AAU Strategic Plan 2015-2019 Nov 2015 Final

ADDIS ABABA UNIVERSITY
STRATEGIC PLAN
(2008-2012 E.C)/ (2015/16- 2019/20 G.C)
Prepared Using
Balanced Scorecard
Addis Ababa
August 2015
Addis Ababa University Strategic Plan (2015/16 – 2019/20 G.C) August 2015
Table of Contents Page

Acronyms ................................................................................................................................. iv
1. Introduction ........................................................................................................................ 1
1.2. The Need for the Strategic Plan ...................................................................................... 3
1.3. Organization of the Document ........................................................................................ 3
1.4. Overview of National Policies, Strategies and Programs ............................................... 4
1.4.1. Education and Training Policy ..................................................................................... 4
1.4.2. Education Sector Development Program (ESDP) ........................................................ 5
1.4.3. Other Related Policies and Strategies .......................................................................... 6
1.5. Mandates of Addis Ababa University ............................................................................. 8
1.6. Mission, Vision, and Core Values of AAU..................................................................... 9
2. Organizational Assessment ............................................................................................ 10
2.1. Analysis of Strengths, Weaknesses, Opportunities, and Threats (SWOT) ............... 10
2.2. Pains and Enablers .................................................................................................... 28
2.3. Customers/Stakeholders ............................................................................................ 29
2.4. Strategic Issues .......................................................................................................... 32
3. Strategic Themes............................................................................................................. 33
3.1. Strategic Themes and Results ................................................................................... 33
3.2. Strategic Themes Commentaries/Descriptions ......................................................... 33
3.3. Perspectives ................................................................................................................... 35
4. Strategic Objectives ........................................................................................................ 35
5. Strategic Maps ................................................................................................................ 48
1.1 Corporate Strategic Objectives and Their Maps ....................................................... 53
5.2. Corporate Objective Commentaries .............................................................................. 53
6. Performance Measures, Targets and Thresholds ........................................................ 59
6.1. Descriptions of Performance Measures......................................................................... 60
6.2. Targets and Thresholds ................................................................................................. 68
7. Strategic Initiatives ......................................................................................................... 75
7.2. Initiatives per Corporate Objectives.......................................................................... 76
8. Automation ...................................................................................................................... 91
9. Cascading ........................................................................................................................ 92
10. Monitoring and Evaluation.......................................................................................... 110
10.1. Data Collection and Information Flow ................................................................ 110
10.2. Monthly, Quarterly and Yearly Performance Report Preparation ....................... 112
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10.3. Feedback and Corrective Mechanisms ................................................................ 112

10.4. Grievance Handling on Performance Evaluation ................................................ 113
10.5. Recognition and Reward Mechanism .................................................................. 113
11. APPENDICES ............................................................................................................... 115
11.1. Strategic Plan Preparation Team Members ......................................................... 115
11.2. Corporate Performance Evaluation Forms .......................................................... 116
11.2.1. Form I. Team Scorecard .................................................................................. 118
11.2.2. Form II. Individual Scorecard .......................................................................... 119
11.2.3. Form III. Strategic Initiative Form................................................................... 120
11.2.7. Form VII. Summary Sheet for Individual Evaluation ..................................... 124
11.2.8. Form VIII Tier 2 Monthly Action Plan, Report and Evaluation Form ............ 125
11.2.9. Form IX Tier 3 Monthly Action Plan, Report and Evaluation Forms ............. 126
11.2.10. Form X Tier 2 Weekly Action Plan, Report and Evaluation Form ................. 127
11.2.11. Form XI Tier 3 Daily Action Plan, Report and Evaluation Form ................... 128
11.2.12. Form XII Tier 3 Biannual Action Plan, Report and Evaluation Form............. 129
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List of Figures
Figure 1: Excellence in Teaching Learning ............................................................................. 49
Figure 2: Excellence in Research and Technology Transfer ................................................... 50
Figure 3: Excellence in Community Service and Engagement and Strategic Partnership ...... 51
Figure 4: Excellence in Good Governance and Diversity Management.................................. 52
Figure 5: Corporate Objectives ................................................................................................ 58
List of Tables
Table 1: Strengths and Weaknesses ......................................................................................... 10
Table 2: Opportunities and Threats.......................................................................................... 26
Table 3: Pains and Enablers ..................................................................................................... 28
Table 4: Customers and Stakeholders (ranking should be rearranged) ................................... 29
Table 5: Customer and stakeholder Proposition ...................................................................... 30
Table 6: Strategic Themes and Results .................................................................................... 33
Table 7: Perspectives ............................................................................................................... 35
Table 8: Perspectives and Strategic Objectives for Theme 1 .................................................. 36
Table 9: Perspectives and Strategic Objectives for Theme 2 .................................................. 39
Table 10: Perspectives and Strategic Objectives for Theme 3 ................................................ 41
Table 11: Perspectives and Strategic Objectives for Theme 4 ................................................ 45
Table 12: Corporate Strategic Objectives ................................................................................ 53
Table 13: Performance Measure .............................................................................................. 60
Table 14: Performance Targets and Thresholds ...................................................................... 69
Table 15: Candidate Strategic Initiatives ................................................................................. 75
Table 16: Corporate Strategic Objectives and Associated Initiatives ...................................... 76
Table 17: Descriptions and Profiles of the Strategic Initiatives ............................................... 78
Table 18: Tiers of the University Cascading ........................................................................... 92
Table 19: Tier 1 Strategic Objectives ...................................................................................... 93
Table 20: Tier 1 initiatives ....................................................................................................... 94
Table 21: Tier 2 president’s office cascaded strategic objectives............................................ 96
Table 22: Tier 2 President’s office cascaded initiatives .......................................................... 97
Table 23: Tier 2 AVPs office cascaded strategic objectives.................................................... 98
Table 24: Tier 2 AVPs office cascaded initiatives................................................................... 99
Table 25: Tier 2 VPASS’s office cascaded strategic objectives ............................................ 100
Table 26: Tier 2 VPASS’s office cascaded initiatives ........................................................... 101
Table 27: Tier 2 VPRTT’s Office Cascaded Strategic Objectives ........................................ 102
Table 28: Tier 2 VPRTT’s Office Cascaded Initiatives......................................................... 103
Table 29: Tier 2 VPID’s Office Cascaded Strategic Objectives............................................ 104
Table 30: Tier 2 VPID’s Office Cascaded Initiatives ............................................................ 105
Table 31: Tier 3 Colleges and Institutes Cascaded Strategic Objectives............................... 106
Table 32: Tier 4 Individuals/Teams Cascaded Strategic Objectives ..................................... 107
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Acronyms
AAU: Addis Ababa University
BSC: Balanced Scorecard
SWOT: Strength, Weakness, Opportunity, Threat
ICT: Information and Communication Technology
AVP: Academic Vice President
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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1. Introduction
Higher education institutions have long been recognized as one of the vital engines of
development. Recognizing this, countries worldwide have put the expansion and quality of
higher education institutions at the epicenter of their policy to cope with the swiftly changing
environment of competitive global market, knowledge economy, and advancement of science
and technology. Many believe that in countries with prodigious economic growth and
development, human capital development is high on the agenda of their political landscape.
In Ethiopia, higher education institutions are given remarkable attention and colossal
responsibilities in transforming the nation through sound strategic planning. They are also
expected to produce proficient human power as the country is striving to become a middle
income country by 2025. Addis Ababa University, as the largest and the oldest university of
the nation is expected to contribute and play a critical role in this regard.
This strategic plan is prepared in view of the above expectations. It is developed by using
BSC as a dynamic tool within the framework of Ethiopia’s Growth and Transformation Plan
(GTP II) for the years across 2008 -2012 EC. The Education and Training Policy of the
nation, ESDP-V and Higher Education Proclamations were taken into consideration in
preparing this plan. Balanced Score Card (BSC) is an integrated management tool used to
translate strategy into actions and day-to-day activities. This tool is believed to assist change
at Addis Ababa University (AAU), which is currently engaged in intense and vigorous
endeavors for growth and transformation. Moreover, the BSC provides a system of measuring
performance against predefined targets.
This document guides AAU in accomplishing its mission of providing high quality education,
undertaking problem-solving research and knowledge generation, and delivering
transformative community services, while at the same time enhancing its capabilities to
explore and effectively utilize new opportunities needed to achieve its vision. In this regard,
this Strategic Plan is utilizing the lessons learned from the achievements and challenges
encountered in the course of implementing the former (2003-2007 E.C.) Strategic Plan.
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1.1. The University
As a pioneering Higher Education Institute (HEI) in the country, the University College of
Addis Ababa (UCAA) launched its programs in 1950. Later on, the UCAA was named as
Haile Selassie I University (HSIU). In the next few years, HSIU went through a series of
expansions by opening colleges in various locations throughout the country. During this time,
a number of additional faculties were founded and a continuing education division with an
evening program was added to the regular programs. HSIU was renamed Addis Ababa
University in 1974. Some of the faculties outside Addis Ababa have grown into full-fledged
universities. These include Haramaya University (the then Alemaya University), University
of Gonder, Bahir Dar University and Hawassa University.
In its many years of service, the University stands as the leading center in teaching, research,
technology transfer and community services in Ethiopia.
Beginning with 33 students in 1950, AAU has now a total enrolment of over 52,000 students
and over 8, 000 staff (about 2,691 academic and about 5,385 support. It runs about 70
undergraduate and 293 graduate programs (72 PhD, 221 Masters).
The University is led by a President who is assisted by four Vice Presidents and one
Executive Director: Academic Vice President, Vice President for Research and Technology
Transfer, Vice President for Administration and Student Services, Vice President for
Institutional Development, and Executive Director of College of Health Sciences (with the
rank of Vice President).
Since its establishment, AAU has been progressively expanding its teaching, research and
community services to respond to the fast-changing global environment, addressing the
regional, national and local contexts amid the growing demand for competent stock of human
capital and human development. At present, following its recent restructuring of institutional
setup and governance system, the University has been reorganized into ten Colleges, two
Technology Institutes, three Institutes that run both teaching and research, and six Research
Institutes that predominantly conduct research. Within these academic units there are about
fifty five departments, twelve centers, nine schools, and two teaching hospitals.
The progressive expansion of the University necessitated fundamental changes and reform
initiatives including BPR, BSC, Kaizen, modularization, and program reviews to keep pace

with the growing demand for efficient, effective and quality services so as to meet the
expectations and value propositions of its customers and stakeholders.
Cognizant of the need to sustain and supplement the previous reform efforts and to keep pace
with its prominence in the continent, the University embarked on designing and
implementing its second strategic plan aligning with the Growth and Transformation Plan
(GTP II) of the country.
This Strategic Plan is the result of relevant document reviews, a series of workshops,
discussions, public engagements involving the University leadership, senior professionals,
high level experts and the University community. The team engaged in the preparation was
selected from the pool of University community with diverse experience and background.
The document is informed by rigorous analysis of the Strengths, Weaknesses, Opportunities,
and Threats (SWOT) of the University’s core processes (strategic themes). A baseline survey
was also conducted as part of SWOT analysis and to serve as a basis for setting targets and
performance indicators.
1.2. The Need for the Strategic Plan

The University has realized that it has to overcome the existing shortcomings as well as build
on its rich experiences of learning-teaching, research, and delivering community services to
achieve excellence and thereby respond to the ever changing societal needs and meet global
standards. BSC, as an integrated strategic planning, management and communication tool
focusing on the most critical issues and change initiatives of the University has therefore been
adopted since 2003 E.C. to transform the University’s governance and service delivery. It is
believed that a strategic plan fine-tuned with BSC enables the University to map out its
strategic directions, intended outcomes, performance measures, and communication strategies
for dynamic and sustainable improvements.
1.3. Organization of the Document

This document is the Strategic Plan of Addis Ababa University for the years 2008-2012E.C.
It has eleven major sections; namely, introduction and background, organizational
assessment, strategic themes, strategic objectives, strategic maps, performance measures,
targets and thresholds, strategic initiatives, automation, cascading, monitoring and evaluation,
and resource mobilization plan.

1.4. Overview of National Policies, Strategies and Programs

The preparation of this document is guided by various policies, implementation strategies,
programs and plans of different sectors primarily the Education and Training Policy,
Education Sector Strategy, Education Sector Development Program (ESDP V), and Growth
and Transformation Plan II. Other sector policies and strategies have also been considered as
the University is entrusted with the duty to produce trained manpower, conduct research, and
render services which are directly or indirectly relate to the various sectors.
1.4.1. Education and Training Policy

The Education and Training Policy, which was introduced in 1994 has resulted in
restructuring the previous education system. In line with this, some of the objectives
indicated in the policy document and which are pertinent to higher education include the
following
1. Developing the physical and mental potential as well as problem-solving capacity of
citizens
2. Nurturing citizens who can take care of and utilize resources wisely, trained in
various skills, by raising the private and social benefit of education.
3. Bringing up citizens who respect human rights, stand for the well-being of people, as
well as for equality, justice and peace, endowed with democratic culture and
discipline.
4. Bringing up citizens who differentiate harmful practices from useful ones, who seek
and stand for truth, appreciate aesthetics and show positive attitude towards the
development and dissemination of science and technology.
5. Cultivating the cognitive, creative, productive and appreciative potential of citizens
by appropriately relating education to environment and societal needs.
6. Ensuring education, training and research are appropriately integrated with national
development
The pillars inherent within these objectives propelled the curricula and programs of Addis
Ababa University by reforming its educational structure, measurement and examination
mechanisms, teacher development, and prioritizing research and development agenda as well
as provision of educational support.

1.4.2. Education Sector Development Program (ESDP)

Over the past two decade, four Education Sector Development Programs (ESDP I - ESDP
IV) were developed and implemented to realize the Education and Training Policy of
Ethiopia. Currently, the fifth ESDP is being implemented. It is derived from the goals and
objectives of GTP II and aims at addressing the current challenges of education.
In ESDP V, five major components (areas of focus) relevant to higher education sub-sector
are identified. These include: university expansion and consolidation, equity enhancement,
relevance and quality enhancement, research, technology transfer and community
engagement, and institutional collaboration, leadership and governance.
The following major outcome targets of ESDP V for higher education sub sector have also
been reviewed in the preparation of this Strategic Plan as they guide the planning,
implementation, monitoring and evaluation of the day-to-day activities of the University.
1. Total enrolment in undergraduate higher education (regular program) will increase

from 467,445 in 2014/15 to 597,685 in 2019/20
2. Share of female enrolment in undergraduate programs will increase from 32% to 44%
in 2019/20.
3. Share of female enrolment in second degree programs will increase from22% to 35%.
4. Share of female enrolment in third degree programs will increase from 12% to 20%.
5. Number of students with special educational needs will increase from 1000 to 3000.
6. Gross enrolment rate of students from emerging regions will increase from 2.5% to
5%.
7. Ratio of intakes in Science and technology to Social Sciences and Humanities will be
maintained at a ratio 70:30.
8. Admission for postgraduate program will increase from 28,140 to 56,000 (regular
public second degree); from3, 169 to 6,500 (regular public third degree/PhD).
9. Graduation rate will increase to 95 % in 2019/20.
10. Share of graduates with degree-relevant employment within 12 months after
graduation will reach 80%.
11. Teacher to student ratio will evolve to 1:23.
12. Teachers’ qualifications mix (first, second and third degrees) will be 0:70:30.
13. Share of female academic staff will increase from 12% to 25%.
14. Minimum number of females in top leadership positions per institution will be 1.

15. Minimum participation of females in middle and lower management positions, per
institution, will rise from 5% to 30%.
16. Books (core references) to students ratio will be 1:5
17. Percent of students accessing digital libraries will be 100%
18. Percent of smart (ICT supported) classrooms will reach 25%
19. Share of research funds secured from industry and international sources will be 50%.
20. Percent of research projects jointly run by universities and industries will be 50%.
21. Number of technologies successfully applied through collaboration with TVET sub-
sector will be 500.
22. Share of research funds from annual recurrent total budgets of institutions will be 5%
23. Percent of staff that will participate in research activities will reach 40%.
24. Number of universities with clean performance audit will be 100%.
25. Percent of institutions that implement national leadership and management
appointment guideline will be 100%.
26. Percent of student cost sharing will increase from 15% to 20%.
27. Percent of students satisfied with non-academic university services will be 95%.
28. Share of institution’s contribution to annual recurrent budget reach 10%.
29. Share of joint academic programs with international partners will be 10%.
30. Share of joint research programs undertaken in collaboration with non-Ethiopian
universities will be 20%.
31. Pervasiveness of Good Governance in Public Institutions will be improved.
1.4.3. Other Related Policies and Strategies

As AAU is a major source of skilled human power, research outputs, and pertinent services to
different sectors of the economy, this Strategic Plan document has considered the policies and
strategies of several sectors including the following:
1. Science, Technology and Innovation Policy (2012 EC)
The major objectives of the Science, Technology and Innovation Policy focus on promoting
adaptive research geared towards rapid technology transfer and adaptation,
commercialization of indigenous knowledge and technologies and strengthening linkages
among the different actors.

Towards the fulfillment of the policy, Addis Ababa University is determined to produce
qualified researchers, capitalizes on researches that generate new knowledge, adapt/adopt,
incubate, transfer and link technologies.
2. Agriculture and Rural Development Strategy
The Agriculture and Rural Development Policy emphasizes enhancing the production and
productivity of the agricultural sector through improving small holder farmers’ and
pastoralists’ access to improved agricultural and livestock technologies and basic market
infrastructures.
Addis Ababa University is committed to contribute to the achievement of this policy by

producing trained human power equipped with agro technological capabilities, livestock and
crop productivity improvement skills and by undertaking research that identifies problems in
the sector and finds solutions to them.
3. Health Policy (MoH, 1993 EC)
The major focal areas of the health policy are decentralization of the health care system,
development of preventive, promotional and curative components and assurance of
accessibility of health care for all segments of the population.
Addis Ababa University is committed to contribute towards the realization of this policy by
increasing enrolment in health-education and diversifying (preventive, child and maternal
health, etc.) and prioritizing health training in response to the needs of the health service
system of the nation. Moreover, the University shall increase its effort in health research and
community service towards the building of healthy and productive citizens.
4. Industry Development Strategy (MoI, 2002 EC)
The Industry Development Strategy primarily focuses on the promotion of agricultural-led

industrialization, export development, and expansion of labor intensive industries. In the
context of the five-year Growth and Transformation Plan (GTP II), the industrial
development strategy strives to achieve these with due emphasis on micro and small scale
industrial development and enhancing the capacity of the different industry sectors.

Addis Ababa University is determined to contribute to the achievement of this policy by

producing trained human power as part of the capacity building in the industry sector, linking
its research activities to the industry in order to identify and solve problems in the sector and
adapt/adopt new technologies that fit into the industry development.
5. Growth and Transformation Plan (GTP II)
The Growth and Transformation Plan (GTP II) is directed towards achieving Ethiopia’s long
term vision and sustaining the rapid and broad-based economic growth anchored on the
experiences drawn from implementing development policies and strategies. Specifically,
GTP II with regards to higher education focuses on increasing educational participation and
equity, improving educational relevance and quality, strengthening teachers’ professional
development, increasing research and community services, improving institutional
leadership, structure and performance as well as internationalization of higher education.
Towards the fulfillment of the plan, Addis Ababa University is committed to address the
human power capacity building goals by increasing its enrolment capacity in various fields
especially in its graduate programs.
1.5. Mandates of Addis Ababa University

The re-Establishment of Addis Ababa University by the Council of Ministers {regulation No.
214/2011 Article 2(3)} stipulates that the University shall be governed by the Higher
Education Proclamation No. 650/2009 and the Federal Universities Council of Ministers
Regulation No. 210/2011.
The Proclamation and the Regulation entrust Addis Ababa University with the mandate to
train highly skilled human power, undertake research, and render services to the wider
community in line with the following objectives of Higher Education:
1. Preparing knowledgeable, skilled, and attitudinally mature graduates in numbers

with demand-based proportional balance of fields and disciplines so that the
country shall become internationally competitive;
2. Promoting and enhance research focusing on technology transfer consistent with

the country's priority needs;

3. Ensuring that education and research promote freedom of expression based on

reason and rational discourse;
4. Designing and provide community and consultancy services that shall cater to the
developmental needs of the country;
5. Ensuring institutional autonomy with accountability;
6. Ensuring the participation of key stakeholders in the governance of institutions;
7. Promoting and upholding justice, fairness, and rule of law in institutional life;
8. Promoting democratic culture and upholding multicultural community life; and
9. Ensuring fairness in the distribution of public institutions and expand access on the
basis of need and equity.
1.6. Mission, Vision, and Core Values of AAU
1.6.1. Mission
The Mission of Addis Ababa University is to produce competent graduates, provide

need-based community services, produce problem-solving research outputs, and play
a pivotal role in technology creation and transfer through innovative and creative
education, research, and consultancy services to foster political, social, and economic
development of Ethiopia.
1.6.2. Vision
Addis Ababa University aspires to be among the top ten pre-eminent graduate and
research Universities in Africa by 2025.
1.6.3. Values
Addis Ababa University cherishes the following core principles.
1. Academic Freedom: The University upholds academic freedom as its core value
whereby all its communities exercise the right to free expression of ideas and
scholarship.
2. Excellence: The University promotes excellence as a guiding principle in
teaching, research, community service, and scholarship, and commits itself to the
attainment of the highest standards in academic performance.

