Addis Ababa University

A TEN-YEAR STRATEGIC PLAN

2020 – 2030 / 2013-2022 E.C.

(Draft)

August 2020

Addis Ababa, Ethiopia

Acronyms and Abbreviations.................................................................................................. 1
Executive Summary ................................................................................................................. 2
1. Background to the Strategic Plan ....................................................................................... 5
1.1. Introduction ...................................................................................................................................................5
1.2. The Need for Strategic Plan ..........................................................................................................................6
1.3. A Brief History of Addis Ababa University ..........................................................................................8
1.4. Organization of the Document ............................................................................................................9
2. Analysis of the Existing Situation of Addis Ababa University .................................. 10
2.1. Assessment of the External Environment – PESTL .................................................................................... 10
2.2. Review of Ethiopian Higher Education Sector ................................................................................ 12
2.3. Assessment of the Internal Environment ............................................................................................. 13
3. Resources (Human, Financial, Physical, Information) .............................................. 19
3.1. Human Resource ......................................................................................................................................... 19
3.1.1. Academic Staff .....................................................................................................................................19
3.1.2. Administrative and Support Staff .........................................................................................................19
3.1.3. Financial Resources ..............................................................................................................................20
3.1.4. Learning-teaching Resources ...............................................................................................................21
3.1.5. Research Resources ..............................................................................................................................21
3.1.6. Image and trust ....................................................................................................................................21
4. Identification of Strategic Issues .................................................................................. 22
4.1. Stakeholder Identification and Analysis ..................................................................................................... 22
5. Strategy Formulation .................................................................................................... 26
5.1. Strategic Intent ............................................................................................................................................ 26
5.1.1. Vision ....................................................................................................................................................26
5.1.2. Mission .................................................................................................................................................26
5.1.3. Core Values ..........................................................................................................................................26
5.2. Strategic Goals ..................................................................................................................................... 27
5.2.1. University Level Strategy ..................................................................................................................30
5.2.2. Parenting Strategy ...........................................................................................................................30
5.2.3. Academic Units level Strategies .......................................................................................................30
5.2.4. Shared Functional Strategies ...........................................................................................................31
5.2.5. ICT Strategy ......................................................................................................................................31
5.2.6. HRM Strategy .................................................................................................................................32
5.2.7. Innovation Strategy .........................................................................................................................33
5.2.8. Research Strategy............................................................................................................................33
5.2.9. Financial Management Strategy ......................................................................................................35
5.2.10. Procurement Strategy ..................................................................................................................35
5.2.11. Community Engagement and Community Service Strategy ......................................................35
5.2.12. Communication Strategy .............................................................................................................37
5.2.13. Quality Management and Assurance Strategy ...........................................................................38
5.2.14. Stakeholder Engagement Strategy ..............................................................................................39
6. Strategy Implementation .............................................................................................. 42
6.1. Strategy Intervention ................................................................................................................................... 42
 6.2. Action Plan .......................................................................................................................................... 43
7. Strategy Implementation .............................................................................................. 45
6.1. Strategy Intervention ................................................................................................................................... 45
7.2. Action Plan .......................................................................................................................................... 46
8. Monitoring and Evaluation......................................................................................... 103
8.2. Strategic Focus................................................................................................................................... 103
7.2. Critical Success Factors (CSFs) ................................................................................................................ 103
8.3. AAU Specific Critical Success Factors ............................................................................................. 104
8.4. Major Objectives, KPIs and Performance Indicators ......................................................................... 105
8.5. Monitoring and Modifying Strategic Plan ......................................................................................... 109
8.6. Performance Evaluation ..................................................................................................................... 109

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List of Tables

Table 1.Opportunities and threats ...................................................................................................... 10

Table 2.Strengths and Weaknesses of AAU ......................................................................................... 13
Table 3.Profile of Academic and technical staff profile of Addis Ababa University ..................................... 19
Table 4. Profile of Administrative and Black Lion Hospital staff ............................................................. 19
Table 5.Summary of overall staff profile ............................................................................................. 20
Table 6.Stakeholder identification ..................................................................................................... 23
Table 7.Customer/Stakeholder Value Proposition ................................................................................. 24
Table 8.corporate goals of the strategic plan ........................................................................................ 27
Table 9.Performance/potential grid to be used by colleges and institutes. .................................................. 32
Table 100. Stakeholder Engagement Strategy...................................................................................... 40
Table 11. Strategic intervention areas of the leadership of AAU. ............................................................. 42
Table 12. Stakeholder Engagement Strategy ....................................................................................... 44
Table 13. Strategic intervention areas of the leadership of AAU .............................................................. 45
Table 14. Action Plan...................................................................................................................... 47
Table 15. CSFs, Strategic Objectives and KPIs of AAU ....................................................................... 104
Table 16. Objectives, KPIs, and performane indicators ........................................................................ 107

III
Acronyms and Abbreviations

AAU Addis Ababa University

AI Artificial Intelligence
ARUA African Research Universities Alliance
ASA Adaptive Systems Approach
AVP Academic Vice President
AU African Union
BSC Balanced Score Card
BU Business Unit
CSF Critical Success Factor
ICT Information and Communication Technology
KPI Key Performance Indicator
MoU Memorandum of Understanding
MoSHE Ministry of Science and Higher Education
NPS Net Promoter Score
PESTEL Political, Economic, Sociological, Technological and Legal
PI Performance Indicator
SBU Sub-Business Unit
SDGs Sustainable Development Goals
SWOT Strength, Weakness, Opportunity, Threat
VMOST Vision, Mission, Objective, Strategy and Tactics
VPASS Vice President for Administration and Student Services
VPID Vice President for Institutional Development
VPRTT Vice President for Research and Technology Transfer

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Executive Summary
Planning the strategies, goals, and objectives of an institution is a deterministic attribute of effective leadership,
especially in the context of the 21st century higher education where stiff competition for resources and favorable
attitudes of stakeholders are essential. Cognizant of these sound institutional needs for planning, Addis Ababa
University has already made informed planning of its academic culture to articulate its institutional intentions,
directions, and performances. Over the past couple of decades, the university has developed rich experience of planning
to best design its academic programs and services and serve the society with the highest possible standards and quality.
The aforementioned demonstrates the high-level commitment of the university towards accountability to the Ethiopian
taxpayers' money, the principal source of its overall funding and existence.

In the past five years, the university has implemented a strategic plan developed to effectively execute the goals set.
AAU has endured all challenges of constraints of time and resources and has managed to excel in its academic
performance and especially research publications and performance as witnessed by the remarkable improvement of its
international ranking as one of the best ten global universities in Africa. It turned out to be a sparkling success both in
the views of the university community and the stakeholders. The success of the previous strategic plan is the outcome
of the tireless efforts made by the university community in general and that of the leadership, in particular, to fully
realize the university's vision that was stated bold and clear to become "among the top ten pre-eminent graduate and
research universities in Africa by 2025". AAU has thus consequently learned a great deal both from the theoretical
process of making a strategic plan and the practical successful implementation of the same on the ground.

This new strategic plan, therefore, has been developed based on the experiences gained from the previous strategic plan
and taking into account emerging trends and developments nationally and internationally in the context of the higher
education sector. The fact that this plan is being developed at a time when Addis Ababa University is considered as one
of the research universities in Africa by ARUA and recently recognized by the Ethiopian Ministry of Science and
Higher Education to be one of the national research universities is an opportunity for the university to revisit its full
readiness to meet all the expectations bestowed on it. The plan is designed to guide AAU as a research university for the
coming ten years 2020-2030 (to be implemented in two phases of five years each) mapping out the overall strategic
directions of AAU and interfacing the same with the demands and needs of stakeholders both from within and outside
the university.

The new strategic plan has five important and interrelated sections. The first section sets the scene. It briefly introduces
AAU to the readership highlighting the historical millstones in its academic milieu since its establishment. This section
depicts the need for strategic planning as well as the potential risks of failing to do would entail.

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Section two makes an overall evaluation and analysis of the current situation Addis Ababa University so that the
strategic plan rests on a firm base by capturing salient issues and processes that would receive the necessary emphasis in
the process. The evaluation and analysis were conducted by assessing both the internal and external environments of the
university and the broader context of the Ethiopian higher education. Strengths and weaknesses of the university and
external opportunities and threats were identified using data collected during the focus group discussion and interviews
with the key stakeholders of the university. Document analysis and review of legislations, proclamations, policies, and
international conventions were also carried out. The sources of the data ranged from the broad academic staff to that of
the university's top leadership.

Analysis of the data has led to the replacement of the previous missions and goals to address the contemporary trends
and developments in the higher education sector. This section also considers the available and projected resource
capacity of the university in the design of the new strategic plan.

Section three is a logical sequel of section two in that the new strategic plan developed is framed based on the results of
the data analyzed. This section, therefore, depicts the new strategic direction of Addis Ababa University by introducing
the new vision, mission, goals, objectives, and performance indicators for the coming five to ten years. The intent
statements in this section were developed and enriched based on the analysis of the current context of Addis Ababa
University from the perspectives of various stakeholders such as students, faculty, the government, and external
stakeholders such as national and international organizations. The strategic directions are differentiated into the
university level, academic unit level, and shared strategies. The shared functional strategies address strategies for
various functions such as ICT, human resource management, innovation, quality assurance, finance, procurement,
community engagement, and communication strategies.

Section four outlines the overall framework for the implementation of the university's strategic directions introduced in
section three. The key content of this section is the detailed action plan developed as an instrument to implement the
strategic intents of the university. The action plan interfaces the strategic goals and objectives with measurable
performance indicators that would be easier for monitoring and evaluating performance. This section comprises actions
that would facilitate the implementation of the grand university level strategy. Some of the implementing tools
described in this section include stakeholders' management and business process management.

Section five, the last part of the strategic plan, is the monitoring and evaluation part. It is needless to mention that a
robust strategic plan should be accompanied by a rigorous and dynamic check and balance or monitoring and evaluation
system so that it meets the targets in terms of success in implementation and producing the desired impact and outcomes
in the community. The monitoring and evaluation part also underscores the fact that checking accountability and
transparency in governance and leadership is instrumental in building the confidence of employees and stakeholders in
the services provided by the University. This last section employs time-tested monitoring and evaluation tools including
the identification of principal university-level critical success factors and key performance indicators.

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 This strategic plan is supposed to help the university leap forward in assuming its rightful and deserving high rank in
regional and global academic position as a research university despite the looming spread of the COVID-19 pandemic.

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1. Background to the Strategic Plan

1.1. Introduction

Modern and customer-oriented 21st century, institutions, higher academic institutions in particular
can best address the needs of their esteemed stakeholders provided that they make a forward-
looking plan to provide their services and products to their esteemed stakeholders in a manner that
preempts risks and failures. A strategic plan is an instrument that enables an institution to cope up
with uncertainties by making smarter choices among competing priorities, take initiatives, create
synergies, and set the course for a sustainable future. It provides an opportunity to reflect on
accomplishments, review previous documents and identify what needs to be done, and design
strategies that will take the institution in the right direction.

This Strategic Plan of Addis Ababa University 2020-2030 is founded on the same principles that
underlie sound strategic planning such as the need to create and sustain an enabling environment in
which academic excellence (via teaching, research and innovation), academic freedom, democracy,
inclusiveness, autonomy, and highly talented people can flourish. The plan articulates the vision,
mission, strategic goals and objectives of Addis Ababa University for the coming five years with the
implications for five years more. By so doing, it enables AAU to deliver high quality education;
undertake problem-solving and cutting-edge research and knowledge generation; and engage the
community for mutual transformation

The Plan is the result of an extensive participation from the University‘s community and lays
groundwork to position AAU as a globally renowned research university describing its academic
and infrastructural capabilities and its skilled workforce to undertake best graduate programs and
state of the art research and community engagement accomplishments. What is more, it contributes
towards the full realization of the University‘s potential to explore and effectively utilize new
opportunities needed to achieve its vision. In this regard, the Plan has built on the lessons learned
from the achievements and challenges encountered in the course of implementing the former (2016-
2020) Strategic Plan.

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Moreover, the Strategic Plan is aligned with the national direction of AAU being one of the national
research universities and with this regard highlights the institutional capacities that will enable AAU
successfully emerge as a popular preferred research and graduate university.

Finally, since the time of drafting this strategic plan coincided with the time when the COVID-19
Pandemic hit the Global community and Ethiopia hard, it was essential to include coping
mechanisms so that the University‘s main functions would continue running effectively in spite of
the impact of the pandemic and remain resilient in the face of all challenges and influences.

1.2. The Need for Strategic Plan

In the course of its history, AAU has implemented several strategic plans. The last strategic plan
AAU was that of the 2016-2020. During the period of this last strategic plan, AAU has enhanced its
capacity and reputation for research, transformed the undergraduate curriculum, increased the
number of postgraduate programs and enrolments, and become even more international, diverse and
engaged. The University has already achieved its vision of being among the ten preeminent research
and graduate universities in Africa in 2019, signaling its high capacity to leap forward to a new era
of success and accomplishments.

The Strategic Planning Task Force of AAU set up in January 2020 made a thorough analysis of the
context of contemporary higher education and reached the following observations as an important
step in developing the strategic plan.

First, students nowadays are not the same as students during previous generations, so that the Addis
Ababa University like any other forward-looking stakeholders-conscious university should adapt
itself to requirements and aspirations of the new generation and the demands of the labor market.
Students expect to learn using different teaching-learning styles and strategies and in a system that
addresses their personal preferences, especially via technology. The demography of the student
population is becoming increasingly diverse and represents a broader variety of backgrounds.

Second, Addis Ababa University has recently been categorized by the Ethiopian Ministry of Science
and Higher Education (MoSHE) as a research university on top of its earlier recognition by ARUA
as one of the research universities in Africa, where undertaking research, establish regional wide
center of excellences, and running graduate programs are considered to be its prime missions.

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Third, in light of the rapid changes and developments in all aspects of life, the university must
respond to the expectations of the government, stakeholders, the public at country, regional and
global levels.

Fourth, the COVID-19 pandemic is currently impacting on the conventional education systems and
higher education institutions are required to introduce new modes of educational delivery such as a
digital education system.

An attempt has been made to address the above observations in the process of developing this
strategic plan through information and data collected using instruments such as document reviews,
interviews and focus group discussion (FGDs). A series of FGDs were conducted with the
University‘s leadership, management, senior professionals, faculty and students‘ representatives.
The reviewed documents are from internal sources (such as annual plans, annual reports and the
existing strategic plan) and external sources (such as the Higher Education Proclamation 2019, the
national educational roadmap, the United Nation (Sustainable Development Goals) SDGs, the
African Union Agenda 2063).

Findings and observations secured from the data collected were rigorously analyzed to formulate the
Strengths, Weaknesses, Opportunities, and Threats (SWOT) of the University‘s core processes
(strategic themes). A baseline survey was also conducted as part of the SWOT analysis and in order
to use it for setting strategic targets, objectives and performance indicators. The Plan has further
been consolidated through face to face and on-line workshops, discussions and public engagements
with the university leadership, management, senior professionals, high level experts and the
university community.

Building on the successful accomplishments of the previous plans, this new Strategic Plan enables
the university management to focus on identified critical areas to reinforce its strengths, seize
opportunities, remove weaknesses and mitigate challenges, and take initiatives to achieve an all-
round excellence in all the university‘s programs and functions to meet international standards and
effectively respond to the dynamic and complex societal needs and aspirations.

This Strategic Plan is designed with two complementary approaches in perspective namely Business
Score Card (BSC) and Adaptive Systems Approach (ASA). While BSC is a planning approach that
helps to focus on salient issues that have ramifying effects on the whole system, ASA considers
HEIs as complex and adaptive. HEI systems have many diverse and specialized components which

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continuously interact with each other leading to the emergence of new issues. They are adaptive in
that they have the capacity to change under the influence appropriate interventions and positive
feedbacks. Thus, in complex adaptive system, the whole is more than its parts.

1.3. A Brief History of Addis Ababa University

AAU is a pioneer Higher Education Institute (HEI) in the country, established in 1950 as University
College of Addis Ababa (UCAA) and later named as Haile Selassie I University (HSIU), which in
turn, renamed as Addis Ababa University in 1974. Some of the university‘s faculties located outside
Addis Ababa have grown into full-fledged universities including Haramaya University (the then
Alemaya University), University of Gondar, Bahir Dar University and Hawassa University.

Beginning with 33 students in 1950, as of June 2020 AAU has a total enrolment of 46,873 students
and 8,762 staff (2,987 academic staff, 138 technical assistants, 4,497 administrative and 1,202
health professionals). It currently runs 73 undergraduate and 366 graduate programs (96 PhD, 210
Masters‘ and 60 specialty and sub-specialty) in its ten colleges, two technology institutes and 11
research institutes (four of which run graduate programs) indicating that the university is heading to
becoming a graduate research university. AAU has introduced various research grants including
Thematic Research, Adaptive Research and Seed Grant as well as Women Research Grant (in
collaboration with SIDA) and the number of reputable journal articles and books published has
increased over the last years. In the meantime, MoSHE has recognized AAU as a research
university making research as the core function of the university.

The University is led by a President who is assisted by four Vice Presidents and three Executive
Directors: Academic Vice President, Vice President for Research and Technology Transfer, Vice
President for Administration and Student Services, Vice President for Institutional Development,
three executive/scientific directors: Director of College of Health Sciences (with the rank of Vice
President), Director of Addis Ababa Institute of Technology (with the rank of Vice President),
Scientific Director of Ethiopian Institute of Architecture and Building Construction.

Cognizant of the need to sustain and supplement the achievements of the previous reform efforts
and to keep pace with its prominence nationally and globally, the University has embarked on
designing this fourth Strategic Plan 2020-2030 in alignment with the national plan and making AAU
a world class university.

