ADDIS ABABA UNIVERSITY

UNIVERSITY-WIDE STRATEGIC PLAN

2008 – 2013

"Shaping the Future

of
Flourishing Higher Education
for
a Regenerating Nation"

January 2008
 Contents
Executive Summary iii

Introduction viii

Chapter 1: AAU's Vision, Mission, and Values 1

1.1 Vision 1
1.2 Missions 1
1.3 Values 3

Chapter 2: Internal and External Strategic Issues 5

Chapter 3: Objectives and Goals 12

Chapter 4: Action Plans 25

Monitoring and Evaluation 54

Summary of Additional Resource Requirement Estimations 56

List of Participants in University Level Strategic Planning 57

ii
 Executive Summary
This Strategic Plan is the first attempt by AAU to chart its future direction towards self-transformation
into predominantly graduate and research institution. The University began the task of framing strategic
plan by establishing a Strategic Planning Committee (SPC) ), consisting of sixteen members and chaired
by the President. The Strategic Planning Committee drew together thousands from all constituencies of
the academic community in a variety of flora bidding them into their own future and urging them to shape
it collectively. A series of week-end staff and student meetings were conducted to identify
University's areas of strong and weak performance and to clarify emerging problems and
opportunities. Consultative meetings were also held with different international partners with
rich experiences in university strategic planning and reform. Finally, opinions were solicited
from various stakeholders.

Definition of vision and missions

Following the deliberative exercise, SPC was in a position to articulate the University’s
vision and mission. These clearly define the areas of focus for AAU.

Vision
Addis Ababa University aspires to be a pre-eminent African research university
dedicated to excellence in teaching, critical inquiry, creativity and public action in
an academic community that cultivates and celebrates diversity.

Missions
The University's mission includes:
1. Foster a democratic University which gives pride of place to its students in
instruction and provision of services, while encouraging the robust exercise of
academic freedom through equal and full participation of its members and a
free play of diverse perspectives, in both learning and governance.
2. Enhance Ethiopia's capacity in higher education by developing vibrant
graduate programs and by nurturing professional competence, humanistic
education, scientific culture, academic excellence and cultivating committed
and ethical citizenry.

iii
3. Develop teaching and research programs relevant to Ethiopia's sustainable
development and, when appropriate, cross disciplinary bounds in order to
address the most pressing challenges of our time.
4. Disseminate knowledge and results of research so as to raise awareness about
critical issues central to the lives of local, national, and global communities.
5. Maintain quality, dedicated, diverse faculty and support staff in key academic,
administrative, and staff leadership positions .
6. Nurture gender equality in and out of the classroom, sustained by a faculty
and student body with varied cultural and intellectual perspectives.
7. Nurture multicultural equality in and out of the classroom, sustained by a
faculty and student body with varied cultural and intellectual perspectives.
8. Promote public engagement integrated with teaching and research so as to
gain practical knowledge and to promote, among both students and staff,
commitment to the advancement of human well-being and freedom.
9. Preserve and enrich Ethiopia's natural and cultural heritage.
10. Enrich an Ethiopian perspective in the curricula, research agenda, and enlarge
an Ethiopian presence in the graduate faculty in order to make an effective
contribution to national efforts to answer pressing problems and challenges
facing the country and the citizenry.
11. Pursue research and teaching programs from distinctively African
perspectives and address challenges facing Africa.
12. Extend special support to students with disabilities and to students coming
from groups and communities historically denied equal opportunity in higher
education.
13. Produce graduates that will become leaders in their communities and public
services, accomplished professionals in their respective disciplines, and
capable of becoming fully competitive in all sectors - - both the private and
public - - , in academic institutions and in the international community.
14. Provide wide-ranging educational opportunities, in and off campus, for active
professionals and life-long learners, deploying information technology.

iv
 15. Engage the University in mutually rewarding on-going collaboration with
emerging Ethiopian universities and strategic partnership with national and
international universities, research institutions as well as with the private
sector.

Identification of strategic issues

The fundamental issues that emerged from environmental and other analyses that the University has to
address to achieve its mission and move towards its desired future were elaborated under seven issue
domains:
• Governance and Administration
• Infrastructure and Resources
• Programs of Study and Educational Support Services
• Staff
• Students
• Addressing National Priority Agenda
• Public Engagement and International Collaboration

Formulation of strategic objectives, goals and action plans

To address strategic issues and develop deliberate strategies for achieving its missions, AAU set strategic
objectives, goals and action plans. All together, twenty-three objectives addressing growth, teaching,
research, innovation and resources were formulated:

Objective 1: Create a chartered self-governing university with a focus on graduate study

and research; flourishing diversity and academic freedom; and consolidated
faculties and institutes that enjoy wide autonomy.
Objective 2: Develop an academic administration dedicated to graduate studies and
research.
Objective 3: Provide the requisite quality and quantity of infrastructure and resources to
create and maintain a sustained enabling teaching and learning environment
in all University campuses.
Objective 4: Mobilize resources from various sources for the implementation of the
strategic plan

v
Objective 5: Develop and deliver relevant and quality educational and training programs
Objective 6: Expand distance education programs to meet the needs for educational
opportunities of diverse groups
Objective 7: Enhance educational support services and resources
Objective 8: Establish jointly with other higher education institutions national core
scientific laboratories to use resources efficiently and encourage
collaborative activities.
Objective 9: Develop and maintain qualified, competent, committed, diverse and
adequately supported faculty to create and sustain vibrant programs of study
and research.
Objective 10: Develop and maintain a qualified, competent, committed, diverse and
adequately supported administrative staff responsive to the academic
community of a research university and to public demand.
Objective 11: Promote professional excellence of academic staff through self-initiated
associations
Objective 12: Enhance academic performance of students
Objective 13: Increase graduate student enrollment
Objective 14: Enhance community engagement of students
Objective 15: Promote student maturity, ethics, comportment (conduct and
behavior), respect for ethnic and religious diversity through self-initiated
associations, group discussions, and through compulsory general courses to be
developed.
Objective 16: Create in all campuses a conducive teaching-learning environment.
Objective 17: Promote diversity and multicultural interaction of students
Objective 18: Develop and implement graduate and research programs responsive to national
imperatives and goals, and short-term training courses and consultancy
services geared to meeting public and private demands.
Objective 19: Develop strategic alliance with national universities (all federal and selected
private universities).
Objective 20: Promote active engagement of the University in the provision of socially relevant
public service.
Objective 21: Promote University engagement with parents, alumni, private companies,
public enterprises, foundations, professional associations and NGOs.

vi
Objective 22: Develop an organized and focused relationship with international development
agencies - - bilateral and multilateral - - that support the University's priority
agenda such as development of PhD programs, thematic research, and staff
development.
Objective 23: Develop strategic alliance with international universities and associations
(disciplinary associations and International Association of Universities,
Association of African Universities).

