DDU Strategic Plan Final
DDU Strategic Plan Final
DDU Strategic Plan Final
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APPROVAL
Signing of this strategic plan by the top management of the university
on this day of ……………………………….approves it here after.
APPROVED By ________________________________________________
PRESIDENT
APPROVED By ________________________________________________
APPROVED By ________________________________________________
APPROVED By ________________________________________________
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FOREWORD
Dear our university's community, one of the most significant and exciting
developments in my second year of office as President of the University is the
creation of a responsive five year strategic plan which replaces the first one that
expired on July 30th, 2015. It has focused on teaching and learning; research, and
community engagements; capacity building; governance and management; finance
and resource utilization. It is designed to place Dire Dawa University among the few,
great universities of the nation as well as Africa. This plan builds on everything that
has previously been accomplished by the University and it recognizes the hard work,
dedication and incredible talents of the faculty and staffs.
The plan was developed through months of collaboration with key Dire Dawa University
stakeholders; including faculty, staff, administrators, students, council members, community
and business captains. It is a plan grounded in diverse perspectives, a plan that has
emerged from the broad University's community.
Our plan promotes Excellence in Teaching and Learning, in Research and Technology
Innovation, in Community Engagement, Corporate Social Responsibility and Partnership, in
Leadership and Governance, as well as in Internal Service Provision.
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ACKNOWLEDGEMENT
Development of a five-year strategic plan requires a lot of effort and dedication. The
Dire Dawa University highly acknowledges and thanks all those who have
contributed to the development of this five-year Strategic Plan. Specifically, gratitude
is extended to those who worked and cooperated-with tirelessly to come up with this
document.
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Table of contents
List of tables..............................................................................................................7
List of figures.............................................................................................................8
List of abbreviations..................................................................................................9
1. Introduction......................................................................................................11
1.1 Brief history of the University...............................................................................11
2.2 Vision...................................................................................................................18
2.3 Mission.................................................................................................................18
2.4 Values..................................................................................................................18
2.5 Motto....................................................................................................................20
Annex.....................................................................................................................110
Bibliography...........................................................................................................122
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List of tables
Table Name Description Page
Number
Table 3.1 28
GTP Target for higher education
Table 5.1 35
Enabler and Challenger
Table 6.1. Customers/stakeholders value proportions 40
Table 8.1. 47
Excellence in Teaching-Learing Objectives and Commentaries
Table 8.2 . 50
Excellence in research and technology innovation
Table 8.3. 52
Excellence in Community Engagement, Corporate Social Responsibility and
Partnership
Table 8.4. 56
Excellence in leadership and governance
Table 9.1. Corporate Strategic objective and Commentaries 59
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Table 11.3. Change Management and Good Governance program 95
Table 11.7. Income Generation and Resource Utilization Improvement Program 100
List of figures
Figure Name Description Page
Number
Figure 8.1. 49
Excellence in Teaching-Learing Objectives and Commentaries Map
Figure 8.2. Excellence in Research and Technology Innovation Map 51
List of abbreviations
ADBDVP Adminstration and Buisness Development Vice-President
AIDS Acquired Immune Deficiency Syndrome
ARCEAVP
Academic, Research and Community Engagment Affairs Vice-President
BPR Business Process Re-engineering
BSC Balanced Scorecard
CEP
Continuing Education Program
Continuing Professional Development
CPD
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DDIT Dire Dawa Institute of Technology
DDU Dire Dawa University
EARAD Enrollment, Academic Record and Alumni Directorate
ESDP Education Sector Development Program
FDRE Federal Democratic Republic of Ethiopia
GDP Growth and Development Plan
GTP Growth and Transformation Plan
HEI Higher Education Institution
HERQA Higher Education Relevance and Quality Agency
HIV Human Immune Virus
HRM Human Resource Managment
ICT Information communication Technology
IT
Informtion Technology
KSA Knowledge, Skill and Attitude
Millennium Development Goals
MDG
MoE Ministry of Education
MoFED Ministry of Finance and Economic Development
MSE Micro and Small scale Enterprise
NA Not Available
NGO Non-Governmental Organizations
NQF National Quality Framework
OT Opportunity and Threats
PESTL
Political, Economic, Social, Technological and Legal
QA Quality Audit
QEAPA Quality Enhancement Academic Program Affairs
RTI Reasearch and Technology Interchange
STD Sexually Transmitted Diseases
SW Strength and Weakness
Strength, Weakness, Opportunity and Threats
SWOT
TB
Tuberclosis
TDP Teachers’ Development Program
TL
Teaching and Learning
TTP Team Training Program
TVET
Technical, Vocational Educational Training
VP Vice President
Vice President for Academic, Research and Community Engagement
VPBD Vice President for Administration and Business Development
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1. Introduction
Dire Dawa University (DDU) is found in the industrial and commercial city of Dire
Dawa, which is located at 515 km east of Addis Ababa. DDU is a young higher
institution, established and started its teaching and learning activities in 2007
academic year. The establishment of the university is in line with Ethiopian
Governments willingness and determination to expand higher education coverage
and ensure its equitable distribution across the country in order to produce
competent human resources and research out puts to meet the national
development policy and poverty reduction strategy.
The actual operation of the university was begun by enrolling 754 regular students in
three faculties (Faculty of Natural Science and Mathematics, Faculty of Social
Science and language and Faculty of Business and Economics) in 13 different
undergraduate academic programs with 90 teachers and 103 administrative support
staff operating with limited facilities. In 2008, the satellite campus of Haromaya
University was merged with Dire Dawa University, which gave an opportunity to gain
more buildings and workshops.
Today, in 2015 academic year, just after eight years of existence, DDU has one
Institute of Technology and Five College (College of Natural & Computational
Science, College of Business & Economics, College of Social Sciences &
Humanities, College of Law and College of Medicine and Health Science) containing
33 different academic programs. The enrolment has grown to 12,500 regular
students in 33 different academic programs. It has also 7233 students in evening
and summer in different programs.
Dire Dawa Institute of Technology is one of the ten institutes started in Ethiopia to
support the realization of the transition towards industry led economy. The University
is contributing to national policy of 70:30 (Engineering &Natural Science to Social
Sciences) program mix through prioritization of science and technology.
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Currently the university has 746 Academic Staff, of which 512 are on duty (47 of
them are non-Ethiopians), the rest 234 are on full study leave for their second and
third degrees. Of the staff on duty 28 % are first-degree holders, and 72% are
second-degree and above holders. In addition the University has been operating with
1143 permanent administrative staff, 28 contract-based administrative staff and 51
technical staff during the 2014/15 academic year.
At this time, about birr 400 million worth construction projects are being undertaken.
Though delays in the construction have affected the activities and development of
the University in the last eight years, it has successfully established itself as one of
the higher education institutions in the country.
Currently, due to the impact of globalization, the world is becoming one village. The
impacts of globalization on higher education institutions are many and diverse. It
poses new challenges at a time when nation-states are no longer the sole providers
of higher education; and the academic community no longer holds the monopoly on
decision-making in education. Such challenges are not only addressing issues of
access, equity, funding and quality but also national sovereignty, cultural diversity,
poverty reduction and sustainable development. A further and even more
fundamental concern is the emergence of cross border higher education provision
and trade in education services that brings education within the realm of the market.
This may seriously affect the capacity of a country to regulate higher education
within a public policy perspective. In this period of unprecedented growth in distance
education and e-learning, geographic borders would appear to be of little
consequence. As a result, the following new developments in higher education
sector appear:
New forms of delivering education including distance, virtual and new face-
to-face, such as private companies;
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Greater diversification of qualifications and certificates;
More emphasis on lifelong learning which in turn increases the demand for
post-secondary education;
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1.3 The Process of Preparing Strategic Plan
The approach used in formulating this strategic plan is the Balanced Score Card
approach. This approach is an improved strategic planning process for focusing on
the most important things, and proved to be the most effective strategic management
system for aligning day-to-day work to an organization’s vision and strategy.
This Strategic Plan has been developed to enable the university to be proactive and
to actively shape its own destiny. Particularly, it will guide and facilitate the effective
management and development of the University. As a matter of strategic planning
elements the long-term vision of Dire Dawa University are updated and the mission
is re-rewritten. To realize the vision, strategic themes are developed; well-thought
objectives to realize the themes are formulated and integrated corporate objectives
that align theme objectives were formulated. To collect necessary inputs for the
formulation of the plan; the previous strategic plan, BPR documents, the newly
enacted higher education proclamation, national policies and strategies, higher
education relevance and quality assurance agency (HERQA) documents and its
organizational structure were reviewed and considered. Deep attention was also
given for stakeholders’ needs and expectation and hence a well thought customer
value proposition is developed.
The plan has a five year time period i.e., July 2015-June 2020. The period is
characterized by the accelerated development of the nation and hence it is highly
important to scan the environment within shorter period and take necessary
adjustment while implementing the plan accordingly. Beyond the aforementioned
national development fact, today’s global world is changing rapidly due to the
introduction of new technologies, globalization, etc. this fact further justifies the plan
to be more flexible.
Based on this rationale, the university management organized strategic plan draft
team consisting of five members. The team first prepared the action plan and
carried-out different activities in accordance with the BSC format. The team has been
performing the following activities listed in the below.
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Table 1.3.1. The strategic plan document preparation process
As one of the basic approach in preparing this strategic plan, it is very important to
assess the strength and weakness of the previous strategic plan. The following few
points discuss the strong and pitfalls of the previous strategic plan:
Strengths:
It was prepared based on BSC format
Well formulated mission and vision statement
To some extent, participatory
The plan was prepared based on national policies and strategies as well as
national agendas
In addition to stakeholders’ analysis, SWOT analysis was done.
The strategic plan considered Gender, ICT, and Funding and income-
generation.
Weaknesses:
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The mission, vision, and objectives of the University were not Well
communicated and spiritually cascaded and did not participate all
stakeholders at different levels.
The importance and role of improvements in employee knowledge, skill, and
innovativeness was not well emphasized.
Strong customer relationships and trust; and a strong work culture were not
given due emphasis.
