Your SlideShare is downloading. ×
Astu 5 year strategic plan  final
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×

Introducing the official SlideShare app

Stunning, full-screen experience for iPhone and Android

Text the download link to your phone

Standard text messaging rates apply

Astu 5 year strategic plan final

3,560
views

Published on

Published in: News & Politics

0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
3,560
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
21
Comments
0
Likes
0
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide

Transcript

  • 1. SeptemberASTU’S Five-YearStrategic Plan(2011/12-2015/16) 2011Adama Science and Technology University (ASTU) is an Ethiopianhigher education institution bestowed with the responsibility ofpromoting better academia, research and community outreachservices. So far, this young university has been engaged in servingnational needs to the best of its capabilities; however, it is believedthat there are still more issues worth consideration: overcomingweaknesses and avoiding potential threats by reinforcing strengthsand taking advantage of opportunities. With this in mind, it hasbeen deemed necessary to look back to the past and prepare thisfive-year strategic plan (2011/12-2015/16) that makes ASTU an evenbetter institution contributing to the realization of the Growth andTransformation Plan (GTP).
  • 2. ContentsPreamble ......................................................................................................................................................... 61. Background of Adama Science and Technology University .................................................................. 82. Mandate of ASTU ........................................................................................................................................ 9 2.1. Legislative Mandate .............................................................................................................................. 9 2.3. Policy Mandate ................................................................................................................................... 10 3.1. Vision ................................................................................................................................................... 11 3.2. Mission ................................................................................................................................................ 11 3.3. Values .................................................................................................................................................. 114. Analyses of Stakeholder and Collaborators .............................................................................................. 12 4.1 Stakeholder Analysis ............................................................................................................................ 13 4.2 Collaborators Analysis .......................................................................................................................... 265. Situational (SWOT) Analysis ...................................................................................................................... 29 5.1 Internal Situational Analysis (SW) ........................................................................................................ 29 5.2 External Situation Analysis (OT) ........................................................................................................... 436. Critical/Strategic Issues and Goals of ASTU ............................................................................................... 46 Critical/Strategic Issues .............................................................................................................................. 467. Goals and Objectives of ASTU ................................................................................................................... 478. Strategic Issues and Strategic Solutions ..................................................................................................... 509. Five Year Strategic Action/Implementation Plan .................................................................................... 6010. Human Resources Required for Implementing the Plan ........................................................................ 7711. Existing and New Departments and Programs in the Coming Five Years [2011/12-2015/16] .................. 8612. Existing and New undergraduate and graduate intake number of students in the coming five years[2011/12-2015/16] ............................................................................................................................................. 9413. Financial Plan ........................................................................................................................................... 9614. Monitoring and Evaluation .................................................................................................................... 10215. Assumptions and Risks ......................................................................................................................... 103Strategic Plan of ASTU (2011/12-2015/16) Page 2
  • 3. Executive SummaryFor the last couple of years, Adama Science and Technology University (ASTU) did not have a StrategicPlan. An attempt was made to officiate one (three years back), but did not materialize. Since then,various documents have been prepared to serve as guidelines; however, not even one wascomprehensive enough to incorporate all elements. In July 2011, however, a steering team was delegatedto work on a new strategic plan. Following is a summary of major issues.Vision, Mission and valuesIn rethinking of a new plan for ASTU, our vision may be conceptualized as follows: ASTU envisions to become a first choice in Ethiopia and one of the distinguished Universities dedicated to excellence in applied sciences and technologyIn line with the vision, this strategic document has put forth the institutional mission(s) of the university.Accordingly, The mission of ASTU is geared towards contributing to the economic development of Ethiopia. To this end, ASTU is dedicated to:  Produce competent and ethical professionals in science and technology through practice oriented, problem solving and quality education, both in undergraduate and graduate studies, through on-campus and off-campus programs.  Promote research through the engagement of staff, students and partners, and disseminate findings to end-users through seminars, publications and other appropriate means.  Provide community services in various areas, including consultancy service and need based training for the betterment of the society.  Enhance links with national and international universities, research institutions, industries and the private sector to address quality of education, good governance, and crosscutting issues, such as safe environment, gender and special needs students, and HIV/AIDS.Strategic Plan of ASTU (2011/12-2015/16) Page 3
  • 4. And, for the attainment of its vision and mission, notwithstanding all legal requirements, the universityhas dedicated itself to uphold/cherish ten core values. These include:  Good Governance  Student-Centeredness  Gender Sensitivity  Teamwork  Diversity  Initiative  Academic Freedom and Autonomy  Excellence  Technology Transfer and  Economic Use of Resources RealizationStrategic Issues, Priorities and GoalsBefore sorting strategic priorities, pertinent issues were revised. Analysis of stakeholders and collaboratorswas deliberated upon, and an environmental (SWOT) analysis has been conducted. Based on findings ofthe analyses, the following eight problems have been identified and corresponding goals have been set.The essential issues that emerged from the SWOT analyses are presented as follows: 1. Lack of good leadership and management in running the university 2. Threatened state of quality of education 3. Lack of experience in developing academic programs 4. Less responsive, incompetent and traditional service delivery system incompatible with the ever- growing needs of university community 5. Poor research culture, management and practice 6. Poor allotment and inefficient use of infrastructure/facilities 7. Lack of coordination and initiative to plan and diversify income generation options 8. Disregard to issues related to gender and the disadvantaged 9. Almost non-existent practice oriented education and university-industry linkageIn response to these problems, the steering team has set strategic priorities/goals. These strategic goalscomprise eight priorities with chain of corresponding objectives. And the nine goals are presented asfollows:  Ensure good governance  Ensure quality education  Launch diversified, demand-driven and well coordinated academic programs  Advance systems of service delivery  Develop research culture, management and practiceStrategic Plan of ASTU (2011/12-2015/16) Page 4
  • 5.  Improve physical infrastructure/facilities  Improve income-generating activities  Uphold gender sensitivity and a due consideration to the disadvantaged  Design and implement practice oriented academic programs with due consideration to university-Industry linkage (UIL)This document also presents strategic options that are matching to objectives. Ansd in accordance to eachof the options presented, the implementation plan sets forth activities, responsible body expected toexecute the duties and the amount of money required.Monitoring and evaluation of the strategic plan is mainly the responsibility of the management ofAdama university .It is recommended that the planning unity shall be capacitated to monitor andevaluate the entire implementation of the plan.This draft of the five –year strategic plan of the university will be further enriched through continuousand participatory discussions and feedback from concerned stake holders.Strategic Plan of ASTU (2011/12-2015/16) Page 5
  • 6. PreambleWe are living in a dynamic world with a system that is getting ever demanding than one would havethought years back. Everything continues to change, and the Ethiopian context is not an exception. Ourneeds are growing and we have to work hard to alleviate existing problems and maintain our hard-earned values, thereby promoting good image of our nation at global level where only the best and thebest only could survive.The Ethiopian Government has always been charting possible strategies to overcome pressing issues sothat the nation could become one among the middle-income-earning nations. To this end, establishmentof new (and upgrading of the existing) tertiary institutions was deemed a prerequisite. As one of thenational universities entrusted in contributing by advancing academia, research and community serviceprograms, ASTU has often adjusted its approach.The Need for the Strategic PlanIn 2008, ASTU, then called Adama University1, was nominated by the Ministry of Education to becomecenter of excellence in science and technology. In order for this goal to materialize, in 2008, a newapproach was called for— aligning the working-system of the university to the German paradigm. In thethree years’ time (2008-2011), the university showed marked progress in various areas. This is, however,notwithstanding issues not well addressed that bred challenges.In June-July, following an incident at the main campus, H.E. Ato Juneidi Sado, Minister of the FederalCivil Service Commission and Chairperson of the Supervisory Board of ASTU, along with other high-levelofficials from the Federal Government, held consecutive meetings with staff (both academic andsupportive) and students. In the plenary meetings, students and staff alike raised various issues, of whichsome matters were of great concern to institutional sustainability.Following this, a decision was made to closely check on missing elements that brought about thechallenges, and one of which (of course, among many others) came out to be absence of a StrategicPlan. Although a strategic document was prepared in 2008, it was not put into practice; rather, TheFramework 2was the only binding document adopted and in use hitherto.1 On May 23, 2011, under the Adama Science and Technology University Establishment, Council of MinistersRegulation Number 34/2011, the name Adama University has been changed to Adama Science and TechnologyUniversity2 The Framework refers to a comprehensive document ratified and in use when Prof. Dr. Herbert Eichele (2008-2011)was the President of the University.Strategic Plan of ASTU (2011/12-2015/16) Page 6
  • 7. More importantly, however, a root-cause that necessitated for the designing of this Strategic Plan is theneed to be responsive to national demands. The Government of the Federal Democratic Republic ofEthiopia has recently endorsed a five-year strategic plan, better known as Growth and TransformationPlan (GTP), which puts forth priority areas such as transformation of the higher education system. To thisend, making ASTU compatible to the existing reality and contribute its fair share by planning a newstrategic document has been deemed necessary.Strategic Plan of ASTU (2011/12-2015/16) Page 7
