HARAMAYA UNIVERSITY

Strategic Plan (2015/16-2019/20)

Based on Balanced Scorecard (BSC) Approach

January, 2016

Haramaya

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 Technical committee members:

Abebe Ambachew (Leader) Admkew Haile (member)

Director for Strategic Management and Director for Research Facilities
Institutional- Transformation Directorate; Management Directorate
Lecturer, Department of Economics, Lecturer, Department of Management,
Haramaya University.
Haramaya University
Email: abebeamb@yahoo.com
Email: yadeniadmkew@gmail.com

Dinknesh Woldie (member) Esubalew Tsehay (member)

Planning and Programming Expert,
Strategic Management and Institutional
Transformation Directorate, Haramaya
University
Email: dinkineshwolde1@gmail.com
Planning and Programming Expert,
Strategic Management and Institutional
Transformation Directorate, Haramaya
University
Email: esube2008@gmail.com

Seifemicheal Abebe (member)

Planning and Programming Team Leader,
Strategic Management and Institutional Transformation Directorate,
Haramaya University
Email: seifemichael.abebe2012@gmail.com

Language Editor: Dereje Tadesse (Associate Professor)

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 Table of Contents

Table of Contents ............................................................................................................................ ii

List of Tables ................................................................................................................................. iv
List of Figures ................................................................................................................................. v
List of Acronyms ........................................................................................................................... vi
Preamble ...................................................................................................................................... viii
1. Background of the organization .................................................................................................. 1
2. National Policies and Strategies and the Role of Haramaya University ..................................... 4
2.1. Education and Training Policy ............................................................................................. 4
2.2. Agriculture and Rural Development Policy ......................................................................... 5
2.3. Industrial Development Strategy.......................................................................................... 6
2.4. Environmental Policy ........................................................................................................... 7
2.5. Science, Technology and Innovation Policy ........................................................................ 7
2.6. The Water Sector Policy ...................................................................................................... 8
2.7. National Energy Policy ........................................................................................................ 8
2.8. Foreign Affairs and National Security Policy and Strategy ................................................ 9
2.9. Health Policy ..................................................................................................................... 10
2.10. Employment policy and strategy ...................................................................................... 11
3. Assessment of Achievements of the Past Strategic Plan .......................................................... 11
3.1. Corporate Level Performance ............................................................................................ 11
3.2. Performances of the academic programmes....................................................................... 13
3.3. Performances of the research programme .......................................................................... 14
3.4. Performance of Community engagement and Entrepreneurship programme .................... 15
3.5. Performance of the Administration Programme ................................................................ 16
4. Mission, Vision and Values of the University .......................................................................... 17
5. Mandate Analysis...................................................................................................................... 18
6. SWOT Analysis ........................................................................................................................ 18
7. Enablers and Pains .................................................................................................................... 23
8. Customer/Stakeholders Value Proposition ............................................................................... 24

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9. Strategic Issues, Themes, Objectives and Maps ....................................................................... 26
9.1. Strategic Issues ................................................................................................................... 26
9.2. Strategic Themes and Results ............................................................................................ 26
9.3. Strategic Objectives and Map ............................................................................................ 27
10. Corporate Level Strategic Objectives, Commentaries and Corporate Map ............................ 44
10.1. Corporate level strategic objectives ................................................................................. 44
10.2. Commentaries on the Corporate Objectives..................................................................... 45
10.3. Corporate Maps ................................................................................................................ 50
11. Measures of corporate level objectives and their descriptions .......................................... 51
12. Corporate Targets............................................................................................................... 61
13. Corporate Initiatives........................................................................................................... 65
14. Cost breakdown of initiatives ............................................................................................ 80
15. Objectives and Initiative Interfaces Matrix........................................................................ 92
16. Cascading ................................................................................................................................ 94
17. Monitoring, Support and Evaluation....................................................................................... 95
17.1. Monitoring........................................................................................................................ 95
17.1.1 Performance Reports ..................................................................................................... 95
17.1.2 Onsite Observation ........................................................................................................ 96
17.2. Evaluation......................................................................................................................... 97
17.2.1. Evaluation of the university and its units ..................................................................... 97
17.2.2. Individual Employee‟s Performance Evaluation ........................................................ 99
17.3. Feedback, Support and Recognition................................................................................. 99
17.4. Grievance Handling........................................................................................................ 100
Bibliography ............................................................................................................................... 101

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List of Tables

Table 1 GTP I Achievements of the university in Selected Indicators ....................................................... 12

Table 2: Customer/Stakeholders value proposition .................................................................................... 24
Table 3: Strategic objectives for the theme of „Ensure good governance‟ ................................................. 27
Table 4:Strategic objectives for excellence in learning-teaching................................................................ 32
Table 5: Strategic objectives for excellence in research and technology exchange .................................... 36
Table 6 Strategic objectives for community engagement .......................................................................... 40
Table 7:Corporate level strategic objectives ............................................................................................... 44
Table 8: Commentaries onmeasures ........................................................................................................... 51
Table 9:Corporate targets ............................................................................................................................ 61
Table 10:Budget for initiatives ................................................................................................................... 80
Table 11:Objectives and initiative interfaces matrix .................................................................................. 92
Table 12: Performance measures threshold ................................................................................................ 97
Table 13: Deadlines for quarterly report submission .................................................................................. 98

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List of Figures

Figure 1: Strategic map for the theme of ensuring good governance ......................................................... 31
Figure 2: Strategic maps for the theme of excellence in learning- teaching ............................................... 35
Figure 3: Strategic maps for the theme of excellence in research and technology exchange ..................... 39
Figure 4: Strategic map for the theme of excellence in community engagement ....................................... 43
Figure 5:Corporate maps............................................................................................................................. 50

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List of Acronyms
AC Academic Commission
ADLI Agricultural Development-Led Industrialization
AU Alemaya University
AUA Alemaya University of Agriculture
B.Sc Bachelor of Science
BA Bachelor of Arts
BPR Business Process Reengineering
BSC Balanced Score Card
CAES College of Agriculture and Environmental Science
CAiLR College of Agro Industry and Land Resource
CBE College of Business and Economics
CCDE College of Continuous and Distance Education
CCI College of Computing and Informatics
CEBS College of Education and Behavioral Sciences
CEP Continuing Education Programme
CHMS College of Health and Medical Science
CNCS College of Natural and Computational Sciences
COC Certificate of Competency
COL College of Law
CSSH College of Social Sciences and Humanities
CVM College of Veterinary Medicine
DC Department Council
DEP Distance Education Programme
DPGP Directorate for Postgraduate Programmes
DVM Doctor of Veterinary Medicine
EMIS Educational Management and Information System
ESDP Educational Sector Development Programme
FDR Federal Democratic Republic
GOs Government Organizations

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GTP Growth and Transformation Plan
hc Holding Capacity
HE Higher Education
HRM Human Resource Management
HU Haramaya University
ICT Information, Communication Technology
IECAMA Imperial Ethiopian College of Agricultural and Mechanical Arts
ILT Institute of Land Tenure
IOT Institute of Technology
IPDS Institutes of Peace and Development Studies
LLB Bachelor of Law
M.A Master of Art
M.Ed Master of Education
MoE Ministry of Education
MoFED Ministry of Finance and Economic Development
MoH Ministry of Health
M.Sc Master of Science
MPh Master of Public Health
NGOs Non-governmental Organizations
PFPA Procurement, Finance, and Property Administration Directorate
SEP Summer Education Programme
SGS School of Graduate Studies
SMIT Strategic Management and Institutional Transformation
TV Television
VPAA Vice President for Academic Affairs
VPASS Vice President for Administration and Students Services
VPCEED Vice President for Community Engagement and Enterprise Development
VPRA Vice President for Research Affairs

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Preamble
Haramaya University is one of the oldest universities in the country. Since its establishment, the
university has contributed immensely to the country‟s development in terms of producing trained
manpower in various fields of specialization. The university has produced multiple research
outputs and development strategies to improve productivity in the agriculture sector of the
country. The university has realised that in order for it to become competitive as an academic
institution and contribute towards the implementation of the second national growth and
transformation plan (GTP II), it should redesign its business activities and enhance the
productivity and effectiveness of its activities. Towards this end, the university has currently
finalized the recalibration of its initial Business Process Reengineering (BPR) which has been
implemented over the last two years. The implementation of the change tools has enhanced
institutional performance, accountability and competitiveness.

Since the last three years the university has adopted a new performance management framework
known as Balanced Scorecard (BSC). This is a strategic planning and management framework
used to align business activities to the vision and strategy of organization. Therefore, this system
is adopted in order to enable the university keep track of the accomplishment of its activities, and
systematically follow up the processes and outcomes of the activities. The framework clearly
communicates the university‟s mission and vision, guides the university on how it can translate
these into operation. It is clear in the document that management through BSC creates harmony
among customer, finance, business processes and learning and growth of the university.

From the financial perspective, it is attested that the balanced scorecard makes the university
become well cognizant of its financial conditions and resource utilization. The balanced
scorecard addresses also that customers are important and, as such, alerts the university what it
should do to improve its relationship with its customers. The learning and growth perspective of
the balanced scorecard emphasises that the university should regularly intensify its internal
performance quality through continual self-checking, improvement and renewal of facilities.
The framework stresses that business processes should promote the comprehensive view of the
university, guides it to have clear structure, effectively integrate its mission and vision and
ultimately enables it to attain its strategic goals.

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In this framework, measurements are set against target values and attempts are made to check
how activities and their outcomes help the university achieve its strategic objectives. Thus, this
document recognizes that the university‟s academic and administrative divisions design proper
plans of their activities along the university‟s strategic objectives and conduct sound balanced
scorecard reporting. This enables the university to carry out a balanced and integrated
implementation of strategies. The main advantage of balanced scorecard is that it promotes
accountability, strategic thinking and coordinated performance and in so doing effects strategic
transformation of institutional performance.

Finally, it is hoped that the experience gained from the implementation of BSC in the last three
years will be used as an important input for better implementation of this strategic framework.
The achievement targets set by this medium term plan, in turn, leads to the realization of the
university‟s vision in the near future. The success of implementation of this strategic plan
depends on the full participation of all the university‟s community and other stakeholders. Thus,
everybody is kindly requested to take part in this initiative.

Prof. ChemedaFininsa, President of Haramaya University.

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1. Background of the organization

Haramaya University has gone through a series of transformations since its establishment as a
higher learning institution. The agreement signed between the Imperial Ethiopian Government
and the Government of the United States of America on May 15, 1952 laid the foundations for
the establishment of Jimma Agricultural and Technical School and the Imperial College of
Agricultural and Mechanical Arts (IECAMA). The agreement between the Government of
Ethiopia and the Technical Cooperation Administration of the Government of the United States
of America, signed on May 16, 1952, gave the mandate to Oklahoma State University to
establish and operate the College, conduct a nationwide system of Agricultural Extension and set
up an agricultural research and experimental station.

Based on the Emperor‟s wish, it was decided to establish the College at its current location at
Haramaya. Later on, the agreement signed between the United States Department of States and
the Imperial Government provided the basis for the operation of Jimma Agricultural and
Technical School that received its first class of eighty students in October 1952. Nineteen of the
students graduated on August 6, 1953 and became the first freshman students of the Imperial
Ethiopian College of Agricultural and Mechanical Arts (IECAMA). The IECAMA opened its
doors to its first batch of students in October 1956 and the senior class moved from Addis Ababa
to Alemaya for their final semester. At the end of the 1956/57 academic year, eleven students
completed their studies and graduated with a B.Sc. degree in General Agriculture. The training
programmes in Agriculture were further specialized and B.Sc. programmes were introduced in
Animal Sciences (1960), Plant Sciences (1960), Agricultural Engineering (1961) and
Agricultural Economics (1962).

Until 1963, the college was virtually dependent on Oklahoma State University, both
administratively and academically; however, after 1966, when the first Ethiopian dean was
appointed, the role of Americans was limited to advisory and technical support. The College
became a chartered member of Addis Ababa University (the then Haile Selassie I University),
following the contractual termination of Oklahoma State University in 1968. Consequently, it
was named Alemaya College of Agriculture. Due to the great need of trained manpower in other
areas of study, additional programmes that included a diploma programme in Home Economics

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(1967), Science Teachers‟ Training Programme (1978), and Continuing Education Programme
(1980) were launched.

A major landmark in the history of the College of Agriculture was the launching of graduate
study programmes in the 1979/80 academic year. This laid the foundation for advanced academic
and research work at the institution. When graduate studies were launched, about 29 students
were enrolled to study various fields of agriculture.

Another major landmark in the history of Alemaya College of Agriculture was when it was
upgraded to university status on May 27, 1985, followed by the launching of the Faculty of
Forestry in 1987. It was then named Alemaya University of Agriculture that produced qualified
manpower in the fields of Animal Sciences, Plant Sciences, Agricultural Economics,
Agricultural Engineering, Agricultural Extension and Forestry both at graduate and
undergraduate levels. Moreover, in the continuing education programme, diploma-level training
programmes were delivered in Accounting and Management, in Dire Dawa and Harar centers.

The university once again went through another phase of transformation during the 1995/96
academic year by launching new programmes in the fields of Teacher Education and Health. The
opening of the two faculties, namely the Faculty of Education and the Faculty of Health
Sciences, further diversified the existing programmes, and enabled the institution to become a
full-fledged university that was renamed Alemaya University (AU).

In the last few years, the University has witnessed tremendous expansion in terms of fields of
study. In September 2002, two more faculties, namely Faculty of Law and Faculty of Business
and Economics, were opened. Furthermore, Faculty of Veterinary Medicine and Faculty of
Technology were initiated in 2003 and 2004, respectively to further diversify the training
programmes of the university. The institution was renamed Haramaya University in February
2006.

The University, apart from undergraduate programmes, has been highly engaged in the
expansion and diversification of graduate programmes. Currently, the previous Faculties were
reorganized into 10 Colleges and one institute namely, College of Agriculture and
Environmental Science (CAES), College of Business and Economics(CBE), College of
Computing and Informatics (CCI), College of Health and Medical Sciences (CHMS), College of

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Social Sciences and Humanities(CSSH), College of Law(COL), College of Veterinary
Medicine(CVM), College of Natural and Computational Sciences (CNCS), College of
Education and Behavioral Sciences(CEBS), College of Agro-industry and Land Resource
(CAiLR),and Institute of Technology (IOT). In addition, all the graduate programmes and non-
regular undergraduate programmes are coordinated by the directorate for postgraduate
programmes and directorate for continuing and distance education (CCDE), respectively. Under
these divisions, the University offers a total of 264 programmes of which 113 are undergraduate
programmes, 131 are second degree (M.Sc./M.Ed./MPH) and 20 are PhD level training
programmes. In addition to academic programmes, the university has launched institutes that
cater research and outreach programmes. These include the Institute of Pastoral and Agro-
pastoral Studies (IPAS), Institutes of Peace and Development Studies (IPDS), and Institute of
Land Tenure (ILT).

Moreover, the University has been actively involved in research activities, primarily in the fields
of agriculture, since its inception. Through the years, the institution has established linkages with
national and international organizations to strengthen its academic, research and outreach
activities. As a pioneer institution of agricultural education, research and extension in Ethiopia
for about six decades, the university has been developing and releasing several improved crop
varieties and many improved crop and livestock management practices. The institution has
produced many textbooks, book chapters, research articles, bulletins, proceedings, posters and a
number of PhD dissertations and master thesis research reports. Even if the research and
outreach activities of the university in fields other than agriculture are recent phenomena,
encouraging research results are being produces in the areas of health, law, education, business,
economics and others. In order to increase the impact of research and outreach activities on
national development, the university has thematized its research areas in to 6 priority themes.
These are (1) productivity, and environmental sustainability for food security, and poverty
alleviation; (2) human health, nutritions, and walfare; (3) energy, engineering, and information
technologies; (4) human and social development; (5) institutions, innovation systems, and
economic development; and (6) basic science research. Besides, the outreach activities of the
university are being guided by the community service road map.

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Currently, Haramaya University is functioning on three campus premises. The main campus,
where the first milestone was laid, is Haramaya Campus. This campus is located at about 510 km
East of Addis Ababa, between Dire Dawa and Harar towns. This is the nerve center of the
university where the offices of the top management of the institution are located. The second
Campus is located in Harar Town where College of Health and Medical Sciences and Hiwot
Fana Specialized University Teaching Hospital are situated. The third one is Chiro Campus
located in Chiro Town, where the College of Agro-industry and Land Resource is found. As of
the year 2016/17, Chiro campus will not remain part of HU, rather it will run an independent
university called Oda Bultoum University. Therefore, the future numerical targets of different
objectives presented throughout the document takes in to account this condition while the
baseline figures (2014/15) include Chiro campus as part of the university.

2. National Policies and Strategies and the Role of Haramaya University

2.1. Education and Training Policy

The Ethiopian training and education policy, devised in 1994, is aimed at developing potential
and the problem-solving capacity of 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 by expanding education, changing curriculum, focusing on teachers development, and
change of educational organization and management. In line with this policy, four educational
sector development programmes (ESDP) have been implemented so far and encouraging results
have been achieved. In order to sustain and capitalize on the previous success, the country has
introduced the fifth educational sector development programme (ESDP V) to be implemented
over the planning period of GTP II.