Lack of implementation, Monitoring and Evaluation plan
2.1 Mandate
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University Establishment Council of Ministers Regulation Number 230/2011, herein
under
To establish, organize and determine the status, functions and responsibilities
of academic units and to close down any of them when deemed necessary
To design and implement undergraduate, graduate and short-term training
programs to meet the needs of the country
To award academic certificates, diplomas, degrees and other academic
awards
To award academic certificate, diplomas, degrees and other academic awards,
and confer academic titles and medals to acknowledge excellent contributions;
To publish and disseminate research works as well as hold discussion forums
to deliberate upon the results
Establish and install a system for student conduct and disciplinary measure
To establish Senate with fair representation of all the responsible bodies of the
University
Produce skilled manpower in quantity and quality on the basis of the needs of
the country;
Provide appropriate services to the society;
Establish cooperative relations with different bodies including higher
education institutions;
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Organize and conduct seminars, workshops and symposia;
Establish its own income generating enterprises
To carry out such other activities that accord with its mission
2.2 Vision
2.3 Mission
2.4 Values
Since Dire Dawa University is an institution that delivers social service to the public
and various stakeholders, it has committed itself to the following values that
underpinning its sustainability and development. The following additional values
grouped in the four categories are also to be promoted in the day–to-day activities of
the University.
In addition to the values stated on higher education proclamation no 650/09, and the
principles of civil servants, the following additional values will be promoted
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Competence The DDU staff shall pursue their responsibilities with
highest possible diligence, standards and demonstration
of professional ability
Professional integrity We do our business with utmost honesty and social
responsibility. We shall keep and promote our
professional ethics and be exemplary to the community
we serve.
Self –initiation We believe taking initiative is crucial for achieving goals,
objectives and tasks of DDU. We are willing to move
beyond a narrow definition of responsibilities and be
flexible and wholehearted in seeking solutions.
(b) Organizational values
Equality & Equity We believe equality and equity is crucial for achieving
goals and objectives in our all operation.
Academic freedom We believe in strong commitment to a free and
democratic academic environment where individuals
inquire, investigate and engage in relevant academic
practices and development.
Corporate Social We are strongly committed to manage our business
responsibility operations in manner that produce an overall positive
impact on society.
Trusted partnership Our relationship with stakeholders and individual shall be
with trust, confidence and on the basis of mutual respect
and benefit. We shall respect confidentiality and carefully
avoid possible conflict of interest.
Participatory team work: We strives to develop internal synergies and integration
of diversified competencies and promote teamwork and
democratic relationship as our powerful instruments to
accomplish our roles and responsibilities. We promote
consultation and discussion on a regular basis at every
level.
Client satisfaction We commits ourselves to give proactive, relevant and
quality service to the highest standards so as ensure the
satisfaction and fulfillment of expectations of our
stakeholders.
(c) Operational values
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Credibility We are bound to the principle of demonstrating trust,
public satisfaction and acceptance in all our undertakings
Efficiency and We are committed to maximize our efficiency so that the
Effectiveness output and the outcome of the education system could be
reflected in the social economic and technological
development of the country
(d) Strategic Value
2.5 Motto
““
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3. Review of National Policies and Strategies
The role of DDU in accomplishing country’s policy, strategy and GTP is significant.
DDU Will play major roles in providing competent graduates, conducting up to date
research & Innovation, and expanding outreach & community service programs. By
using its mandate the University will contribute to the successful accomplishment of
the following strategic areas prioritized by the government in the GTP II.
1. Capacity Building and good governance Policy and Strategy
In the effort of building the capacity of the nation, and prevailing good governance
across the country, Dire Dawa University will be:-
Providing graduates who are well equipped with ethical value, good
governance and democratic principles.
Conducting problem solving researches that enhance good governance and
democratization
Providing up to date training that is in line with the need of labor market and
industrial requirements of the country.
Enhancing community participation and outreach programs which will
strengthen contribution of all stakeholders towards the philosophy of good
governance
Establishing an enduring integrated system throughout the university that
combat rent seeking
Produce a high level skilled and capable human power that fit to the
development of the country in general and Science and Technology in
particular.
Increase enrolment of students
Assure internal quality and relevance in accordance with the demands of the
economy
Enhance the competitiveness and competency of female students to promote
their success and ensure gender equity
Providing capable graduates who are ready to implement country’s policy and
strategy at different levels
Expanding educational outreach by using sustainable quality assurance and
management systems
Providing capacity building training to regional, zonal and woreda level
education institutions and bureaus
Improving the capacity of local non-governmental and civic organizations
Conducting research that enhance quality of education
Leadership capacity building to ensure sustainability of education quality and
good governance at all levels
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Implementing tracer study and employer satisfaction survey
Improving teachers capacity and competitiveness towards research and
innovation
Promoting entrepreneurial culture
Promoting industrial internship
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Creating an enabling environment for development and democracy: in this
context, to identify markets, attract investment, solicit grants, loans and
technical support and make maximum
Utilization of all possibilities. Our diplomacy should be, in the main, that of
economic diplomacy.
Linkage, technology interchange and staff exchange among foreign
universes and similar
Offering scholarship for neighboring students
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Create conducive environment to strengthen the role of the private sector in
technology transfer activities sustainably.
9. Environmental Policy
The overall policy goal is to improve and enhance the health and quality of life of all
Ethiopians and to promote sustainable social and economic development through
the sound management and use of natural, human-made and cultural resources and
the environment as a whole so as to meet the needs of the present generation
without compromising the ability of future generations to meet their own needs. So
the policy focuses on the natural resource and rural environment, urban environment
and natural and cultural heritage.
In this regard, DDU can play a major role in the following areas to support the
effectiveness of the policy:
Adopt, adapt, develop and disseminate appropriate and affordable
technologies which use renewable and non-renewable resources efficiently.
Developing and disseminating technologies which are biologically stable,
appropriate under the prevailing environmental and socio-cultural conditions
for farmers, economically viable and environmentally beneficial in order to
increase agricultural production on sustainably improving and intensifying
existing farming systems.
Locate, develop, adopt or adapt energy sources and technologies to replace
biomass fuels.
Conduct research on appropriate technologies for environmental
management in collaboration between Environmental ministry and end user
In order to achieve the objective of the population policy the major strategies include
expanding clinical and community based contraceptive distribution services by
mobilizing public and private resources; planning and implementing counseling
services in the educational system with the view to reducing the current high attrition
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rate of females; providing career counseling services in second and third level
institutions to enable students, especially girls, to make appropriate career choices.
Dire-Dawa University can contribute by further strengthening its activities related with
the population policy including counseling services as well as academic support
programs for female students to improve their chance of success and reduce attrition
rate; providing career counseling services to enable female students to make
appropriate career choices, and expanding contraceptive distribution services to the
university community.
DDU can contribute by further strengthening its activities related with the population
policy by:-
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Shaping the overall behavior, values and attitude of the society in view of the
economic capacity of the country
In order to contribute for the accomplishment of the GTP vision DDU has developed
its goals and strategy in view of the abovementioned national priority areas.
4. Environmental Analysis(SWOT)
Availability of some materials such as LCD, The teaching and learning process is not well modernized.
overhead projector, green board Insufficient incentive package
Transparency of the students’ evaluation No tracer study i.e., employability
Twenty four hours library Lack of workshops, and symposiums at College and
Diagnostic test department level
Lack of integration in delivering block courses
The curriculum isbased on knowledge but not attitudes
and skills
Most of staff in the College of Medicine and Health
Science, technology institute are bachelors and less
experienced
Lack of facilities such as laboratories, workshops, internet
centers, library space, storehouse, kitchen, staff offices,
clinic room, etc.
Inadequate number and variety of books
Unavailability of periodicals (Journals, proceedings,
newspapers, magazines, etc.)
No well-developed guide books and modules
Incomplete cataloging of books in the library
Weak documentation and data base
Lack of coordination between colleges and the registrar
office.
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Various kinds of collaboration and support Research outputs are not made readily accessible to all
with/for secondary schools, medical institutions, those who need it.
MSE’s, justice institutions and manufacturing Poorly defined research policy and inadequate research
organizations. and tech management skill, structure and system
The University encourages each colleges and Few community engagement and consultancy activities as
departments to engage with and in the one basic task.
community. No performance-based incentive mechanisms for
academics taking part in research activities.
No Multi-centric international projects
Insufficient regular conferences
The beginners papers are not encouraged
Research review standards are inconsistent and few are
accepted
Lack of considering internal consultancy
Discouraging research undertaking procedure
No community service thematic areas identified
Absence of guidelines for collaborative researches
Less fertile ground for basic research undertakings
Student services
Strengths: Weaknesses:
Student support on HIV and drug use implication Lack of facilities such as laboratories, internet centers,
and impact on daily life in the University. library space, storehouse, kitchen, clinic room, etc.
Students who need special support are treated Inadequate Consultation support service provision
accordingly. Inaccessible guidance and counseling service
Students participatory decision making Poor and in attractive cafeteria services.
processes Lack of female students support and participation in
24hr clinic service programs and administration
No recreational and refreshment centers
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Poorly handled buildings and classroom.
Inappropriate utilization of utilities
Poor maintenance services
No fund solicited from donors and other funding agencies
Capable of working under inconvenient condition Absence of training program for administration staff
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technology
interchange, community service and modern
management tools
Poor and limited ICT equipment’s and Infrastructure
Lack of proper disposal/recovery for not functioning IT
equipment’s
The library service is not digitalized
There is no ICT support administrative activity.
Understanding strengths and weaknesses alone does not support a strategic plan
become feasible: further insight into external factors contributes to strengthening
organizational competitive advantage. External cases relate specifically to political,
economic, social and technological (PESTEL), 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 DDU enjoys and learn about possible threats,
notable attributes are analyzed and presented as follows.
Perspective Opportunity Threat
Political Conducive and supportive government policies Absence of political tolerance
and strategies among some individuals
Government to expand education at all levels Corruption
Due emphasis given to gender equality
Autonomy given to the higher education
Establishment of quality assurance agencies
Capacity building programs in the country
Exercising democracy and peace
Economic Free market-oriented economic policy of the High inflation rate nationally
country and globally
Encouraging involvement of the private sector in Weak tax collection system
investment The competition created
Achievement of successive economic growth among HEI due to
(GDP) globalization
Increase in the government revenue Budget Dependency
Growing entrepreneurship and investment
opportunities
Rising demand for skilled manpower
Student cost sharing
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Social High demand for education due to population Prevalence of epidemic
growth diseases (HIV and TB)
Progressive attitudinal change towards education Religious Fundamentalism
Existence of the multi-cultural and multi-lingual
society in the country
Technological Advances in technology Incapability to cope up with the
dynamism of technology
Requirement of huge
investment to expand and
adopt ICT
Environmental Availability of skilled human resource in the Degradation of the natural
world due to globalization resources
Strategic location of the University/Dire-Dawa
Industry corridor/
Wide range of research opportunities
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Use of continues assessment method and its review.
transparency Absence of research-based teaching
Automated registrar systems strategies
Qualified and committed academic staff Limited practice based teaching and
Encouraging attempt to collect books learning
Transparency of the students’ evaluation Shortage of technology-based teaching
Twenty four hours library service materials
Insufficient incentive package
Absence of tracer study i.e.,
employability
Limited workshops, and symposiums at
College and department level
Lack of integration in delivering block
courses
Knowledge based curriculum
Limitation on educational quality in
terms of material availability
Inadequate number and variety of
books
Unavailability of periodicals
No well-developed guide books and
modules
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Research and technology
Research and technology
Research outputs are not made readily
Availability of research and community service policies accessible to all those who need it.
and guidelines. No strengthened research office that
encourages a strong research culture.