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1.4. Organization of the Document

This Strategic Plan of AAU for the years 2020-2030 has four major sections; namely, background to
the strategic plan, an analysis of the existing situation of AAJU, strategy formulation, strategy
execution and strategy evaluation.

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2. Analysis of the Existing Situation of Addis Ababa University

An assessment of the internal and external environment is a critical stage to understand the current
situation of AAU in terms of its strengths, weaknesses, opportunities and threats. PESTL framework
is used for the analysis of the external environment.

The framework covers issues related to political, economic, societal, technological and legal issues,
which directly or indirectly impact the higher education sector. Vision, Mission, Goals, Objectives,
Strategies and Tactics (VMOST) framework and other tools are used for undertaking internal environments analysis.

2.1. Assessment of the External Environment – PESTL

The external environment has been analyzed in terms of opportunities (i.e., chances that will bring
positive impacts in) and threats (i.e., obstacles that can negatively affect) AAU‘s initiatives. The
PESTL framework (Table 1) is used to organize the opportunities and threats arising from political,
economic, societal, technological, environmental and legal issues.

Table 1.Opportunities and threats

S. No. Factor Opportunities Threats

1. Political ● Growing attention to higher education
by the government through the
establishment of a new ministry,
MoSHE, that manages higher
education sector.
● Conducive government policies,
proclamations and strategies such as
the national general education
roadmap.
● Government readiness to broaden
national free/community services
● Reclassification of higher education
institutions based on mission and
AAU emerging as a research
university
● Government commitment to optimum
budget and resource allocation for
higher education
● Government‘s commitment to support
AAU as a university of universities so
that AAU trains teachers for other new
universities.
● Introduction of exit exam for
graduates
● External influence and tight
government regulations and policies
that coerce institutional freedom in
academic matters (e.g., MoSHE's
intervention in curriculum
development), ad hoc letter to assign
student beyond the legal and formal
mechanisms and administrative affairs
(such as financial and human resource
management)
● Harmonizing universities' programs
and curriculum across the country
such an act inhibiting AAU to design
its programs taking its geographic
advantages, staff resource, and other
factors
● More preoccupation with
quantity/number of graduates than
their quality
● Risks and uncertainties being caused
by the COVID-19 pandemic
● Political and national insecurities and
instabilities

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S. No. Factor Opportunities
2. Economic ● Increasing employment opportunities
for qualified graduates because of
economic growth such as industrial
park development
● Rising demand for problem solving
research, innovative products and
consultancy services from
stakeholders
● The launch of graduate loan services
● Availability of high potential for
public-private partnerships
3 Social ● Diversified and large student
population in general education
● The creation of opportunity to attract
competent local and foreign students
in some programs
● The rise of positive social attitude
towards higher education and its
output
● Increasing societal demand for
education, research, community
services and partnership
● Increasing international networking
opportunities as a result of various
governmental and non-governmental
initiatives
● Greater commitment to SDGs (quality,
gender, sustainability, health, etc.)
4 Technologic ● Availability of open source and free
al digital resources (courses, software
solutions, up-to-date articles, e-books,
labs, computational resources) for
teaching and research
● Proliferation of platforms for new
modes of delivery (like online
teaching)
● Increasing demand for innovative
technologies and products
● Access to the use of telemedicine for
health services and mobile banking for
financial transactions
● Increasing number of ICT
conversant/proficient students
● Emerging opportunity as a result of
emerging technologies in data-science
and artificial intelligence enabled
solutions
5 Environment ● Convenient geographic location: being
al located in the capital city, which hosts
international and regional
organizations
● Massive infrastructural investment in
the city and the resulting demand for
new design and operation principles
(in architecture, construction, project
management, landscape beautification,
ICT, power, financial management,
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Threats
● Increasing cost of living
● Shortage of foreign currency
● Higher rate of inflation
● Shrinking economic growth as a result
of direct and indirect impacts of
COVID-19 pandemic
● Increasing graduate unemployment in
some programs and disciplines
● High staff turnover due to push and
pull factors
● Rising stiff competition from local
public universities to attract students,
solicit fund and grants
● Poor educational background of
students and poor readiness
● High unemployment rate of graduates
● Looming challenges and risks in the
education sector as a result of the rapid
expansion of COVID-19 infection.
● Substance abuse (drug abuse, chat,
cigarette, alcohol, etc.), and declining
social norms and ethical values
● Lack of qualified and skilled human
resource in the market
● Increasing digital (resources and
skills) gap among students
● Misuse and abuse of technology and
technological products
● Limited ICT infrastructure in capacity,
coverage and service quality
● Insecurity in data management and
reliability and validity of data
● Power outrage and interruption in the
use of critical facilities such as labs
and ICT equipment
● Unpredictable effect of climate change
and environmental degradation
● Poor sewerage and waste water
management/treatment and increasing
pollution
● Increasing traffic congestion and poor
traffic management (hindering staff
mobility)
● Recurrent draught, desertification, and
desert locust effect on the food
S. No. Factor Opportunities Threats
etc.) security
● Conducive climate of the capital city
● Government‘s interest towards green
economy, environmental protection,
the beautification of Addis Ababa, and
the natural resources conservation
● Increased funding opportunity for
environmentally sustainable solutions,
efficient energy resources and data-
science and artificial intelligence
enabled solutions
● Push/trend to adhere to global
standards in local and FDI funded
industries
6 Legal ● The provision of new guidelines and ● Restrictive regulations (finance,
directives in regulating university-run human resource, purchasing, job
income generation business evaluation and placement, salary scale,
● Conducive legal environment to run use of internal revenue, …) that
demand-driven academic programs, inhibits the internal operations of the
research and community/advocacy University
services ● External interference in the
● Enabling legal environment to implementation of JEG and poor
establish relationships with local and design of the JEG itself.
international partners

2.2. Review of Ethiopian Higher Education Sector

Higher education in Ethiopia began expanding in an unprecedented pace following the coming into
power of the Federal Democratic Government of Ethiopia in 1991 G.C. Encouraged by the
relatively relaxed investment initiatives, the Education and Training Policy issued in 1994, the new
international trends in higher education, and the Higher Education Proclamation 650/2009 (which
was recently improved by Proclamation Number 1152/2011), a sharp increase was felt in the
expansion of the Ethiopian higher education sector. A new dawn of expansion of universities broke
farther and brighter.

While Ethiopia realized steady and rapid economic growth in the last two decades as verified by the
World Bank, 2013, and IMF, 2009, higher education has also enjoyed tremendous expansion in
creating access to citizens. Universities were opened almost in all regions and major towns of the
country. The newly flourishing higher education institutions could not however meet the need for
qualified human resources.

Following a national study on the education system of the country, a National Education Roadmap
was designed in 2019 to ameliorate the drawbacks that have fettered the educational system and
leap frog it to higher level with the to serve the age-old societal needs.

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 One of the important outcomes of the roadmap is differentiation of the universities into different
categories so that become focused in their specific missions and capabilities to effectively discharge
their societal and epistemological responsibilities.

Accordingly, AAU is categorized in Research University group based on its academic and research
potential, performance and opportunities. The focus of Research Universities is mainly on research
and graduate programs. Hence, AAU will give priority to quality of education and employability of
its graduates while also enhancing its research capacity to advance the frontiers of science and solve
societal problems. It will admit manageable number of students and prepare them with the requisite
skills for the labor market and creating jobs. AAU will work aggressively towards
internationalization of its programs.

2.3. Assessment of the Internal Environment

The internal environment of Addis Ababa University highly influences the ability to effectively
implement initiatives. Hence, the internal strength (i.e., areas that distinguish AAU and those which
it can capitalize on) and weaknesses (i.e., areas that AAU could improve or avoid) have been
assessed based on the FGD conducted with key stakeholders using critical success factors and the
alignment and appropriateness of the previous strategic intent using Vision, Mission, Goals,
Objectives, Strategies and Tactics (VMOST) framework. Table 2 shows the strengths and
weaknesses of AAU.

Table 2.Strengths and Weaknesses of AAU

S. Issues Strengths Weaknesses

No
Attractive brand, better visibility
and good reputation/image of the
University
Ranking the 10th among African
Universities in research and
publications
Being the oldest and largest
1 General university in the country with rich
experience/resource in all domains
(staff, facility, enabling policies and
regulations built and developed over
the years)
Wide-ranging networks and
collaborations with local and
international universities and
partners
Inability to capitalize on the existing good
image.
Low visibility of the opportunities and
unique capabilities in the academic and
research arena to the international
community
Lack of full autonomy – some aspects of
national laws, institutions (like Civil
Service) and Higher Education
Proclamations are prohibitive for growth and
transformation
Inability to fully utilize AAU‘s alumni for
resource mobilization, image building and
solicit partnership

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 S. Issues Strengths
No
Good mix of experienced and young
staff committed to improvement
A preferred employer/university
for professionals
Free health service at Black Lion
Hospital for all AAU staff
Leadership appointment based
on merit and competition.
Reasonable participation of
women in top leadership.
Collegial and committed
leadership (e.g., to equitably
distribute resources and
opportunities, take prompt action
and manage large number of staff)
Establishment of new
organizational structure and
management systems, e.g., Human
Resource (HR), Finance, Registrar,
Publication Management
2 Leadership
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Weaknesses
Not fully communicating the vision,
missions and strategic plans and inability to
create common and shared vision and values
among the University community.
Low participation of women in middle and
lower lever management positions
Incomplete devolution of power to lower
level units as a result of insufficient
accountability and enforcement mechanisms,
and poor chain of command in decision
making.
Insufficient resource generation (for
teaching and research) schemes and
incentives for staff retention (internal
revenue distribution, catering services,
wellness facilities, housing, transportation,
day-care and schools)
Weak strategic executions, no regular
quality audit, undue focus on non-value
adding activities, and weak coordination
among AAU units.
Incomplete academic freedom.
Inadequate short-term skill and professional
development trainings including computer
skills, English language proficiency and
Communication skills, and research methods
Redundant/overlapping organizational
structure - too many directors, significant
number of qualified staff is now assuming
administrative positions and detached from
full participation in teaching and research.
Little flexibility for policy revision and
development as well as reduced initiative to
introduce new/innovative approaches
No clear communication channels and
dissemination strategy to work with the
public media.
Unplanned expansion and lack of expansion
plan.
Lack of full knowledge of the existing
resources; little or no attention to critical
resources.
Lack of inter-campus or intra campus
communication and interaction among the
student community to instill the culture of
sharing views, manage diversity, increase
students‘ participation in AAU affairs, etc.
 S. Issues Strengths
No
Admission of high performing and
disciplined students
Admission of international student
Good teacher-student relationship
Availability of special programs
(e.g., the Arts) and diversified
programs
Academic programs are subject to
continuous program review
Admission of Foreign students has
increased
Learning-
3 class one, academic calendars, class
teaching
Internship has become part of the
undergraduate program
There are diversified graduate
programs
Entrance exams are being given to
all graduate program applicants
15
Weaknesses
Inability to harness the power of ICT and
technology to automate the system to
improve most of the activities (e.g., simple
reports are still being processed manually
while open source solutions are already in
place).
Inadequate audit/program evaluation on the
relevance of some programs: existence of
out-of-date, individuals-based, donor-driven
or duplicated programs.
Lack of robust education quality
management system; lack of a coherent
quality management structure down to
colleges and academic units despite the
deteriorating quality of teachers and
facilities.
Lack of sufficient attention to graduate
programs (e.g., students take unnecessarily
extra years to graduate in PhD programs).
Poor quality and less employability of
graduates.
Few international students relative to the
total student population both in the graduate
and undergraduate programs
Sexual harassment and lack of awareness of
victims about the presence of appeal
mechanisms
Occurrence of academic misconduct and
dependence on peers (cheating, plagiarism,
and substance abuse
Lack of national program accreditation,
coherent quality assurance policy and
internal quality audit and quality control
mechanism.
Poor observance of academic calendar and
progress mechanisms (uniformity in
registration, instructor assignment, day-one-
schedules, proper progress of courses,
consultation hours implementation, course
evaluation and grading irregularities, course
sequencing, implementation of practical
aspects of courses, teacher‘s performance
evaluation, academic advising, availability
of resources)
Lack of student support services such as
information centers, language centers,
financial support/loan services, extra-
curricular activities, career development
services
More emphasis on theory than on practice in
teaching such as labs, workshops, field visit,
internship, practicum, externship; Poor
university-industry/school linkage.
Poor English language proficiency and
students‘ engagement in their education;
 S. Issues Strengths
No
Many graduate students are
attending trainings abroad
Teacher-Student and Student-
classroom ratio have improved (1:9
and 1:30 respectively in 2018/2019)
Continuous assessment is
practical across many programs
Assessment of graduate
employability has began
Job fair expo involving
employers and graduates has been
conducted
Several collaborative programs from
the United States, Australia, Great
Britain, Belgium, Germany, and
South Africa are opened in AAU
Availability of qualified and
experienced academic staff
Availability of young staff
willing to learn new approaches and
harness technology
Ability to attract qualified
professionals for teaching, student
supervision and evaluation.
4 Academic staff
Resource accumulated
throughout the history of the
University enabling it to conduct
effective teaching-learning and
Infrastructure
5 research
(physical and ICT)
Good library facilities and digital
resources
Growing investment on e-
16
Weaknesses
poor students‘ learning achievement
Lack of sufficient research infrastructure
(office blocks, laboratories, digital library
and housing units) for PhD candidates.
PhD students take longer time to complete
their studies
Inability to engage students in national and
international issues.
Little or no stakeholder engagement in
program and curriculum design and
implementation and evaluation.
Duplication of undergraduate programs in
the graduate programs
Shortage of qualified academic staff in some
disciplines.
Prevalence of high level of absenteeism
from class and low level of staff engagement
and commitment in conducting classes
timely and regularly, conducting classes and
evaluations properly, and supporting
students
More senior staff in management positions
than on teaching and academic activities.
Unnoticed dual employment of academic
staff outside of the University rather than
focusing on their day-to-day activities within
the University.
Prevalence of sexual harassments of
academic staff on their students and
presence of ethnically biased treatment of
students by academic staff
Presence of professors who do not generate
research grants for the wider university and
the participation of graduate students in their
research
Poor English language proficiency,
professional knowledge and teaching skills
of some academic staff
Inadequate classrooms, smart classes, halls,
and video conferencing facilities/platforms
Sub-standard offices, poor employee
services (transportation, gym, cafeterias);
poor job satisfaction
Poor management of shared resources
 S. Issues Strengths Weaknesses
No
learning platforms development
Beautiful campus landscape and Poor dormitories, with insufficient facilities
scenic beauty and services
Lack of sufficient and clean toilets in the
campuses
Lack of power backup, power supply,
especially to libraries and laboratories
Poor ICT infrastructure, services, skill and
content management
Poor recreational services (catering, cafes,
sport facilities, laundries, beauty salons, etc.)
Poor student information management
system
Presence of improved Poor administrative functions and process –
organizational structure and system Prevalence of bureaucratic red-tape in
internal processes, poor procurement
systems
Availability of limited but Lack of continuous professional
experienced staff that can discharge development (CPD) for the support staff (via
responsibilities and handle tasks formal education, trainings, motivational
with diligence. speeches
Shortage of committed and capable
workforce to implement changes and new
IFMIS and ICMIS is fully initiatives
customized to AAU finance and Poor maintenance
personnel management Lack of proper incentive packages (both in
kind and cash) and retention strategies such
as - staff housing, daycare and community
Administration
school, gym, theatres, consumer
support service
cooperatives, healthcare, transportation,
(Finance,
cafeteria and catering service, shopping
6 procurement, HRM,
centers, bonus, proper distribution of internal
facility
revenue, maintenance and garage services
for staff cars
Lack of proper reward and punishment
enforcement mechanisms (lack of proper
performance management system).
High employee turnover and many vacant
positions
Engagement of employees in activities
outside of the University.
Lack of recognition of the contribution of
administrative staff to the university and
mismatch of interest with the academic staff.
Lack of integrated information management
system (student, management processes and
enterprise resource planning.
Significant contribution to national Inadequate research funding and poor-
economic, political and social affairs quality graduate research outputs
(e.g. the GERD negotiation)
Research and Increased number of Research outputs and innovative
7
innovation publications from year to year that products/ideas have limited
significantly contributes to solving impact/contribution to national development.
pertinent problems and
improvement of AAU‘s ranking.

17
 S. Issues Strengths
No
High quality of collaborative
researches
Provision of publication incentives
to encourage research
Availability of research grants –
adaptive and thematic research,
collaborative research, and female
staff research.
AAU has strong culture of
producing high quality research
output published in high impact
factor journals such as Science and
Nature. Moreover, AAU staff has
rich experience involving in world
and regional wide research projects
and produce joint articles with
international scholars.
AAU has research automation
system called CONVERIS.
Renewed interest for internship and
placement of a new structure to
University- coordinate the activity.
Industry linkage and
8
Community Availability of incubation center to
Engagement
cultivate and nurture innovation
18
Weaknesses
As a research-oriented university, limited
number of research labs exist for graduate
research
Lack of institutional research policy (from
fund soliciting to closure).
Inadequate fund for graduate research.
Not fully automated research grants and
calls gathering, dissemination and
notification mechanisms.
Poor research agenda setting and
prioritization.
Limited capacity for organizing local and
global conferences, seminars, and
workshops for dissemination and visibility
Lack of initiatives for crowd funding and
commissioned research.
Lack of reliable and secured electronic data
repository system as well as clustered high-
performance computational facilities to
conduct state-of-the-art and computationally
intensive research.
Lack of database for publication and
research output management.
Limited financing for research publication
and conference participation
Bureaucratic red tape and inability to use
external fund (for travel, field expenses and
purchasing equipment).
Lengthy application and approval process
for thematic and adaptive research and weak
dissemination of research outputs
Lack of research capacity building center
Poor government research fund allocation
of the total AAU budget
Lack of research/knowledge
commercialization center
Low contribution of staff to the community
relative to expectations of latter.
Weak university-industry/school set linkage.
 3. Resources (Human, Financial, Physical, Information)

3.1. Human Resource

Addis Ababa University has a total of 8822 staff. These are 2987 academic staff, 138 technical assistants, 4495
administrative staff and 1202 health professionals.