  • 8. 1. Background of Adama Science and Technology UniversityAdama Science and Technology University (ASTU) was first established in 1993 as Nazareth TechnicalCollege (NTC), offering degree and diploma level education in technology fields. Later, the institutionwas renamed as Nazareth College of technical Teacher Education (NCTTE), a self-explanatory label thatdescribes what the institution used to train back then: candidates who would become technical teachersfor TVET colleges/schools across the country.In 2003, a new addition to NCTTE came about—introduction of business education. Nonetheless, the newentries were solely meant for similar purposes. Graduates of such streams were also meant to helpovercome the existing dearth of educators in vocational institutions.Although it is an institution with a history of only two decades, ASTU is also known for its dynamic past. Ithas always been responsive to the realization of national policies: training of technologists at its infantstage, and later shifting to training of technical trainers as well as business educators to fill the void inTVETs.Following its inauguration in May 2006 as Adama University, the full-fledged university started openingother academic disciplines in other areas—an extension to its original mission. However, it was not until itwas nominated by the Ministry of Education as Center of Excellence in Technology in 2008 that it openedvarious applied engineering and technology streams. For its realization, it became a university modeledafter the German paradigm: it not only became the lone technical university in the nation, but also theonly one led by a German professor.Notwithstanding closure of some disciplines as per the new vision and mission, the ensuing three yearssaw flourishing of graduate programs, of which some (like a few in the undergraduate program) wereexceptional to our university. In addition, the same period saw pioneering of the university in introducingPhD by Research and MA/MSC by Research programs.Before 2008, the university was stratified into faculties and ASTU’s reach was limited to its only campussituated in Adama town. Now, faculties have given up to Schools, with departments as subunits withcore competence areas merged within. The university has also extended its reach to Asella, where two ofthe total six schools are located. The faculties at the main campus include: School of Business, School ofEngineering and Information Technologies, School of Humanities and Natural Sciences, and School ofPedagogy and Vocational Teacher Education. On the other hand, the two schools in Asella are theSchool of Agriculture and School of Health and Hospital.In addition to its main concern (academics), ASTU is also host of research institutes and enterprises. In themain campus, apart from the Institute of Continuing and Distance Education (ICDE), there are twoinstitutes: the Further Training Institute (better known as FTI) and Adama Institute of SustainableEnergy. The sister town where the two schools are located, Asella, is also host of the Artificial InseminationInstitute and Asella model Agricultural Enterprise.Following its renaming by the Council of Ministers as Adama science and Technology University in may2011, the university has set up various committees to work on reengineering the work flow and/or theoverall academia. Since then, this promising university has included the staff in the remaking of theuniversity and the leadership is coordinating staff to work for the same goal. And, it is the hope andaspiration of all staff and students that the university shall once and for all be a pathfinder in science andapplied sciences in the years to come.Strategic Plan of ASTU (2011/12-2015/16) Page 8
  • 9. 2. Mandate of ASTUThe mandate of ASTU emanate from two core subjects: legal provisions and state policies. Theformer pertains to proclamations and regulations that explicitly state key responsibilities of theuniversity. Clearly stated are, general provisions that apply to all state-owned universities andspecific regulation(s) that are pertinent to ASTU. In this regard, all responsibilities explicitlystated in the legal documents have been taken as mandates bestowed upon ASTU.The policy mandate of ASTU is derived from key responsibilities/aspirations stated in the Growthand Transformation Plan (GTP) of the Federal Democratic Republic of Ethiopia. As a universityresponsible for the country’s endeavors, ASTU has thus adopted all pertinent stipulations as itspolicy mandate.2.1. Legislative MandateAs stipulated in the Higher Education Proclamation No. 650/2009; Federal Universities Councilof Ministers Regulation Number 210/2011; and Adama Science and Technology UniversityEstablishment Council of Ministers Regulation Number 237/2011, herein under are the legislativemandates of ASTU: 1. To establish, organize and determine the status, functions and responsibilities of academic units and to close down any of them when deemed necessary. 2. To design and implement undergraduate, graduate and short-term training programs to meet the needs of the country 3. To award academic certificates, diplomas, degrees and other academic awards 4. To publish and disseminate research works as well as hold discussion forums to deliberate upon the results 5. To establish Senate with fair representation of all the responsible bodies of the university 6. To establish and run academic journals and newsletters 7. To upgrade the qualifications of its academic staff and continuously enhance their professional competency 8. To give recognition and/or award to personalities of outstanding achievements or constructive contributionsStrategic Plan of ASTU (2011/12-2015/16) Page 9
  • 10. 9. To contribute specially to the institutional capacity building of other public and non- profit making private institutions, including the upgrading of the qualifications of their academic staffs 10. To provide consultancy and outreach services to government, industries and comminutes 11. To organize modern library services and provide access to entitled users 12. To cooperate with the incumbent agency on education relevance and quality matters 13. To charge appropriate fees for its services when warranted 14. Generate internal income through provision of goods and services 15. To carry out such other activities that accord with its mission2.3. Policy MandateASTU accepts and works towards the realization of the Growth and Transformation Plan (GTP)of the Federal Democratic Republic of Ethiopia and beyond. As enshrined in the GTP, the keypriorities of higher education are ensuring quality and relevance, and ASTU is not an exception.As a University that values these components of growth and development, ASTU is responsibleto make both its undergraduate and graduate programs compatible with economic demandsof the country by giving a due emphasis on quantity, type and quality of its output. Theuniversity shall also take the initiative of introducing and encouraging a system for technology-transfer based research. The University is also committed to achieve all development goals set bythe government by supporting the community.3. Vision, Mission and ValuesWorking on this Strategic Plan calls for rethinking of the university’s vision, mission, and values.As a guiding document, it presents features that help define past and present trends and setsforth future undertakings/aspirations. This Strategic Plan is a result of meticulous analysis ofstrengths, aspirations, concerns, and values for the University. Hence, ASTU is committed topursuing initiatives that will propel it towards our vision for 2004/2016.The following crucial elements of strategic planning—vision, mission and values— should beconceptualized as follows:Strategic Plan of ASTU (2011/12-2015/16) Page 10
  • 11. 3.1. Vision ASTU envisions to become a first choice in Ethiopia and one of the distinguished Universities dedicated to excellence in applied sciences and technology3.2. MissionThe mission of ASTU is geared towards contributing to the economic development of Ethiopia.To this end, ASTU is dedicated to:  Produce competent and ethical professionals in science and technology through practice oriented, problem solving and quality education, both in undergraduate and graduate studies, through on-campus and off-campus programs.  Promote research through the engagement of staff, students and partners, and disseminate findings to end-users through seminars, publications and other appropriate means.  Provide community services in various areas, including consultancy service and need based training for the betterment of the society.  Enhance links with national and international universities, research institutions, industries and the private sector to address quality of education, good governance, and crosscutting issues, such as safe environment, gender and special needs students, and HIV/AIDS.3.3. ValuesASTU is committed to being an ethical institution. In recognition of the rights and inherentdignity of all members of its community, and the wider society at large, the university iscommitted to supporting the following principles and to protecting those rights guaranteed bythe Constitution and all Ethiopian laws.While following legal requirements, ASTU has committed itself to uphold the following corevalues:  Good Governance: maintaining democratic, transparent, and accountable leadership and management in a manner that does not compromise the interest of the universityStrategic Plan of ASTU (2011/12-2015/16) Page 11
  • 12.  Gender Sensitivity: striving to bring gender equity and equality, as well as taking affirmative action in order to support females of the university  Diversity: promoting eclecticism of its staff and students, and encourages the expression, consideration and evaluation of multiple ideas  Academic Freedom and Autonomy: defending intellectual ingenuousness and institutional independence to ensure that its education and academic pursuits are not subject to undue intervention  Technology Transfer and Realization: dedication for technology transfer that leads to individual as well as national transformation  Student-Centeredness : committed to provide education that encourages students in self learning and promote their involvement in all endeavors  Teamwork: developing team spirit among staff and students, while acknowledging individual excellence at the same time, to ensure a participatory approach in all its institutional endeavors  Initiative: encouraging and rewarding individual and group undertakings in creativity and distinguished performance both from within and outside the University  Excellence: pursuit of distinction as the ruling standard in science and technology and commitment to its realization  Acknowledging the local : appreciating and striving for the promotion of indigenous knowledge  Economic Use of Resources: adherence to and implementation of the principle of optimum use of resources4. Analyses of Stakeholder and CollaboratorsIn preparing this Strategic Plan, a due consideration was given to parties with direct interest tothe University called stakeholders. In our case, the internal stakeholders have been identified asstudents, academic staff, supportive staff and the board. On the other hand, externalstakeholders includes, but is not limited to, the following: alumni, employers, MoE, Ministry ofFinance and Economic Development (MoFED), other ministries, the City Administrations ofAdama and Asella, Oromia Regional State, and other regional bureaus and/or TVETCommissions.Strategic Plan of ASTU (2011/12-2015/16) Page 12
  • 13. In the same token, other bodies that have teamed-up with ASTU are also shown below with thearea of collaboration and the benefit the university would get out of it. The generic category, inthis regard, has been reduced to six groups.4.1 Stakeholder AnalysisPresentation and analysis of stakeholders’ expectations, their likely response if expectations arenot met, and expected institutional response to overcome possible failures is noted in this section.To ensure clarity, the generic designations have been given to stakeholders, and for further easeof understanding their immediate roles, two sets of categories have been made: stakeholdershave been treated as internal and external in two separate tables. The internal stakeholders,which are categorically the primary four have been presented in the first table while externalstakeholders have been treated separately in the next table.Each column addresses issues corresponding to presumed expectations, implying what isanticipated, followed by possible reaction/impact if not well addressed, and backed by the levelof influence each has on the institution. Here, level of influence of stakeholders has been ratedfrom one (most influential or primary) up to level three (relatively less influential or tertiary).Finally comes expected response of ASTU to avert shortlisted potential dangers.Strategic Plan of ASTU (2011/12-2015/16) Page 13
  • 14. Degree Likely reaction and /or ofS. impact if expectations ImportaNo Stakeholder Expectation are not met nce ASTU’s response4.1.1 Internal1 Students  Practice-oriented, quality  Poor health condition 1  Exercising good governance education  Increased complaints  Upgrading staff profile to  Responsiveness and  Frustration, that would meet the minimum Transparency possibly lead to violence requirement  Getting graduated and skirmishes  Setting relevant criteria for  Interest-based placement  Increased dropouts student placement  Quality services (cafeteria,  Poor performance  Launching diversified lounge, clinic, dormitory,  Negative or spoiled academic programs Registrar,/EEO, library, attitude towards ASTU  Enhancing professional ethics PC pools, recreational  Incompetent graduates of instructors areas, and others)  Improving student services  Ethical and competent  Strengthening counseling and instructors advisory services  Fair evaluation,  Revising existing rules and treatment and timely regulations and set new ones feedback from instructors when deemed necessary  Active participation in  Devising better monitoringStrategic Plan of ASTU (2011/12-2015/16) Page 14
  • 15. learning and research and evaluation system  Clean, green and  Setting-up student forums and attractive campus clubs  Conducive environment  Instituting grievance handling for learning and living and conflict resolution systems  Well-prepared teaching  Strengthening and supporting and learning the Students’ Council facilities/materials  Minimizing attrition rate  Access to ICT supported  Equipping laboratories/ education (e-learning, workshops with state of the and other means art technology available)  Preparing teaching  Friendly relationship with materials/textbooks and university community making them accessible both  Full-fledged laboratories in hard and soft copies and workshops  Organizing various lounges/ cafeteria with different price rates2 Academic  Further education and  Unenthusiastic staff , 2  Increasing scholarships Staff continuous professional thereby leading to opportunities development(CPD) ethical problems  Providing in-country and training (irresponsiveness, overseas CPD opportunitiesStrategic Plan of ASTU (2011/12-2015/16) Page 15
  • 16.  Well-equipped teaching- reluctance, and other  Exercising good governance learning facilities malpractices)  Building, furnishing and  Availability of well-  Deterioration of quality equipping offices equipped facilities (e.g. of education  Providing/improving the office and office facilities)  Complaints quality and extent of facilities  Quality services (internet,  Incompetence and services lounges, transportation)  Absence of sense of  Organizing various lounges  Good governance belongingness to the with different price rates  Promotion and other university  Formulate better staff benefits  High turnover and development strategies  Better salary possible brain-drain  Strengthening grievance  Conducive academic and handling systems working environment, as  Convening staff forums well as better academic  Updating rules and freedom regulations and set new ones  Full-fledged laboratories when necessary and workshops  Developing clear, result-  Active, competent and oriented performance- ethical students evaluation system  Availability of clear and  Establishing transparent functional rules and communication system regulations  Ascertaining incomeStrategic Plan of ASTU (2011/12-2015/16) Page 16