3. Integrity and Honesty: The University fosters honesty, integrity, and ethical
conduct in all its activities.
4. Pursuit of Knowledge: The University promotes continuous learning and
knowledge sharing.
5. Justice and Fairness: The University adheres to the principles of justice and
fairness.
6. Diversity: The University celebrates and honors commonalities and differences in
culture, ideas, religion, language, ethnic identity. Moreover, it upholds the
principle of gender equality and acknowledges the role of every member of the
community.
7. Evidence and Scientific Reasoning: The University relies on evidence and
adheres to scientific reasoning.
8. Intolerance of Corruption: The University promotes ethical conduct and fights
corruption at individual, collective, and institutional levels and inculcates anti-
corruption thinking and actions among the University community.
9. Transparency and Accountability: The University upholds transparency and
accountability in all its activities and at all levels.
10. Entrepreneurial Spirit: the University upholds and inculcates the spirit of
entrepreneurship.
2. Organizational Assessment
2.1. Analysis of Strengths, Weaknesses, Opportunities, and Threats

(SWOT)
2.1.1. Internal Analysi
Table 1: Strengths and Weaknesses
No Major Sub- variables Strengths Weaknesses

Variable
 Availability of full-  Lack of periodic and demand driven
fledged and revision and development of curricula
diversified academic  Proliferation of similar programs
Curriculum
Learning - programs in regular  Inadequate provision of general and
1. revision and
Teaching and continuing common courses
development education  Lack of adequate quality assurance
practices and international
accreditation system


Variable
 Low emphasis on practice
 Low emphasis on inter-disciplinary
programs
 High enrolment in  Inconsistency (continuous

graduate and fluctuation) in admission schedules;
undergraduate  Lack of capacity to place students
programs according to their choices
 High enrollment in  Disorganized admission to some new
Student continuing education programs
admission and programs  Insufficient placement consideration
registration  Introduction of for students with special needs
Student Information  Insufficient affirmative action to
Management Systems female students in placement
(SIMS)
 Improved Issuance of
Credentials
 Implementation of  Inadequate active learning and
modularization in student centered approach
graduate and  Absence of well-prepared modules
undergraduate for proper implementation of modular
programs. programs
 Availability of  Lack of clarity and understanding of
emerging modularization
Curriculum multidisciplinary  Introduction of Fx grade
implementation graduate programs in  Lack of exam bank and
various fields standardization
 Low number of class weeks in the
academic calendar
 Shortage of time in curriculum
implementation in Veterinary
Medicine
 Practice of  Inconsistent implementation of
continuous continuous assessment
assessment.  Poor and inconsistent management of
Assessment
 Availability of graduate thesis/dissertation
student retention
mechanism
 Availability of  Insufficient and inconsistent funding
SIDA support for system for graduate research (Masters
Graduate
graduate research and PhD)
research funding
 Inadequate integration of graduate
research with thematic research
 Better marketability  Lack of tracer studies
Graduate
of AAU graduates  Lack of employment information
employability
center


Variable
 Existence of staff  Lack of clear guideline for
with adequate admitting/attracting international
international students
exposure.  Lack of clear policy for international
 AAU’s goodwill and student and staff exchange
Program good standing in  Lack of internationalization of
internationalizati international ranking academic programs.
on
 Inability to attract foreign students
 Lack of campuses in neighboring
countries
 Inadequate facility to host
international students
 Commencement of  Lack of proactive engagement in
distance education in opening new programs in distance
graduate programs education
 Presence of  Poor handling of distance and
longstanding continuing education.
experience in running  Absence of undergraduate distance
continuing education education
 Low intake capacity in evening
Continuing and
programs
distance
 Absence of week-end programs
education
 Inability to expand academic
programs to the vicinities of Addis
Ababa
 Low payment rate per hour for
instructors.
 Delay of payments
 Limited diversification of distance
education programs
 Relatively enabling  Low focus on e-learning
infrastructure for e-  Lack of guideline for utilization and
E-learning learning access to e-learning
 Inadequate staff exposure to e-
learning
No Major Variable Sub- variables Strengths Weaknesses

 Existence of action  Poor human resource planning
Planning plans  Poor staff development planning and
execution
 Existence of  Existence of nepotism
recruitment and
Human Resource Recruitment,  Lengthy and bureaucratic recruitment
2. selection, and selection procedure process
Management
placement  Misplacement and under-utilization
of human resource
 Existence of staff  Poor staff evaluation system (poor
Performance
evaluation system design, inconsistency in staff
management
 Presence of reward evaluation, and absence of feedback)


mechanism  Absence of performance evaluation
 Commitment of for research staff
academic staff to  Incommensurate disciplinary
support the measure against unethical conducts
administrative wing  Inadequate implementation of
rewarding mechanism for outstanding
research/teaching/community
services
 Lack of commitment in discharging
responsibilities
 Existence of in-house  Poor implementation of the staff
Masters and PhD development policy and procedure
programs for staff  Inadequate continuous/recurrent and
Training and development on the job training for management
development  Existence of staff and admin staff
development policy  Lack of induction and orientation
system for new office holders
 High staff turnover
 Existence of merit  Inadequate incentive system (salary,
based promotion allowance, housing, transport, model
system school, daycare, medical benefits,
Staff retention  Existence of research research leaves, etc)
mechanism incentive policy  Inadequate book allowance for
academic staff
 Inadequate position allowance for
university officers
Employee  Partial coverage of  Poor staff and family health insurance
safety, health medical expenses in system
and welfare government hospitals  Lack of liability and risk insurance
 Lack of implementation of safety
regulation in laboratories
Human resource  A university with  High incidence of inbreeding
quantity and many years of  Overstaffing in some administrative
quality experience areas
 Presence of large  Under qualified administrative staff
number of qualified in most positions
and experienced
academic staff.

 Existence of  Shortage of senior professors who
Institutions and can mentor and supervise students at
Centers established doctoral levels
for research  Unwillingness to share resources
Research
3. Research  Rich experience and (Labs, vehicles, equipment etc) by
capacity
expertise in some individuals
conducting research  Absence of core laboratories
 Availability of ICT  Absence of mechanism to prevent
infrastructure which plagiarism


facilitates information  Lack of research capacity building
access and system (induction center) for junior
dissemination for academic and research staff
research outputs  Absence of knowledge management
center for research
 Lack of office for research
administration (need to reorganize
offices of associate dean)
 Lack of research information
management system
 Low involvement of female faculty in
research
 Lack of outreach research sites and
facilities
 Lack of research institutes (research
outlets) for some colleges
 Lack of logistics and facilities
(equipment, consumables, vehicles,
accessories, maintenance services,
laboratory space)
 Presence of several  Lack of mandate to manage own
research institutes budget (become cost centers)
Research
 Lack of career structure for research
institutes
staff
structure
 Lack of properly defined
organizational structure
Research  Existence of research  Incomprehensive research priority
priority areas priority document areas
 Existence of support  Lack of team spirit to undertake
for thematic research thematic research
 Positive direction  Inappropriate procedures (inadequate
towards team work per-diem, restriction of fund release
to fiscal year, etc)
 Lack of adherence to proposed work
plan
Thematic  Delayed thematic research review and
research approval procedure
 Lack of monitoring mechanism
 Inadequacy of small grants scheme
 Inadequate funding
 Lack of financial support for
proposal development
 Delay of fund transfer to the research
teams
 Research  High degree of inbreeding of research
undertakings in ideas in some areas
Research project
various fields  Absence of full-fledged research
proposal
grant administration office (training,
development
grant search, fund raising etc)
and undertaking
 Lack of financial support for research
proposal development (for pre-


proposal field research)
 Lack of university-wide research
ethical review process
 Existence of research  Lack of small grant for junior

fund researchers
 Existence of an office  Lack of open and transparent
dedicated for research information about research policy,
 Existence of highly procedure, and funding opportunities
motivated researchers  Lack of research budget for research
and research institutes institutes
 Poor tradition of soliciting funding
for research (individually, in groups,
Fund securing and institutionally)
 Inadequate ability to attract funding
from local and international sources
 Lack of research funding pool
 Absence of Code of Conduct (usually
requested by funding agencies)
 Absence of progressive payment
scheme for researchers soliciting
external grant
 Existence of  Inadequate integration of thematic

diversified and research projects with graduate
Integration of research based student researches
research and graduate programs  Lack of modalities for linkage
graduate  Presence of research between research institutes and
programs institutes in various teaching departments to integrate
disciplines research and graduate studies
 Initiative for thematic  Lack of continuous monitoring and

research on national evaluation mechanisms for research
issues undertakings and results
 Existence of support  Lack of funding for faculty to
for research open-day disseminate research on nationally
Dissemination and research and internationally organized
of research workshops conferences
outputs and  Existence of support  Inadequate practice of conducting
impact scheme for validation workshops/seminars
assessment establishment of  Absence of open access policy
journals  Absence of support for journal
 Existence of publication fee
electronic outlets of  Inadequate support for research
research outputs dissemination workshops


Internship/appre  Presence of the model  Inadequate support
nticeship and in some colleges  Lack of formalized linkage with
residency industry/organization
 Ratified intellectual  Lack of awareness of the benefit of
Intellectual property rights policy licensing/patenting intellectual
property property
 Absence of implementation guideline
 Presence of provision  Inadequacy of ideas generated for
for establishing incubation
Incubation incubation center  Inadequate facility in incubation
centers and  Existence of centers
University- science park established incubation  Absence of science park
industry linkage centers with some
4
and technology facilities
transfer  Existence of an office  Inadequate survey of industries for
for the purpose linkage
University-  Existence of signed  Low emphasis/follow up on
industry linkage MoUs and ongoing implementation of signed MoUs
discussions with  Lack of promotional outlets for
several industries research outputs/existing technologies
 Existence of  Low rate of technology transfer
experience in  Lack of awareness on the advantages
Transfer of technology transfer of technology transfer by faculty
technology  Existence of  Low motivation of researchers to
transferable transfer technology to industry
technology

 Several MoUs signed  Inadequate apprenticeship and
with multiple partners industry-University partnership in
Community  Existence of strong pertinent academic programs
5 Service and Partnership collaborations with  Weak internationalization of the
Partnership national and University
international funding  Lack of strong alumni association
organizations


 Existence of an office  Lack of institutionalized way of
dedicated for the cultivating the spirit of voluntarism
purpose and community services
 Existence of  Inadequate logistical support
disciplines that have  Lack of clarity of the concept of
integrated community community service (E.g. no
service as part of their distinction between income
teaching-learning. generation and voluntarism) among
 Presence of well University community
experienced and  Unorganized efforts in coordinating
Community multi-disciplinary community services
service staff capable of  Low involvement in community
providing community services activities
services  Lack of proper identification of
 Long-standing community service needs
experience of  Lack of Inter-University Joint project
delivering community on nationally oriented community
services service schemes
 Limited diversification of community
services
 Inadequacy of incentives for
community service provision

Purchasing and  Existence of  Inefficient system of procurement and
procurement decentralized financial administration: lengthy
university purchasing process, less customer friendly, and
system rent-seeking.
 Lack of decentralized purchasing
system for Research Institutes.
 Inadequacy of human resource in
college procurement offices.
 Absence of a system to purchase
critical equipment, consumables, and
services which are not available
locally.
Material resource  Poor quality of procured materials
6  Lack of heritage property acquisition
management
policy
Material  Existence of  Misallocation and misuse of
distribution and distribution and materials;
utilization control mechanism  Inadequate maintenance services
 Inefficiency in the distribution of
materials to end users.
 Poor implementation of Kaizen
 Poor resource utilization skill and
practice
 Weak resource utilization and
distribution control system
Property  Existence of property  Inefficiency of property


management management administration and disposal
and disposal &disposal mechanism mechanism
 Lack of disposal mechanism for
hazardous chemicals
 Lack of deaccession policy for
disposable heritage properties
Budget planning  practice of program  Mismatch between activity plan and
and allocation budgeting system budgeting
 Budget  Poor planning practice
decentralization  Absence of clearly defined budget
allocation formula
 Absence of priority and context based
differential treatment
 Delay of budget disbursement
Budget  Introduction of  Lengthy approval and disbursement
utilization Integrated Financial of funds
Financial Management  Underutilization of allocated budget
7 resource Information System in some areas
management (IFMIS)  Inappropriate administration and
utilization of budget
Finance and  Commencement of  Recurrence of disclaimer audit report
budget back-log auditing  Frequent misplacement of financial
management documents
 Poor internal audit system
 Poor implementation of standardized
financial services
 Inadequate capacity for finance and
budget management

Consultancy  Availability and  Inadequate institutional base
services engagement of  Lack of proactive search for
capable staff in consultancy services
delivery of  Disproportional taxation and
consultancy services overhead
 Presence of special
Office for consultancy
Resource services
generation /
 Availability of
Internal revenue
consultancy service
management guideline
Continuing and  Ability to generate  Lack of monitoring resources
distance resource through generated through the program
education continuing and  Lack of commensurate incentive to
distance education colleges as per generated income.
programs
8
 Ability to supplement
staff income


Business PLC  Establishment of  Lack of awareness about the
university enterprise objectives and benefits of the PLC
 Existence of policy among the university community
pertaining to  Delay in operationalization of
university enterprises business units
 Presence of already
established
business/income
generating units
Medical and  Existence of a system  Failure to maintain/operationalize the
veterinary for medical institutions private wing scheme
services to generate income
through provision of
services in the private
wing
ICT systems and  Introduction of  Inadequate ICT access, utilization ,

services information systems to and support
support administration  Lack of capacity to cope up with
such as registrar rapid technological advancements
system, finance  Lack of standardized software
system, and student  Failure of electronic academic staff
services load management system,
 Lack of required technical skill and
experiences about knowledge
infrastructure
 Sub-standard and obsolete core IT
equipment at data centers
 Absence of technology enhanced
learning-teaching infrastructures
Information and  Lack of business operations
9.
systems applications software
 Inadequacy of digitization
 Stagnation of IT expansion
 Lack of proactive updating of
information on university websites
Networking  Availability of  Inadequate on call services:

(ICT) learning resources maintenance and troubleshooting
(ICT infrastructure,  Old network infrastructure and
Museums, Libraries, obsolete equipment
Laboratories etc.)  Absence of networking among and
between various colleges of Addis
Ababa University
 Inadequate wireless network services

Hardware Existence of hardware  Absence of adequately equipped

maintenance maintenance unit hardware maintenance unit
 Shortage of highly qualified
hardware maintenance manpower

Organizational  Existence of university  Inadequate awareness about the
culture and senate legislation from content of university senate
values which several rules, legislation and other policy
regulations, and documents and regulations
guidelines prescribing reinforcing ethical values
ethical conducts were  Poor adherence to university rules
derived.  Incidence of academic dishonesty
 Presence of traditional and misconduct
self-help systems like  Inadequate sensitivity to gender and
iddir, saving and credit multicultural issues
association, etc  Poor communication and
preservation of institutional memory
E.g. minutes, circulars, reform
documents etc
 Existence of entrenched nepotism
 Existence of low commitment and
adherence to institutional work
culture
 Poor effort to improve the loose
Intangibles employee work relations
10. [Culture, style  Absence of social events to foster
and values] good relationship in university
community
Organizational  Availability of  Poor communication of reform ideas
reform qualified staff to carry  Slow implementation of reform
out the desired reform initiatives
 Initiation and  Negative predisposition to embrace
implementation of new ideas and change tools
various reform tools  Inadequacy of reform
such as BPR, BSC, implementation guidelines
Kaizen and. education  Predominance of theoretical
and research orientation rather than practical
development task training about reform tools;
force/peer learning  Poor sustainability of change
 Provision of series of initiatives
trainings on the  Inadequate functionality of structural
implementation of reform
introduced reform  Lack of monitoring and evaluation
tools of reform outcomes
 Introduction of some reform tools
without feasibility study


Management  Top leadership  Low responsiveness to University
and leadership committed to radical community needs
change of the  Poor system of accountability
University system  Low commitment of middle level
 Leadership readiness leadership to enforce reforms
to focus on strategic  Poor acknowledgement of outgoing
issues rather than officeholders and contribution to
routine activities university affairs
 Transparent posting of  Poor grievance handling practice
administrative human
resources
 Existence of
grievance handling
office
Group dynamics  Readiness of  Inadequate mobilization and
leadership to work in engagement of professional
team association
 Reluctance of employees to work in
proposed teams
 Staff reluctance to attend meetings

Support to  Presence of center for  Inconvenience of old buildings for
special needs special needs and special needs group
abilities  Inadequate academic support for
 Presence of financial students with special needs
and material support  Absence of separate policy
system for students guidelines for students with special
with special needs needs
 Consideration of
special needs friendly
new constructions
Gender  Presence of gender  Absence of gender responsive
mainstreaming office planning
 Inadequate gender responsive
Diversity recruitment and selection
11
management  Lack of implementing gender
mainstreaming program budget
 Low female representation in
University leadership
 Absence of separate guideline for
positive discrimination of female
employment, promotion, training
and appointment to leadership
positions
 Provision of tutorial  Inadequate expansion of support
Affirmative support to female services in various colleges
actions students  Shortage of qualified human
 Provision of financial resource in gender offices
and material support to

female students  Absence of budget ear-marked for

 Provision of gender offices at college level
scholarship to female  Attitudinal problems related to
students in graduate affirmative action
studies  Lack of support for students coming
 Provision of from emerging regions
scholarship to students  Absence of special reading room
with special needs in services for female students in close
graduate studies proximity to dormitories
 Presence of retention  Lack of maternity related guidelines
and remedial program and support mechanisms for female
for female dropouts students
 Initiation of gender  Weak support for students from
Resource Center disadvantaged regions
 Existence of support
mechanism for
students from
disadvantaged regions
Promotion of  Celebration of Nations  Inadequate representation of
multiculturalism and Nationalities and material cultures of Ethiopian
Peoples Day peoples in ethnographic museum
 Presence of clubs for  Limited motivation to foster cross-
promoting diverse cultural and mutual understandings
cultural practices
 Presence of
departments, an
academy and institute
for the study of
various Ethiopian
Languages and
Cultures
 Presence of an
ethnographic museum
preserving heritages
and promoting the
diverse cultures of
Ethiopian peoples
 Presence of College of
Performing and Visual
Arts promoting
multiculturalism

Student  Welcoming of new  Inadequate academic and non-
counseling students at key entry academic counseling services
terminals  Absence of counseling offices at
 Provision of college level
12. Student Service orientation for  Shortage of counselors
university new entrants
 Existence of
counseling and
guidance Office, as


well as health care
services
 Presence of Office for
HIV/AIDS prevention
and reproductive
health services;
 Presence of university
healthcare clinics
 Presence of anti-
HIV/AIDS
sensitization clubs
Cafeteria and  Existence of cafeteria  Shortage of dormitories for graduate
accommodation and accommodation and undergraduate students
service services  Sub-standard facilities in dormitories
 Existence of cash and student service centers
payment option in cost  Poor sanitation in dormitories and
sharing scheme campuses
 Inconvenient location of dormitories
and cafeterias
 Low quality of food served
Extra-curricular  Presence of clubs  Inadequate support to clubs and co-
activities focusing on different curricular activities
social and academic
issues
 Establishment of AAU
Community Radio
 Provision of life skill
trainings to female
students
 Provision of organized
voluntary services
Recreational  Availability of basic  Inadequate support to recreational
service recreational facilities activities
 Presence of intra and  Shortage of recreational
inter collegiate sports infrastructures and facilities
tournaments
Student  Presence of student  Low enforcement of disciplinary
discipline code of conduct measures
 Presence of principles  Occurrence of substance and drug
of secularism in the abuse
university  Occurrence of sexual harassment
 Presence of anti- among students
sexual harassment
policy

Variables
Staff residential  Existence of limited  Existence of nepotism and
13. General service houses housing services for corruption in the management of
University staff staff residential houses


Variables
Maintenance  Presence of office for  Inadequate maintenance service of
service maintenance services facilities and vehicles
 Decentralization of  Absence of maintenance centers for
maintenance offices vehicles in distant campuses (Selale
and Bishoftu campuses)
 Lack of prompt actions to requests
 Inadequate stock of commonly used
spare-parts
 Poor craftsmanship
 Lack of regular maintenance of
buildings
 Poor maintenance of rest rooms and
poor water supply
Campus  Presence of green  Presence of garbage corners in many
beautification areas in many campuses
campuses  Inadequate waste disposal system
 Absence of waste recycling system

Variables
Infrastructure  Existence of basic  Shortage of classrooms and staff
(buildings and infrastructure for offices
roads) classrooms, offices  Inadequate libraries and conference
 Construction of new rooms
buildings  Very few smart classes
 Shortage of laboratories and
workshops
 Poorly equipped laboratories and
workshops
 Inefficient utilization of resources
(Classroom, Laboratories Libraries,
Offices,)
 Congestion and poor space
utilization
Physical  Substandard quality of new
14.
facilities buildings in some campuses
 Delayed completion of constructions
 Absence of maintenance for roads in
some campuses
 Absence of asphalt road in some
campuses
 Inadequate field stations for
teaching, research and outreach
community services
 Shortage of rest rooms
Vehicles  Presence of Motor  Shortage of vehicles for field works,
pool in the main research and outreach services
campus  Misuse of vehicles
 Unfair distribution of vehicles


Variables
Utilities  Most buildings  Frequent power interruption
supplied with  Shortage of power generators
electricity, water and  Frequent water supply disruption
fixed telephone lines  Inadequate distribution of IP
 Introduction of IP telephone
telephone system  Absence of telephone services in
many offices