Under each objective, specific statements of what the University aims to achieve - - namely goals - -
were formulated. Finally, the action plans for AAU to achieve its strategic goals were framed after
numerous discussions and deliberations.

vii
 Introduction

This Strategic Plan is the first attempt by AAU to chart its future. The President of Addis
Ababa University, Professor Andreas Eshete, launched the process of drafting the
strategic plan. The planning process has taken into account past experiences with their
concomitant challenges, current issues characterized by the high national priority
accorded to the growth of higher education, future challenges posed by AAU’s self-
transformation into a predominantly graduate and research institution, and the necessity
of putting in place a student-centered paradigm in higher education .

The Strategic Planning Committee (SPC) ), consisting of sixteen members nominated by

the President, conducted a number of meetings to draw together all their energies in order
to coherently and harmoniously provide the critical leadership essential for an efficient
and successful university strategic planning process. These meetings involved: sharing
experience among members; establishing consensus on common factors that trigger
university-wide strategic planning; exploring concepts and models of strategic planning;
relating these to AAU context; and developing a road map and mechanisms to
communicate this to the University community.

A series of six consecutive week-end retreats were conducted in May and June 2006 at
Adama to identify and discuss internal and external issues affecting Addis Ababa
University. A total number of 450 to 500 people, who sufficiently represent the
University community, participated in these retreats. The different faculties, research
institutions and administrative units which participated in these meetings were grouped
into five major clusters with a proportional allocation of the units involved. Each group
was formed with a ratio of 50% academic staff, 35% administrative staff and 15%
students with due consideration to gender and disability representations. Each group
conducted its discussion independently, selecting its own chairs and rapporteurs as well
as choosing its own methodology of discussion, which was at times independent of the
SPC's guidelines. The SPC had also provided a template which was optionally employed

viii
as an aid to compile the outcome of the discussion. Each group presented its summary
report at the end of the sessions to the week's participants and submitted it to the SPC.

The consolidated reports from the retreat were distributed to the wider community for
validation. The staff (academic as well as administrative) and students meetings were
conducted separately during a four-day period, June 15 to 18 at each faculty.

The SPC also held consultative meetings with different international partners: a
delegation from Emory University and university presidents from different parts of the
world who have rich experiences on university strategic planning and reform.

The committee, after reviewing the strategic planning process, saw the practical need for
establishing an office that would be fully engaged in the day-to-day activities of the
process and work on confidence building by facilitating the process and implementation
of the ongoing reform activities as well as identifying areas of reform, "quick wins" and
act upon those identified areas to pave the way for the implementation of the strategic
plan. However, instead of starting from scratch and duplicating offices with closely
related and overlapping mandates, the SPC reorganized and transformed the University
Reform Office into the Office of Strategic Planning and Reform.

After reorganizing the office, the SPC embarked upon the next phase of soliciting input
from various stakeholders, professor emeriti, prominent citizens, elected and appointed
officials of the country, employers and friends of the University. Various panel
discussions and debate forums on different themes concerning higher education and
AAU’s future direction and its contributions to the development of the country were
organized in November 2006.

After the stakeholders conference, SPC was able to articulate the University vision,
mission and values and this was subsequently sent to colleges and faculties for their
comments. Moreover, the office held a workshop aimed at giving guidelines for
launching the strategic plans of faculty, college and institutes.

ix
In addition, the SPC further analyzed the Consolidated and Validated Reports of the
Adama Retreats with the aim of arriving at categorized strategic issues and using these to
draft strategic objectives, goals, actions as well as detailed action plans with success
indicators, timelines, responsible bodies, and resources required to execute the actions.
The SPC co-opted members of the University community to perform these tasks.

After several discussions and deliberations, the SPC worked out and compiled the
University-wide final strategic plan and submitted it in the form provided in the
following pages.

x
Chapter 1: AAU’s Vision, Mission and Values

1.1 Vision

Addis Ababa University aspires to be a pre-eminent African research university dedicated

to excellence in teaching, critical inquiry, creativity and public action in an academic
community that cultivates and celebrates diversity.

1.2 Mission

The University's mission statement, approved by SPC, includes:

1.2.1 Foster a democratic University which gives pride of place to its students in
instruction and provision of services, while encouraging the robust
exercise of academic freedom through equal and full participation of its
members and a free play of diverse perspectives, in both learning and
governance.
1.2.2 Enhance Ethiopia's capacity in higher education by developing vibrant
graduate programs and by nurturing professional competence, humanistic
education, scientific culture, academic excellence and cultivating
committed and ethical citizenry.
1.2.3 Develop teaching and research programs relevant to Ethiopia's sustainable
development and, when appropriate, cross disciplinary bounds in order to
address the most pressing challenges of our time.
1.2.4 Disseminate knowledge and results of research so as to raise awareness
about critical issues central to the lives of local, national, and global
communities.
1.2.5 Maintain quality, dedicated, diverse faculty and support staff in key
academic, administrative, and staff leadership positions.
1.2.6 Nurture gender equality in and out of the classroom, sustained by a faculty
and student body with varied cultural and intellectual perspectives.