  • 17.  Active participation in generation schemes for staff research where applicable  Clean, green and  Supporting initiatives for the attractive campus formation of university level  Friendly relation with the clubs and associations university community  Competitive environment3 Supportive  Further education  Staff turnover 3  Granting scholarship staff  Initial and continuous  Absenteeism opportunities training for non-  Unenthusiastic staff  Providing initial training for professionals (irresponsiveness, non-professionals and CPD  Continuous professional reluctance, or lack of where applicable (both in- development (CPD) commitment) country and overseas) training where applicable  Conflict  Exercising good governance  Availability of  Deterioration of  Building, furnishing and facilities/resources Quality motivation equipping offices services (better ICT and  Engagement in corrupt  Ensuring adequacy and internet service, lounges, practices quality of facilities and services transportation)  Absence of ownership to  Improving administrative and  Good governance the university inter-departmental work  Better salary  Dereliction of duties interaction  Promotion and other  Ethical problems  Organizing various loungesStrategic Plan of ASTU (2011/12-2015/16) Page 17
  • 18. benefits with different price rates  Conducive working  Formulating better staff environment development strategies  Participatory decision-  Strengthening grievance making handling mechanisms  Ethical staff and students  Organizing staff forums  Availability of clear and  Revising existing rules and functional rules and regulations and set new ones regulations when deemed necessary  Participation in research  Establishing/Improving  clean green and transparency of intra- and attractive campus inter-communication system  Cordial relationship with  Ascertaining income the university community generation schemes for staff  Clear and functional where applicable structure and job  Supporting initiatives for the description formation of university level  Competitive environment clubs and associations  Different benefits and  Developing clearly defined job recognition description  Appropriate and fair  Coming-up with clear performance-evaluation performance indicators andStrategic Plan of ASTU (2011/12-2015/16) Page 18
  • 19. system result-oriented evaluation system4 ASTU  Quality education,  Takes appropriate 3  Closely monitoring and (Supervisory) research and community measure evaluation of action plan(s). Board services (Building capacity of the  Exercising good governance  Competent graduates management and staff,  Emulating best practices and  Smooth teaching-learning replacement of the setting benchmarks process management, closure of  Involving stakeholders in  Optimal use of resources some disciplines,…) various activities  Ethical staff and students  Loses confidence  Aligning the University’s plan  Staff and students who with the GTP are change-agents  Develops and implements  Development of relevant demand-driven curricula academic programs  Proper implementation of government policy (implementation of GTP)  Good governance  Universe Industry Linkage  Practice oriented teaching and trainingStrategic Plan of ASTU (2011/12-2015/16) Page 19
  • 20. Degree Likely reaction and /or of impact if expectations ImportaS.No Stakeholder Expectation are not met nce ASTU’s response4.1.2 External5 Alumni  An institution that is center  Develop negative attitude 3  Equipping workshops and of excellence in science and (distorted image) towards laboratories with state-of-the-art technology the university technology  Inauguration of well staffed  Increased negative self-  Promoting profile of academic staff and facilitated graduate esteem  Collecting feedbacks from alumni programs  Poor connectivity among in designing and updating  Existing graduate programs themselves and with the curriculum meeting the minimum University  Promoting the University’s profile requirements  Look up to other recurrently  Laboratories/workshops institutions for further  Setting up alumni liaison office equipped with state-of- education  Organizing workshops, short term the-art technologies  Reduced employment trainings, symposiums that address  Strong networking among opportunity needs of alumni themselves and with the university  Linkage to potential employers  Practice-orientedStrategic Plan of ASTU (2011/12-2015/16) Page 20
  • 21. education  Access to online/digital library  Responsive leadership and management  Competent and well mannered staff6 Employers  Competent, skillful and  Mislay trust on the 2  Undertaking need diagnosis efficient graduates with university (tracer study/labor market work ethics  Warding off graduates of analysis) in preparing or  Curricula that have been ASTU updating curricula designed to address specific  Ruins potential  Providing quality education needs of respective cooperation  Improving programs organizations  Reluctance to  Employing qualified staff  Customized consultancy, accommodate students as  Upgrading staff profile through research work and short interns (apprentices) provision of opportunities for term training services further education and continuous  Educational opportunity professional development for upgrading their staff trainings  Linkage with the university  Conducting need based trainings and researches  Recurrently updating the public about ongoing progress in theStrategic Plan of ASTU (2011/12-2015/16) Page 21
  • 22. University  Arranging forums on issues of employers7 MoE  Identification,  Arrange further 1  Carrying out efficient training establishment, and education and training  Periodic review of curricula running of academic programs  Developing research culture programs addressing  Change of  Establishing effective specific needs management monitoring and evaluation  Qualified and competent  Possible closure of system graduates programs, and shifting  Exercising good governance  Implementation of timely them to other  Facilitating regular capacity university transformation institutions or closing building programs to staff program  Reduced goodwill,  Ethical citizens serving the thereby calling for cause of democratization reduced budget  Need-based research  Reduced student (and research findings) placement  Provision of adequate  Expulsion of and relevant community underperforming staff services  Job insecurity for staff  Minimized student attrition  Timely reportStrategic Plan of ASTU (2011/12-2015/16) Page 22
  • 23.  Good governance  Improved income generation8 Ministry  Justifiable budget  Delayed budget 1  Establishing transparency and of Finance planning and requisition  Budget reduction and accountability in financial and  Appropriate use of cancellation management, as well as Economic allocated budget  Falling short of regular updating of the system Developm  Timely report cooperation in place ent  Adherence to prescribed  Legal measures  Good budget planning (MoFED)  Utilizing budget properly rules and regulations  Strong system of internal  Timely reporting control and auditing  Creating awareness among staff  Capacitating staff9 Other  Qualified/skilled graduates  Reliance on other 3  Reviewing the curricula Ministries  Graduates who have more institutions  Providing practice-oriented of entrepreneurial qualities  Lowered credibility and education than mere job-seeking recognition to the  Providing community-based tendencies university education  Graduates who are well  Loss of links and support  Encouraging innovation and aware of the existing policy engagement in applied research and ground reality of the Denial of cooperation, funds,  employing experienced and country consultancy and training innovative staffStrategic Plan of ASTU (2011/12-2015/16) Page 23
  • 24. services  Identifying prevailing national problems and challenges Organizing scientific forums to allow for participation of stakeholders10 The City  Consultancy and training  Negative attitude towards 2  Creating smooth relationship by Administr services the university (lack of giving due attention to demands ations of  Peaceful educational trust)  Mainstreaming joint work with Adama environment  Failure to secure long- the city administrations and  Disciplined students and standing cooperation  Supporting in research, trainings Asella staff  Permanent loss of alliance and consultancy when needs arise  Community services  Promoting ongoing activities (outreach programs) undertaken by the university  Need-based research  Organizing joint discussion forum  Knowledge and technology  Joining hands in creating transfer awareness about the law and in  Contribution (jointly the implementation of code of endeavor) for the conduct betterment of political, economic, social and environmental issues11 Oromia  Tailor-made training  Deterioration of 3  Convening local communities and Regional programs existing good terms regional administrative bodies to State  Community services  Vetoing further assess their needs and establishStrategic Plan of ASTU (2011/12-2015/16) Page 24
  • 25. (outreach programs) endeavors of the good terms  Promotion of culture, university  Supplementing regional values and diversity  Calling for change of endeavors  Research that management  Respecting and helping in the supplement regional  Failure to secure promotion of the regional culture endeavors credibility and/or and values  Support in the promotion recognition of good image  Cooperate in different activities12 Regional  Competent graduates  Fend off graduates of 3  Providing quality education (e.g. befitting teachers) ASTU  Reviving cooperation by bureaus  Further training and  Looking for other diagnosing their needs and and/or upgrading scheme for alternatives supporting their cause TVET staff  Diminished  Allowing for their participation TVET  Joint endeavors value/credibility to the in reviewing and/or designing Commissio (research, knowledge and institution of curricula ns technology interchange,…)Strategic Plan of ASTU (2011/12-2015/16) Page 25
  • 26. 4.2 Collaborators Analysis The university has signed various memorandums of understanding (MoU) in order to pave way for a win-win situation. According to data obtained from official sources, agreements have been signed with different organizations and more are underway. In an endeavor to assess present links, screening of current institutes and checking on potential/present area of collaboration and aspired/coveted advantage is deemed necessary. Herein under are broad categories showing generic names followed by area of collaboration and relative advantage sought after. There is one exception though, the Ministry of Science and Technology, which might also be considered in the stakeholder analysis, but treated separately here for being the first governmental signatory both as a stakeholder and willing to cut a new deal as a collaborator as well.S/N Institutes Area of collaboration Relative advantage1 International and local higher learning  Upgrading Staff Profile  Resource mobilization institutes (both governmental and  Joint Research  Experience sharing privately owned)  Exchange of resources  Cost effectiveness  Experience sharing  Improved efficiency  Curriculum revision  Information exchange  Joint appointment of staff  Promote cooperation  Technology exchange  Mutual benefit  Funding  Student exchange program  Good governance Strategic Plan of ASTU (2011/12-2015/16) Page 26
  • 27. 2 Ministry of Science and Technology  Research fund  Award of patent right  Accreditation  Get resource  Facility  Encourage innovation  Joint undertakings  Advisory service and consultancy3 Research Institutes (both national and  Joint Research  Access to resource international)  Training  Experience sharing  Resource  Recognition  Fund  Teaching4 National & International  Capacity Building (training)  Experience Sharing Developmental Organizations  Fund  Physical expansion & material fulfillment  Assisting on Development  Secure Resource Activities  Technology Transfer  Human, Material & Financial Support  Resource Sharing5 Industries & Enterprises (both  Apprenticeship  Job opportunity/internship governmental and privately owned)  Research  Exchange experience  Resource  Promote cooperation Strategic Plan of ASTU (2011/12-2015/16) Page 27
  • 28.  Joint Teaching-Learning  Knowledge transfer  Technology Exchange  Mutualism6 Governmental Bureaus (Federal &  Community Service  Job-opportunity/internship Regional)  Resource  Exchange of experience  Capacity building  Knowledge transfer  Man power  Improves relationships  Professional Support  Working for the same goal  Information dissemination  Promotion of collaboration  Apprenticeship /internship programs Strategic Plan of ASTU (2011/12-2015/16) Page 28
  • 29. 5. Situational (SWOT) Analysis Environmental analysis refers to the assessment of strengths, weaknesses, opportunities and threats that strongly influence institutional sustainability. To this end, conducting environmental analysis prior to setting a strategic plan is imperative. In doing so, it is expected that strengths of ASTU shall match or fit existing opportunities, while, at the same time, overcoming potential dangers. Likewise, it is presumed that opportunities would help minimize drawbacks and avoid threats. To allow for strategic thinking and acting, all four variables are meticulously investigated and presented below. 5.1 Internal Situational Analysis (SW) Notwithstanding the contribution of individual excellence or failings, strengths and fault lines that are listed below are attributed to the functioning of the institution itself. In the following table, issued have been categorized into nine themes based on their relationship to one another. While appreciating the maintenance of common values shared by all universities across the nation, the strength part is limited to revealing distinctive features that make ASTU stand out. As there should be no room left to cuddle faultiness, whether they are common to any other, all notable weak spots have been listed in detail.Themes Strengths WeaknessesAcademic Affairs  Having exam and studies committee at  Inconsistent grading practice school and/or some department level  Ineffective exam and studies committee at some schools and  Formation of curriculum committees at departments departmental level  Lack of exam standardization  Continuous and practical skill-oriented  Undue and haphazard intervention of top-level management evaluation system in laboratories, and students in revising curricula workshops and fieldwork engagements  Failure to involve capable personnel (both from within and  Integration of courses and evaluation of outside the university) in curriculum design Strategic Plan of ASTU (2011/12-2015/16) Page 29