Community service
No performance-based incentive
Student support on HIV and drug use implication and Paper evaluation by people those who
support for special need students Less fertile ground for basic research
undertakings
Students are involved in different decision making
processes
Community service
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Stable & committed management and participatory Lack of facilities for student services
leadership Inadequate Consultation support
Management encourages gender equality Poor and not attractive cafeteria service
No recreation and refreshment centers
Two-way communication with stakeholders
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Student cost sharing
Human
Social Resource Management
Lack of purposeful performance evaluation
High demand for education due to population feedback
growth Absence of action based staff appraisal
Progressive attitudinal change towards education No staff discipline acceptance and recognition
Existence of the multi-cultural and multi-lingual Inadequate complain handling system
society in the country Lack of proper human resource plan
Lack of well trained, educated and innovative
Technological
approach HR staff
Advances inManagement
technology and Administration
Governance,
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Environmental
Political
Economic
Technological
Incapability to cope up with the dynamism of technology
Requirement of huge investment to expand and adopt ICT
Social
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6. Customers and Stakeholders Requirements and Values Proposition
Customer classification based on:
Service user potential
Level of relationship
Impact on the University
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growth motivation condition,
low
Productivit
y
3 Employers/ industries -Well -Accomplish -Innovative -As per the -Reduce -Mutual -Bad image - Less -
educated, the required and ethical predetermined Induction & interdependen employabili
competent and job properly professional time frame further ce ty
ethical s training -Complain
graduates -Curricula cost and t
based on reduce -Loss of
-Consutancy
national wastage
trust
Service occupationa
l
standard
4 Community -Research -Problem -Increased -On time -Fair and -Interdepende -Change -Loss of -
-Training solving production research, affordable nt agent positive
-Consultancy researches and training price -Participatory -Problem Image
-Capacity productivity and -Zero or Solver
-lose of
building -Improved consultancy subsidized
-Technology standard of services prices ownership
transfer living
-donation -Easily
-employees adopt
opportunity and adapt
technologi
es
5 Researchers -Research -good -increased -On time -Fair and -collaborative - -bad M
works research publication research, affordable -partnership internation image
u
-Training facilities on training price -trust worthy al -lose of
-Consultancy -improve accredited and -Zero or -appreciative accreditati trust
-resources research journals consultancy subsidized on -absence
capacity services prices - Recogniti of
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on partnershi
-good will p
-dependab
le
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-timely service
institutional -periodic
plan institutional
-institutional plan
and program
audit
3 MoFED -Proper Contribution -Justifiable -Timely - Efficient -Trustworthy -honesty -Budget -Very
program to the Program plan & utilization -Dependable reduction, High
recognition
budget Plan, realization of budget implementation of program delay and
implementation GTP-II planning & and budget cancellatio
and -satisfy implementat performance n
performance taxpayers ion report -Legal
Report Demand Adherence measures
to
prescribed
rules and
regulation
4 DDU Board, University -Smoothly -Strategic -Strategy Implementatio -Affordable -Reliable - -Loss of -High
functioning implementati focused n of the And Recognition recognition
Management, DDIT
and well on of execution mission as trustworthiness
-instable
supervisory board organized Teaching -Change the strategic
university/ Learning, oriented plan time institution
institute in Research & teaching frame
execution of its community learning,
mission engagement research
and
community
service
5 International Partners - Provision of - Quality -Customer -On time - -Collaborative -Ethical -Loss of -High
and funding quality education focused service reasonable -Trustworthy - trust
organizations/ education -Need based service delivery cost Professional -Increase
agencies -Problem research and delivery ism, of
solving community -Updated Supportiven complaints
research and service professional ess -closing
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community -Customized training Programs
service consultancy -socio- -Project
-Technology services economic delay
transfer dev’t
-Consultancy projects
service
6 Secondary -Competent -Contribution Acceptable - Based on Reasonabl -Smooth, -Reputable -Loss of -High
stakeholders graduates to GTP-II standard needs, e supportive and and trust
-Problem success service initiation and Affordable consultative trustworthy -Question
-Ministry of health solving -Capacity -Effective request -Strong - of
-Federal Civil service research & building communicat continuous and Transparent Survival
commission community -Joint ion and trustworthy -Ethical -Bad image
-Ministry of industry service research cooperation
-Ministry of Science -Experience and
and Technology sharing Consultancy
- Alumni -Cooperation -Technology
-Professional and transfer
association collaboration -Transparent
-Research Institutions -Innovation Service
-Mass Media and -Professional -Joint
-Other Ministries development agreement
bureau -
communication
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7. Strategic Issues
Based on the Mission, Vision, Customer value proportion, SWOT analysis,
assessment of national polices and strategies, the following nine strategic issues
have been identified
1. Science and technology oriented academic programs
2. Infrastructure and facility development
3. Quality leadership, management and good Governance
4. Income generation and diversification
5. Internal and external linkages and collaboration
6. Service delivery system ,automation, and data base management
7. Research culture and community service engagement
8. Staff capacity development
9. Professionalism
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8. Strategic Theme, Objective, Commentaries and Map
In this part of the document strategic objectives of DDU are defined by harmonizing
strategic perspectives (customer, finance, internal business process and learning &
growth) with strategic themes in terms of teaching and learning, research and
community engagement through capacity building
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educational program
Increase market oriented This objective deals with Demanded graduates
educational programs conducting continuous market
Internal business assessment and update
process educational programs in line
with country’s priority
Improve efficiency of service This objective focuses on Improved educational
integration alignment of the internal service quality
service delivery system for
quality education.
Improve linkage and Building and strengthening Quality education
partnership strategic linkage, partnerships output and technology
and collaborations with local enhanced
and international institutions
that enhance the educational
outputs, and technology
Improve KSA of staff Focus on continually updating Qualified academic
and developing the staff
knowledge, skill and attitude
Learning and academic staff
Growth Expand and modernize Addresses on equipping and Enhanced quality of
facilities modernizing teaching and teaching-learning
learning facilities
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Customers
Expand
alternative
source of income Improve resource
utilization
Internal Business
infrastructure &
Improve KSA of facilities
staff
Map Narration
The map for teaching and learning above shows, capacity building is the base to
transform the other perspectives. Expansion of modern facilities and improvement of
knowledge, skill and attitude of staff improves organizational capital. These in turn
improve the internal business process. The provision of quality education based on
market oriented educational programs through student centeredness approach with
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integrated efficient service improves budget utilization. These integrated effort
increase customer participation and satisfaction.
Customer/stakeholder
Increase quality satisfaction
research output Increase technology
users package users
Improve utilization
Finance
of research and
Expand sources technology budget
of research and
technology fund
Internal Business
Promote indigenous
Increase Diversify research knowledge and
partnership focus areas property rights
Learning and
research infrastructures
Improve KSA of staff
Map Narration
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Improving research infrastructure by Expanding, upgrading and optimally using
facilities and research materials enhances the knowledge skills and motivation of the
staffs. Competent staffs can diversify research focus area of the institution which
helps efficient utilization of research budget and enhance quality of research and
technology outputs. On the other hand, improvement in adoption /adaption of
technology dissemination along with increment in partnership, expands research
fund, improves research budgets utilization and further results in increase research
output and technology package beneficiaries.
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Finance/
2 Effective & This objective is mainly focuses on using allocated Efficient budget
efficient Budget budget efficiently mobilization and
utilization
mobilization and
utilization capacity
budget
Increase revenue This objective deals with looking for new sources fund Increased internal
generation through different fund raising schemes income
schemes
Internal process
workers/employee improving the knowledge, skill and attitude of the staff and socially
s& so that they can contribute to the university’s responsible staff
leaders/managers community engagement and social responsibility
knowledge, skill activities whole heartedly and willingly
and attitude.
Expand and The intention of this objective is building and Enabling
modernize maintaining modern infrastructure and facilities infrastructure and
community required to carry out community engagement and facilities
service, social corporate social responsibility activities
responsiveness
and partnership
facilities
Community Engagement
In line with duties and responsibilities vested upon higher education institutions by
higher education proclamation no. 650/2009, community service refers to provision
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of various services to the surrounding community and the society at large. Hence,
educational institutions are assumed to design and provide various community and
consultancy services that shall cater to the developmental needs of the country. In
doing so, higher education institutions can mobilize resources and generate income
that is supposed to be reinvested for service rendering to the community and to
support the teaching - learning process.
Overview of Corporate Social Responsibility
Corporate social responsibility is about how organizations manage the business
processes to produce an overall positive impact on society. It is about corporate
initiative to assess and take responsibility for the organization's effects on the
environment and impact on social welfare. Corporate Social Responsibility is a
modern management concept whereby organizations integrate social and
environmental concerns in their operations and interactions with their stakeholders.
Corporate social responsibility is generally understood as being the way through
which an organization achieves a balance of economic, environmental and social
imperatives (“Triple-Bottom-Line- Approach”), and while at the same time addressing
the expectations of stakeholders. In this sense it is important to draw a distinction
between corporate social responsibility, which can be a strategic management
concept, and charity, sponsorships or philanthropy. Even though the latter can also
make a valuable contribution to poverty reduction, will directly enhance the
reputation of an organization and strengthen its goodwill, the concept of corporate
social responsibility clearly goes beyond that. The term generally applies to company
efforts that go beyond what may be required by regulators.
Universities have a lot of power in the community and in the national economy. They
control a lot of assets at their disposal for socially conscious investments and
programs. Some Universities may engage in "green washing", or feigning interest in
corporate responsibility, but many international Universities are devoting real time
and money to environmental sustainability programs, alternative energy, and various
social welfare initiatives to benefit employees, customers, and the community at
large.