Variables
 Presence of approved  Absence of implementation
policies guidelines for some policies
 Absence of policies in some areas
such as community service, gender,
special needs, grievance handling
Policies and
15.  Presence of ambiguities in senate
Guidelines
legislation pertaining to home-base
provision, promotion etc.
 Poor communication of policies and
guidelines to the university
community

2.1.2.External Analysis (Opportunities and Threats)

Table 2: Opportunities and Threats
Opportunities Threats
Political  Government special attention for higher  Undue encroachment of
education stipulated in ESDP V institutional autonomy
 Enhanced government commitment for  Imposition of reform tools
research in higher education without testing and validating
 Existence of GTP II for academic their relevance to higher
transformation education institutions
 Political stability and favorable external  Low attention of national
relationship science and technology policy
to basic research
 Problems with centralized
procurement system
Economic  Market growth for trained human resource  Fierce competition with other
 Rapid national development and economic higher learning institutions for
growth resources, students and staff
 Salary increment  High rate of brain drain
 High influence of external
donors on research and
academic programs
 High rate of inflation
 Lack of competitive salary
scheme to retain competent
academic and admin staff
 Suppliers lack of interest to
entertain small lot purchase
orders
 Absence of local suppliers for
some critical laboratory items
 Inefficient mechanism of
centralized property disposal
 High income tax rate
Social  Existence of high demand for higher  Poorly prepared incoming
education students
 Good public reputation and image  Lack of trust, confidence, and
 Increasing societal (government, private) transparency from the industry
demand for applied research
 Availability of historical and cultural
resources
 High demand for community service
 Conducive policy environment for gender and
diversity issues

Opportunities Threats
Environmental  Expansion of universities  Unpredictable national and
 International partnership(s) international trends
 Geographical advantage  Rapidly changing global and
 Opportunities to forge research partnerships local research environment
with multiple stakeholders  Proliferation of business centers
 Existence of rich physical, biological and engaged in providing student
archeological resources distracting supplies in the
vicinity of university campuses
Technological  Possibility for enhanced use of technology  Rapid obsolescence of
assisted teaching learning technology
 Global development trends in ICT for  Unfavorable environment for it
facilitating communication interconnection among the
various campus of the university
Legal  Presence of enabling legal framework  Absence of university autonomy
 Revised and conducive provisions of higher  Unconducive procurement
education proclamation no. 650/2009 regulation
 Inconvenient budget release
and financial regulations

2.2. Pains and Enablers
Table 3: Pains and Enablers
Pains Enablers
1. Inadequately prepared new entrants for 1. Conducive policies and strategies for
university education expansion and diversification of programs,
2. Lack of quality assurance and international research undertakings, and rendering
accreditation services
3. Inadequate learning-teaching facilities and 2. Presence of qualified and experienced staff
support in some disciplines
4. Inadequate senior instructors and supervisors 3. Good relationship between stakeholders and
in graduate programs AAU
5. Poor university-industry linkage knowledge 4. Willingness and commitment of government
and technology transfer and dissemination for change initiatives
6. Poor funding and management of research 5. Established international linkage and
and outreach programs networking
7. Absence of university autonomy 6. Positive image of the university
8. Inadequacy of resources and poor revenue 7. Geographical advantage (location)
generation capacity 8. Political stability and economic growth
9. Inadequate gender mainstreaming 9. Presence of various internal policies and
10. Insensitivity to diversity management guidelines establishment of university
11. Poor finance, procurement, and resource enterprises
management 10. Presence of thematic research funding
12. Poor human resource planning and retention scheme
mechanisms 11. Presence of scheme for soliciting
13. Poor linkage of research institutes with international research funding
academic departments 12. Introduction of research incentive scheme
14. Poor community service and stakeholder 13. Participatory planning and management
engagement 14. Digitization and emerging ICT facilities
15. Inadequate ICT infrastructure and services
16. Inadequate physical infrastructure
17. Inadequate student service facilities
18. Poor maintenance capacity
19. Absence of policy implementation guidelines
20. Absence of tenure track system

2.3. Customers/Stakeholders
2.3.1. Identification of Customers/Stakeholders
The University should be responsive to the needs and expectations of its customers and
stakeholders.
Since the University has a chain of stakeholders, an effort is demanded in order to identify
the most critical ones which are closely linked to its functions. Though the University has a
multitude of stakeholders, students are taken as the primary customers on whom the raison de
tour of the University is justified. The University’s internal and external
customer/stakeholders and their value propositions are shown on Table 4 and 5 respectively.
Table 4: Customers and Stakeholders
Stakeholder Revenue Degree Extent of Degree of Sense of Frequency Level of

impact of direct benefit importance urgency of contact influence
influence from the as per the required for
service mandate request made
Customer
Students Medium High High High High High
1
Government High High High High High Low
Stakeholders
University Medium High High High High High
staff
1
University High High High High High High
leadership
Public High Medium Medium High Medium Low
Local Low High High High Medium Medium 2

community
Higher Low Medium Medium Low Medium Medium
education
institutions
Business, Medium Medium Medium Medium Medium Medium
industry and R
&D 3
institutions
International Medium Low Low Low Low Low
community

2.3.2. Customer/Stakeholder Value Proposition
Table 5: Customer and Stakeholder Proposition
Required/ Service/Product attributes

Customer expected Relationship Image
/stakeholder product/service Function Quality Timeliness Price/Cost
Customers
Produce competent
As per
graduates with As per the Student
national/internatio Reasonable Compelling
Students entrepreneurial, curriculums centered and
Quality and nal standard and /shared cost institution
up-to-date, and duration participatory
relevant market demand
sellable knowledge
education
Competent and As per national Credible
As per civil Mutually
Government practically oriented standard and Annually development
service standard supportive
graduates market demand partner
Stakeholders
Competent Alleviate national Competent, ethical, Suited to

Public Affordable Partnership Public acceptance
graduates problems and need based their needs
Alleviate pertinent Addressing and

Local Need-based Suited to Free/highly
community solving the Mutual Societal acceptance
community services their needs subsidized
problems problem
Skilled human Competent As per
Higher As per their
resource and Capacity building graduates, quality government Credible
education need and Collaborative
knowledge and collaboration training and policy and partnership
institutions agreement
sharing research output/ agreement
Business, Competent Knowledge, skills Fitness to the Attractive/
Continuous Market-based Partnership
industry and graduates, that improve purpose reputable

Required/ Service/Product attributes

Customer expected Relationship Image
/stakeholder product/service Function Quality Timeliness Price/Cost
R&D appropriate efficiency and

institutions technology and effectiveness in
knowledge production and
service provision
University Conducive working Efficient High Collegial Compelling place to
Effective service
staff environment service performance /participatory work
Internal services
University Mission Efficient Good Collegial
Effective service Reputable
leadership accomplishment service governance /participatory
Demand-driven
International Research and Collaborative As per the
and problem Sustainable Partnership Trust
community development projects project
solving

2.4. Strategic Issues

After analyzing pains and enablers, the following strategic issues have been identified to guide
the formulation of strategic themes and objectives.
1. Learning-Teaching quality
2. Research, innovation and University-Industry linkage
3. Outreach and engagement for community service
4. Knowledge management and organizational learning
5. Resource generation and management
6. Good governance, student services and diversity management
7. Capacity building
8. Staff retention and sustainable engagement
9. Promotion, partnership and networking
10. ICT Infrastructure and systems

3. Strategic Themes
In this section strategic themes and results which stem from strategic issues are presented.
3.1. Strategic Themes and Results
Strategic themes are the critical matters that indicate the “Pillars of Excellence” through which
the University excels and creates value for customers and stakeholders by decomposing its vision
into operational components. Thus, AAU’s vision is decomposed into four areas of excellence
namely; Learning-teaching, Research and technology transfer, Community service, engagement,
strategic partnership and resource generation and management, and Good governance and
diversity management.
Strategic themes along with their corresponding results (long-term desired outcomes of the
University which satisfy students as its primary customers) are identified and presented
hereunder in Table 6.
Table 6: Strategic Themes and Results
Strategic Themes Strategic Results

1. Excellence in learning-teaching Competent graduates with entrepreneurial attitudes
produced
2. Excellence in research, technology Cutting-edge and problem-solving knowledge and
transfer and knowledge management technology produced, adopted, adapted, managed and
transferred
3. Excellence in community service, Society and partners satisfied, revenue increased and
strategic partnership, and resource self-reliance ensured.
generation and management
4. Excellence in good governance and Customers satisfied, gender equity, multiculturalism,
diversity management and fairness realized.
3.2.Strategic Themes Commentaries/Descriptions
Strategic Theme 1: Excellence in Learning-Teaching
Description:
This strategic theme aims at producing competent graduates who could meet the market demand
and are equipped with entrepreneurial attitudes for better life opportunities. To this end, it is
essential to improve the organizational setup of the University, mobilize and utilize financial,

material, and human resources efficiently so as to create conducive learning-teaching

environment. Some of the issues that require improvement include student-centered learning,
quality, equity and relevance of education and efficient and effective student support services.
The ultimate result of these endeavors is to bring about customer/stakeholder satisfaction and
improve the image of the University.
Result / Outcome: Competent graduates with entrepreneurial attitudes are produced for the
world of work and life.
Strategic Theme 2: Excellence in Research, Technology Transfer, and Knowledge

Management
Description:
This strategic theme geared towards satisfying customers and stakeholders by conducting basic
as well as applied research and adopting, adapting, and producing knowledge that addresses
identified and prioritized societal problems. It presupposes forging strong University-Industry
linkage and underscore developing research database as well as ensuring its accessibility and
dissemination through proper knowledge management strategies.
Result / Outcome: Cutting-edge and problem-solving knowledge and technology is produced,

adopted, adapted, managed, and transferred.
Strategic Theme 3: Excellence in Community Service, Strategic Partnership, Resource

Generation and Management
Description:
Under this strategic theme, efficient community service delivery is considered as a means of
fostering sustainable growth and development in a community through appropriate initiatives.
Hence demand-oriented community services in terms of capacity building, quality public
services delivery and community engagement, participatory and consultative services will be
undertaken. It also presupposes forging new alliances and strengthening existing partnerships
with local and international partners.

Results / Outcome: Society and partners satisfied, revenue increased and self-reliance ensured.
Strategic Theme 4: Excellence in Good Governance and Diversity Management.

Description:
This strategic theme underscores excellence in good governance, leadership and management at
all levels across the University in order to satisfy the needs of customers/stakeholders. To this
end, the University leadership promotes transparency and accountability, efficiency and
effectiveness, empowerment and the rule of law in order to deliver high quality customer-
oriented services. It also celebrates diversity by promoting gender equity, multiculturalism, and
fairness.
Result/Outcome: Customers satisfied, gender equity, multiculturalism, and fairness realized.
3.3. Perspectives
Perspectives are the lenses and scales through which the University views its plans and measure
its performances. The four perspectives guiding the University are shown in Table 7.
Table 7: Perspectives
Perspectives Key concepts
Customer/Stakeholder Satisfaction
Efficient and equitable use of budget, expansion of

Budget / Finance
resource base and utilization
Internal Business Process Efficiency and effectiveness
Learning and Growth / Organizational Capacity building, knowledge management, innovation,

Capacity and system development.
4. Strategic Objectives
The strategic objectives of the University are framed to reflect its institutional intents.
Accordingly, fifty strategic objectives were generated from the four strategic themes and their
corresponding results. These objectives are later condensed into sixteen corporate level strategic
objectives. Each strategic objective is accompanied by a commentary which in turn constitutes

strategic outcomes and a description of its scope. Moreover, the strategic objectives and the
perspectives are aligned to ensure their logical relationships (See Tables 8, 9, 10 and 11).
Strategic Theme 1: Excellence in learning-teaching
Strategic Result: Competent graduates with entrepreneurial attitude produced
Table 8: Perspectives and Strategic Objectives for Theme 1
Perspectives Strategic Objectives

1. Increase customer and stakeholder satisfaction by producing
Customer / Stakeholder competent graduates with entrepreneurial attitude
2. Enhance customer involvement and ownership
3. Improve efficient use of financial resources
Budget/ Finance 4. Increase resource base
5. Enhance student-centered learning-teaching
6. Improve program relevance
7. Improve student support service delivery
Internal Business Process
8. Improve image of the University by meeting local and
international standards
9. Improve organizational systems
10. Improve learning, working, and living environment
11. Enhance teaching performance (enhance professional training
Learning and Growth / and lifelong learning)
Capacity Building 12. Improve staff development and retention mechanism
13. Improve infrastructure, facilities and communication capital
Strategic Objectives Commentaries

Strategic Objective 1: Increase customer and stakeholder satisfaction by producing
competent graduates with entrepreneurial attitude
This objective focuses on satisfying customers/stakeholders by delivering quality and marketable
education and producing competent graduates who can confront challenges and apply their
knowledge, skill and entrepreneurial attitude to solve societal problems.
Strategic Objective 2: Enhance customer involvement and ownership

This objective envisages the involvement and ownership of students and staff in the learning-
teaching process, improve participation of students in academic and administrative affairs of the
University.

Strategic Objective 3: Improve efficient use of financial resources

This objective targets at improving the use of financial resources earned through various means
including government support, internal revenue, and external sources to facilitate effective
learning-teaching.
Strategic Objective 4: Increase resource base

This objective is intended to generate internal revenue through continuing and distance
education, short-term training, laboratories, workshops, testing centers, etc.
Strategic Objective 5: Enhance student-centered learning-teaching

This objective enhances participatory, transparent, and active learning practices through
interactive tasks, projects, apprenticeship, research, continuous assessment and criteria-
referenced grading system.
Strategic Objective 6: Improve program relevance

This objective focuses on improving and periodically reviewing curricula in order to expose
students to relevant and up-to-date knowledge as well as marketable and problem-solving skills
that enable them to perform well in the society.
Strategic Objective 7: Improve student support service delivery

This objective aims at improving student support in tutorial, financial, gender-based, special
needs, counseling and health services so as to create more conducive-learning-teaching
environment and enhance the welfare of the students. The desired change also assumes the
participation of student organizations in the conception, design, implementation and monitoring
of the student services.
Strategic Objective 8: Improve image of the University by meeting local and international
standards
The University strives to improve the public perception of the University and its learning-
teaching activities through enhancing the quality of graduates in such a way that the knowledge,
skill, and attitude acquired are up to the expectation and in the interest of the market.
Strategic Objective 9: Improve organizational systems

The purpose of this objective is to improve organizational system in order to create empowered,
autonomous, and accountable academic units which can design and revise their academic
programs, administer their budget, and generate income.
Strategic Objective 10: Improve working, living, and learning environment

This objective addresses the improvement of learning, working, and living environment so that
AAU becomes a memorable institution, a compelling place to learn and work, and a source of
pride.
Strategic Objective 11: Enhance teaching performance

This objective addresses improvement in pedagogical knowledge, skill, and disposition of staff
through short and long-term training, provision of learning resources, and exposure to pertinent
innovation and cutting-edge knowledge. This may also include boosting encouragement,
motivation, and commitment of the staff to improve their own performance.
Strategic Objective 12: Improve staff development and retention mechanism

This objective deals with formulation and implementation of staff development plans,
recognition and reward schemes, housing plans, and commensurate salary and allowances, as
well as instilling spirit of engagement and ownership.
Strategic Objective 13: Improve infrastructure, facilities and communication capital

This objective addresses improving and fulfilling required infrastructure and facilities for
learning-teaching (such as smart classrooms, well-equipped laboratories), student service
delivery (adequate dormitories, cafeteria, counseling and health services) and co-curricular
activities (infrastructure and facilities for sports, entertainment, and diversity promotion
activities). It also emphasizes on improving communication capital by increasing accessibility to
IT facilities and services to support all academic and administrative activities and facilitating the
flow and acquisition of up-to-date information.
Strategic Theme 2: Excellence in research, technology transfer, and knowledge

management
Strategic Result: Cutting-edge and problem solving knowledge and technology is produced,
adopted, adapted, managed, and transferred


1. Improve customer and stakeholder satisfaction through
increased research outputs on issues of societal needs and
Customer / Stakeholder transfer of knowledge and technology
2. Enhance customer involvement, ownership, and University
industry-linkage
3. Enhance efficient and effective use of funds
Budget/ Finance
4. Increase resource base
5. Enhance communication of research opportunities,
documentation and dissemination of results
6. Enhance research collaborations and networking
Internal Business Process 7. Facilitate knowledge management, patenting, incubation
and technology transfer
8. Improve linkage among research and graduate programs
9. Improve organizational structure and system
10. Increase and improve infrastructure and facilities
Learning and Growth / 11. Improve the capacity of researchers through continuous
Capacity Building learning and engagement
12. Improve institutional capacity for research
Strategic Objective Commentaries

Strategic Objective 1: Improve customer and stakeholder satisfaction through increased
research outputs on issues of societal needs and transfer of
knowledge and technology
This objective addresses conducting problem-solving and cutting-edge research projects that
facilitate the creation of knowledge, adaption, adoption, and transfer of technology to solve
societal problems.
Strategic Objective 2: Enhance customer involvement, ownership, and university-industry

linkage
This objective envisages the involvement and ownership of the society and industry in the
identification of research priority areas, technological needs, research processes, and utilizing the
research output to alleviate immediate as well as long-standing problems.
Strategic Objective 3: Enhance efficient and effective use of funds

This objective underscores effective and efficient use of financial resources to conduct demand
driven and relevant research, manage knowledge, as well as transfer of technology.


This objective aims at improving generation and solicitation of funds from local and
international sources to undertake research and support knowledge management and technology
incubation and transfer.
Strategic Objective 5: Enhance communication of research opportunities, documentation

and dissemination of results
This objective focuses on improving communication on research opportunities among
researchers, the University and industry as well as funding organizations. Moreover, it addresses
the issue of developing accessible information database on research and facilitating research
dissemination channels.
Strategic Objective 6: Enhance research collaborations and networking

This objective addresses the establishment of a system to identify and improve local and
international research collaborations on issues of national priorities and common interests.
Strategic Objective 7: Facilitate knowledge management, patenting, technology

incubation and transfer
This objective focuses on assisting researchers to identify and produce the required knowledge
and technology to conduct both applied and basic researches and developing research
management information system and its dissemination as well as patenting, incubation and
technology transfer.
Strategic Objective 8: Improve linkage among research and graduate programs

This objective seeks to link research activities in colleges and institutes with graduate programs
so that graduate researches will be geared towards University priority areas. In this regard,
procedures will be developed to facilitate the linkages.
Strategic Objective 9: Improve organizational structure and system

This objective focuses on improving systems and structures that support and facilitate research
activities both in colleges and research institutes.

Strategic Objective 10: Increase and improve infrastructure and facilities

This objective envisages establishing and strengthening common and core laboratories, including
field research stations and workshops in selected areas which could support research endeavors
of various institutions within as well as outside the University. It also includes providing ICT
infrastructures and other enabling physical facilities.
Strategic Objective 11: Improve the capacity of researchers through continuous learning
and engagement
This objective aims at improving capacity building schemes through continuous training,
creation of knowledge center, participation in conferences and workshops and providing research
and publication incentives. .
Strategic Objective12: Improve institutional capacity for research
This objective focuses on improving organizational capacity of research institutes and research
offices within colleges.
Strategic Theme 3: Excellence in community services, strategic partnership, and resource

generation and management
Strategic Result: Society and partners satisfied, revenue increased and self-reliance ensured


1. Improve customer and stakeholder satisfaction by rendering diversified,
relevant, and high quality services to the wider community
Customer / Stakeholder
2. Increase partnership, stakeholder participation, and engagement
Budget/ Finance 4. Increase resource base
5. Improve efficiency and quality of services
6. Promote image and reputation of the University nationally and
internationally
7. Enhance team spirit and voluntarism
Internal Business
8. Enhance engagement of national and international partners
Process
9. Enhance Pre-University preparedness
10. Enhance partnership with industry for mutual benefit
12. Improve staff capability
Learning and Growth / 13. Enhance resource generation capacity
Capacity Building 14. Improve infrastructure, facilities and communication capital
Strategic Objective 1: Improve customer and stakeholder satisfaction by rendering
diversified, relevant and high quality services to the wider
community
This objective addresses issues that would enable the University to serve the community and its
stakeholders to their satisfaction. The University will be actively engaged in diversified and
comprehensive community service delivery such as consultancy, project design, implementation,
and evaluation, as well as outreach and public sector services with high standard and efficiency.
Strategic Objective 2: Increase partnership, stakeholder participation and engagement

This objective focuses on expanding the existing outreach programs and creating new ones in
collaboration with and engagement of partners so as to deliver diversified and relevant services.
This would attract local and international partners and hence contribute to rapid development and
societal satisfaction.

This objective focuses on encouraging the University to invest on its human, material and
information capital through efficient mobilization and utilization of its financial resources. This
would ultimately minimize resource wastage and maximize benefits of the community with high
quality services.