Higher education (HE) is one of the priority programmes in ESDP V with the goal of “producing
competent graduates who have appropriate knowledge, skills and attitudes in diverse fields of
study; to produce research which promotes knowledge and technology transfer based on national
development and community needs; and to ensure that education and research promote the
principles of freedom in exchange of views and opinions based on reason, and democratic and

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multicultural values”. The achievement of this goal contribute to socio-economic development
and help in reducing poverty, thereby contributing to the country‟s effort to turn economically
into a middle-income country by the coming decade. In order to ensure a quality, equitable and
relevant service to students and to society, the MoE has identified five components for ESDP V:
university expansion and consolidation, equity enhancement, relevance and quality enhancement,
research, technology transfer and community engagement, institutional collaboration, leadership
and governance. Each of them has clear objectives and strategies that can be cascaded to
implementing institutions like ours.

As one of the most established higher education institutions in Ethiopia, Haramaya University
has the responsibility to develop and implement demand-driven curricula to satisfy the labor
market of the country through producing competent and skilled manpower in diversified fields of
studies. It is expected to contribute towards the realization of the national goal again through
introducing new and adaptable technologies and by providing trainings that have practical
relevance for the growth and transformation of the country. Among the important strategies
towards this noble goal enhancing the overall performance of instructors, boosting the
implementation capacities of the surrounding educational and other sectors, undertaking policy
related researches and increasing its intake capacity to address the country‟s capacity building
priorities are the major ones.

2.2. Agriculture and Rural Development Policy

The Ethiopian economy depends heavily on agriculture. As a result, Agricultural Development

Led Industrialization (ADLI) is pursued as a major policy framework for the development of the
country since 1991. ADLI has been implemented by disintegrated in to medium term plans
including PASDEP and GTP. In agricultural sector, Ethiopia has a comprehensive and
consistent set of policies and strategies, which reflects the importance of the sector in nation‟s
development aspiration. Increasing productivity in smallholder agriculture is government‟s top
priority, recognizing the importance of smallholder actors, the high prevalence of rural poverty,
and large productivity gap. Productivity enhancement however, must be complimented by efforts
to help farmers graduate from purely subsistence farming to semi-subsistence /semi- commercial
status practicing farming as a business and to adopt more natural resource management practices

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in order to arrest and reverse environmental degradation. ADLI advances the view that
significant development in agricultural productivity helps expand market for domestic
manufacture, implying increased incomes of smallholders.

So far, the university has been playing a pivotal role towards realizing ADLI through producing
graduates with a problem solving ability and entrepreneur oriented mindset. The university has
produced trained manpower with better knowledge in applied agriculture and rural development
sciences. It is hoped that these knowledge and experiences help generate cost effective, efficient
and new agricultural technologies that are suited for Ethiopian farmers and pastoralists. The
knowledge and experiences which the graduates obtain from the university can also help conduct
researches on the betterment of production and productivity of both locally and internationally
demanded commercial crops, livestock, natural resources and agricultural mechanization. The
university has done commendable job in creating knowledge that can enhance multi-sectoral
partnership to facilitate the communication and interaction among researchers, extension services
and farmers‟ awareness for the exchange and wider use of improved technologies and rapid
dissemination. The university will strengthen these roles towards the realization of the
Agriculture and Rural Development Policy of the country for the coming periods too.

2.3. Industrial Development Strategy

The government of Ethiopia is determined to promote and expand the development of trade,
industry and investment in the country. The Industry Development Strategy of the country has
put in place policies and guidelines that promote agricultural-led industrialization, exported
development, and expansion of labor intensive industries. The strategy has also set the other
principles that clearly stated the pivotal contribution of the private sector, the leadership role of
the government, the need to implement effective domestic-foreign investment partnership, and
the integrated and coordinated participation of the public at large in nurturing the strategy.

In order to contribute towards realization of this national policy, Haramaya University is

expected to play its part through producing manpower with entrepreneurial skills in the areas of
industry and support the industry sector through trainings and consultancy services. It can also
contribute by undertaking problem solving researches and introducing new technologies to foster
productivity and through enhancing agriculture-industry linkage that aims at identifying and

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alleviating the problems of the sector. By this understanding, Haramaya University is expected to
create a strong industry- university linkage and lead the diary and meet technology, sugarcane
production technology, and other selected sub-sectors in the eastern development corridor of the
country.

2.4. Environmental Policy

The country‟s constitution as well as the national economic policy and strategies emphasize
environmental sustainability as a key priority to achieve in all sectors. In line with this the
country has formulated the environmental policy and strategy with a clear goal. The overall
policy goal is to improve and enhance the health and quality of life of people, to promote
sustainable social and economic development through the sound management and use of natural,
human-made and cultural resources and the environment as a whole so as to meet the needs of
the present generation without compromising the ability of future generations to meet their own
needs.

In this regard, the university is expected to contribute towards ensuring the national
environmental concerns by protecting and maintaining the natural resources of the country
through participatory research , training and community engagement in the areas environmental
protection to preserve Soil Husbandry and Sustainable Agriculture , Forest, Woodland and Tree
Resources, Genetic, Species and Ecosystem Biodiversity, Water Resources, Mineral Resources,
Human Settlement, Urban Environment and Environmental Health, Cultural and Natural
Heritage and to Control Hazardous Materials and Pollution From Industrial Waste, and
Atmospheric Pollution and Climate Change.

2.5. Science, Technology and Innovation Policy

Science, technology and innovation are the corner stones of progress upon which a nation depends to
attain economic growth and vibrant integrated self-sustaining economy. The National Science and
Technology Policy of the country was issued by the Transitional Government of Ethiopia in 1993 with
due recognition to the fact that ensuring a reasonable standard of living by accelerating the pace of
economic development through science and technology.

The general objective of the STI policy is to achieve sustainable social and economic development so
as to meet the present and future needs of the nation through a coordinated and integrated application

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of science and technology for a better standard and quality of life of the people. To maintain fast and
progressive growth in the country, national technological capability must be strengthened. With this
understanding, the country has entrusted immense responsibilities on higher educational institutions.
Therefore, Haramaya University is expected to contribute towards the national capacity building
efforts by producing capable, dedicated and innovative workforce that can adapt, adopt and facilitate
technological transfer to hasten the country‟s overall development.

2.6. The Water Sector Policy

The Ethiopian water policy was formulated with the belief that an appropriate water resources
management policy for the sector will enhance the development of the country's water resources to
make optimum contribution to an accelerated socio-economic growth. The overall goal of Water
Resources Policy is to enhance and promote all national efforts towards the efficient, equitable and
optimum utilization of the available Water Resources of the country for significant socioeconomic
development on sustainable basis.

In this regard, Haramaya University is expected to enhance and promote all national efforts towards
the realization of this goal. the university will continue to provide demand-driven and tailored made
training and consultancy services that foster knowledge and awareness on the utilization and reliability
of improved technologies can also help by conducting researches on Combating and regulating floods
through sustainable mitigation, prevention, rehabilitation, Conserving, protecting and enhancing water
resources and the overall aquatic environment on sustainable basis and other practical measures.

2.7. National Energy Policy

Ethiopia‟s Energy consumption is predominantly based on biomass energy sources though the
country is endowed with vast energy resources. It has not been able to develop, transform and
utilize these resources for optimal economic development. Therefore, the Government believes it
is imperative to provide the economy with the necessary energy inputs at the right time and
affordable prices. This will speed economic development and help the country attain the
objectives of the Economic Reform Programme the government has adopted. It is necessary to
formulate a comprehensive national energy policy which directs the development of energy
sector in a coordinated manner, concomitantly and ensures that energy development is benign to
the environment.

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Ethiopia has adopted a national energy policy that focuses mainly on implementinga reliable
supply of energy particularly to support the country‟s agricultural and industrial development
strategies, stream-lining and removing bottlenecks encountered in the development and
utilization of energy resources, setting general guidelines and strategies for the development and
supply of energy resources, giving priority to the development of indigenous energy resources
with a goal toward attaining self-sufficiency, increasing energy utilization efficiency and reduce
energy waste and ensuring the development and utilization of energy is benign to the
environment.

Therefore, Haramaya University is expected to contribute towards the national energy policy by
producing capable and innovative graduates that can support the energy sector, creating,
adopting and transferring newly innovated technologies concerning with energy development
and Addressing ecological and environmental issues during the Development of energy projects
through research and consultancy.

2.8. Foreign Affairs and National Security Policy and Strategy

The current Ethiopia Foreign Affairs and national security policy was formulated two decades
ago. The goal of Ethiopia‟s foreign and security policy is ensuring international conditions that
are conducive for achieving its economic growth and strengthen its democratization processes.
Thus, the country‟s foreign and national security policy is defined as realizing development and
democracy by identifying markets, attracting investment, soliciting grants, loans and technical
support, and by making maximum utilization of all possibilities. These initiatives require
maximum national security.
The university is expected to play an important role in the realization of the national foreign
affairs and security policy through producing well informed and responsible citizens who are
capable of handling local, regional and international issues and through fostering and
encouraging diversity and tolerance. The other way through which the university can contribute
to the democratization process of the country is by encouraging discussions and debates on
crosscutting national and international affairs. In this regard, the university is expected to
organize academic forums that inspire stakeholders to deliberate on various socio-economic,
environmental and socio-political issues that need informed and decisive policy interventions.

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2.9. Health Policy
Over the last two decades, Ethiopia has made a significant achievement in the expansion and
construction of Health facilities and in improving the quality of health service provision. The
government‟s core priorities in its health sector policy are democratization and decentralization
of the health care system, development of the preventive, curative components of health care,
ensuring access to health care for all segments of the population and fostering effective
participation of private sectors and NGOs in the sector. In addition, the health policy gives due
attention to providing health promotion and disease prevention, curative and rehabilitative
services, public health emergency preparedness and addressing the public need to produce their
own health.

On the whole, the health sector development plan aims at ensuring community ownership and
empowerment through effective social mobilization, enhanced and sustained awareness creation,
and through creating conducive environment and supporting community organizations. The
government‟s health policy underlines that quality health services are central to improving the
health status of the population. Towards this end, universities are expected to play tremendous
roles in promoting national health policy through devising strategies that contribute towards the
fulfillment of the policy. As one of the well-established universities in the country, Haramaya
University is expected to make significant contribution towards the realization of the national
health policy. It can do this through producing competent, responsible, ethical and transformative
health professionals. In addition, the university is expected to conduct problem solving and
informative research in selected health issues such as communicable diseases, reproductive
health problems, environmental health, fertility and population studies, nutrition and their health
impacts, health education and awareness building. The university is expected also to engage in
clinical services, prevention schemes, health information dissemination, minor health related
interventions and demographic surveillance survey which can inform relevant stakeholders
regarding the nexus between demographic pressures, environmental problems and the health
status of the people. In short, the university is expected to contribute towards the realization of
the national health policy by promoting activities that integrate academic, research and
community engagement efforts to provide meaningful contribution towards fulfilling the
government‟s effort to improve the citizens‟ reliable access to quality health services.

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2.10. Employment policy and strategy

The overwhelming fact of the labor market in Ethiopia is the rapid growth of labor supply.
Rapidly population and labor force growth and limited employment generation capacity of the
modern industrial and agricultural sectors of the economy both in urban and rural areas of the
country create imbalance between labor demand and supply. Employment provides a link
between growth and poverty reduction only when it is systematically guided through policies and
strategies. The objectives of the National Employment Policy and Strategy of the country have
three important dimensions: enhancing social welfare, accelerating economic growth and
achieving political stability. Accordingly, framing the National Employment Policy and Strategy
(NEPS) of Ethiopia is approached from these dimensions in pursuit of the goal of employment
generation. The policy actions are: employment generation, improving labor productivity,
improving labor market institutions and cross-cutting areas in the labor market.

Therefore, Haramaya University in its share plays vital role in response to the need for such,
problems to guide interventions aimed at improving employment and increase the contributions
of the energetic labor force in the country through training. The university is expected to play its
parts through undertaking labor market research. In additions to research and training support to
National Employment policy and strategy, the university is striving to establish entrepreneurship
incubations center to create competent and energetic graduates a well as to serve for potential
entrepreneurs of the surrounding community.

3. Assessment of Achievements of the Past Strategic Plan

3.1. Corporate Level Performance

The previous strategic plan of the Haramaya University was designed based on BSC approach
for the first time and implemented from 2010/11-2014/15. In that strategic plan, three strategic
themes namely, excellence in academic and research, excellence in strategic partnership and
transformative community engagement, and excellence in entrepreneurship, and 14 corporate
objectives were identified. Following this, the university has implemented its strategies by
disintegrated it into standardized action plans. Not only has the implementation of activities on
the basis of the plan, but also the reporting system of the university shown an encouraging
progress during the period of the previous strategic plan. The improvement of the planning and

11
reporting culture was also coupled with a better monitoring, support, and evaluation practices
which were conducted at levels. The support provided by the university‟s board and the
Ethiopian parliament was remarkable in this regard.

Before embarking on the qualitative evaluation showing the major progresses and limitations of
each programme, quantitative indicators depicting the achievement of Haramaya University over
the previous planning period or GTP I are presented in table 1 bellow. In subsequent sub-
sections, the major achievements registered and limitations observed have been identified in the
four programmes of the university and narrated consecutively.

Table 1 GTP I Achievements of the university in Selected Indicators

S.No Description Baseline Achievement Remark
in 2009/10 in 2014/15
1 Gross enrollment 27,972 35,239
1.1. Regular undergraduate 12,784 19,024
Male 9994 14,238
Female 2790 4,786
1.2. Non- regular Undergraduate 13,562 12847
Male 11,122 8777
Female 2,402 4070
1.3. Postgraduate(masters and 1283 3212
specialty)
Male 1161 2951
Female 122 261
1.4. Postgraduate(PhD) 122 331
Male 114 302
Female 8 29
2 Number of Instructors 804 1320 Excluding expatriate
and technical staff
Male 729 1179
Female 75 141
3 Instructors by qualification (Total) 804 1320 On study leave
included
3.1. First degree holders 296 227
3.2. Masters or Equivalent 375 773 On study leave
3.3 PhD or equivalent 133 320 included
4 Attrition rate 7% 2.3%
Male - 1.1%
Female - 5.2%
5 Number of academic programmes 153 264
5.1. Undergraduate 84 113
5.2. Postgraduate 69 151

12
3.2. Performances of the academic programmes
The major achievements of the academic programme are:

 The introduction and implementation of modular curricula and criteria referenced grading
system
 Confusions on degree nomenclature and resultant problems solved
 Continuous assessment strengthened
 Participatory curriculum review process followed and many demand-driven academic
programmes launched.
 Outdated and less relevant programmes revised or closed
 Libraries constructed and its facilities improved.
 Competency and competitiveness of students at national and international forums
improved and become exemplary (e.g. law students in moot court and exit exam results)
 Practical attachment, internship and externship programmes strengthened.
 Unnecessary wastage of time in course delivery reduced through implementation of
DOCO and continuous follow ups.
 The number of academic staff increased and their composition by level of education
improved and thus fair teacher-student ratio in most colleges.
 Academic attrition significantly reduced.
 Students‟ participation in the learning-teaching process increased.

The main limitations of the academic programme are:

 Low share of females from the academic staff of the university.

 Limited foreign collaboration and training opportunities for graduate studies and student
staff exchange
 Limited effort to get international accreditation of academic programmes
 Huge managerial inefficiency of the distance, summer and continuing education
programmes which results in reduction in student population
 Shortage of instructors in IOT and the resultant problems of guest lecturers

13
  Poor utilization of ICT in the teaching learning process (lack of Smart class, video
conference )
 Some instructors especially the expatriate ones lack of required competency, skill, and
knowledge.
 Limited efforts to implement alternative employment systems like joint employment.

3.3. Performances of the research programme

The major achievements of the research programme are:

 Identified and prioritized research thematic areas and start implementing it

 The Development of research quality assurance policy at draft level

 Drafting the benefit and awards package for excellent research outcome

 Development of promotion and publication guideline

 Implementation of research capacity Building activities

 Developing diverse mechanisms for disseminating research output, technology and/or

knowledge

 Expansions and establishment of research facilities and technology demonstration centers

 Publications support for the staff of the university

 Establishment of national and international collaborations

 Transferring knowledge and technology packages to improve the community‟s livelihood

(document and its implementations)

 Strong resource management system and revenue generations from research byproduct
and seed provisions technology

 Gender involvement/ sensitivity during seed provision

The limitations of the research programme involve:

 Weak research linkage with manufacturing industries

 Inadequate research capacity in some young colleges

14
  Inadequate strong research institutes in the university
 Poor documentations of research publication of the university staff and others
 Inefficient process of the utilization of the research fund

3.4. Performance of Community engagement and Entrepreneurship programme

The achievements of the programme are:

 The development of community service roadmap and its integration with the national
development agenda
 The strong move to link the academic process with community services and the
development of community based education guideline
 The immense contributions made to the local community and institutions by providing
capacity building short term trainings
 The start introduction of scholarship opportunities with a clear criteria and quota given to
the surrounding community
 The material support provided to the local institutions including schools and hospitals
 The remarkable free legal services provided in more than 40 centers of the surrounding
towns
 The efforts made to preserve or protect the environment including the start of Haramaya
watershed project.
 The medical services provided to the community by Hiwot Fana Hospital
 The establishment of common forums and collaborations with local community and other
institutions.
 The enhanced transparency in internal revenue generation, collection and utilization
 Considering entrepreneurship as one of its strategic themes
 The betterment of the revenue generation in some units

The Limitations of the programme includes:

 The weak industry-university linkage

 Limited or less organized consultancy services
 Less supportive action of some government structures of the surrounding administration
for the university to provide community services
 Poor foreign collaboration and unable to use alumni association
 Fail to establish entrepreneurship incubation center
 The deterioration of the dairy and poultry farm production and productivity

15
3.5. Performance of the Administration Programme

The achievements of the administration programme comprise:

 Consistent Institutional policy document, guidelines, manuals rules and regulations have
been developed so as to enhance clear responsibility, accountability and good
governance.
 Decentralized management system was established
 The university‟s support staff was transferred from casual and contractual to permanent
employment and the resultant benefits were assured.
 Major events including the 7th Ethiopian higher education sport festival and the 25th
institutional transformation council were successfully hosted, aggressive promotional
activities were made, and ample of experiences were obtained.
 Different expansion projects were finalized and two new campuses (station and
Gendejea) were launched and other new mega construction projects started.
 The university‟s planning, monitoring, support, and evaluation process and culture as
well as implementation on the basis of plan have been significantly improved.
 The university property administration has shown impressive progress.
 The amount of budget secured from different sources and its utilization have shown
significant improvement.
 There was a stable, peaceful, and conducive environment in all campuses of the
university.
 The encouraging implementation of Kaizen, BSC, education development army, and full
implementation of BPR.
 Better promotional activities made than ever

The limitations of the administration programme involve:

 Unable to supply reliable and adequate Water to the university community.
 Unable to achieve extensive data base management system
 Lack of merit based award and corrective measure for undisciplined or less performing
employees
 Lack of satisfactory maintenance services for all types of university‟s properties.
 Unable to consistently and effectively build and use the education development army.
 Unsatisfactory performance of the procurement system by internal and external factors.
 Less promotion of the university in international forums.