Increase customers
satisfaction
Increase customers Improve stakeholders
participation partnership
Finance
Increase revenue
Effective & efficient budget generation
mobilization capacity schemes
Internal process
Improve community
Increase corporate
service delivery
social responsibility Improve
quality
activities stakeholder’s
partnership and
networking system
Learning and Growth
Map Narration
Improved infrastructure, facilities and competency of staff enhance communication
and networking with partners and communities. Similarly, if workers’ knowledge,
skills, and attitude are developed it also gears towards the improvement of social
problems through engagement, increase number of income generation and increase
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number of beneficiaries. There is also strong positive correlation between corporate
social responsiveness and income, therefore, improved corporate social
responsibility activities will improve income, increase number of beneficiaries and
improve community involvement, as a result, the University's service delivery quality
will be improved which further enhance customer satisfaction. In addition, enhancing
communication and networking also helps to increase number of income generation,
improves community involvement and satisfaction. Whereas increment in number of
income generation support to increase number of beneficiaries, improve community
involvement and satisfaction. At the same time improvement in societal problems
through engagement increases customer/ stakeholders satisfaction and the number
of beneficiaries.
Description
This theme focus on being accountable, transparent, responsive, equitable and
inclusive, follows the rule of law, participatory and consensus oriented, effective and
efficient administration, establish institutional transformation, enhance the capacity of
staffs, creating conducive environment to work, live and learn through good
infrastructure and facility development is a key for success of any organizations. It
also insures efficient and effective administration of the university’s Human
Resource, Finance, Property, Purchasing System, Compound and Student Service,
and ICT through developing and Improving working systems, structure, capacity of
leaders and employees
Results:-
Transparent, accountable, effective, efficient, fair and participatory management
practices. Well established and organized University and satisfied customers with all
services.
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This objective focuses on increasing internal revenue
Increase revenue Increased internal
Finance
Enhance the
auditing and accountable system, standards, laws transparent system
system of
related with the reform, participation of customers,
accountability and
enhance monitoring and evaluation system.
transparency
This objective focuses on increasing the number of Increased educational
Enhance cross-
female graduates. It also focuses on supporting equity & sustainability
cutting activities
students with a special needs, students from
emerging region and living with HIV/AIDs as well as
addressing environmental issues.
Improve the This objective focuses on improving the courtesy, Improved customers/
quality of support timeliness, transparency, accountability, consistency Stakeholder’s
service and responsiveness of human resource satisfaction.
management, procurement, finance, students’
support, and security services provided to the
customers/stakeholders.
Improve This objective focuses on equipping the management
Improved
management system with emerging management tools like BPR,
management system
System BSC, Kaizen, Citizen charter and exhaustive
Continuously utilization of ICT.
Improve KSA of
The focuses of this objective is improving the Skilled, competent
staff
capacity of the university staff through continuous and committed staff
Learning and growth
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facilities.
Increase revenue
Improve resource
utilization
Internal Business Process
Enhance Cross-cutting
activities Improve the
Enhance system of quality of support
accountability & service
transparency
Improve management
System Continuously
Learning and growth
Improve KSA of
Improve infrastructure staff
& facilities
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transparency, support service quality are enhanced, revenue will increases and
resource utilization will be improved in the university, which in turn creates high
customer/stakeholder satisfaction.
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Figure 9.1. Corporate Strategic objective map
Dire Dawa University strives to be the premium choice in the nation, competent in Africa and internationally accredited university of science and technology by
Customer 2025.
Enhance customers
Increase customers satisfaction
Increase number of customers
participation
Finance
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Corporate Map Narration
The above mentioned corporate strategic map of DDU depicts that improvement in knowledge,
skill, and attitude of staff and leadership, work environment, infrastructure and facilities help to
improve relevance and quality education; innovation and dissemination of research outputs;
management system and process integration and networking.
On the other hand, improvement in relevance and quality of education; innovation and
dissemination of research output and management system supports to expand alternative
source of income and improve budget utilization. In the same way, improvement in relevance
and quality education leads to increased customer and stakeholder participation and
satisfaction. Similarly, improvement in innovation and dissemination of research output leads to
increase customer satisfaction. While improvement in management system, process
integration and networking, expanded alternative sources of income along with improved
budget utilization improve number of service users and ultimately result in customer
satisfaction.
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10. Performance Measures and Targets
This part deals with the establishment of specific measures of activities to be undertaken in
relation to stated corporate objectives along with the four perspectives
Perspective: Customer/Stakeholder allotted weight: 20%
Table 10.1. Enhance Customer Satisfaction weight: 10%
Perspective: Customer Strategic Corporate objective: Enhance customers
satisfaction
Name of measures: Customer satisfaction in percentage
Description: The satisfaction level is measured using survey of customers opinion with university services
Measure unit: Percentage Measure types: Lag
Measure Location/Ownership: President Polarization: high percentage is good
Office
Formula: Customer satisfaction Index (CSI)= customers (both internal and external) who are satisfied over
total number of respondents*100
Data Source: Customer survey Collection/reporting frequency: annually
Data quality: High Data collector: QEAPA/Institute Quality office
Baseline: 44.04% (DDU stakeholders Target:
satisfaction baseline survey, 2007) Year 2015/16 2016/17 2017/18 2018/19 2019/20
Target 45% 55% 60% 65% 75%
Target Rationale: DDU has recently re- Threshold:
calibrated BPR intending to satisfy
customers/stakeholders. Based on the <60% 60%-85% 85%-100% >100
stakeholder’s satisfaction baselines survey
conducted both internal and external
customers/stakeholders indicated that there
have been significant improvements in the
University within the past one year. Hence, it is a
timely target to have an intention to improve
customer satisfaction to the level of 94% at the
end of the plan period.
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could take part in different aspects of the
university. The most critical one of them is <60% 60%-85% 85%-100% >100
during curriculum review of program
commencement
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against the total base year recurrent mobilizing office
budget
Measure unit: Percent Data Source: income generation and resource mobilizing office
Measure types: Lag
Formula: Internal Income generated divided by total recurrent budget *100
Baseline: 1 .5% ( 6,000,000 birr) Polarization: High result is good
Target
Target Rationale: Increment of internal Year 2015/16 2016/17 2017/18 2018/19 2019/20
revenue is important for supporting Target 3% 7% 8% 9% 10%
government budget which is allocated to
the University. Increment of internal
revenue enables the university to provide
Different services to its employees and Threshold
community at large as well as expand
programs. Since the university has <60% 60%-85% 85%-100% >100%
opportunity for internal revenue
expansion, those opportunities must be
changed into profitable projects.
Table 10.5. Improve resource utilization Weight: 6%
Perspective ፡ Finance
Objective ፡Improve resource utilization
Name of measures: Budge utilization Measure Location/Ownership: ADBDVP
Measure Location/Ownership: president office
Description: It measures the University’s Collection/reporting frequency: Quarterly, Semi-annually and
budge utilization. annually.
Data collector: Finance Directorate
Measure unit: Percent Data Source: Planning, Monitoring and evaluation directorate
Measure types: Lag Data quality: High
Formula: (budget utilized/budget allotted)*100
Baseline: 90% Polarization: High percentage is good
Target
Year 2015/16 2016/17 2017/18 2018/19 2019/20
Target Rationale: Within the plan years it is Target 100% 100% 100% 100% 100%
expected to utilize the total budget allotted
Threshold
Perspective: Financial Objective: Improve resource utilization
Measure Name: Reduce the percentage of missed classes
Description: Reducing the percentage of missed classes’ measures the proportion of missed classes per a
semester among the total credit hours per a semester offered in the university.
Measure Location/Ownership: ARCEAVP, Institute Director,
Measure unit: Percentage (%)
Measurement type: Lead Polarity: Low values are good
Measure Location/ownership: Deans Collection/reporting Frequency: Semi-annually
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Formula: Total number of missed classes in credit hours divided by the total credit hours offered in a semester
multiplied by 100
Data Source: DDIT, College, , and Departments
Data Quality: High Data Collector: College and DDIT
Baseline: NA Target:
Year 2015/16 2016/17 2017/18 2018/19 2019/20
Target 0% 0% 0% 0% 0%
Target Rationale: To improve the quality of Threshold:
education and it is important that courses
shall be covered appropriately. However, the <60% 60%-85% 85%-100% >100
current situation of our university shows
some instructors frequently miss their
classes for the controlling mechanism is
weak. Hence a gradual improvement so as
to achieve a 100% successful conduction of
classes by the end of the plan period suffices
to be targeted.
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targeted.
Perspective: Internal Business Process allotted weight: 35%
Table 10.6. Enhance academic quality and relevance Weight: 10%
Objective:፡ Enhance academic quality and relevance
Perspective: Internal Business Process
Name of measures: HERQA Standard Measure Location/Ownership: ARCEAVP,DDIT, QA , Colleges,
Education Quality QEAPA and TDP
Description: sustainable enhancement Collection/reporting frequency: annually
of quality of education is measured on Data source፡፡ QEAPA, Ethics and anti-corruption directorate
the basis of focus areas set by HERQA
and internal standards of DDU concerning
quality of education
Measure unit: percentage Data collector: QEAPA, DDIT
Measure types: Lag Polarization: High value is good
Formula: proportion of Sample respondents who responded in favor of the HERQA measurement parameters
out of the total sampled respondents
Baseline: Even though there is no exact empirical data it can be estimated to be 68%
Target Rationale: Considering the Target
attention of national direction for the
attainment of quality education standards Year 2015/16 2016/17 2017/18 2018/19 2019/20
of HERQA is expected to be Target 70% 75% 80% 85% 90%
grass rooted within the plan period
Threshold
Perspective: Internal business process Objective: increase access and equity of education
Measure Name: number of academic program registered by
National qualification framework
Description: Increased number of academic programs registered by national qualification frame work.
Measure unit: Percentage
Measurement type: Lead Polarity: High values are good
Measure Location/ownership: International and Public Relations directorate
Formula: Total number of programs that are registered by NQF divided by the total number of programs
multiplied by 100
Data Source: QEAPA Collection/reporting Frequency: Annually
Data Quality: High Data Collector: Department, colleges and DDIT
Baseline: NA Target:
Year 2015/16 2016/17 2017/18 2018/19 2019/20
Target 20% 30% 40% 50% 70%
Target Rationale: National qualification Frame Threshold :
work links in percentage measures the growth of
national and international links of the university <60% 60%-85% 85%-100% >100%
Nevertheless, the university has insignificant
accomplishment in that regards. Hence, a
continuous improvement is essential with that
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regards.