This objective focuses on enabling the University to exert maximum effort to expand its resource
generation schemes such as consultancy, short-term training, continuing and distance education,
joint ventures with industry, innovations, technology transfer, design and implementation of
projects, as well as provision of high quality public services.
Strategic Objective 5: Improve efficiency and quality of services

This objective focuses on designing need-based projects that will improve the quality and
efficiency of community services and its delivery.
Strategic Objective 6: Promote image and reputation of the University nationally and
internationally
For the attainment of this objective, the University will be involved in broad community services
that address societal needs which help foster the national development agenda. This activity
together with effective public communication through media such as website, brochures, public
lectures, would help the University to improve its image in terms of service delivery and
community engagement at national and international level.
Strategic Objective 7: Enhance team spirit and voluntarism

This objective is geared towards developing institutionalized mechanism of cultivating
voluntarism within the University community so as to motivate, encourage, and create enabling
atmosphere to work in teams and deliver assistance to sectors and communities in need.
Strategic Objective 8: Enhance engagement of national and international partners

This objective puts in place a mechanism to identify national and international partners on issues
of common interests and to exchange experience and deliver training and services. In line with
this, the University will exert the necessary effort to enrich and scale up partnership and
engagement, on common and shared interests.

Strategic Objective 9: Enhance pre-university preparedness

This objective will enable the University to participate in the improvement of pre-university
education through research-supported policy advice to MoE. To this end, the University will
provide professional development for teachers and supportive teaching resources for selected
schools.
Strategic Objective 10: Enhance partnership with industry for mutual benefit
This objective addresses initiating partnership with industries to harness the potentials and
professional capacities of both sides and work together on common interests to garner mutual
benefits.

This objective focuses on improving systems and structures that support and facilitate efficient
resource generation, community service delivery, and partnership.
Strategic Objective 12: Improve staff capability

This objective intends to upgrade capacity of staff through various short-term trainings,
workshops, colloquiums, and benchmarking of best practices.
Strategic Objective 13: Enhance resource generation capacity

This objective focuses on inculcating the entrepreneurial attitude of staff towards generating
resources and diversifying resource base.
Strategic Objective 14: Improve infrastructure, facilities and communication

capital
This objective aims at enabling the University to improve its infrastructure, facilities and
communication resources in order to provide demand-driven and high quality services to the
community. Existing and new community service sites will also be refurnished, equipped and
made accessible. Moreover, the University will promote customer-centered approach through
effective utilization of ICT to enhance communication capital.

Strategic Theme4: Excellence in good governance and diversity management
Strategic Result: Customers satisfaction, gender equity, multiculturalism, and fairness

realized

1. Improve customer and stakeholder satisfaction through responsive
and accountable governance
Customer / Stakeholder
2. Improve customer participation and empowerment
Budget/ Finance
4. Improve empowerment of academic and administrative units
5. Enhance the mainstreaming of gender, and other cross-cutting issues
6. Enhance commitment, engagement, and accountability at all levels
7. Improve institutional memory
8. Improve staff and student diversity management
Learning and Growth / 10. Improve the capacity of leadership and administrative staff
Capacity Building 11. Improve infrastructure, facilities and communication capital

Strategic Objective 1: Improve customer and stakeholder satisfaction through responsive
and accountable governance
This objective focuses on providing timely response for customer requests, putting in place
effective and efficient service delivery mechanisms, and promoting and ensuring customer-
centered quality services. It also includes putting in place a mechanism of accountability for
breaches of rules and regulations. To this end, the University will prepare short complaint
hearing procedures to quickly respond to legitimate grievances.
Strategic Objective 2: Improve customer participation and empowerment

This objective reflects the need for establishing and/or streamlining consultation for the
discussion of University’s strategies, programs, projects and objectives; and solicits feedbacks
from customers and stakeholders on the provision of University services. It also enhances
stakeholders’ involvement and engagement in University affairs and the introduction of customer
charter.


This objective describes optimization of resources in order to minimize wastages and maximize
utilization.
Strategic Objective 4: Improve empowerment of academic and administrative units

This objective focuses on the decentralization of power and resources along with accountability
to lower-level academic and administrative units.
Strategic Objective 5: Enhance the mainstreaming of gender and other cross-cutting issues
This objective addresses strengthening and institutionalizing gender and other contemporary
cross-cutting issues in all activities of the University.
Strategic Objective 6: Enhance commitment, engagement, and accountability at all

management levels
This objective focuses on enhancing the commitment and due diligence of leadership of the
University. It also emphasizes fostering exemplary leadership which could be role-model in
valuing justice, excellence, professionalism, fairness and diversity.
Strategic objective 7: Improve institutional memory

This objective focuses on ensuring the preservation of information and continuity of tradition
and best practices of all units in the University over time. It also emphasizes on developing
handover schemes to avoid disruption of institutional activities and wastage.
Strategic Objective 8: Improve staff and student diversity management

This objective enables the University to improve governance by addressing gender equity and
diversity issues in staff recruitment, appointment, and promotion. The University promotes
celebration of diversity of ethnic, religious, gender, culture, disability and other differences in its
day-to-day institutional activities. Moreover, the University will establish dialogue and
discussion forums, cultivate mutual understanding, and strengthen harmonious co-existence with
differences. The University also strives to provide relevant and appropriate support (including
infrastructure and other resources) for students and staff with special needs.


This objective intends to ensure participatory decision-making that enables the University
community to actively engage in and contribute towards the prevalence of the rule of law. The
University commits itself to adhere to basic democratic principles. It also facilitates flow of
information across all directions to bridge the prevalent information gap to improve transparency
and decision-making.
Strategic Objective 10: Improve the capacity of leadership and administrative staff
This objective addresses provision of short and long-term trainings and workshops with a view to
improving the administrative and leadership skills of staff and management at all levels of the
University.
Strategic Objective 11: Improve infrastructure, facilities and communication capital

This objective aims at building, maintaining, and efficiently utilizing necessary resources such as
ICT infrastructure, office buildings, classrooms, dormitories, laboratories, libraries, etc. to
provide better learning-teaching and research environment for students and staff. Furthermore, it
provides planned and appropriate training to staff so that they can discharge their duties
responsibilities efficiently and effectively.

5. Strategic Maps
Strategic maps are important tools which show how the University converts assets to desired
outcomes and to depict its objectives within the four perspectives in a visual manner. It also
illustrates how roles are linked to objectives, shows cause-and-effect relationships and serves as
a tool for communicating strategy.
Accordingly, this section presents the logical maps of all the themes (Figure 1: Theme 1 -
Excellence in learning-teaching-, Figure 2: Theme 2 - Excellence in research and technology
transfer, Figure 3: Theme 3 - Excellence in community service and engagement and strategic
partnership, and Figure 4: Theme 4 - Excellence in good governance and diversity management)
and their corresponding strategic objectives aligned with the four perspectives.

Perspectives Strategic Objectives (Theme 1)

How
Stakeholder Increase customer and Stakeholder
Customer /
Satisfaction by producing competent
Enhance customer involvement and graduates
ownership with entrepreneurial attitude
Budget /
Finance
Improve efficient use of financial

Increase resource base
resources
Improve Image of the University

Improve program relevance by meeting local and

international standards
Improve Organizational Systems
Improve student support Enhance student-centered

delivery learning-teaching
Learning and Growth
Capacity Building
Enhance teaching
performance (enhance Improve staff development
professional training and and retention mechanism
lifelong learning)
Improve infrastructure Improve learning,

facilities and communication working, and living
capital environment
Why
Figure 1: Excellence in Teaching Learning


How
Stakeholder
Customer /
Improve customer and stakeholder

Enhance customer involvement, satisfaction through increased research
ownership, and University industry- outputs on issues of societal needs and
linkage transfer of knowledge and technology
Budget /
Finance
Enhance efficient and

effective use of funds
Enhance communication of Improve linkage among

research opportunities, research and graduate

documentation and programs
dissem ination of results
Enhance Research
collaborations and
networking
Facilitate knowledge
Improve organizational management, patenting,
structure and system incubation and technology
transfer
Learning and Growth
Capacity Building
Improve institutional
capacity for research
Improve capacity of
Increase and improve researchers through
infrastructure and continuous learning and
facilities engagement
Why
Figure 2: Excellence in Research and Technology Transfer


How
Stakeholder
Customer /
satisfaction by rendering diversified,
Increase partnership, stakeholder
relevant, and high quality services to the
participation, and engagement wider community
Budget /
Finance
Improve efficient use of

financial resources
Promote image and reputation of

Improve efficiency and the University nationally and

quality of services internationally
Enhance engagement of Enhance partnership with

national and international
industry for mutual benefit
partners
Improve organizational Enhance team spirit and

structure and system voluntarism
Learning and Growth
Capacity Building
Enhance resource
Improve staff capability generation capacity
Improve infrastructure, facilities

and communication capital
Why
Figure 3: Excellence in Community Service and Engagement and Strategic Partnership


How
Stakeholder
Customer /
Improve customer participation satisfaction through responsive and
and empowerment accountable governance
Budget /
Finance
Improve efficient use of

financial resources
Improve empowerment of Enhance the mainstreaming of

academic and administrative gender, and other crosscutting

units issues
Enhance commitment,
engagement, and Improve staff and student
accountability at all levels diversity manage
Improve institutional Improve organization

memory structure and system
Learning and Growth
Capacity Building
Improve infrastructure, Improve capacity of

facilities and leadership and
communication capital administrative staff
Why
Figure 4: Excellence in Good Governance and Diversity Management

1.1 Corporate Strategic Objectives and their Maps

Table 12: Corporate Strategic Objectives
Perspective Corporate Strategic Objectives
1. Increase customer and stakeholder satisfaction by providing quality

education
2. Increase customer and stakeholder satisfaction by providing quality
research outputs and technology transfer
Customer /Stakeholder 3. Increase customer and stakeholder satisfaction by providing quality
community service
4. Increase customer and stakeholder participation, engagement and
ownership
5. Improve efficient and equitable use of resources
Budget / Finance 6. Increase resource base
8. Promote image and reputation of the university nationally and
internationally
9. Enhance collaboration, networking, and engagement of national and
international partners
Internal Business 10. Improve organizational structure, system , and leadership quality
Process 11. Facilitate knowledge management, research output dissemination,
patenting, incubation and technology transfer
12. Improve program relevance and linkage among research and graduate
programs
13. Enhance diversity management, gender mainstreaming, and other
contemporary cross-cutting issues
14. Improve staff capacity, development, and retention
Learning and Growth/ 15. Improve working, living and learning environment
16. Improve infrastructure, facilities, communication capital
Capacity Building
5.2. Corporate Objective Commentaries
Strategic Objective 1: Increase customer and stakeholder satisfaction by providing quality

education
This objective focuses on satisfying customers/stakeholders by providing quality and marketable
education which responds to societal needs, aspirations and global trends.
Strategic objective 2: Increase customer and stakeholder satisfaction by providing quality

research outputs and technology transfer

This objective is intended to satisfy customers/stakeholders by providing conducting cutting

edge and problem-solving research and transferring technology.
Strategic Objective 3: Increase customer and stakeholder satisfaction by providing quality

community service
This objective also aims at satisfying customers/stakeholders by delivering comprehensive
community services which enhance community participation and equitable benefit sharing.
Strategic Objective 4: Increase customer and stakeholder participation, engagement

involvement and ownership
This objective envisages enhancing the involvement and ownership of the
customers/stakeholders in the learning-teaching, identification of research priority areas,
technological needs, research processes, and utilization of research outputs. Moreover, the
objective is geared towards expanding community service and outreach programs as well as
establishing and/or strengthening consultation forums for customers and evolving customer
charter.
Strategic Objective 5: Improve efficient and equitable use of resources

This objective enables the University to efficiently utilize all its financial resources for learning-
teaching, research, community service delivery, and good governance.
Strategic Objective 6: Increase resource base and generation

This objective enables the University to exert maximum effort to increase resource generation
through, continuing and distance education, innovations and technology transfer, provision of
high quality public services and soliciting funds from local and international partners.
Strategic Objective 7: Improve efficiency and quality of services

This objective addresses the delivery of quality and efficient services in learning-teaching,
research and technology transfer, community services, and the student support scheme.
Strategic Objective 8: Promote image and reputation of the University nationally and
internationally

This objective focuses on improving the national and international image of the University by
branding its services, meeting local and international standards, active participation in national
development endeavors, provision of need-based community services and communication via
various forms of media such as website, brochures, public lectures, and workshops.
Strategic Objective 9: Enhance collaboration, networking, and engagement of national and

This objective focuses on initiating and strengthening local and international collaborations in
learning-teaching, research and technology transfer, and community services based on national
priorities and common interests. It also addresses initiating partnership with industries to harness
the potentials and professional capacities of both sides and work together on common interests to
garner mutual benefit.
Strategic Objective 10: Improve organizational structure, system, and leadership quality
This objective focuses on putting in place an effective structure of academic and research
units/centers, as well as decentralized support services which are properly empowered,
autonomous, and accountable. It emphasizes preserving institutional memory and improving
policies, procedures, regulations, and flow of information to create enabling environment. It also
focuses on enhancing the commitment and due diligence of the leadership of the university by
fostering exemplary leaderships in valuing justice, excellence, professionalism, fairness and
diversity, with accent on strategic issues.
Strategic Objective 11: Facilitate knowledge management, research output dissemination,

patenting, incubation and technology transfer
This objective focuses on assisting researchers to identify and produce the required knowledge
and technology to conduct both applied and basic researches and developing research
management information system and its dissemination as well as patenting, incubation and
technology transfer. It also improves communication on research opportunities among
researchers, the University and industry as well as funding organizations.
Strategic Objective 12: Improve program relevance and linkage among research and
graduate programs

This objective focuses on improving and periodically reviewing the curricula with a view to
helping students grasp relevant and up-to-date knowledge as well as marketable and problem
solving skills that enable them to perform well in the society. Moreover, it enables linking
research activities in colleges and institutes with graduate programs so that graduate researches
will be geared towards University priority areas.
Strategic Objective 13: Enhance diversity management, gender mainstreaming, and other
contemporary cross-cutting issues
This objective enables the University to mainstream gender and equity and diversity issues in
ethnic, religious, culture, disability and of other differences in staff recruitment, appointment,
and promotion as well as all its day- to- day institutional activities. Moreover, the university will
establish dialogue and discussion forums, foster mutual understanding, and strengthen peaceful
co-existence with differences. It also addresses contemporary cross-cutting issues such as non-
communicable diseases, climate change, natural and human-made disasters.
Strategic Objective 14: Improve staff capacity, development, and retention

This objective deals with formulation and implementation of staff development plans through
organizational learning, continuous professional development, creation of knowledge centers,
and participation in workshops, symposia, and conferences. It also addresses provision of short-
term trainings and workshops to improve the administrative and leadership skills of staff and
management at all levels of the University. Moreover, it focuses on scaling up recognition and
reward schemes, staff housing plans, and commensurate salary, allowances, and honorarium as
well as instilling spirit of engagement and ownership.
Strategic Objective 15: Improve working, living and learning environment

This objective addresses the improvement of learning, working, and living environment so that
AAU becomes a secure, safe and attractive place as well as a memorable institution, a
compelling place to learn and work, and a source of pride. It also focuses on establishing
University community school and day care centers, as well as facilitating co-curricular activities
(infrastructure and facilities for sports, entertainment, cultural and diversity promotion
activities).
Strategic Objective 16: Improve infrastructure, facilities, communication capital

This objective addresses improving and fulfilling required infrastructure and facilities for
learning-teaching (staff offices, smart classrooms, well-equipped laboratories), research
(common and core laboratories, field research stations, maintenance and repair workshops), and
students’ service delivery (adequate dormitories, cafeteria, and counseling and health services). It
also emphasizes the improvement of communication capital by increasing accessibility to IT
facilities and services towards supporting all academic and administrative activities. The
corporate strategic map is shown in Figure 5.

Perspectives Strategic Objectives (Corporate)

How
Stakeholder
Customer /
Increase customer Increase customer Increase customer Increase customer
and stakeholder and stakeholder and stakeholder and stakeholder
participation, satisfaction by satisfaction by providing satisfaction by
engagement and providing quality quality research outputs providing quality
ownership education and technology transfer community service
Budget /
Finance
Improve efficient and

equitable use of resources
Promote image and reputation of

Improve efficiency and
the University nationally and

quality of services
internationally
Enhance collaboration, Facilitate knowledge

networking, and engagement management, research output
of national and international dissemination, patenting,
partners incubation and technology
transfer
Improve program relevance and Enhance diversity management,

linkage among research and gender mainstreaming, and other
graduate programs contemporary cross cutting issues
Improve organizational
structure, system , and
leadership quality
Learning and Growth
Capacity Building
Improve infrastructure, Improve working, Improve staff capacity,

facilities, communication living and learning development, and
capital environment retention
Why
Figure 5: Corporate Objectives

6. Performance Measures, Targets and Thresholds
This section is based on the assumption that what is measurable is equally practicable.
Performance measures are, therefore used to determine whether or not objectives are met and
the strategy is successfully implemented at the desired standard. Measures are quantifiable in
terms of absolute numbers, ratios, percentages and ratings. Measures function as tools to
drive desired action, show all concerned how they can contribute to the organization’s overall
goals. Cognizant of the importance of gauging its success in achieving its goals, the
University has crafted a set of performance measures that are repeatable and reliable.

Addis Ababa University Strategic Plan July 2015
6.1. Descriptions of Performance Measures

Table 13: Performance Measure
Data
Perspec Measurement Unit of
Objective Formula Description Data Source Collection
tive /Indicator Measure
Frequency
Education programs Education programs that meet This measure implies identifying the
that meet national national standard (the current year – percentage of academic programs meeting Percentage Academic units Annual
standard the previous year) national standard
Programs opened Number of programs opened outside
This measure indicates the number of External
outside (branch out) the country (the current year – the Number Annual
programs opened outside the country relations
the country previous year)
Foreign university
Number of foreign university This measure indicates the number of
programs opened External
programs opened within AAU (the foreign university programs opened within Number Annual
within (branch in) the relations
current year – the previous year) AAU
Increase customer University
and stakeholder This measure indicates the number of
satisfaction by Centers of Excellence Number of excellence centers Number AVP/VPRTT Triennial
established centers of excellences
Customer
providing quality This measure indicates competitiveness and

education Graduates Graduates employability (the current
marketability of graduates in the world of Percentage Tracer study Annual
employability year – the previous year)
work
This measure suggests complete
Full implementation Fully modularized programs (the
modularization of academic programs in the Percentage Academic units Annual
of modular programs current year- the previous year)
university
Up-to-date digitized books and This measure indicates the acquisition of up-
Digitized/electronic
electronic resources (the current year to-date digitized/electronic books, Number Library Annual
library services
– the previous year) periodicals, etc. accessible to users
Increase customer This measure indicates the number of

Colleges/
and stakeholder Research Research conducted (the current individual, collaborative, and thematic
Number Research Annual
satisfaction by undertakings year-the previous year) researches conducted in colleges and
Institutes
providing quality institutes
Seek Wisdom, Elevate Your Intellect and Serve Humanity 60

research outputs Research output published, This measure indicates the increase in the Colleges/
Research output
and technology workshops/conferences organized amount and means of Number Research Annual
dissemination
transfer (the current year – the previous year) published/disseminated research output Institutes
Incubation ideas Incubation ideas incubated (the This measure implies the no of indubitable
Number VPRTT Annual
current year-the previous year) ideas
This measure implies the establishment of a
Science/Technology Science/Technology park established
Science/Technology park Number VPRTT Annual
park (the current year-the previous year)
Colleges/
Technology transferred (the current This measure implies the increase in number
Technology transfer Number Research Annual
year –the previous year) of technology produced and transferred
Institutes
Colleges/
Community service identified and Research
This measure identifies the number of
Increase customer delivered (the current year - the Number Institutes/
Community service community service rendered Annual
and stakeholder previous year) Community
satisfaction by service
providing quality This measure identifies Model schools College of
Model school Model school selected and supported Number Annual
community selected and supported Education
services All University
Justified number of complaints decreased per
Justified complaints (previous year- Offices/
Justified complaints semester in each unit (unjustified complains Number Annual
current year) Grievance
are not considered)
handling office
Services rendered in
Customer/stakeholders who This measure reflects the extent to which
a participatory and
participated in service rendered participatory services are rendered by the Percentage Opinion survey Annual
collaborative
(current year - previous year) University
approach
Increase customer Colleges/
This measure indicates the amount of
and stakeholder Resources allocated Resource allocated by stakeholders Research
resources generated from stakeholders vis-à- Percentage Annual
participation, by stakeholders (current year - previous year) Institutes/
vis university’s total budget
engagement and Research office
ownership External
MoUs signed and Relations
MoUs signed and collaborative This measure indicates the extent to which
collaborative Office/
programs established (current year - stakeholders are engaged with university Percentage Annual
programs established Colleges/
previous year) activities
Research
Institutes

Data
Perspec Measurement / Unit of
tive Indicator measure
Frequency
Planning
Efficient budget Efficiently utilized budget (current Reflects strict use of budget according to the
Percentage Office/Budget Quarterly
utilization quarter - previous quarter) plan
Office
Improve efficient Reflects the level of satisfaction on how Planning
Fair distribution of Fairly distributed resources(current
and equitable use budget is distributed according to agreed up Percentage Office/Budget Yearly
resources year –previous year)
of resources on formula and justified demands Office
Facility Mgt
Reflects strict use of resources according to Percentage/
Efficient physical Efficiently utilized resources Office/
the plan (vehicle, office, equipment, number/ Annual
Budget/Finance
resource utilization (previous year - current year) Procurement

classrooms, laboratories) hour
Office
AAU Business
Enterprise/
This indicator intends to measure the number Colleges/
Resource base Resource base (the current year – the
of resource generation activities of the Number Institute / Annual
diversification previous year)
University Revenue
generation
Increase resource
office
base
AAU Plc/
Colleges/
This measure intends to measure the amount
Amount of resource generated Institutes/
Resource generated of resource generated through different Percentage Quarterly
(current quarter – previous quarter) Revenue
mechanisms
generation
office