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4. Mission, Vision and Values of the University

Mission

The Mission of Haramaya University is to produce competent graduates in diverse fields of

study, undertake rigorous, problem solving and cutting edge researches, disseminate knowledge
and technologies, and provide demand-driven and transformative community services.

Vision

Haramaya University strives to be one of the leading African Universities with international
reputation by 2025.

Vision Result for the Plan Period

By the end of the plan period, Haramaya University will be the leading research university in the
country.

Core Values

Haramaya University is committed to the following core values:

Academic freedom: A strong commitment to a free and democratic academic environment where
individuals inquire, investigate and engage in relevant academic practices and development.

Perseverance: A commitment and dedication to perform assigned duties to the best of one‟s
knowledge and abilities.

Good governance: The practice of democratic, transparent, inclusive, responsible and

accountable leadership and management and promotion of the principle of equal opportunity.

Respect for diversity: A culture of equity and fairness in all forms of practices; a conviction for
the respect of all people without sexual, class, racial, ethnic, religious, and regional
discriminations.

Professionalism: A commitment to a high standard of professional integrity and ethics.

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Collaborative spirit: Culture of working cooperatively within the university and with other
stakeholders; developing the “we” spirit and joint responsibility.

Fostering creativity/innovation: Develop a culture for generating new ideas, processes, services,
technologies and entrepreneurial skill.

Respect for Nature and Environment: All endeavors of the university should be environmental
friendly.

Motto

“Building the Basis for Development!”

5. Mandate Analysis

As per the Higher Education Proclamation No. 650/2009 and Council of Ministers Charter
Regulation No. 232/2011 for the re-establishment of the University, it is mandated to carry out
the following:

1. to offer undergraduate and graduate programme in various fields;

2. to conduct research and studies primarily focusing on technology transfer and

disseminate the results thereof and

3. to provide services to the wider community through professional and consultancy works,
free of charge or with remunerations the case may be.

6. SWOT Analysis

6.1. Strengths
Haramaya University has the following notable strengths that need to be maintained and
capitalized on:

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 Implementation of BPR: the implementation and recalibration of BPR could be used as
springboard to increase the effectiveness of the university‟s learning-teaching, research
and community engagement activity, and service delivery.
 Existence of consistent institutional policies and guidelines: in order to ensure good
governance and transparent decision making a number of policies, guide lines and
manuals have been developed and used. These include, but not limited to, senate
legislation, community engagement roadmap, research thematic area, community based
education manual, etc.
 Decentralized system: following the implementation of BPR and other initiatives, more
or less the university has a decentralized system which can facilitate the efficient service
delivery.
 Better qualified and experienced staff members: qualified academic staff with rich and
diverse experience in practical teaching in the fields of agriculture and some other fields
of study.
 Open door policy and accessibility of staff members: Haramaya University staff and
leaders are available and accessible to their students/clients for their professional
guidance and advice.
 Better infrastructural set up to accomplish core activities : recreational centers,
transport, medical services, internal media center, resource center, good physical
environment, Library, research and teaching laboratories, research fields and stations for
agricultural research, technology demonstration and adaptation, satellite students training
centers, broad band internet service, Sport Academy, Teaching Hospital with Mega
Project for expansion and Grand convention center.
 Good initiatives: diversification of programmes, human resource development scheme
for academic and administrative staff, provision of housing facility, development of
physical infrastructure, better student services and community services at various levels.
 Strong research culture: strong culture of monitoring and evaluation, increment in
federal government research fund, and competence in research grant winning process.
 Gender mainstreaming and provision of affirmative action: the university has
institutional set up on gender, disabilities and HIV prevention. Besides, several trainings
have been made on awareness creation of gender issues for all stake holders, and thus

19
 there is a good understanding, by the university‟s community, on these cross cutting
issues.
 Possibility for physical expansion: at present, the university owns large areas of land,
especially at main campus that allows for further expansion of facilities.
 Increased technology transfer/extension: the university is intensively working with
community to address seed sector development and provide other improved technologies.

6.2. Opportunities
The following are among the key opportunities the university must take advantage of:
 Positive political support for capacity building and educational expansion: favorable
policy environment for expansion and development of higher education in the country.
 Growing industrialization and investment sector: that creates and enables the teaching
and learning programme more practical and helps to target in producing demand driven
graduates.
 Globalization and rapid technological change: A rapidly changing academic
environment driven by advances in Technology become pushing factors for constant
review of programmes, rules, regulations and upgrade of facilities.
 Access to modern technologies: emerging information technology and access to broad
band internet service and digital library that can enhance and facilitate the quality of
teaching-learning, research, and administrative facilities. It can also help mitigate the
problem of human resource shortage.
 Access to media: availability of its own FM community radio and other means of media
that enable the university to communicate its programmes easily to a wider community
 Availability of domestic postgraduate training: that could solve immediate need of
qualified and competent staff shortage.
 Large catchment area, ecological, and societal diversity: creating an environment for
diversified research and community engagement programmes as well as healthy climatic
condition for leaving.
 Being Established University: this makes the university have a good physical and
human resources with accumulated experience and capacity.

20
  Favorable weather condition: all the university campuses are located in the place where
the weather condition is favorable.

6.3. Weaknesses
Side by side with the above strong features, the university suffers from the following major
weaknesses that need to be addressed:
 High staff turnover/brain drain: poor motivation and incentive schemes, absences of
merit-based reward system, poor staff services and the location disadvantage of the
university are the major impediments to attracting and retaining qualified academic staff.
 Poor service delivery: most of the services delivered by different office and employees
within the university are less quality and unsatisfactory.
 Poor self-promotion and public relation works: poor maintenance of existing partnerships,
promotion, communication and linkage with partnership universities both in domestic and
outside the country.
 Inadequate use of innovative teaching methodologies: lack of initiative in adapting
technologies like smart class room, video conference, and other online methods.
 Poor allocation, arrangement, maintenance and management of facilities: inappropriate
usage and allocation existing resources; classrooms without sufficient facilities; unutilized
facilities such as laboratory, and ICT services; poor handling and maintenance of property,
slow and less professional service delivery.
 Poor system of coordination and leadership: Low level of commitment of middle level
managers and some staff, poor inspiration, lack communication experience and taking
responsibilities.
 Poor procurement system: delayed and inefficient purchasing process.
 Weak experience of middle and lower level managers in planning, organizing,
monitoring, and support and evaluation practices: even though there is a good progress in
planning, monitoring, evaluation and support practices at the corporate level, these practices
are at their infant stage at middle and lower level management.
 Limited automated management information system: poor automation and central data
base management system that stifled management of central data and information access for
different users.

21
 Poor disaster preparedness: Buildings in the university are fitted with limited firefighting
equipment, and staff and students are not prepared for any disaster.
 Gender imbalance: The Majority of academic staff and management positions are male.
 Low staff motivations: the motivation of both academic and administrative staff is poor as
a result of low pay scale and insufficient fringe benefits.
 Unable to mobilize the alumina associations: still HU could not create a strong alumni
association and utilize its huge potential.

6.4. Threats
The university has to minimize the following threats by capitalizing on its strength and
opportunities.
 Water scarcity in the area: problem of sustainable water availability with rising
desertification and global warming.
 Location disadvantage: location remains pertinent obstacle for attracting qualified and
talented staff.
 Limited autonomy: independent decision by the university is limited in the process of
quality education and quality services like its negotiating power in determining salary base to
retain qualified staff, and poor fringe benefits.
 Policy Dynamism: constant changes in provisions, rules, strategies, proclamations affect
efficiency and effectiveness.
 Addiction and weak health consciousness: high addiction to Khat, poor health awareness
and its adverse consequences in the productive work force and students in our university
although problem is common in the surrounding area.
 Lack of good governance in the local administration: Some local administrators tend not
to take technologies released by the university to their people unless they get some personal
benefits out of it.
 Precarious educational background of students: gradual decline of enrolling students‟
quality from year to year.

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7. Enablers and Pains

Enablers
 Positive policy directions
 Growing industrialization and investment
 Strong support for change from the top management
 Good institutional reputation to promote partnership
 Huge potential for academic practices, research and community engagement in socio-
economic and environmental challenges
 Rich resource Endowment (human, financial, capital and land)
 Favorable Weather Condition
Pains
 Water scarcity
 Location disadvantage
 Poor employee retention system
 Limited institutional autonomy
 Poor procurement system
 Low staff motivations and commitment
 Lack of strong, adaptive , commitment and enabling organizational culture
 Lack of university wide/Integrated database management system
 Weak university industry linkage

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 8. Customer/Stakeholders Value Proposition
Table 2: Customer/Stakeholders value proposition
Required/ Product/service attributes
Customer/
expected Relationship Image
Stakeholders Function Quality Timeliness Economy
product/service
Primary customer
Participatory,
Standard
Competence smooth,
Quality education Relevant Global
Employability Appropriate Reasonable/ Consultative,
Conducive Problem solving, Reputation
Students Entrepreneurship duration Affordable responsive,
environment flexibility
Graduation respectful,
accommodative
Need based-
Technology Socio-economic Acceptable
Knowledge, wellbeing and Relevant Regularly Trustworthy/cre
Cooperative
Infrastructure, livelihood Sustainable Timely Reasonable/ dibility
Community Participatory
Services, improvement, Practical Proactively Affordable Reputation
partnership
Recognition, Productivity Adaptable/
Job and market Adoptable
opportunity,
Other customers
Quality service Participatory,
Productivity Reliable
Job security smooth, Attractive,
Efficiency Attractive
Reward responsive, caring, trust
Motivation Sustainable Consistently/
Staff Career development Reasonable respectful, Role model
Satisfaction Conducive Timely
scheme accommodative Judicious
Engagement Competitive and
Fringe benefits Employee- Exemplary
Quality of work life equitable
Insurance employer
Problem solving , Competent
Competent and ethical capacity building, Influential, Trustworthy/
Persistently/ Reasonable/
graduates, Productive, exemplary Engaging Credibility/
Employers Timely/ affordable/
Tailor-made Creative/innovative, Committed Partnership Confidence/
As required cost effective
programmes Efficiency, Relevant Reputation
High performance Insightful
Stakeholders
Competent and ethical Socio-economic National and Cooperative, Trustworthy
Regularly and Cost effective,
MoE graduates, development, international Supportive, Stewardship/
as required economical
Problem solving Execution of mission standards supervisory fiduciary

24
 Required/ Product/service attributes
Customer/
expected Relationship Image
Stakeholders Function Quality Timeliness Economy
product/service
research and and national policies,
Need based services Contribution to the
GTP
Optimum utilization of
budget and resources,
Cost effectiveness, National and Cooperative, Trustworthy
transparency in Regularly and Cost effective,
MoFED efficient resource international Supportive, Stewardship/
internal revenue as required economical
utilization standards supervisory fiduciary
generation and
utilization
Capacity building, Cost effective,
Ensuring appropriate reform economical,
National and Cooperative, Trustworthy
organizational implementation, Regularly and efficient
Civil Service international Supportive, Stewardship/
structure and working ensuring quality work as required utilization of
standards supervisory Consultative
procedures life (work-life human
balance) resource
Providing quality
medical services,
Capacity building, National and Cooperative, Trustworthy
producing competent Cost effective,
MoH reform international Regularly Supportive, Stewardship/
health professionals, economical
implementation standards supervisory Consultative
problem solving
research outputs
Smoothly functioning
Mission execution and Highest possible Cost effective, Supportive, Reputation,
Board and well organized Consistently
achievement national standard economical Cooperative Trust
institute
Knowledge and
Quality and
resource sharing,
Capacity building, sustainable
Effective and efficient
Partners and Enhanced service, Reasonable, Reciprocal and
utilization of resource, As required Trustworthy
donors productivity, Problem solving Economical mutual
Institutional capacity
Efficiency research output,
building, desired
Reliability
development impact

25
9. Strategic Issues, Themes, Objectives and Maps
9.1. Strategic Issues

 Relevance and quality enhancement in teaching-learning, research and community

engagement

 Leadership and governance

 Staff attraction, development and retention
 Institutional collaboration, internationalization and reputation
 Equity enhancement
 Consolidation of facilities
 Entrepreneurship development

9.2. Strategic Themes and Results

The university will focus on the following 4 strategic themes for the next five years

1. Ensure Good Governance

Result: good governance and efficient service delivery system ensured.
Weight: 20%
2. Excellence in Learning-teaching

Result: competent graduates with entrepreneurial mind-set produced.

Weight: 40%
3. Excellence in Research and Technology Exchange
Result: demand driven research output produced and relevant technologies exchanged.
Weight: 20%
4. Excellence in Community Engagement
Result: Transformative community engagement enhanced and relevant technologies exchanged.
Weight: 20%

26
9.3. Strategic Objectives and Map

Strategic Theme 1: Ensure good governance

Result: good governance and efficient service delivery system ensured.

Table 3: Strategic objectives for the theme of ‘Ensure good governance’

Perspectives Strategic objectives

Customer/ 1. Increase customer/stakeholder engagement and satisfaction

stakeholders

Finance 2. Improve efficient resource utilization

Internal 3. Improve non-academic students‟ services and ensure

Business peaceful learning-teaching environment
Process 4. Strengthen the check and balance in the entire system and
fight the rent-seeking behaviour
5. Improve service quality, reliable, efficiency, and delivery
system
6. Reduce disparities in participation between disadvantaged
groups and other
7. Promote the services, outputs, and achievements
Learning and 8. Improve staff capacity, attraction, motivation, and retention
growth 9. Expand and modernize infrastructure

Commentaries on objectives for the theme of Ensure good governance

1. Increase customer/stakeholder engagement and satisfaction

This objective aims at engaging staff, students, suppliers, government, and other stakeholders on
different issues of the university. Their participation will be ensured through seeking feedbacks
about the management of the university at all levels. Formal meeting/workshops and informal
communications could be used to gather feedbacks and engage stakeholders. The full and

27
consistent implementation of change tools like education development army will remain the
main strategy to step up customer/stakeholder engagement. By ensuring good governance and
making transparent decisions the university will strive to increase the satisfaction of its
customers and stakeholders.

2. Improve efficient resource utilization

The efficient resource utilization involves the appropriate utilization of budget from government
treasury, internal revenue, projects, and other sources. In addition, the issues of appropriate use
human resource, physical properties via proper maintenance and reuse. Different policies,
manuals, and guidelines will be effectively implemented to attain this objective. The attainment
of this objective is not only a good step to ensure good governance but also step up the
possibility of mobilization additional funds by gaining more trust and thus helps effectively
discharge the triple mandates of the university.

3. Improve non-academic students’ services and ensure peaceful learning-teaching

environment
Ensuring peace and security is believed to be a prerequisite for the university to accomplish its
activities. Students are the primary customers of the university. As a primary customer,
improving the non-academic students‟ services including meal, dormitory, clinic, and
entertainment services through their active participation is the main focus of the university to
answer the question of good governance in this respect. In doing so, the university can also
consolidate peaceful learning-teaching environment. Strengthening the campus security force
and improving its democratic culture will also be the other mechanism through which the
university‟s peace and security will be ensured.

4. Strengthen check and balance in the entire system and fight the rent-seeking behaviour
Consolidating check and balance is the main mechanism to ensure transparency and
accountability in the finance, procurement, employment, and other administrative decisions of
the university. This could be done through conducting timely internal and external audit and
implementing the resultant suggestions, taking appropriate legal actions whenever necessary,
strengthening anti-corruption movements and implementing other mechanisms that promote
ethics. The attainment of this objective will be important for the efficient utilization of resources.

28
5. Improve service quality, reliable, efficiency, and delivery system
The delivery of quality, reliable and efficient service is the main agenda of the support staff and
the administrative wing. This includes efficient finance and procurement process, reliable
provision of basic utilities like water and electricity, efficient transport service, and human
resource management. Increasing efficiency in the services delivery system is vital for the proper
functioning of the academic, research, and community pillars of the university.

6. Reduce disparities in participation between disadvantaged groups and other

Under this objective, the university is aimed at reducing the disparity between male and female,
disabled and non-disabled, HIV positive and HIV negative individuals of the university
community through mainstreaming of gender and extending related efforts. This also involves
empowering women and bringing them to leadership positions of all levels. Implementation of
national and institutional policies aimed at enhancing equity among different groups will be
given special attention.