1
1.2.7 Nurture multicultural equality in and out of the classroom, sustained by a
faculty and student body with varied cultural and intellectual perspectives.
1.2.8 Promote public engagement integrated with teaching and research so as to
gain practical knowledge and to promote, among both students and staff,
commitment to the advancement of human well-being and freedom.
1.2.9 Preserve and enrich Ethiopia's natural and cultural heritage.
1.2.10 Enrich an Ethiopian perspective in the curricula, research agenda, and
enlarge an Ethiopian presence in the graduate faculty in order to make an
effective contribution to national efforts to answer pressing problems and
challenges facing the country and the citizenry.
1.2.11 Pursue research and teaching programs from distinctively African
perspectives and address challenges facing Africa.
1.2.12 Extend special support to students with disabilities and to students coming
from groups and communities historically denied equal opportunity in
higher education.
1.2.13 Produce graduates that will become leaders in their communities and
public services, accomplished professionals in their respective disciplines,
and capable of becoming fully competitive in all sectors - - both private
and public - -, in academic institutions and in the international community.
1.2.14 Provide wide-ranging educational opportunities, in and off campus, for
active professionals and life-long learners, deploying information
technology.
1.2.15 Engage the University in mutually rewarding on-going collaboration with
emerging Ethiopian universities and strategic partnership with national
and international universities, research institutions as well as with the
private sector.

2
1.3 Values

The University is guided by commitment to a set of core values.

1.3.1 Academic Freedom

The University upholds academic freedom as a core value.
1.3.2 Excellence
The University pursues excellence as the ruling standard in teaching, scholarship and
creative activity, and commits itself to the attainment of the highest standards in
academic performance.
1.3.3 Integrity and Professionalism
The University promotes honesty, integrity, ethical conduct, and nurtures a culture of
teamwork, collegiality and mutual support among members of the University community.
1.3.4 Diversity
The University promotes diversity of its teaching faculty, support staff and students, and
encourages the expression, consideration and evaluation of diverse ideas.
1.3.5 Tolerance and Mutual Respect
The University promotes and maintains a culture of tolerance and mutual respect.
1.3.6 Social Responsibility and Public Service
The University promotes good citizenship and active public engagement, and commits
itself to partnerships to extend knowledge and expertise for the betterment of all.
1.3.7 Initiative
The University, in its academic programs and other activities, encourages and rewards
individual and group initiative and creativity among members of the University
community.
1.3.8 Reliance on Authority of Reason
Pronouncements and undertakings of the University shall reflect reason and scholarship.
Respect for the law of the country shall be the guiding principles of the University
community.

3
1.3.9 Student-centeredness
The University is committed to providing an academically challenging and
supportive learning environment that motivates students to be actively engaged in
their own learning and to be agents in decision making and governance.
1.3.10 Efficiency
Optimal mobilization as well as efficient and equitable deployment of human and
other academic assets shall be a standing concern of all members and bodies of
the University.
1.3.11 Appreciation of African Initiatives
The University maintains an appreciation of African initiatives in all scholarly
work.

4
 Chapter 2: Internal and External Strategic Issues

As indicated in the introduction, SPC conducted an extended process of SWOT (strengths,

weaknesses, opportunities, threats) analyses. The internal and external strategic issues
identified in the process are categorized into issue domains and summarized.

2.1 Internal Strategic Issues

2.1.1 Governance and Internal Autonomy

Strengths
¾ Willingness of the leadership to
carry out reform in governance and
internal autonomy
¾ Availability of qualified manpower
to carry out the desired reform
¾ Availability of study materials on
various issues
¾ Existence of ICT infrastructure to
assist in improving information
management system
Weaknesses
¾ Lack of clear statements on vision, missions and goals
of the University
¾ Absence of university charter
¾ Lack of institutional capacity for strategic planning
¾ University leadership perceived as not being
accountable to the academic community
¾ Inadequate participation of the University community
in decision making
¾ Lack of internal autonomy of Colleges and Faculties
¾ Lack of institutional memory
¾ Lack of managed public relations

2.1.2 Administration/Management

Strengths
¾ Existence of ICT infrastructure to
assist in improving work flow and
accountability
¾ Availability of qualified manpower
to carry out the desired reform
¾ Availability of study materials on
various issues
¾ Existence of large Faculties with
high potential (e.g. FBE, Faculty of
Education, etc.)
Weaknesses
¾ Lack of an efficient administrative system (including
finance and purchasing)
¾ Lack of a rigorous system of regular review and
accountability
¾ Lack of capacity to administer block grants and other
financial resources
¾ Centralization of financial, administrative and procurement
services
¾ Lack of coordination and communication among
functioning units
¾ Lack of policy and procedure manuals fit for autonomous
university
¾ Non-involvement of Faculty expertise in
administration/management (e.g. FBE in management and
finance)

5
 2.1.3 Academic Administration
Strengths Weaknesses
¾ Dedicated and qualified ¾ Prolonged vacant post of the AVP
academic staff who are ¾ Lack of managerial skill of most academic administrators
willing to assume ¾ Engagement of most academic administrators in routine
academic leadership operations, thereby lacking opportunities to think strategically
¾ Lack of efficient administrative support
¾ Inappropriate job assignments (e.g. associate deans engaged in
class scheduling, a task that can easily be performed by an
administrative assistant)
¾ Lack of academic staff participation in nominating candidates for
academic administration

2.1.4 Material Infrastructure and Resources

Strengths
¾ Large infrastructural resources,
including ICT infrastructure
¾ Large Faculties with considerable
infrastructure and resources
Weaknesses
¾ Poor physical infrastructure such as lecture halls;
audio visual facilities; Internet facilities; standby
generators; workshops ; and maintenance center
¾ Lack of master plan for physical expansion and
development

2.1.5 Income Generation

Strengths Weaknesses
¾ Existence of potential for income ¾ Revenue generating potential not adequately
generating activities (e.g. specialized identified
laboratories, museums, printing press, ¾ Lack of planning
health services )

2.1.6 Administrative and Support Staff

Strengths Weaknesses
¾ Educational ¾ Lack of well qualified managerial staff
opportunities for ¾ Non-competitive salary
administrative staff ¾ Lack of a comprehensive staff profile
¾ Existence of ¾ Lack of rules and regulations governing hiring and promotion of
dedicated staff with support staff
experience ¾ Lack of articulated policies and procedures with well-defined roles and
responsibilities
¾ Lack of training scheme to develop adequate staff to meet university’s
needs
¾ Lack of appropriate career structure for technical staff, including
maintenance staff
¾ Lack of appropriate incentives and benefits packages for administrative
staff (e.g. transportation services, model school, medical benefits)
¾ Inadequate job security and employment status
¾ High proportion of contract staff
¾ High ratio of administrative staff to academic staff
¾ Absence of Workers Union

