged at various levels during the entire change process. As primary cus-
tomers of the JIT, their demands should be at the centre of the service provision of the JIT. It
is therefore imperative that students participate and measures that facilitate student involve-
ment need to be planned and executed.

6.2 Student Handbook

A student handbook, updated regularly, should be issued and made available to all students.
It should include relevant information regarding their rights and responsibilities, academic
programs, advisory services, courses, academic rules and regulations.
Introductions and guidelines for library and IT facilities, entertainment, assistance and sup-
port centres have to be given.
Student job opportunities, accommodation and health services, and other issues have to be
announced.

6.3 Student Council

Student representation and participation in related affairs is constituted by a Student Council,
following the rules and regulation of Jimma University.
The Student Council provides a way for students to be actively engaged in the institute’s
governance and also provide support for the improvement of its services. As student in-
volvement in the institute’s affairs is vital, the institute leadership should open their doors to
these elected representatives. This Student Council will help the institute’s leadership, de-

44
partments and staff members to articulate the needs, opinions and concerns of the student
body.

45
 7 Change Management

7.1 Change Management Principles

1. The JIT will be based on the principle of extended autonomy on every level. This ex-
tended autonomy must be accepted by the President, the senate, and all administrative
units of Jimma University.
2. The change management will consider the background and the recommendation of the
BPR process as already finalized at Jimma University. The aims of BPR and of ECBP
have to be followed in a harmonized manner.
3. A combined top-down / bottom up approach will be followed. Top-down means that the
Strategic Plan and Change Management Concept of JIT needs to be approved by the
Government in advance and will be provided to all involved parties as binding agreement.
The bottom-up means that the soft core elements of this governance framework will be
open to the JIT community for an initial review and constructive comments. This feedback
shall be carefully assessed and regarded in the final detailed decisions and implementa-
tions. The Strategic Plan is regarded as common guideline for governance and manage-
ment decisions.
4. Primary aim of change management during setup of JIT is to create functional boards
and committees in order to guarantee the operational structure of JIT after the first year
of implementation. Those structures must operate in a transparent, democratic and a self
governed way with a clear focus to initiate core processes, create an operational system
as fast as possible.
5. At the beginning of the change management all existing academic and administrative
units are evaluated. All units have to prepare a report, including the staff organization, the
available facilities and rooms. All implemented business processes have to be described.
On this basis an internal assessment of current situation will be initiated by the Manage-
ment Board.
6. The Scientific and Administrative Director need to build up their necessary staff structure
as a core team around his/her tasks in order be to be operational from the very begin-
ning. The Scientific Director and the Administrative Director will appoint those staff mem-
bers as his/her support structure in accordance to the best interest of JIT. The office of
the Scientific Director must be facilitated with a qualified person who acts as a right-hand
assistant.

7.2 Milestones of the Change Management Process

46
The milestones in this chapter will constantly be exposed to evaluation, critical assessment
and also adaptation. After critical assessment the milestone can be changed due to new cir-
cumstances:

Milestone Plan Year 1:

• Official Inauguration of JIT in December 2010 / January 2011
• Management Board and Supervisory Board have been established
• JIT Academic Council and working groups (committees) have been established
• Core team and auxiliary teams have been established and are operational
• Department Heads have been assigned
• Academic and administrative positions have been assigned
• New regulations (study programs / modules / timetable / exam regulations) have been
adapted and communicated by the Scientific Director
• Organizational structuring has been changed
• IT Infrastructure has been updated and JIT-wide full access to High-speed Internet
Connection is realized
• A five year plan for the transformation process has been developed and approved by
the Supervisory Board
• Technology Transfer activities have been initiated
• New Corporate Design has been developed and implemented
• Office, teaching and research space requirements have been assessed and strate-
gies have been worked out for renovation of existing facilities
• Finance system has been reviewed including planning and evaluation processes
• Transparent administration processes have been implemented
• Public relationship strategy has been organized
• Official Memorandum of Cooperation between Jimma University and Rostock Univer-
sity has been signed by both University Presidents and Scientific Director