7. Promote the services, outputs, and achievements

Publicizing the university academic programmes, research outputs, technology transfer and
community engagement activities in national and international Medias will be the main issue of
this objective. This could be achieved through availing important activities on the university‟s
website, broadcasting through the HU FM radio, and other electronic and printing media, as well
as participating in exhibitions. The attainment of this objective will promote the employability of
graduates, technology transfer, good governance, recognition and internationalization of the
university.

 Improve staff capacity, attraction, motivation, and retention

Building the capacity of leaders of all levels through short term leadership training will have a
significant contribution to ensure good governance and enhance equity. Not only the leadership
capacity of lower, middle and top level managers but also building the capacity of all support
staff through giving long term training opportunities and short term training is an important step
for ensuring good governance in general and efficient service delivery in particular.

In addition, attracting the qualified and experienced staff through different employment
mechanisms like full time, joint, and honorary employment will be the main focus of the

29
university. This also involves creating conducive working environment, developing and
implementing benefit packages, and caring the staff of the university. Attracting and retaining
qualified staff is the main secret of ensuing quality in academics and research and gaining
international recognition.

 Expand and modernize infrastructure

This involves construction of buildings of different purpose, roads, ponds and others with the
required quality and efficiency. On the top of physical construction, fulfilling equipment of new
facilities and renovating the old ones will be given a due emphasis so that the infrastructures will
provide the intended service. Expanding the ICT infrastructure in such a way that it brings
efficiency and quality in service delivery system will be the main activity of this objective.

30
Figure 1: Strategic map for the theme of ensuring good governance
Perspective Objectives
Customer
Increase customer/stakeholder
engagement and satisfaction

Finance
Improve resource
allocation and utilization

IBP
Strengthen check and balance and Improve service quality,
Improve non-academic fight the rent-seeking behavior reliable, efficiency, and
students‟ services and ensure delivery system

peaceful learning-teaching
environment
Reduce disparities Promote the services,
between disadvantaged outputs, and achievements
groups and other

Learning
and Improve staff capacity, Expand and modernize
growth attraction and motivation infrastructure
elopment

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Strategic Theme 2: Excellence in Learning-teaching

Result: competent graduates with entrepreneurial mind-set produced.

Table 4:Strategic objectives for excellence in learning-teaching

Perspectives Strategic objectives

Customer/ 1. Increase customer/stakeholder engagement and satisfaction

stakeholders 2. Improve partnership
3. Implement demand driven academic programmes
4. Increase postgraduate students
Finance 5. Increase revenue

6. Improve resource utilization

Internal 7. Improve quality of education

Business
Process 8. Reduce disparities in participation between disadvantaged
groups and other

Learning and 9.Improve staff capacity and motivation

growth 10.Expand and modernize facilities

Commentaries on objectives for theme 2 (Excellence in Leaning-teaching)

1. Increase customer/stakeholder engagement and satisfaction:

Customer/stakeholder engagement can be achieved by making them participate in the
university‟s activities as a whole, establish new clubs/union and consolidating the existing one,
conducting participatory workshop in order to assess their needs, collecting feedbacks from them
about the university‟s learning-teaching process. Customer/stakeholder satisfaction can be
realized through improving educational facilities, implementing need based programmes,
increasing and decreasing admission and attrition rate respectively.
2. Improve partnership
This involves creating and sustaining partnership and collaboration with national and
international organizations. This objective can be attained through strengthening university-
industry linkage, participating in national and international workshop and seminars, and
designing and implementing joint academic programmes. This all can improve staff capacity,

32
facilities and internationalization of the university‟s programmes. As a result, they contribute to
the quality of education.
3. Implement demand driven academic programmes
This objective involves launching demand driven new programmes, reviewing curricula,
adopting and implementing changes in educations, effective implementation of existing
programmes through market assessment, and conducting participatory curriculum review
workshop. This in turn enhances the number and quality of graduates‟ to satisfy the demand of
the labour market.

4. Increase postgraduate students

This objective can be attained by diversifying education delivery modalities, launching and
consolidating post graduates programmes, encouraging off campus non-academic student
services, and maintain or reduce the number of regular undergraduate students. This also realizes
the dream of becoming reputable research university.
5. Increase revenue
This objective can be realized by conducting proactive market assessment and introducing
market oriented programmes and services, increase number of non-regular and regular non-
government sponsored students, increasing programmes and service accessibility by improving
modes of delivery, and providing programmes and services at affordable prices.

6. Improve resource utilization

This objective can be attained by promoting the utilization of existing resources, setting priority
to allocate budgets, reducing wastages by implementing kaizen principle, enhancing resource
management strategies, appropriate planning and allocation of resources. Moreover, it can be
achieved by pooling or networking resources, maintaining properties timely and properly,
promoting resources sharing (stock exchange), chemical disposal, promoting accountability in
resource utilization, etc.

7. Improve quality of education

The university will strive to assure the quality of education at all levels by implementing
monitoring and evaluation of educational practices, modernizing and expanding facilities, staff
development, encouraging educational competition nationally and internationally, preparing
standardised modules, promoting cooperative learning, reducing unnecessary wastage of time in

33
course delivery, getting accreditation, and proper integration of academic, research and
community engagement related reform programmes.

8. Reduce disparities in participation between disadvantaged group and others

The university will struggle to assure equitable access of education for disadvantaged groups at
all level by providing support and tutorial for low performer students and females, increasing
share of female students‟ enrolment, increasing number of female teaching staff, creating
conducive environment for and accommodate the need of students and staff with special
educational needs, encouraging students from emerging regions, and assisting females to
participate and succeed in managerial position at all levels.
9. Improve staff capacity and motivation
This objective involves empowering instructors, technical staff, and managers (department
heads, deans, directors, vice presidents, and president). This objective can be achieved by
providing the staff with continuous and top-quality short and long term trainings, scholarships
and other career development programmes. Moreover, it can be attained by conducting
experience sharing programmes and attending national and international workshops and
conference. This will lead to a highly experienced and skilled manpower which can in turn bring
about a high calibre and exceptional academic output.
10. Expand and modernize facilities
This can be achieved by purchasing and installing state of the art technologies, automating
existing facilities of the university (such as classrooms, laboratories, libraries, registrar, internet
access, among others) and introducing new ones. By so doing, the university can provide
enabling and convenient learning teaching environment and contribute to ensure quality
education.

34
 Figure 2: Strategic maps for the theme of excellence in learning- teaching

Customer
Increase
customer/stakeholder
engagement and satisfaction

Increase internal and Implement demand

Increase postgraduate
external partnership driven academic
students
programmemes

Finance
Improve resource Increase Revenue
utilization

IBP
Reduce disparities in participation Improve quality of education
between disadvantaged groups and
other

Learning and
growth Expand & modernize facilities
Improve staff capacity
and motivation

35
Strategic objective 3: Excellence in Research and Technology Exchange
Result: demand driven research output produced and relevant technology exchanged.

Table 5: Strategic objectives for excellence in research and technology exchange

Perspectives Strategic objectives

Customers/ stakeholders 1. Improve stakeholder engagement and satisfaction

2. Increase research partnerships and networking
3. Increase demand-driven research output /outcomes
4. Improve technology exchange
Finance 5. Increase research funds
6. Increase efficient resource utilization
Internal Business Process 7. Increase process flexibility and efficiency

Learning and growth 8. Improve leadership and working capacity, and

motivation
9. Expand and modernize research facilities

Commentaries on objectives for the theme of excellence in research and

technology exchange
1. Improve stakeholder engagement and satisfaction

Demand-driven research programmes need the efforts of all stakeholders and customers.
Attaining adequate outcomes is a major goal of research and customer engagement is one of the
main means to attain it. This objective can be achieved by carrying out diversified and
interdisciplinary research in different programmes to provide quality, problem-solving, demand-
driven and sustainable technologies and services; nurturing competent and ethical research and
researchers; establishing feedback and enhancement system.

2. Increase research partnerships and networking

Establishing research partnerships with stakeholders creates synergy and is a vital instrument for
success in networking, internationalization and recognition. This can be achieved by partnering
with stakeholders in research problem identification, proposal formulation, execution, and
36
technology generation; establishing collaborative research with national and international
organizations; organizing stakeholder platforms and workshops. In addition sustainable
improvement in the quality and magnitude of the service of research facilities is important for
quality research and extension, which can be achieved by partnering with stakeholders in
facilities renovation and expansion; this also creates synergy for success in research extension
and publication.

3. Increase demand-driven research output /outcomes

Generating demand-driven technologies, knowledge, and services is vital to enhance satisfaction

of customers and stakeholders. This objective can be attained by conducting research need
assessment; generating market-driven technologies; promoting joint research projects with
industries; integrating research results into the learning-teaching programmes and incentivizing
best-performing researchers and stakeholders involved in technology generations, adoption and
exchange /transfer.

4. Improve technology exchange

Demand-driven research programmes involve the disseminations of technologies to end users

through extensions work. This objective can be achieved by disseminating quality, problem-
solving, demand-driven and sustainable technologies and services including improved seed
multiplication and disseminations; establishing feedback and enhancement mechanisms.

5. Increase research funds

Financial resource is the key factor for conducting research and generating innovative
technologies and its exchange. Therefore, it is vital to solicit for funding sources and secure
finance. These can be achieved by writing winning proposals and submitting to donors as well as
by increasing networking with stakeholders. The attainments of this objective strengthen
research facilities which are important for sustainable provision of demand driven research-
related services.
6. Increase efficient resource utilization

Producing more outputs per unit of inputs used and economizing material and financial resources
is a prelude to success. Resources should be wisely allocated and utilized according to priority.

37
Increasing productivity per unit of money allocated contributes to the success. This objective can
be achieved through efficient use of research funds, increasing output-based extension fund
allocations, prioritizing extension activities, avoiding duplications of efforts, and efficient
utilizations of research facilities.

7. Increase process flexibility and efficiency

Processes are reviewed during implementation and adjusted to fit changing working
circumstances and adjustments are made to fit more suitable working system. This is intended to
increase efficiency and effectiveness. This objective can be achieved through empowerment,
decentralization, strengthening system integration, team building, and collaboration.

8. Improve leadership and working capacity, and motivation

Staffing research facilities with skilled manpower having leadership quality contributes to the
development of the institution and cope-up with high turnover of qualified staff. Enhancing
leadership capacity and working capacity is a prerequisite for successful implementation of
research undertakings and for effective partnerships, research facilities enhancement and
research extension and publication processes. This objective can be attained through conducting
regular training on research methodology, supporting researchers to participate in national and
international workshops and seminars, involving women in research, transparent and merit-based
system of awarding research funds.

9. Expand and modernize research facilities

Consolidate research facilities of the university is vital for successful provision of services to
larger number of researchers and professionals to enhance technology generation and exchange.
This objective can be attained through establishing, expanding and equipping research centers,
laboratories and offices.

38
Figure 3: Strategic maps for the theme of excellence in research and technology exchange

Improve stakeholder
engagement and satisfaction
Customer/

stakeholder
Improve technology Increase demand-
Increase research driven research
partnerships and exchange output /outcomes
networking

Finance
Increase research funds Increase efficient
resource utilization

IBP
Increase process flexibility and efficiency

Learning
and growth Improve leadership and working
Expand & modernize
capacity and motivation
research facilities

39
Strategic Theme 4: Excellence in Community Engagement

Result: transformative community engagement enhanced and relevant technology generated.

Table 6 Strategic objectives for community engagement

Perspectives Strategic objectives

Customer/ 1. Improve Customer/ stakeholders‟ engagement and satisfaction

stakeholders 2. Strengthen internal and external collaboration
3. Provide need based products/services for the community
Finance 4. Increase revenue and diversify fund sources
5. Increase efficiency in resources utilization
Internal Business 6. Improve product/service quality and process efficiency
Process
7. Foster/encourage entrepreneurial thinking and innovativeness

Learning and growth 8. Establish and consolidate entrepreneurship incubation center and other
facilities.

Commentaries on objectives for the theme of Excellence in community

engagement

1. Improvecustomer/ stakeholders’ engagement and satisfaction

This objective can be achieved through facilitating conditions for active cooperation and involvement, of
the community by providing quality, problem-solving, demand driven and sustainable services and
products as well as developing feedback system. The strong linkage of the university with the surrounding
community and industries can also enhance customer/stakeholders satisfaction.

2. Strengthen internal and external collaboration

This involves strengthen collaboration with industries, partners, and stakeholders to get technical and
financial support to improve the livelihoods of the surrounding community. This objective can be

40
 achieved by promoting positive and mutual benefit, engaging stakeholders, searching, communication,
networking, and prepare stakeholders‟ panels. Scaling up partnership opportunities can be enhanced by
making the internal operating system of the institution more accommodative for the external needs, and
creating forums where external partners can have access to get direct contact with the University.

3. Provide need based products/services for the community

Community-based development programmes include university‟s involvement in improving the

community‟s economic and social conditions. This objective can be attained through conducting practical
market assessment, introducing new projects, by increasing service accessibility, providing diversified
services and improving modes of delivering services. This in turn fosters the communities‟ awareness,
sense of ownership and belongingness.

4. Increase revenue and diversify fund sources

This objective can be fulfilled by establishing business entities, enhancing entrepreneurial mentality, by
increasing and diversifying revenue generating activities (e.g. income generating projects, strengthening
partnership, designing and implementing diverse trainings and consultancy, commercialization of research
outputs, strengthening the productivity of farms and increasing government fund by improving
performance.

5. Increase efficiency in resources utilization

This can be attained by designing and implementing effective and efficient management, realizing
participatory resource planning and transparent resource utilization system, setting priorities in resource
allocation, reducing wastage, pooling or networking resources, promoting responsibility and
accountability in resource utilization, increasing capability, maintaining properties timely and properly,
and recycling resources.

6. Improve product/service quality and process efficiency

Improving the quality of services helps increase the chance of attracting partners and enhance service
delivery for the community. This objective can be achieved through fostering customer service thinking
among internal workers in all processes by addressing customer request on spot, providing one stop
services, taking immediate corrective actions to minimize customer complaints, incentivizing good

41
 performance and establishing feedback system. The objective can also improve through promoting
service and product specializations, outcome-focused activities, prioritizing activities, increasing
operation efficiency, avoiding duplications and overlapping, procuring durable infrastructure/facilities.

7. Foster/encourage entrepreneurial thinking and innovativeness

Improvement in entrepreneurial thinking and innovativeness can be achieved by encouraging joint,

cross-sectional, interdisciplinary ventures and initiatives to produce knowledge and technology, and by
extending it to the market, through fostering innovative thinking in workplaces to increase process
efficiency and effectiveness. This objective can promote entrepreneurial thinking and innovativeness
through introducing new business and entrepreneurial activities, advancing the existing ones,
introducing and hunting new consultative and training services

8. Establish and consolidate entrepreneurship incubation center and other facilities.

The objective is designed also to provide high quality, adequate, accessible and affordable services
through increasing demonstration and outreach sites, access to laboratories, installing state of the art
technologies, automating existing facilities e-learning, and improving entrepreneurial facilities to
commercialize university products and services. By so doing, the university can provide enabling and
convenient service to its customers.

42
Figure 4: Strategic map for the theme of excellence in community engagement

Increase
customer/stakeholder
Customer Provide need satisfaction
based community Strengthen internal and
product/services external collaboration

Finance Increase revenue and Increase efficiency in

diversify fund sources resources utilization

Improve Foster/encourage
IBP product/service entrepreneurial thinking and
quality and process innovativeness
efficiency

Learning and Establish and consolidate entrepreneurship

growth incubation center and other facilities.

43
10. Corporate Level Strategic Objectives, Commentaries and Corporate Map

10.1. Corporate level strategic objectives

Under the four perspectives, 13 corporate level strategic objectives have been set. These are
presented in the following table along with weights assigned to each of them.

Table 7:Corporate level strategic objectives

Perspective Weigh Strategic objectives Weight for
s t for corporate
perspe objectives
ctives

Customer/ 1. Improve customer/stakeholder engagement and satisfaction 5%

stakeholders
40% 2. Improve partnership and networking 6%

3. Increase demand driven academic programmes, research output, 25%

products and services
4. Increase postgraduate students 4%

Finance 14% 5. Increase revenue and diversify fund sources 6%

6. Improve resource utilization 8%

Internal 7. Reduce disparities in participation between disadvantaged 5%

Business groups and others
Process 28% 8. Improve quality of education, research, and community service 7%

9. Foster/encourage entrepreneurial thinking and innovativeness 5%

10. Improve service delivery system 8%

11. Promote academic programmes, research outputs, services, 3%

and other achievements
Learning 18% 12. Improve staff capacity, attraction, motivation, and 8%
and growth retention
13. Expand and modernize facilities 10%

44
10.2. Commentaries on the Corporate Objectives

1. Improve customer/stakeholder engagement and satisfaction

This objective aims at engaging staff, students, community members, suppliers, government, and
other stakeholders on different issues of the university. Their participation will be ensured
through seeking feedbacks about all activities of the university. Formal meeting/workshops and
informal communications could be used to gather feedbacks and engage stakeholders. The full
and consistent implementation of change tools like education development army, BSC, BPR and
the like will remain the main strategy to step up customer/stakeholder engagement. By ensuring
good governance, making transparent decisions, and providing quality services and products the
university will strive to increase the satisfaction of its customers and stakeholders.

2. Improve partnership and networking

This involves creating and sustaining partnership and collaboration with national and
international organizations. This objective can be attained through promoting positive and
mutual benefit, strengthening university-industry linkage, participating in national and
international workshop and seminars, and designing and implementing joint academic
programmes, and research and community engagement projects, among others. Scaling up
partnership opportunities can be enhanced by making the internal operating system of the
institution more accommodative for the external needs, and creating forums where external
partners can have access to get direct contact with the University. The achievement of this
objective can improve staff capacity, laboratories, facilities and internationalization of the
university‟s programmes. As a result, they contribute to the quality of education, research,
technology generation and exchanges, and community service.