6
 2.1.7 Academic Staff
Strengths
¾ Existence of growing
graduate training
programs, some of them at
Ph.D. level, for upgrading
the qualification of staff.
¾ High Ethiopianization of
faculty in some areas
¾ Existence of dedicated staff
in some Faculties despite
low salaries
¾ Existence of highly
qualified staff in some
areas
¾ Existence of inventive staff
in some fields
2.1.8 Undergraduate Programs of Study
Strengths
¾ Comprehensive university
(i.e. with diversified
programs)
¾ Existence of large areas of
strength (e. g. basic
sciences, health sciences,
technology, etc.)
¾ Comparative advantage
areas such as performing
and studio arts, music and
linguistics
¾ Existence of diversified
graduate programs that
support the undergraduate
programs
¾ Existence of continuing
education program with
large number of students
¾ A large undergraduate
enrolment
¾ Existence of ICT
infrastructure which assists
in improving the quality of
education and research
Weaknesses
¾ Non-competitive salary,
¾ Lack of incentive system (e.g. transport services, model school, medical
benefits, research leaves, research money, etc. )
¾ Lack of favorable environment for the academic staff to provide
consultancy services in the university
¾ Lack of active staff development scheme
¾ Over-reliance on part-time academic staff
¾ Failure to keep pace with progress in the field
¾ Low level (in number and quality) of research and publication
¾ Low level of senior staff and staff with terminal degree
¾ Lack of involvement of the staff outside class with students and the wider
community
¾ Failure to retain qualified staff in professional schools
¾ High degree of inbreeding
¾ Absence of tenure system
¾ Lack of appropriate policy on recruitment of expatriate staff of Ethiopian
origin
¾ Lack of appropriate policy on using retired staff to serve the University
in various ways
¾ Lack of pedagogical training of beginner lecturers
¾ Lack of commitment of academic staff to the university
¾ A system of teacher evaluation that requires improvement
¾ Poor staff/student interaction
¾ A non-functioning Teachers Association
Weaknesses
¾ Few trans-disciplinary programs
¾ Insufficient cross-listing of electives and minor programs
¾ Lack of honor undergraduate programs
¾ Curriculum not responsive to national imperatives and goals (e.g. No
programs on food security, natural hazard monitoring, energy and HIV
AIDS education)
¾ Absence of distance education system
¾ Few apprenticeship and internship programs
¾ Lack of proper integration and upgrading of educational programs in
recently acquired institutions (e.g. Medical laboratory technology)
¾ Duplication of programs
¾ Lack of institutionalized program reviews at regular intervals
¾ Poor English language proficiency of students and academic staff
¾ Insufficient use of ICT for creation/distribution of knowledge and for
teaching/learning
¾ Absence of general education programs to equip the students with
general knowledge and competency in specific areas.
¾ Teaching-leaning process which is not student-centered, student-friendly,
disabled-conscious and gender-sensitive.
¾ No tracer studies to evaluate performance of past graduates
¾ Deteriorating quality of teaching (large classes, poor material conditions,
absence of innovative methods of teaching, etc.)
¾ Unsatisfactory arrangement for science education program
¾ Curriculum design not demand driven and not dynamic
¾ Lack of explicit and organized quality assurance system
¾ Lack of support system
7
 2.1.9 Graduate Programs & Research
Strengths
¾ Diversified graduate study programs
¾ Graduate program expansion
initiative
¾ Initiation of reform of graduate
study and research administration to
enable effective planning and
implementation of graduate
programs and research
¾ Existence of regional (African)
graduate programs in some areas
¾ Comparative advantage areas such
as Ethiopian/African Studies
¾ Research in traditional medicine and
tropical medicine
¾ Documentation of research output
¾ ICT infrastructure which assists in
improving the quality of education
and research
¾ Good opportunity for funding
research
2.1.10 Gender and Multiculturalism
Strengths
¾ Establishment of the Institute of
Gender Studies
¾ Student population with diverse
cultural background
¾ Affirmative action for admission of
female students
2.1.11 Students
Strengths
¾ Availability of the services of School
of Fine Arts, Yared Music School and
Cultural Center for student cultural
and recreational purposes
¾ High student preference to join AAU
¾ Motivated and, in certain disciplines,
high caliber students joining AAU
¾ Student population with diverse
cultural backgrounds
¾ Establishment of Community Work
and Life Center
Weaknesses
¾ Lack of adequate support (academic and non-academic) to
graduate students (e.g. graduate (research) library, recreational
facilities, eating facilities)
¾ Donor-driven research agenda
¾ Inadequate information system regarding funds for research
¾ Inadequate solicitation of research fund
¾ Poor utilization record of fund for research and lack of
monitoring of utilization of fund for research
¾ Lack of incentives for research
¾ Absence of research centers of excellence in areas of national
need (e.g. food science, water, energy)
¾ Lack of system for regularly updating research priorities,
including identification of strategic research areas that deserve
priority
¾ Poor research support services
¾ Absence of research policy handbook
¾ Graduate student admission based on CGPA only.
¾ Lack of teaching and research assistantship for PhD students
¾ Lack of block grants for PhD research
¾ Lack of housing for graduate students
¾ Inadequate dissemination of research results
¾ Lack of linkages with industry
¾ Low tuition fees for graduate studies
Weaknesses
¾ No programs for mainstreaming gender and
multiculturalism
¾ Gender inequality with regard to access, academic staff
positions, and managerial staff positions
¾ Regional imbalance in access for Ethiopians from
peripheral and disadvantaged areas
¾ Absence of university-wide gender focal point
¾ Lack of multicultural tolerance among students
¾ Lack of protection of female students from sexual
harassment
Weaknesses
¾ Poor high school preparation of students
¾ Lack of differential remedial and sustainable support system
for affirmative action students to enable them to cope with
university studies
¾ Program of studies and assessment not tailored to the
strengths and weaknesses of students
¾ Poor facilities in and outside the classroom for self-study
¾ Inadequate academic and non-academic counseling services
to students
¾ Inadequate institutional support for disabled students
¾ Inadequate institutional support for needy students (for
example, through establishment of welfare fund, summer
jobs, part-time employment, etc.)
8
 ¾ Absence of career development and life-long education
support
¾ Student services (dormitories, cafeteria and sanitary facilities)
and physical and recreational facilities in need of upgrading
and diversification
¾ Absence of strong support for student union and student
association including student paper and student radio.
¾ Growing number of students not attending class regularly.
(This is due to internal factors like evaluation system and due
to poor quality of teaching or external factors like
involvement of students with chat. )
¾ Student discipline problems related with substance abuse
¾ Lack of system of campus student employment