3.1.1. Academic Staff

Addis Ababa University has a total of 2987 academic staff, of which 4.25% are Professors, 39% are Associate or
Assistant Professors and 56.6% are lecturers and below in academic rank. Women comprise 16.2% of the academic
staff, and this percentage decreases to 9.6% when the percentage of women assistant professors and above academic
rank is considered. Only 2.4% of the academic staff are expatriates. The academic rank of the technical staff is low
compared to the academic staff

Table 3.Profile of Academic and technical staff profile of Addis Ababa University

Acade Educational Quantity T Techni Educational level Qua T

mic staff level otal cal Staff ntity otal
M F M F
Diploma 0 0 0 Diploma 3 7 3
2 9
First degree 4 2 6 First degree 6 2 8
49 03 52 0 0 0
Master‘s 1 2 1 Master‘s degree 4 1 5
degree 146 12 358
Doctorate 7 4 7 Doctorate degree 0 0 0
degree 46 7 93
Others 7 4 1 Others 7 7 1
9 5 24 4
Total 2 5 2 total 1 3 1
420 07 927 03 5 38

3.1.2. Administrative and Support Staff

Only 38.3 % of the administrative staff have received higher education while and the remaining are trained to
diploma and lower levels.
Table 4. Profile of Administrative and Black Lion Hospital staff

Educati Quantit Total Educationa Quant T

Hospital
e
staff

Staff
Administrativ

Black Lion

onal level y l level ity otal

M F M F
Diplom 3 6 989 Diploma 1 2 3
a 00 89 2 4 6
First 3 3 644 First 3 6 1
degree 05 39 degree 76 58 034

19
 Master‘ 4 87 Master‘s 5 4 1
s degree 9 38 degree 5 8 03
PhD 0 0 0 PhD 3 2 5
Others 8 1 2775 Others 1 1 2
26 949 1 3 4
Total 1 3 4495 Total 4 7 1
480 015 57 45 202

Table 5.Summary of overall staff profile

S Job categories Quantity T

N M F otal
1 Academic Staff 2 5 2
420 07 927
2 Administrative 1 3 4
Staff 480 015 495
3 Technical 1 3 1
Assistants 03 5 38
4 Health 4 7 1
Professionals 57 45 202
5 Total 4 4 8
460 302 762

The human capital of AAU determines its success and the realization of its vision. In recent years, AAU has also
been utilizing the intellectual power of the strong Ethiopian diaspora for teaching and advising.

3.1.3. Financial Resources

Addis Ababa University is a government funded University. It has received close to 2.6 billion Birr for 2020-21
fiscal year from the government as recurrent and capital budget. The University also raises additional 600 million as an
internal revenue and research grants. The University has implemented Integrated Financial Management Information
System (IFMIS) to support the management of budgetary, financial and accounting operations. This helps the university
to produce timely, relevant, and reliable financial data to promote fiscal discipline, assist resource allocation, improve
operational efficiency and transparency. The following are the main sources of funding for Addis Ababa University.
● Government Funding: Even though there are government resource constraints every year, education is still the
major priority area for government budget allocation.
● Internal Revenue: AAU generates substantial amount of revenue from internal sources. However, the effort
needs much improvement.
● Grants: AAU gets substantial amount of grant funds from its strategic partners. However, utilization and
reporting needs improvement to maintain the trust and the attention of donors as strategic partners.
● Property/Physical asset: The physical assets or investment in infrastructure is the result of effort made by Addis
Ababa University for more than sixty years. However, the buildings and the laboratory equipment are out of
date and worn out which require serious maintenance or replacement

20
3.1.4. Learning-teaching Resources

Learning-teaching is one of the core businesses of AAU. The University has been investing in building and
renovating classrooms, libraries and digitization of the learning teaching environment. The University has 480 teaching
classrooms across all its campuses and 40 smart classrooms. The University library has one central and 22 branch
libraries. The library has a total of 10,000 seat capacity, 248,000 in print books, 210,000 e-books and more than 3,500
subscribed journals through Science Direct.

3.1.5. Research Resources

The various colleges have modest teaching laboratories but not adequately equipped for research. Though not
adequate, research institutes have better laboratory equipment where academic staff may conduct collaborative research.
Most of the academic and other units in AAU do not have sufficient laptops, functionally connected to printers and
photocopy machines.

AAU provides research fund to its staff through various scheme including Thematic Research, Adaptive Research
and Women Research Grant (in collaboration with SIDA). Academic staff win competitive international research grant
for collaborative research. The bureaucratic red tape in finance and procurement processes are serious stumbling blocks
hindering completion of research activities on time.

3.1.6. Image and trust

AAU has been operating at global standards with world class academic staff since its establishment. In addition to its
immense contribution to the socioeconomic development of the country, many prominent African leaders have studied
in AAU. Its positive image, both nationally and internationally has been well positioned. The leadership of AAU is
committed to work in maintaining this good image among stakeholders. Its location in Addis Ababa, the capital city of
Ethiopia the third diplomatic center in the World, confers it a geographic advantage for its prominence and visibility as a
national heritage and a flagship university in Africa. A recent ranking by many university ranking agents shows that
AAU in one of the top 10 Best Global Universities in Africa, 13 th from Africa and 2nd in Sub Saharan Africa based on
research performance in 2019.

21
4. Identification of Strategic Issues

Based on the SWOT analysis and the strategic intent of the university leadership, the following strategic issues have
been identified for AAU to focus on in the coming five to ten years using the data compiled from the various sources.
1. Teaching-learning quality and graduate employability;
2. Research capability and prioritization of agenda;
3. University-industry linkage and community engagement;
4. Internationalization (student, staff mix and visibility);
5. Impact of COVID-19 pandemic;
6. Information communication technology;
7. Infrastructure maintenance, expansion, quality and identity;
8. Alignment to national, SDGs and African Union (AU) agenda;
9. Talent management;
10. Governance and leadership;
11. Internal revenue generation and resource mobilization.

4.1. Stakeholder Identification and Analysis

Addis Ababa University has been undertaking three fundamental functions namely teaching-
learning, research and innovation, and community engagement. The value propositions of
stakeholders in terms of three major functions of the university have been identified (Table 6) and
their associations with the activities of the university.

22
 Table 6.Stakeholder identification

importance as
direct benefit

of
made
required for
Degree of

serviceof
influence

Extent of
Revenue

from the

mandate
of
urgency

Frequency
Stakeholders

contact
per the
impact

Degree

Sense

request
University High High High High High High
leadership
Internal Stakeholders
Medium High High High High High
University staff
Government High High High High High Medium
Regulator /MoSHE/
MoE
Customers Students Medium High High High High High
Students Medium Medium High High Medium Medium
Public High Medium High High Medium Low
Local Low High High High Medium Medium
External
community
Higher education Low Medium Medium Medium Medium Medium
institutions
Stakeholders international Medium Low Low Medium High Low
community
Donors and High Medium Medium High High Medium
alumni
 Table 7.Customer/Stakeholder Value Proposition

Customer Required/ Service/Product attributes Relationship Image

/stakeholder expected Function Quality Timeliness
Price/Cost
product/service
Internal Customers
Quality Produce competent As per As per Reasonable Learner Compelling
education graduates with national/global program and/or shared centered and institution
Students entrepreneurial skill, standard and durations cost inclusive
and up-to-date and market demand
sellable knowledge
Internal Stakeholders
University Quality Accomplishing the
Collegial,
leadership leadership vision, missions, Effective and Throughout Good Reputable and
participatory,
and cherished efficient service its operation governance exemplary
and inclusive
values
University Quality teaching
Conducive As per their
staff and Effective and High Collegial Compelling place
working employment
administrative efficient service performance /participatory to work
environment contract
services
External Customers
Government Quality Knowledgeable, As per national Annually As per the Mutually Credible
/MoSHE/ education skilled, and standard and market country‘s civil supportive development
MoE employable demand service standard partner
graduates
External Stakeholders
Employers Competent Knowledge, skills Fitness - to - purpose Continuous Market-based Partnership Attractive/
(businesses graduates, that improve reputable
and industries) appropriate efficiency and

24
 technology and effectiveness in
knowledge production and
service provision
Public Competent Alleviate national Competent, ethical, Suited to Affordable Partnership Public acceptance
graduates problems and need based their needs
Local Need-based Alleviate Addressing and Suited to Covered by Mutually Societal
community community community solving societal their needs both the beneficial acceptance
engagement problems through problems community and
scholarly the university
engagement
Customer Required/ Service/Product attributes Relationship Image
/stakeholder expected Function Quality Timeliness
Price/Cost
product/service
Higher Skilled and Capacity building Competent As per their As per Collaborative Credible
education knowledgeable and collaboration graduates, quality need and government partnership
institutions human and training and research agreement policy and
material resource output agreement
sharing
International Research and Collaborative Demand-driven and Sustainable As per the Partnership Trust
community development; projects problem solving project
meeting
international
expectations as
stated in SDGs,
Agenda 2063,
etc.
Donors and Financial support Research grants, Transformative Priority- and As per Supportive and Credible and
alumni and experience scholarships, demand- government partnership collaborative
sharing technology transfer based policy and partnership
agreement

25
5. Strategy Formulation

The major strategic intents of AAU of the previous strategic plan namely, vision, mission and
strategic goals have been analyzed and assessed. The phasing out strategic intents were replaced
by new strategic intents in light of new trends and developments in the higher education.

5.1. Strategic Intent

5.1.1. Vision
Addis Ababa University will be among the world class universities and one of the leading
regional research universities by 2030.

5.1.2. Mission
The mission of Addis Ababa University, as a research university, is to produce competent
graduates, pursue problem-solving and knowledge-expanding research outputs, and actively
participate in scholarly community engagements in order to contribute to national, continental,
and global development.

5.1.3. Core Values

AAU adheres to the following core values:

1. Excellence: The University commits itself to the attainment of the highest standards
in academic performance by delivering high-quality programs, promoting excellence
in research and scholarly community engagement, and engaging the community in all
university functions.
2. Innovation: The University promotes the development of innovative ideas that are
marketable and that address societal needs.
3. Academic freedom: The University upholds high academic freedom as its core
value; where all members of the university community exercise full right for free
expression of thought, scholarly dialogue, and fact-based ideas.
4. Responsibility and accountability: The University ensures academic and non-
academic responsibility and accountability through responsible decision making and
prudent management of resources entrusted to it.
 5. Integrity and honesty: The University fosters honesty, integrity, fairness and ethical
and professional codes of conduct in its teaching-learning, research, and managing of
its resources.
6. National unity and inclusiveness: The University embraces inclusiveness to facilitate
the success of all stakeholders through working for a common good and promotes
multicultural awareness, tolerance, unity and participation in decision making.
7. Customer focused: The University strives to provide high quality services and
benefits to its customers effectively and efficiently.

5.2. Strategic Goals

This new strategic plan of AAU consists of ten corporate goals, as presented in Table 8.

Table 8.corporate goals of the strategic plan

S. Goals Objectives
No
1 Improve the effectiveness of Design new demand-based and marketable programs that increase students‘
the teaching-learning process employability and global competencies.
and increase graduate Open demand driven graduate programs
employability. Review current programs and curricula.
Develop professional capacities of the academic staff.
Attract industry professionals and visiting professors for graduate teaching
and academic advising.
Improve the information/digital literacy of staff, researchers and learners
Expand learner-based tutorial programs and student services.
Improve student admission and course management systems.
Introduce digital pedagogy and platform.
Provide evidence-based student academic progress to enhance retention and
completion.
Expand skills and practice-centered teaching and continuous assessment.
Expand Library Collections that support the teaching learning
Providing easy access to library resources and Services
Creating a strong and furnished Career Service Center
Explore student career development planning
Develop and run programs that increase undergraduate students‘ global
competencies and enhancing employability and global competencies.
Develop entrepreneurship soft skills
Develop staff attraction and retention methods
2 Build AAU‘s research Proportionally increase investment in research.
capacity, produce scientific Increase and disseminate research output.
research and expand Strengthen research and publication reward systems.
knowledge frontiers. Explore indigenous knowledge and wisdom, and integrate it with
conventional knowledge for solving societal problems.
Attract visiting research professors.
Establish Research Methodological Center (RMC) under Research Office.

27
 Develop centralized (national) data repository, sharing and high-
performance computational systems.
Develop grant funding and graduate research fund management systems
(strengthen CONVERIS and link to existing automation systems like IFMIS
and ICMIS).
Improve the number of reputable local journals.
Initiate research seed-grant scheme.
Strengthen the capacity of research institutes to integrate graduate studies.
Transform AAU press to publishing University research works
3 Design research and Update research priority areas that align with the national development
innovation agenda that agenda.
address society‘s most Expand thematic and collaborative research projects
pressing challenges. Establish a research grant office and strong project management system.
Undertake university-industry joint funded projects.
4 Provide transformative and Identify priority areas for scholarly and impactful community engagement
scholarly community program.
engagement. Solicit financial sources to conduct community engagement/service.
Improve the capacity of community engagement.
Implement the rubrics for Institutionalizing University-Community
Engagement Framework
Expand scholarly community engagement programs.
5 Strengthen university- Strengthen university- industry linkage.
industry/school linkage and Cultivate innovation culture and transfer of technology.
stakeholders‘ engagement Expand annual project, research, and job-fair exhibitions with employers.
and management. Make Tikur Anbessa Hospital a preferred medical tourism and health
sciences education destination
Reduce the impact of HIV/AIDS and other reproductive health issues in
University students, and staff members
Create alumni database and consolidate their involvement in supporting
university initiatives.
6 Advance good governance, Create a strong leadership and management system to ensure transparency
effective leadership and and accountability
participation. Ensure academic freedom/autonomy.
Enhance communication for sharing vision, mission, and core values among
stakeholders and staff.
Work towards image building.
Mobilize and attract external funding.
Establish performance management systems.
Establish governance and financing systems that takes into consideration the
unique nature of Tikur Anbessa Hospital.
Enhance the engagement of university employees in university affairs.
Restructure the institutional structure.
Improve the efficiency and effectiveness of the internal processes (HR,
finance, procurement, facility management, …)
Work towards internationalization of higher education
Provide efficient and effective Budget and Finance Service
Provide efficient procurement services
Provide efficient procurement services
Provide efficient and effective facility service
Providing efficient property administration
Providing efficient student service
7 Expand national and global Create collaborative platforms and run joint programs with national and
partnerships, networking and international universities/institutions
collaboration. Increase and diversify international student and staff exchange programs

28
8 Contribute towards the Help towards the realization of UN SDGs key target as regards higher
realization of UN SDGs and educations
AU Agenda 2063 in higher Improve gender equality and inclusion; and create all-inclusive learning
educations. environment (irrespective of sex, age, race, colour, ethnicity, language,
religion, political or other opinion, national or social origin, property or
birth, as well as persons with disabilities, migrants, indigenous peoples, and
children and youth, especially those in vulnerable situations or other status)
Revitalize the causes of pan-Africanism and promoting key continental
agendas through its involvement in the African Research University Alliance
(ARUA).
9 Provide opportunities and Improve overall staff qualification index.
resources to attract, recruit, Provide opportunities and resources to attract, recruit, develop and retain the
develop and retain the highest caliber academic and administrative staff.
highest calibre academic and Advance good governance, effective leadership and democratization.
administrative staff. Open and expand further education and scholarship opportunities for the
staff.
Create conducive working conditions and office environment for employees.
Strengthened higher education training, leadership development centre and
research
Introduce succession and replacement plans.
Revise the current recognition and reward system of the university.
Develop and expand housing scheme for employees.
Diversify staff incentive schemes.
Reinstate AAU teacher licensing, relicensing, and continuous professional
development programs.
Improve the efficiency and effectiveness of HR
10 Invest in technology, Improve digital access to staff and students
physical infrastructure and Expand ICT-supported teaching and student management systems
institutional facilities. Expand ICT supported research
Develop and implement coherent and holistic ICT Governance systems and
Control polices
Expand and improve smart classrooms
Implement social networking system
Upgrade teaching, graduate laboratories and establish core labs
Expanding Library Technologies to support the teaching learning and
research activities of the university
Establish additional centers of excellence in nationally strategic areas.
Expand support for graduate students
Expand ICT usage in admin domains
Install electronic security systems
Create conducive classrooms, lecture halls toilets
Backup power supply and surge protectors
Improve water supply
Create conducive working environment, green and clean campuses
Improvement in infrastructure to enhance teaching and learning
Encourage and focus on sustainable university core income generating
activities
Establishment of AAU endowment fund, and securing financial resources
11 Put in place and implement Ensure the quality of programs of studies at all levels
procedures and standards to Maintain the quality of research and projects
assure the quality of Maintain the quality of community engagement and technology transfer
education, research and
community engagement Maintain stakeholder satisfaction about the quality of education and services
delivered.

29
 Undertake office capacity development for the newly established Quality
Assurance office

5.2.1. University Level Strategy

The basic University level strategy is that of growth strategy in the areas of teaching-learning
with increasing focus on post graduate programs, internationalization of AAU by increasing
foreign students and cross-border education, research, and community engagement.

The university and academic unit level strategies Addis Ababa University will be implemented
in the coming five years with possible extension into the next five years described as follows.

5.2.2. Parenting Strategy

Parenting strategy deals with the relationship between the HQ of AAU and its Strategic business
units (academic units) or/and business units as well as the relationships among SBUs/BUs.