  • 30. students via eLearning  Lack of coordination among schools/departments when designing  Dynamism of curricula across some new curricula departments  Weak and disorganized Graduate programs  PhD by Research program—one of a  Limited number of undergraduate and graduate programs kind in Ethiopia  Primacy of theory over practice (limited effort to ensure student-  Undergraduate and postgraduate centered approach) programs that are unique to ASTU  Failure to cover the whole portion due to improper time-  Involvement of adjunct professors and management and poor monitoring Technicians (Fahrlehrer )  Teachers are not maintaining class schedules  Proactive ELIC offering language  Failure to offer regular consultation for students training for staff and students  Inferior coordination among some instructors offering the same  The move towards the European Credit course Transfer and Accumulation System  Political incitement by some instructors (ECTS)  Frequent change of curricula  Relatively well equipped workshops  Lack of labor market analysis in curriculum design and laboratories  Not considering staff profile in the setting-up of some programs  Well Equipped multimedia language  Lack of readiness to move towards modular approach laboratory  Evaluation of students’ competence by generalists  Relatively large class size in some cases  Lack of induction program for the new comers  Weak tutorial programs for students who need special supportStrategic Plan of ASTU (2011/12-2015/16) Page 30
  • 31.  Poor (impersonal) instructor-student relationship  Negligence and poor control of invigilators during examination  Not adhering to exam schedule and failure to take timely measures  Weak interest in teaching and taking initiatives  Leakage/disclosure of exams  Disregarding staff overload  Lack of skilled laboratory technicians  Shortage of academic staff in some disciplinesResearch  Presence of a journal with  Lack of research action plan International Standard Serial Number  Research topics that are not sensitive to the existing environment (ISSN)  Lack of guidance and leadership from the incumbent office  Accessibility of research guideline of the  Poor practice of research university on the university’s web page  Overloaded staff  Scheduled bi-annual research  Absence of coordinator at school/departmental level: seminars/symposiums centralization  Inadequacy in allocation and utilization of budget  Poor in publicizing research calls/reviews  Frequent change of KTI officers  Relatively less experienced staff with low orientation/ responsiveness Strategic Plan of ASTU (2011/12-2015/16) Page 31
  • 32.  Absence of immediate response to research proposals  Discouraging bureaucratic processes in releasing fund for approved proposals  Lack of clear criteria for prioritization of research areas  A single journal to entertain different topical issues  Poor coordination and management of research activities  Inferior staff motivation  Doubting the integrity of researchers (or their budget request)  Poor research facility  Unable to provide training on research methods to staff  Absence of integration of research results among schools  Less turnout of participants in research review  Deprived of subscription and/or access to reputed journals  Poor documentation of previous research sponsored by ASTU  Failure to motivate students take part in research activities (i.e. besides their senior projects, thesis and dissertation)  Weak commitment of staff to engage in research activities despite possible adversity  No visible initiative to organizing the research office to institutional level  Not considering time-extension to research requiring more thanStrategic Plan of ASTU (2011/12-2015/16) Page 32
  • 33. one-year time  Nonexistence of reward for outstanding researchers  Lack of team approach in conducting research  Poor linkage and joint research undertakings with other research institutes  Sidelining/ not prioritizing of research by the top management  Falling short of collaboration with funding organizationsCommunity Service  Frequently updated website and  Absence of a central organ to facilitate/coordinate community publication of regular periodicals outreach programs (newsletter and a bi-annual  Not assessing needs and measuring satisfaction of the community magazine) to communicate with the  Few MoUs have materialized so far wider society  Failure to reach the surrounding people via distance education  Offering scholarship opportunities to the needy  Continuing and Distance Education: setting up of satellite campuses,…  Asella Model Agriculture Enterprise (AMAE) and Artificial Insemination: training of farmers  Allowing free access to wireless Internet service to the surrounding population Strategic Plan of ASTU (2011/12-2015/16) Page 33
  • 34.  Signing of various Memorandum of Understanding  Offers training, consultancy and maintenance services upon requestHuman Resources  Young staff  Shortage of skilled and experienced staff with the required  Commitment of staff academic profile  PhD and MSc by research  Less commitment (of some)  Good will to support and sponsor staff  Unwillingness of most staff to take-up additional duties securing further education by  Absence of team spirit and diminishing sense of belongingness themselves  Lack of professional ethics  Free educational opportunity in the  Low proficiency of staff in the language of instruction, i.e., English evening program  Absence of capacity building plan  Provision of pedagogic and language  Poor staff upgrading criteria skills improvement trainings  No collaboration with other institutes  Less demonstrated effort to win scholarship opportunities for staff  Less initiative to upgrade staff by its own graduate program  Not encouraging competency  High turnover  Predominantly male academic staff, i.e., in terms of numberGovernance and  Start-up of decentralization  Diminishing sense of belongingness, responsibility, andManagement  Good relationship with students accountability Strategic Plan of ASTU (2011/12-2015/16) Page 34
  • 35.  Commitment to expand and support  Lack of visionary leadership ICT  Failure to retain staff  Demonstrated effort in modernizing  Poor implementation of appraisal results library and registrar services  Failure to prepare clear job description for all  The move for internationalization  Lack of proactive administrative measures  Launching PhD and M.Sc./ MA by  Unable to provide incentives as deemed necessary research programs— a system that is  Lack of clear organizational structure the first of its kind in Ethiopia  Resistance to incorporate and/or mainstream ICT supported  Good will to support and sponsor staff service securing further education by  Absence of planning and programming office themselves  Non-responsiveness to reports and dereliction of duties  Offering students with job-  Nepotism and partiality opportunities  Poor promotion strategy that is subject to manipulation  Flexibility to entertain previously  Manipulated employment criteria unplanned issues when justified  Not convening regular plenary meetings (discussion forums) necessary  Non-participatory decision making in the assignment of  Outsourcing of payment of salary management  Mob mentality that resulted in less teamwork spirit  Disagreement among members of the top-level management themselves  Unsettling management and management structureStrategic Plan of ASTU (2011/12-2015/16) Page 35
  • 36.  Inadequate and subjective performance evaluation criteria  Misappropriation (poor allocation) and poor monitoring of resources/properties  Animosity Of staff to each other ( especially between academic and support staff)  Not communicating rules and regulations to the university community  Unplanned visits to other institutions  Failing to report and materialize, as well as practice, shared experience  Red-tape and undue intervention  Wastage of time on unplanned jobsFinancial Resources  Deployment of IBEX software  Failure to empower cost centers in the administration of budget  Decentralized cost centers  Inconsistency of formats/templates budget planning and  Payment of salary on time purchasing  Failure to upgrade capacity of staff in utilizing modern technologies  Lengthy work flow (business process)  Poor-quality and insufficient materials  Shortage of qualified and competent personnel  Redirecting budget to unplanned business (e.g., unplanned purchase requests) Strategic Plan of ASTU (2011/12-2015/16) Page 36
  • 37.  Disorganized financial system and poor networking with respective cost centers  No clear line of authority  Respective cost centers are not informed about the budget ceiling in preparation of their budget plan  Non-participatory, university-wide budget-planning  Lack of criteria-based budget distribution (not considering activity plan)  Weak coordination among finance , program officers , income generating unit, and human resource administration  No budget revision practice  Lack of modern finance and purchasing system  Lack of adherence to purchase policy  Procurement of materials without detail specifications  Procurement without checking store  weak inspection and evaluation team for endorsement of purchased materials  Lack of due attention in establishing procurement committee  Poor control of resource consumption (requesting and endorsement of materials beyond utilization)  Lack of awareness and consensus in setting specification of materials that are bidden and procured centrallyStrategic Plan of ASTU (2011/12-2015/16) Page 37
  • 38.  Collecting item price (pro forma) repeatedly from limited suppliersPhysical Facilities  Expansion of cobblestone roads and  Absence of laboratories and workshops that meet the required/Infrastructure walkways demand and unequipped in some departments  Expansion of ICT infrastructure  Inadequate offices ,logistic and office facilities for staff  Tentative solutions to shortage of  Poor water drainage system in the new building areas offices  Lack of access around student dormitories for Ambulances and  Good start-up in campus Fire brigade vehicles beautification and gardening  Inadequate, Inefficient and abuse of transport services and  Clustering of schools with their maintenance respective departments in one location  Severe sanitation and maintenance problem (e.g. in cooking  Water recycling plant underway areas, toilets and class rooms …)  High Capacity power generator  Shortage of water supply, frequent outage and wastage  Construction of multipurpose buildings  Poor and/or shortage of alternative lounges and recreational underway facilities for staff and students’ alike  Startup of ICT enabled Lecture halls  Poorly designed , constructed and furnished classrooms and lecture halls  Not ICT enabled Classrooms  Poorly fenced and limited number of gates  Non-conducive infrastructure for impaired students  Lack of Auditorium/ multi-purpose halls/buildings  Inadequate library buildings Strategic Plan of ASTU (2011/12-2015/16) Page 38
  • 39.  Lack of sport complex and fields  Some buildings are not to the standard  Lack of air conditioner in libraries, pc pools, laboratories and workshops  Misuse of buildings for unintended purposes  Non –functioning newly built cafeterias  Absence of modern cooking and washing machines in students cafeteriasStudents  Strong and empowered Student  Poor commitment (Some students) Council  High tendency of cheating in examination  Opportunity and freedom to initiate  Lack of student interest for consultancy and take part in University affairs  Poor student-instructor relationship  Good culture of helping needy students  Lack of adhering to exam schedule (unreasonably lobbing for rescheduling)  Lack of respect of university and national laws  Less effort in finding supporting and funding organizations to needy students(Student Council)  Unwise use or abuse of resources  Unethical practices by some students (alcoholism, drugs, theft, breach of rules and regulations…)  Inclination of some students towards destructive political Strategic Plan of ASTU (2011/12-2015/16) Page 39
  • 40. orientation  Lack of initiative to report absenteeism of teachers  Systematic boycott of classes  Reluctant to their education (Study only during their exam time )  Creating disturbance and making noise around the classroom environment  Bad interethnic as well as interreligious rapport  Shortage of out-door/ under-shade seating and study placesService Delivery  Relatively fast Internet service at the  Shortage of medical facilities/supplies  For the University main campus  Poor service delivery in lounges, cafeterias and Clinic community  Digitized/automated library  Medical service that does not include staff o Library management system (KOHA)  Absence of insurance coverage during field-works and o ICT  Availability of over 20,000 e-books engagement in workshop o Dormitory (Greenstone)  Lack of institutional policy on occupational safety o Health  24/7 library, ICT and clinic services  Weak and abusive security services o Registrar  Bank and postal service in the main  Failure to give semester grade report to students o Sport and campus  Centralized and unorganized services recreation  Labor intensive and poor service delivery of the EEO/Registrar o Cafeteria at the beginning and end of each semester o Guidance and counseling  Standalone students databases: assignment of students to o Recreational dormitories, grade submission, grade reporting and scheduling… Strategic Plan of ASTU (2011/12-2015/16) Page 40
  • 41. facilities  Frequent allegations over lack of confidentiality and possible fraudulent acts in registrar services  Irresponsiveness to students request by the security staff  Insufficient special consideration for the disadvantaged  Nepotism and ill-will  Lack of up-to-date books in some fields  Frequent downtime of the intranet and low bandwidth Internet  Insufficient and costly photocopy service to students  slow response to maintenance services  Shortage of separate corner/ room in the library for graduate students and staff  limited library service to the outside communityIncome Generation  Consistent provision of evening  Disorganized income generating teams/units  Evening Program programs  Absence of clear management to oversee income generation  Distance Program  Opening of satellite programs and related issues  Summer Program  Good Experience in running the  Unable to use its potential, and engagement in limited areas  Short-term Training summer program  Lack of business plan/ cost-benefit analysis  Consultancy  High potential and good start of  Not allocating budget for individuals taking the initiative to  Rental services income generation in some areas generate income for the University  Production of  Relegating income generation (considering it as a secondary Materials issue) Strategic Plan of ASTU (2011/12-2015/16) Page 41