2.1.12 University Support Services

Strengths
¾ Ethiopian Study Library providing access to
massive archival resources to researchers
¾ Existence of the Museum of Ethiopian
Studies preserving history and culture
¾ Existence of the National Herbarium and
Natural History Museum for scientific study
¾ Automation of the university library
¾ On-line access to journals
¾ ICT support
¾ AAU Printing Press and AAU Publication
Press
Weaknesses
¾ Library system inadequate to support teaching-
learning and research in terms of books, journals, staff,
physical facilities, use of ICT, etc.
¾ Lack of joint facilities
¾ Inadequate support services such as laboratories, field
stations and vehicles for field work, and book centers
¾ Insufficient number of good quality student/staff
cafeterias
¾ Lack of information and orientation on on-line access
to journals
¾ Absence of well-organized press to publish classics,
out of market materials, and textbooks at affordable
price.

2.1.13 Sports and Extracurricular Activities

Strengths
¾ Large number of students, giving the
university a high potential to excel in
sport competition
¾ Existence of Cultural Center
Weaknesses
¾ Poor sport facilities
¾ Weak extracurricular activities
¾ Lack of staff-student extracurricular activities

2.2 External Strategic Issue

2.2.1 The International Environment

Opportunities Threats
¾ Availability of internships, joint appointments and ¾ Brain drain by universities and
sponsorships from international organizations and organizations abroad, and international
resident NGOs organizations and resident NGOs, by
¾ Opportunity for the University to be transformed attracting qualified personnel /human
from a consumer to a provider of distance education power/ from the University
by exploiting comparative advantage in local ¾ Franchise universities, distance education,
knowledge. and internationally funded hospitals
¾ Expatriate staff recruitment attracting qualified staff and students from
¾ Research and training funds from donor agencies the University

9
¾ International trend in higher education
¾ Access to information
¾ Partnership and networking with other universities
¾ Major trends across disciplines and emerging
disciplines
¾ Emerging markets (e.g. IT)
¾ New and rapidly changing IT and its impact on
teaching and research
¾ Opportunity to develop strong graduate programs in
comparative politics, international relations and
diplomacy, taking advantage of the location of such
organizations as AU and UNECA in Addis Ababa
2.2.2 Relationship with Regulatory Entities
Opportunities
¾ Opportunities to influence policies of the regulatory
bodies because of the high level manpower of the
university
¾ Putting the relationship between the University and
MoE in compliance with the higher education
proclamation
¾ Rapid expansion of education, particularly higher
education by the government
¾ Government investment in higher education,
particularly graduate education and research
¾ Investment of Ministry of Capacity Building in
reform programs in the professional disciplines
¾ Higher education proclamation as an asset for
academic freedom and institutional autonomy
¾ Accreditation of higher education institutions,
standardization of higher education and quality
control of higher education to enhance quality of
higher education
¾ Budgetary support
¾ Autonomy to develop income generating schemes
2.2.3 Engagement with Other Stakeholders
Opportunities
¾ Creating opportunity for graduates of AAU to meet
professional and technical profiles
¾ Opportunities for community service, training and
consultancy
¾ Sponsorship of programs, students and professorships by
private companies, alumni and professional associations
¾ Opportunities for external assessment (e.g. assessment of
services; peer evaluation; self assessment, etc. )
¾ Opportunities for internship and outreach programs
¾ Networking with emerging universities and colleges
¾ Public- private partnership (e.g. joint appointments, joint
facilities, etc. )
¾ Revenue generation
¾ Enhancing the quality of higher education in private higher
educational institutions
¾ Globalization as a threat to the growth of
local knowledge
¾ Growing rapidity of change in knowledge
thereby creating pressure to keep up with
international trends
¾ Pressure for international accreditation and
the consequent marginalization of the
unaccredited
¾ Tendency for research to be donor-driven
Threats
¾ The role assumed by regulatory entities in
negotiating and accepting external funds
compromising autonomy of the University
(e.g. Ministry of Education as pertains to
World Bank funds; S &T Agency as
pertains to Sida/SAREC projects)
¾ Current relationship with Ministry of
Education not allowing sufficient autonomy
in the areas of curriculum design,
admissions, and expatriate employment.
(e.g. the imposition of teachers education
curriculum)
¾ Inability of the University to formulate
differential salaries and academic merit pay
without external intervention.
¾ Financial & procurement regulations (e.g.
foreign purchase)
Threats
¾ Poor pre-university preparation of
students and curriculum of
preparatory program
¾ Private higher educational
institutions as threats (e.g.
attracting qualified staff)
¾ Sponsorship of low quality
candidates for postgraduate
studies, particularly for studies
leading to academic careers
¾ Corruption by external sources
(e.g. purchasing)
10
 2.2.4 Public Engagement of the University
Opportunities Threats
¾ Strengthening the social relevance of the University ¾ The threat of the university
¾ Significant professional contributions at national level being stigmatized as elitist, as a
¾ Opportunity in conflict resolution luxury, etc
¾ Preservation of national heritage ¾ Image of exclusively adversarial
¾ Serving as a catalyst for political and social changes relationship with the public
¾ Assisting new universities ¾ Negative image of the university
¾ Admission of large numbers of students with special needs for inefficiency in its dealings
¾ Dissemination of research results; Contractual research with the public
¾ Vigorous research programs aimed at addressing economic
condition of the country
¾ Opportunity to influence legislations and policy making , improving
the quality of public debates, etc.
¾ Contribution to national development through, for example, revival
of national service by students and staff.