● Vertical relationships—the possible vertical parenting strategy is either standalone or

evaluative. AAU uses standalone parenting strategy for those institutes and programs funded
by donors. For others evaluative type of relationships will be established. In evaluative type
of vertical relationship, all other organs under AAU will be given the maximum autonomy to
execute their strategic plans. However, strong performance management systems will be
established at AAU level. Based on performance management systems, the necessary
intervention will be taken including training, replacement of managers and incentives for
performance.
● Horizontal relationships: This is the relationship among and between the different organs in
AAU. Horizontal relationships among the different SBUs/BUs will be encouraged. Special
focus will be given for horizontal relationships in certain areas such as Black Lion Hospital
and the different Schools and Departments under College of Health Sciences as well as other
SBUs/BUs.

5.2.3. Academic Units level Strategies

The academic level strategies deal with how the different colleges, institutes and schools under
AAU can satisfy the specialized capabilities through service and product in their particular unit.
● For colleges/institutes focusing on teaching-learning process, the basic strategic focus is
to produce employable graduates who will fit the national, regional and global markets.

30
 These colleges/institutes shall consider the emerging demand in their respective contexts
and disciplinary areas, local, national, regional and international rising needs.
● For colleges/institutes focusing on graduate-level research and innovation, the strategic
focus is to conduct need-based and problem-solving research aligning with the priority
areas of the nation, and produce innovative services and products (research outputs and
technology) that are marketable.
● For health services (Black Lion Hospital), the best strategic focus will be effective health
services to customers. Black Lion Hospital will also develop into non-communicable
disease hub for the region.
● For community engagement, the strategic focus will be facilitating scholarly and
mutually beneficial engagement with community.
● For research institutes and centers, the strategic focus will be operational excellence and
attracting collaborative research grant for problem solving research outputs

5.2.4. Shared Functional Strategies

The different units/colleges and academic units of the University will develop their own business
strategies cascading from the University level grand strategic plan for effective utilization of
resources.

There are certain centralized resources at the university level such as ICT to be shared among
the different academic units.

5.2.5. ICT Strategy

The available ICT services in AAU are limited to very basic web browsing, e-mail, Registrar
System, Integrated Financial Management Information system (IFMIS), plagiarism test, e-
learning, online entrance exam, research management, digital library, smart classrooms,
CONVERIS and limited performance appraisal.

As a research university, AAU is expected to garner high amount of data and conduct
computationally intensive research. Moreover, the COVID-19 pandemic is forcing AAU to
rethink new modes of course delivery and running its routine businesses.

31
In the next five to ten years there will be a need to build and expand the ICT infrastructure and
services in terms of their service quality, coverage, and capacity. AAU shall encourage online
learning systems, install institutional email-based communication, design its ICT policies (e.g.,
for electronic communication and approval of soft transactions), harness open-source solutions
and emerging technologies (like cloud computing), eventually move to a single point
authentication, authorization and accounting system. Realizing the capital-intensive ICT
investment, AAU shall craft mechanisms to utilize its staff and students to come-up with
homegrown innovative solutions. For that the ICT units shall work hand-in-hand with the
academic units.

5.2.6. HRM Strategy

In spite of progress registered in past years in the university‘s overall growth, there is a high
level of staff disengagement including high level of absenteeism from class, failure to strictly
observe academic calendars, poor advising and low morale for a number of internal and external
reasons. The performance appraisal is not properly designed with little objective for
development. Some members of the teaching staff have even full-time employment in other
organizations.

As a very important phase in developing an effective human resource management strategy,

AAU will conduct an assessment of its current staff by immediate academic units using
potential-performance matrix and the result of the assessment will be confirmed by
college/institute heads using the performance/potential grid indicated in Table 9.

Table 9.Performance/potential grid to be used by colleges and institutes.

H Box 5 Box 2 Box 1

i Seasoned professional capable
g of expanded role, but may be
h experiencing problems that
require coaching and mentoring
M Box 8
e With coaching could progress
P d within level; focus on stretch
o i goals for this employee
t u
e m
Does extremely well at current
job with potential to do more;
give stretch assignments to help
prepare for next level
Box 6
May be considered for job
enlargement at the same level,
but may need coaching in
several areas, including people
management
Consistently performs
well in a variety of
assignments; superstar
employee. Big picture
thinker; problem solver;
self-motivated.
Box 3
Current role may still
provide opportunity for
growth/development;
focus should be on
helping improve

32
 n strategic thinking.
t
i
a
l
L Box 9 Box 7 Box 4
o Consider reassignment, Effective performer, but may Experienced high
w reclassification to a lower level have reached career potential; try performer but has
or exit from AAU to coach employee on becoming reached of career
more innovative, focus on lateral potential. Still a valuable
thinking employee and can be
encouraged to develop
communications and
teaching/research skills
Low Medium High
Performance

Once the report is consolidated at the University level, a series of actions will be taken at
individual level to enhance performance and competence through need-based training, career
development, coaching and mentoring. Staff incentive schemes will be developed based on
capacity and legal requirements.

5.2.7. Innovation Strategy

AAU uses open innovation strategy to assist the academic community, the business community
and the public offices to improve their teaching-learning, research, services, processes, transfer
and incubation.

5.2.8. Research Strategy

Academic units running graduate programs and research institutes find it challenging to
conduct impactful research due to resource and other infrastructure constraints imposed by low
government budget earmarked for research. The following strategies shall be executed to
improve the limitations.
 Research capacity building strategy: The duty of unit is to train and update staff on
common research tools including grant winning proposal writing, mobilize the academic
staff to develop collaborative research on the research priority areas of University, raise
awareness and capacity of academic and technical staff on research ethics, data analysis
techniques, research management, reference management tools, and research and

33
 academic writing skills. The unit/center will mobilize talented professional trainers from
around the world including the Ethiopian diaspora.
 Funding strategy: Research Grant Office will be established whose main duty would be
acquiring international announcements /calls, disseminating calls to the AAU community
using electronic outlets, coordinating proposals development, and support staff to apply.
AAU will develop donor map showing potential will be approached with detailed
proposals for funding to complement and support its efforts.
 Research laboratories and core labs: Research laboratories will be strengthened
established to support graduate research running in each academic unit. Core labs will be
established in selected areas to avoid duplication of equipment and create a system of
effective and efficient use of resources and generating revenue by offering analysis
services to national and regional research institutions.
 Project management strategy: One of the critical problems of AAU is low level of fund
utilization, poor reporting to donors and unclear engagement of major stakeholders. AAU
will enhance its financial settlement mechanisms. To this effect, AAU will establish a
project management office with clear mandates.
 Social entrepreneurship research center: One of the most innovative approaches for
solving social problems using business approach is the development of social
entrepreneurs. To assist donors and social entrepreneurs in Ethiopia, AAU will establish
research center for social entrepreneurship.
 AI Research Centre: One of the critical elements in the fourth Industrial Revolution (IR)
is Artificial Intelligence. To assist Ethiopia to be part of the fourth IR, AAU will establish
AI Research Centre by coordinating relevant academic units. As AI is applied in diverse
fields, the AI Research Centre will serve all academic units in AAU. Its team members
must be mobilized from various academic units. The AI Research Centre, among others,
shall be engaged in organizing relevant data from multiple domains, identify and build
capacity in computational hardware and platforms, develop relevant rules and policies,
build staff and student capacity, solicit funders and partners, and coordinate high impact
AI researches.

34
5.2.9. Financial Management Strategy

One of the problematic areas of the financial system in AAU is the unfriendly accounting
process for research projects. In order to mitigate such a chronic problem and bring about
efficient financial system, AAU will identify the major policy constraints and seek for
appropriate research-based solutions for each constraint.

5.2.10. Procurement Strategy

One of the basic problems in AAU and in Ethiopia is the inefficiency of procurement
processes. The capacity is extremely low and it is not responsive to the needs of the different
academic units. Therefore, the following interventions will be made to improve procurement.
● Decentralization of procurement except major purchasing: One of the most serious
problems in AAU is the inefficiency of procurement. Given the huge size of AAU,
centralized procurement is unrealistic. AAU will need to decentralize its procurement
system. The researcher must be allowed to purchase up to ETB 100,000 following
government procurement procedures. For technical procurement, AAU can outsource its
procurement tasks. Capacity building may also contribute for effective purchasing.
● Sourcing strategy: AAU may also develop a sourcing strategy by assisting and
capacitating the potential suppliers by focusing on critical and important inputs.

5.2.11. Community Engagement and Community Service Strategy

5.2.11.1. Community Engagement

Community engagement, which comprises reciprocal scholarly activities designed to impart
growth and development both for AAU and community partners, is a core mission of AAU and
hence the responsibility of all academic units. Addis Ababa has issued a guideline for
community engagement in 2019 to emphasize its importance and its vital role of AAU in
advancing the public good and maintain its collaboration with communities across the city,
region, country and world.

Addis Ababa university will therefore: -

 put the necessary governance structure in place to ensure a sustained Community

35
  Engagement by the various academic units of the University; cultivate a culture of
community engagement among university staff and student body;
 encourage academic units to identify priority areas and specific activities commensurate
to their specific professional competence for community engagement;
 support academic units to assess core community needs and design, implement, monitor
and evaluate projects that engage and serve the community;
 build a strong partnership that benefits both the university and the community;
 Ensure the availability, proper allocation and efficient utilization of resources necessary
for effective Community Engagement.

5.2.11.2. Community Service

Addis Ababa University has an excellent standing to furnish community service both to
internal and external community.

The internal and external community may include but not limited to: -

● Women leadership development: There is a national effort for gender balance in public
offices. AAU, as part of its commitment for gender equality and equity, will work to
improve the competence of women to assume their deserving position in in the
community and effectively execute their responsibility in all spheres. AAU will
establish a leadership development center to assist the government effort to effectively
deal with gender issues.
● Consultancy: All types of consultancy services in all areas of its expertise including
management, engineering, legal, environment, health, etc. Due to lack of competent
local workforce, the huge nationwide investments are now designed and constructed by
foreign companies. AAU should contribute to reducing this involvement by reorienting
itself to handle high-end/high-tech tasks and collecting its share from the huge
investments.
● Commissioned research: Sometimes, there may be big surveys and research projects
beyond the capacity of individual employees and teams. AAU will be engaged in
commissioned research without crowding competition with small consultants.

36
 ● Database: AAU will start to maintain critical national data that may be required by
researchers, consultants, investors, small business operators and development partners
in certain nationally critical areas.

5.2.12. Communication Strategy

AAU has obtrusive weakness in communication practices both with the internal and external
stakeholders. Given the huge size of AAU, it had been difficult to swiftly communicate relevant
information to staff students. Another serious problem is that AAU‘s staff appear on mass media
such as television programs to participate in interviews, discussions and provide public speeches
in areas outside of their specialization and expertise raising credibility issues to the university.
Television and other media interviews must be regulated. It may also develop database of its
experts and provide same to the media consumption for possible interviews and professional
analysis. AAU will follow the following as strategies in order to standardize its communication
with stakeholders.
 Email communications: email communications shall be standardized and supported by
policies. Some considerations while drafting the policies may include that all formal
email communications shall be done using the University‘s account. To keep the
institutional memory, all appointees must use formal email address opened in the name of
their unit, and shall handover the account upon completing their terms. All staff and
students will have email accounts with predefined hierarchy to broadcast and multicast
emails.
 Professional dialogue: AAU shall design strategies to enhance professional dialogue
(arranging for academic presentations and ethical and moral dialogues).
 Art: AAU shall utilize art to publicize its works and create a leisure activity for its staff.
 Blogging: There must be a social media platform for University staff and students for
writing certain articles subject to editorial processes and authorization. This opportunity
may reduce the unregulated activism and engagement among university staff.
 TV: AAU may have its own TV programs where major trends and ideas will be discussed
based on expertise.
 Webinar on innovation and issues in trend: periodic discussions on innovation or major
trends may be organized by AAU.

37
  Branding strategy: AAU will invest in branding strategy with clear strategy and
documented plan.

5.2.13. Quality Management and Assurance Strategy

As long as an organization sets its strategic plan for its corporate objectives and functions, it also
needs to introduce a strategic quality planning in order for the corporate goals to be effectively
realized. Even though Addis Ababa University has always had its strategic plan, those strategic
plans have never been interfaced with effective quality strategic planning. AAU, will therefore,
put in place viable quality management and assurance plans that align with and support the
realization of those corporate strategies and goals mapped out in this strategic plan.

As a fundamental pathway, AAU‘s quality assurance strategy underlines critical of strict

compliance with at least the minimum standards and principles set by the Ethiopian Higher
Education Quality Assurance and Relevance Agency (HERQAA) nationally and by the Bologna
Process and Standards and Guidelines for Quality Assurance in the European Higher Education
Area (SGQAEHEA) internationally towards achieving high quality in teaching and scientific
work. Addis Ababa University has to strive to gradually pass through rigorous steps of cyclic
accreditations (national and international and by all modes of accreditation and accreditors) in
order to keep abreast of time in terms of the high quality of its educational programs and services
and thereby to maximize its capabilities of being internationally competitive research university.

AAU will also follow both internal and external quality assurance mechanisms. The internal
quality assurance in turn will focus, guiding and controlling the members of the university
community and the operation systems to strictly comply with the standards, regulations,
legislations and operational and performance frameworks of the university while also
continuously empower the university community to develop a culture of quality. Delivering high
quality products and services is not a choice but a survival issue to outcompete and satisfy the
dynamic needs and aspiration of customers and stakeholders better than others and exert high
impact on the overall societal development of the country and beyond. In addition to the quality
assurance mechanisms, effective internal quality enhancement initiatives and activities will be
put in place by the different academic and research units of the university.

38
In its efforts to assure quality, Addis Ababa University will strictly observe the following
international standards in order to get gradually international accreditation and maintain strong
internal quality assurance and enhancement system.
 Approval, monitoring and periodic review of programs and awards: AAU will
continuously develop and improve formal mechanisms for the approval, periodic review,
and monitoring of its programs and awards.
 Assessment of students: AAU‘s students will be assessed using published criteria,
regulations, and procedures which are consistently applied.
 Quality assurance of teaching staff and continuous professional development: AAU will
develop a system to make sure that members of the teaching staff are qualified and
competent to teach.
 Learning resources and student support: AAU will ensure that the resources available for
the support of student learning are adequate, appropriate, and technologically up-to-date
for each program offered.
 Information systems: AAU will ensure that relevant information is collected and
analyzed for effective quality management of its academic programs
 Public information: AAU will regularly publish up-to-date, impartial and objective
information about the programs and awards it offers in order to meet the standards of
accountability to public quality demands.

5.2.14. Stakeholder Engagement Strategy

Table 10 provides the goals and/or interests of each stakeholder/customer and corresponding
strategies to realize them.

39
Table 100. Stakeholder Engagement Strategy

S. Stakeholder/customer Goal/interest Strategies

No
Strengthening the university in Allocating adequate budget and
1 Federal government all its mission areas creating peaceful working
environment
Working collaboratively with Providing appropriate policy
Ministry of Science and Higher
2 the university guidance and helping to create
Education/Ministry of Education
international networks
Working collaboratively with Proving financial support as well
3 Ministry of Health the College of Health Sciences as knowledge and skill sharing
of the university
Facilitating the university‘s Serving as a linkage between the
City Administration of Addis effort to work with the local university and the local
4
Ababa community and supporting the community; working to solve staff
university as the need arises housing-related problems
Enhancing the overall Providing timely and fair
excellence and creating a leadership
5 University leadership
conducive working
environment
Professionally developing and
offering high quality teaching and
transformative community
engagement; and conducting
problem-solving research
Working towards ensuring
quality in the all mission areas
University Academic
6
staff
staff
Developing administrative
knowledge, skill, and integrity
Administrative Proving/working skilfully with
staff the leadership and academic
staff
Acquiring saleable knowledge, Working hard in every discipline
7 Students
skill, and attitude
Collaboratively working with Creating appropriate environment
Employers /businesses and
8 university to enhance graduate for internship programs
industries/
employability
Working collaboratively with Creating relevant linkage as
9 Public
university appropriate
Working collaboratively with Creating relevant linkage as
university appropriate and identifying
10 Local community
possible areas of support from the
university
Working collaboratively with Sharing human and material
university and benefiting from resources
11 Higher education institutions
the huge experience the
university has
Working collaboratively with Creating networks and sharing
12 International community
university knowledge and skills

40
 S. Stakeholder/customer Goal/interest
No
Working collaboratively with
13 Donors and alumni university and improving the
university‘s status
Working collaboratively with
AAU alumni for resource
14 Alumni
mobilization, networking and
image building
41
Strategies
Supporting the university
financially and creating
partnerships
Create an alumni database for
multiple alumni associations per
academic unit or year of
graduation.
6. Strategy Implementation

6.1. Strategy Intervention

AAU leadership is expected to employ holistic approach in the execution of the strategy since
partial treatment will produce limited success and may not lead the university to excellence.
Hence, the leadership will give due attention to the following seven areas of intervention. Table
11 provides the strategic intervention areas of the leadership of AAU.
Table 11. Strategic intervention areas of the leadership of AAU.

S. Intervention Descriptions Current situation in Possible actions

No Areas AAU
1. Shared values The guiding cherished They are either not Formulate communication
(central principles that direct the communicated or strategy so that shared values may
variable) AAU‘s behavior at all accepted by staff. They become guiding principles in
levels. are not shared among AAU at all levels of decision
staff. making.
2. Style AAU‘s culture, usually AAU uses relatively Shift towards more of
described as ‗the way centralized decision decentralization both in promise
things are done around making. and practice.
here‘ such as
centralization and
decentralization
3. Staff The people in the AAU uses traditional Formulate and implement talent
University, their talents Personnel Management management strategy in AAU.
and the way they are focusing on compliance Differentiate staff based on
developed. and there is no potential-performance.
information about staff
potential and
performance.
4. Skills The competencies and There is no solid Conduct training needs
capabilities of the information but poor assessment and formulate skills
University and its English language and upgrading strategy at all levels by
people. research competences of establishing Training and
staff. Little investment in Development Center.
computer and leadership
skills development of
staff.
5. Structure The way in which AAU dominantly uses Change the structure to Divisional
AAU‘s activities are functional structure in the Structure with strong performance
managed. support wing. This is not management systems at HQ and
appropriate for big the different organs.
organizations such as
AAU.
6. Strategy The defined plan AAU Poor execution of Assign competent managers and
has to achieve its strategies. There is no leaders to key positions with full

42
 S. Intervention Descriptions Current situation in Possible actions
No Areas AAU
objectives. strategic focus. empowerment and resources for
improving execution.
7. Systems All the systems that Weak internal processes Start process mapping and
direct AAU‘s activity in many areas such as improvement aiming at improving
HRM, Finance, internal processes using
Procurement, Information benchmarking and process
systems, Project mapping. Establish process
Management, etc. council for decision making
related to process.