Milestone Plan Year 2:

• New Master Programs have been initiated
• Structured PhD research degree program has been initiated
• Competence Centres are operating
• IT Infrastructure has been finalized
• The international partnership with Ballarat University, Australia has been established;
partnership to other international institutions is in preparation
• Staff development and screening of national personnel has been started
• Research facilities have been updated

47
 • Finance system including the planning and evaluation have been further developed
• 5% of institutional budget is provided by income generating activities

Milestone Plan Year 3:

• Chair holders have been appointed
• The PhD Program is operational and first candidates have been admitted
• 10% of the institute’s budget is provided by income generating activities
• JITs graduate programs have been evaluated according to international standards
• Plan for the movement of the JIT to the new campus has been outlined

7.3 Extra Costs

Extra Costs are related to immediate indispensable actions and measures necessary in addi-
tion to approach the fundamental objectives because of lack of resources quantitatively and
qualitatively.
An accurate calculation of extra costs for setting up the JIT can’t be reliable at the current
status of information. However, considering the necessary investments for

• IT Infrastructure
• Workshop and Laboratory Upgrade
• Library Upgrade
• Campus Facility Upgrade
• Dormitory Renovation
• Transport Vehicles Maintenance

because of too small or missing budget that was allocated to the Technology Faculty over
the last decade, and taking into account the challenges arising from the transformation proc-
ess, such as

• Staff training
• Travel expenses domestic
• Travel expenses abroad
• Visiting lecturers from abroad
• Public relations

it is estimated that a total amount of 60 Mio ETB over a 5 years period in addition to the run-
ning budget will be necessary to realize the transformation of the Technology Faculty to the
new Jimma Institute of Science and Technology.

48
7.4 Exit Strategy
After appointment of the Deputy Director and assessment of the strategic goals the man-
agement board will follow a consequent exit strategy to enable Ethiopian staff stepwise to
take over responsibilities in management functions. The Scientific Director will more act as
advisor in strategic decisions. This is to be aimed from third year onwards.

After implementation of staff development programs and achieving qualified and sustainable
level in teaching and research international staff will be replaced by national experts.

49
 8 Preconditions for the JIT transformation process

1.)The Strategic Plan of JIT has to be signed by the Ministry of Education and the Ministry of
Capacity Building as part of the contract with the Scientific Director.

2.) The Scientific Director has to be appointed officially by the Minister.

3.) The President of the University formally agrees with the Strategic Plan for JIT and
recognizes the autonomy of JIT as stated in Ch.2.2.

4.) The President of the University formally agrees that the JIT will have access to lecture
rooms and facilities of other faculties on JU’s central campus, the university’s car pool and
staff of central units such as IT Services will be shared between University and JIT in order to
facilitate autonomy from the inauguration of the JIT onwards and to prepare the movement to
the new campus in due time.

5.) Extra Costs as stated in Ch.7.3 are accepted as necessary prerequisites for successful
transformation process among all constitutions on Strategic level.

6.) The position of an Administrative Director has to be settled as soon as possible.

7.) Ministries and Governmental Institutions have to secure that all administrative and organ-
izational efforts are made to improve the infrastructure on the campus, with priority on elec-
trical power availability and high speed Internet connection.

8.) Ministries and Governmental Institutions ensure that the Management Board of the JIT
will be on the planning committee of the new campus which is currently under construction.

9.) The office of the Scientific Director must be facilitated properly from the start onwards in-
cluding a qualified person who acts as a right-hand assistant.

50
 Bibliography
1. Erhardt, Ulrich and Scholz, Götz. Proposal framework and change Management concept
for Setting up Institutes of Technology in Ethiopia, June 2009
2. Eichele, Herbert. Setting up Adama University – A Framework, September 2007
3. Five year plan of Amhara Region for Development and Establishment of Democratic Sys-
tem (2006-2010), August 2006
4. Higelin, Gerald. Strategic plan and change management concept for setting up the insti-
tute of technology at Bahir Dar University. January 2010

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