  • 42.  Projects  Unnecessary payments and cost  Less promotion/advertisement activity  No distance program  Limited to government sponsored programs  Limited to in campus program  Less exploitation of rental income options  Limited experience in developing fund raising projects  Lack of creativity among schools  Less motivated academic staff due to lack of incentives  No community schoolStrategic Plan of ASTU (2011/12-2015/16) Page 42
  • 43. 5.2 External Situation Analysis (OT) Noting strengths and weaknesses alone does not support a strategic plan become feasible: further insight into external factors contributes to closing to perfection. External cases relate specifically to political, economic, social and technological (PEST), as well as environmental factors, which neither one is entitled to alter nor capable of managing at will. In order to get clear picture of what opportunities ASTU enjoys and learn about possible threats, notable attributes are analyzed and presented as follows.Factors Opportunities ThreatsPolitical  Entitlement of the university a science and technology  Possible change of rules and regulations or directives as university the need arises  Unlimited mandate to expand programs  Incompatibility of national needs and available  High commitment of the government to produce skilled capacity of the University human power in order to meet all developmental goals, i.e., the GTP  Government’s support in practice-oriented education and industry linkage  Higher education proclamation as an asset for academic freedom and institutional autonomy  Autonomy to develop income generating schemes  Encouraging policies that support the disadvantaged Strategic Plan of ASTU (2011/12-2015/16) Page 43
  • 44. Economical  Government investment in higher education  High inflation rate (e.g. ever increasing price of food items)  Funds from donor agencies  Dishonest suppliers  Expansion and participation of the private sector and  Brain drain (an excuse for loss of skilled personnel) other investments  Poverty and drought  Demand for skilled human power  Shortage of well qualified personnel as required  Budget from the governmentSocial  Increased societal need for higher education, training, and  Population explosion versus capacity of the university consultancy  HIV/AIDS  Urbanization: the rapid growth of Adama/Asella and the  Disregard for choice of students in placement surrounding areas  Enrolment of ill prepared students to the university  High regard of the society towards the university  Attitude of the society towards gender issues  Endeavor of the government to promote diversity,  Poor proficiency of students in the language of instruction, tolerance and peaceful coexistence i.e., English  Expansion of secondary schoolsTechnological  Unlimited access to valuable information  High cost of technologies  Attention of the government to ICT development  Shortage of skilled human power (inaugural of the Ministry of Communication and  Unceasing and/or rapid advancement of technologies, Information Technology as a separate entity) thereby creating a gap in keeping up with international trends  Emerging markets (e.g. IT)  Availability of substandard and low quality products  Global networking  Globalization as an intimidation to the growth of indigenous  Access to new technology Strategic Plan of ASTU (2011/12-2015/16) Page 44
  • 45.  Employing ICT for teaching/learning and research knowledgeEnvironmental  Proximity to the capital and a main route to the ports  Geological unpredictability (possible instability)  Relatively conducive living environment  Global warming  Proximity to different recreational areas  Being the heartland of the country/regional government  Being a center of conference-tourism Strategic Plan of ASTU (2011/12-2015/16) Page 45
  • 46. 6. Critical/Strategic Issues and Goals of ASTUCritical/Strategic IssuesAfter careful consideration of significant strengths, weaknesses, opportunities, and threats,elements that are missing at ASTU are identified, classified and subsumed into eight broadcategories. In short-listing, a case’s association to all the others has been well thought. Thecomprehensive list includes: I. Lack of good leadership and management in planning, development and mobilization of resources II. Limited effort to ensure quality of education III. Limited and poorly coordinated academic programs IV. Less responsive, incompetent and traditional service delivery system incompatible with the ever-growing needs of stakeholders V. Poor research culture, management and practice VI. Inadequate, poor, improper allotment and inefficient use of infrastructure/facilitiesVII. Lack of coordination and initiative to plan and diversify income generation optionsVIII. Disregard to issues related to gender and the disadvantaged IX. Almost non-existent practice oriented education and university-industry linkage
  • 47. 7. Goals and Objectives of ASTUBased on the list of critical issues, and given the need to address all, the following goals/strategicpriorities and corresponding objectives are set. Here, it is presumed that attainment of oneobjective will result a chain reaction that allows for achievement of respective goals. For thebetterment of academia and bolster contribution to national endeavors, ASTU plans to:GOAL- 1: Create Competent and Democratic Leadership andManagementObjectives 1. Raise the capacity of university management to the satisfaction of the stakeholders 2. Increase coordination and communication among all units through integrated information systems by the end of 2013 3. Develop a binding document that shows clear organizational structure, job description, staff development plan, and monitoring and evaluation system upon approval of this plan 4. Employ formal electoral procedures for the assignment of non-presidential positions as per the university legislation as of 2011/12 5. Establish modern finance management system by the end of 2012 6. Implement efficient and effective use of budget across all unit 8. Establish accountable, transparent and efficient purchase processing system by the end of 2012 9. Realize decentralization of power to schools and all cost centers as of 2011/12 10. Create sense of ownership, tolerance and mutual understanding among university community at the end of the plan yearGOAL-2: Ensure Quality of EducationObjectives 1. Establish university-wide internal quality assurance system (internal quality audit) by the end of the plan year 2. Increase staff profile: PhD from__5__% to __15___% ; M.Sc./MA from __44__% to _60_% and decrease B.Sc./BA from ___50__% to ___25__% by 2015/16Strategic Plan of ASTU (2011/12-2015/16) Page 47
  • 48. 3. Increase the number professors from ___1___to ___5____ upon culmination of the plan year 4. Promote student-centered teaching-learning approach during the plan period 5. Strengthen pedagogic skills improvement and support center (PSISC) in 2011/12 6. Set class size to required standards depending on the nature of the courses 7. Strengthen university-industry linkage (internship program) to enhance competence of graduates 8. Promote educational trips in the plan period 9. Strengthen interdisciplinary and interdepartmental coordination of instructors during course offeringGOAL-3: Launch Diversified, Demand-Driven and Well Coordinated Academic ProgramsObjectives 1. Diversify undergraduate and graduate programs 2. Strengthen coordination of academic programs 3. Diversify mechanisms of course delivery 4. Develop demand-driven curricula till 2012/13GOAL-4: Advance systems of service deliveryObjectives 1. Raise awareness of staff towards exercising good governance upon the approval of this document 2. Commence customer-focused service delivery system upon approval of this document 3. Institute clear and transparent communication system among all service delivery units till the end of the plan year 4. Build the capacity of staff during the plan period 5. Implement integrated information system across university services by the end of 2012/13GOAL-5: Develop Research Culture, Management and PracticeObjectives 1. Raise research quality 2. Enhance dissemination mechanisms of research findings 3. Strengthen the efficiency of research officeStrategic Plan of ASTU (2011/12-2015/16) Page 48
  • 49. GOAL-6: Improve physical infrastructure/facilitiesObjectives 1. Expand state-of-the-art physical infrastructure and facilities 2. Develop efficient/economic system of resource utilization as of 2011GOAL-7: Improve income generating activitiesObjectives 1. Establish clear and transparent management system to allow for income generation till the end of 2011. 2. Raise income (internal revenue) from 20million to 100million Birr.Goal-8: Uphold Gender Sensitivity and A Due Consideration to the DisadvantagedObjectives 1. Increase the proportion of female academic staff recruits from 4 % to __15__ % by the end of the planned period 2. Promote female participation in decision making 3. Reduce attrition rate of female students from 20% to 10% at the end of the plan year 4. Support the disabled students and those from disadvantaged areasStrategic Plan of ASTU (2011/12-2015/16) Page 49
  • 50. 8. Strategic Issues and Strategic Solutions After careful consideration of the strategic issues, goals, and objectives come possible options. Following is a table presenting strategic options corresponding to the eight issues. Strategic Issues Strategic SolutionsOn leadership and management  Conduct plan-based , continuous capacity building training for administrators on modernin planning, development and leadership and managementmobilization of resources  Provide further education as per the staff development plan  Evaluate the impact of short term trainings and experience sharing practices through formal reports and presentations  Establish strong communication system that regularly promotes awareness creation and common understanding  Promote teamwork sprit and tolerance among staff for the attainment of the organizational goal  Establish clear organizational structure  Establish a functional plan and programming office  Formulate clear employment, promotion and transfer strategies as well as monitoring and evaluation system  Improve result-oriented staff performance appraisal criteria  Strengthen anticorruption and ethics office to avoid nepotism, partiality and mob mentality  Endorse and implement university legislation
  • 51.  Implement transparent, accountable and efficient financial management system  Put into place a financial management software  Recruit adequate, committed and well-trained/skilled finance personnel  Build the capacity of existing finance staff to fill existing skill gaps  Empower cost centers  Put in place financial rules and regulations  Implement clear budget distribution scheme  Develop clear and transparent communication and monitoring system in budget utilization  Adhere to the Federal procurement rules and regulations  Recruit adequate, committed and well-trained/skilled purchase personnel  Build the capacity of the existing finance staff to fill the gaps  Involve technical personnel in the purchasing process  Set strong and ethical purchasing committee  Prepare annual purchase plan  Minimize pro forma purchasing  Empower schools and other cost centers  Promote accountability, transparency, participation and responsiveness in the working environment  Recruit adequate, committed, ethical and trained/skilled administrative personnel  Allocate all necessary resources including vehiclesStrategic Plan of ASTU (2011/12-2015/16) Page 51
  • 52.  Build the capacity of school management and other cost center personnel  Conduct regular meeting for evaluating performance of each unit  Conduct periodic training on attitude change  Eliminate all forms of prejudice  Provide performance based incentive  Strengthen university-wide cultural center(s)On quality of education  Establish a full-fledged internal quality assurance system  Prepare guidelines for quality assurance  Adhere to the world-class quality standard  Establish quality assurance units at school level  Conduct semester-based monitoring and evaluation  Promote awareness of staff and students on internal quality assurance system  Develop time management scheme to ensure course coverage  Reduce attrition rate by ___10__%  Strengthen PhD and MSc/MA by research programs  Strengthen linkage with international and national Universities  Organize projects as means of training  Encourage individual efforts of pursuing scholarships as long as it goes in line with institutional interest  Take advantage of government sponsored scholarship programs  Employ qualified staff Strategic Plan of ASTU (2011/12-2015/16) Page 52
  • 53.  Strengthen its own graduate program  Encourage professorship efforts  Employ professors  Diversify research journals and improve the quality of existing ones  Support endeavors of academic staff in publishing references, textbooks, manuals and academic articles  Encourage/Support staff to develop projects  Train staff on active learning-teaching methods and techniques and ensure implementation through monitoring and evaluation  Let departments identify courses to be offered in small or large class size, approve undertakings at school level, to be followed by Senate endorsement  Modify and furnish existing lecture halls and laboratories as per the set class size  Coordinate scheduling of school owned classrooms at school level and unoccupied ones under the main registrar to maximize efficient utilization  Perform periodic monitoring and evaluation by concerned officials  Strengthen /Establish exam committee at department and school level  Provide training on measurement and evaluation  Set grading policy at university level  Improve classroom-class size ratio as well as class room arrangement  Provide all necessary learning materials  Work on attitude of teachers’ and students’ towards student-centered learningStrategic Plan of ASTU (2011/12-2015/16) Page 53