6.2. Action Plan

An action plan is a plan that contains enough detail to achieve an objective or goal. This typically
includes an outline of goals, objectives, measurements, action steps and responsibilities for each
step. The action plan for the strategic plan of AAU for the first five years of the strategic plan
with the implication of extending it to 2030 is outlined in Table 11.

43
Table 12. Stakeholder Engagement Strategy
S. No Stakeholder/customer Goal/interest
Strengthening the university in
1 Federal government all its mission areas
Ministry of Science and Working collaboratively with the
2 Higher Education/Ministry of university
Education
Working collaboratively with the
3 Ministry of Health College of Health Sciences of the
university
Facilitating the university‘s
City Administration of Addis effort to work with the local
4
Ababa community and supporting the
university as the need arises
Enhancing the overall excellence
5 University leadership and creating a conducive
working environment
Working towards ensuring
University Academic quality in the all mission areas
6
staff staff
Administrative Proving/working skilfully with
staff the leadership and academic staff
Acquiring saleable knowledge,
7 Students
skill, and attitude
Collaboratively working with
Employers /businesses and
8 university to enhance graduate
industries/
employability
Working collaboratively with
9 Public
university
Working collaboratively with
10 Local community university
Working collaboratively with
university and benefiting from
11 Higher education institutions
the huge experience the
university has
Working collaboratively with
12 International community
university
Working collaboratively with
13 Donors and alumni university and improving the
university‘s status
Working collaboratively with
AAU alumni for resource
14 Alumni
mobilization, networking and
image building
44
Strategies
Allocating adequate budget and
creating peaceful working
environment
Providing appropriate policy guidance
and helping to create international
networks
Proving financial support as well as
knowledge and skill sharing
Serving as a linkage between the
university and the local community;
working to solve staff housing-related
problems
Providing timely and fair leadership
Professionally developing and offering
high quality teaching and
transformative community
engagement; and conducting problem-
solving research
Developing administrative knowledge,
skill, and integrity
Working hard in every discipline
Creating appropriate environment for
internship programs
Creating relevant linkage as
appropriate
Creating relevant linkage as
appropriate and identifying possible
areas of support from the university
Sharing human and material resources
Creating networks and sharing
knowledge and skills
Supporting the university financially
and creating partnerships
Create an alumni database for multiple
alumni associations per academic unit
or year of graduation.
7. Strategy Implementation

6.1. Strategy Intervention

AAU leadership is expected to employ holistic approach in the execution of the strategy since
partial treatment will produce limited success and may not lead the university to excellence.
Hence, the leadership will give due attention to the following seven areas of intervention. Table
11 provides the strategic intervention areas of the leadership of AAU.
Table 13. Strategic intervention areas of the leadership of AAU

SN Intervention Descriptions Current situation in Possible actions

Areas AAU
1. Shared values The guiding cherished They are either not Formulate communication
(central principles that direct the communicated or strategy so that shared values may
variable) AAU‘s behavior at all accepted by staff. They become guiding principles in
levels. are not shared among AAU at all levels of decision
staff. making.
2. Style AAU‘s culture, usually AAU uses relatively Shift towards more of
described as ‗the way centralized decision decentralization both in promise
things are done around making. and practice.
here‘ such as
centralization and
decentralization
3. Staff The people in the AAU uses traditional Formulate and implement talent
University, their talents Personnel Management management strategy in AAU.
and the way they are focusing on compliance Differentiate staff based on
developed. and there is no potential-performance.
information about staff
potential and
performance.
4. Skills The competencies and There is no solid Conduct training needs
capabilities of the information but poor assessment and formulate skills
University and its English language and upgrading strategy at all levels by
people. research competences of establishing Training and
staff. Little investment in Development Center.
computer and leadership
skills development of
staff.
5. Structure The way in which AAU dominantly uses Change the structure to Divisional
AAU‘s activities are functional structure in the Structure with strong performance
managed. support wing. This is not management systems at HQ and
appropriate for big the different organs.
organizations such as
AAU.
6. Strategy The defined plan AAU Poor execution of Assign competent managers and
has to achieve its strategies. There is no leaders to key positions with full

45
 SN Intervention Descriptions Current situation in Possible actions
Areas AAU
objectives. strategic focus. empowerment and resources for
improving execution.
7. Systems All the systems that Weak internal processes Start process mapping and
direct AAU‘s activity in many areas such as improvement aiming at improving
HRM, Finance, internal processes using
Procurement, Information benchmarking and process
systems, Project mapping. Establish process
Management, etc. council for decision making
related to process.
.

7.2. Action Plan

An action plan is a plan that contains enough detail to achieve an objective or goal. This typically
includes an outline of goals, objectives, measurements, action steps and responsibilities for each
step. The action plan for the strategic plan of AAU for the first five years of the strategic plan
with the implication of extending it to 2030 is outlined in Table 11.

46
 Table 14. Action Plan

Strategic Goal 1. Improve the effectiveness of the teaching-learning process and increase graduate employability

Objectives Activities Unit of Performance indicator Owner Baseline Target 2018-2022

Measure

2013

2014

2015

2016

2017
Design new Conduct needs Number New Regular programs opened AVP 216 4 4 5 5 5
demand-based and assessment and (MSc/M.A)
marketable develop new
programs that programs Number New Extension programs opened AVP 54 - 1 1 1 1
increase students‘ (MSc/M.A)
employability and
global
competencies. Number New Distance Education AVP 11 - 1 2 2 1
programs opened (MSc/M.A)

Number New Regular programs opened AVP 98 3 3 3 3 3

(PhD)

Develop and run an Number Online programs run AVP 1 0 1 1 1 1

online graduate
program

Open demand Assess and validate Number Programs opened AVP 2 1 1

driven graduate the appropriatenes
programs of proposed
programs

Review current Form program Number Reviewed programs AVP N/A 5 8 12 12 12

programs and review committees
curricula. Organize Number Workshops AVP N/A 5 5 5 6 6
stakeholder
workshops and
review programs

Develop Diagnose capacity Number Diagnosis of gaps AVP N/A 2 2

professional gaps
capacities of the
academic staff Select highly Number Trainers AVP N/A 10 10
qualified trainers

Prepare training Number Training materials AVP N/A 2 2

materials

Offer the training Number Trainings offered AVP N/A 2 2

Trained staff AVP N/A 200 200 200 200

Facilitate academic Number Revised and developed AVP 1 1

staff promotion procedures for promotion and
probation.

Offer staff English Number Staff trained AVP N/A 50 50 50 50

language
improvement
training

Run Continuous Number Staff trained (CPD) AVP N/A 300 300 300 300
Professional
Development
Programs and HDP Number Staff trained (HDP) AVP 2500 120 120 120

Work with colleges Percentag Academic staff assessed using AVP 25 50 75 85 95 100
to increase the staff e online system
assessment scheme
and system

48
 Recommend and Percentag Academic staff trained with AVP NA 25 50 75 100 100
support upgrading e pedagogical courses
training for
academic staff
members based on
assessment result
Maintain effective Percentag Academic Staff Promoted AVP 100 100 100 10 100 100
Academic Staff e 0
Promotion
Development of Number Programs opened AVP 0 1
Staff Development
Plan

Attract industry Create global Number Partnerships created AVP 1 1 1 1

professionals and partnerships
visiting professors
for graduate
Number Professors invited AVP 0 4 6 8 10 12
teaching and
Invite professors
academic advising.
Percentage Composition of professors invited AVP

Sign Memoranda of Number MoUs signed Preside

understanding with nt
relevant industries

Invite qualified Number Professionals invited AVP 0 4 6 8 10 12

professionals

Find out/attract Number MoUs signed AVP 1 1 1 1 1 1

financial supporters
on inclusion of
students with
disabilities

Improve the Prepare Number Manuals prepared and updated AVP 0 1 1 1 1 1

information/digital information/digital
literacy of staff, literacy training
researchers and manual and

49
learners updating manuals

Conduct Number Participants involved AVP 200 1000 1000 1000 1000 1000
information/digital
literacy and
orientation to users

Conducting training Number Researchers trained AVP 0 400 400 400 400 400
on identifying
Predatory Journals

Publish research Number Reports published AVP 2 2 2 2 2 2

performance
regularly to assess
its rank
Conduct digital Number Students trained AVP 0 200 300 400 500 600 2000
literacy training on
the use of social
networks sites for
students

Increase JAWS Number Students with disabilities trained AVP 30 50 50 50 50

supported computer
training for students
with disabilities

Expand learner- Identify low- Number Students identified AVP 0 - 200 200 200 200
based tutorial performing and
programs and interested students
student services.
Select instructors Number Tutorials offered AVP 40 40 40 40
and offer tutorials
Students tutored AVP 500 500 500 500

Courses offered AVP

50
 Offer language Number Students trained AVP 0 250 250 250 250
proficiency training
to students

Improve student Facilitate Number Compensated classes Regular AVP N/A 100% 0 0 0 0
admission and compensatory
course management classes missed due
systems. to COVID 19

Facilitate Number Compensated classes Regular- AVP N/A 240

compensatory CDEO
classes missed due
to COVID 19 for
undergraduate
extension students

Administer entrance Number Exams administered- AVP 0 2 2 2 2 2

exams for new TLSO/Testing Center
applicants

Administer entrance Number Exams administered-CDEO- AVP 3 rounds 1 1 1 1 1

exams for Extension
applicants

Administer entrance Number Exams administered-CDEO- AVP 3 rounds 1 1 1 1 1

exams for Distance
applicants

Improve admission Number Admitted and Assigned students AVP 45 100 100 100 100
and assigning with disabilities and convenience
process of students on learning
with disabilities

Provide orientation Number Training sessions conducted AVP 0 1 1 1 1 1

and mobility
training for new
students with
disabilities on
physical
environment
service provisions

51
and expectations

Determine intake Number Students newly admitted AVP 3551 2500 2500 2500 2500 2500
capacity (Undergraduate Regular- total)

Percentage Students newly admitted AVP 36 38 38 40 40 45

(Undergraduate Regular - Female)

Number Extension students newly AV 3045 1500 1200 1000 800

admitted (Undergraduate Total P

Percentage Extension students newly AV 40 615 516 640 400

admitted (Undergraduate Female P
)

Number Students newly admitted AVP 2171 2300 2350 2400 2400 2400
(MSc/M.A - total)

Number Students newly admitted AVP 390 400 450 500 550 600
(MSc/M.A - female)

Number Students newly admitted PhD- AVP 480 500 550 550 600 600
total)

Number Students newly admitted PhD- AVP 140 150 175 175 200 250
female)

Number Extension students newly AVP 3731 2000 2000 2000 2000 2000
admitted (Graduate- total)

Number Extension students newly AVP 31 640 680 740 820 920
admitted (Graduate Female )

Number Distance education students AVP 1124 485 515 575 635 665
newly admitted (Graduate- Total
)

Number Distance education students AVP 31 155 175 213 260 306
newly admitted (Graduate-
Female )

52
 Accept female Number Females newly admitted AVP 200 200 200 200 200 200
scholarship
applicants and
conduct screening

Accept disability Number Students with disabilities newly AVP 15 15 15 15 15 15

scholarship admitted
applicants and
conduct screening

Facilitate Number Orientations given AVP 2 2 2 2 2 2

orientation sessions
for first year
students

Introduce digital Conduct Number Programs where teaching-learning AVP 7 7 8 10 12 13

pedagogy and virtual/online/e- is online
platform. learning teaching
and learning in
distance education
program

Implement Number Programs with electronic advising AVP 11 7 7 8 9 11

virtual/online/e-
learning advising
and feedback
Practice Number Programs with online assessment AVP 7 8 9 11 13 14
virtual/online/e-
learning assessment
programs

Carryout virtual/ Number Programs with digital AVP 7 8 9 11 13 14

digital presentation presentations
programs
Provide evidence- Organize and Ratio Retention rate (overall and per AVP NA 1 1 1 1 1
based student analyze data on program)
academic progress retention

53
to enhance retention Organize and Ratio Completion rate (overall and per AVP NA 1 1 1 1 1
and completion. analyze data on program)
completion

Completion rate (gender) AVP NA 1 1 1 1 1

Encourage and Number Research AVP 0 1 1 1 1 1

facilitate research report and support strategy
based support for material developed
students with
disabilities

Surveying Number Survey report, Inclusion policy AVP 0 1 1 1 1 1

inclusion of document and inclusion
students with guideline developed
disabilities in
teaching-learning
and service
provision

Expand skills and Revisit modules for Percentage Modules in different programs AVP NA 10 30 60 80 100
practice-centered skills-centeredness
teaching and
continuous Implement Percentage Practicum/Internship programs AVP 50 60 60 70 70 70
assessment. practicum/internshi
p programs

Implement Percentage Modules within a program AVP 70 80 90 100 100 100

continuous
assessment in all
college curricula

Expand Library Digitize E-books, Number E-books, Journals, thesis AVP 230,004 14,000 14,00 14,0 14,00 14,00
Collections that local journals, digitized 0 00 0 0
support the teaching dissertations and
learning thesis

54
 Subscribe E-books Number List of books and journals AVP 0 3000 4000 5000 7000 7000
subscribed

Collect Multimedia Number Resources collected AVP 1000 3000 4000 5000 5000 5000
resources

Subscribe e-journals Number Journal titles subscribed AVP 3500 4000 4000 4000 4000 4000

Increase open Number Accessible Open journals AVP 20,000 8000 8000 8000 8000 8000
access Journals

Increase Raw Number Datasets increased AVP 0 2000 3000 3000 4000 4000
Research Data

Providing easy Conduct user Number Staff and student trained AVP 4000 2000 2000 2000 2000 2000
access to library education about the
resources and library resources
Services and services

Catalogue and Number Books classified and catalogued AVP 170,000 5000 5000 6000 6000 8000
classify the existing
library resources

Conduct training on Number Staff and student trained AVP 1200 100 100 100 100 100 1700
research intelligence
software and
Plagiarism detection
software

Conduct training on Number Staff and student trained AVP 50 100 200 200 150 100 800
Reference
Management
software, Data
management tools,
Journal indexing
software

55
 Provide dedicate Number Spaces provided AVP, 70 5 10 10 15 10
spaces for Library
Collaborative
Research

Equip the library Number Computers and laptops set Library 250 100 120 120 120 120
with computers and
laptops

Organize and Number Office facilities and availability AVP 15 2 3 3 2 2

Create a strong staffing the career of professional career staff
and furnished office for career
Career Service persons
Center

Assist Number Graduate students assisted AVP 1500 1000 110 18 200 250
Explore students‘ undergraduate 0 00 0 0
career students with all
development aspects of career
planning development
planning, interests,
choosing a
major/career

Develop and run Conduct needs Number Materials developed AV 1 2 3 3 4 4

programs that assessment and P
increase develop soft skills
undergraduate training materials
students‘ global
competencies and Develop effective Number Strategies developed AV 1 1 1 1 1
enhancing job search strategies P
employability and for competitiveness
global and employment
competencies.
Provide extra- Number Trainings offered AV 0 4 5 6 6 7
curricular training P
on soft skills to
increase
competencies and
employability

56
 Provide soft skill Number Students trained AV 0 3000 3500 4000 4000 4500
training P

Provide Career Number Students counseled and assessed AV 0 50 100 125 150 175
Counseling and P
assessment for all
under graduate
students

Provide training and Number Students trained and supported AV 0 10 13 15 20 25

support to special P
abled (disabled)
students

Develop Assess students Number Assessments conducted AV 0 2 2 2 2 2

entrepreneurship need, interests and P
soft skills skill gaps

Select highly Number Trainers selected AV 0 3 3 4 4 4

qualified trainers P

Prepare training Number Training materials prepared AV 1 2 3 3 4 4

materials P

Provide training to Number Students trained AV 0 200 300 400 500 550
undergraduate P
students

Develop industries Organize career Number Organized events AV 0 25 28 32 40 45

and employer week, expo and job P
attraction and fairs
retention methods

57
 Offer tailored Number Tailored services offered AV 0 5 3 4 5 6
services to P
employers including
advertising and
promotion of
vacancies on and off
campus
recruitments and
selections and
advising

Prepare awareness Number Awareness AV 1 1 1 1 1

creation creation sessions conducted P
environment with
employers regarding
career development
service and benefits
to them and students
Sign MoU Number Singed MOUs AV 3 3 3 4 4 5
agreement with P
collaborative
organizations
Create employment Percentage Graduates employed AV 60 70 75 80 83 85
opportunities to P
students
Carry out a tracer Number Study Report AV 1 1 1 1 1 1
study P

Strategic Goal 2. Build AAU’s research capacity, produce scientific research and expand knowledge frontiers.
Objectives Activities Unit of Performance Owner Baseline Target 2018-
Measure indicator 2022

2013

2014

2015

2016

2017
Proportionally Increase the annual Ratio Size of budget VPRTT 64 M 120 M 200 M 250 M 300 M 350 700 M
increase investment research budget. allocated M