11
 Chapter 3: Objectives and Goals

The internal and external strategic issues were further analyzed by the SPC to arrive at
strategic issues, categorized into seven groups:

ƒ Governance and Administration

ƒ Infrastructure and Resources
ƒ Programs of Study and Support Services
ƒ Staff
ƒ Students
ƒ Addressing National Priority Agenda
ƒ Public Engagement and International Collaboration

The strategic issues were in turn used to draft strategic objectives and goals. These are listed
below.

On Governance and Administration

Objective 1 Create a chartered self-governing university with a focus on graduate study

and research; flourishing diversity and academic freedom; and consolidated
faculties and institutes that enjoy wide autonomy.

Goal 1.1 Secure a Charter for the University by 2008

Goal 1.2 Ensure as of 2007/8 the institutional autonomy of the University, particularly the
freedom to:
a admit students;
b determine the salary scale of its personnel;
c propose, allocate, and implement budget;
d determine internal organization of the University
e generate financial resources and determine their utilization;
f establish relations with local and international counterparts .

Goal 1.3 Create lean and flexible internal organizational structure of the University
conducive for participatory academic decision making

12
Goal 1.4 Secure legitimacy of the institutional autonomy through regular and transparent
reporting of all University activities to all stakeholders, including:
a academic activities;
b resource utilization; and
c University relationships with external (local and international entities) and
internal (students, staff) stakeholders.

Goal 1.5 Ensure that a system of policies and procedures for all University core activities
both in its academic and administrative areas are put in place by 2007/8;
a Ensure that a revised and updated senate legislation is in place by 2007;
b. Ensure that policies and procedures for University personnel, finance,
property administration, procurement, maintenance and other pertinent
administrative activities is in place by 2007;
c. Use outsourcing for non-core administrative activities when viable by
2008.

Goal 1.6 Ensure that the University creates and maintains systems for core administrative
activities that are responsive, robust, supportive, efficient and effective by 2008.

Goal 1.7 Ensure that all core University decision making activities and major
administrative functions (finance, personnel, property) are supported with
effective and efficient information and decision-support systems by 2008.

Goal 1.8 Cultivate a culture of participation, service orientation, responsiveness,

transparency, preservation of local knowledge, critique, tolerance, and other
values espoused by the University.

Goal 1.9 Ensure that staff and students fully exercise their academic freedom. Particularly,
the freedom to :
a speak and write in the course of teaching – learning process; and
b set and implement one's research agenda.

Goal 1.10 Cultivate and promote diversity along gender, ethnic and cultural perspectives,
particularly:
a Create an academic and living environment hospitable to diverse
perspectives.
b Ensure that programs of study and research provide ample room for issues
of gender, multiculturalism, and subjects of intellectual controversy.

Objective 2 Develop an academic administration dedicated to graduate studies and

research

Goal 2.1 Establish decision making structure for the academic administration of
graduate studies and research by 2007/8.

13
Goal 2.2 Establish graduate studies and research as a budget center in the University by
2007/8.

Goal 2.3 Deploy competent and qualified support staff for graduate studies and
research by 2007/8.

On Infrastructure and Resources

Objective 3 Provide the requisite quality and quantity of infrastructure and resources to
create and maintain a sustained enabling teaching and learning environment
in all University campuses.

Goal 3.1 Provide sufficient building floor space to support academic, administrative, public
service, recreational, and other support activities of the University at all times and in
all campuses.

a. Ensure, in each campus, that space for different purposes are assigned and
developed by 2009
b. Ensure, in each campus, that all academic activities are not curtailed due to
physical space limitations by 2009
c. Ensure, in each campus, that all buildings are hazard free from over-utilization of
space by 2009
d. Ensure, in each campus, that classrooms, libraries, and other centers of serious
academic work are in noise free areas by 2008
e. Ensure that all building space is accessible to disabled users by 2009
f. Ensure, in each campus, that University properties are not exposed to theft,
physical deterioration, and physical spoilage due to lack of safe-keeping by 2009
g. Ensure that, in each campus, all administrative activities have sufficient building-
space by 2009
h. Ensure that, in each campus, there are common/public washrooms with adequate
water reservoirs and with due consideration for disabled individuals by 2008
i. Ensure that, in each campus, there are sufficient green areas, parking space, path
ways, and open space reading areas/corners by 2010.
j. Ensure that there is, in each campus, space and environment that is conducive for
academic and extra-curricular activities by 2009.

Goal 3.2 Provide broad-ranging connectivity, internal and external, to enhance educational and
administrative functions for all campuses of the University.

a. Ensure that all campuses of the University are connected by 2008

b. Ensure that University connectivity provides uninterrupted services at all times
and in all campuses by 2008
c. Ensure that University connectivity supports pedagogical innovations and
transformation of pedagogical approaches by enabling self-learning by 2010.

14
 d. Ensure that at least University library references and indices are digitally
accessible by 2008.
e. Ensure that a system is in place for digital student registration, grade processing,
and grade reporting by 2008.
f. Ensure that all administrative activities are fully supported by ICT including
property registration, budgeting and finance, personnel, procurement by 2008.
g. Ensure that all ICT resources are accessible for visually impaired and disabled
users by 2010.
h. Ensure that University paper work is reduced to the maximum by exploiting
digital technology by 2010.
i. Ensure that University ICT system is completely secured by 2008.

Goal 3.3 Ensure the availability of transport services to support academic, administrative,
public service, and other support activities of the University at all time and in all
campuses.

a. Ensure that each faculty has at its disposal an adequate means of transportation to
support its academic management and administrative activities by 2008.
b. Ensure that there is a regular means of transportation between University
campuses by 2009.
c. Ensure that there is a standby means of transportation for emergency services at
all times and in all campuses of the University by 2009
d. Ensure that all vehicles of the University are effectively managed and
maintained by 2008 and thereafter.

Goal 3.4 Ensure the availability and allocation of adequate budget for all academic and
administrative activities.

a. Clearly establish principles and criteria for University budget allocation by 2008
b. Tie budgetary allocation with scale and size of academic activities, particularly
with student enrolment size and level of academic programs by 2008
c. Ensure that there is adequate government budget earmarked and allocated for
research at all times for all campuses.
d. Ensure that all staff and student research is supported with adequate budgetary
allocations.
e. Put in place a system for a block grant based University budget administration by
2008.
f. Continuously ensure the legitimacy of the University to secure adequate public
funds (government budget) to finance both capital and recurrent expenditures of
the University by 2008.