  • 54.  Organize workshops and trainings on attitudes of staff and students on student-centered learning  Increase eLearning courses from 30 to all  Increase e-books courses from 20000 to 50,000  Redesign the training system and structure  Develop modules that fit demands of each school  Train the trainers from each school  Place the training center under the academic vice president  Assign committed coordinator and trainers  Allocate adequate resources for the training center  Perform periodic monitoring and evaluation by the incumbent  Define the responsibility of the examination committee on the legislation and regularly follow its issuance  Build additional classrooms befitting specific courses as deemed necessary  Establish and strengthen internship commission/office  Set clearly defined duties and responsibilities for the office  Strengthen university-industry linkage  Encourage students to attach themselves to industries  Set clearly defined internship task at departmental (major area) level  Develop a guiding/binding document  Conduct well-planned and relevant educational trips and allocate adequate resourcesStrategic Plan of ASTU (2011/12-2015/16) Page 54
  • 55.  Establish monitoring and evaluation system to assess effects of educational visits  Develop a system to provide feedback to industries/ organizations  Strengthen coordination staff offering the same course to various groups (i.e., when more than one instructor is involved)  Facilitate discussion forums at the beginning of each semester at school level  Establish ad hoc committee to address issues pertinent to the creation of smooth student- instructor rapportOn coordination of academic  Employ qualified staff and attain the minimum staff profile requirement to launch newprograms academic programs  Increase the number of undergraduate and graduate programs from __38__ to _74_ and from __13__ to __52__ , respectively  Encourage schools to create new departments in accordance to existing realities (sugarcane, geothermal, geology, wildlife, arid agriculture, highway, railway, hydrology, Mecha-tronics, physiotherapy, Tannery , urban agriculture, hotel and tourism, horticulture, urban planning)  Establish and empower an academic program office(APO)  Create communication system/link with schools  Form academic standing committees that work with APO  Emplace modern class and exam scheduling system  Open and expand distance, in-service and evening programs  Commence distance, in-service, evening programs through online , video conference Strategic Plan of ASTU (2011/12-2015/16) Page 55
  • 56.  Institute and strengthen new satellite campuses  Launch cost effective on-site programs  Conduct proper need assessment  Revise curriculum when the need arises  Involve stakeholders and curriculum experts in curriculum design/revision  Adapt modular approach to all curricula  Encourage schools to create new departments as per the existing realityOn addressing stakeholders’ needs  Emplace ethics and good governance office accountable to the president  Prepare and adapt checklist to assess staff awareness on good governance  Disseminate information through leaflets, posters, banners, brochures, website, info-screen and any other means  Conduct training programs and experience sharing visit on good governance  Assess the extent and practice of good governance through listening forums, periodic meeting and analysis of feedbacks at all levels  Foster capacity of existing staff and recruit qualified ones  Prepare a guideline that addresses customer-based service delivery  Evaluate existing service delivery system and redesign as per need-diagnosis  Customize an integrated university information system, alias ERP system  Develop university web portal to disseminate information to the university community  Strengthen notification of employment and promotion results to university community  Promote sense of ownership among all service delivery units Strategic Plan of ASTU (2011/12-2015/16) Page 56
  • 57.  Post summary of services offered by the respective units at conspicuous places  Cluster units giving inter-related services  Provide short-term capacity building training  Offer further education opportunities for best performing staff  Enhance the campus network  Capacitate ICT staff and end users  Prioritize the implementation of ERP System in a phased/modular approachOn research  Establish an independent research institute at university level and coordination offices at school level  Assign competent human resource  Formulate research policy and strategy  Promote collaborative research with industries and other higher education institutions  Develop relevant and quality research program respective to national goals/priorities  Encourage research on learning-teaching process  Set university-wide research budget allocation criteria  Allocate adequate budget based on priority and relevance  Design strategy for optimal utilization of research budget  Build the capacity of staff on research methodology  Establish multi-disciplinary and inter-disciplinary centers of excellence in research  Integrate research activities across all schools  Increase the number of journals from _1_ to 5 Strategic Plan of ASTU (2011/12-2015/16) Page 57
  • 58.  Present research results to the community  Create a simple communication channel to the community  Publish research proceedingsOn quality, allotment and usage  Build well equipped and standardized physical infrastructure/facilities by considering theof infrastructure/facilities disabled (classrooms, laboratories, offices, libraries, ICT utilities, dormitories, recreational centers, in-campus roads, electricity, water supply, telecommunications, botanical gardens, zoos and other amenities)  Improve existing infrastructure/ facilities through maintenance and replacement if necessary  Strengthen resource inventory as per Federal (state) regulation  Improve efficiency of resource usage through periodic evaluation  Design and implement a management system for resource redistribution  Develop preventive and corrective maintenance schemesOn income generation  Empower and widen the scope of the central income generation and coordination office  Establish strong linkage among all income generating units of the university  Convene regular plenary meetings with staff in order to communicate needs and benefits of income generation  Identify economically feasible income generation means and design implementation, monitoring and evaluation plan  Allocate budget properly and encourage individuals with income generation initiatives  Establish different business centers in strategic places within the confines of university Strategic Plan of ASTU (2011/12-2015/16) Page 58
  • 59.  Grant incentives to individuals and/or units initiating novel and profitable income generating scheme  Establish and expand ICDE outreach service centers supported by ICT facilities  Organize proposals/projects that win funds to the university  Conduct need-based training and consultancy servicesOn mainstreaming issues related  Conduct special and timely tutorial classesto gender and the disadvantaged  Provide material support as deemed necessary  Give counseling service  Extend study period on request by reducing semester load  Strengthen training programs on assertiveness  Create awareness on gender sensitivity  Set up conducive infrastructure for the disabled  Allow representation of the gender office in the recruitment process  Employ affirmative action during staff recruitment  Strengthen the gender office  Empower female staff to take part in decision making/leadership  Implement equitable participation of females in higher management positions  Give relative advantage to female staff in career development, promotion and  Training Strategic Plan of ASTU (2011/12-2015/16) Page 59
  • 60. 9. Five Year Strategic Action/Implementation Plan Time table Resource required to Responsi implement RemarNo Strategic Issue Major activities Measurement Amount ble body 11/12 12/13 13/14 14/15 15/16 action k1 Lack of good Create Competent and Democratic Leadership and Management leadership and poor 1)Conduct planned- management based continuous in resource capacity building planning, training for development administrative and positions on modern mobilization leadership and management and evaluate the impact Training Round 15 MB 6 6 3 500,000 Experience Sharing abroad for top management Trip 3 MB 2 1 750,000 Evaluation MB x x x x x 20,000 2)Formulate clear employment, promotion and transfer strategies and monitoring and evaluation system Strategic Plan of ASTU (2011/12-2015/16) Page 60
  • 61. Document 1 HR 1 20,000 Formulate strategies Conduct monitoring number 5 MB 1 1 1 1 1 - and evaluation 3)Build the capacity of the existing staff and recruit adequate, committed, ethical, trained and skilled personnel as deemed necessary number 20 VPAD 7 7 6 1,000,000 Training VPAD /HR X X X X X Recruitment 4)Conduct regular meeting at all levels of management hierarchy for evaluating performance and provide incentives for best performers Conduct quarterly Number 20 MB 4 4 4 4 4 200,000 meeting Provide incentives for best performing units/individuals MB X X X X X 600,000 annuallyStrategic Plan of ASTU (2011/12-2015/16) Page 61
  • 62. 5)Develop result- oriented staff performance appraisal system Number 1 VPAD X 10,000 6)Revise the organizational structure and establish clear and strong communication system to gear towards the achievement of the organizational goals (VPAD, Registrar, APO, Plan and program office etc) MB X 50,000 7)Finalize and Implement MB/Sen university legislation ate X 25,000 8)Implement modern and efficient finance VPAD/ management system F&A X X 200,000 9)Develop clear and transparent VPAD/F& budget distribution Document 1 A X 20,000 and follow-upStrategic Plan of ASTU (2011/12-2015/16) Page 62
  • 63. scheme 10)Empower schools and other cost centers MB X 15,000 11)Prepare annual purchase plan and adhere to the X X X X X All cost government centres/ procurement rules and regulations VPAD/ President /Ethics 12)Eliminate all and X X X X X forms of prejudice at Good all levels of the governan university ce Office 13)Establish university wide President culture centre /CLS X X 500,000 14)Strengthen and empower the Internal audit office President X - 15)Establish strong ethics and good governance office President X -Strategic Plan of ASTU (2011/12-2015/16) Page 63
  • 64. 2 Limited effort Ensure Quality of Education to ensure quality 1) Establish comprehensive education internal quality assurance system AVP/Schools X 50,700 2) Create awareness on internal quality assurance system to all staff and students AVP/Schools X X X X X 3) Implement student- centered learning approach and ensure its realization through monitoring and Schools/Depar evaluation tment X X X X X 4) Improve course offering efficiency and uniformity by developing time management scheme and assigning course Schools/Depar coordinators tment X X X X X 5) Increase staff profile by strengthening its own graduate program (PhD and MSc/MA by research and course work), improving linkage with international and national universities, preparing projects as means of training, encouraging Strategic Plan of ASTU (2011/12-2015/16) Page 64
  • 65. individual efforts in getting scholarships in line with the university interest and taking advantage of government sponsored scholarships PhD Number 95 VPA/Schools 40 30 25 MA/MSc ― 477 VPA/Schools 200 177 100 6) Employ qualified staff PhD Number 111 VPA/Schools 34 24 17 18 18 MSc/MA/Specialists ― 178 VPA/Schools 45 38 34 30 31 7) Strengthen and increase E-learning courses percent 100 PSISC/ICT 40 60 1,000,000 8) Strengthen the library with up-to-date learning materials such as Textbooks, References, books/e-books, journals/e- journals and discard outdated ones Books number 256090 Library 51218 51218 51218 51218 51218 e-books ― 50000 Library 10000 10000 10000 10000 10000Strategic Plan of ASTU (2011/12-2015/16) Page 65
  • 66. Journals ― 50 Library 10 10 10 10 10 e-journals ― 80 Library 10 10 10 20 30 Periodicals Title 30 Library 6 6 6 6 6 9) Allocate school based adequate resources including classrooms and ensure proper utilization VPA/Schools/ through well organized ICT/Registrar X X X X X ICT-supported schedules 10) Define class size for each course at the department level which can be approved by the school and later to be Schools/ Depar endorsed by the senate tment/Senate X 11) Modify and furnish the existing class rooms and laboratories as per the set class size 100,000,000 Lecture Halls Number VPAD/Schools All Laboratories ― VPAD/Schools 1/5 1/5 1/5 1/5 1/5 Class rooms ― VPAD/Schools 1/5 1/5 1/5 1/5 1/5Strategic Plan of ASTU (2011/12-2015/16) Page 66
  • 67. 12) Place PSISC under the academic vice president and Strengthen through developing portfolio that fits the demand of each school, training the trainers from each school and employing periodic monitoring and evaluation of its impact Place PSISC under the academic vice president President office office X Develop portfolio number 6 PSISC/Schools 6 49,500 Training the trainers from each school ― 60 PSISC/Schools 12 12 12 12 12 180,120 Training the new staff ― PSISC/Schools X X X X X Monitoring and evaluation VPA X X X X X 13) Strengthen examination committee by defining its duties and responsibility at school and department level VPA/Schools X 14) Establish and strengthen internship VPA/Schools X commission office at schoolStrategic Plan of ASTU (2011/12-2015/16) Page 67
  • 68. level by developing clearly defined guiding document 15) Improve university- industry linkage program through attitude change of staff, students and industries VPC/Internship commissioners X X X X X 210,2353 Limited and Launch Diversified, Demand-Driven and Well Coordinated Academic Programs poorly coordinated 1) 1) Increase the number of academic undergraduate and programs graduate programs from 26 to 38 and from 13 to 52 respectively 2)Employ qualified staff and have minimum/required/ staff profile to launch new academic programs PhD Number  Ethiopia ― 34 24 17 18 18  Expatriate ― 15 19 8 7 6 MA/MSc ― 6 4 2 5 6 Strategic Plan of ASTU (2011/12-2015/16) Page 68
  • 69. Lab/Technical Assistant 35 36 30 28 31 3)Increase the number and status of the existing President/ schools from 6 to 8_ Senate X College of Agriculture College of Business and Economics College of Engineering and Technology College of Natural Sciences College of Social Sciences and Law College of Education College of Health Sciences and Hospital School of Graduate Studies 4)Establish and equip academic program office and form all standing committee President/VPA X 5)Strengthen communication/collaborati on among schools VPA/APO/ X X X X X 6)Launch ICT-supported class and exam scheduling Schools/Registrar/ system ICT X 20,500Strategic Plan of ASTU (2011/12-2015/16) Page 69