Baseline: NA Target:
Year 2015/16 2016/17 2017/18 2018/19 2019/20
target 60% 65% 70% 75% 80%
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Target rationale: The implementation of Threshold: Threshold:
modularization, active learning approach,
the weight given to continuous <60% 60%-85% 85%-100% >100
assessment and the active involvement of
the students in the teaching/learning are
considered essential factors to meet the
target
Perspective: Internal Business process Objective: increase access and equity of education
Measure Name: Number of departments passing program relevance
audit
Description: includes all departments that pass relevance audit
Measure unit: Count
Measurement type: Lead Polarity: High values are good
Measure Location/ownership:
ARCEAVP,DDIT
Formula: (Total No. of departments passing relevance audit /Total departments) X 100
Data Source: quality assurance office Collection/reporting Frequency: Annually
Data Quality: High Data Collector: Department, colleges and DDIT
Baseline: NA Target:
Year 2015/16 2016/17 2017/18 2018/19 2019/20
Target 10 10 10 10 14
Target Rationale: Universities are Threshold :
expected to have programs that meet
national and local needs and priorities. <60% 60%-85% 85%-100% >100%
Threshold
Perspective: Internal Business process Objective: increase access and equity of education
Measure Name: % of female students benefited from affirmative action
Description: includes female students benefited from affirmative action
Measure unit: percentage Measurement Type: Lag
Polarity: High values are good Measure Location/ownership: President Office
Formula: (No. of female students benefited from affirmative action /Total female students) X 100
Data Source: Gender, HIV/AIDS & Special Collection/reporting Frequency: Annually
needs
Data Quality: high Data Collector: Gender, HIV/AIDS & Special needs
Baseline: 50% Target:
Year 2015/16 2016/17 2017/18 2018/19 2019/20
Target 100% 100% 100% 100% 100%
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Target Rationale: Universities are Threshold :
expected to support female students in
terms of placement, providing tutorial <60% 60%-85% 85%-100% >100%
class, teaching and learning material
support to achieve the national target.
Perspective: Internal Business process Objective: increase access and equity of education
Measure Name: % of students from emerging region which benefited from affirmative action
Description: includes students from emerging region which benefited from affirmative action
Measure unit: percentage Measurement Type: Lag
Polarity: High values are good Measure Location/ownership: President Office
Formula: (No. of students from emerging region which benefited from affirmative action /Total number of
students from emerging region) X 100
Data Source: Gender, HIV/AIDS & Special Collection/reporting Frequency: Annually
needs
Data Quality: Low- since collecting the Data Collector: Gender, HIV/AIDS & Special needs
information is difficult
Baseline: NA Target:
Year 2015/16 2016/17 2017/18 2018/19 2019/20
Target 100% 100% 100% 100% 100%
Target Rationale: Universities are Threshold :
expected to support students from
emerging region in terms of placement, <60% 60%-85% 85%-100% >100%
providing tutorial class, teaching and
learning material support to achieve the
national target.
Perspective: Internal Business process Objective: increase access and equity of education
Measure Name: increase in regular students enrolment
Description: includes all regular students enrolled in all programs and modalities
Measure unit: Count Measurement Type: Lag
Polarity: High values are good Measure Location/ownership: ARCEAVP,DDIT
Formula: previous year intake + (previous year intake * intake increment ratio (15%))
Data Source: E ARAD Collection/reporting Frequency: Annually
Data Quality: Low-since it depends on Data Collector: Department, MOE, CEP.
construction.
Baseline: 10,500 Target:
Year 2015/16 2016/17 2017/18 2018/19 2019/20
Target 12,500 12,500 13,500 15,000 17,000
Target Rational: Universities are Threshold :
expected to increase their intake to meet
targets set for higher education (15%). <60% 60%-85% 85%-100% >100%
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Description: Time is one of critical measurement for service delivery. Reduced cycle time measures the
percentage of reduced service delivery time required to serve the customer
Measure unit: Percentage Measure types: Lead
Measure Owner: ADBDVP Polarization: High percentage is good
Formula: (Standard service delivery time minus Actual service delivery time / Standard service delivery time )
*100
Data Source: Process owner Reporting frequency: Quarterly
Data collector: Process owner
Baseline: NA Target:
Table 10.9. Enhance scale, quality & relevance of technology adoption/adaptation, research
output and linkage with industries Weight: 6%
Perspective: Internal Business Process Strategic objective: Enhance scale, quality & relevance of
technology adoption/adaptation, research output and linkage
with industries
Name of measures: academic staff involved in research activities
Description: This measures percentage of academic staff involved in the research activities of the University
Measure unit: Percent Measure type: Lag
Measure Owner: ARCEAVP/Scientific director Polarization: High value are good
Formula: (Sum of all academic staff involved in research and technology development/ total number of
academic staff) * 100
Data Source: RTI Reporting frequency: Annually
Data collector: Planning, Monitoring and Evaluation Directorate
Baseline: NA
Target:
Perspective: Internal Business Process Strategic objective: Enhance scale, quality & relevance of
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technology adoption/adaptation, research output and linkage
with industries
Name of measures: scale of research and technologies development
Description: This measure includes Share of research and technology development funds from annual
recurrent total budget.
Measure unit: Percent Measure type: Lag
Measure Owner: ARCEAVP/Scientific director Polarization: High value are good
Formula: The budget utilized for research and technology development / total annual recurrent budget
Data Source: RTI Reporting frequency: Annually
Data collector: Planning, Monitoring and Evaluation Directorate
Baseline: NA
Perspective: Internal Business Process Strategic objective: Enhance scale, quality & relevance of
technology adoption/adaptation, research output and linkage
with industries
Name of measures: Technology transferred
Description: This measure includes percent of technology completed whose results are transferred/
disseminated.
Measure unit: Percent Measure type: Lag
Measure Owner: ARCEAVP/Scientific director Polarization: High value are good
Formula: Sum of all technology whose results are disseminated divided by Total research output in the
University.
Data Source: RTI Reporting frequency: Annually
Data collector: Planning, Monitoring and Evaluation Directorate
Baseline: NA
Target:
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Perspective: Internal Business process Objective: Enhance scale, quality & relevance of technology
adoption/adaptation, research output and linkage with industries
Measure Name: Proportion of research outputs published on reputable journals
Description: Proportion of research outputs published on reputable journals measures the total amount of
research articles published on reputable journals among all researches undertaken by the staff and graduate
students of the university per annum.
Measure unit: percentage Measurement Type: Lag
Polarity: High values are good Measure Location/ownership: RTI, CED
Formula: Total number of research articles published on reputable journal in year “n” divided by the total
number of researches conducted by staff and postgraduate students of the university in year “n” multiplied by
100.
Data Source: RTI, CED, DDIT, college and Collection/reporting Frequency: Annually
departments
Data Quality: Low- since collecting the Data Collector: Research and technology transfer officer
information is difficult
Baseline: It is estimated that less than 1 % Target:
of the research carried out by the University Year 2015/16 2016/17 2017/18 2018/19 2019/20
are being published on reputable journals Target 10% 15% 20% 25% 30%
per annum.
Target Rationale: Currently the number of Threshold :
publication of researches undertaken by the
university is very low. This hinders the <60% 60%-85% 85%-100% >100%
dissemination rate of these research
findings and limits the motivation level of
researchers. Hence aiming to increase the
rate of publications on reputable journals to
30% that would infarct indirectly measures
the improvement of the quality and
relevance of our research undertakings is
found crucial.
Perspective: Internal Business Process Strategic objective: Enhance scale, quality & relevance of
technology adoption/adaptation, research output and linkage
with industries
Name of measures: Research output and technology transfer in collaboration with TVET
Description: This measure includes the number of all research output and technologies developed by the
University and successfully applied trough collaboration with TVET.
Measure unit: Count Measure type: Lag
Measure Owner: ARCEAVP/Scientific director Polarization: High value are good
Formula: Sum of all technologies developed and/or adopted, and Successfully applied
Data Source: RTI Reporting frequency: Annually
Data collector: Planning, Monitoring and Evaluation Directorate
Baseline: NA
Target:
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Target Rationale: Universities are expected to Threshold:
conduct research and develop or adopt
technologies which are relevant to the needs of
<60% 60%-85% 85%-100% >100%
the community.
Perspective: Internal Business Process Strategic objective: Enhance scale, quality & relevance of
technology adoption/adaptation, research output and linkage
with industries
Name of measures: University-Industry linkage
Description: This measure the level of participation of the industries in the University's research under taking
and technology development process.
Measure unit: Percent Measure type: Lag
Measure Owner: ARCEAVP/Scientific director Polarization: High value are good
Formula: (Total number of industries working with the university/ total number of target industries)*100
Data Source: RTI Reporting frequency: Annually
Data collector: Planning, Monitoring and Evaluation Directorate
Baseline: NA
Target:
Perspective: Internal Business Process Strategic objective: Enhance scale, quality & relevance of
technology adoption/adaptation, research output and linkage
with industries
Name of measures: University-Industry partnership Year 2015/16 2016/17 2017/18 2018/19 2019/20
Description: This measure Share of research fundsTarget
secured10% 20%& international
from industry 30% 40%
sources. 50%
Measure unit: Percent Measure type: Lag
Measure Owner: ARCEAVP/Scientific director Polarization: High value are good
Formula: Total research fund secured from industries and international sources divided total research fund of
the University multiplied by 100
Data Source: RTI Reporting frequency: Annually
Data collector: Planning, Monitoring and Evaluation Directorate
Baseline: NA
Target:
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Target Rationale: Universities are expected to Threshold:
conduct research and develop or adopt
technologies through partnership with industries,
<60% 60%-85% 85%-100% >100%
which are relevant to the needs of the
community.
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Year 2015/16 2016/17 2017/18 2018/19 2019/20
Target 5 10 15 20 25
Perspective: Internal business Strategic Corporate objective: Enhance good governance and
process cross-cutting activities
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Formula: The sum of all audit findings
Data Source: Auditing office Collection/reporting frequency: Annually
Data quality: High Data collector: Finance directorate
Baseline: NA Target:
Year 2015/16 2016/17 2017/18 2018/19 2019/20
Target 0 0 0 0 0
Target Rationale: Good governance in Threshold:
DDU is expressed in the form of
auditing findings. DDU management <60% 60%-85% 85%-100% >100%
envisions achieving audit findings to
zero level.
Perspective: Internal business process Strategic Corporate objective: Enhance good governance
and cross-cutting activities
Name of measures: Share of females in the university board
Description: Measures the percentage participation of females in the university board
Measure unit: Percentage Measure types: Lag
Measure Owner: President office Polarization: high percentage is good
Formula: The number of females in the university board divided by the total number of board members
multiplied by 100.