Goal 3.5 Ensure an adequate water/electricity supply for all campuses

15
Objective 4 Mobilize resources from various sources for the implementation of the strategic
plan

Goal 4.1 Create adequate provision for generating internal revenue and for attracting
external grants

a Create adequate provision for generating internal revenue through

consultancy, outreach or extension, and entrepreneurial activities of the
University to complement public resources of the University by 2008.
b Create adequate provision for attracting external grants by providing incentive
systems within the University by 2008.

Goal 4.2: Secure at least 1/3 of the budget required to realize the objectives of the strategic
plan by developing an organized and focused relationship with international
development agencies (both bilateral and multilateral) that support the
University's priority agenda such as development of PhD programs, thematic
research, and staff development.

Goal 4.3 Secure favorable response from all stakeholders to:

9 develop resource base;
9 increase graduate job placement; and
9 forge collaboration for staff and student research.

Goal 4.4 Promote University engagement with alumni, private companies, public
enterprises, foundations, professional associations and NGOs to :
9 diversify financial resources;
9 significantly increase the number of sponsored programs, students and
professorships;
9 significantly increase the number of opportunities for internships and outreach
programs provided by private companies and public enterprises;
9 significantly increase the number of research and consultancy projects
sponsored by private companies, public enterprises and NGOs.

On Programs of Study and Educational Support Services

Objective 5 Develop and deliver relevant and quality educational and training programs

a. Expand graduate study programs, especially PhD programs, with integral research
across all disciplines.
b. Offer quality undergraduate programs that address national needs, student needs
for educational opportunities, and demand for qualified candidates for graduate
programs.
c. Offer quality preparatory programs to produce qualified and motivated candidates
for undergraduate programs.

16
 d. Review undergraduate programs of study to include elements which will enhance
computational and language skills of students, and provide students with the
knowledge of the national context to enable them to effectively exercise their
professional competence.

Goal 5.1 Develop and offer additional graduate study programs, especially PhD programs,
in order to cover all relevant disciplines by 2010.
Goal 5.2 Ensure that all undergraduate programs offered at AAU, besides meeting the
national standard for quality and relevance, are pace-setters in terms of quality for
undergraduate programs in the country.

Goal 5.3 Increase the diversity, flexibility, dynamism and relevance of the undergraduate
programs:
• Develop five trans-disciplinary programs
• Introduce honours undergraduate programs in all departments
• Through proper incentives, encourage innovative curriculum/course design that
stresses student participation and team-based problem solving
• Ensure that all curricula include a significant number of courses that possess
experiential-learning component
• Encourage double majors as appropriate
• Encourage greater cross-listing of minor and elective courses in all departments
• Increase opportunities for undergraduate research involvement by requiring
honours students to be involved in research with faculty members.

Goal 5.4 Enhance the quality of the teaching-learning process:

a Ensure a staff-student ratio of 1:20 in each department over the next five years in
each undergraduate program
b Ensure a staff-student ratio of at least 1:10 over the next five years in each
graduate program
c Raise to 85% the proportion of full-time Ethiopian staff with pedagogical training
in the next five years
d Enhance the English language proficiency of all junior staff members
e Enhance the English language proficiency of all students
f Enhance the communication and presentation skill of all students.
g Ensure that additional academic support is provided for all disadvantaged
groups
h Ensure that all students and staff achieve a level of information technology skill
appropriate for pursuing their respective disciplines
i Ensure that diverse modes of program delivery (face-to-face, E-learning modalities,
mixed, etc...) are used in all courses.

Goal 5.5 Ensure continuous supply of talented and motivated candidates for teaching
streams by offering special preparatory programs.

17
Objective 6 Expand distance education programs to meet the needs for educational
opportunities of diverse groups

Goal 6.1 Offer as many distance education programs, at both undergraduate and graduate levels,
identified by a series of feasibility studies.

Objective 7 Enhance educational support services and resources

a. Facilitate access to scholarly information in all formats
b. Integrate the use of information technology into instructional programs
c. Facilitate access to well-equipped and functioning laboratories and
workshops

Goal 7.1 Ensure that:

• Each University library reaches a minimum student-to-book ratio of 100.
• The reading capacity in each of the University libraries meet the accepted
norm of one place per four students.
• Access to online journals increases by 20% annually.
• For every four students there will be one complete PC (CPU, monitor and
printer) as well as linkages to the web
• Laboratory equipment and services are sufficient to meet the educational
needs of the departments.

Objective 8 Establish jointly with other higher education institutions national core
scientific laboratories to use resources efficiently and encourage collaborative
activities.

Goal 8.1 Establish Core Scientific Laboratories and Centres as identified through
feasibility study.

On Staff
Objective 9 Develop and maintain qualified, competent, committed, diverse and
adequately supported faculty to create and sustain vibrant programs of
study and research.

Goal 9.1 Alter the profile of the academic staff so that the qualification of the academic
staff is more appropriate for a research university.

a) During the plan period, raise the proportion of full-time Ethiopian staff
with PhD or equivalent qualification to at least 1/3 of the total full-time
academic staff
b) Phase out the deployment of full-time teaching staff with only a first
degree in the next two years.
c) Recruit, at least one every year per department, young promising Ethiopians as
graduate fellows in the next five years.

18
 d) Recruit between 300 and 500 teaching staff members with a masters
degree in the next five years.

Goal 9.2 Alter the profile of the academic staff so that the rank mix of the academic staff
is more appropriate for a research university.

a) During the plan period, raise to at least 20% the proportion of full-time
staff with full professor rank
b) During the plan period, raise to at least 30% the proportion of full-time
staff with associate professor rank

Goal 9.3 Alter the profile of the academic staff so that the experience in general and
international experience in particular of the academic staff is more appropriate
for a research university.

a) Ensure a staff-student ratio of 1:20 in each department over the next five
years in each undergraduate program.
b) Ensure a staff-student ratio of 1:10 in each department over the next five
years in each doctoral and master’s degree program.
c) Recruit qualified and competent expatriate academic staff (either as full
time or other forms of employment) with rich international experience to
constitute at least 25% of the faculty, university-wide, in five years
d) Ensure the deployment of a minimum of two full-time equivalent
experienced faculty per doctoral program.