3. Increase demand driven academic programmes, research output, products and services

It involves launching demand driven new programmes, reviewing curricula, adopting and
implementing changes in educations, effective implementation of existing programmes,
designing and implementing problem solving research projects, providing transformative
community services and exchanging relevant technologies with users.

45
This objective can be attained by conducting market assessment, and conducting participatory
curriculum review workshop, research need assessment, promoting joint research projects with
industries; integrating research results into the learning-teaching programmes and incentivizing
best-performing instructors, researchers and stakeholders involved in these core activities of the
university, increasing service accessibility, providing diversified services, and improving modes
of delivering services. This in turn enhances the number and quality of graduates to satisfy the
demand of the labour market, fosters the communities‟ awareness, sense of ownership and
belongingness.

4. Increase postgraduate students

This objective is aimed at increasing the students‟ enrollment in masters, specialty, and PhD
programmes. This objective can be attained by launching new and consolidating existing post
graduates programmes, diversifying education delivery modalities, designing and implementing
join/sandwich programmes with other institutions, encouraging off campus non-academic
student services, and reduce the number of regular undergraduate students. This also realizes the
dream of becoming reputable research university.

5. Increase revenue and diversify fund sources

This involves increasing the amount of internal revenue generated by different activities of the
university and diversifying the bases of the internal revenue. This objective can be realized by
introducing market oriented programmes and services, consolidating non-regular programmes,
self-sponsored national and international students, improving service accessibility, providing
services at affordable prices, writing winning proposals and submitting to donors, increasing
networking with stakeholders, establishing new business entities and consolidating the existing
enterprises, commercializing research outputs, strengthening the productivity of farms and
increasing government fund by improving performance. The attainments of this objective
strengthen academic programmes, research activities, and provision of transformative
community service.

46
 6. Improve resource utilization

The efficient resource utilization includes the appropriate utilization of budget from government-
treasury, internal revenue, projects, and other sources. Promoting the appropriate usage of
existing resources(economizing material and financial resources), setting priority to allocate
budget, reducing wastage by implementing Kaizen principle, enhancing resource management
strategies, appropriate planning and allocation of resources, pooling or networking resources,
maintaining properties timely,prioritizing activities and avoiding duplications of efforts,
disposing unusable materials, and promoting accountability in resource utilization. The
attainment of this objective is good step to ensure good governance and create the possibilities of
mobilization additional funds by gaining more trust from the government and thus helps
effectively discharge the triple mandates of the university.

7. Reduce disparities in participation between disadvantaged groups and others

The university will struggle to assure equitable access of education and other services for
disadvantaged groups at all level by providing tutorials for low performer students and females,
reducing attrition of female students‟, increasing number of female teaching staff, providing
economic support of students with low income, disability and HIV/AIDS, creating conducive
environment for and accommodate the need of students and staff with special needs, encouraging
students from emerging regions, and assisting females to participate and succeed in managerial
position at all levels.
8. Improve quality of education, research, and community service
The university will strive to assure the quality of education, research and community engagement
at all levels. This can be achieved by consolidating the institutional quality assurance office,
preparing and implementing different policies and guidelines ensuring quality, implementing
strong monitoring and evaluation of academic practices, modernizing and expanding facilities,
staff development, encouraging educational competiveness nationally and internationally,
preparing standardised modules, promoting cooperative learning, reducing unnecessary wastage
of time in course delivery, getting accreditation for programmes, incentivizing best-performing
students, instructors and researchers, and proper integration of academic, research and
community engagement.

47
 9. Foster/encourage entrepreneurial thinking and innovativeness

This consist the effort of the university to equip its new graduates with the necessary entrepreneurship
skills in order to create their own jobs. Any support provided by the university to enable the surrounding
youth establish and successfully run business enterprises can be included under this objective.
Improvement in entrepreneurial thinking and innovativeness can be achieved by continuous training,
material and technical supports, and establishing the entrepreneurship incubation centre in the university
to organize such activities.

10. Improve service delivery system

This involves delivery of quality, reliable and efficient service to ensure operational excellence
in both administrative and academic wings of the university. This includes efficient finance and
procurement process, reliable provision of basic utilities like water and electricity, efficient
transport service, transparent and accessible admission and registration services, and human
resource management. Increasing efficiency in the services delivery system is vital for the proper
functioning of the academic, research, and community pillars of the university.

11. Promote academic programmes, research outputs, services, and other achievements

Publicizing the university academic programmes, research outputs, technology transfer and
community engagement activities in national and international Medias will be the main issue of
this objective. This could be achieved through availing important activities on the university‟s
website, broadcasting through the HU FM radio, and other electronic and printing media, as well
as participating in exhibitions and related forums. The attainment of this objective will promote
the employability of graduates, technology transfer, good governance, recognition and
internationalization of the university.

12. Improve staff capacity, attraction, motivation, and retention

Building the capacity of leaders of all levels through short term leadership training will have a
significant contribution to realize the university‟s vision. Not only the leadership capacity of
lower, middle and top level managers but also building the capacity of all academic and support
staff through giving long term training opportunities and short term training is critical steps to
achieve the rest objectives of the university. In addition, attracting the qualified and experienced

48
staff through different employment mechanisms like full time, joint, and honorary employment
will be the main focus of the university. This also involves creating conducive working
environment, developing and implementing benefit packages, and caring the staff of the
university. Attracting and retaining qualified staff is the main secret of ensuing quality in
academics and research and gaining international recognition.

13. Expand and modernize facilities

This involves construction of buildings of different purpose, roads, ponds and others with the
required quality and quantity. This objective can be attained through establishing new and
consolidating the existing research centers, laboratories and offices, increasing demonstration
and outreach sites, installing state of the art technologies, promoting e-learning, and automating
existing facilities of the university (such as classrooms, laboratories, libraries, registrar, internet
access, among others).On the top of physical construction, fulfilling equipment of new facilities
and renovating the old ones will be given a due emphasis so that the infrastructures will keep
providing the intended services. By doing so, the university can provide enabling environment
and convenient service to its customers, employees and other stakeholders.

49
 10.3. Corporate Maps
Figure 5:Corporate maps
Customer/
Increase demand driven academic
Stakeholders
Improve partnership programmemes, research output,
Improve customer/
& networking products and services
stakeholder engagement
and satisfaction
Increase postgraduate
students

Finance
Increase revenue Improve resources utilization
and diversify
fund sources

Internal
Reduce disparities in Foster/encourage
Business Improve quality in
participation between entrepreneurial thinking
Process education, research, and
disadvantaged groups and and innovativeness
others community services

Promote academic
programmes, research
Improve service
outputs, services, and other
delivery system
achievements

Expand and modernize Improve staff capacity, attraction,

Learning & facilities motivation, and retention
Growth

50
 11. Measures of corporate level objectives and their descriptions

Table 8: Commentaries onmeasures

Data
Collection
/
Unit of reporting Validated Approved
No Objectives Measure Formula Description of measure measure Data Source frequency by by
1 Improve Level of ∑xi,/N where xi The degree of Rate Stakeholders Annuall SMIT Univers
customer/stakeholde satisfaction the satisfaction satisfaction is y ity
r engagement and level given by measured by preparing council
satisfaction respondent i questions which have
which ranges choices in a 5 level
from 1 to 5; and Likert scale (1=very
N is total low, 2=low,
number of 3=medium, 4=high,
respondents 5=very high))
Students‟ ∑xi The total number of Numb Colleges, Quarterl VPAA Univers
enrolment (where x1,x2,,,xn students enrolled in er registrar, y ity
stands for the university EMIS council
students) disaggregated by level
of study

Number of ∑xi The total number of Numb Registrar Annuall College Univers
graduates (where x1,x2,,,xn students graduated at a er y s ity
per annum stands for given year. Senate
students)

51
2 Improve partnership No. of ∑xi This can be measured Numb Office Quarterl Progra Univers
and networking International (where x1,x2,,,xn by summing the er holders y mme ity
Active
collaboration
stands for number of owners council
international international active
partners /allies) collaboration of the
university
No. of ∑xi This can be measured Numb Office Quarterl Progra Univers
national (where x1,x2,,,xn by summing the er holders y mme ity
Active
collaboration
stands for number of owners council
national international active
partners /allies collaboration of the
university
Percentage of (∑xi/X)*100 This can be measured by Percen Colleges Quarterl registra VPAA
students sent where ∑xi dividing the total foreign t y r
to and students of HU and the
admitted from
=the sum of
students sent to students sent to abroad
foreign
and admitted from from HU for joint
countries.
foreign countries; studies by the total
X= number of number of students‟
students of all enrollment; and then
level multiplied by 100.
%age of joint (∑xi/X)*100 This can be measured by Percen Research Quarterl VPRA Univers
research where ∑xi dividing the total t groups and y ity
projects with number of projects partnership
industries
=the sum of directorate
council
projects jointly implemented
implemented with industries
(manufacturing, service,
with industries;
or public sector etc) by
X= number of
research project the total number of
underway by HU active research projects
undertaken by regardless
of the fund source; and
then multiplied by 100.

52
3 Increase demand Number of ∑xi This can be measured by Numb VPAA/ Quarterl College VPAA
driven academic academic (where x1,x2,,,xn summing up the total er EMIS y s Office
number of undergraduate
programmes, programmes stands for and graduate programmes
research output, programmes) run by the university.
products and Number of ∑xi This can be calculated by Numb VPRA Quarterl Themat VPRA
services research (where x1,x2,,,xn summing up all researcher er y ic area
projects being conducted
projects stands for by the staff of the
leader
underway number of university irrespective of
researches their fund source
underway)
Number of ∑xi This can be measured by Number Researchers and Quarterly Colleges VPRA
summing up the total publication & &
publications (where x1,x2,,,xn extension
stands for number of journal articles, Thematic
books, conference papers, directorate area
number of
book chapters, etc authored leader
publications ) by the university‟s staff.
Number of ∑xi This can be measured by Numb VPRA Quarterl Themati VPRA
technologie (where x1,x2,,,xn summing up the total er y c area
stands for number number of technologies leader
s accredited accredited
of technologies
released )
Number of ∑xi This can be measured by Numb Colleges/ Quarterly VPCEED Universi
beneficiary (where x1,x2,,,xn summing up the total er community ty
number of beneficiary dev‟t council
community stands for individuals from the three
members number of directorate
major services- free legal,
community health, and training
members services.
benefited)
Amount of ∑xi This can be measured by Numbe Colleges/direc Quarterly VPCEE Universi
money (where x1,x2,,,xn summing up the total r torates for D ty
stands for the amount of money community council
invested on dev‟t works
community amount of money invested in different
dev‟t works invested on community projects
activity x in Birr) undertaken by the
university in Birr.

53
4 Increase Number ∑xi This can be measured by Numbe DPGP Quarterly Colleges VPAA
postgraduate graduate (where x1,x2,,,xn summing the number of r
students stands for partners/allies
students
graduate students)

5 Increase revenue and Amount of ∑xi This can be measured by Numbe Central Quarterl Program Universi
diversify fund revenue (where x1,x2,,,xn summing up the total r finance y me ty
generated stands for total amount of income owners council
sources generated from sources
amount of income
generated per other than government
source in Birr) treasury (internal revenue,
projects, etc)
Number of ∑xi This can be measured by Numbe Colleges and Quarterly Program Universit
business (where x1,x2,,,xn summing up the total r directorates me y council
stands for number number of business entities especially owners
entities directorate for
of entities established or counting
university
established ) income sources enterprises
development
6 Improve resource Budget (x/X)*100 where This can be measured by Percent Finance Quarterl Program Universi
utilization utilization x= amount of the computing the y me ty
rate budget utilized and utilization rate of budget owner council
X is the total from all sources including
amount of budget treasury, projects and
allocated per given internal revenue.
period.
Amount of ∑xi This can be measured by Number All Office Quarterly Program Universit
money (where x1,x2,,,xn summing up the amount of holders me y council
stands for the money, in Birr, generated owners
saved or amount of money by or saved from using
generated either saved by or existing unutilized
by utilizing generated from resources, reallocating the
the existing activity x, in Birr) right resource to the right
resources place and abandoning new
procurement of that item,
reusing old resources by
making proper
maintenance, culling out
used resources

54
7 Reduce disparities in Graduation (x/X)*100 = This can be calculated Percen College Quarterl Registr VPAA
participation rate of where x=total by counting the total t y ar/
between female number of number of female EMIS
disadvantaged students female students graduated
groups and others graduates per without repetition in
year, and X= comparison with the
total number of number of female
female students students admitted at
admitted in that their respective
batch. freshman class.
% of female (x/X)*100 = This is measured by Percen HRM Quarterl EMIS VPAA
teaching where x=total computing the share of t y
staff number of Ethiopian female
female academic staff from
academic staff, the total number of
and X= total local academic staff of
number of the university (both on
academic staff duty and study leave)
percentage of (xi/X)*100 This can be measured Number HRM Quarterly Program Universit
women in (where xi, by dividing the total me y council
management stands for the owners
number of females in
position number of lower, middle, and top
women in level management
management positions by the total
position; numbers of
X=total number supervisory positions
of supervisory in the university
positions in the structure
university
structure)

55
8 Improve quality of Number of ∑xi This can be measured by Numb Colleges Quarterly Quality VPAA
education, research, programme (where x1,x2,,,xn summing up the total er assuranc
stands for number of programmes e and
and community accreditatio Assessm
services ns secured number of accredited disaggregated
ent
programmes by nationally and
directorat
accredited) internationally e

Percentage (∑xi/X)*100 This can be measured by Percent College Annuall Quality VPAA
of graduates (where x1,x2,…,xn summing up the total y assuranc
who passed stands for number number of graduates e and
of graduates who who met expected Assessm
competence met expected
standards competence against the ent
competence and X total number of director
stands for the total
graduates who take exit ate
number of
graduates who exams, disaggregated by
take exit exams) regular and non-regular
programmes.
Teachers‟ ∑x1/X: ∑x2/X: This can be measured Ratio HRM Quarterl EMIS VPAA
qualificatio ∑x3/X where x1, by computing the y
ns mix x2 x3 are the total share of local
(first, number of academic staff with
teaching staff with
second and qualification of
first, second and third
third first, second and degrees or equivalent
degrees) third degrees or qualification from the
equivalent, and X total local academic
stands for total staff on duty and study
number of local
teaching staff
leave.
Graduation (x/X)*100 = where This can be calculated by Percent Registrar/ Quarterly College VPAA
rate of final x=total number of counting the total number EMIS
graduates per of students graduated
year year, and X= total without repetition in
undergradua number of students comparison with the
te admitted at their number of students
respective admitted at their respective
freshman class. freshman class.

56
 Percentage (x/X)*100 = This can be measured Percen Colleges Quarterl College VPRA
of research where x=total by computing the t and y s
outputs number of articles percentage of research Research
or books in
published in international
outputs published by publication
reputable journals or internationally and
journals per publisher per year, recognized journals or extension
year and X= total publishers. directorate
number of
researches
completed.
9 Foster/encourage Number of ∑xi, where xi This can be measured by Numb Community Quarterl Progra Univers
entrepreneurial trainees stands for the summing up the total er works y mme ity
number of trainees who directorate,
thinking and trained in number of have taken
owners council
innovativeness entrepreneu trainees entrepreneurs
entrepreneurship training
rship hip incubation
given or facilitated by the
university centre
Number of ∑xi, where xi This can be measured Numbe Community Quarterly Program Universi
entrepreneu stands for the by summing up the r works me ty
rs who number of jobs total number of directorate, owners council
created new created entrepreneurs who entrepreneurs
job by the have created their own hip incubation
centre
facilitation job by the support of
of the the university
university
10 Improve service Customers ∑xi,/N where xi The degree of Rate Customer Quarterl SMIT Univers
delivery system service the satisfaction satisfaction is measured y ity
Satisfaction level given by by preparing questions council
respondent i which have choices in a
which ranges 5 level Likert scale
from 1 to 5; and
N is total number
of respondents
Average ∑xi,/X where xi This can be measured by Numb PFPA Monthl Progra Univers
number of is the number summing up the total er directorate y mme ity
days required of days spent to numbers of days owners council
57
 to purchase purchase item i consumed for each
an item and X the total purchase request to be
number of counted from the date of
purchases made request to the date of
per month. item delivery to the user
and then divided by the
total numbers of
purchases the university
has accomplished by its
own, excluding
purchases made by the
federal procurement
agency.
No. of ∑xi, where xi is This can be measured by Numb External Annuall Progra Admini
pitfalls the number of counting the number of er audit report y mme strative
found in relevant pitfalls pitfalls identified by the owners council
external identified by external audit report and
performanc the external accepted by the
university
e audit auditors
11 Promote academic Number of ∑xi This can be measured by Numb Public and Quarterl Progra Univers
programmes, promotional (where x1,x2,,,xn the counting the total er international y mme ity
research outputs, programmes stands for number of programmes relation owners council
services, and other broadcasted number of prepared and Directorate
achievements by programmes broadcasted by the
university‟s FM radio,
university‟s broadcasted)
website, and printing
media media
Number of ∑xi This can be measured Numb Public Quarterl Progra Univers
promotional (where x1,x2,,,xn by the counting the er relation y mme ity
programmes stands for total number of owners council
broadcasted number of programmes
by national programmes broadcasted by the
and broadcasted) local and international
internationa medias
l medias