Data Source: President office Collection/reporting frequency: Annually
Data quality: High Data collector: Gender, HIV/AIDS and special needs
Baseline: 14% Target:
Year 2015/16 2016/17 2017/18 2018/19 2019/20
Target 14% 14% 25% 25% 43%
Target Rationale: Though the FDRE is Threshold:
pursuing a national program to empower
women and increase their leadership <60% 60%-85% 85%-100% >100%
capability, the proportion of female position
holders remained very low at our university.
Hence an accelerated step to alleviate the
problem is found crucial to be pursued by the
university so that 25% of the board members
would be occupied by females by the end of
the plan period.
Perspective: Internal business process Strategic objective: Enhance good governance and cross-
cutting activities
Name of measures: Percentage of female academic staff
Description: The proportion of female academic staff measures the percentage of female academic staff
among the total number of academic employees of the university.
Measure unit: Percentage Measure types: Lag
Measure Location/Ownership: President Polarization: high value is good
office
Formula: Total number of female academic staff divided by the total number of academic employees times by
100
Data Source: HRM Collection/reporting frequency: Annually
Data quality: High-easily collected from Human Data collector: HR, Planning, Monitoring and Evaluation
Resource Management Process. Directorate and Gender, HIV/AIDS and special needs
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Baseline: 10% Target:
Year 2015/16 2016/17 2017/18 2018/19 2019/20
Target 15% 17% 18% 20% 30%
Target Rationale: Though the proportion of
females in the general population is almost Threshold:
equal with male population, the current balance
of gender at work place is extremely low in <60% 60%-85% 85%-100% >100%
Ethiopia in general and in our university in
particular.
Perspective: Internal business Strategic objective: Enhance good governance and cross-cutting activities
process
Name of measures: Participation of female in leadership position
Description: The proportion of female position holders (position as defined by those which are represented at
the university council and officers and above designations in administrative wing) measures the number of
positions filled by female staff as compared to the total number of positions available at the university.
Measure unit: Percentage Measure types: Lag
Measure Location/Ownership: Polarization: high value is good
President office
Formula: (X/N1: Y/N2: Z/N3) X 100 where X, Y and Z refers to the number of females staff at low, medium and
high management levels, respectively whereas N1, N2 and N3 refers to the total number of positions at low,
medium and high management levels.
Data Source: HRM Collection/reporting frequency: Annually
Data quality: High Data collector: HRM, Planning, Monitoring and Evaluation Directorate and
Gender, HIV/AIDS and special needs
Baseline: NA:17%:0 Target:
Year Position 2015/16 2016/17 2017/18 2018/19 2019/20
Target Lower 5% 10% 15% 20% 30%
Middle 18% 18% 20% 25% 30%
Top 25% 25% 25% 25% 25%
Target Rationale: Though the Threshold:
FDRE is pursuing a national
program to empower women <60% 60%-85% 85%-100% >100%
and increase their leadership
capability, the proportion of
female position holders
remained very low at our
university. Hence an
accelerated step to alleviate
the problem is found crucial to
be pursued by the university
so that a 30%:30%:5% of the
position at the university would
be occupied by females by the
end of the plan period.
Perspective: Internal business process Strategic objective: Enhance good governance and cross-
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cutting activities
Name of measures: Support for students with special need and HIV/AIDS
Description: Proportion of students with special needs supported and HIV measures the proportion of
students with special needs and HIV supported to create educational equity, fairness, justice and affirmative
action.
Measure unit: Percentage Measure types: Lag
Measure Location/Ownership: President Polarization: high value is good
office
Formula: Total number of special need and HIV supported students in the specified year divided by the total
number of students with special need and HIV students available in the university in the same year multiplied
by 100.
Data Source: ADBDVP, Finance Collection/reporting frequency: Annually
Directorate, Student Dean
Data quality: High Data collector: Gender, HIV/AIDS and special needs
Baseline: NA Target:
Year 2015/16 2016/17 2017/18 2018/19 2019/20
Target 100% 100% 100% 100% 100%
Target Rationale: People with special Threshold:
needs including HIV/AIDs are becoming a
national and global issue of the new <60% 60%-85% 85%-100% >100%
generation, higher education institutions are
expected to consider it. Supporting people
living with special needs is one of the
means to tackle the problem.
Perspective: Internal business process Strategic objective: Enhance good governance and cross-
cutting activities
Name of measures: Trainings offered to the university community on anti-corruption & ethics
Description: This measures the number of university community who received training on anti-corruption and
ethics so that they can provide quality, fair, transparency, and accountable services to different customers.
Measure unit: Count Measure types: Lag
Measure Location/Ownership: President Polarization: high value is good
office
Formula: Total number trainings on anti-corruption and ethics, rent seeking .
Data Source: HRM Collection/reporting frequency: Annually
Data quality: High Data collector: HRM, Planning, Monitoring and Evaluation
Directorate and Ethics and Anti-corruption directorate
Baseline: NA Target:
Year 2015/16 2016/17 2017/18 2018/19 2019/20
Target 4 4 4 4 4
Target Rationale: Though the FDRE is
pursuing a national program to Anti-corruption Threshold:
and ethics, percentage of training very low at
our university. Hence an accelerated step to <60% 60%-85% 85%-100% >100%
alleviate the problem is found crucial to be
pursued by the university so that a 100% of
the trainees at the university would be by the
end of the plan period.
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Perspective: Internal business process Strategic objective: Enhance good governance and cross-
cutting activities
Name of measures: sustainable environmental protection activities
Description: This measures the number of environmental sustainability activities to protect the environment
aimed at ensuring safe, conducive and healthy environment.
Measure unit: Counting Measure types: Lag
Measure Location/Ownership: President office Polarization: high value is good
Formula: The sum of all the environmental sustainability activities performed
Data Source: Work process owners Collection/reporting frequency: Quarterly, Semi-annually,
Annually
Data quality: High Data collector: Gender, HIV/AIDS and special needs
Baseline: NA Target:
Year 2015/16 2016/17 2017/18 2018/19 2019/20
Target 6 10 14 20 25
Target Rationale: Green economy is promoted
by national and regional governments for
sustainable development of the economy. At Threshold:
university level, very few activities are carried
out in environmental protection which may <60% 60%-85% 85%-100% >100%
contribute to safe, comfortable, attractive and
conducive working environment.
Perspective: Internal Business Process Strategic Corporate objective: Good governance and
cross cutting activities
Name of measures: number of complain
Description: includes complaints in all aspects/dimensions of rendered service
Measure unit: Count Measure types: Lead
Measure Location/Ownership: President office Polarization: Very low value is good
Formula: Summation of all complaints
Data Source: Personal reporting, suggestion Collection/reporting frequency: Quarterly
box/book, website, discussion forum
Data quality: High Data collector: Ethical and anti-corruption directorate
Baseline: 25 Target:
Year 2015/16 2016/17 2017/18 2018/19 2019/20
Target 20 15 10 5 2
Target Rationale: Lowering the number of Threshold:
complaints by addressing problems increases
customers satisfaction <60% 60%-85% 85%-100% >100
Perspective: Internal business process Strategic objective: Enhance good governance and
cross-cutting activities
Name of measure: Joint academic programs with international partners
Description: Measures the number of joint academic programs by the university with international partners
Measure unit: count Measure types: Lag
Measure Location/Ownership: President, Polarization: high value is good
ARCEAVP, ADBDVP
Formula: The number of joint academic programs by the university with international partners
Data Source: QEAPA Collection/reporting frequency: Annually
Data quality: High Data collector: QEAPA
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Baseline: NA Target:
Year 2015/16 2016/17 2017/18 2018/19 2019/20
Target 0 1 2 3 4
Target Rationale: Threshold:
Perspective: Internal business process Strategic objective: Enhance good governance and
cross-cutting activities
Name of measure: Joint research programs undertaken in collaboration with non-Ethiopian universities
Description: Measures the number of joint research programs undertaken in collaboration with non-Ethiopian
universities by Dire Dawa University.
Measure unit: Number Measure types: Lag
Measure Location/Ownership: President, Polarization: high value is good
ARCEAVP, ADBDVP
Formula: The number of joint research programs undertaken in collaboration with non-Ethiopian universities
Data Source: QEAPA Collection/reporting frequency: Annually
Data quality: High Data collector: QEAPA
Baseline: NA Target:
Year 2015/16 2016/17 2017/18 2018/19 2019/20
Target 1 2 3 4 5
Target Rationale: Good governance is Threshold:
fundamental to educational leadership. DDU is
expected to work in collaboration with <60% 60%-85% 85%-95% >100%
international players like running programs with
partners.
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Target Rationale: The university will Threshold:
be engaged in intensive staff
development, recruitment of new <60% 60%-85% 85%-100% >100%
staff and made attractive working
environment.
Perspective: Learning and growth Strategic objective: Improve KSA of the staff
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environment.
Perspective: Learning and growth Strategic objective: Improve KSA of the staff
Perspective: Learning and growth Strategic objective: Improve KSA of the staff
Table 10.13. Expand and modernize infrastructure and facilities weight: 15%
Perspective: Learning and Strategic objective: Expand and modernize infrastructure and
growth facilities
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Year 2015/16 2016/17 2017/18 2018/19 2019/20
Target Reference 1:17 1:14 1:11 1:8 1:5
Text Book 1:5 1:4 1:3 1:2 1:1
Target Rationale: Educational Threshold:
quality is basic to produce
competent graduates. Quality can <60% 60%-85% 85%-100% >100%
be achieved when teaching and
learning is supported by the
necessary facilities and
infrastructure such as text and
references books.
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Baseline: NA Target:
Year 2015/16 2016/17 2017/18 2018/19 2019/20
Target 60% 70% 80% 90% 100%
Target Rationale: Educational quality is Threshold:
assured through providing all the teaching
facilities such as laboratories and workshops. <60% 60%-85% 85%-95% >100%
Perspective: Learning and growth Strategic objective: Expand and modernize infrastructure and
facilities
Name of measure: Smart (ICT Supported) class rooms
Description: Measures the percentage of Smart class rooms in the university.
Measure unit: Percentage Measure types: Lag
Measure Location/Ownership: Polarization: high value is good
ARCEAVP, ADBDVP
Formula: The number of Smart (ICT Supported) class rooms divided by total number of class rooms
multiplied by 100.
Data Source: ICT Directorate Collection/reporting frequency: Annually
Data quality: High Data collector: ICT Directorate, QEAPA
Baseline:0 Target:
Year 2015/16 2016/17 2017/18 2018/19 2019/20
Target 5% 10% 15% 20% 25%
Target Rationale: Automation Threshold:
improves service quality in particular
and education in general. ICT supports <60% 60%-85% 85%-95% >100%
teaching and learning by setting up
systems like smart rooms.