  • 70. 7)Open and expand ICT-supported (i.e. online, video conference) distance, in-service, evening, on-site programs and satellite campuses based on need assessment ICDE/ICT X X X 5,400,500 8)Develop and revise APO/Schools/Dep X X X X X curriculum when the need artments arises through involvement of stakeholders and curricula experts and change all curricula to modular approach4 Less Advance Service Delivery System responsive, incompetent 1)Increase the staff and awareness level on good traditional governance and sense of service ownership through delivery conducting training, system experience sharing visit, incompatible dispatch leaflet, posters, with the ever- banners, info-screen, VPAD/PR/ /Ethics growing needs brochures and other & Good of mechanisms Governance/ X X X X X 75,465 stakeholders 2)Prepare check list on good governance to assess PR/Ethics & the awareness level of staff Good through listening forums, Governance/ X X X X X analysis of feedbacks, Strategic Plan of ASTU (2011/12-2015/16) Page 70
  • 71. periodic meeting at university and units level 3)Redesign service delivery system (i.e. preparation of guideline, cluster inter- related services delivery units) VPAD/VPA/CA X 4)Acquire/develop/customi ze and implement integrated university information system/ERP and capacitate the ICT President/ staff and end users VPAD/ ICT/ X X X 5)Develop university web portal to disseminate information to the university community ICT X5 Poor research Develop Research Culture and Management Practice culture & management 1)Establish independent practice research institute at the university level and coordination offices at school level and assign competent as well as committed human power President/MB X 2)Formulate research X VPR/Research Strategic Plan of ASTU (2011/12-2015/16) Page 71
  • 72. policy and strategy Institute/schools 3)Promote collaborative research with industries and President/VPR/R institutions of higher esearch Institute/ learning Schools X X X X X 4) Set criteria for research budget allocation and follow-up its optimal VPR/Research utilization. Institute/schools X 5)Integrate research activities across schools and Research encourage research on Institute and learning-teaching process Schools X X X X X 6)Build the capacity of Research x x x x x staff on research Institute and methodology Schools 7)Create communication channel to disseminate research findings through: 8)Diversifying research journals/e-journals and Numbe Research improve the quality of r 6 Institute 1 1 1 2 1 existing ones Proceedings Numbe Research r 5 Institute 1 1 1 1 1 Progress & annual research Numbe Research reports r 10 Institute/Schools 2 2 2 2 2Strategic Plan of ASTU (2011/12-2015/16) Page 72
  • 73. 6 Inadequate, Improve Physical Facilities and Infrastructure poor quality, improper 1)Build well equipped and allotment and standardized physical inefficient use facilities by considering of impaired groups infrastructure (classrooms, laboratories, and facilities offices, libraries, ICT, dormitories, recreational centres, in-campus roads, electricity, water supply, telecommunications, botanical gardens and other amenities) President/PPO X X X X X 500,000,000 2)Improve existing infrastructure and facilities through replacement and Compound maintenance Service/Schools X X X X X 50,000,000 3)Strengthen resource inventory according to government regulation General Service X X X X X 4)Design and implement VPAD/VPA/Com resource pound Service distribution/redistribution systems to improve resource X use efficiency through Strategic Plan of ASTU (2011/12-2015/16) Page 73
  • 74. periodic evaluation 5)Develop preventive & Compound corrective maintenance Service/Schools/IC schemes T X7 Lack of Improve Income Generating Activities coordination, initiative to 1)Empower and strengthen plan and central income generation diversify coordination office VPAD X income generation 2)Create incentive options mechanisms that encourage individuals and units initiating novel and VPAD/CIGO profitable income generating activities X 3)Establish strong linkage and conduct regular meeting among all income generating units of the university VPAD/CIGO X X X X X 4)Expand and establish outreach services of ICDE with ICT supported technologies (i.e. video ICDE/ICT X X X X conference, e-learning and Strategic Plan of ASTU (2011/12-2015/16) Page 74
  • 75. other means) 5)Redesign and strengthen Assela Model Agricultural Enterprise (AMAE) VPAD/CIGO X 100,000 6)Expand Institute of Artificial Insemination (IAI) VPAD/CIGO X 1,000,000 7)Conduct need-based training, consultancy services and prepare fund granting proposals/projects VPAD/CIGO X 8)Identify additional CIGO X economically feasible income generation means and design implementation, monitoring and evaluation plan7 Low attention Uphold Gender Sensitivity and a Due Consideration to the Disadvantaged to gender sensitivity and 1)Provide tutorial timely VPA/GO/Student disadvantage and material support as Council/Social d groups deemed necessary Section 5 Service X X X X X 640,000 2)Strengthen counseling service and assertiveness training Round 5 Social Service/GO 1 1 1 1 1 100,000 Strategic Plan of ASTU (2011/12-2015/16) Page 75
  • 76. Training Recruit female counseling professional Number /campus 3 Social service/GO X 3)Extend study period on demand by reducing semester load VPA/GO X 4)Create awareness on GO/Student gender sensitivity and Council/Social impaired people Service/PR X X X X X 50,000 5)Create conducive infrastructure for impaired Compound people Service X X 6)Involve the gender office to ensure implementation of affirmative action during recruitment process HR X X X X XStrategic Plan of ASTU (2011/12-2015/16) Page 76
  • 77. 10. Human Resources Required for Implementing the Plan 10.1 Staffing Plan for Administration 10.1.1 Adama/Main Campus Approved by Existing staff Proposed staff Remark Offices the structure1 President Office  President  Executive Secretaries 2 2 3  Office manager and Assistant to the president 2 1 3  Audit 6 0 3  ASQA directorate 0 0 4  Strategic Planning 4 1 4 Replace SP  Legal service 4 4 4  Corporate Communication, international 6 8 relation and Public Relation Directorate  Ethics and Governance 3 1 3  Gender 2 6 6  ICT Center 55 55  Office boy/girl 1 1 VPA Office VPA 3 3 3  APO - 0 3   Registrar 43 36 15 Assign the  Main Registrar rest to Associate Registrars Colleges/Scho ol  Library 241 208 208 Introduce modern
  • 78. library manageme nt system ICDE 14 10 14  Head Program Mangers at college levels  PSISC 13 6 8  Schools School of Business and Economics (SoBE) 17 16 17  School of Engineering and Technology (SoET) 33 29 35  School of Natural Sciences( SoNS) - 1 8  School of Humanities and Law(SoSS&L) 6 8  School of Health Science 13 13 13  School of Agriculture - 0 5 VPR Office  VPR 3 3 3  Research Institute - 3 Replace KTI  Research and Publication Office 2 3 3  School of Graduate Studies 0 5 5  Biotechnology Institution 8 40 40  Research Park4 0 0 4 VPAD Office  VPAD - 3  Student Affairs Department 430 390 430  Associate Dean for C &D  Associate Dean for other services  Compound Services  General Service  Construction & Maintenance Service Strategic Plan of ASTU (2011/12-2015/16) Page 78
  • 79.  Others  Central Administration  Finance  HRM  Income Generation Coordination Office  Campus Police  Archives  OthersStrategic Plan of ASTU (2011/12-2015/16) Page 79
  • 80. 10.1.2 Staffing Plan School of Agriculture (Asella Campus) Approved by the Existing staff Proposed staff structure SoA 350 345 350 Dean Associate Dean of Academic Affairs Associate Dean of students Affair Associate Dean of planning & Administration Administration and Finance  Finance  HRM  Construction and Maintenance  others Registrar Gender office ICT CDE Library Departments  Plant Science  Animal Science  Natural Resources  Agri-business and marketing  Farm Management Strategic Plan of ASTU (2011/12-2015/16) Page 80
  • 81. 10.1.3 Staffing Plan School of Health Sciences, Asella Campus Approved by Existing Proposed Remark the structure staff staff SoHS 790 622 790 Dean Associate Dean of Academic Affairs Associate Dean of students Affair Associate Dean of planning & Administration Administration and Finance  Finance  HRM  Construction and Maintenance  others Registrar Gender office ICT CDE Library Medical director Departments  Biomedical Science  Clinical Nursing  Midwifery  Public Health  Nurse director  Internal medicine  Surgery  Pediatrics  Gynecology & obstetrics  Radiology  Pharmacy Strategic Plan of ASTU (2011/12-2015/16) Page 81
  • 82. 10.1.4 Staffing Plan Institute of Bio-Technology (IB) Approved by Existing staff Proposed staff Remark the structure Research and training department - 1 5 Production department - 3 20 Supportive department - 0 15 Total - 4 4010.1.5 Staffing Plan Asella Model Agricultural Enterprise (AMAE) Approved by Existing staff Proposed staff Remark the structure Administration and manger 0 6 3 Livestock 0 42 30 Crop 0 15 7 General service 0 68 40 Sales 0 4 4 Processing 0 3 3 Finance 0 5 3 Garage 0 11 6 Total 0 154 96 Possible to transfer to CoA and CoHSHStrategic Plan of ASTU (2011/12-2015/16) Page 82
  • 83. 10.1.6. School Dean of Adama Campus Adama Campus Approved by Existing staff Proposed staff the structure Dean Associate Dean of Academic Affairs Associate Dean of students Affair Associate Dean of planning & Administration  Administrative Assistance  Other Administrative office Internship commissioner Departments Registrar CDE Gender office ICT Strategic Plan of ASTU (2011/12-2015/16) Page 83
  • 84. 10.2 Summary of Existing and Needed Academic Staff Profile in the Coming Five Years [2011/12-2015/16] Existing Needed* Lab. Assit BA/B.Sc./ GP MA/M.Sc./specialist PhD/ sub specialist Total MA/M.Sc./Spe. BA/B.Sc./ GP Total Lab. Assit. PhD/ sub spe.College/ School Nationality 2015/16 2015/16 2015/16 2015/16 2014/15 2014/15 2014/15 2014/15 2013/14 2013/14 2013/14 2013/14 2012/13 2012/13 2012/13 2012/13 2011/12 2011/12 2011/12 2011/12 Eth. 4 32 29 3 68 6 0 9 0 12 15 0 18 0 0 35 19 4 6 6 4 12 16 4 8 174 Exp. 0 0 0 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 CoA Total 4 32 29 4 69 6 0 9 0 12 15 0 18 0 0 35 19 4 6 6 4 12 16 4 8 174 Eth. 0 45 72 2 119 6 2 7 3 3 23 15 22 18 21 0 4 3 4 2 4 5 8 20 10 180 CoBE Exp. 0 1 4 2 7 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 3 3 3 7 7 23 Total 0 46 76 4 126 6 2 7 3 3 23 15 22 18 21 0 4 3 4 2 7 8 11 27 17 203 Eth. 50 184 101 4 339 35 36 30 28 31 19 21 16 16 20 45 38 3 3 31 34 24 17 18 18 483 CoET Exp. 0 0 9 2 11 2 0 1 0 0 0 0 0 0 0 6 4 2 5 6 15 19 8 7 5 80 Total 50 184 110 6 350 37 36 31 28 31 19 21 16 16 20 51 42 3 3 37 49 43 25 25 23 563 Eth. 0 25 25 0 50 6 6 12 12 12 54 54 54 54 54 45 45 4 4 45 24 24 24 24 24 581 CoHSH Exp. 0 0 1 1 2 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Total 0 25 26 1 52 6 6 12 12 12 54 54 54 54 54 45 45 4 4 45 24 24 24 24 24 581 Eth. 5 13 83 6 107 2 3 0 0 0 0 0 0 0 0 46 43 4 4 40 30 33 30 35 40 310 CoSS &L
  • 85. Exp. 0 0 0 1 1 0 0 0 0 0 0 0 0 0 0 3 2 2 5 5 5 3 2 0 0 27 Total 5 13 83 7 108 2 3 0 0 0 0 0 0 0 0 49 45 4 4 45 35 36 32 35 40 337 Eth. 5 13 67 7 89 6 2 2 0 0 0 0 0 0 0 15 20 2 2 20 10 10 10 10 10 119CoNS Exp. 0 0 0 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 5 4 3 2 1 15 Total 5 13 67 8 90 6 2 2 0 0 0 0 0 0 0 15 20 2 2 20 15 14 13 12 11 134 Eth. 0 0 40 4 44 8 0 0 0 0 0 0 0 0 0 6 5 0 3 1 4 0 0 0 0 27CoEd Exp. 0 0 0 1 1 0 0 0 0 0 0 0 0 0 0 4 0 0 1 0 4 0 0 0 0 9 Total 0 0 40 5 45 8 0 0 0 0 0 0 0 0 0 10 5 0 4 1 8 0 0 0 0 36Grand Total 64 313 431 35 843 71 49 61 43 58 111 90 110 88 95 205 180 24 37 156 142 137 121 127 123 2028 Strategic Plan of ASTU (2011/12-2015/16) Page 85
  • 86. 11. Existing and New Departments and Programs in the Coming Five Years [2011/12-2015/16]School Departments Programs Mode of Delivery11.1 Existing Regular Evening Distance Kermit Modular By Research SandwichSoA Plant Sciences BA/B.Sc.  Animal Sciences  Agri-Business   management and Marketing Natural Resource Mang’t   Plant Sciences M.Sc.  Animal Sciences M.Sc.  Agricultural Economics M.Sc. SoBE Accounting and Finance BA/B.Sc.   Management   Business Information   system Economics   Logistics and Supplies  Strategic Plan of ASTU (2011/12-2015/16) Page 86
  • 87. Chain Mang’t Marketing and Trade   Tourism  SoET Agricultural Engineering BA/B.Sc.  Chemical Engineering  Civil Engineering and  Architecture Electrical Engineering   Information Technology   Mechanical and vehicle  Engineering Wood Technology SoHS Medicine BA/B.Sc. SoNS Sport Science BA/B.Sc.  Chemistry BA/B.Sc.  Biology  Physics  Mathematics  Chemistry M.Sc. Strategic Plan of ASTU (2011/12-2015/16) Page 87
  • 88. Physics M.Sc.  Mathematics M.Sc.  Chemistry PhD by research PhD  Biology PhD by research PhD SoSS &L Law BA/B.Sc.   Afan-Oromo   Geography SoEd Automotive Technology BA/B.Sc. [TVET] Construction Technology  Electrical and Electronics  Technology Information Technology  Manufacturing Technology  Wood Technology 11.2 New Programs and Departments 2011/12 2012/13 2013/14 2014/15 2015/16SoET Agricultural Mechanization MA/M.Sc.  engineering Hydraulics Strategic Plan of ASTU (2011/12-2015/16) Page 88
  • 89. Industrial Automation and  control Communication  Engineering Structural engineering  Geotechnical Engineering   Soil and Water  Conservation Engineering Urban Planning  Automotive/Vehicle  Engineering Architectural Design  Highway/Railway  Engineering Water Resources  Management Information Technology  Energy engineering  Process engineering  Food Engineering  Environmental Engineering Strategic Plan of ASTU (2011/12-2015/16) Page 89
  • 90. Irrigation Engineering  Electrical Power  Engineering PhD by Research PhD SoA Plant Sciences M.Sc.  Animal Sciences  Agricultural  Economics/Agri-business PhD by Research PhD SoBE Aviation management MA/M.Sc.  Management  LSCM  Marketing,  BIS  Accounting and Finance  Economics  Executive MBA  PhD by Research PhD SoHSH Clinical Nursing BA/B.Sc. Strategic Plan of ASTU (2011/12-2015/16) Page 90
  • 91. Public Health  Pharmacy  Midwifery nursing  Public Health MA/M.Sc.  Pediatrics  Gynecology  Surgery  Internal medicine  RH Nursing  Adult health Nursing  Epidemiology  Reproductive Health  PhD by research PhD SoNS Applied Geology BA/B.Sc.  Statistics  Physics (3) MA/M.Sc.  Numerical analysis and  methods Organic Chemistry Strategic Plan of ASTU (2011/12-2015/16) Page 91
  • 92. Analytical Chemistry  Physical Chemistry  Geology B.Sc. Statistics M.Sc.  Biology M.Sc.  PhD by research PhD SoSS&L Applied Sociology BA/B.Sc.  Heritage and history  Civics  Land and water resources MA/M.Sc.  management Population resources and  development History  GIS  Bio-geography  PhD by research  Literature  linguistics Strategic Plan of ASTU (2011/12-2015/16) Page 92