58
12 Improve staff Total ∑xi This can be measured by Numb HRM Quarterl Progra Univers
capacity, attraction, Number of (where xi the counting the total er y mme ity
motivation, and staff stands for the number staff (academic owners council
retention number staff) and administrative) HU
employed permanently.
Number of ∑xi This can be measured by Numb HRM, other Quarterl Progra Univers
staff trained (where xi summing up number of er offices y mme ity
stands for the staff trained, owners council
number staff disaggregated by long
trained in long term (BSC/BA, Master,
PhD), and other short
term and short term trainings (PGDHT,
term trainings, PGD, and other short
to be term trainings) for both
disaggregated ) administrative and
academic staff.
Staff (∑xi/X)*100 This can be measured by Percen HRM Quarterl Progra Univers
attrition rate (where xi stands counting the total t y mme ity
for the number number of staff who left owners council
staff left the the university and join
university, and Xi other institutions for
is total number some reason,
of staff) disaggregated by
academic and support
staff
13 Expand and Total ∑xi This can be measured Number Constructio
modernize facilities capacity of (Where xi stands by counting the total n project Quarterl Progra Univers
facilities in for the number numbers of facilities office and y mme ity
number or facilities or of a given type or their other owners council
holding number of holding capacity, Directorates
capacity individuals that considering major (library,
can be
facilities (dormitory, laboratory,
accommodated
by the facility in classrooms, offices estate and
question. ) etc) separately. facility etc)

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Number of ∑xi This can be measured by Number Construction
facilities (Where xi stands the counting the project Quarterl Progra Univers
/renovated for the number numbers of facilities or office, estate y mme ity
maintained facilities got equipment of a given and facility owners council
major type completely management
maintenance or maintained considering office, and
re-innovated ) the major ones other office
separately. holders
Resource- x/X, where x= This can be measured by Ratio Office Quarterl Progra Univers
user ratio total number of dividing the number of holders y mme ity
resources available for use
resources by the total number of
owners council
available for service users, to be
use , and X disaggregated by types of
stands for total resources (book, teacher,
number of users computer, laboratory etc)
Percentage (∑xi/X)*100 This can be measured by Percent Engineering Quarterl Preside Univers
of (where xi stands summing up the total unit y nt ity
for projects number of projects
construction office council
completed based completed by their
projects on scheduled time
completed agreed schedule and
and X stands for
dividing it by the total
within the the total number of
projects that number of construction
schedule. projects that should
should have been
completed in that have been completed in
period of time ) that period of time
Number of ∑xi This can be measured by Numb ICT Quarterl Office Univers
automated (where x1,x2,,,xn summing up the total er y holders ity
services stands for number of automated council
number of services or the numbers
processes of software developed
and implemented to
automated)
bring process efficiency

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 12. Corporate Targets
Table 9: Corporate targets

Baselin Target
Perspective Corporate objectives Measurement e 2015/16 2016/17 2017/18 2018/19 2019/20
Customer/s 1. Improve Level of
takeholder customer/stakeholder satisfaction(by Students 2.6 2.8 3.0 3.1 3.3 3.5
engagement and 5-level Likert academic 2.5 2.7 2.8 3.0 3.2 3.3
satisfaction Scale)
Staff Admin. 2.5 2.8 2.9 3.1 3.3 3.5
Community 2.7 2.9 3.2 3.5 3.7 4.0
Students‟
Total enrolment 35239 33766 33000 34500 36000 37000
enrolment
Undergraduate 31871 29672 29000 28500 28000 27000
Masters‟ 3212 3696 3550 5350 7150 9000
PhD 331 398 450 650 850 1000
Number of Total 7998 8850 9120 8300 8550 9000
Graduates per Undergraduate 7327 8000 8100 7000 6500 6000
annum
Masters 637 800 950 1200 1900 2800
PhD 34 50 70 100 150 200
Improve partnership and No. of International Active collaborations 50 55 65 70 80 90
networking No. of National Active collaborations 60 62 65
56 68 70
Percentage of students sent to and admitted
from foreign countries. 0.12 0.13 0.2 0.5 0.8 1
%age of joint research projects with
industries 1 1 3 6 8 10
Increase demand driven Number of Academic 1stDegree
academic programmes, research programmes 113 114 110 111 111 111
output, products and services 2nd Degree 131 136 140 143 148 150
PhD 20 23 25 28 32 35
Number of research projects
underway 286 497 500 505 510 520

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 Baselin Target
Perspective Corporate objectives Measurement e 2015/16 2016/17 2017/18 2018/19 2019/20
Number of publications 250 280 300 320 350
Number of technologies Accredited
per annum 2 3 5 8 9 10
Number of beneficiary community
members 457827 500000 520000 530000 600000 650000
Amount of money invested on
community dev‟t works(in millions) 223 250 270 290 310 350
Increase postgraduate
students
Number graduate students 3359 4094 4000 6000 8000 10000
Finance Increase revenue and Amount of revenue generated (in
diversify fund sources millions) 150 160 165 195 220 250
Number of business entities
16 16 18 20 20 20
Improve resource utilization Budget utilization rate 99.5 100 100 100 100 100
Amount of money saved or
generated by utilizing the existing
resources (in millions) 2.7 3.0 4.5 5.0 4.0 4.0
Internal Reduce disparities in Graduation rate of female students 94.8 95 95 95 95 95
Business participation between
disadvantaged groups and %age of female teaching staff 11 12 15 18 25 30
Process
others %age of women in management
(IBP)
position 10 16 18 18 18 23
Improve quality of Percentage of National 9 20 50 70 90 100
education, research, and programme accredited International 1 3 10 15 20 25
community services Percentage of graduates regular 100 100 100 100 100 100
who passed competence distance
standards 10 20 35 55 60 75
Teachers‟ qualifications mix (first,
second and third degrees) 17:59:24 14:60:26 10:63:27 5:65:30 5:60:35 0:60:40
Graduation rate of final year 97.8 98 98 98 98 98

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 Baselin Target
Perspective Corporate objectives Measurement e 2015/16 2016/17 2017/18 2018/19 2019/20
undergraduate
Percentage of research outputs
published in reputable journals per year 50 55 60 65 75
Foster/encourage Number of trainees trained in
entrepreneurial thinking and entrepreneurship 1913 5000 6000 6500 7000 7500
innovativeness Number of entrepreneurs who created
new job by facilitation of the university 80 120 150 200 300 500
Improve service delivery Customer service staff 2.2 2.4 2.7 3.0 3.5 3.8
system Satisfaction Student 2.4 2.6 2.9 3.2 3.5 4.0
Average number of days required to
purchase an item 60 60 40 30 25 21
No. of acceptable pitfalls found in
external performance audit 12 10 6 3 2 0
Promote academic Number of promotional programmes
programmes, research broadcasted by university‟s media 2500 2500 2550 2560 2575 2600
outputs, services, and other Number of promotional programmes
achievements broadcasted by national and
international medias 100 110 115 120 130 145
Learning Improve staff capacity, Total Academic staff 1527 1650 1800 1900 2000 2000
and growth attraction, motivation, and Number
retention of staff Administrative staff 4450 5500 6000 6400 6800 7000
Third Degree 193 230 380 450 480 550
Number long term Second
of staff training Degree 200 230 260 240 200 150
trained First Degree 15 20 30 40 45 50
short term training 868 950 1100 1300 1500 1600
Staff Academic staff 8 6 5 5 4 2
attrition
rate Administrative staff 5.3 5 4.5 4 2 1.5
%age of instructors engaged in research
projects 41 66 70 75 78 80

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 Baselin Target
Perspective Corporate objectives Measurement e 2015/16 2016/17 2017/18 2018/19 2019/20
Expand and modernize Total Classrooms(hc) 13610 14500 16680 17580 17580 17700
facilities capacity
Libraries(no) 9 9 10 10 12 14
of
facilities Dormitory (hc) 20000 20101 21135 21135 21135 21135
in number
or holding
Offices(no.) 905 915 991 1010 1010 1060
capacity Residential houses(no.) 668 668 785 1125 1343 1343
Laboratories(no.)1 78 96 96 100 100 101
Water supply(m3/hr) 36 37 39 40 42 45
Number of Buildings(no.) 4 8 15 17 19 20
facilities
/renovated big/high value/ equipment 26 30 34 36 40 42
maintained Vehicles 12 13 13 12 11 10
Resourc teacher-student ratio 1:26 1:24 1:22 1:20 1:20 1:20
e to computer-student ratio 1:15 1:14 1:14 1:13 1:12
users‟ library space per student
ratio (m2/student) 1:3 1:2 1:2 1:1 2:1
book-students ratio 9:1 10:1 11:1 14:1 20:1
laboratory space per
student (m2/student)2 8 8 8 8 9 9
Percentage of construction projects
completed within the schedule 10 25 40 50 65 75
Number of automated services 10 13 14 16 17 20

1
This includes dry, wet and dark rooms
2
This includes stores, working bench and equipment space

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 13. Corporate Initiatives

Initiatives refer to the specific programmes, activities, projects, or actions an organization will
engage in order to meet, and hopefully exceed, its performance targets. Most organizations
pursue a set of different initiatives to meet their performance targets. Accordingly, Haramaya
University has formulated ten different initiatives for this strategic plan.

Initiative 1:- Human Resource and Organizational Development Programme

Scope: - This programme aspires towards achieving effective and efficient human resources
development and management as well as organizational development to optimize organizational
performance towards the realization of the university‟s mission and vision. The programme
involves strict human resource planning, recruitment, training and development, performance
evaluation and enhancement, motivation and governance. It also involves planned and continual
organizational development and transformation.

Importance: This programme contributes towards the sustainable development of the efficiency
and effectiveness of human resource and fostering the organizational development of the
university to realize the strategic objectives. The programme is also important to facilitate
conditions for the development of transformative organizational system.

Deliverables: An appropriate implementation and realization of this programme would enable

the university to create qualified, competent, responsible and motivated human resource. As a
result, the productivity, creativity, responsiveness and cooperative organizational culture of the
university will be increased.

Human Resource Capacity Building Projects

Building academic staff capacity:

 Developing separate staff development strategic plan based on proper identification

of human resource gaps
 Consolidating the existing HU‟s postgraduate programmes and opening the new ones
so that the university‟s staff will be given priority to enroll.

65
  Identifying the types of postgraduate programmes that are offered locally and
effectively communicate with all concerned to get enough space for HU‟s staff to
study in.
 Fully utilizing the study opportunities in foreign universities which are usually
arranged or facilitated by MoE and the university itself.
 Strengthening the institutional collaboration with foreign universities both to run joint
programmes and facilitate scholarship opportunities to the staff.
 Supporting the university‟s staff to hunt scholarship opportunities
 Encouraging HU staff that are successful in securing scholarship in foreign
universities by their own effort or link to use the formal study leave and sign
commitment with HU.
 Being flexible enough to allow staff to leave for study at any time when they secure
admission or scholarship opportunities provided that it is in line with the department
plan.
 Designing and implementing appropriate short term training programmes
 Encouraging staff to involve in research undertakings
 Supporting staff to attend different national and international conferences, seminars,
symposiums, public lectures, etc.
 Employing more size of competent first degree graduates in the first two years of the
planning period and immediately train them to higher degree levels.
 Hiring more number of master and PhD holders, whenever possible, from the market
and directly employee best graduates of HU.
 Effectively implementing the joint appointment options as indicated in the senate
legislation in order to acquire more developed and experienced staff of other
institutions.

Building support staff capacity:

 Increasing the quota of the university‟s scholarship offered to administrative staff.
 Launching or consolidating non-regular programmes offered in and around the
university campus and diversify their mode of delivery.
 Implementing continuous and relevant short term trainings

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  Participating staff in relevant benchmarking and experience sharing programmes
 Employing competent and experienced support staff.
 Preparing and implementing special staff development plan for HiwotFana
specialized teaching hospital or clinical staff
Building Managerial and Leadership Capacity:
 Providing short term training for any new Vice-presidents, directors, deans,
associates deans and directors, department heads, and team leaders on leadership,
management, and government rules and regulations before they start working.
 Encouraging and enforce office holders to attend consultative meetings,
workshops, conferences, seminars, symposiums, public lectures, etc.
 Hiring experienced and ethical managers and recruit for the university.
 Benchmarking of best practices and institutional development ideas
Attraction, retention, and motivation mechanism:
 Creating enable working environment in the university
 Developing and implementing staff incentive and benefit package
 Ensuring good governance

Organizational Growth and Transformation:

 Properly implementing BPR, BSC, Kaizen, Citizen‟s charter, and educational
development army.
 Strategically and flexibly adjusting to changing dynamics through reorganization
of institutional structure, systems and performances
 Properly managing the institutional changes

Required Budget: Birr 1,967,250,000.00

Process Owner: Office of the president
Programme Owner: Office of the Vice President for Administration and Student Affairs in
collaboration with other vice presidents.
Programme Implementer(s): Human resource management and development directorate,
strategic management and institutional transformation directorate in collaboration with university
Public and international relation Directorate, colleges, institutes, departments and other units.

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 Initiative2: Academic Programme Diversification, Center of Excellence
Determination and Consolidation programme

Scope: this involves strengthening the existing undergraduate and post-graduate programmes,
and launching new ones based on the need for human resources in the labour market, increase
postgraduate student enrolment, identifying disciplines for center of excellence (one in
agriculture, and two others to be decided) and working towards excelling them.

Importance: Implementation of this programme can address the national development

endeavors through expanding and diversifying educational programmes. This programme
provides customers with multiple options for learning and growth. It also enables the university
to increase the number and types of customers and its revenue. In addition this makes the
university concentrate on some fields of specializations, so that it will have a tangible impact.

Deliverables: The implementation of this programme enables the university to have demand
driven and flexible undergraduate and postgraduate curricula to educate and graduate qualified,
competent and problem solving students. Again, it enables the university to have in place diverse
delivery mechanisms.

Projects to be accomplished and activities to be performed:

 Diversifying need-based post-graduate programmes

 Conducting tracer studies on the university graduates to collect feedbacks for

further curriculum revision and development

 Increase the number of post graduate students in regular and non-regular programme

 Excel in agriculture and other two discipline

 Implement integrated modular curricula

 Revising and innovating curricula to meet market needs

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  Diversifying the mode of delivery and geographical distribution of
postgraduate programmes to increase the number of Postgraduate
students
Required budget: Birr 40,700,000.00
Processes Owner: The office of the President
Programme Owner: Office of Vice President for Academic Affairs
Programme Implementer(s): Colleges, departments and academic directorates

Initiative 3: Research and Community Engagement Programme

Scope: This initiative emphasizes on research and community engagement activities to meet the
needs and interests of the beneficiaries. It includes consolidating university‟s research thematic
areas, undertaking problem solving research, soliciting research funds, enhancing participatory
technology development, creating partnerships, establishing new and consolidating existing
research and community development centers, and conducting impact assessments. It also aims
at transferring knowledge and technology, products, and professional services to the community.

Importance: It directly helps realize two of the three mandates of the university, namely,
research and outreach services. This makes the university generate and disseminate relevant
knowledge and technology for the community. The university-industry linkage can also be
strengthening by the implementation if this programme.

Deliverables: This programme enhances the university staffs‟ research skills and direct
participation in the process of solving the community‟s problems. The programme enables the
university to increase the number of demand driven technology generation and transference as
well as service provision that can contribute towards improving the livelihoods of the community
and the number of end users of the university generated technologies.

Projects and activities to be accomplished

Research development project:

 Working to be one of the research universities in the country.

 Establishing or consolidate diverse research centers and specialized research institutes.

69
  Equipping laboratories and research facilities with necessary inputs.
 Developing multiple problem solving and theme-based research proposals and timely
implement them.
 Making the research thematic and sub-thematic areas fully functional.
 Encompass the postgraduates‟ research into the university‟s research thematic areas and
give necessary support
 Creating strong linkages with industries and undertake joint research projects
 Conducting workshops and promoting research outputs
 Publishing existing HU journals timely and launch new ones.
 Encouraging our staff to publish their researches in reputable journals and properly
documenting the accomplishment.
 Soliciting and securing external research funds
 Developing diverse mechanisms for disseminating research output, technology and/or
knowledge exchange
Community Engagement Project:
 Organizing awareness building training on community engagement projects for the
university staff, students and community representatives
 Establishing national and international collaborations to provide community services
 Transferring knowledge and technology packages to improve the community‟s livelihood
 Establishing community development centers (like free legal service center) and
equipping them with appropriate resources, skills and facilities so that they can function
properly
 Consolidate the implementation of Haramaya Watershed project.
 Strengthening the consultancy and training services of the university to the surrounding
community.

Required budgets: Birr 400,650,000.00

Process Owner: Office of the President
Project Owner: Office of Vice President for Research and Vice President for Community
Engagement and Enterprise Development
Project Implementer: Colleges, departments, researcher centres/institutes/units, concerned
directorates of laboratories and research groups

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Initiative 4: Infrastructure and Facility Development and Enhancement
Programme

Scope: This programme targets at constructing, expanding, renovating and automating

infrastructure and facilities.

Importance: The implementation of this programme helps the university to provide accessible,
efficient and quality services that in turn create conducive environment for living, innovative
thinking, learning, research and community services.

Deliverables: The implementation of this programme will enable the university to construct
state of the art classrooms, laboratories, cafeteria, recreational facilities, and other infrastructural
conditions.

Projects to be accomplished and activities to be performed:

Capital Project

This project expands the university‟s infrastructure and facilities through planned
constructions following the university master plan to be designed in this planning period.
This includes, but not limited to, constructing and renovating classrooms, consolidating and
equipping teaching hospital, dormitories, laboratories, cafeteria, libraries, staff residences,
vehicles, road networks, sewerage systems, furnishing sport academy, recreational sites,
publication house, Garage, community schools and ICT infrastructure. This also includes
the campuses beatification activities of the university.