58
in research.
Increase and Increase the number Number Researches VPRTT 1600 2200 3000 3500 4000 4500 10000
disseminate research of research articles published
output. publications in
reputable journals
and conference
proceedings.
Organize national Number Dissemination VPRTT 10 30 50 60 60 70 1000
and international workshops/semin
seminars, ars organized
conferences,
workshops to
disseminate findings.
Strengthen research Strengthen Number Publication VPRTT 1600 2200 3000 3500 4000 4500 10000
and publication publication incentive
reward systems. Award researchers Number Awards made VPRTT 0 3 5 5 5 7 10000
who published in
reputable journals.
Award researchers Number Awards made VPRTT 0 5 5 7 7 7 20
who generate grants
Award women Number Awards made VPRTT 0 2 3 5 5 5 20
researchers
Explore indigenous Identify indigenous Number Applications of VPRTT 0 1 2 3 5 5 15
knowledge and knowledge Indigenous
wisdom, and practitioners. knowledge to
integrate it with solve practical
conventional problems
knowledge for Link with Number Links formed VPRTT 0 1 2 3 5 5 30
solving societal appropriate AAU
problems. researchers.
Attract visiting Facilitate affiliation Number Professors visited VPRTT 10 15 20 25 30 35 10020
research professors. request from
college/department
Revise affiliation fee Amount Revised fee rate VPRTT $300 $300 $300 $500 $500 $500 $500
rate
Provide office and Number Offices reserved VPRTT 10 15 20 25 30 35 10020
create enabling for professors
environment
Provide Number Accommodations VPRTT 10 15 20 25 30 35 10020
accommodation reserved for

59
 professors
Establish Research Establish RMC and Number Centers VPRTT 0 - 1 - - -
Methodological coordinator established
Center (RMC) under recruitment
Research Office. Provide trainings Number Trained staff VPRTT 60 800 800 60 60 60
based on demand
(Grant winning
proposal writing;
Research Ethics; Soft
skills (statistics,
reference
management))
Develop centralized Prepare database at Number Database centers VPRTT 0 2 2 3 4 4
(national) data center and college established VPID
repository, sharing levels
and high- Standardize data Number Formats VPRTT 0 1 1 1 1 1
performance collection formats standardized
computational Acquire high Number HPCs obtained VPRTT 0 - 1 - - -
systems. performance VPID
computing (HPC)
Develop grant Prepare policy Number Set policy for VPRTT 0 - 1 - - -
funding and graduate funding scheme
research fund Conduct donor Number Donor map VPRTT 0 - 1 - - -
management systems mapping prepared
(strengthen Open call and Number Grants provided VPRTT 0 0 3 5 5 5 25
CONVERIS and link provide grant
to existing
automation systems
like IFMIS and
ICMIS).
Improve the number Provide technical and Number Accredited and VPRTT 18 18 20 20 21 22 40
of reputable local financial support for reputable local
journals. the existing journal journals
Evaluate existing Number Assessment/year VPRTT 18 1 1 1 1 1
journals
Encourage launching Number New journals VPRTT 18 2 2 2 2 2
of new journals launched
Encourage local Number Journals VPRTT 3 2 2 2 2 2 20
journals to be registered
indexed in

60
 international
database (e.g.,
Scopus)
Initiate research Open a call, review, Number Grants reviewed VPRTT 0 10 20 20 20 20 40
seed-grant scheme. and award and awarded
Strengthen the Review research staff Number Promotion VPRTT 0 0 1 0 0 0
capacity of research promotion scheme guideline
institutes to integrate reviewed
graduate studies. Provide resources for Number Resources VPRTT 0 11 20 20 20 20
research provided (in
million Birr)
Integrate graduate Number Programs started Institutes 7 1 1 2 2 2
programs in research
institutes
Transform AAU Publish university Number Published AAU 2 5 5 5 5 5
press to publishing research works research Press
University research outcomes
works
Strategic Goal 3. Design research and innovation agenda that address society’s most pressing challenges.
Objectives Activities Unit of Performance Owner Base line Target 2018-
Measure indicator 2022

2013

2014

2015

2016

2017
Update research Review research Number Updated policy VPRTT 1 1
priority areas that policy
align with the Update research Number Updated priority VPRTT 1 1
national development priority areas areas
agenda. Review research Number Updated manual VPRTT 1 1
manual
Expand thematic and Increase the capacity Number Commissioned VPRTT 1 10 10 10 10 10
collaborative of AAU to attract researches
research projects international research attracted/requeste
grants. d
Open a call, review, Number Thematic VPRTT 46 50 60 70 70 70
and award research projects
reviewed and
awarded

61
Establish a research Customize research Number Platform VPRTT 0 1
grant office and management customize
strong project platform
management system. Open a research Number Research grant VPRTT 0 1
grant office with office established
Terms of Reference
(TOR)
Undertake Identify research Number Jointly-funded VPRTT 0 1 3 5 5 5
university-industry topics for joint projects
joint funded projects. funded project and
link to AAU staff
Select ideas for Number Incubation ideas VPRTT 0 1 2 4 5 5
incubation chosen
Strategic Goal 4. Provide transformative and scholarly community engagement.
Objectives Activities Unit of Performance Owner Baseline Target 2018-
Measure indicator 2022

2013

2014

2015

2016

2017
Identify priority Identify community Number Priorities VPRTT 4 8 10 12 14 15 Evaluate
areas for scholarly engagement priority identified and scale
and impactful areas up
community Support community Number Community VPRTT 8 16 20 24 26 30
engagement engagement engagement
program. proposals proposals
supported
Start satellite Number Active satellite VPRTT 1 3 4 5 7 10
community projects community
projects run
Initiate community Number Active VPRTT 0 1 4 6 8 10
engagement centers community
engagement
centers available
Solicit financial Identify financial Number Financial sources VPRTT 0 3 4 6 8 10
sources to provide sources identified
community Prepare grant Number Grant proposals VPRTT 0 4 6 10 12 15
engagement. proposals prepared
Size collected grants % Size of collected VPRTT 0 3 6 9 12 15

62
 grant (in ETB)
Improve the capacity Prepare capacity Number Community VPRTT 0 100 200 300 400 500
of community building training for engagement
engagement external stakeholders providers
providers. (External) trained
Prepare capacity Number Community VPRTT 0 1000 2000 3000 4000 5000
building training for engagement
AAU staff providers (AAU)
trained
Introduce new Number New programs VPRTT 0 3 4 5 6 10
community introduced
engagement
proposals
Identify staff who Number Staff who VPRTT 150 200 250 300 400 450
will provide free provided free
service community
engagement s
Identify students Number s VPRTT 750 1000 2000 3000 4000 5000
Promoting field
attachment (service
learning)
Implement the Prepare rubric Percentage Copies of the VPRTT 0 75 1000 - - -100 Evaluate
rubrics for document rubric printed and
Institutionalizing improve
University- Train academic staff Number Academic staff VPRTT 0 1400 400 200 2600 3000
Community on the document trained
Engagement Recognize the Number Academic staff VPRTT 0 140 180 200 260 300
Framework academic staff received credit
for…
Expand scholarly Reorienting the Percentage Staffs reported to VPRTT 0 20 40 60 80 100
community existing non- be engaged in
engagement professional professional
programs. community community
engagement of services.
academic staffs
Revitalizing Number Task force VPRTT 0 1
innovative established
community
engagement
taskforce.

63
 Tapping research Number Research outputs VPRTT 10 15 20 25 30 35
outputs deliverable to delivered
the community
Offer the programs Number Services offered VPRTT 1 4 6 8 9 10
Establishing Creative Percentage Audiences for VPRTT 25 90 95 `100 100 100
Team AAU owned
satellite television
Media
Establishing & Number Facilities VPRTT 0 1
Forming Production established
and Post-Productive
facilities
Distribution of Number Products VPRTT 0 50 50 50 50 50
Production distributed
Boosting Project Number Services VPRTT 1 4 6 8 9 10
based community improved
engagement.
Supporting satellite Number Satellite VPRTT 0 10 20 30 40 50
community services community
through ‗Urban services offered
Agriculture‘
Strategic Goal 5. Strengthen university-industry linkage and stakeholders’ engagement and management.
Objectives Activities Unit of Performance Owner Baseline Target 2018-
Measure indicator 2022

2013

2014

2015

2016

2017
Strengthen Establish the AAU- Number Links established VPRTT 1 20 20 20 20 20
university- industry Industry Forum and and maintained
linkage. maintain the
relationships to
reinforce the linkage
with the industry
Organize university- Percentage Functionality, VPRTT 0 10 20 20 20 20
industry linkage coverage, and
database to provide timelines of the
evidence-based database
response to the
adaptive and

64
 innovation needs of
the industry
Conduct industry- Number Industry- VPRTT 0 4 6 8 10 12
sponsored and/or sponsored and
joint adaptive jointly conducted
researches through adaptive
established researches
industry/stakeholder
engagement and
management system
Facilitate training Number Consultancies VPRTT 0 4 8 12 16 20
and consulting and trainings
services redirected to provided
the needs of the
industry
Run industry-tailored Number Industry-tailored VPRTT 0 5 10 15 20 20
programs/curriculum programs run
s and facilitate
support for improved
services
Administer and Number of students, VPRTT 2215 2250 2750 3000 3250 50
expand internship, programs academic staff, & 0 5 15 20 25
externship, and linked industry staff 0 0 10 15 20
practicum programs exchanged
across disciplines
Support colleges and Number Joint meetings VPRTT 0 4 4 4 4 4
institutes for strong held with
university-industry associate deans
linkage and for Research and
technology transfer Technology
Transfer
Cultivate innovation Conduct innovation Number Innovation VPRTT 0 4 4 4 4 4
culture and transfer workshops through workshops/meeti
of technology. strengthening ngs conducted
innovation hubs for
increased creative/
innovative ideas and
knowledge sharing
Organize Number Innovators VPRTT 0 3 3 3 3 3
competition among awarded

65
 students/young
Ethiopians to create a
critical mass of
innovators
Administer periodic Number Innovations VPRTT 0 20 25 30 35 35
innovation admitted to the
competitions to TBICs
increase technology
innovation
incubations and
transfer of diversified
technology to the
industry
Facilitate the Number Patent rights VPRTT 0 4 5 5 6 8
provision of patent registered
right and licensing
service to ensure
protection of
innovators
Commercialize Number Start-ups VPRTT 0 3 5 6 8 10
successful start-ups commercialized
from the incubation
centers
Increase the level of Percentage Annual budget VPRTT 0 10 15 20 30 50
investment for assigned to
innovation and UILTT activities
technology transfer
Organize national Number Innovation VPRTT 0 1 1 1 1 1
and international workshops
seminars and conducted
workshops to
strengthen
collaboration for
UILTT
Expand annual Organize project Number Project VPRTT 2 2 2 2 2 2
project, research, and exhibitions exhibitions
job-fair exhibitions Organize research Number Research VPRTT 1 1 1 1 1 1
with employers. exhibitions exhibitions
Organize job-fair Number Job-fair VPRTT 1 2 2 2 2 2
exhibitions exhibitions

66
Make Tikur Anbessa Invest in diagnostic Number Equipped AVP 55 189 61 41 40 28
Hospital a preferred and therapeutic facilities
medical tourism and medical equipment.
health sciences Train staff in Number Staff trained AVP
education destination specialty and
subspecialty.
50 10 10 10 10
Increase enrollment Number Students enrolled AVP 50 10 10 10 10
of foreign students in
postgraduate
trainings.
Look for funds to Number Secured fund AVP 0 5 1 1 1 1
build specialty
hospitals at the
expansion land
acquired from Addis
Ababa city
administration.
Strengthen existing Number Partnerships AVP 30 10 10
partnerships and established
forge new ones with
local and
international
partners.
Diversify and Number Secured fund AVP 0 3 3
increase revenue
sources
Reduce the impact of Increase awareness Number Orientation of President 4 4 4 4 4
HIV/AIDS and other about HIV/AIDS and new students
reproductive health reproductive health Number Educational President 2 2 2 2 2
issues in University issues among AAU material
students, and staff leaders, students and distributed
members staff.
Support and Number Trainings offered President 2 2 2 2 2
strengthen planning
and implementation
of HIV/AIDS and
reproductive health
issue interventions at

67
 all Colleges and
Institutes.
Support improved Number Condoms President 12 12 12 12 12
access to HIV/AIDS distributed
and reproductive Number Testing of President 2 2 2 2 2
health care services. HIV/STIs,
treatment
Create alumni Create database Number Alumni registered VPASS 0 10 30 50 50 100
database and (in thousands)
consolidate their
involvement in
supporting university
initiatives.

Strategic Goal 6. Advance good governance, effective leadership and participation.

Objectives Activit Unit of Measure Perfor Own Basel Target 2018-
ies mance er ine 2022

2013

2014

2015

2016

2017
indicato
r
Create a strong leadership and Provide Number Improve Presi 0 5 5 5 5 5 5
management system to ensure relevan d dent
transparency and accountability. t strategic
training decision
to making
Board
membe
rs
Provide Number Improve Presi 0 4 4 4 4 4 4
relevan d dent
t strategic
training decision
to making
senior
leaders
hip
Introdu Number Number Presi 1 1 2 2 2 2 4
ce of dent
Executi evaluati
ve ons per

68
 Manag year
ement
perfor
mance
apprais
al
Ensure academic freedom. Promot Percentage Staff Presi N/A 20 20 20 20 20
e engaged dent
profess
ionalis
m
among
staff
Develo Number Code of Presi 1 1 1
p staff ethics dent
code of guidelin
ethics e
Enhance communication for shared Use Number Channel Presi 1 1 1 1 1 1 1
vision, mission, and core values differe s used to dent
among stakeholders and staff. nt create
channel shared
s for vision,
shared mission
mission and
and values
values
among
staff
Work towards image building. Formul Number Strategy Presi 0 1 1
ate develop dent
brandin ed
g
strateg
y
Mobilize and attract external funding. Develo Number Donors Presi 0 0 1 1 1
p donor Identifie dent
map d
Funnel Number Major Presi 0 1 1 1 1
donors donors dent
identifie

69
 d
Approa Number Proposal Presi 1 1 1 1
ch s dent
donors accepted
with
solid
propos
al
Establish performance management Revise Number Plans Presi 1 1 1 1 1 1
systems. plan to revised dent
evaluat
e
perfor
mance
Measur Number Appropr Presi 1 1 1 1 1 1 1
e staff iate dent
perfor actions
mance taken
Evaluat Number Senior Presi 1 1 1 1 1 1
e manage dent
perfor ment,
mance directors
for and
senior deans
manage evaluate
ment, d
director
s and
deans
Publish number Up to Strate 0 1 1 1 1 1 1
AAU date and gic
annual reliable plan
abstract data office
of facts about
AAU
will be
availabl
e for
decision
makers

70
 and
other
stakehol
ders
Establish governance and financing Establi Number Patients VPR 1
systems that takes into consideration sh served T
the unique nature of Tikur Anbessa private
Hospital. corrido
r
service
Initiate Number Tools VPR 1
change impleme T
manage nted
ment

Develo Number Processe VPR 1 1 1 1 1

p s T
process improve
mappin d
g
Enhance the engagement of university Establi Number Suggesti Presi 0 1 1 1 1 1 1
employees in university affairs. sh on dent
suggest boxes
ion availabl
system e
s

Establi Number Grievan Presi 100 100 50 40 30 20 10

sh ces dent
grievan handled
ce
handlin
g
process
Establi Number of visitors per Visitors Presi 50 50 50 50 50 50 50
sh open week to dent
door Executi
policy ve
Manage
ment

71
Restructure the institutional structure. Change Number Structur Presi 0 1 1 1
functio es dent
nal revised
structur
e to
divisio
nal
structur
e
Improve the efficiency and Establi Number Process VPA 0 1
effectiveness of the internal processes sh councils SS
(HR, finance, procurement, facility process establish
management, …) council ed
Implem Number Projects VPA 0 1 1 1 1 1
ent root investig SS
cause ated
analysi
s
Autom Number Processe VPA 0 1 1 1 1 1
ate s SS
process automat
es ed
where
possibl
e
Outsou Number Activitie VPA 2 1 1 1 1 1
rce s SS
where outsourc
possibl ed
e
Work towards internationalization of Particip Number Meeting Presi 3 2 2 2 2 2
higher education ate in s dent
the participa
forum ted
Internat
ionaliz
ation of
Higher
Educati
on by

72
 MoSH
E
Networ Number Contacts Presi 0 2 4 6 8 10 20
king created dent
with office
internat
ional
offices
for
higher
educati
on
Attract Number Students Presi 100 100 200 250 250 25 500
internat enrolled dent 0
ional office
student
exchan
ge
Provide efficient and Paying Time Salary paid VPA 5 5 5 5 5 5 Real
effective Budget and employees‘ SS/B days time
Finance Service wages F
between
days 26-30
every
month.

Submitting Time Report VPA 15 10 5 5 2 1 Real

financial SS/B days time
monthly F
report.

73
Providing Time Payment to VPA 10 10 5 5 5 5 Real
payment suppliers SS/B days time
within 5 F
days as
requested
from
procureme
nt
directorate.

Implementi Time Budget VPA 5 5 5 5 5 5 Real

ng program distributed to SS/B days time
budget budget F
center
system.

Distributin Time Budget VPA 5 5 5 5 5 5 Real

g budget distributed to SS/B days time
program budget F
center
timely to
all budget
centers.

Collecting cash Amount VPA 1

200,000,000

230,000,000

600,000,000

700,000,000

800,000,000

900,000,000
10% collected SS/B billio
internal F n
revenue;
and 20%
project.