  • 93. Afan Oromo  TEAM  TEFL  PhD by research PhD  Journalism and  communicationCoEd Multicultural and M.Ed.  International Education educational psychology  Curriculum studies and  instructional skills Educational Leadership  and management Adult  PhD by Research PhD Strategic Plan of ASTU (2011/12-2015/16) Page 93
  • 94. 12. Existing and New undergraduate and graduate intake number of students in the coming five years [2011/12-2015/16] Existing Batch New Intake per academic yearDepartments 1st 2nd 3rd 4th 5th 6th Total 2011/12 2012/13 2013/14 2014/15 2015/16 Total1. SoA 229 288 159 0 0 0 676 300 400 500 700 600 25002. SoBE 821 1016 515 0 0 0 2352 1070 1140 1200 1200 1230 58403. SoET 1758 2092 1552 206 0 0 5575 2569 2000 2390 2370 2330 116594. SoHS 89 134 100 0 0 0 323 100 200 250 250 250 10505. SoNS 590 298 0 0 0 0 888 300 500 600 800 900 31006. SoSS &L 375 395 64 0 120 0 954 75 380 420 460 500 18357. SoEd 763 149 0 0 0 945 320 320 320 320 320 1600Total 4625 4223 2539 206 120 0 11713 4734 4940 5680 6100 6130 27584Graduate Program1. SoA 0 0 0 20 40 40 50 1502. SoBE 60 60 80 100 150 200 250 7803. SoET 60 60 60 100 150 200 250 760Strategic Plan of ASTU (2011/12-2015/16) Page 94
  • 95. 4. SoHSH 0 0 0 10 20 40 80 1505. SoNS 0 0 80 100 120 140 180 6206. SoSS &L 64 64 80 120 160 180 200 7407. S oEd 176 176 150 150 150 200 200 850Total 360 360 450 600 790 1000 1210 4050Strategic Plan of ASTU (2011/12-2015/16) Page 95
  • 96. 13. Financial Plan 13.1 Source of Budget (Government) 13.1.1 Recurrent budget from 2011/12 - 2015/16 2011/12 2012/13 2013/14 2014/15 2015/16 TotalCode Description (12%) (14%) (15%) (16%) 6111 salary(Permanent staff) 80,590,000.40 90,260,800.44 102,897,312.51 118,331,909.38 137,265,014.88 529,345,037.6 6113 salary(Contract staff) 960,400.20 1,075,648.23 1,226,238.98 1,410,174.83 1,635,802.80 6,308,265.04 6114 salary daily Labor 1,244,713.21 1,394,078.80 1,589,249.83 1,827,637.30 2,120,059.27 8,175,738.41 6115 salary(External Contract staff) 1,387,499.72 1,553,999.69 1,771,559.65 2,037,293.59 2,363,260.57 9,113,613.22 6116 Miscellaneous payment for staff 9,874,000.06 11,058,880.06 12,607,123.27 14,498,191.76 16,817,902.45 64,856,097.6 6121 Position allowance 2,417,200.32 2,707,264.36 3,086,281.37 3,549,223.57 4,117,099.34 15,877,068.96 Total 96,473,813.91 108,050,671.58 123,177,765.60 141,654,430.44 164,319,139.31 633,675,820.84 Per diem and allowance - - - - - - 6231 Per diem 3,225,500.62 3,612,560.69 4,118,319.19 4,736,067.07 5,493,837.80 21,186,285.37 6232 Transport 1,782,701.16 1,996,625.30 2,276,152.84 2,617,575.76 3,036,387.88 11,709,442.94 6233 Official entertainment 1,194,313.04 1,337,630.61 1,524,898.90 1,753,633.73 2,034,215.13 7,844,691.41 Total 6,202,514.82 6,946,816.60 7,919,370.92 9,107,276.56 10,564,440.81 40,740,419.71 Student service - - - - - - 6214 Medical 8,194,199.53 9,177,503.48 10,462,353.96 12,031,707.06 13,956,780.18 53,822,544.21 6216 food 58,895,500.15 75,197,774.60 100,313,831.31 386,847,507Strategic Plan of ASTU (2011/12-2015/16) Page 96
  • 97. 65,962,960.17 86,477,440.79 440,670,052.85 Total 67,089,699.69 75,140,463.97 85,660,128.93 98,509,148.27 114,270,611.99 Research and training - - - - - 6223 Research 2,766,100.82 3,098,032.92 3,531,757.53 4,061,521.15 4,711,364.54 18,168,776.96 6271 Training 664,703.79 744,468.25 848,693.80 975,997.87 1,132,157.53 4,366,021.24 22,534,798.20 Total 3,430,804.61 3,842,501.16 4,380,451.33 5,037,519.03 5,843,522.07 Consumable / Educational Materials/ - - - - - 115,372,790.86 6215 Education supplies 17,564,901.15 19,672,689.29 22,426,865.79 25,790,895.66 29,917,438.97 115,372,790.86 17,564,901.15 19,672,689.29 22,426,865.79 25,790,895.66 29,917,438.97 Others - - - - - 6211 Uniform, cloth 2,417,199.41 2,707,263.34 3,086,280.21 3,549,222.24 4,117,097.80 15,877,063.00 6212 office supplies 4,754,900.53 5,325,488.60 6,071,057.00 6,981,715.55 8,098,790.04 31,231,951.72 6213 printing 966,800.00 1,082,816.00 1,234,410.24 1,419,571.78 1,646,703.26 6,350,301.28 6218 Other Office supplies 3,504,800.41 3,925,376.46 4,474,929.17 5,146,168.54 5,969,555.51 23,020,830.09 6217 fuel and lubricant 3,323,600.09 3,722,432.10 4,243,572.59 4,880,108.48 5,660,925.84 21,830,639.10 6219 Different Materials 604,400.60 676,928.67 771,698.68 887,453.49 1,029,446.04 3,969,927.48 Agriculture, Forestry and Marine 6221 inputs 3,021,400.00 3,383,968.00 3,857,723.52 4,436,382.05 5,146,203.18 19,845,676.75 6222 Veterinary supplies and drugs 241,700.00 270,704.00 308,602.56 354,892.94 411,675.82 1,587,575.32Strategic Plan of ASTU (2011/12-2015/16) Page 97
  • 98. Total 18,834,801.04 21,094,977.17 24,048,273.97 27,655,515.07 32,080,397.48 123,713,964.73 Services - - - - - 6251 contract professional service 755,200.00 845,824.00 964,239.36 1,108,875.26 1,286,295.31 4,960,433.93 6252 Rent 7,614,300.00 8,528,016.00 9,721,938.24 11,180,228.98 12,969,065.61 50,013,548.83 6253 Advertisement 725,100.00 812,112.00 925,807.68 1,064,678.83 1,235,027.45 4,762,725.96 6254 Insurance 2,114,100.00 2,367,792.00 2,699,282.88 3,104,175.31 3,600,843.36 13,886,193.55 6255 Freight 604,300.00 676,816.00 771,570.24 887,305.78 1,029,274.70 3,969,266.72 6256 charge and Commission 633,600.93 709,633.05 808,981.67 930,328.92 1,079,181.55 4,161,726.12 6257 Electric serv. 3,255,800.12 3,646,496.14 4,157,005.59 4,780,556.43 5,545,445.46 21,385,303.74 6258 Telephone 1,679,300.97 1,880,817.08 2,144,131.48 2,465,751.20 2,860,271.39 11,030,272.12 6259 Water and Postage service 2,647,400.93 2,965,089.04 3,380,201.50 3,887,231.73 4,509,188.81 17,389,112.01 Total 20,029,102.95 22,432,595.30 25,573,158.64 29,409,132.44 34,114,593.63 131,558,582.96 Maintenance - - - - - 6241 Maintenance of Vehicles 3,565,300.53 3,993,136.59 4,552,175.72 5,235,002.07 6,072,602.40 23,418,217.31 6243 Main. of equipments 2,417,100.68 2,707,152.76 3,086,154.14 3,549,077.26 4,116,929.63 15,876,414.47 6244 Main. of building 4,229,999.83 4,737,599.81 5,400,863.78 6,210,993.35 7,204,752.29 27,784,209.06 67,078,840.85 Total 10,212,401.04 11,437,889.16 13,039,193.64 14,995,072.69 17,394,284.32 Fixed Asset - - - - -Strategic Plan of ASTU (2011/12-2015/16) Page 98
  • 99. 6311 Vehicles - - 6,000,000.00 6,000,000.00 - 12,000,000.00 6313 Plant and Machinery 12,085,802.43 13,536,098.73 15,431,152.55 17,745,825.43 20,585,157.50 79,384,036.64 6314 Building and furnishing 1,608,401.61 1,801,409.80 2,053,607.17 2,361,648.25 2,739,511.97 10,564,578.80 6315 livestock and Transport 547,407.51 613,096.41 698,929.91 803,769.40 932,372.50 3,595,575.73 105,544,191.17 Total 14,241,611.55 15,950,604.94 24,183,689.63 26,911,243.08 24,257,041.97 6400 Other payments 65,572,051.12 Grant , contributions and 6412 subsidies 9,983,000.22 11,180,960.24 12,746,294.68 14,658,238.88 17,003,557.10 20,997,279.54 Grant and gratuities to 6417 individuals 3,196,725.47 3,580,332.53 4,081,579.09 4,693,815.95 5,444,826.50 15,877,076.17 6419 Miscellaneous payment 2,417,201.42 2,707,265.59 3,086,282.77 3,549,225.18 4,117,101.21 65,572,051.12 Total 15,596,927.11 17,468,558.36 19,914,156.53 22,901,280.01 26,565,484.81 102,446,406.82 Grand Total 269,676,577.87 302,037,767.54 350,323,054.99 401,971,513.24 459,326,955.36 1,783,335,869.00Strategic Plan of ASTU (2011/12-2015/16) Page 99
  • 100. 13.1.2 Capital budget from 2011/12 - 2015/16I. Residential Buildings Location 2011/2012 2012/13 2013/14 2014/15 2015/16 TotalDormitories CoHSH/CoA 20,187,139.00 1,675,790.00 21,862,929.00 at allStaff residence 4 G+3 buildings campuses 3,200,000.00 3,200,000.00 3,200,000.00 3,200,000.00 12,800,000.00 Total 20,187,139 4,875,790 3,200,000 3,200,000 3,200,000 34,662,929II. Non-Residential Buildings4 Lecture halls with 4 Asella and 8,000,000.00 8,000,000.00 8,000,000.00 24,000,000.00syndicate rooms each Adama campuses3 G+3 offices CoA/ CoHSH/Adama 7,000,000.00 7,000,000.00 7,000,000.00 21,000,000.00Asella Elementary schoolbuilding 4,240,000.00 4,240,000.00 CoHSH/3 G+2 laboratory CoA/AMAE 11,812,000.00 13,229,440.00 15,081,561.60 40,123,001.605 G+3 buildings for Class CoHSH/rooms CoA/Adama 9,675,000.00 11,126,250.00 12,906,450.00 29,025,000.005 ICT Pools (each 100 PCs) Adama 3,000,000.00 3,000,000.00 2,000,000.00 2,000,000.00 10,000,000.00Library (Graduate studies) Adama 5,000,000.00 5,000,000.00Stadium Adama 100,000,000.00 100,000,000.00 50,000,000.00 50,000,000.00 300,000,000.00Multi-purpose buildings Adama 5,000,000.00 2,500,000.00 7,500,000.00 ( market place)Multi-purpose hall buildings Adama 3,000,000.00 7,714,286.00 10,714,286.00Staff Lounges Adama/CoHSH 2,000,000.00 2,000,000.00 4,000,000.00Tropical Institution buildings 2,660,042.00 1,195,091.00 3,855,133.00AMAE barns & dairy 2,250,000.00 2,250,000.00President Office Building Adama 10,000,000Gymnasium Adama 8,000,000Strategic Plan of ASTU (2011/12-2015/16) Page 100
  • 101. Guest House Adama 10,000,0005 Well equipped andfurnished Conferencerooms(with video conferencefacilities) 10,000,000Green Area(Small Park Area) Adama/ CoHSH/CoA 1,000,000Model school(Kindergarten –High School) Adama 10,000,000 500,707,420.60 Total 33,637,042 147,138,817 140,081,562 80,626,250 64,906,450III. InfrastructureDifferent infrastructure Adama/ CoHSH 5,715,000.00 6,400,800.00 7,296,912.00 8,391,448.80 9,734,080.61 37,538,241.41Road maintenance, coblestone, Fence, sewerages andsanitary)Water wells 12,039,300.00 12,039,300.00Fence Adama/CoA/CoHSH 14,820,000.00 16,598,400.00 18,922,176.00 50,340,576.00Toilets and showers up-grading 2,730,000.00 2,730,000.00Water tankers and oxidationponds Adama 1,300,000.00 1,300,000.00Parking areas 1,000,000.00 1,000,000.00 Total 36,604,300 23,999,200 26,219,088 8,391,449 9,734,081 104,948,117IV. Fixed AssetPlant, Machinery,equipments(ICT and others) 12,063,800.00 25,000,000.00 30,000,000.00 30,000,000.00 35,000,000.00 132,063,800.00Building and furnishing 10,000,000.00 11,200,000.00 12,768,000.00 14,683,200.00 17,032,512.00 65,683,712.00livestock and Transp. 2,000,000.00 Total 22,063,800 36,200,000 42,768,000 44,683,200 52,032,512 199,747,512 Grand Total 112,492,281 212,213,807 212,268,650 136,900,899 129,873,042.6 840,065,979Strategic Plan of ASTU (2011/12-2015/16) Page 101
  • 102. 14. Monitoring and EvaluationFor the realization of the implementation plan stated in this document, consistent monitoringand evaluation plays a pivotal role. To this end, materializing the recommended activities as perthe suggested performance indicators would be a clear sign that we are on the right track.Monitoring and evaluation is primarily the task of the management. For the success of thestrategic plan, a separate unit/office has to be set up and endowed with the responsibility ofmonitoring and evaluation. However, a single entity may not suffice for the realization of theenvisaged goals; concerted effort has to be made to coordinate all other offices in sharing ofinformation. Hence, a smooth communication channel has to be created to allow for atransparent and well-organized link from top-down or vice versa.However, the monitoring and evaluation will not be complete without the support of concerneddepartments, units, or other official bodies of the university. In a nut-shell, further departmentalplans have to be charted at all levels: assignment of responsibilities has to be clearlydemarcated, and ambiguity in terms of who is accountable has to be eliminated.It is also the recommendation of this strategic plan document that performance shall be assessedbi-annually at university level. The President, Vice Presidents, School Deans, and other officials ofthe university should report on the implementation of the plan on quarterly basis. Such reportsshould, thus, be channeled through the President to the Senate for further reviewing. Finally, allthe information obtained at different levels of the university should be compiled and reportedto the University’s Board.
  • 103. 15. Assumptions and Risks Assumptions Risks Risk ManagementThe University management lack of commitment and Creating awareness, building capacity,will be committed to capacity to implement the and experience sharingimplement the strategic plan planCompetent and Committed  Lack of committed staff  Create awareness to enhance sensestaff is available to execute  Staff turnover of ownershipthe plan  Lack of knowledge and  Continuous professional skills development (CPD)  Lack of conducive working  Preplan for upgrading the staff environment  Create conducive working environmentQualified staff is available in  Lack of qualified staff in  Preplan for upgrading, employthe market in various selected disciplines expatriate staff, use jointdisciplines employment, and par time  Provide fringe benefitChances for upgrading staff  Insufficient and limited  Create academic links with overseaslocally and overseas fields of study universities  Encourage MA/MSC and PhD by research  Encourage individuals who are seeking further education by their own  Prepare project proposal for further education and sign memorandum of understandingBudget from government and  Reduction and cutoff  Request budget and presentother sources will be available budget financial reports timelyin required amount  Termination of funds from  Look for other funding donors organizations  Insufficient budget  Raise internal revenue allocationStakeholders and  Reluctance and less  Identify for the causes of reluctancecollaborators will actively involvement in the and less involvement and work oninvolved in the operation of the plan possible solutions.implementation of the plan  Prepare a continuous forum with stakeholder & collaborators Strategic Plan of ASTU (2011/12-2015/16) Page 103
  • 104. Capacity building program of  Shift of priorities of the  Strengthen the internal capacitythe government will continue government building programsin the plan yearDemand for the graduates of  Low demand of graduates  Offer market driven education andthe university will increase training  Provide quality and practice oriented education and training  Develop skill entrepreneurship for the graduatesEducational facilities( books,  Lack of budget  Raise internal revenuejournals, e-books, lab and ICT  Scarcity of some of  Economical use of materialsequipments and materials, educational facilities in the  Look for donorsetc) will be available in the market with the required  employ international purchasingmarket and with affordable quantity and quality system  High inflation rate  increase the skill and knowledge ofprices  Incompatibility of the staff in line with the current equipments with indigenous technologies skill and knowledge Strategic Plan of ASTU (2011/12-2015/16) Page 104