Data
Perspe Measurement / Unit of
ctive indicator measure
Frequency
Cycle time Cycle time (the current quarter-the This indicator intends to measure the time Percentage Opinion Quarterly
previous quarter) taken for service delivery as per the pre-set survey
standard
Quality of service
(errors reduced,
Quality of Service (the current This measure indicates the quality of service Opinion
availing relevant Percentage Biannual
semester-the previous semester) provided by the university survey
services/products fit
to purpose)
UG
Improve efficiency Students This measure indicates the % of students who
Students enrolled in a cohort –
and quality of completi Masters graduate from each cohort as per the program Percentage Registrar Annual
students graduated in a year
services on rate PhD schedule
Internal Business process
UG
Student
Masters Students enrolled in a cohort – This measure indicates the % of students who
attrition Percentage Registrar Annual
students graduated in a year fail to complete or continue from each cohort
rate PhD
Teaching and Total number of Masters/PhD
This measure indicates the ratio of
Research staff mix holders divided by total
Masters/PhD holders in the teaching and Percentage HR Annual
(Masters, PhD) teaching/research staff in the current
research staff of the university
year
Stakeholders attitude
Customers/stakeholders attitude This measure indicates increase in positive Opinion
towards the Percentage Annual
(current year - previous year) attitude of stakeholders towards the university survey
University
Promote image and This measure indicates the continuous and
reputation of the Web presence (current year - consistent information update (research Annual
Web presence Ranking Annual
University previous year) output, student management, major events, publication
staff profile) through the university website
nationally and
University ranking University rank(Current ranking – International
internationally This measure indicates the improvement of
in regional and University Annual
previous ranking) the University ranking in the regional and Annual
International rating Assessment publication
global university rating system
system /rating
Broadcast media Broadcast media presence (Current This measure indicates the promotion of Time External
Biannual
presence semester –previous semester) university activities through electronic and allocated Relations

print media Office
Collaboration with
national and MoUs signed (Current quarter – This measure indicates the number of MoUs External
Number Quarterly
International previous quarter) signed with collaborating institutions Relations
Institutions
Enhance External
Implementation of Implemented MoUs and benefits This measure identifies the number of actually
collaboration, Relations/
collaborations and achieved (current year - previous implemented MoUs out of those signed and Percentage Annual
networking, and implementing
benefits achieved year) the benefits achieved
engagement of units
national and Membership in
Membership in International This measure indicates the number of
international International External
academic Associations(Current year international associations to which AAU Number Annual
partners academic Relations
– previous year) and/or its units are members
Associations
Networking forums This measure indicates the number of
Stakeholder/Partner meetings External
with stakeholders/ meetings conducted with existing and Number Annual
(Current year – previous year) Relations
partners potential stakeholders/partners
Decentralized Decision and cost centers (the current This measure indicates the presence of University
Percentage Annual
structure year – the previous year) properly empowered and accountable units units
Improve
organizational This measure indicates the existence of
Institutional system (policy,
transparent system with regard to policy, Opinion
structure, system , Institutional system procedures, regulations, etc) (the Percentage Annual
procedures, regulations, guidelines, and survey
and leadership current year – base year)
information flow
quality
Strategic leadership (the current year This measure indicates the focus of leadership Opinion
Strategic leadership Percentage Annual
– the previous year) on strategic issues rather than routine matters survey
Existence of
This measure indicates the existence of Research
Facilitate knowledge Knowledge management center Number Annual
knowledge management center office
knowledge management center
management, Efficiency of
research output mechanism for
dissemination, This measure indicates the existence of
research output
patenting, Improved efficiency (the current year efficient mechanisms for research output Opinion
dissemination Percentage Annual
incubation and – the previous year) dissemination /patenting/incubation/ survey
/patenting/
technology transfer technology transfer
incubation/
technology transfer

Linkage of research Graduate programs linked with This measure indicates the number of
Improve program Academic/
institutes with research institutes (Current year – graduate programs linked with research Number Annual
relevance and research units
graduate programs previous year) institutes
linkage among
This measure indicates the number of
research and Program review Reviewed programs (the current Academic
academic programs which reviewed their Number Triennial
graduate programs years- three years ago) units
curricula
Female participation Female presence (the current year – This measure indicates the proportion of
in all university the previous year) females in student, staff, and leadership Percentage All units Annual
affairs positions within the university community
Gender responsive
Gender responsiveness (the current This measure indicates the responsiveness of
university Percentage Survey Annual
year – the previous year) university activities towards females
environment
Nations/nationalities participation in This measure implies the increase in the
Celebration of ethnic Opinion
Enhance diversity university affairs (the current year - proportion of nations/nationalities Percentage Annual
diversity survey
management, the previous year) representation in all university affairs
gender Improved university
mainstreaming, and environment for the Disabled and disadvantaged with This measure indicates the level of equal
Opinion
other contemporary disabled and equal access (the current year – the access for people with special needs and Percentage Annual
survey
cross-cutting issues disadvantaged previous year) disadvantaged staff and students
groups
This measure indicates the establishment and
Cultural centers Cultural centers established strengthening of cultural centers for Number Cultural center Annual
promoting literature, arts, and music
This measure indicates the universities
Contemporary cross- Contemporary cross-cutting issues responsiveness towards cross-cutting and
Number All units Annual
cutting issues addressed contemporary issues such as climate change,
non-communicable diseases, disasters etc

Data
Perspe Measurement / Unit of
ctive indicator measure
Frequency
This measure indicates number of trained Staff affairs/
Staff trained through short/long term academic, research, and administrative staff HR/ academic
Training programs (the current year - the given short and long term trainings through Number and Annual
Improve staff previous year) scholarships, on-job training, and exchange administrative
capacity, programs units
development, and Staff in management position and This measure indicates the percentage of
Change
retention Induction newly recruited staff who are given staffs appointed and newly recruited who are Percentage Annual
management
induction given induction
Staff who left the University (Current This measure indicates the rate of staff turn-
Retention Rate HR Annual
year – previous year) over
Housing,
This measure indicates provision of houses
transportation, book
Learning and Growth
Incentive packages introduced (the and transportation as well as improvement of

allowances, Number HR Annual
current year - the previous year) allowances, remuneration, and recreational
remuneration, and
services
recreation
Adequate health service (the current This measure indicates provision of adequate
Health services Percentage Survey Annual
year - the previous year) health services to all staff and family
Improve working, Day care center and This measure indicates the establishment of
living, and learning Established day care center and Staff
University child day-care center as well as community Number Annual
environment University community school affairs/HR
community school school for university staff children
Facility
Campus This measure indicates the beauty of
Beautified campuses Number management/ Annual
beautification campuses and their surrounding
Survey
Gender office
Number of girls reading rooms per This measure indicates the number of girls
Girls reading room Number /colleges Annual
campus reading rooms within campus
/library
Improved This measure indicates the establishment of
Recreational/
infrastructure, Established recreational services gyms, stadiums, book shops, utility shops etc Number Campuses Annual
utility services
facilities, and within campuses
communication Percentage of improved catering This measure indicates improvement of Colleges/
capital Catering services Percentage Annual
centers catering centers both for students and staff institutes

This measure addresses the number of

dormitories with full facilities (well Student
Dormitories with full Dormitories with full facility (the
furnished, disability sensitive, internet Number service Annual
facilities available current year- the previous year)
access) available for per regular
undergraduate students.
Functional vehicles This measure addresses the number of
Functional vehicles (the current Property
available for functional vehicles available for University Number Quarterly
quarter - the previous quarter) administration
university service service.
This measure indicates the existence of
Well-equipped classrooms (the
Well-equipped projectors, instructors tables, networked Academic
current semester – the previous Percentage Biannual
classrooms computers, whiteboard, and markers in each units
semester)
classroom
Smart classrooms (the current year – This measure indicates the existence of smart Academic
Smart classrooms Number Annual
the previous year) classrooms in each college units
This measure indicates the number of
Offices with full
Staff with available facility (the standard (with computer, internet access,
facilities available Percentage All units Annual
current year- the previous year) chair, guest chair, shelf) staff offices
per staff
available
Core, common This measure indicates the number of well-
Established core and common Academic
laboratories, and field equipped core, common laboratories, and Number Annual
laboratories, field research stations units
research stations field research stations established
Level of ICT service delivery and
This measure indicates the ICT utilization
ICT services utilization (the current year – the Number ICT Office Annual
level and ICT supported service delivery
previous year)

6.2. Targets and Thresholds
Targets and thresholds align the measurements of AAU and the different units with the
corporate objectives and initiatives and help gain leadership support to integrating quality
into daily processes. Although the strategy by necessity has top-down approach, the units are
encouraged to choose their own specific targets and other details about how each will ensure
quality and achievement of the overall Corporate objectives.
Target and thresholds need strong governance to make a lasting contribution to AAU. Roles,
responsibilities, and resources are, therefore, defined so that the University can continue to
make effective decisions about what should be measured, how data should be collected and
analyzed, and what actions to take based on measurement results. Hence, measurements are
focused on value-added activities and strategic objectives so that the returns on the initiatives
are significant.
Thresholds for all performance targets

Red (Below Satisfactory Yellow (Satisfactory) Green Dark Green (Excellent)
<79% (80 – 89)% (90 – 99)% >=100

Table 14: Performance Targets and Thresholds
Perspec Target
Objective Measurement / indicator Owner Validated by Verified by Base line
tive 2008 EC 2009 EC 2010 EC 2011 EC 2012 EC
Education programs that meet
Colleges AVP MOE NA 90% 100% 100% 100% 100%
national standard
Programs opened (branch
Colleges AVP President 0 1 3 5 7 10
out)outside the country
Foreign university programs
Increase customer opened (branch in) within the Colleges AVP President 0 0 0 1 2 3
and stakeholder University
satisfaction by Colleges/
providing quality Centers of Excellence AVP/VPRTT President 0 5 7 8 9 10
Institutes
education Alumni No
Graduates employability AVP President 80% 84% 87% 90% 100%
association Baseline
Full implementation of No
Colleges AVP President - 50% 100% 100% 100%
modular programs Baseline
Customer/Stakeholder
Digitized/electronic Library 19164

services AAU library AVP President books/ 40,000 50000 60000 65000 70000
Journals
Colleges Research No
Collaborative VPRTT 100 120 140 160 200
/Institutes Director Baseline
Colleges Research
Thematic VPRTT 31 60 75 80 85 90
Research /Institutes Director
Increase customer undertaking Problem
and stakeholder solving and Colleges Research
satisfaction by VPRTT 0 30 65 105 150 200
adaptive small /Institutes Director
providing quality grants
research outputs
Colleges Research No
and technology Research output dissemination VPRTT 1000 1800 2500 3500 5000
/Institutes Director Baseline
transfer
Colleges Research
Incubation ideas VPRTT 5 10 20 25 30 35
/Institutes Director
Science/Technology park AVP/VPRTT AVP/VPRTT President 0 0 0 1 1 1
Colleges/ Technology
Technology transfer VPRTT 0 2 4 6 8 10
Institutes Transfer Director
Increase customer Colleges/ Community No
Community services rendered VPRTT 50 70 80 90 100
and stakeholder Institutes Service Director baseline

Perspec Target
tive 2008 EC 2009 EC 2010 EC 2011 EC 2012 EC
satisfaction by No of community members Colleges/ Community No
VPRTT 500,000 750,000 800,000 1,000,000 1,500,000
providing quality served Institutes Service Director baseline
community Director for
College of
service Model schools support Undergraduate AVP 0 0 4 4 4 4
Education
Programs
All units/
All Units/
Grievance
Justified complaints Grievance President 40 30 20 15 10 5
Handling Office
Handling Office
Director
Services rendered in a
participatory and collaborative All Units NA All VPs - 20% 30% 40% 50% 50%
Increase customer approach
and stakeholder Resources allocated by Colleges/ Finance Office/ All VPs/
participation, - 5% 8% 10% 12% 15%
stakeholders Institutes/Offices Deans/ Directors President
engagement and
ownership Number of engaged Colleges/ External No
President 50 60 70 80 100
stakeholders Institutes Relations office baseline
Budget office/
Colleges/ All VPs/
Efficient budget utilization Planning & 98% 100% 100% 100% 100% 100%
Institutes/Offices president
Budget
Improve efficient
and equitable use Planning& Colleges/ University No
Fair distribution of resources 100% 100% 100% 100% 100%
Budget/Finance
of resources budget/ treasury Institutes/Offices management baseline

All University
Efficient physical resource Property
Departments/ VPASS - 80% 90% 95% 100% 100%
utilization Administration
Units
AAU Business
No
Resource base diversification Plc/ Colleges/ President AAU Board 20 25 30 35 40
baseline
Increase resource Institutes
base AAU Plc/
Planning No
Resource generated Colleges/ President 15% 20% 25% 30% 35%
&Budget baseline
Institutes
Improve Respective
Bus
pro
ine
Cycle time All Units All VPs -- 90% 95% 100% 100% 100%
ss
al
efficiency and Directors

Perspec Target
tive 2008 EC 2009 EC 2010 EC 2011 EC 2012 EC
quality of services Quality of service (errors
reduced, availing relevant Respective
All Units All VPs -- 85% 90% 95% 100% 100%
services/products fit to Directors
purpose)
UG Departments/
Registrar AVP 95% 98% 98% 99% 99% 99%
Schools/ Centers
Students timely Masters Departments/
Registrar AVP 95% 100% 100% 100% 100% 100%
completion rate Schools/ Centers
PhD Departments/
Registrar AVP 75% 90% 95% 100% 100% 100%
Schools/ Centers
Students attrition UG Departments/
Registrar AVP 5% 3% 2% 1% 1% 1%
rate Schools/ Centers
Masters Departments/
Registrar AVP 2% 1% 0.5% 0.5% 0.5% 0.5%
Schools/ Centers
PhD Departments/
Registrar AVP 1% 0.5% 0.5% 0.5% 0.5% 0.5%
Schools/ Centers
Departments/
AVP/
Teaching and Research staff Schools/Centers/ HR 63:37 60:40 55:45 50:50 45:55 40:60
VPRTT
mix (Masters, PhD) Institutes
Change Mgmt/
Stakeholders attitude towards No
All Units Strategic President 70% 80% 85% 90% 95%
the University baseline
Promote image Planning
and reputation of External/public
Web presence regional ranking NA President 23th 20th 15th 12th 10th 8th
the University relation/ ICT
nationally and University ranking in regional External relation
NA President 16th 13th 12th 10th 8th 8th
internationally and International rating system / ICT
External / public
Broadcast media presence NA President 1 2 3 3 3 3
relation/ ICT
Enhance MoUs signed and collaborative Colleges/ External
President 150 160 180 190 200 200
collaboration, programs established Institutes Relations office
networking, and Institute/College External
Implementation of No
engagement of /Departments/ Relations/ Legal President 75% 85% 90% 95% 100%
collaborations baseline
national and Schools/Centers Service
international Institutional membership in External External No
President 15 20 25 30 35
partners International academic Relation/ Relations baseline

Perspec Target
tive 2008 EC 2009 EC 2010 EC 2011 EC 2012 EC
Associations Institutes/
College/
Departments/
Schools/Centers
Public Relation/
Networking fora with External/ No
Colleges/ President 15 18 21 24 30
stakeholders/partners Public Relations baseline
Institutes
International staff and student Colleges/ External No
President 300 400 500 600 700
exchange Institutes Relations baseline
Change No
Decentralization Vice Presidents President 70% 75% 80% 85% 90%
Improve Management baseline
Senate/
organizational No
structure, system ,
Institutional transparency Vice Presidents NA University
baseline
80% 85% 90% 95% 100%
Management
and leadership MoE/
quality President/ Vice No
Strategic leadership NA University 80% 85% 90% 95% 100%
Presidents Baseline
Board
Facilitate Existence of Knowledge
VPRTT NA President 0 1 1 1 1 1
knowledge management center
management,
research output
Efficiency of mechanism for
dissemination,
research output dissemination Research No
patenting, Research Office VPRTT 85% 90% 90% 95% 100%
/patenting/incubation/ Director baseline
incubation and
technology transfer
technology
transfer
Improve program Linkage of research institutes College/ No
relevance and AVP, VPRTT President 50% 80% 90% 100% 100%
with graduate programs Institutes baseline
linkage among
research and Program review No
Colleges AVP Senate
baseline
90% 100% 100% 100% 100%
graduate programs
Enhance diversity Female participation in all Colleges/ No
Gender Office President 20% 25% 30% 35% 40%
management, university affairs Institutes baseline
gender Female enrollment in Departments/
mainstreaming, Gender office AVP 26% 30% 35% 40% 45% 45%
undergraduate regular program Schools

Perspec Target
tive 2008 EC 2009 EC 2010 EC 2011 EC 2012 EC
and other Female enrollment in second Departments/ Gender office/
contemporary AVP 23% 25% 30% 32% 35% 35%
degree regular program Schools graduate program
cross cutting Female enrollment in third Departments/ Gender office/
issues AVP 10% 12% 15% 20% 22% 25%
degree regular program Schools graduate program
Female academic and research Departments/ Gender office/ AVP,
14% 20% 25% 30% 35% 35%
staff Schools graduate program VPRTT
Females in a top leadership University
position
President University Board
Board
0 25% 25% 25% 25% 25%
Females in middle and lower Vice Presidents
Vice presidents President 19% 25% 30% 34% 38% 40%
management positions /Dean/Directors
Enrollment of students with Departments/ No
Disability center AVP 400 500 700 900 1000
special educational needs Schools baseline
Enrolment of students from Departments/ Undergraduate/gr
AVP - 100 130 150 180 200
emerging regions Schools aduate programs
Colleges/ Gender Office/
Gender responsive university
environment
Institutes/ Planning/Change President - 85% 90% 95% 100% 100%
Offices Management
Celebration of ethnic diversity All Units Vice presidents President - 90% 95% 100% 100% 100%
Improved university
environment for the disabled All Units Vice presidents Presidents - 70% 75% 80% 85% 90%
and disadvantaged groups
Cultural centers AEL, IES NA President 1 3 3 3 3 3
Contemporary cross-cutting
issues
All Units HAPCO President - 90% 95% 100% 100% 100%
Departments/
Training VPs President - 500 1000 1500 2000 2500
Learning and
Schools
Improve Staff
Growth
Undergraduate
Capacity,
Programs/
Development, and
Induction Research Office/ Vice presidents President - 60% 70% 80% 90% 100%
Retention
Change
Management

Perspec Target
tive 2008 EC 2009 EC 2010 EC 2011 EC 2012 EC
Colleges/
Vice
Retention Institutes/ HR - 80% 90% 95% 95% 95%
Presidents
Offices
Housing, transportation, book
allowances, remuneration, and Vice Presidents NA President - 50% 60% 75% 85% 95%
recreation
Improve Working, Health services VPASS NA President - 80% 100% 100% 100% 100%
Living, and Day care center and University
Learning VPASS, AVP Gender Office President 0 1 1 1 1 1
community school
Environment Facility Colleges/
Campus beautification VPASS - 60% 70% 75% 80% 85%
Management Institutes
Colleges/ 10
Girls reading room Gender Office President 1 5 10 10 10
Institutes
Facility Colleges/
Recreational/utility services VPASS - 5 10 15 15 15
Facility Colleges/
Improve catering centers VPASS 30 30% 60% 75% 90% 100%
No
Dormitory availability Student Services NA VPASS 1:8 1:8 1:6 1:4 1:4
baseline
Improved Dormitories with full facilities
infrastructure, Student Services NA VPASS - 10% 20% 30% 40% 50%
available
facilities, and Functional vehicles available Facility Colleges/
communication VPASS 100 110 130 140 150 160
for university service Management institutes/ offices
capital
Well-equipped classrooms Colleges NA AVP - 75% 85% 95% 100% 100%
Smart classrooms Colleges NA AVP - 20 25 30 35 40
Vice
Offices with full facilities Colleges/
NA Presidents - 90% 100% 100% 100% 100%
available per staff Institute /President
Colleges/
Core and common laboratories,
Institutes/ Research Research Director VPRTT 3 3 7 9 12 15
and field research stations
Office
ICT systems ICT Office Colleges/ Institutes President No baseline 60% 70% 80% 90% 100%
ICT infrastructure
Networking ICT Office Colleges/ Institutes President No baseline 60% 70% 80% 90% 100%
expansion and
improvement Hardware
ICT Office Colleges/ Institutes President No baseline 40% 60% 80% 90% 100%
maintenance

7. Strategic Initiatives
Initiatives are actions, processes, projects and plans that will help an institution in meeting its
strategic goals. After considering a multitude of initiatives in the context of the University
strategic plan, eighteen core initiatives have been identified in line with its strategic goals.
Table 15: Candidate Strategic Initiatives
SN Candidate Strategic Initiatives