Maintain Percentage Reliability VPA 90 100 10 100 100 10 Real

IFMIS SS/P 0 0 time
System D

74
Provide efficient Procuring Number Procurement VPA 15 15 10 10 5 5 Real
procurement services using pro transactions SS/P time
forma and accomplishe D
direct d
purchases
as
determined
by
Managemen
t.
Execution Number Total VPA 20 18 18 20 20 20 On
of national contract that SS/P dema
and were D nd
internationa awarded
l open bid
Controlling percentage Effective VPA 100 100 10 100 100 10 On
and contract SS/P 0 0 dema
administrati utilization D nd
ng contracts

Outsource Time - VPA - - - - - -

managemen SS/P
t of non- D
core student
services
(dormitory,
catering)
Maintain Percentage Reliability VPA 100 100 10 100 100 10
IFMIS SS/P 0 0
System D
Provide efficient and Deploying Number Efficient VPA 14 4 4 4 2 2
effective transport service parking lots control SS/T
system VM

75
 Implementi Percentage Reliable VPA 0 100 10 100 100 10
ng a vehicle system SS/T 0 0
tracking VM
system
Working to Number Number of VPA 100 100 10 100 100 10 -
get annual cars insured SS/T 0 0
insurance VM
coverage
and Bolo
for cars
Working Number Cars VPA 65 100 20 300 400 50
calibration calibrated SS/T 0 0
VM
Processing Percentage Available VPA 70 80 90 95 100 10
to buy cars transport SS/T 0
and car system VM
washing
machine
Provide efficient and Repairing Percentage Comfortable VPA 80 90 10 100 100 10
effective facility service classrooms for teaching SS/FS 0 0
internal and learning
facilities
Providing Percentage Reliable VPA 80 90 95 98 99 10 -
generator generator SS/FS 0
maintenanc service
es
Repairing Percentage Reliable VPA 50 70 80 90 100 10
elevators elevators SS/FS 0
Allocating number Houses VPA 402 600 70 800 900 10
vacated allocated to SS/FS 0 00
houses in staff

76
 accordance
with the
directive
Building Percentage Fully VPA 60 70 80 90 95 10
maintenanc function SS/FS 0
e building
Gardening Percentage Beauty VPA 80 80 90 95 98 10
landscaping SS/FS 0
services
Providing efficient property Car disposal Number Cars VPA 50 70 80 90 95 10
administration disposed SS/P 0
A
Asset Percentage Asset VPA 50 70 80 90 95 10
Registration registered SS/P 0
A
Providing efficient student Catering Number Students VPA 11,0 9,000 8,0 7,000 6,00 5,0
service service served SS/SS 00 00 0 00
Dormitory Number Students VPA 18,0 15,000 15, 20,000 20,0 20,
service served SS/SS 00 00 00 00
0 0
Health Number Students VPA 23,0 23,000 23, 23,000 23,0 23,
service served SS/SS 00 00 00 00
0 0
Strategic Goal 7. Expand national and global partnerships, networking and collaboration.
Objectives Activitie Unit of Measure Perfor Own Bas Target 2018
s mance er elin -
indicat e 2022

77
 or

2013

2014

2015

2016

2017
Create collaborative Stage/or Number Sympos Presi 2 2 2 2 2 2 10
platforms and run joint ganize ia dent
programs with national and regional worksh (exte
international and ops and rnal
universities/institutions internati confere relati
onal nces on
symposia staged and
, VPR
worksho TT)
ps and
conferen
ces.

Increase percent of publication Joint Presi 50 60 62 63 64 65 70

the researc dent
number h
of joint articles
publicati publish
ons and ed and
projects project
(research works
articles done
and
research
projects)
Open up Number Newly Presi 10 12 13 14 15 16 20
new opened dent
national joint
and progra
internati ms of
onal studies
collabora

78
 tive
academic
programs
of
studies
.Open up Number Newly Presi 1 1 1 1 2
new opened dent
branches outreac
and h
outreach centers
centers and
and campus
campuse es
s oversea
overseas. s
Increase Percentage Increas Presi <0.0 0.1 0.2 0.3 0.4 0.5 1
the e in dent 01
number enrollm
of ent rate
enrollme
nts of
internati
onal
students
Increase and diversify Increase Number Visiting Presi 10 15 15 15 15 15 100
international student and the internat dent
staff exchange programs number ional
of student
student s
exchange increas
experien ed
ce
sharing
Increase Number Visiting Presi 5 15 15 15 15 15 100
the scholar dent
number s and

79
 of profess
internati ors
onal
visiting
professor
s
Strategic Goal 8. Contribute towards the realization of UN SDGs and AU Agenda 2063 in higher educations
Objectives Activitie Unit of Measure Perfor Own Baselin Target 2018
s mance er e -
indicat 2022
or

2013

2014
2015
2016

2017
Help towards the realization Align Percentage AAU Presi 40 50 60 7 8 90 10
of UN SDGs key target as AAU researc dent 0 0 0
regards higher educations research h (VP
to SDG aligned RTT)
to SDG
Review Number Review Presi 0 1 1 1 1 1 5
educatio report dent
n
programs
to meet
global
standards
and
Quality
assuranc
e
Integrate Percentage Progra Presi 0 10 10 1 1 10 50
sustainab ms with dent 0 0
le issues
develop of
ment and sustaina

80
 global ble
citizensh develop
ip goals ment
in the and
undergra global
duate citizens
curriculu hip in
m their
educatio curricul
n of um.
AAU
Improve gender equality Increase Percentage Women Presi 15 16 17 1 1 20 40
and inclusion; and create the in dent 8 9
all-inclusive learning participat leaders
environment ion of hip
women position
in s
leadershi
p of the
Universit
y
Increase Percentage Increas Presi 30 33 34 3 3 40 50
the e in dent 5 6
number women
of particip
women ation at
attending all
in all progra
program ms of
of studies
studies
Increase Ratio 60 – 40 Presi 80-20 78-22 75-25 7 6 60- 50-
male – % dent 0 5 40 50
female gender - -
academic mix 3 3
staff 0 5

81
 mix.
Overhaul Percentage Percent AVP 1 5 10
universit age of
y Diversit
facilities y
for sensitiv
disability ity and
and those
gender without
sensitive facilitie
buildings s
and
classroo
ms
Revitalize the causes of Number joint Presi 2 2 1 2 1 2
pan-Africanism and Strength researc dent
promoting key continental en AAU h grant
agendas through its involvem with
involvement in the African ent in ARUA
Research University ARUA
Alliance (ARUA). Maintain Membership Fee Contrib 10,000 10,000 10,000 1 1 10,00 10,
the ute for 0 0 0 00
members the , , 0
hip the membe 0 0
ARUA rship of 0 0
of AAU ARUA 0 0
and other
similar
members
hips
Strategic Goal 9. Provide opportunities and resources to attract, recruit, develop and retain the highest caliber academic and administrative staff
Objectives Activities Unit of Perform Ow Baseline Target 201

82
 Measur ance ner 8-
e indicator 202
2

2013

2014
2015
2016

2017
Improve overall staff qualification Develop career plan Number Career AV 0 1
index. plans P/V
develope PAS
d S
Identify funding sources Number Fund AV 20 25 25 25 25 25
secured P/V
PAS
S
Allocate fund from internal Percenta Fund AV 0 5 10 10 10 10
revenue for staff development ge allocated P/V
PAS
S
Hire only PhD holders Percenta PhD AV 31 5 5 5 5 5
ge holders P/V
employed PAS
S
Provide opportunities and Collect and follow up staff Perce Perform A 50 75 1 1 1 1
resources to attract, recruit, development plan of ntage ance of VP 0 0 0
0
develop and retain the highest colleges/institutes colleges 0 0 0
caliber academic and as per 0
administrative staff. their
staff
develop
ment
plan

83
Encourage and follow-up staff Number Staff AV NA 25 50 75 10 10
enrolment in graduate by members P 0 0
respective academic units to enrolled
improve the staff profile in local
PhD
programs

Distribute and support units on Number Staff AV NA 100 10 10 10 10

PhD degree scholarship members P 0 0 0 0
opportunities provided by on
collaborating countries and scholarsh
embassies ip

Work with Ministries to Number Staff AV NA 100 10 10 10 10

acquire more scholarship for members P 0 0 0 0
PhD and Post-Doc programs; enrolled
in PhD
programs

Number Staff AV 2 5 10 15 20 25
members P
enrolled
in Post-
Doc
programs
Assist the employment and Percenta Expat AV NA 100 10 10 10 10
contract renewal of expatriate ge staffs P 0 0 0 0
staff recruited

84
 Percenta Expat AV 130 150 15 15 15 15
ge contract P 0 0 0 0
renewed
Advance good governance, Improve staff complaint and Perce Complain A 75 100 1 1 1 1 10
effective leadership and grievance handling system ntage ts VP 0 0 0 0
0
democratization. /grievanc 0 0 0 0
es
handled
Timely managing staff Percenta Staff AV 85 95 10 10 10 10 100
teaching and research load ge members P 0 0 0 0
with
excess
and under
load per
semester
Maintain up-to-date academic Percenta Staff AV 100 100 10 10 10 10 100
staff profile ge Profile P 0 0 0 0
document
ation
(printed
or online)
Open and expand further education Develop staff development Number Staff AV 0 1
and scholarship opportunities for plan developm P
the staff ent plans
prepared
Establish joint PhD programs Number Joint AV 3 1 1 1 1 1
programs P
opened

85
 Increase education Number Staff AV 61 12 12 12 12 13
opportunities for admin staff in trained P
extension programs and
educated
in the
extension
programs
(both PG
& UG)
Create conducive working Standardize office furniture‘s Number Furnished VP N/A 500 5 5 50 5
conditions and office environment offices ASS 0 0 0 0
for employees 0 0 0
Avail sufficient toilets Number Clean and VP N/A 50 5 5 50 5
adequate ASS 0 0 0
restrooms

Strengthen higher education Equip the center with human Number Resource AV 1 1
training, leadership development and other resources s P
center and research adequate
for the
purpose
Conduct training needs Number Packages AV 0 1 1 1 1 1
assessment set P
Design packages Number Training AV 0 10 1 1 10 1
manuals P 0 0 0
develope
d
Select trainers Number Qualified AV 0 20 2 2 20 2
trainers P 0 0 0
available
Conduct training Number Sessions AV 0 40 4 4 40 4
conducte P 0 0 0

86
 d

Evaluate training Number Effect of AV 0 1 1 1 1 1

training P
assessme
nt
Revise the current recognition and Revise training fee and Number Revised AV 1 1
reward system. payment rates for extension fee and P
and distance education payment
programs guideline

Develop rewarding merit and Numb Reward A NA 1

innovation in teaching and er scheme VP
research
Staff A NA 23 2 2 2 2
rewarde VP 3 3 3 3
d

Introduce service year award Numb Award A NA 2 2 2 2 2

er Provided VP
(1 male
and 1
female)
Develop and expand housing Establish loan facilities with Number Loans VP N/A 1 2 3 4 5
scheme for employees banks secured ASS

Strengthen Credit cooperatives Number Fund VP N/A 1 2 3 4 5

allocated ASS
Strengthen housing project Number Project VP N/A 1 2 3 4 5
with fulltime staff office ASS
organized

87
 Provide housing units to staff Number Houses VP 100 1 1 10 1
members provided ASS 0 0 0 0
0 0 0
Diversify staff incentive schemes Engage staff in income Number Rewards VP 100 1 1 10 1
generating activities given ASS 0 0 0 0
0 0 0
Strengthen consumer Number Cooperati VP 1
cooperatives of AAU ves ASS
strengthe
ned
Reinstate AAU teacher licensing Conduct periodic audit of staff Number Audit AV 0 1 1 1 1 1
and relicensing programs profile report P
prepared
Audit Promotion Process at Numb Audits A NA 50 7 1 1 1
college and Institute Level er complete VP 5 0 0 0
d - 0 0 0
AS
A
Include teacher licensing Numbe Revised AV NA 1
certificate as promotion r promotio P
criteria n criteria

Improve the efficiency and Attracting, hiring and retaining Number New VP 8762 430 10 10 10 10 -
effectiveness of HR more knowledgeable staff employee ASS 0 0 0 0
s /HR
Expand employee incentives Number Types of VP 3 4 5 5 5 5 -
incentive ASS
s /HR
provided

88
 Identify and provide training Percenta Trainings VP 20 35 40 50 60 80
ge provided ASS
/HR
Working to provide house for Percenta Improved VP 1 10 20 30 40 50
staff ge number ASS
of staff /HR
owned
house
Launching electronics System e- VP 0 100 10 10 10 10
attendance installati attendanc ASS 0 0 0 0
on e system /HR
procured
and
installed
Review service delivery Time People VP 1 day Real time Re R Re Re
standard and implement served in ASS al ea al al
time /HR ti l tim ti
m ti e m
e m e
e
Maintain ICSMS system Percenta Reliabilit VP 80 90 10 10 10 10
ge y ASS 0 0 0 0
/HR

Strategic Goal 10. Invest in technology, physical infrastructure and institutional facilities.
Objectives Activities Unit Performa O Baseline Target 20

89
 of nce wn 18-
Mea indicator er 20
sure 22

2013

2014

2015

2016
2017
Improve digital technology access to Provide reliable and broadband Num Computer VP 4 9 11 14 1 21
staff and students connectivity to staff and Students ber and ID 8
lecture
rooms,
offices,
campuses,
dormitori
es, and
WiFi
Hotspots
connected
Increase staff access to technology Perce Gadgets 60 70 80 90 1 100 10
(desktop computers, laptops, tablets, nt distribute A 0 0
printers, projectors, …) d VP 0
an
d
VP
ID
Provide high and reliable end Num Student VP 2 - 6 14 1 28 28-
desktop computing facilities to ber Computin ID 8 35
students g Centers an
d
A
VP
Conduct ICT literacy and technology Num Trainings VP 0 10 30 50 7 80 10
adoption classes for staff and ber conducted ID, 0 0
students A
VP
,
VP
RT
T,
VP
AS
S

90
 Access to reliable institutional email Perce Students VP 40 60 70 80 9 100 10
services to staff and students with ntage and staff ID 0 0
varying privilege with
email
account
Expand ICT-supported teaching and Expand/implement open source Num Reliable A 50 60 70 80 9 100 10
student management systems student management system ber informati VP 0 0
(SMS) (to manage day-one-class- on an
one, instructors‘ assignment and availabilit d
class attendance, course progress and y VP
student‘s evaluation status, …) ID
Expand the use of open source Num Courses A 36 36 42 54 6 69
learning management system (like ber using the VP 6
Moodle) system
Prepare policies for virtual/e- Num Policies A 0 1
learning platforms ber for VP
virtual/on
line/e-
learning,
evaluatio
n,
grading,
….
Access to digital teaching materials, Num Library Li 10 15 15 15 1 15
conference proceedings and journals ber resources bra 5
digitized ry
Expand the support of ICT to Provide compute and storage Num Data VP 2 11 12 14 1 17 17-
research facilities to staff and students ber Center ID 6 20
facilities VP
equipped RT
with core T
IT
Infrastruc
tures

91
 Strengthen the AAU's research Num Advanced VP 0 - 1 2 3 4 4-6
position through advanced data ber data ID
processing facilities and Provide processin an
high end innovation center and g and d
discipline specific software supercom VP
puting RT
facilities T
and
discipline
specific
software

Develop and implement coherent and Policies for ICT facilities and Num Policies VP 0 60 80 100 1 100 10
holistic ICT Governance systems and services (e.g., internet access, email ber developed ID 0 0
Control polices services, student and learning 0
management systems, …) access and
authentication
Use policy for website service and Num Academic VP 0 1
administration ber units ID
implemen
ting the
policy
Implement digital graduate (mainly Num Increase A 0 1
PhD) students support, progress ber in PhD VP
monitoring and status notification graduatio VP
system for improved completion n/complet ID
ion
Expand and improve smart classrooms Expand and improve smart Num Smart VP 80 80 100 120 1 150 15
classrooms ber classroom ID 2 0-
s an 0 20
d 0
A
VP
Implement Multi Media Studios for Num Studios VP 0 - 4 8 1 16 16-
Digital Content Production ber ID 2 20
Equip classrooms with necessary Perce Equipped VP 40 50 60 70 8 90 10
ICT facilities. ntage classroom ID 0 0
s
Implement social networking system Establish electronic information Num Electronic VP 3 9 15 25 3 40 50-
dissemination system in each ber boards ID, 0

92
 campus implemen A
ted VP

Create social networking groups Num Groups VP 1 2 2 2 2 2

(e.g., Facebook and Telegram) ber created ID
and total
members
Set tracer study system Perce Graduates A 1 1 1 1 1 1
ntage engaged VP
in the
record
Upgrade teaching, graduate labs and Take an inventory of existing labs Num Inventory A 0 1 - - -
establish core labs ber carried VP
out. an
d
VP
RT
Upgrade teaching and diagnostic Num Facilities A 0 - 1 1 -
laboratories. ber upgraded VP
and their an
level of d
upgrading VP
. RT
Upgrade and establish PhD research Num Labs A 5 5 5 5 5 5
labs ber upgraded VP
/
VP
RT
Establish core labs Num Labs VP 0 - - 1 1 1
ber establishe RT
d
Expanding Library Technologies to Upgrading and integrating the library Versi The A KOHA 3.22 KOHA Rece Rec R Rec Re
support the teaching learning and automation system with other on version of VP 19.00 nt ent e ent cen
research activities of the university university systems the Versi Ver c Ver t
software on sion e sion Ve
to be n rsi
upgraded t on
V
e
r

93
 s
i
o
n
Implementation of library security Versi Branch A 0 6 2 2 2 2 14
system on libraries VP
Upgrading Digital Library System Versi The A GreenStone 3.8 Dspace Rece Rec R Rec Re
on version of VP 7.0 nt ent e ent cen
the Versi Ver c Ver t
software on sion e sion Ve
to be n rsi
upgraded t on
V
e
r
s
i
o
n
Upgrading the thesis and dissertation Versi The A Dspace 6.3 Dspace Rece Rec R Rec Re
repository on version of VP 7.0 nt ent e ent cen
the Versi Ver c Ver t
software on sion e sion Ve
to be n rsi
upgraded t on
V
e
r
s
i
o
n
Upgrading Open Journal Platform Versi The A OJS 2.43 OJS 3.0 Rece Rec R Rec Re
on version of VP nt ent e ent cen
the Versi Ver c Ver t
software on sion e sion Ve
to be n rsi
upgraded t on
V
e