Required Budget: - Birr 5,000,000,000.00

Process Owner: - Office of the President

Programme Owner: Office of the President

Project Implementer: Construction project office and estate and facilities management

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 Initiative 5: Good Governance Enhancement Programme

Scope: This programme aims at enhancing organizational leadership and good governance
through promoting transparency, justice, equity, impartiality, accountability, empowerment and
inclusiveness.

Importance: This programme contributes towards strengthening a university leadership and

governance founded on democratic principles and practices.

Deliverables: The implementation of this project will create responsible and transformative
leaders, involve stakeholders, increase and deepen inclusiveness, reduce corruption, avoid
partialities, foster sense of ownership and belongingness, enhance operational excellence, and
build trust and confidence among other things.

Projects to be accomplished and activities to be performed

Organizational leadership and management project:

 Planning and exercising leadership succession

 Exercising delegation of authorities and decentralization

 Cultivating leadership quality

 Fostering shared vision

 Enhancing equitable participation in the leadership and management

 Promoting transformative leadership

 Promoting systemic thinking in the leadership practice

Organizational governance:

 Enhancing seamlessness, transparency and accountability in the university‟s

business process
 Practicing individual responsibility and accountability
 Promoting fair distribution of power and resources
 Fostering justice and equity

72
  Promoting open and transparent discussion forums
 Fighting corruption or rent-seeking behavior through strong internal and external
audit systems
 Taking immediate corrective actions on audit findings.
 Communicating and enforcing procedures, policies, guidelines, rules and
regulations
 Addressing customers‟ complaints responsibly and swiftly
 Developing new and properly implement existing guidelines and policies
 Consolidate the grievance handling and feedback mechanisms.

Required budget: Birr 1, 800,000.00

Process Owner: Office of the President
Programme Owner: All office holders
Project Implementers: All office holders and employees

Initiative 6: Relevance and Quality Assurance Programme

Scope: The programme consists of projects on quality and relevance of academic, research, and
community engagement activities of the university.

Importance: The programme helps ensure the quality of education, research, and community
engagement. This also enables whether the university‟s academic programmes and research
outputs suit for the community needs.

Deliverables: This programme assures the production of competent and innovative graduates,
generation and dissemination of problem solving research outputs, and enhancement of
community engagement.

Projects to be accomplished and activities to be performed

Educational quality and relevance assurance project:

 Working towards national and international accreditation of academic programmes.

 Implementing modularized curricula in all academic programmes

73
  Reducing unnecessary wastage of class time.
 Ensuring the availability of educational inputs such as laboratory facilities and reference
materials
 Enhancing participatory learning-teaching methods at all academic programmes
 Consistently implementing continuous assessment, criteria referenced grading system,
and related requirements.
 Developing and implementing institutional education quality assurance policies and
guidelines that fits into and extends the national policy
 Strengthening students‟ academic support system
Research Quality and Relevance project:
 Following the research thematic areas of the university for both staff and student research
 Implementing research quality assurance policy and research excellence awards system
 Building research capacity
 Effectively implementing and following the university publication guidelines
 Keeping the research laboratories and facilities up to date
 Teaming up the senior staff with less experienced one
Community Service Quality and Relevance Projects

 Delivering community services based on the community service roadmap document

 Ensuring seamless access to quality and relevant community services

 Providing community services with appropriate mix of professionals

 Following participatory approach in proving community service

 Providing community service with state of the art technologies

Required budget: Birr 14,960,000.00

Process owner: Office of the President

Programme owner: Academic Assessment and Quality Assurance Directorate in collaboration

with Vice presidents

Project Implementers: All Academic Office Holders and Staff

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 Initiative 7: Service delivery system enhancement Programme

Scope: This initiative focuses on bringing operational excellence and improvement of service
delivered to students, staff, and external customers including quality accommodation, health,
recreation, cafeteria, counseling and guidance, and special support services.

Importance: The project helps ensure the quality of non-academic student and staff services to
create conducive environment for living, learning-teaching, research, and community
engagement.

Deliverables: The project creates efficient and sustainable service delivery that makes students,
staff and other customers satisfied.

Projects to be accomplished and activities to be performed

 Establishing internal processes for effective feedback and support provision

 Encouraging and supporting team spirit by consolidating the educational development army.

 Developing citizens‟ charter , communicating with service users and adherent to its effective
implementation

 Updating, communicating and enforcing the university‟s codes of conduct

 Consolidating students‟ and teachers‟ union, clubs and associations

 Expanding and improving student and staff service capacity

Required budget: Birr1,010,370,000.00

Process owner: Office of the President

Project owner: Vice President for Administration and Student Service

Project Implementers: All office holders and employees in the university

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 Initiatives 8: Partnership and internationalization Programme

Scope: This initiative incorporates establishing and strengthening linkage and collaboration with
national and international industries, academic and research institutes, GOs and NGOs, donors
etc.

Importance: Establishing linkage and partnership helps facilitate capacity building, designing
and implementation of joint programmes and projects, increases financial sources, implement
community based educations, enables continuous learning and enhances image building.

Deliverables: This project helps improve multilateral agreements, get more scholarships and
fellowships opportunities, attract grants and training opportunities, and increase exposure to new
experience and best practices.

Projects to be accomplished and activities to be performed

Industry Linkage and Partnership Project:

 Focusing on strategic issues and conduct regular external visits to create new international
collaborations
 Encouraging the university staff to write winning project proposal to solicit external funding
and collaboration
 Inviting stakeholders to participate in different programmes and occasions
 Initiating and promoting joint academic programmes, student and staff exchange as well as
joint research and community development works.
 Strengthening the Public and International Relations Office
 Establishing national and international partnerships
 Organizing national and international workshops and discussion forums
 Effectively implementing community based education and project management guidelines
 Establishing and enhancing alumni relations
 Enabling all employees and students to become ambassadors of the university
 Promoting the university‟s achievements, mission, vision and values through different media
coverage, documentaries, etc.

Required budgets: Birr 225,500,000.00

Process Owner: Office of the President
Project owner: Office of the President, Vice Presidents, Colleges and Institutes
Project Implementer: Office of the President, Vice Presidents, Colleges and Institutes in
collaboration with Public and International Relations Directorate

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 Initiative 9: Mainstreaming Crosscutting Issues Programme

Scope: Mainstreaming cross cutting issues includes gender, HIV/AIDS, disability, environment,
and other support deserving groups.

Importance: This initiative recognizes the core value of the university, empowerment of women
and disadvantaged groups, support for people with special needs and improvement of
knowledge, skill and attitude of the university community towards the crosscutting issues at all
levels.

Deliverables: female participation in leadership increased, proportion of women in academic

staff increased, mainstreamed gender in all processes, and HIV/AIDS, special needs and
environmental issues addressed.

Projects to be accomplished and activities to be performed

Mainstreaming the crosscutting issues Project:
 Designing new and enforcing existing policies on crosscutting issues
 Establishing women cultivation center
 Increasing the proportion of female staff by recruiting new female graduates of all level
with better academic records.
 Offering special female scholarship opportunities to enroll more best female students in
HU‟s postgraduate programmes and then recruit from them.
 Effectively implementing additional points legally allowed for female applicants.
 Giving priorities for women in training programmes.
 Setting quotas for and bring females in all level management positions of the university
 Reducing sexual harassment, stigma and discrimination against underprivileged groups
and people living with HIV/AIDS
 Providing economic support for people with special needs and other needy students.
 Facilitating conditions for counseling and testing HIV
 Conducting awareness creation campaigns and life skill trainings
 Enhancing environmental protection
 Enhancing beautification, sanitation and custodial campaigns

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Required budget: Birr 35,600,000.00
Process Owner: Office of the President
Project owner: Office of Vice Presidents, Gender HIV/AIDS and Special Need Mainstreaming
Directorate; Student Service Directorate; Human resource management and development
Directorate, Colleges/Institutes Deans.

Initiative 10: Entrepreneurship and Income Generation Programme

Scope: This programme aims at broadening sources of revenue and promoting entrepreneurial
thinking by establishing and diversifying innovative income generating enterprises, promoting
strategic alliances, expanding revenue generating programmes and utilizing other available
opportunities, giving entrepreneurship trainings, and facilitating productive job creation efforts.

Importance: The implementation of the programme boosts revenue and financial power
required to support the teaching, research and community service of the university‟s.

Deliverables: the number of new enterprise created, amount of revenue generated by the end of
the planning period, number of individuals took entrepreneurship training, and number of jobs
created by entrepreneurs supported by the university.

Projects to be accomplished and activities to be performed

 Strengthening the existing business entities

 Identifying service needs and establishing new and diverse business entities

 Creating conducive environment and attracting external fund sources/projects

 Strengthening and diversifying continuing, summer and distance education programmes

 Designing new tailor-made training and consultancy services

 Developing training and consultancy catalogues

 Securing license for consultancy services

 Establishing entrepreneurship incubation center

 Giving entrepreneurship training for the university‟s students and the surrounding youth.

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  Providing technical and material Support to new entrepreneurs

Required budget: Birr 27,400,000.00

Process owner: Office of the President
Project owner: Vice President for Community Engagement and Enterprise Development
Project Implementers: University Enterprise Directorate and the entrepreneurship incubation
center

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 14. Cost breakdown of initiatives
Table 10:Budget for initiatives

Initiative 1: Human Resource and Organizational Development Programme

Activities /project Cost Item Five years estimated cost Basic/Major Assumption
in Birr
Ethiopian staff 1,080,000,000.00 Over the planning periods, there will be
Employing and retaining qualified academic staff
1800 academicians out of them 40%
salary
(720) PhD and 75% (1080) with an
average salary of 10000per month per
person
Expatriate staff 105,000,000.00 Salary of 50 expatriate staff per year
with a total salary and other benefits of
salary
35000 Birr per month per person
Administrative 576,000,000.00 Over the planning period, there will be
6000 support staff with an average
staff salary
salary of 1600 per month per person
Long term training Research costs, 165,000,000.00 About 450 PhD, 240 masters, 35 first
pocket payments, degree trainers of the university
tuition fees and academic and 100 clinical staff with an
other expenses of average cost of 40000 per year per
individual
first degree,
Masters and PhD
studies of the
university
academic staff
including technical
assistants.
Short term training and participation in professional Training costs , 37,500,000.00 Annually, about 1500 staff will be
benefited from the short term training
conferences travel expenses etc.
with a total cost of 5000 per annum per
head

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 Building Managerial and Leadership Capacity Cost of training 2,250,000.00 On average 75 office holder get
managerial training per annum which
costs 6000 per head
Attraction, retention, and motivation mechanism Staff benefits 150,000,0000.00 Financing the cost of staff benefit
package of the university which
30,000,000 per annum for all staff.
Organizational Growth and Transformation Kiazen, BSC, and 5,000,000.00 The training and material costs to
effectively implement changes tools and
other reform
ensure organizational transformation
implementation cost about 1million per annum
costs

Initiative2: Academic Programme Diversification, center of excellence determination and consolidation

Need assessment, 3,000,000.00 Guests invitation, need assessment survey,
Diversifying need based post-graduate programmes
promotion, promotion via different medias, module
workshops and preparation
initiation of new
programmes
Conducting 2,000,000.00 Market assessment, curriculum
Conducting graduate tracer studies and
workshops, tracer development , undertaking graduate tracer
revising curricula to meet market needs
studies studies
Trainings, and 200,000,000.00 All academic staff will be getting
Effectively implement integrated modular curricula
harmonization refreshment trainings, modules will be
prepared and duplicated/published , class
workshops etc
room and laboratory based teaching will
be implemented for an average of 25000
regular students per annum

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 Consolidating HU‟s center of Center 150,000,000,000.00 This includes the cost establishment and
excellence in agriculture and other two establishment and consolidation of centers of excellence
disciplines coordination cost coordination offices, admitting and
teaching foreign students in the center and
other related activities

Initiative 3: Research and Community Engagement Programme

1.Research development project
Establishing, 50,000,000.00 Constructing and maintaining
Establishing or consolidate diverse research centers
furnishing and research fields, laboratories, and
and specialized research institutes
managing of the model workshops
facilities.
Purchasing 15,000,000.00 Equipment, materials, chemicals,
Equipping research laboratories with necessary inputs
equipment and experts
Supplies, research 175,000,000.00 Grant for competitive research
Developing and implementing multiple problem solving
grants proposal from HU-fund, research
and theme-based research proposals funds to be generated from partners
with a total of 35million birr per
annum.
Workshop 4,000,000.00 Research review workshops and
Conducting research workshop and Publishing HU‟s
facilitation publication costs
journals

2. Community Engagement Project

Transferring knowledge and technology packages Grant for 25,000,000.00 This includes the selection,
to improve the community‟s livelihood community-based multiplication, and distribution of
projects technologies generated by the
university.

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 Strengthening the consultancy and training services Training and 12,200,000.00 Providing consultation and training
of the university to the surrounding community. consultancy costs services for the public sector,
industries, and the community

Dissemination 20,000,000.00 To implement the project by raising

Consolidate the implementation of Haramaya
funds and allocating some from the
Watershed project
government treasury.
Consolidating community development Construction, 15,000,000.00 Construction of offices, and
centers(like free legal service centers) and equipment and equipping them and providing the

equipping them with appropriate resources, skills supplies , service services in the existing 42 centers
provision and adding more.
and facilities so that they can function properly
Consolidation of services provided by HiwotFana Running costs 115,500,000 This includes small equipment cost,
specialized teaching hospital (recurrent) medical supplies, and other related
costs

Initiative 4:- Infrastructure and Facility Development and Enhancement Programme

Capital Project
Construction cost 1,000,000,000.00 payment for contractors payment
Finalizing 41 ongoing construction projects

Material costs 1,500,000,000:00 Purchases of state of the art medical

Furnishing HiwotFana teaching hospital
equipment, office supplies, and
others
Material costs 500,000,000.00 Purchases of state of the art sport
Furnishing the university sport academy
equipment, office supplies
,constructing running field track

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 Material costs 1,000,000,000.00 Purchases of office , laboratories,
Furnishing other newly completed buildings and
workshops equipment and expanding
consolidating the existing one(offices,
internet services , smart class rooms,
laboratories, workshops etc.) necessary
video conference terminals, etc.
equipment and ICT facilities
Constructions and 1,000,000,000.00 Payment for contractor and
Undertaking other new construction projects
(research complex, science complex, internal furnishing costs purchasing of furnishing materials
roads, campus beautification, university master
plan , underground water supply development
etc.

Initiative 5: Good Governance Enhancement Programme

Projects /activities
1 Organizational leadership and management Succession 800,000.00 The currently available human and
project Training cost material resource can address the
issue
2.Organizational governance
Enhancing seamlessness, transparency and Expenditure for 1,000,000.00 Awareness creation campaigns,
necessary
accountability in the university‟s business process publishing information via different
equipment,
Promoting open and transparent discussion forums facilities, supplies, media outlets in the university
and documents
Fighting corruption through strong internal and external
preparation
audit systems
Communicating and enforcing procedures, policies,
guidelines, rules and regulations
Addressing customers‟ complaints responsibly and
swiftly

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Initiative 6: Relevance and Quality Assurance Programme
Activities to be performed for educational quality and relevance assurance project:
Working towards national and international Communication 500,000.00 Document preparation , communication, and
accreditation of academic programmes. cost travel costs

Material 1,000,000.00 Using local staff and local harmonization

Implementing modularized curricula in all academic
preparation, workshops
programmes
writers, editors,
printing,
secretarial service
Supplies, facilities 3,000,000.00 Bulk purchase of books and equipment
Ensuring the availability of educational inputs such as
references and other
laboratory facilities and reference materials expenses
Expenditure for Training refreshment, trainers fee, material
Enhancing participatory teaching-learning methods at
necessary materials
preparation and printing cost
all academic programmes and facilities and for
provision of
Consistently implementing continuous assessment, 800,000.00
trainings
criteria referenced grading system, and related
requirements.
Expenditures for Professional fee to be paid to a team=80,000.00.
Developing and implementing institutional professional fee and 200 copies of the guideline X Br.100.00=
education quality assurance policies and guidelines printing 100,000.00 20,000.00

that fits into and extends the national policy

Expenditures for 350,000.00 Organizing the support programmes,
Strengthening students‟ academic support system
professional fee,

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 materials, facilities, continuous awareness creation,, tutorial
refreshment cost
programme, student induction programmes

Activities to be performed for Research Quality and Relevance project:

Expenditures for Professional fee to be paid to a team=50,000.00.;
Developing research quality assurance policy and
professional fee and 1,560,000.00 100 copies of the guideline X Br.100.00=10000,
research excellence awards system printing, financing financing the award which costs 300000 per
the award annum
1,000,000.00 Essential equipment for research will be
Building research capacity
purchased in bulk
Keeping the research laboratories and facilities up Managing and Management and maintenance costs of
updating research laboratories and facilities.
to date
4,000,000.00
laboratories for
research purpose

Project and Activities to be performed for Community Service Quality and Relevance Projects
Awareness 500,000.00 Training and follow up cost amounting
Delivering community services based on the
creation on the 100000 per annum
community service roadmap document
community
service road map
Participants and 500,000.00 Participants cost of daily allowances, and
Following participatory approach in proving
coordination cost running costs of the coordinating offices
community service
amounting 100,000 per annum

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 Professional 650,000.00 Professional needs assessment, Coordination,
Providing community services with appropriate
needs assessment orientation, and related costs
mix of professionals
and identification ,
coordination
Managing and 1,000,000.00 Management and maintenance costs of
Providing community service with state of the art
updating research laboratories and facilities
technologies
equipment meant
for community
service provision

Initiative 7: Service delivery system enhancement Programme

Encouraging and supporting team spirit by Cost of training 700,000.00 Cost of awareness creation training for both
consolidating the educational development army academics and support staff

Cost of preparing 600,000.00 Cost of awareness creation training for both

Developing citizens‟ charter , communicating with
manuals, training academics and support staff
service users and adherent to its effective
implementation
Cost of revisions 70,000.00 Expert and communications costs
Updating, communicating and enforcing the
of code of conduct
university‟s codes of conduct
Consolidate students‟ and teachers‟ union, clubs Offices 9,000,000.00 Annual budget for the student union and
and associations ,Equipment, support of other clubs
Supplies
Expand and improve student and staff service Catering service, 1,000,000,000.00 Costs of meal, medical supplies for students
capacity recreation, clinic, recreational equipment etc.