Buildings for classrooms, offices, conference halls, syndicates, training
halls, libraries, museums, classrooms, sport complexes, workshops
Infrastructure Improvement of roads, green area, fences and campus beautification
and facilities Expansion of buildings for student residences
1 expansion Buildings for staff residences
and Buildings for guest houses
improvement Power generators for all campuses
Maintenance and repair of facilities, equipment and repair and purchase
of new vehicles
2 Expansion of smart classrooms for teaching and video conferences
3 Expansion and upgrading of ICT facilities and library digitization
4 Staff development and incentive packages:- training and education, housing
mechanism, medical and liability insurance, transportation, credit and duty-free
opportunities
5 Program development and review:- curriculum review and completing the
modularization process, development of demand-driven programs
6 Implementation, monitoring and evaluation of university change initiatives:-
restructuring, kaizen, management capacity building, management information system,
education and research change army
7 Expansion and strengthening of student services:- counseling, recreation centers, sport
facilities, restaurants, health, indoor game facilities, and catering
8 Strengthening research undertakings and management: thematic research, adaptive and
problem-solving research, grant management office, research information management
system, dissemination and communication of research outputs
9 Research capacity building program: core laboratories, outreach research sites, field
stations, common laboratory, research centers and institutes, new research institutes,
research capacity trainings, workshop sponsorship, publication fee
10 Knowledge & technology incubation and science parks project
11 Proactive research partnerships and collaborative project
12 Program internationalization project
13 Diversity and equity enhancement project
14 Establishment of university-community school (Day care/KG –to- preparatory level)
15 Establishment and strengthening of community service centers
16 Automation of academic and administrative processes
17 Enhancement of University image

18 Revenue generation project (Expansion of University enterprises, establishment of

University endowment fund, alumni associations
7.2. Initiatives per Corporate Objectives
The initiatives are disaggregated according to their associations with the corporate objectives.
Table 16: Corporate Strategic Objectives and Associated Initiatives
No. of
SN Corporate Objectives Initiatives
initiatives
1. Increase customer and 1,2,3,4,6,7,8,9,10,11,12,13,14,15,16,18 16
stakeholder satisfaction by
providing quality education
2. Increase customer and 8,9,10,11 4
stakeholder
satisfaction by providing
quality research outputs and
technology transfer
3. Increase customer and 5
stakeholder satisfaction by 8,11,14,15, 18
providing quality community
service
4. Increase customer and 5,8,9,10,11,12,14,15,18 9
stakeholder participation,
engagement and ownership
5. Improve efficient and equitable 1,2,3,5,6,16 6
use of resources
6. Increase resource base 1,8,9,11,12,18 6
7. Improve efficiency and quality 1,2,3, 5,6,9,12,16 8
of services
8. Promote image and reputation 1,2,3,4,5,6,7,8,9,10,11,12,13,14,15,16,18 17
of the University nationally and
internationally
9. Enhance collaboration, 8,9,10,11,17,18 6
networking, and engagement of
national and international
partners
10. Improve organizational 4,6,13 3
leadership quality
11. Facilitate knowledge 3,5,6,8,9 5
management,
research output dissemination,
patenting, incubation and
technology transfer
12. Improve program relevance and 3,5,8,9,10,12 6
linkage among research and
graduate programs

13. Enhance diversity management, 13 1

gender mainstreaming, and
other contemporary cross-
cutting issues
14. Improve staff capacity, 4,6,9 3
development, and retention
15. Improve working, living and 1,2,3,4,7,8,9,10,11,12,13,15,16,17,18 15
learning environment
16. Improve infrastructure, 1,2,6,7,9,16 6
facilities, communication
capital

Table 17: Descriptions and Profiles of the Strategic Initiatives
Importance
Budget
Initiatives Scope Major Activities Requirements Deliverable Responsible
No (opportunity)
1 1.1. Campus Building complexes for  Provides adequate  Acquire space and construct  Budget, Functional building  Project office
expansion and classrooms, offices, space to create building complexes for smart  Appropriate complexes in various
building conference halls, conducive and classes, offices, classrooms, human campuses
complexes museums, workshops, enabling environment laboratories and guest houses resources,
10,000,000,000
for learning- teaching,  Acquire space and construct  Management
libraries, syndicates,
Infrastructure and facilities expansion and improvement
research and new state-of-the-art hospital Support,

sport complexes, service community services building  Space.
centers  Acquire space and construct
student and staff residential
quarters
 Acquire space and construct
catering and sports
complexes
Equip classrooms, Creates conducive and  Collect requests and Procure  Equipment for  Project office
laboratories, hospital, enabling environment for the required equipment laboratories
libraries, museums, teaching learning, classrooms
5,000,000,000
research stations, research and community  Libraries
workshops, offices and services and enhances  hospital
 museums
service centers creativity
 Offices,
 service centers
 workshops
1.2. Expansion of Expansion and Improves living Assess needs and construct Adequate Modem Project office
1,0000,000,000
buildings for construction of new conditions for students buildings for student residences student residences in all
student student residences at appropriate sites campuses
residences
Expansion and  Improves staff living Conduct needs assessment and Functional residences Project office
1000,000,000
1.3. Buildings for construction of staff conditions construct buildings for staff
staff residences residences  Improves staff residences at appropriate sites
retentions

Importance
Budget
No (opportunity)
Expand construction of Create conducive and Conduct needs assessment and One guest house with Project office
500,000,000
1.4. Buildings for new guest houses enabling environment for construct buildings for guest adequate facilities
guest houses visiting professors. houses at appropriate sites accommodating 50
guests at a time
 Construct new roads,  Maintains standard of Renovate roads, and beautify All campus premises Project office
roundabouts, and the campuses campus compounds, green areas. maintained
50,000,000
1.5. Campus renovate the old ones  Facilitates easy access
beautification  Maintain green areas, between building
pavements, street  Improves scenic
lights and parking beauty
areas
 Renovate and maintain  Prolongs services Conduct regular inspection and Building in all Project office
1,000,000,000
1.6.Maintenance old and aging time of buildings, maintain buildings and facilities campuses renovated and
and renovation of buildings, drainages  Maintains standard of maintained
buildings campuses
Install standby power Facilitates uninterrupted Procure and install power One heavy duty standby Project office
10,000,000
1.7. Standby generators in each services generators in each campus generator for each
power generators campus campus
Maintain and repair  Facilitate teaching,  Establish and strengthen  Functional Facility
Maintenance of facilities, equipment, research and maintenance service centers in maintenance service management
100,000,000
services and acquisition of cars and community services each campus centers
purchase of new field vehicles  Facilitate outreach  Acquire spare parts  Full maintenance of
field and service teaching, research and  Maintain and repair facilities
vehicles community services  Buy new field cars and buses  One car and one bus
for all campuses for each campus

Importance
Budget
No (opportunity)
Expand smart  Creates conducive Procure and install modern  Budget, One smart classroom in  AVP
Expansion of smart and enabling
85,000,000
classrooms smart classrooms equipment  Appropriate each department
classrooms for teaching and environment for human
2
video conferences learning-teaching resources,
 Reduces student  Management
attrition support,
 Expand network  Enhances and  Purchase and furnish the  Budget,  Improved ICT  AVP.
infrastructure, facilitates staff and libraries with servers and  Appropriate infrastructure,
 Revamp/upgrade ICT student access to ICT computers; human  State-of-the-art data
data center, resources,  Establish open access labs in resources, center,
 Enhance internet and  Creates reliable data libraries/dormitories,  Management  Open access labs
wireless access to all, centers,  Redesign and construct state- support, with at least 40
 Improve access to  Improves availability of-the-art data centers,  Space. workstations in all
ICT services, and access to  Procure network expansion libraries and
 Enhance data electronic resources, and open access lab dormitory buildings,
recording and  Automation of equipment,  Text and reference
Expansion and records, books, thesis, and
reporting,  Install, configure and
upgrading of ICT
1,500,000,000
 Digitization of books,  Facilitation of implement expansion research outputs
research outputs, and distance education equipment, digitized,
3
infrastructure, and learning-  Access to electronic
e-learning contents,  Establish open wireless
facilities and library  Improve access to teaching, access at all points within the journals and
electronic journals,  Improving security. University compound, digitized resources,
digitization  Wireless access at
 Setup IP-based  Supports research and  Digitization of books,
campus security community services research outputs and delivery all places in all
system, of e-learning content, campuses
 Develop college and  Develop and implement  Improved
institute websites, digital MIS within the management
 Digitization and University, information and
delivery of E-  Install integrated student integrated student
learning/ content. information management information systems,
 High performing system  Enhanced security
computation facilities within relevant
locations.

Importance
Budget
No (opportunity)
 Staff training and  Enhances motivation  Produce staff development  Budget,  A system of staff  President’s
education, including and commitment, plan to improve qualifications,  Management development and Office:
pedagogical trainings,  Enhances  Conduct training for support, incentive packages is  International
 Continuous responsibility and professional development in  Human put in place, Relations,
professional accountability, different fields, resources  Retained and  AVP,
development  Enhances retention  Create conditions for graduate policy motivated staff.  VPASS.
 Research capacity and brain gain, training of academic staff changes,
development training  Improves quality of locally and/or abroad,  Vibrant web
 Allowances for education, research,  Create conducive environment presence,
housing, transport, and service, for participation of academic  Internationali
book, clinical and pre-  Enhances merit-based staff and the university zation of
clinical services, managerial management in local and programs,
 Research incentive assignment. international academic and  International
 Insurances for health research conferences and agreements
and liability, workshops, and MoUs.
 Opportunities for  Establishment of international
1,000,000,000
Staff development credit and duty-free and local partnership and staff
privileges. exchange programs,
4 and incentive  Implement staff development
packages and incentive packages
(reward/recognition, dual/joint
appointment, hazard
allowances),
 Improve existing allowances
and institute new attractive
allowances,
 Scheme for periodic salary
increment,
 Initiate and develop different
income generating schemes for
creating incentive for staff.
 Acquire medical and liability
insurance for staff
 Negotiate with relevant bodies
to get permission for credit and
duty-free opportunities

Importance
Budget
No (opportunity)
 Revise and update  Responsiveness,  Undertaking review for  Appropriate  Relevant and high  AVP,
programs and align the  Relevance, remaining programs human standard programs,  Pertinent
same with national  Quality,  Regular curriculum revision resources,  All curricula Directors
needs,  Maintaining standard,  Identifying needs and  Budget reviewed and  Deans,
Program
5,000,000
 Launch new short-term  Efficiency. developing new programs, properly  Department/
5 development and and long-term  Completing modularization of modularized. Center/School
review programs, curricula. Chairs/Heads
 Strengthen
modularization process
 Periodically revise
curricula
Importance
Budget
No (opportunity)
 Establishment of  Enhance change  Create office for planning,  Budget,  Well-equipped  President:
monitoring and implantation processes monitoring and evaluation,  Appropriate monitoring and Change
evaluation offices at and strengthen the  Establish baseline data, human evaluation office, Management
college and institute realization of the  Monitor and evaluate resources,  Baseline data Office Director,
levels, university implementation of University  Space. collected from all  Process owners.
 Monitoring and transformation, activities campuses,
evaluation of strategic  Improve efficiency,  Training leadership at all  Implementation of
plan and change  Improve customer levels all initiatives
Monitoring and agenda satisfaction, monitored and
implementation  Empowerment and evaluated.
5,000,000
evaluation of
 Strengthening autonomy.  Restructuring and
6 University strategic management capacity  Improve good empowerment of
plan and change building and governance and offices done for
initiatives management leadership those in need
information system.  Full implementation
of change agendas
 Leadership
improved
 Management
information system
established and
improved

Importance
Budget
No (opportunity)
 Student housing,  Student success in  Improve catering, dormitory  Budget,  High standard  VPASS: Dean of
catering, recreational, learning and skills and health service delivery,  Appropriate services students
counseling and health development,  Improve and diversify human  High standard,  Gender Office,
services  Conducive student recreational services delivery resources, maintained and  Student
 Inter-cultural social and cultural  Establishing and strengthening  Space, equipped sport and organizations
integration, environment. counseling, mentoring, and  Buildings. recreational centers, and clubs.
200,000,000
Expansion and  Conducive teaching welfare services,  High standard
7 strengthening of and learning  Establishing and facilitating counseling, advising,
environment. student exchange programs, and welfare services
student services
 Strengthening student
outreach programs,
 Supporting student
organizations, clubs and
voluntary activities.
 Manage student discipline
 Increase number of  Enhances institutional  Support thematic research,  Budget,  Policy on open  VPRTT:
thematic research image,  Give special attention and  Capacity access, Director for
projects,  Promotes local and support to adaptive and building,  Updated guideline for Research,
 Establish grant scheme international industry problem-solving  Appropriate research affiliation  VPASS.
for adaptive and networking, research activities, human and preparation of
problem-solving  Enhances demand  Review and identify relevant resources. textbooks and
research, driven research thematic areas of research teaching materials
 Support dissemination  Addresses national based on priorities,  Fund thematic,
and communication of development agenda  Create inventory of essential problem-solving,,
research outputs, and priority areas, research resources, demand-driven and
500,000,000
Strengthening research  Develop open-access  Involves end-users in  Develop policy document for adaptive research
8 undertakings and policy design, open access projects
management  Encourage implementation, and  Develop ways of research  High impact research
collaborative research dissemination, output dissemination and journals,
among different  Enhances communication  Support for faculty to
disciplines and dissemination of  Enhance web presence of publish, and present
stakeholders, outputs. research activities and outputs, research outputs in
 Address national  Links research with  Provide support for new and international and local
priority problems and industry and the existing journals, workshops, symposia
needs, community  Prepare information booklet, and conferences,
 Address problems with  Links research with research manual and research  Trainings on research
clear potential for graduate programs year book, methods, data
economic benefit and  Motivates researchers  Carry out reputability management, and

commercialization  Facilitates pre-and assessment of the existing scientific writing,

 Enhance new post-research , research journals,  Enhanced
knowledge and usable publication and  Support publication fee, publications by staff
technology creation graduate management research day, research in international and
 Link research with  Research uptake and workshops and symposia, local journals,
graduate training and uptake management  Support researchers to present  Enhanced publication
community service.  Facilitate ethical their research works in of textbooks and
 Establish and empower research undertakings international workshops and teaching materials.
office of research symposia,  Speed up and ease the
administration & grant  Update teaching materials and process of research
management textbooks preparation funding and release
 Research information guidelines,  Improved research
management system  Support teaching materials and administration and
 Facilitate research text books preparation, grant management
affiliation  Strengthen resources for  Adopted advanced
 Research ethics research training. systems of research
 Streamline graduate student management and
research with research priority communication
areas,  Ethical review board
 Develop guideline for linking established, a
research with graduate guideline developed
programs and community and implemented
services
 Subscribe websites for grant
opportunity information
 Install research information
management system (RIMS)
 Establish office for research
administration and grant
management
 Establish Ethical review board
and produce a guideline

Importance
Budget
Initiative Scope Major Activities Requirements Deliverable Responsible
No (opportunity)
 New research centers  Improves  Establish and strengthen  Budget,  Strong research  VPRTT: Director
and institutes research research centers,  Appropriate centers, and for Research,
 Core and common undertakings and  Establish and strengthen core human accredited core and  VPASS.
laboratories communication and common labs, resources. common
 Outreach research sites  Helps establish  Develop and implement laboratories,
and field stations, new areas of standard operating procedures  Working procedures
 Sustainable supply of research , for research centers and  Highly trained and
laboratory communication laboratories, capable researchers
consumables. and services  Train and develop researchers and technicians
 Research capacity  Enhanced capacity,  A well-functioning
trainings knowledge and  Create a system of procurement system of
skills for laboratory and research procurement for
5,000,000,000
 Effective and centers equipment, chemicals laboratory
Research capacity efficient use of and consumables, equipment,
9 resource, chemicals and
building program
 Quality learning consumables
and research,
 Enhancing
visibility and
image,
 Attracting
research and
development
funds.

Importance
Budget
Initiatives Scope Major Activities Requirements Deliverables Responsible
No (opportunity)
 Construct research  Stakeholder  Survey, assess and document  Budget,  Technology-business  VPRTT:
incubation centers and engagement, university-industry linkages,  Research incubation center, University-
science parks  Technology  Identify and select existing results.  Science and technology Industry Linkage
 Expand incubation transfer, research outputs and prepare park, and Technology
centers for testing,  Motivation of for transformation to industrial  Policy and modalities for Transfer
developing, and researchers, applications, the science and technology
transferring knowledge  Revenue  Benchmarking visits, park
10,000,000,000
Knowledge and and technology in generation.  Establish mechanisms for
technology incubation selected fields intellectual property rights of
10
and science parks  Establish science park research findings and
 Establish intellectual innovations,
project property rights support  Establish technology-business
unit and facilitate incubation center,
intellectual property  Establish science and
rights transfer and technology park,
contract management.  Prepare modalities, policy
document for the science and
technology park,
 Involve national and  Generate resources  Identify partners, develop joint  Promotion  International and national  VPRTT:
international partners in and promote projects, solicit funding, and collaborative research Director for
research endeavors, exchange of  Develop database for ongoing communicatio projects, Research,
 Foster public private experiences, and potential national and n,  Booklet on modalities and  VPASS.
partnership  Improve quality and international collaborative  Web guidelines of collaborative
 Grant donors’ output of research, research programs, presence, research,
meeting/workshops  Improve university  Develop uniform collaborative  Budget,  Consultative workshops
 Signing MoUs image, research working modality,  Space, with various national and
Proactive research
5,000,000
 Consultative meetings  Create opportunities  Encourage faculty to participate  Guidelines on international funding
11 partnerships and with grant owning staff for graduate and in collaborative research, collaborative organizations.
collaborative projects Subscribe a platform for undergraduate  Conduct consultative workshop research and  Secure more external
funding opportunities research and service with various funding partnership. funding
worldwide attachment, organizations and stakeholders,  Policy and  Practical exposure to
 Opportunities for  Generate financial  Enhance public-private procedures for industry and community
internship or and capital partnership. student –
externship/apparentship resources.  Strengthen and implement industry
attachment appropriate procedures for internship
university student-industry
internship.

Importance
Budget
No (opportunity)
 Standardization and  Maintain high  Benchmarking on identified  Appropriate  Internationally recognized  AVP,
program accreditation. standard and fields human programs and curricula,  Pertinent
 Posting programs on quality of the  Standardizing programs to resources,  Vibrant faculty and directors and
Program university website programs, international levels,  Budget. student exchange. deans.
5000,000
 Attraction of  Staff and student  Implementation of  External
12 internationalization international students exchange, standardized programs, relation,
project and staff.  Revenue  Developing guideline for partnership and
 Establish an office for generation. international students and communication
international students staff office
and faculties
 Mainstreaming cross-  Social justice and  Increase gender  Budget,  Increased proportion of  President
cutting issues: sense of mainstreaming in all  Appropriate females at higher Office: Gender
 Gender belongingness to university activities, human academic and Office,
 Special needs and diversified  Improvement of support to resources, administrative posts,
abilities University people with special needs and programs,  Significant increase in the
 Support for groups from community capacities,  Policies and proportion of female
emerging regions  Democratic  Promoting multi-cultural guidelines. academic staff at colleges
 Secularism culture, environment & institutes
 Multiculturalism  Conducive socio-  Developing and implementing  Significant decrease in
 Other contemporary cultural proper policies and guidelines female student attrition,
cross-cutting issues environment. with regard to affirmative  Significant increase in the
action for gender and diversity provision of academic,
500,000,000
issues. economic, and social
Diversity and equity support for needy female
13
enhancement project students,
 Significant improvement
in the environment for
people with special needs
and capacities,
 Significant increase in the
admission of students from
emerging regions,
 Provision for celebration
of multi-cultural events,
 Significant decrease in
diversity related
complaints,

 Establishment of  Incentives to the  Make feasibility study,  Budget,  Furnished and well-staffed  AVP
daycare centers in each University  Acquire legal license,  Appropriate school,  VPASS
college community,  Build and furnish the school, human  Revenue generated for the  CEBS
220,000,000
 Establishment of KG–  Generating  Recruit staff for the school, resources, University,  VPID
Establishment of University
14 to- preparatory level income,  Establish policies and legal  Support from  Model for other schools.  MoE
community school school.  Model for other framework Ministry of
schools.  Enroll and launch the school. Education,
 Center for  Management
practicum support.
 Strengthen community  Respond to  Establish and strengthen  Budget,  Community service  VPASS,
service delivery centers, community needs, community service centers,  Appropriate centers,  VPID,
 Establish new college  University and  Engage communities, sectors, human  Services,  VPRTT.
and institute specific community civil society and community resources,  Research outputs,
30,000,000
Establishment and service centers, linkage, groups in the operation of  MoUs, by-  Training.
15 strengthening of  Establish and support  Income generation, community service centers, laws, and
community services model schools.  Create models for  Establish modalities and operating
service, operation and revenue procedures.
 Medium for generation,
research.  Regularly monitor and
evaluate operations.
 Develop comprehensive  Enhance efficiency  Automation of key academic  Budget,  A working Software  President’s
student information and effectiveness and administrative functions,  Appropriate  Trained users and Office,
management system, in all academic and  Implementing automated human technical staff  ICT Office,
 Develop HR, finance, administrative operations. resources,  Operation and user  VPASS.
100,000,000
Automation of academic procurement, inventory management  Management manuals
16 and administrative and management services, Support.  Complete system
processes systems  Reduce process documentation
cycle time,  Work efficiency and
 Proper students’ effectiveness
record handling.