94
 r
s
i
o
n
Developing Federated Discovery Num System A 0 1 0 0 0 0 1
Platform ber VP
Establish additional centers of Establish Artificial Intelligence Num Centers VP 0 0 1
excellence in nationally strategic areas. centers of excellence ber establishe RT
d TC
S
Expand support for graduate students Provide residential facilities for PhD Num Residenti VP N/A 200 200 200 2 200
students. ber al units AS 0
S 0
Provide working office with Num Offices VP N/A 200 200 200 2 200
facilities for PhD students. ber provided AS 0
S 0
Expand ICT usage in admin domains Open source ICT solutions to Num Solutions VP N/A 1 1 1 1 1
automate processing in AAU (such ber implemen ID
as plan, performance reports) ted VP
AS
S
Consolidate the use of ICT and data Num ICT tools VP N/A 1 1 1 1 1
generation in the admin wing (for ber used/impl ID
finance, procurement, human emented VP
resources and facility management) AS
S
Introduce digital integrated quality Num Availabili VP N/A 1 1 1 1 1
management and monitoring systems ber ty and ID
to all university functions. reliability VP
of the AS
system S
Install electronic security systems Install security cameras with face Num Security VP N/A 5 5 5 5 5
recognition in all campuses. ber cameras ID
installed
in all
campuses
Create conducive classrooms, lecture Renovate classrooms and lecture Num Classroo A N/A 100 100 100 1 100
halls toilets halls ber ms VP 0
renovated 0

95
 Renovate toilets and check their Num Toilets A N/A 50 50 50 5 50
proper handling ber renovated VP 0
Backup power supply and surge Install backup power supply system Num Backup VP 2 11 12 14 1 17 17-
protectors in critical infrastructures (like data ber power ID 6 20
centers, computer labs, libraries and supplies an
clinics) installed d
VP
AS
S
Install surge protectors in critical Num Surge VP N/A 1 1 1 1 1
infrastructures ber protectors ID
installed an
d
VP
AS
S
Encourage using renewable energy Perce Energy VP 2 11 12 14 1 17 17-
sources ntage generated ID 6 20
from an
renewable d
sources VP
AS
S
Implement energy saving Perce Energy VP 2 2 4 6 8 10 10
mechanisms ntage expenditu ID -
re 15
reduced
Improve water supply Ensure uninterrupted supply of water Num Availabili VP 2 2 4 6 8 10 10
to all facilities ber ty of ID -
water 15
supply
and
alternativ
e sources
Create conducive working Beautify campus landscape and Num Campuses VP 1 2 4 6 8 10 10-
environment, green and clean scenic beauty ber beautified ID 18
campuses Prepare master plan for each campus Num Master VP 4 6 10 14 1 18
ber plans ID 6
available
Study heritages and documentation Num Documen VP 3 5 8 12

96
 ber ts ID
of prepared
camp
uses
Improvement in infrastructure to Completing on going constructions Perce Construct VP 40 70 100
enhance teaching and learning nt ions ID
complete
d
Start up and processing new design Num Projects VP 3 9 12 15 1 20 20
projects in different campuses ber designed ID 8 -
Completed design and readied for Num Construct VP N/A 5 9 12 1 17 20
new constr. ber ion is on ID 5 -
progress
Completing ongoing maintenance Num Maintena VP N/A 6 19 28 3 44 50-
works up to provisional acceptance ber nce ID 6 70
complete
d
Start new maintenance work Num Maintena VP N/A 17 25 33 4 50 50
ber nce work ID 1 -
of in 80
proje progress
cts resulting
in better
facilities
Encourage and focus on sustainable Follow up and report revenue Perce Increased VP 5 10 15 20 2 30 50
university core income generating collection from teaching learning ntage revenue ID 5
activities activities of
recur
rent
budg
et
inco
me
Ensure the establishment of new Num Increased VP 0 1 2 5-
business enterprise ber revenue ID 10
Follow up and monitor the Num Increased VP
performance of non-academic ber revenue ID
income sources
Approval of endowment policy by Num The VP 0 1
Establishment of AAU endowment the AAU board ber policy is ID

97
fund, and securing financial resources approved
by the
AAU
Board
Strengthening the project office Num Employee VP 0 10
ber hired ID
Establishment of endowment board Num Board of VP 0 1
of trustee ber trustee is ID
establishe
d
Conduct study and organize Num Study and VP 0 1 1 1 1 1
workshop ber workshop ID
organized
Coordinate with ICT, External Num Leaflets VP 0 1 1 1 1 1
relation and produce informative ber and web ID
documents pages are
produced
Work for long term financial Proposals VP 0 1 1 1 1 1
security are ID
drafted,
Fund is
secured
Strategic Goal 11: Put in place and implement procedures and standards to assure the quality of education, research and community engagement
Objectives Activities Unit of Perfo Owner Baseline Target 2
Measu rman 0
re ce 1
indic 8
ator -
2
0

2013

2014

2015

2016

2017
2
2
Ensure the quality of programs of studies
at all levels Develop/revise quality audit Numbe Fram President 1 -- - - -
framework/policy/guidelines for AAU r ework
devel
oped
Conduct pre-program opening quality Numbe Progr President 0 3 6 9 11 1
audit/external to colleges as per r ams 4

98
 developed framework audite
d
Conduct process audit /on-going Numbe Progr President 0 3 6 9 11 1
programs r ams 4
audite
d
Undertake outcome audit /graduates Numbe Progr President 0 1 2 3 4 5
profile audit r ams
audite
d
Introduce relevant international higher Numbe Tools President 0 - 1 2 3 4
education quality assurance tools r imple
(both statistical and qualitative) to mente
specific types of programs and d in
university functions to ensure variet
international standards of quality. ies of
progr
ams
and
functi
ons;
tools
such
as
ESG,
Qualit
y
Code,
ISO
9004,
EFQ
M
Excel
lence,
ELIR,
CAF
Educa
tion.
Maintain the quality of research and Develop AAU research, Quality audit Numbe Qualit President 0 1 - - - -
projects framework r y

99
 audit
devel
oped
Conduct thematic research quality Numbe Them President 0 1 2 3 4 5
audit r atic
resear
ches
audite
d
Undertake adaptive research quality Numbe Adapt President 0 1 2 3 4 5
audit r ed
resear
ches
audite
d
Carry out seed grants audit Numbe Seed President 0 1 2 3 4 5
r grants
Undertake external grant Numbe Exter President 0 1 2 3 4 5
audit/evaluation r nal
grants
audite
d/eval
uate
Maintain the quality of community Design quality audit framework for Numbe Fram President 0 1 - - - -
engagement and technology transfer technology transfer and community r ework
engagement activities devel
oped
Conduct quality audit and control to Numbe Audit President 0 1 1 1 1 1
selected incubation centers r ed
incub
ation
center
s
Conduct quality audit to selected Numbe Com President 0 1 2 3 4 5
scholarly community engagement r munit
activities: y
engag
ement
activit
ies

100
 audite
d and
evalu
ated
Maintain stakeholder‘s satisfaction on the Undertake annual student on-line Numbe Surve President 1 1 1 1 1 1
educational and services quality of AAU satisfaction survey r ys
under
taken
Undertake employer satisfaction Numbe Surve President 1 1 1 1 1 1
surveys r ys
under
taken
Undertake staff satisfaction survey Numbe Surve President 1 1 1 1 1 1
r ys
under
taken
Undertake professional quality audit Numbe Crede President 0 3 6 9 11 1
on AAU academic staff (Academic r ntial 4
credential and promotion audit) audite
d
Review the teaching /staff load Numbe Acad President 0 3 6 9 11 1
assignment procedures and processes r emic 4
of selected colleges and departments units
as per AAU‘s legislation revie
wed
Meet external quality standards and Undertake independent quality audit; Numbe Progr President 0 - - 5 5 5 1
ensure relevance of programs and avoid evaluate randomly selected MA/MSc r ams 0
duplication and PhD programs by an eternal extern
quality insurer/consultant/group ally
audite
d
Apply for international accreditation Percent Progr 0 - 1 2 3 4 5
for randomly selected graduate age ams
programs accre
dited
Undertake office capacity development Employ new experts in quality Numbe Exper President 1 3 - - - - 6
as the QA office is a newly established management, quality assurance, r ts
office quality audit program accreditation, emplo
and program evaluation, and yed
educational information management

101
102
8. Monitoring and Evaluation

8.2. Strategic Focus

The strategy at the University level answers the basic question of ―How do we structure the overall
University so that all of its parts create more value together than they would individually?‖
On the other hand, Cost Center strategy is concerned with competing successfully in individual industry
and it addresses the question ―How do we win in the industry of operations‖? This strategy needs to be
linked to the strategic goals identified in the university level strategy.

The Colleges, Centers and Schools or academic units should focus on making tactical decision such as
improving curriculum design and executing teaching approaches based on the growth strategy of the
university level. The Cost Centers must also work in ensuring quality of services through engagement of
staff at all levels in continuous improvement of processes using selected tools such as benchmarking,
Kaizen, root cause analysis.

Functional strategy is a team level strategy for achieving certain objectives based on critical success
factors and key performance indicators. It deals with how individual and team actions contribute to
performance in the areas identified as critical success factors. However, there must be key performance
indicators for the CSFs to measure how all work units are contributing for overall performance of the
university.
Identification of the CSFs is one method of developing KPs. Critical success factors are the few areas
(from five to seven) where leadership and management must focus for significantly improving the
performance of the university.

Critical success factors (CSFs) and key performance indicators (KPIs) are used to determine measures of
university level performance. CSFs are identified first, since they are the areas of performance that the
university considers vital to its success, like a dashboard to a vehicle‘ driver. They are typically broad-
brush statements such as ‗customer service‘ or ‗low costs‘. Two types of CSF have been considered as
general approach; namely, Industry Wide Critical Success Factors and Organization specific ones:

7.2. Critical Success Factors (CSFs)

Since different organization manifest some degree of uniqueness in their mission and objectives,
there is a need to identify organization specific critical success factors. Organization-specific

103
CSFs are indicators for opportunities, activities or conditions required to achieve the objective
within an organization in achieving the successful fulfillment of the value propositions of the
stakeholders.

8.3. AAU Specific Critical Success Factors

The CSF of AAU are proxy indicators which show the efforts of the AAU community in all
areas of its operations. It is essential that the course of actions which the leadership takes are
fully coordinated with the strategic goals that help AAU fulfill its mission. Strict adherence to
CSFs will have a huge impact on the degree to which AAU is successful and effective in
reaching strategic goals within the mission and is crucial in gaining a competitive advantage.
Excellence may be achieved by 2030 given the journey towards excellence considers a holistic
approach.

Table 13 indicates the critical success factors, objectives and key performance indicators of AAU.

Table 15. CSFs, Strategic Objectives and KPIs of AAU

SN Critical Success Strategic Objectives Key Performance Indicators (KPI) or

Factors (CSFs)
1. Leadership Improving the sustainable and
effective strategic leadership
to the entire university and the
Cost Center units for high
performance by 2030
2. HR Focus Achieving a net promoter
score of 50% or more from
employees by 2030 as
measured using NPS.
3. Client/ student Achieving a net promoter
Focus score of 40% or more from
students by 2030 as measured
using NPS.
4. Teaching-learning Achieving 10% international
focus student population ratio by
2030
5. Information Achieving ICT operational
systems (ICT) excellence and for driving
research, innovation and
learning as measured by level
of developments in ICT 2030.
6. Infrastructure Achieving adequate level of
investment in infrastructure
Performance indicators
Consistency of leadership behavior aligned with
strategic goals (strategic thinking and actions) to
solving the current problems.
Net Promoter Score (NPS)
Net Promoter Score (NPS)
● Percentage of international students in AAU.
● Ratio of admitted students to applicants per
year,
● Number of branches outside Ethiopia
● Use of ICT for innovation through
establishment of knowledge management
systems
● Number of ICT applications implemented in
AAU per year
● Level of investment per year in infrastructure
in AAU and its organs,

104
 improvement in AAU by 2030
7. Performance Achieving 50% gender ratio
result in the student population and
staff by 2030; Achieving 75%
PhD holders staff composition
by 2030.
● Additional space due to investment,
● Additional space due to maintenance,
● Use of ICT for teaching-learning,
Performance Indicators (PI)
1. Student satisfaction
2. Employee satisfaction,
3. Employee engagement,
4. Community engagement,
5. Senior leadership commitment
6. Performance on CSR.
7. % of graduate employability
8. Internal revenue generated
9. % of staff with PhD degrees,
10. % of Professorship,
11. Number of articles published,
12. Number of conference participants per
year,
13. Number of scientific conferences
organized by AAU.
14. Number of hours for staff training
(academic, support)

As measurement capacity of AAU and its performance management system improve in the years to come
through capacity building, more PIs may be identified depending upon ability to generate information
from the systems. AAU will be able to reach at knowledge management systems at the end of this
strategic planning period with the concomitant capacity building in ICT.

8.4. Major Objectives, KPIs and Performance Indicators

The CSFs which have been identified and KPIs developed will guide the performance of AAU due to the
persistent efforts of leadership, management and employees at all levels. The major objectives, KPI and
performance indicators are given in Table 14.

105
106
Table 16. Objectives, KPIs, and performane indicators

Objective Performance Indicators Strategic deployment Period

2020/21 2021/22 2022/23 2023/24 2024/25
To provide sustainable and effective strategic leadership to the Leadership quality improvement (thinking 15% 15% 15% 15% 15%
entire University and its organs for excellent performance by and acting) and solve the current problems
2025.

To create effective leadership and management competences Effective strategy execution 15% 15% 15% 15% 15%
for execution of strategies in the entire University and its units
by 2025
To achieve a net promoter score of 50% or more from Net Promoter score 0% 10% 25% 35% 50%
employees by 2025 as measured using Net Promoter Score
(NPS). (Note that 75% is world class achievement).
To achieve a net promoter score of 40% or more from students Net Promoter score 0% 10% 20% 30% 40%
by 2024/25 as measured using NPS
 To achieve 10% international student population ratio by International Student population (%) 2 4 6 8 10
2024/25 Number of branches opened outside 2 2 2 2 2
 To transform AAU to a culture of student orientation by Ethiopia
2024/25 Average staff consultation hours per 2 3 4 5 6
student per semester
Number of processes improved (related to 4 6 8 10 12
student service)
To achieve ICT transformation and its use for strategic role in Office Automation 1 1 1 1 1
driving innovation and transform learning by 2025. Implementation of ERP for internal 1 1 1 1 1
processes
ICT used for innovation 1 1 1 1 1
Establishment of Knowledge Management 1 1 1 1 1
systems
Staff training on selected applications 1 1 1 1 1
Investment in ICT computing capacity 1 1 1 1 1
To achieve adequate investment in infrastructure for improving Amount of investment in infrastructure
quality of teaching-learning process by 24/25. Investment in maintenance
Additional space due to investment
 To achieve 50% gender ratio in the student and staff % female academic staff 5 5 5 5 5
% female students at (undergraduate, 5 5 5 2

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 population by 2025. graduate and post graduate levels
 To achieve 75% PhD academic staff composition by respectively)
2024/25. % academic staff with PhD 5 5 5 5 5
 To achieve publications of two peer-reviewed articles per Publication of average peer-reviewed 1 1 1 1 1
academic staff per year by 2025. articles per academic staff per year

Increase the number of research and publication by 100% by Research increased 20 40 60 80 100
2024/25 Publication increased 20 40 60 80 100
Conference/workshop increased 20 40 60 80 100

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The greatest source of sustainable competitive advantage for AAU is its investment on the staff at all
levels through capacity building or human capital development through cost effective and judicious need-
based training. Great effort will be exerted on training and staff development during the first five years of
the strategic plan. However, since training is expensive, it must be need based.

8.5. Monitoring and Modifying Strategic Plan

Risk and Disaster Management system will be put in place to identify and avoid the emergence of
undesirable issues or to mitigate them at early stage. The basic tenet of the risk and disaster management
system building resilience, reducing vulnerability and disaster preparedness because the external
environment is often dynamic, complex and unpredictable.

Managing opportunities also needs preparedness. Threats could disappear and new opportunities could be
captured as they opportunities emerge. Weaknesses could also be removed and new strengths could
emerge. Such dynamic trends will be monitored and managed by the able capacity of the University top
management.

Progress towards achievement goals and accomplishment of the action plan will be monitored regularly.
The Strategic goals will be re-evaluated and objectives updated every year based on the progress made,
obstacles removed with the dynamic environment in perspective. Positive developments in the economy,
changes in national priorities, or changing demand patterns of the target market will also be monitored.
For this, the top leadership of AAU will be at vantage point to quickly capture the opportunities for the
benefit and advantage of the university and make critical decisions and take pertinent actions.

8.6. Performance Evaluation

Top management approves a series of programs and supporting operating budgets for the Cost Centers
during implementation of the strategic plan. Actual expenses are contrasted with planned expenditures,
and the variance is assessed. This is typically done on a quarterly basis at the Cost Centers and semi-
annually at the AAU level. Other issues that are subject to evaluation may include periodic statistical
reports summarizing data on such key factors as problems solved, labor turnover, and student
performance, research performance, community engagement, stakeholder engagement, revenues
generated, grants received, investment in new projects, articles published in reputable journals.

The head office and the Cost Centers (Deans and Directors) are designated as responsibility centers for
performance evaluation.

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The center will use resources (measured in terms of costs or expenses) to provide a service. Each of the
shared function in the head office is classified as expense center. The Internal Audit Department and the
Project Management Office assume the responsibility of facilitating management audit. In the first five
years of this strategic plan AAU will have built the capacity to perform regular strategic audit every two
years.

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