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 cafeteria ,clinic
,dormitory and
other services

Initiatives 8: Partnership and internationalization Programme

Focusing on strategic issues and conduct regular Travel costs and 7,500,000.00 15 top and middle level managers each make
external visits to create new international communications one international travel per annum which
collaborations costs costs on average birr 100,000 per head
Encourage the university staff to write winning Proposal 1,500,000.00 Accommodation and consultative meeting
project proposal to solicit external funding and preparations cost costs
collaboration
Initiating and promoting joint academic Travel , 3,000,000.00 Students and staff travels costs, daily
programmes, student and staff exchange as well as accommodation allowances, accommodations, and other
joint research and community development works. and other related costs.
facilitations costs
Organizing national and international workshops Organizing and 3,000,000.00 6 consultative forums and workshops per
and discussion forums Participants cost annum each costs
Effectively implement community based education 200,000,000.00 About 4000 students will engage in
community education per annum each costs
10,000 birr

Alumni 500,000.00 Running costs of the alumni relations office

Establishing and enhancing alumni relations
identification and
communication
Promoting the university‟s achievements, mission, Costs of medias 10,000,000.00 1 documentary per annum on national
vision and valuesthrough different media coverage,

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 documentaries, etc. and TVprogramme,1 live TV coverage and other
communications radio programmes and medias etc
costs

Initiative 9: Mainstreaming Crosscutting Issues Programme

Developing new and enforcing policies on Expenditure for the 200,000.00 Policy documents preparation, revision,
crosscutting issues preparation or revision of publication and communication
policies and guidelines
for crosscutting issues
such as gender, and
HIV/AIDS
Establish women cultivation center Identifying and 5,000,000.00 Costs of office furniture, structure and
furnishing offices , running costs, training and communication
document preparation, costs which costs
running costs
Offering special female scholarship Scholarship fee and 2,0000000.00 About 100 women given scholarship
opportunities other supports opportunities in five year which costs 200000,
on average, per person
Reducing sexual harassment, stigma and Awareness creation 150,000.00 Training, and publication costs
discrimination against underprivileged and support
groups and people living with HIV/AIDS
Providing economic and other support for people Participatory teaching, 5,000,000.00 Fee for psychologists or advisors, a monthly
with special needs and other needy ones financial and payment for disables students, material and

89
 psychological support financial support for economically poor
students as well as people with HIV.
Enhancing environmental protection Environmental 1,500,000.00 Protection of natural resources and conducive
campaign, nursery site physical environment
preparation,
surrounding water
resources protection
Facilitating conditions for counseling and testing HIV/AIDS campaign, 250,000.00 Conducive counseling and testing conditions
HIV procurement of kit
Conducting awareness creation campaigns and life Awareness creation 500,000.00 Training costs, materials costs, and others
skill trainings campaigns and
training
Enhancing beautification, sanitation and custodial Cleaning, cultivating 3,000,000.00 There is a room to further enhance pollution
campaigns beautifying plants, free working and living physical environment
which includes recycling wastes and
constructing benches, small roads etc

Initiative 10: Entrepreneurship and Income Generation Programme

Business plan 10,400,000.00 About 20 business enterprises will run of
Strengthening the existing business entities
preparation, licensing, which 4 of them will be established as
market separate enterprises
survey/research
Identifying service needs and establishing new and
diverse business entities
Opening new 4,000,000.00 Advertisement, coordination, facilitation,
Strengthening and diversifying continuing, summer

90
and distance education programmes programmes, revising delivery costs, etc.
modules
Training and 10,000,000.00 Facilitation and experts costs of the training
Designing and implementing new tailor-made
consultancy services and consultancy services
training and consultancy services
cost
Preparation and 500,000.00 Need assessment, preparation and
Developing training and consultancy catalogues
communication costs communication costs.

Training costs, fee for 2,000,000.00 About 6000 graduates of HU will be trained
Providing technical and material Support to
technical staff, on entrepreneurship and about 100 youths of
new entrepreneurs
material support costs the surrounding community will be supported
to create jobs which costs 400000 per annum
Office supplies, other 500,000.00 The center will have an annual running,
Establishing entrepreneurship incubation center
running costs coordinating, and facilitating costs of 100000

Total budget for the planning period 8,722,430,000.00

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 15. Objectives and Initiative Interfaces Matrix

The contribution of these initiatives to the realization of corporate objectives is presented in the Initiative to objective map as
presented in the table below.
Table 11:Objectives and initiative interfaces matrix
INITIATIVES

Human Academic Resear Infrastruc Releva Mainst Entrepr

Resource Programm ch and ture and Good nce Service Partners reamin eneurshi
and e Comm Facility Gover and delivery hip and g p and
Organizati Diversifica unity Develop nance Qualit system internati crossc Income
onal tion, Cente Engag ment and Enhan y enhance onalizat utting Generat
Developm r of ement Enhance cement Assura ment ion issues ion
ent Excellence Progra ment Progra nce Progra Progra Progra Progra
Corporate level strategic objectives Programm Determinat mme Program mme Progra mme mme mme mme
e ion and me mme
Consolidat
ion
programm
e

Improve customer/stakeholder engagement and √ √ √ √ √ √ √ √ √ √

satisfaction
Improve partnership and networking √ √ √ √ √ √ √ √

Increase demand driven academic programmes, √ √ √ √ √ √ √ √

research output, products and services
Increase postgraduate students √ √ √ √ √ √

Increase revenue and diversify fund sources √ √ √ √ √ √

Improve resource utilization √ √ √ √ √

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 INITIATIVES

Human Academic Resear Infrastruc Releva Mainst Entrepr

Resource Programm ch and ture and Good nce Service Partners reamin eneurshi
and e Comm Facility Gover and delivery hip and g p and
Organizati Diversifica unity Develop nance Qualit system internati crossc Income
onal tion, Cente Engag ment and Enhan y enhance onalizat utting Generat
Developm r of ement Enhance cement Assura ment ion issues ion
ent Excellence Progra ment Progra nce Progra Progra Progra Progra
Corporate level strategic objectives Programm Determinat mme Program mme Progra mme mme mme mme
e ion and me mme
Consolidat
ion
programm
e

Reduce disparities in participation between √ √ √ √ √ √

disadvantaged groups and others
Improve quality of education, research, and √ √ √ √ √
community services
Foster/encourage entrepreneurial thinking and √ √ √ √ √ √
innovativeness
Improve service delivery system √ √ √ √ √ √ √

Promote academic programmes, research outputs, √ √ √ √ √ √

services, and other achievements

Improve staff capacity, attraction, motivation, √ √ √ √ √ √ √ √ √

and retention
Expand and modernize facilities √ √ √ √

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16. Cascading

This strategic plan will be implemented by preparing and executing annual operational plans
extracted from this medium term plan. All strategic themes, objective, and initiatives to be
accomplished at a given year will be cascaded to the four programmes of the university. That is,
the university president will cascade the 4 strategic themes and their respective objectives with
their agreed annual targets to the vice presidents who own the programme and directorates under
his/her direct supervision. Accordingly, strategic theme 1 (excellence in academic), strategic
theme 2(excellence in research), strategic theme 3(excellence in community engagement and
entrepreneurship development), and strategic theme 4 (ensure good governance) will be entirely
taken by the vice president for academic affairs, vice president for research affairs, vice president
for community engagement and enterprise development, and vice president for administration
and student affairs as well as directorates under the office of the president, respectively.

Vice presidents are responsible to all the objectives and activities given to them by further
cascading it to the colleges/institutes/directorates under their supervision. Similarly,
colleges/institutes/directorates should cascade their parts to departments/schools/ sub-processes.
These lower level hierarchies should also cascade activities to teams and individuals. At all
levels, activities should be cascaded to the next lower level on the basis of the right formats that
are developed and distributed by the offices of the strategic management and institutional
transformation. All pages of the agreed planning documents through which activities are
cascaded should be signed by both parties (receiver and giver) and used for final performance
evaluation.

Copies of the cascaded plans of all levels should be submitted to the next higher hierarchy and
the office of strategic management and institutional transformation for further follow up and
evaluation.

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17. Monitoring, Support and Evaluation

To realize the vision of the university and achieve its objectives, smooth and strong relationship
among top managers, directors, deans and responsible individuals is imperative. Fast information
exchange is also important for the successful implementation of the plan. In addition, the
university community shall be active participant in the monitoring and support of the plan and its
implementation. The monitoring, support, and evaluation protocol of the university is explained
as follows.

17.1. Monitoring
Formal and informal reports as well as on site observation will be used to monitor whether the
university is functioning as per its plan. The implementation procedures of these monitoring
tools are described in the following section.

17.1.1 Performance Reports

The reports and forums organized at different levels of the university‟s education development
army will be integrated with this plan and used as the main means of monitoring the activities
and projects of the university. Progress reports should be able to pinpoint major achievements,
strengths, weakness, obstacles and measures taken to overcome problems, and to indicate
proposed solution to prevent problems. Reports should also indicate cause and effect relationship
of activities hierarchically in a participatory way at different levels.

 Individual Level: Individual level performance data will be collected daily by the concerned
employees who daily or weekly (depends on the nature of the unit) report to their immediate
supervisors or team leaders based on BSC cascading formats/requirements. The supervisor
should provide feedbacks on precious performance of the employee and highlight future
plans.

 Department/sub-process: The supervisors at this level shall report the collected and
compiled individuals‟ reports and their own performances every 15 days to their immediate
supervisors. However, issues identified should be validated by the DC (or equivalent) before
submission and the necessary feedbacks should be given for individuals of groups operating
under that unit.

95
 Directorate/College/Institute Level: These units compile the performance reports of their
subunits and their own performance and submit to their respective vice presidents
(programme owners) every month. The college AC (or equivalent forum) should discuss on
the matters to be presented to the next hierarchy before submission and give feedbacks to
departments/teams. Reports of colleges, institutes, and directorates should be copied to the
office of Strategic Management and Institutional Transformation.

 Programme level: The four vice presidents will compile the monthly reports of their
respective deans and directors to review and discuss on the performance of their
programmes. In such monthly review major progresses of activities and problems faced will
be identified and future directions will be sought. Alternatively, deans and directors may
come up with the report of their respective units and present at the forum so that the whole
activities of the programme could be monitored. Feedbacks will be given at the meeting and
it will be communicated to the lower level implementers for further improvement.

 Corporate Level: Finally, the university president in collaboration with the Directorate for
Strategic Management and Institutional Transformation may monitor the progress of
activities and projects using the summarized monitoring results conducted at programme
level and by undertaking regular meeting with the programme owners. In this top level
meeting, cross-programme and other issues which seek top management‟s decision will be
identified and future directions will be given. Feedbacks and directions obtained from the top
management will also be communicated to the lower hierarchy through the respective
programme owners.

17.1.2 Onsite Observation

With the objective of verifying the validity of the reports submitted, surprise visit and planned
supervisions will be made at all levels. President, vice-presidents, deans, directors, and other
responsible bodies may conduct the site visit or observation on their respective units of lower
hierarchy at any time. The corporate level supervision on planned activities of all units may also
be conducted by Directorate for Strategic Management and Institutional Transformation
directorate at least once in a quarter. Feedbacks of the monitoring finding will be presented to the
university council on formal meeting and at spot or written feedbacks will also be provided to
implementing units.

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17.2. Evaluation

17.2.1. Evaluation of the university and its units

Performances of the university from the department/sub-process to corporate level will be
evaluated every quarter. Formal compressive report is the main method /source to be used for
evaluating periodic achievements. For some indicators like satisfaction levels of stakeholders
and customers, the office of Strategic Management and Institutional Transformation may
conduct formal independent survey to measure the level of achievements or aggregate and
generalize from specific surveys done at lower units.

Programme owners/Directors/deans/heads should verify the performance evaluation reports in

light of the cascaded team objectives and targets, and by considering the perspective weighs and
performance ranking system set herein to decide the performance level. Justification should be
required for any variance. The Directorate for Strategic Management and Institutional
Transformation should verify if reports are prepared according to the university‟s requirements
and procedures. Offices are supposed to come up with their level of performance measured on
the basis of approved plan, weights of objectives, and the accomplishment of activities. This will
be further validated by the next hierarchy. The strategic management and institutional
transformation office is responsible to measures the corporate level performance disaggregated
by strategic themes. The following threshold will be followed in measuring performances of all
levels.

Table 12: Performance measures threshold

Performance level Score Range Description
Outstanding When the achieved result is greater than
4 ≥95%
(dark green ) 95%
Excellent When the achieved result is from 75% to
3 [75% - 95%)
(Light Green) 95%
Satisfactory (yellow) When the achieved result is between 60%
2 [60%-75%)
and 75% of the targeted performance
Unsatisfactory (red ) When the achieved result is less than
1 <60%
60% of the targeted performance

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The reporting process: Formal quarterly report is started from departments and sub-
processes. Department heads and team leader shall submit the reported approved by the DC( or
equivalent) to the next hierarchy, usually colleges and directorates. Colleges, directorates,
institutes and equivalent offices are expected to compile college/directorate level report, present
it at general staff meeting, and get AC (or equivalent) approval. Then, they shallsubmit their
approved performance report both in soft and hard copy to appropriate vice presidents. The vice
presidents then compile the reports and call their directors and deans for general discussion and
approval of the report. Once the report is approved at the programme level, Vice presidents will
submit it to Strategic Management and Institutional Transformation directorate by coping it to
the office of the president.

The Directorate for Strategic Management and Institutional Transformation should compile the
corporate level report and get the approval of the university president before it is presented to the
university council. Once the report is presented and approved by the university council, it will
then be presented to the university board. It is only the corporate level report approved by the
university board that should be submitted to the Ministry of education and human resource
development standing committee of the Ethiopian parliament.

The Reporting Schedule: Performance evaluation of offices and the university at large will
be conducted 4 times a year (every quarter). The 1sr, 2nd, 3rd, and 4th quarter report will be
prepared at the end of September, December, March and June of every year. Deadlines of the
reporting time is presented as follows

Table 13: Deadlines for quarterly report submission

S.No Reporting level Deadline after the end of the
quarter
1 Departments/sub-processes to colleges/directorates 3 days
2 colleges/directorates to Vice presidents 6 days
3 Vice presidents to SMIT and president 10 days
4 SMIT to university council and board 15 days
5 University to MoE and parliament 17 days

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17.2.2. Individual Employee’s Performance Evaluation
Supervisors should conduct performance and behavioral evaluations of their employees every six
months. Administrative staff should be evaluated in the first weeks of January and July where-as
performance evaluation of academic employees should be conducted at the end of each semester.
The formats and other requirements of the performance evaluation is communicated by the office
of strategic management and institutional transformation while the behavioral evaluation is led
by the HRM office. The performance evaluation accounts 60% of the total mark while the
behavioral one takes the rest 40%. Finally, the HRM office is responsible to sum up scores
obtained from the two evaluations and make use of for further action.

The performance evaluation of the employees should be as transparent as possible in such a way
that the employee should be communicated to the completed performance evaluation. The
employee should forward comments, if any, to the evaluator and then sign on his/her evaluation
report.

17.3. Feedback, Support and Recognition

The purpose of monitoring and evaluation is to follow up to and assess the progress of a planned
activity, then forward feedback and take corrective measures. Supervisors are expected to react
on the weekly, fortnightly, monthly, quarterly and annual reports to a responsible body from
which/whom the reports have been received. The supervisors are also responsible to take
appropriate corrective measures for the activities executed under their immediate supervision
based on the feedback of monitoring and evaluation results. The evaluation results of
individuals, teams, departments, institutes, colleges, business process owners, administrative
council, university council, and the board should be communicated to the concerned bodies for
their appropriate actions.

The supervisory bodies shall give feedback to offices which submit their quarterly and annual
reports within 15 days of the submission of performance report. The university management and
the board should give support, recognition and take corrective measures based on the evaluation
results. Recognitions will be given for best performing offices and individuals based on the

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evaluation result semi-annually. The types of award and other details will be guided by an
independent manual to be developed for the appropriate implementation of award system.

17.4. Grievance Handling

If an employee has grievances on her/ his performance evaluation result, she/he can present her/
his complaints in written form to immediate supervisor within three days of the receipt of the
evaluation result. Upon receiving the employee‟s complaints, the immediate supervisor should
verify the complaints and make decision by comparing the individual performance with her/his
scorecard. If the employee still has grievances on the decision, she/he can present the complaint
in written form to the Grievance Handling Committee of the university within 5 days of the
receipt of the decision. The Grievance Handling Committee should handle the issue based on the
principles and procedures stipulated in the Federal Civil Servants Proclamation No. 515/2007,
and relevant rules and regulations of the university.

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