Importance
Budget
No (opportunity)
 Promoting positive  Improved  Popularizing and  Strong public  Build public image  President Office,
image, reputability and disseminating activities relation office  Top rank  VPs,
 Integration in regional ranking, of colleges and  Strong external  Public Relations
and global research  Web presence, institutes, relation, Office.
and learning-teaching  Enhanced  Strengthen public partnership and  External Relation,
50,000,000
Enhancement system, collaboration, relations activities communication Partnership and
17 of university  Establishing and  Attraction of through national and  Budget, Communication
image strengthening student diverse student international media,  Appropriate Office
and faculty exchange body,  Regularly updating human resources,
systems,  Attraction of university and college  ICT resources.
faculty and webpage.
decreasing
brain-drain.
 Establish university  Enhance  Develop ToR for the  Appropriate  Common platform for members,  President
alumni office, knowledge establishment of the human resources,  Database on graduates,  Registrar,
 Recruit members, transfer, associations,  Budget,  Modalities for participation of alumni in  External Relations
 Establish links and  Create  Secure license from  License. university activities. Office.
networking with capability to Ethiopian Societies and
similar alumni generate funds, Charities Agency,
associations locally  Create  Disseminate detail
and globally. opportunity to information for potential
forge alliances members,
and partnership,  Collaborate with
 Perform tracer professional
1,000,000
Establishment study on the associations, call for
18 of alumni status of AAU Alumni Associations
associations graduates. establishment meeting,
 Secure offices,
equipment and other
resources,
 Develop policies,
guidelines, and by-laws,
 Maintain database for
graduates in different
fields,
 Engage members in
pertinent university
activities.

Importance
Budget
No (opportunity)
 Having sustainable Source of revenue  Establish endowment  Start-up budget,  Sustainable resource pool,  The President
resource pool to for: fund.  Policy and  Enhanced research capacity, viable  Board of trustees
support basic  Supporting guidelines, research ideas, and cutting-edge research
university nationally  Management. outputs,
undertakings significant and  Incentivized staff,
problem-solving  Income generating resource bases.
initiatives,
Establishm  Injecting new
research ideas and
ent of financing
University implementation of
cutting-edge
Expand revenue generation
endowment researches,
fund  Contributing to
the establishment
of income
generating bases,
1,000,000
 Facilitating
19
publication of
research outputs,
 Supporting
University wide
incentive
mechanisms.
Strengtheni  Establishment of  Generates  Strengthen human  Budget,  Expansion and diversification of firms,  VPID,
enterprise offices at income, resources and facilities  Appropriate  Increased revenue generated.  VPASS,
ng and each college,  Builds capacity,  Establish new offices human resources  Colleges and
expansion  Establish and  Expands and service delivery and facilities Institutes.
of strengthen college knowledge and centers at colleges  External relation,
level enterprise experience, partnership and
university service delivery  Provides communication
enterprise centers incentives, office
 Builds image,
 Addresses
societal needs.

8. Automation
Automation is the process of creating a software system that supports the implementation of
institutional activities using BSC. Balanced Scorecard is designed and implemented across the
higher education institutes of Ethiopia, and the Ministry of Education oversees its
implementation. To facilitate the development as well as to ensure that all universities are
applying similar standard, the Ministry of Education has organized a team of experts drawn
from all the universities to develop the automated system that could be used by all the
universities in the country. The development of the software is completed and training of
trainers has been given by the Ministry. These trainers have trained users of the automated
system at all levels within their respective universities
Automation of the implementation of the strategic plan of the University is indispensable for
handling the huge amount of data and information that will flow between individuals/teams and
supervisors within each tier of the University cascading structure.

9. Cascading
While university level balanced scorecard is designed to describe, measure, and help manage
the strategy, cascading enables all of these things throughout the University. In essence,
cascading lies in the alignment of the organization to the strategy regardless of the
organizational structure. It involves developing and aligning each scorecard to high level
scorecard through strategic objectives, measures, targets, and initiatives to track contributions
to overall University goals. In this sense, cascading represents commitment among teams and
individuals to focus resources and activities in pursuit of broad organization-wide priorities.
It is in view of this commitment that Addis Ababa University has now cascaded its Balanced
Scorecard to lower levels or academic and administrative units. Accordingly, the Balanced
Scorecard is rolled down to all colleges/institutes/departments of the University. In order to be
competitive in the higher education system, the University is implementing the Balanced
Scorecard. Through its Balanced Scorecard, it aims to monitor its performance in learning-
teaching, research, and community services. It also aims to improve customer services,
streamline key processes, keeps employees motivated and prepared as well as enhances its
overall information system. This way the University hopes to raise its commitment of
delivering educational services of high quality to its students.
The main objective here is to link the strategic directions to the operational plans. To this end,
the Balanced Scorecard taskforce has divided the University into four tiers and cascaded the
strategic objectives and initiatives accordingly.
Table 18: Tiers of the University Cascading
Tiers Offices
Tier 1 President’s Office, Vice Presidents (AVP, VPASS, VPRTT, VPID),
Tier 2 Colleges and Institutes, Directors and Officers of Central Administration
Tier 3 Departments, Centers, and Schools
Tier 4 Teams and Individuals

Table 19: Tier 1 Strategic Objectives
Cascaded Corporate Strategic Objectives
President Office
1. Increase customer and 1. Increase customer and 1. Increase customer and 1. Increase customer and 1. Increase customer
stakeholder participation, stakeholder stakeholder participation, stakeholder satisfaction by and stakeholder
engagement and ownership satisfaction by engagement and ownership providing research, and satisfaction by
2. Improve efficient and providing quality 2. Improve efficient and technology transfer providing quality
equitable use of resources education equitable use of resources 2. Increase customer and community service
3. Promote image and 2. Increase customer and 3. Increase resource base stakeholder participation, 2. Increase customer
reputation of the stakeholder 4. Improve efficiency and engagement and ownership and stakeholder
Tier 1
University nationally and participation, quality of services 3. Improve efficient and equitable participation,
internationally engagement and 5. Improve organizational use of resources engagement and
4. Improve organizational ownership 4. Increase resource base ownership
structure, system , and 3. Improve efficient and 5. Enhance collaboration, 3. Improve efficient
leadership quality equitable use of leadership quality networking, and engagement of and equitable use of
5. Enhance diversity resources 6. Improve staff capacity, national and international partners resources
management, gender 4. Increase resource base development, and retention 6. Facilitate knowledge 4. Increase resource
mainstreaming, and other 5. Improve efficiency 7. Improve working, living and management, research output base
contemporary cross- and quality of services learning environment dissemination, patenting, 5. Improve efficiency
cutting issues 6. Improve program 8. Improve infrastructure, incubation and technology and quality of
6. Improve staff capacity, relevance and linkage transfer services
facilities, communication
development, and retention among research and 7. Improve program relevance and 6. Improve
7. Improve working, living graduate programs capital linkage among research and infrastructure,
and learning environment 7. Improve staff capacity, graduate programs facilities,
development, and 8. Improve staff capacity, communication
retention development, and retention capital

Table 20: Tier 1 initiatives
Cascaded Corporate Strategic Initiatives
President
President’s AVP VPRTT VPID

VPASS
Office
 Expansion and upgrading  Program development and  Expansion and  Strengthening research  Buildings for
of ICT facilities and review:- curriculum review strengthening of undertakings and classrooms, offices,
Library Digitization and completing the student services:- management: thematic conference halls,
 Staff development and modularization process, counseling, recreation research, adaptive and syndicates, training
incentive packages:- Development of demand- centers, sport facilities, problem-solving research, halls, libraries,
training and education, driven programs restaurants, health, grant management office, museums, classrooms,
housing mechanism,  Expansion of smart indoor game facilities, research information sport complexes,
Tier 1
medical and liability classrooms for teaching and and catering management system, workshops
insurance, transportation, video conferences  Diversity and equity dissemination and  Improvement of roads,
credit and duty-free  Expansion and upgrading of enhancement project communication of research green area, fences and
opportunities ICT facilities and Library  Staff development outputs campus beatification
 Implementation, Digitization and incentive  Strengthening research  Expansion of buildings
monitoring and  Staff development and packages:- training undertakings and for student residences
evaluation of university incentive packages:- training and education, housing management: thematic  Buildings for staff
change initiatives:- and education, housing mechanism, medical research, adaptive and residences
restructuring, kaizen, mechanism, medical and and liability insurance, problem-solving research,  Buildings for guest
management capacity liability insurance, transportation, credit grant management office, houses
building, management transportation, credit and and duty-free research information  Power generators for all
information system, duty-free opportunities opportunities management system, campuses
education and research  Program Internationalization  Expansion of smart dissemination and  Maintenance and repair
change army project classrooms for communication of research of facilities, equipment
 Diversity and equity  Diversity and equity teaching and video outputs and repair and purchase

enhancement project enhancement project conferences  Research capacity building new vehicles
 Automation of academic  Establishment of University program: Core laboratories,  Establishment and
and administrative school (Daycare/KG –to- outreach research sites, strengthening of
processes preparatory level) field stations, common community service
 Enhancement of  Automation of academic and laboratory, research centers centers
University Image administrative and institutes, new research  Revenue generation
 Enhancement of University institutes, research capacity project (Expansion of
Image trainings, workshop University enterprises,
sponsorship, publication Alumni Associations
fee
 Establishment and
strengthening of
community service centers
 Knowledge & technology
incubation and science
parks project
 Proactive research
partnerships and
collaborative project
 Enhancement of University
Image

President’s Office/Directors/Officers Cascaded Objectives
Table 21: Tier 2 President’s office cascaded strategic objectives
Safety External
Tier 2 Change HIV/AIDS ICT Gender Legal Ethics Grievance Strategic
Perspectives Management
Audit
Office Office Office
and
Service Office Handling
Relations and
Planning
Objectives Security communications
1. Increase customer and
Customer/
stakeholder participation, X X X X X X X X X X X
Stakeholder engagement and ownership
Budget/ 2. Improve efficient and
X X X X X X X X X X X
Finance equitable use of resources
3. Promote image and
reputation of the University
— — — — — — — — — X X
nationally and
internationally
Internal 4. Improve organizational
structure, system , and X — — — — — — — — — X
Business
leadership quality
Process 5. Enhance diversity
management, gender
mainstreaming, and other — — — — X — X X — — —
contemporary cross-cutting
issues
6. Improve staff capacity,
X — — — — — — — — — —
Learning and development, and retention
Growth 7. Improve working, living and X — — X — — — — — — —
learning environment

Table 22: Tier 2 President’s office cascaded initiatives
Change Safety External

Tier 2 HIV/AIDS ICT Gender Legal Ethics Grievance Strategic
Manage Audit and Relations &
Initiatives Office Office Office Service Office Handling Planning
ment Security communications
 Expansion and upgrading of
ICT facilities and Library — — — — — — — — — —
X
Digitization
 Staff development and
incentive packages:- training
and education, housing
— — — — — — — — —
mechanism, medical and X X
liability insurance,
transportation, credit and duty-
free opportunities
 Implementation, monitoring and
evaluation of University plans,
change initiatives:-
restructuring, kaizen, X — — — — X
X
management capacity building,
management information
system, education and research
change army
 Diversity and equity — — — X — — — — — —
__
enhancement project
 Automation of academic and
X
administrative processes
 Enhancement of University
X X X X X X X X X X X
Image

Academic Vice President/Directors/Officers Cascaded Objectives
Table 23: Tier 2 AVPs office cascaded strategic objectives
Graduate/ Teaching - Special

Academic Standards &
Tier 2 College/ Undergraduate/ Learning Needs
Perspectives Institutes
Registrar Staff
Continuing & Distance
Quality
Support Support
Library
Objectives Affairs Enhancement
Education Programs Center Center
stakeholder satisfaction by X X X X X X X X
Customer/ providing quality education
Stakeholder 2. Increase customer and
stakeholder participation, X X X X X X X X
3. Improve efficient and equitable
Budget/ X X X X X X X X
use of resources
Finance
4. Increase resource base X X — X — — — —
5. Improve efficiency and quality of
X X — — X — X —
Internal services
Business 6. Improve program relevance and
Process linkage among research and X — — X X X X X
graduate programs
Learning 7. Improve staff capacity, X — X — — — — —
and Growth development, and retention

Table 24: Tier 2 AVPs office cascaded initiatives
Academic Graduate/ Undergraduate/ Standards & Teaching - Special Needs

Tier 2 College/
Registrar Staff Continuing & Distance Quality Learning Support Library
Initiatives Institutes
Affairs Education Programs Enhancement Support Center Center
 Program development and review:-
curriculum review and completing the
X — — — X — — —
modularization process, Development
of demand-driven programs
 Expansion of smart classrooms for
X — — — — — — X
teaching and video conferences
 Expansion and upgrading of ICT
X — X — — — — —
facilities and Library Digitization
 Staff development and incentive
packages:- training and education,
housing mechanism, medical and X — — — X — — —
liability insurance, transportation,
credit and duty free opportunities
 Program Internationalization project X — — — — — X —
 Diversity and equity enhancement
X — — — — — — —
project
X X X X X X X X
administrative functions
 Enhancement of University Image X — — — X — — —

Vice President for Administration and Student Services/Directors/Officers Cascaded Objectives
Table 25: Tier 2 VPASS’s office cascaded strategic objectives
Tier 2 Colleges/ Human Budget and Procurement and Dean of Student Facility
Perspective Institutes Resource Finance Property Management Students Services Management
Objectives
Customer/
stakeholder participation, — X X X X X X
Stakeholder engagement and ownership
Budget/ 2. Improve efficient and
X X X X X X X
Finance equitable use of resources
3. Increase resource base X — X — — — X
4. Improve efficiency and quality
X — — — — X X
of services
5. Improve organizational
Internal
structure, system , and — X X X X X X
Business
leadership quality
Process
6. Improve empowerment of
administrative units and foster — X X X X X X
accountability at all levels
7. Improve staff capacity,
— — — X X X X
development, and retention
8. Improve working, living and
Learning and learning environment
— X X X X X X
Growth
9. Improve infrastructure,
facilities, communication — X X X — X —
capital

Vice President for Administration and Student Services/Directors/Officers Cascaded Initiatives
Table 26: Tier 2 VPASS’s office cascaded initiatives
Tier 2 Colleges/ Human Budget and Procurement and Dean of Student Facility
Initiatives Institutes Resource Finance Property Management Student s Services Management
 Expansion and strengthening of student

services:- counseling, recreation centers,
X — — — — X —
sport facilities, restaurants, health, indoor
game facilities, and catering
 Diversity and equity enhancement project X X — — X X
 Staff development and incentive
packages:- training and education,
housing mechanism, medical and liability X X X X X X X
insurance, transportation, credit and duty
free opportunities
X — — — X — X
X — X X — — X
X X X X X — X
administrative processes

Vice President for Research and Technology Transfer/Directors/Officers Cascaded Objectives
Table 27: Tier 2 VPRTT’s Office Cascaded Strategic Objectives
Tier 2 Colleges/ University- Industry AAU Press,

Research Community
Perspectives Research Linkage and Publication and
Objectives Office Service
Institutes Technology Transfer Disseminations
1. Increase customer and stakeholder
satisfaction by providing quality X X X X X
Customer/ research, and technology transfer
Stakeholder 2. Increase customer and stakeholder
participation, engagement and X X X X X
ownership
Budget/ 3. Improve efficient and equitable use X X X X X
Finance of resources
4. Increase resource base X X X — X
5. Enhance collaboration, networking,
and engagement of national and X X X X X
6. Facilitate knowledge management,
Internal Business research output dissemination, X X — — —
Process patenting, incubation and
technology transfer
7. Improve program relevance and
linkage among research and X — X X X
graduate programs
Learning and 8. Improve staff capacity, X X X X X
Growth development, and retention

Table 28: Tier 2 VPRTT’s Office Cascaded Initiatives
Tier 2 University- Industry

Colleges/ Research Research Community AAU Press, Publication
Linkage and
Initiatives Institutes Office Service and Disseminations
Technology Transfer
 Strengthening research undertakings and
management: thematic research,
adaptive and problem-solving research,
grant management office, research X X — — X
information management system,
dissemination and communication of
research outputs
 Strengthening research undertakings and
management: thematic research,
adaptive and problem-solving research,
grant management office, research X X — — —
information management system,
dissemination and communication of
research outputs
 Research capacity building program:
Core laboratories, outreach research
sites, field stations, common laboratory,
research centers and institutes, new X X X — —
research institutes, research capacity
trainings, workshop sponsorship,
publication fee
 Knowledge & technology incubation X X — —
and science parks project
 Proactive research partnerships and X X X X X
collaborative project
 Enhancement of University Image X X X X —

Vice President for Institutional Development/Directors/Officers Cascaded Objectives
Table 29: Tier 2 VPID’s Office Cascaded Strategic Objectives
Tier 2 Resource Generation,

Perspectives Colleges/ Buildings and Project Initiatives and
Mobilization and
Objectives Institutes Infrastructure Management
Management
1. Increase customer and stakeholder
satisfaction by providing quality community X X X X
Customer/ service
Stakeholder 2. Increase customer and stakeholder X X X X
participation, engagement and ownership
3. Improve efficient and equitable use of X X X —

Budget/ resources
Finance X X — X
4. Increase resource base
Internal Business X — X X
Process
Learning and 6. Improve infrastructure, facilities, X X X
—
Growth communication capital

Vice President for Institutional Development/Directors/Officers Cascaded Initiatives
Table 30: Tier 2 VPID’s Office Cascaded Initiatives
Tier 2 Resource Generation,

Colleges/ Buildings and Project Initiatives and
Mobilization and
Initiatives Institutes Infrastructure Management
Management
 Buildings for classrooms, offices, conference
halls, syndicates, training halls, libraries, X X X X
museums, classrooms, sport complexes,
workshops
 Improvement of roads, green area, fences and X X X X
campus beatification
 Expansion of buildings for student residences X X X X
 Buildings for staff residences X X — X
 Buildings for guest houses X X X X
 Power generators for all campuses X X X X
 Maintenance and repair of facilities, equipment X X X X

and repair and purchase of new vehicles
 Establishment and strengthening of community X X X X
service centers
 Revenue generation project (Expansion of X X — X
University enterprises, Alumni Associations

Cascading Tier 2 Colleges and Institutes objectives to Tiers 3 Offices

Table 31: Tier 3 Colleges and Institutes Cascaded Strategic Objectives
Departments Associate Deans for Associate Deans for

Tier 3 Managing Associate
Perspectives / Centers Undergraduate and Research and
Objectives Directors Registrars
/Schools Graduate programs Technology Transfer
1. Increase customer and stakeholder satisfaction by providing X X — — —

quality education
Customer/ 2. Increase customer and stakeholder satisfaction by providing X — X — —

quality research and technology transfer
Stakeholder 3. Increase customer and stakeholder satisfaction by providing X X X — —
quality community service
4. Increase customer and stakeholder participation, X X X X X
Budget/ 5. Improve efficient and equitable use of resources X X X X X
Finance 6. Increase resource base X X X — —
Internal 7. Improve efficiency and quality of services X X X X X
Business
8. Improve program relevance and linkage among research X X — X —
Process and graduate programs
Learning and
9. Improve staff capacity, development, and retention X — — X —
Growth

Cascading Tier 3 objectives to Tier 4: Individuals/Teams
Table 32: Tier 4 Individuals/Teams Cascaded Strategic Objectives
Tier 4
Academi Support
Perspectives Teams
Objectives c Staff Staff
1. Increase customer and stakeholder satisfaction by providing quality education
1.1. Ensure provision of modular education X X —
1.2. Ensure implementation of continuous assessment at all levels — X —
1.3. Ensure availability of learning-teaching materials and appropriate classrooms X
2. Increase customer and stakeholder satisfaction by providing quality research and

technology transfer
2.1. Ensure participation of academic staff in thematic research X X
Customer/ X X X
Stakeholder 2.2. Ensure linkage with industries and businesses for mutual benefit
2.3. participate in local/international workshops/conferences/symposia X X
2.4. Contribute to incubation and technology transfer X X
3. Increase customer and stakeholder satisfaction by providing quality community

service
3.1. Increase student participation in community service X X X
3.2. Facilitate student and staff participation in community service X X X
4. Increase customer and stakeholder participation, engagement and ownership

Tier 4
Academi Support
Perspectives Teams
4.1. Increase student participation in learning-teaching by encouraging them to X X X

comment, suggest and evaluate
4.2. Involve stakeholders in revision of curriculums and their implementation X X —
4.3. Contribute to good governance by acting responsibly, respecting rule of law, X X X

and observing transparency
5. Improve Efficient and Equitable use of Resources
5.1. Use available resources efficiently X X X
5.2. Fairly share resources with colleagues and staff X — —

Budget/
Finance 6. Increase resource base X X —
6.1. Contribute to resource generation efforts X X —
6.2. Secure funds through projects, consultancy services, and collaborations X X —
7. Improve efficiency and quality of services X X X
7.1. Provide efficient service to all customers without delay X — X
7.2. Observe punctuality X — X
Internal 7.3. provide appropriate service according to guideline X — X

Business
Process 8. Improve program relevance and linkage among research and graduate programs
8.1. Create a link between staff at research institutions with graduate program X X —
research
8.2. Facility for participation of research staff in graduate program student X X —
supervision

Tier 4
Academi Support
Perspectives Teams
8.3. encourage graduate students to work on research problems in collaboration X X —

with research institutes
9. Improve staff capacity, development, and retention — X —
Learning and 9.1. Aspire for self-improvement — X X
Growth
9.2. Participate in teamwork and department staff meetings X X X