Perspective: Learning and growth Strategic objective: Improve KSA of the staff
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Perspective: Learning and growth Strategic objective: Expand and modernize infrastructure
and facilities
Name of measures: Outfitted infrastructure and facilities
Description: Measures number of outfitted buildings with necessary facilities
Measure unit: Percentage Measure types: Lag
Measure Location/Ownership: President Polarization: high value is good
office, ADBDVP
Formula: The number of outfitted buildings divided by total number of buildings multiplied by 100
Data Source: ADBDVP Collection/reporting frequency: Annually
Data quality: High Data collector: ADBDVP
Baseline: NA Target:
Perspective: Learning and growth Strategic objective: Expand and modernize infrastructure
and facilities
Name of measures: Number of ICT supported services
Description: This measure refers to the number of functional ICT supported activities at different units of the
university.
Measure unit: Counting Measure types: Lag
Measure Location/Ownership: President Polarization: high value is good
Office, ADBDVP, ARCEAVP
Formula: The sum of all the ICT enabled services
Data Source: All departments Collection/reporting frequency: Annually
Data quality: High Data collector: ICT
Baseline: 1 Target:
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Name of measures: Facilities renovated
Description: This measures the facilities renovated in the relative amount to standards set by the university.
Measure unit: Ratio Measure types: Lag
Measure Location/Ownership: ADBDVP, Polarization: high value is good
Scientific Director
Formula: (X/Y)*100, where x is Facilities renovated, Y is the standards that need to be met.
Data Source: All departments Collection/reporting frequency: Annually
Data quality: High Data collector: All departments
Baseline: NA Target:
Perspective: Learning and growth Strategic objective: Expand and modernize infrastructure and
facilities
Name of measures: projects completed within the allotted time
Description: This measure includes all projects materialized within planned time framework to the standard.
Measure unit: Percentage Measure types: Lag
Measure Location/Ownership: President Polarization: high value is good
office, ADBDVP, Scientific Director office,
Formula: Sum of projects materialized as per time framework to the standard divided by total planned projects
x100
Data Source: President Office Collection/reporting frequency: Annually
Data quality: High Data collector: Planning, Monitoring and Evaluation Directorate,
Engineering unit
Baseline: NA Target:
Year 2015/16 2016/17 2017/18 2018/19
Target 100% 100% 100% 100%
Target Rationale: Universities are Threshold:
expected to all materialized their projects
within planned time framework and to the <60% 60%-85% 85%-100% >100%
standard so as to enable their Overall
institutional performance.
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Improved staff efficiency and effectiveness are the other outputs of the initiative
Leadership capacity building project …………………………. 2,200, 000.00
Activities to be Offering bi-annual trainings on leadership skills, decision making styles, conflict
performed management, decentralization, risk management techniques, customer handlings &
complaints management, entrepreneurship skills, change management, and other
relevant concepts to managers at all levels.
Arranging experience sharing program
Strengthening social affairs
Building employee relationship
Strengthening Organizational citizenship behavior
Implementing merit based compensation packages/reward management
Ensuring equitable grievance handling procedure
Improve organizational security status/safety and healthy
Staff development project …………………………………..82,115, 000.00
Identifying gaps to achieve the academic staff profile standard
Providing national and international long-term educational opportunities
Providing national and international short-term trainings
Developing change agents with all-rounded personalities that would serve as a role
model to facilitate the mental revolution of staff and enhance change implementation
Arrange National and international experience sharing
Develop safety policy and procedures(Improve organizational safety)
Arranging awareness creation programs on work culture and punctuality
Arranging discussion forums
Providing planning skills trainings
Encouraging team Work
Budget Required 84,315,000.00
Project owner Office of the President Project
Implementer HRM and ARCEAVP
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• Recreation centers (lounge, football field, and multipurpose court,
swimming pool, gymnasium, Auditorium )
• Academic and Administrative buildings
• Class rooms , lecture theater hall
• Drawing rooms, Demonstrations rooms, Show rooms, studio,
• Smart rooms, Conference hall
• libraries, workshops,
• Laboratories, research centers, training centers, , incubation centers,
consultation offices ,
• technology park and ICT infrastructure, sewerage and waste treatment
system,
• Clinic
• Parking lot
1500 dormitory /rooms………………………320,000,000.00
Academic offices building………………140, 000,000.00
300 Residential houses……………………300, 000,000.00
1 Research and training park……………200, 000,000.00
1 multipurpose hall………………………240, 000,000.00
Fence ……………………………………..60, 000,000.00
Campus Asphalt road ……………………50,000,000.00
5 km Coble stone road…………………………8,000,000.00
Campus beautification(3 greening area park, ICT park, )
……………………………………….20, 000,000.00
Water supply……………………..5,000,000.00
Postgraduate library………………80,000,000.00
Establish and Equip teaching hospital………….500,000,000.00
Guesthouses in Gelan and Dire Dawa…………..100,000,000.00
Facility Development Project
Equipping laboratories and workshops………………200,000,000.00
Equipping classrooms and offices………………50,000,000.00
ICT support enhancement project………………………..200,000,000.00
Required budget 3,973,000,000.00
Project owner President office, Scientific director
Project implementer Engineering unit, Compound service; Maintenance, Transport & Sanitary operation,
ICT and DDIT
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Activities under this project include:
Awareness creation on modern management tools such as BPR, BSC,
and Kaizen
Identifying and building potential change agents
Strengthening 1 to 5 team work and educational development army
Institutional policy and guidelines development/amendment activities
Monitoring and Evaluation
1.2 Good governance project
Activities under this project include:
Establish and design structure and system for participation
Implementing effective communication system
Create schemes for executive development
Increasing female participation in leadership
Strengthening Anti-corruption and ethics office
Prepare and enforce policies and guidelines at different levels,
Promote system of accountability and transparency
1.3 Cross cutting issues enhancement package
Activities under this project include:
Gender equity enhancement
Provision of academic support for female students
Enhancing provision of guidance and counseling for female students
Strengthening gender mainstreaming office
HIV-AIDS related issues
Strengthening HIV and reproductive health club
Provision of training on STD
Enhance environment protection activities
Establishing environment protection forum with industries and community
Required budget: 2, 000, 000.00
Project owner: President, ARCEAVP, ADBDVP, scientific director, reform office
Project implementer Directors, deans, department heads, officers
Table 11.4. Institutional Quality and Relevance Assurance Program
Initiative 4:- Institutional Quality and Relevance Assurance Program
Scope: Institutional quality and relevance assurance program includes Institutional Programs’ Quality and
relevance projects that deals with the quality and relevance of educational, research and community service
programs. And Institutional system’s quality assurance that deals with improving the quality of service
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deliveries.
Importance: The initiative will contribute to the improvement of quality and relevance of programs and
improvement of service quality.
Deliverables: Within the coming five years, the implementation of this initiative will upgrade the quality,
competence and problem solving ability of graduates; achieve improved participation level of academic staff in
researching, realize increased quantity of research undertakings and publications on reputable journals
among the total research done in the university; enhanced performance of researchers in the identified priority
areas; and a 94% level of customer satisfaction towards the community services.
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Community Service’s Quality and Relevance assurance works that include
Increasing the service provision capacity of the university
Establish and Enhance TTP sites
Recognizing and awarding distinguished members of the community that contributed to the welfare
and development of the community
Institutional system’s quality assurance Project
Administrative service quality improvement activities:
Establishing a feedback collection mechanisms and placing at all units of the university
Encouraging, supporting and recognizing staff and student organizations
Modernizing the documentation and information management practices
Assuring students representation at all student service
Providing timely and organized transportation services to all staff
Improving /amending and implementing employees and students’ code of conduct
Improving quality of students’ support services
Academic and research support services quality improvement Activities to be performed :
Improving the discipline, motivation and skill of registrar and record employees
Ensuring the transparency of students’ assessment and evaluation
Reducing cycle time of research proposal review
Introducing transparent proposal reviewing system (including introduction of an open defense
system)
Monitoring and evaluating researches undergoing
Community services quality improvement work includes
Improving the affordability of educational community services
Improving the professional ethics and discipline of health employees
Improving the customer service quality of continuing and distance education programs
Program expansion and diversification project
Activities to be performed are:
Diversifying under and postgraduate educational programs
Establishing and Expanding distance education programs
Offering short term trainings and postgraduate diploma programs in different educational disciplines
Diversifying the research thematic area in different fields of studies
Diversify community service activities of the university
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Project owner/coordinator: ARCEAVP and ADBDVP
Project Implementer: QEAPA, director, RTI and DDIT, college deans and department heads.