Addis Ababa University Strategic Plan November 2013
10. Monitoring and Evaluation

Monitoring and evaluation is a highly interrelated management function without which the
success of an organization cannot be measured. Monitoring is an ongoing process of
meticulous follow up of activities by which an organization obtains regular feedback on the
execution of planned activities towards meeting the objectives and performance targets.
Evaluation is a rigorous assessment of either completed or ongoing activities to determine the

extent to which they are achieving stated objectives and contributing to decision-making. A
comprehensive evaluation is an assessment that includes process evaluation, cost-benefit
evaluation and impact evaluation.
In effect, evaluation compares what has been accomplished with what should have been
accomplished and then makes a judgment about how well it was done.
It is in this context that Addis Ababa University would undertake monitoring and evaluation.
Based on the monthly, quarterly performance reports, performance of individuals /team leaders,
department heads, deans, directors, the University will be evaluated biannually. Monitoring and
evaluation will be conducted by the monitoring and evaluation section under the office of
strategic planning and submitted to the university management for action.
10.1. Data Collection and Information Flow

Monitoring and evaluation is performed for the sole purpose of achieving the envisaged
strategic objectives of the University at all levels. To this end, the Balanced Scorecard system
is equipped with an automated system to collect data on daily, weekly, monthly, quarterly,
biannually, and annual basis. Moreover, the automated system will help to regularly monitor
and evaluate the performance of individuals, teams, units, offices, directorates as well as top
management of the university according to their tier structure against the stated objectives.
Each academic and administrative staff as well as teams established for specific purposes at
Tier 4 of the cascading structure will prepare plan of action for their activities on an agreed
upon time interval (ex. monthly, quarterly, or by semester) and fill out the necessary forms in
the automated system. These activities draw upon the day to day activities and the strategic
initiatives set out to achieve the strategic objectives in particular and the mission and vision of
the University in general. These action plans will be discussed and agreed upon by each
individual and team with their respective supervisors. Once the action plan is approved, the

supervisors monitor the activities performed by each individual and team for subsequent
evaluation.
At the end of the time defined for each activity according to the action plan, the
individuals/teams will fill out their deliverables/activity report on the appropriate form in the
automated system. Then, the individuals at tier four and their supervisors at Tier 3 sit for a
meeting and discuss performance issues. Here, the supervisors produce their monitoring and
follow up results (ex. Customer survey results, minutes, attendances, disciplinary reports, etc)1
for each task along with other supporting documents such as semester based: staff, colleague,
student evaluation, and civil service evaluation report for administrative staff to the discussion
table. After thorough discussion, a performance value will be decided and filled out for each
action in the appropriate form of the automated system. These performances for all
individuals/teams along with the activities performed will be compiled automatically and
verified by the relevant committee at that particular level and made visible to the immediate
higher level tiers.
After reviewing, integrating the document and getting approval by the relevant committee the
Dean/Director submits the same to the respective President/Vice Presidents office.
Similarly, the compiled performance of Tier 3 supervisors will be evaluated against their action
plans by Tier 2 Deans, Directors, etc. and verified by the relevant committee at that particular
level and submit the same to the respective President/Vice Presidents office.
After reviewing and integrating the different reports from Colleges and Institutes the President
office shall submit the report to the University Management Committee.
After evaluating whether the objectives and targets formulated on the scorecard are achieved,
the University Management Council shall submit the report to the University Board.
This way data and information will be collected, compiled, and communicated flawlessly from
individuals/teams to higher layer tiers within the administrative and academic structure of the
university.
1
Customer Survey should be done for customer/stakeholder related activities. Attendances and other monitoring
data shall be collected by supervisors
Seek Wisdom, Elevate Your Intellect and Serve Humanity111

10.2. Monthly, Quarterly and Yearly Performance Report Preparation

Once the activities of each individual/team is filled out and agreed upon by the staff and their
respective supervisors, monitoring of their performance will follow. To this end, each
supervisor will fill out or collect the performance forms and survey results that are compiled by
other staff regarding the specific tasks and specific individuals/teams performance. These
activities will be conducted monthly, quarterly, biannually, and annually depending on the type
of activity being evaluated and the agreed upon time schedule, as shown in Table 33. Likewise
the higher level tiers will be evaluated by their supervisors based on the activities and the
achievements registered. Although the data collection and compilation appears to be a daunting
task, it will boil down to be a simple exercise when the automation becomes fully functional.
Table 33: Performance Evaluation Schedule at Various Tiers
Individual/ Reports to Reporting time schedule

Team/ Monthly Quarterly Biannually Annually
Office
12 days after Two weeks after 20 days after the One month
University
Tier 1 the end of the the end of the end Tahsas and after the end of
Board
month quarter Sene Sene
10 days after 13 days after the 16 days after the Three weeks
Tier 2 Tier 1 the end of the end of the quarter end Tahsas and after the end of
month Sene Sene
One week after 10 days after the 13 days after the 20 days after
Tier 3 Tier 2 the end of the end of the quarter end Tahsas and the end of Sene
month Sene
4 days after the 1 week after the 10 days after the Two weeks
Tier 4 Tier 3 end of the end of the quarter end Tahsas and after the end of
month Sene Sene
10.3. Feedback and Corrective Mechanisms

The purpose of feedback is to analyze the strengths and weaknesses in the implementation of
activities and to project the best way forward. In the process, the individual performer and the
evaluator should discuss and reach consensus on the stated feedbacks and endorse their
agreement by signing at the foot of the form. A separate feedback form will be filled in and
documented systematically at the end of each evaluation period. Similarly, based on the
monthly/quarterly performance reports from teams, sections, departments and the like,
subsequent offices receiving the report must also provide written feedbacks to the lower units.
On the basis of the agreed up on feedback, the implementer/performer should incorporate

activities that have not been correctly implemented in the next action period. If such activities

are thought to be unachievable for justifiable reasons, then performer together with the
immediate supervisor should review the previously set objectives, initiatives and activities
and/or their performance indicators and measurements.
10.4. Grievance Handling on Performance Evaluation

When employee has complaint on his/her performance evaluation result, she/he will have to
present his/her complaint in written form to the next level official within five days of an official
announcement of evaluation result. The next level official who receives employee complaint
will verify the complaint by discussing it with the immediate supervisor and pass decision on
the issue by comparing the individual performance with his/her scorecard. The decision of the
next official will be communicated to the individual/team as well as the supervisor who had
filled out the evaluation. However, the individual/team can further take the complaint to the
grievance handling office of the University if she/he is not satisfied with the decision of the
higher level offices.
10.5. Recognition and Reward Mechanism

A transparent system for measuring the value of results produced is an essential prerequisite for
a reward system that motivates workers at the level where the value is created. Therefore, at the
beginning of each fiscal year, each staff member, together with his or her
dean/director/department head, should develop agreed-upon individual goals, performance
measures and targets that align with the University’s strategic goals – using standard form or
template.
Based on these agreed-upon measures and targets, the University will introduce a rewarding
mechanism in two ways: through positive recognition systems in which the successful behavior
is recognized and through team-based reward systems in which results are rewarded. The focus
of the rewarding performance system should be on building a recognition and reward system
that links rewards with performance.
Furthermore, employees could be rewarded for individual performance through job

promotions, salary upgrades, or bonuses, while those who are not performing well will be
denied any of these privileges and even could be penalized if their action is negatively
influencing the implementation of the University Strategic Plan. However, using the Balanced

Scorecard simply for penalizing individuals is not advisable but rather as a tool for the
University’s performance improvement.
11. Resource Mobilization Plan

The financial and other resources required for full implementation of the plan will come mainly
from the government and about 20% of the budget will be generated by the University. The
government budget is expected to increase at least by 10% every year whereby the 1.8billion
annual budget in 2008 EC will reach 2.635380 billion by 2012 EC.
The university will strengthen its internal capacity of generating resources from the sources:
business enterprise, distance and continuing education, research outputs, technology transfer
and patenting, laboratories and workshops, AAU alumni, and endowment fund. The resources
generated through such schemes will reach about 35% of the government budget by 2012EC.

12. APPENDICES
12.1. Strategic Plan Preparation Team Members
Core Team Members Role

Prof. ZerihunWoldu Chairman of the committee
Coordinator and Director of office of
Ato Abraham Seyoum
Strategic Planning
Prof. Damene Hailemariam Member
Dr. Abebe Damtew Member
Prof. Teketel Yohanes Member
Dr. Hussein Kedir Member
Dr. Dereje Teferi Member
Dr. GetachewTerefe Member
Dr. ZelalemTeferra Member
W/o AlmazTafesse Member
Dr. JemalAbagissa Member
Dr. Melakneh Mengistu Member
Dr. Tariku Gebena Member
Dr. NegaBerhe Member

12.2. Corporate Performance Evaluation Forms
Forms to be filled for Performance Monitoring and Evaluation Process
Team and individual performance evaluations are based on strategic objectives and initiatives
cascaded from higher level (Tier 3). These objectives and initiatives should be translated into
measurable activities upon which performances are evaluated. Such activities could be
accomplished individually or by team. The monitoring process of all cascaded activities is
undertaken by team, department or section leaders as per agreed upon schedule. The evaluation
process, however, involves the performer, team members and team/section/department heads as
per the set evaluation plan.
Individual performer is expected to have data for cascaded individual or team activities. When
evaluation result reports are requested, one must compile and interpret performance results and
make them available. He/she implements the decision made based on the evaluation results.
Moreover, he/she compiles the evaluation data and uses it as a background input for successive
undertakings.
The following forms must be filled to aid the monitoring and evaluation process:
Form I. Team Scorecard

Activities cascaded to the team are received by the team leader and approved by the
immediate section/department head
Form II. Individual Scorecard
Activities cascaded to the individual are approved by the immediate
team/section/department head
Form III. Strategic Initiative Form
Strategic initiative activities cascaded to the team/individual are received by the team
leader/individual and approved by the immediate section/department head
Form IV. Individual Learning and Growth Plan
Learning and growth plan (self-capacity building) to effectively accomplish the set
activities, which is presented by the performer and approved by the section/department
head
Form V. Individual Weekly Work Plan
The individual performer develops a weekly work plan based on the cascaded activities,
which will be approved by the immediate team/section/department head

Form VI. Performance Evaluation by Team/Section/Department Head

Individual performer is evaluated based on activities accomplished to attain the set
objectives, initiatives and learning and growth plan of the individual. The evaluation
form will be filled in by the section/department head
Form VII. Summary Sheet for Individual Evaluation
The evaluation summary sheet for the individual performer comprises evaluation points
in percentage derived from immediate head, colleagues and self-evaluation results. It
focuses on the assessment of objective, initiative and learning and growth based
performances.
Form VIII. Tier 2 Monthly Action Plan, Report and Evaluation Form
Form IX. Tier 3 Monthly Action Plan, Report and Evaluation Form
Form X. Tier 2 Weekly Action Plan, Report and Evaluation Form
Form XI. Tier 3 Daily Action Plan, Report and Evaluation Form
Form XII. Tier 3 Biannual Action Plan, Report and Evaluation Form

12.2.1.Form I. Team Scorecard
Name of section:_________________________ Year: __________________

Name of team:___________________________ Month:__________________
Name of performer:_______________________
Period:___________________
cascaded major activities target

corporate strategic to achieve the Relative wt activities
strategic objectives to strategic of activities cascaded to Units of 1st 2nd 3rd 4th
Perspective objectives the section objectives (%) the individual measure quarter quarter quarter quarter Remarks
Prepared by Approved by
Name: ___________________________ Name: _____________________
Signature:________________________ Signature: ___________________
Date: ____________________________ Date: _______________________

12.2.2.Form II. Individual Scorecard

Name of the section: __________________________ Year: _________________________________
Name of the team: ____________________________ Month: ______________________________
Name of the performer: ________________________
Cascaded Relative activities target

Corporate strategic wt of cascaded
strategic objectives to major activities to achieve Activities to the Units of 1st 2nd 3rd 4th
Perspective objectives the section the strategic objectives (%) individual measure quarter quarter quarter quarter Remarks
Name of the performer_______________________ approved by: _____________________________

Signature _____________________________ Signature: _____________________________
Date:_________________________ Date: ____________________________

12.2.3. Form III. Strategic Initiative Form

Name of section: ___________________
Name of team: _______________________
Name of performer:_______________________
Period: ___________________
cascades strategic major activities to implement relative wt of activities cascaded to level of performance
No initiatives strategic initiatives the activity individual performance 1st 2nd 3rd 4th Remarks
quarter quarter quarter quarter
Name: ______________________ Name: _____________________
Signature: ___________________ Signature: ___________________
Date: _______________________ Date: _______________________

12.2.4. Form IV. Individual Learning and Growth Plan
Name of section: ___________________
Name of team: _______________________
Name of performer: _______________________
Period: ___________________
Current capacity &skill/attitudinal personal capacity building major activities to implement my supports needed for the attainment of
No gaps targets targets schedule the targets Remarks
Name: _____________________ Name: _____________________
Signature: ___________________ Signature: ___________________
Date: ______________________ Date: _______________________

12.2.5. Form V. Individual Weekly Work Plan
cascaded
activities
to the
No Section/team strategic objectives Major activities individual detailed activities schedule Remarks
Name:___________________________ Name:_____________________
Signature:________________________ Signature:___________________
Date:____________________________ Date:_______________________

12.2.6. Form VI. Performance Evaluation by Team/Section/Department Head
Performance evaluation of individual performer by immediate section/team leader
Name of the performer: _____________________________
Section: _________________________________________
Activities cascaded to the individual Weight of

(strategic initiatives &learning and Unit of Performance the Total
No growth) measure Target Accomplishment level Result activities points
activities to attain objectives
Activity 1
Activity 2
Activity 3
Activity 4
Activity 5
Total
activities to attain initiatives
Activity 1
Activity 2
Activity 3
Activity 4
Activity 5
Total
individual learning and growth
Activity 1
Activity 2
Activity 3
Activity 4
Activity 5
Grand total

12.2.7.Form VII. Summary Sheet for Individual Evaluation

Name of Performer:________________________________
Evaluation criteria and results

Activity accomplishment evaluation by
Remarks
immediate head (60%) Attitude evaluation (40%)
Objective Initiative Learning By
based based and growth immediat Colleague Self-
Name of performance performance performanc e head Evaluation(30% evaluation Total Level of
evaluators Position (60%) (30%) e (10%) (15%) ) (10%) points performance*
Level of performance expressed as: excellent, V. Good, Good, Average, below average

12.2.8. Form VIII Tier 2 Monthly Action Plan, Report and Evaluation
Form
Directorate/Business Process ___________________Budget Year _______

Perspective________________
Strategic Performance Target Monthly Action Plan Implementer

objective measure July Aug Sept Oct Nov Dec
Objective Target 1:1
1: Description
of activities:
Target 1:2
Description
of activities:
2: Description
of activities:
Target 2:2
Description
of activities:
Prepared by
Name: _____________________
Signature: ___________________
Date: ________
Approved by
Name: _____________________
Signature: ___________________
Date: __________

12.2.9. Form IX Tier 3 Monthly Action Plan, Report and Evaluation Forms
Department head/Officer/Team Leader _______________________Budget Year _______ Perspective ________________
Strategic Performance Target Monthly Action Plan Implementer

objective measure July Aug Sept Oct Nov Dec
st nd st nd st nd st nd st nd
1 2 1 2 1 2 1 2 1 2 1st 2nd
half half half half half half half half half half half half
Objective 1: Target 1:1
Description of
activities:
Target 1:2
Description of
activities:
Description of
activities:
Target 2:2
Description of
activities
Report Name Signature Date

Prepared by __________________________________ ___________________ __________
Approved by __________________________________ ___________________ __________

12.2.10. Form X Tier 2 Weekly Action Plan, Report and Evaluation Form
Directorate/Business Process ___________________Budget Year _______ Perspective ________________
Strategic Performance Target Monthly Action Plan

objective measure July August September October November December
W1 W2 W3 W4 W1 W2 W3 W4 W1 W2 W3 W4 W1 W2 W3 W4 W1 W2 W3 W4 W1 W2 W3 W4

1:
Description of
activities:
Target 1:2
Description of
activities:
2: Description of
activities:
Target 2:2
Description of
activities:

Prepared by __________________________________ ___________________ __________
Approved by __________________________________ ___________________ __________

12.2.11. Form XI Tier 3 Daily Action Plan, Report and Evaluation Form
Name of the Employee ________________________ Name of Business Process______________
Department/Team/sub-Process ___________________ Budget Year_______ Month ______Week _____
Perspective_________________________________________
Strategic Performance measure Target and Description of Mon Tue Wed Thur Fri
objective activities
Description of activities:
Target 1:2
Target 2:2

Prepared by __________________________________ ___________________ __________
Approved by __________________________________ ___________________ __________

12.2.12. Form XII Tier 3 Biannual Action Plan, Report and Evaluation Form
Name of the Employee ________________________Name of Business Process______________

Department/Team/sub-Process ___________________Budget Year_______ Month ______________Week___________
Date of Evaluation (6 months’ time or half of the budget year) from _____________________to______________
Perspective Employees’/individuals’ Weight Performance Weight Target Accomplishment/ Performance Total result/ Remark
objectives measures achieved Level points
achieved
Target 1:2
Target 2:2
Key: Outstanding=4, Excellent=3, Satisfactory=2, Unsatisfactory=1

Employee’s comments __________________________________________________________________________________________
___________________________________________________________________________________________________________________________________________
___________________________________________________________________________________________________________________________________________
____________________________________________________________________________________________________
Name______________________________________; Signature_____________; Date_________________

Immediate Supervisor’s Comments ____________________________________________________________________________________________
___________________________________________________________________________________________________________________________________________
___________________________________________________________________________________________________________________________________________
_________________________________________________________________________________________________________________________________
Name____________________________________; Signature________________; Date___________________

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ADDIS ABABA UNIVERSITY

Table of Contents Page

Seek Wisdom, Elevate Your Intellect and Serve Humanity Page i

10.3. Feedback and Corrective Mechanisms ................................................................ 112

Seek Wisdom, Elevate Your Intellect and Serve Humanity Page ii

AAU: Addis Ababa University

BSC: Balanced Scorecard

SWOT: Strength, Weakness, Opportunity, Threat

ICT: Information and Communication Technology

AVP: Academic Vice President

VPASS: Vice President for Administration and Student Services

VPID: Vice President for Institutional Development

VPRTT: Vice President for Research and Technology Transfer

Seek Wisdom, Elevate Your Intellect and Serve Humanity Page iv

Seek Wisdom, Elevate Your Intellect and Serve Humanity Page 1

1.1. The University

Seek Wisdom, Elevate Your Intellect and Serve Humanity Page 2

1.2. The Need for the Strategic Plan

1.3. Organization of the Document

Seek Wisdom, Elevate Your Intellect and Serve Humanity Page 3

1.4. Overview of National Policies, Strategies and Programs

1.4.1. Education and Training Policy

Seek Wisdom, Elevate Your Intellect and Serve Humanity Page 4

1.4.2. Education Sector Development Program (ESDP)

1. Total enrolment in undergraduate higher education (regular program) will increase

Seek Wisdom, Elevate Your Intellect and Serve Humanity Page 5

1.4.3. Other Related Policies and Strategies

1. Science, Technology and Innovation Policy (2012 EC)

Seek Wisdom, Elevate Your Intellect and Serve Humanity Page 6

2. Agriculture and Rural Development Strategy

Addis Ababa University is committed to contribute to the achievement of this policy by

3. Health Policy (MoH, 1993 EC)

4. Industry Development Strategy (MoI, 2002 EC)

The Industry Development Strategy primarily focuses on the promotion of agricultural-led

Seek Wisdom, Elevate Your Intellect and Serve Humanity Page 7

Addis Ababa University is determined to contribute to the achievement of this policy by

5. Growth and Transformation Plan (GTP II)

1.5. Mandates of Addis Ababa University

1. Preparing knowledgeable, skilled, and attitudinally mature graduates in numbers

2. Promoting and enhance research focusing on technology transfer consistent with

Seek Wisdom, Elevate Your Intellect and Serve Humanity Page 8

3. Ensuring that education and research promote freedom of expression based on

5. Ensuring institutional autonomy with accountability;

6. Ensuring the participation of key stakeholders in the governance of institutions;

8. Promoting democratic culture and upholding multicultural community life; and

1.6. Mission, Vision, and Core Values of AAU

The Mission of Addis Ababa University is to produce competent graduates, provide

Seek Wisdom, Elevate Your Intellect and Serve Humanity Page 9

2.1. Analysis of Strengths, Weaknesses, Opportunities, and Threats

No Major Sub- variables Strengths Weaknesses

Seek Wisdom, Elevate Your Intellect and Serve Humanity Page 10

No Major Sub- variables Strengths Weaknesses

 High enrolment in  Inconsistency (continuous

Seek Wisdom, Elevate Your Intellect and Serve Humanity Page 11

No Major Sub- variables Strengths Weaknesses

No Major Variable Sub- variables Strengths Weaknesses

Seek Wisdom, Elevate Your Intellect and Serve Humanity Page 12

No Major Variable Sub- variables Strengths Weaknesses

No Major Variable Sub- variables Strengths Weaknesses

Seek Wisdom, Elevate Your Intellect and Serve Humanity Page 13

No Major Variable Sub- variables Strengths Weaknesses

Seek Wisdom, Elevate Your Intellect and Serve Humanity Page 14

No Major Variable Sub- variables Strengths Weaknesses