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Conduct need based training and consultancy service
Prepare fund raising proposals and projects
Expand post graduate programs, distance and CEP
Revenue from different sales and rental services
Regular monitoring and evaluation of income generation activities
Construction design, consultancy, supervision services
Strengthening material production unit
Hollow block concrete strength testing service
Provision of training on driving license and approval service
Provision of annual vehicle inspection service
Equipment renting
2. Improvement of resource utilization project
Activities under this project include:
Activities Physical resource
Training on resource stewardship principles
Automating the property registration and control system
Apply KAIZEN principle in appropriate areas
Identification, segregation and utilization of idle resources
Creating awareness on property management and utilization
Ensuring a fair distribution of materials or properties
Ensuring timely and appropriate repair and maintenance services
Type & quality specification
Financial Resources
Strengthen the existing capacity of the financial personnel
Ensuring effective and accountable procurement system
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Activities to be Administrative support service project
performed Enhance student affair service
Encourage customer/stakeholder participation in the university decision
making
Enhancing communication
Creating conducive work environment
Enhance ethical relationship among staff, customers and stakeholders
Enhancing a feedback collection mechanisms and placing at all units of the
university
Customer handling Project
Promoting university services
Expanding services accessibility
Enhance communication
Image building activities
Recognizing and awarding distinguished members of the community that
contributed to the welfare and development of the community
Strengthening, supporting and recognizing staff and student organizations
Providing trainings on entrepreneurial skills for all graduating students
Strengthening consultancy services
Establish partnership and customer networking office
Developing and continuously updating customers database
Required budget 1,000,000.00
Project owner President Office
Project implementer Process Owners
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12. Corporate Strategic Initiatives and Objectives Matrix
Table 12.1. Corporate Strategic Objective to Initiative Matrix
Corporate Objectives Initiatives Projects Program Responsible
Budget Unit
1 Improve KSA of the staff Human resource development Leadership capacity building project 84, 315, 000.00 Office of the president
program
Staff development project
2 Expand and modernize infrastructure and facilities Infrastructure and facility Building and infrastructure dev’t project 3, 973, 000, 000.00 Office of the president,
enhancement program Scientific director
Facility dev’t project
ICT Support enhancement project
3 Enhance good governance and cross-cutting Change management and Chang management project 2, 000, 000.00 President, VPARCEA,
activities good governess program Good governance project ADBDVP, scientific director,
Cross cutting issues
reform office
4 Enhance academic quality and relevance Institutional programs’ quality and relevance assurance 3, 000, 000.00 QEAPA, director, RTI and
Institutional quality and project DDIT, deans and department
relevance assurance program institutional system quality assurance project
heads
Program expansion and diversification project
5 Improve service quality
6 Increase access and equity of education
7 Increase Teaching-learning, technology adoption/ Technology innovation and Technology innovation and dissemination project 10, 000, 000.00 VP for Academic and
adaptation, research output and community research output dissemination Research affairs
engagement beneficiaries. program Research output dissemination project
Research Directors
8 Enhance scale, quality & relevance of technology
adoption/adaptation, research output and linkage
with industries
9 Enhance community engagement, corporate social University Society good Community engagement and partnership enhancement 10, 000, 000.00 President and Vice president
responsibility and stakeholders partnership program projects offices, All work units
General education quality improvement project (model high
school)
Cooperate society responsibility projects
10 Improve resource utilization Income generation and Income generation enhancement project 10, 000, 000.00 President, ADBDVP,
resource utilization ARCEAVP
improvement program Improvement of resource utilization & mobilization project
11 Expand internal income
12 Increase customers and stakeholders Participation Customer relationship and Administrative support service project 1, 000, 000.00 President, ADBDVP, College
satisfaction enhancement
program Customer handling project
13 Maximize customers and stakeholders Satisfaction
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13. Cost and Finance
Table 13.1. Cost and Finance
Dire Dawa University 2015/16-2019/20 Budget and finance estimation Total
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14. Monitoring and Evaluation
Monitoring and evaluating the planning activities and status of implementation of the
plan is for many organizations- as important as identifying strategic themes and
objectives. One advantage of monitoring and evaluation is to ensure that the
organization is following the direction established during strategic planning. The
strategic plan document should specify who is responsible for the overall
implementation of the plan, and also who is responsible for achieving each objective
and target.
It should also specify who is responsible to monitor the implementation of the plan and
made decisions based on the results. Cognizant of this fact, a monitoring and evaluation
system of the next five years BSC/strategic plan of DDU is formulated. An efficient
Monitoring and Evaluation system requires a well-established coordination among all
levels. A planning office in collaboration with top management, will be responsible for
monitoring and evaluating all units of the university, and will convene a meeting of
university council and other relevant key actors to review progress biannually.
The achievement of planned activities will be measured through surveys, special
studies, site visits and regular reports from implementing business process
college/school/institute/directorates/sections/teams department/ unit/ and other
partners. Business processes, college, departments, directorates, offices and units will
also hold annual, semi-annual, quarterly and monthly meetings to evaluate their
performance, identify bottlenecks and take timely action, and disseminate best
practices. Last but not least, monitoring and evaluation shall track resource
disbursement and utilization at all levels to ensure result-oriented performance and best
use of resources.
14.1 Cascading
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Corporate performance report
Directorates’/colleges/institutes’ performance report
Offices/departments and units/sections/teams performance report
Individual performance report
Data collection and Information flow Individual level performance data will be collected
daily by the concerned employee and weekly report to their immediate supervisors/team
leaders/ department heads. By compiling the collected reports and their own
performances, these supervisors/team leaders/section heads/department heads shall
report biweekly to their immediate supervisor/directors/Colleges/institutes heads. In-
turn, these unit compile the performance reports of their subordinates and their own
performance and submit to the planning office head monthly. Finally the planning office
will compile these performance reports from all Units and prepare institutional
performance reports based on the corporate objectives. Daily, weekly, monthly, quarterly
and annual performance reports will be prepared as per the Formats annexed herewith.
Deans, directors and other unites are expected to submit their performance report to the
planning office based on the following schedule
Monthly reports with in the first three days of each next month
Quarter reports shall be submitted within the first five days of Tikimit, Tir, and Meazia
Ethiopian calendar.
Annual reports (including the fourth quarter report) up-to Hamle 7 according to
Ethiopian calendar.
The planning office should be able to send these reports to the top and middle managers by
compiling and analyzing based on the following schedule
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Monthly reports within the first five days of each next month.
Quarter reports shall be submitted within the first seven days of Tikimit, Tir, and
Meazia Ethiopian calendar.
Annual reports (including the fourth quarter report) up-to Hamle 9 according to
Ethiopian calendar. University council shall approve the reports up-to Hamle 11
The top management should present the complied and analyzed reports to the board of the
University and submit same to MoE and to HEI standing committee of the parliament based on
the following schedule:
Quarter reports shall be submitted within the first ten days of Tikimit, Tir, Meazia,
and Hamle Ethiopian calendar
Annual reports shall be submitted up-to Hamle 15 according to Ethiopian calendar
Respecting deadlines for plan and report preparation. The BSC annual plans and performance
reports of processes, schools/colleges, institutes and Offices will be submitted to the planning
office first through e-mail and then in hard copy endorsed by the section head. Furthermore,
each and every office of the university is abide by the plan and report sending schedules
approved. The planning office together with the top management of the university can take
necessary administrative measures to irresponsible individuals.
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The university will have four performance ranks. These are:
Outstanding 5+1 ≥100% When the achieved result is greater than the targeted
(dark green) performance
Excellent (Light 5 85-100% When the achieved result is between 85 and 100%
Green)
Satisfactory (yellow) 3 60%- When the achieved result is between 60% and 85% of
85% the targeted performance
The Planning office shall verify if all reports from directors are prepared as per all the
requirements and procedures. By doing so, the directorate shall submit same to the
relevant top management by incorporating comments and suggestions, if any. Based on
the monitoring and performance evaluations reports collected from all concerned
directors/Colleges, the planning monitoring and evaluation directorate and finance
directorate shall prepare institutional monitoring and evaluation report and submit to the
president of the university for discussion at the university council’s meeting. Based on
the inputs collected from the university council on the performance evaluation report,
the administrative council of the university shall evaluate how far the objectives, and
targets formulated on the scorecard are achieved and thereby decide the institutional
performance level.
If the institutional performance evaluation carried out by the university council and the
administrative council shows differences, it shall be justified as precise as possible. If
the discrepancy is high; the evaluation shall be repeated and corrected. And finally it
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shall be submitted to the university board to incorporate comments and suggestions, if
any.
All evaluations carried out at different levels, shall be submitted and presented in
accordance with the annual reports submission and presentation schedules and
procedures.
An immediate supervisor (in recent thoughts, the employee him/herself can also be
required to evaluate his/her performance and submit the result to his/her immediate
supervisor) shall conduct performance evaluation of their employees every six months.
Administrative staff shall be evaluated in Tir and Hamle months whereas performance
evaluation of academic Employees shall be conducted at the end of each semester.
Grievance Handling
If an employee has grievance on his/her performance evaluation result, he/she has to
present his/her complaint in written form to the next supervisor within three days of an
official announcement of the evaluation result. The next supervisor who received
employee complaint will verify the complaint and pass decision on the issue by
comparing the individual performance with his/her scorecard.
If the employee has still grievance on the decision of the next supervisor, he/she has to
present his/her complaint in written form to the grievance handling committee of the
university within five days of an official announcement of the next supervisor decision.
The decision of the committee will be the final verdict for the complaint.
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Annex
DIRE DAWA UNIVERSITY
Prepared by:
Approved by:
Name: __________________________________
Name: _________________________
Sign: ___________________
Sign: ___________________
Date: ___________________ Date: ____________________
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DIRE DAWA UNIVERSITY
Prepared by:
Approved by:
Name: __________________________________
Name: _____________________________
Sign: ___________________
Sign: ___________________
Date: ___________________ Date: ____________________
Prepared by:
Approved by:
Name: __________________________________
Name: ____________________________
Sign: ___________________
Sign: _____________________________
Date: ___________________ Date: _____________________________
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ANNEX I: CASCADING FORMAT
Annex 1.4: Departments’ cascading format
Perspectives Corporate Objectives Objectives’ Measures & units Measures Baseline Targets
Objective of the vice weight weight
president’s from 100% from
office 100%
Prepared by:
Approved by:
Name: __________________________________
Name: ____________________________
Sign: ___________________
Sign: ___________________
Date: ___________________ Date: ____________________
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Annex 1.5: Case Teams’ cascading format
Perspectives Corporate Objectives Objectives’ Measures & units Measures Baseline Targets
Objective of the vice weight weight
president’s from 100% from
office 100%
Prepared by:
Approved by:
Name: __________________________________
Name: ___________________________
Sign: ___________________
Sign: ___________________
Date: ___________________ Date: ____________________
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Objective president’s from 100% from
office 100%
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MONTHLY ACTION PLAN
Strategic Performance Target July August September October November December Implementer
objective measure
Objective 1: Target 1.1:
Description of activities:
Target 1.2:
Description of activities
Objective 2: Target 2.1:
Description of activities:
Target 2.2:
Description of activities
Signature:________________ Signature:________________
Date:____________________ Date:___________________
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Objective Measure July August September October November December
Signature:________________ Signature:________________
Date:____________________ Date:___________________
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Strategic Performance Target July August September October November December
objective measure W W W W W W W W W W W W W W W W W W W W W W W W
1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 3 1 2 3 4 1 2 3 4
Objective 1: Target 1.1:
Description of
activities:
Target 1.2:
Description of
activities:
Objective 2: Target 2.1:
Description of
activities:
Target 2.2:
Description of
activities:
Prepared by:
Approved by:
Name:_________________________________ Name:_______________________________
Signature:________________ Signature:________________
Date:____________________ Date:___________________
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Strategic Performanc Target & description of Monday Tuesda Wednesd Thursda Friday Comment
objective e measure activities y ay y
Name:_______________________________
Name:_________________________________
Signature:________________ Signature:________________
Date:____________________ Date:___________________
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Perspectiv Employees’/individu Weigh Performance measures Weight Target Accomplis Performa Total Remark
es als’ objectives t s hment/ach nce level result/poi
ieved nts
result achieved
Name:_________________________________ Name:___________________________
Signature:________________ Signature:________________
Date:____________________ Date:___________________
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Key: Outstanding = 4; Excellent = 3; Satisfactory = 2; Unsatisfactory = 1
Employees’ comments:
_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
__________
_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
__________________
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