Goal 9.4 Reduce staff attrition rate in market competitive faculties to less than 10% in five
years.

Goal 9.5 Raise to 85% the proportion of full-time Ethiopian staff with pedagogical training
in the next five years

Goal 9:6 Ensure that at least 20% of full-time academic staff are female, university-wide, in
the next five years.

Goal 9.7 Ensure representation of academic staff in all academic decision making bodies of
the university

Goal 9.8 Hold at least one event in each semester and in each Faculty that gives opportunity
for staff and students to interact in extra-curricular activities.

Objective 10 Develop and maintain a qualified, competent, committed, diverse and

adequately supported administrative staff responsive to the academic
community of a research university and to public demand.

19
Goal 10.1 Attract, develop, and maintain a pool of qualified and competent administrative
personnel in all functional areas of University administration.

a. Competent and qualified persons apply for all vacant positions

b. 30% or more show every year improved job performance
c. Attrition of qualified and competent staff not to exceed 5%.

Goal 10.2 Promote a conducive workplace in which employees are valued, empowered and
their professional growth encouraged.

a. Demonstrated job satisfaction by majority of employees by 2009.

b. Majority of employees securing tenure by 2010.
c. All employees receive training for personal and professional
advancement by 2010.
d. All employees accept and promote University values by 2008

Objective 11 Promote professional excellence of the academic staff through self-

initiated associations

Goal 11.1 Encourage the establishment of autonomous faculty association in the next two
years.

On Students

Objective 12 Enhancing academic performance of students

Goal 12.1 Increase retention rate, graduation rate and percentage of academically excelling
students

a. Increase the retention rate of first-year students to 95% university-wide in 5

years
b. Increase the retention rate of first-year disadvantaged students to 95% in 5 years
c. Increase the graduation rate to 85% in 5 years
d. Increase the number of students on Dean’s list by 10% every year

Goal 12.2 Increase student job placement

a. Increase student job placement to at least 95% university-wide in 5 years.

b. Increase student job placement of disadvantaged students to at least 95% in 5
years.

Goal 12.3 Ensure that self-learning centers (library, ICT, language, computation, career
development, and learning-how-to-learn units, etc.) are established in each
campus in 5 years.

Objective 13 Increase graduate student enrollment

20
Goal 13.1 Increase proportion of graduate students to at least 1/3 of the total enrollment in
regular programs during the plan period.

Objective 14 Enhance community engagement of students

- To provide community services;
- To foster student-learning through community participation

Goal 14.1 Ensure that each department/academic unit develops at least one outreach
program in the next 5 years.

Objective 15 Promote student maturity, ethics, comportment (conduct and behavior),

respect for ethnic and religious diversity through self-initiated
associations, group discussions, and through compulsory general
courses to be developed.

Goal 15.1 Ensure that there is, in each campus, at least one student organization (e.g. HIV club,
environmental club, discussion forum, student income generating center, etc.).

Goal 15.2 Develop a course on ethics, comportment, diversity.

Objective 16 Create in all campuses a conducive teaching-learning environment.

Goal 16.1 Provide accommodation, catering and sanitary services that meet the minimum
UNESCO standard in 5 years.

Goal 16.2 Ensure that there is in each campus adequate facility for sports, cultural events,
student community activities and recreational activities.

Goal 16.3 Establish in each campus health service facility that fulfills basic health care
standards.

Goal 16.4 Ensure campus safety, especially for female students.

Goal 16.5 Increase campus employment of students by, for instance, establishing a system
of student advising where senior students serve as mentors, and by employing
students as proctors of dormitories.
.
Goal 16.6 Ensure that students are represented in every student-related decision making
body of the University.

Objective 17 Promote diversity and multicultural interaction of students

Goal 17.1 Conduct at least one major multi-cultural activity in every campus each semester.

Goal 17.2 Provide periodical training in gender assertiveness.

21
On Addressing National Priority Agenda
Objective 18 Develop and implement relevant and quality graduate and research programs
responsive to national imperatives and goals , and short-term training courses
and consultancy services geared to meeting public and private demands.

Goal 18.1 Expand graduate study programs, especially PhD programs, with integral research
across all disciplines in order to enhance Ethiopia's capacity for higher education.

• Develop and offer additional graduate study programs, especially PhD programs to
cover all relevant disciplines by 2010.
• Link all PhD programs to thematic research by 2010.
• Produce at least 1000 PhD graduates by the end of the plan period.

Goal 18.2 Expand research activities with research agenda responsive to national and
continental challenges, which draw upon and enrich the country’s natural and
cultural heritage.

• Formulate and prioritize University-wide research agenda by 2008

• Formulate resource allocation policy for research by 2008
• Secure adequate resources for the plan period for research and development
• Enrich graduate programs and research
9 Provide students with exposure to cross-cutting advancements
common to all disciplines and professions;
9 Identify and establish at least three research incubators by the end of
the plan period.
• Increase funded faculty research proposals and research publications by ten-
fold by the end of the plan period
• Enhance the documentation and dissemination of research findings to the end-
user at all levels

Goal 18.3 Establish multidisciplinary and interdisciplinary centers of excellence in research and
training in areas of national and continental needs and priorities as well as in fields of
comparative advantage.

• Strengthen already established centers of excellence in research and training by

2008
• Establish eleven additional centers of excellence in research and training by 2010.
• Allocate 25% of the University research and training fund for interdisciplinary
and multidisciplinary research and training
• Encourage interdisciplinary and multidisciplinary research collaboration by
including legislative and policy provisions in rules and regulations of the
University pertaining to promotion and tenure by 2008

Goal 18.4 Ensure all departments offer annually at least one appropriate short-term course designed
to respond to public and private demand for skill upgrading and transfer of technology.

22
Goal 18.5 Ensure offer of high level consultancy services to provide better and feasible
alternatives for conceptualizing challenges and executing solutions by 2008.

Objective 19 Develop strategic alliance with national universities (all federal and
selected private universities)

Goal 19.1 Build common research capacity and engage in cooperative research
• Joint research projects with each HEI
• Common research infrastructure/critical mass
• Common research policy
• Signing at least 5 MoU with other universities or HEI in next 5 years

Goal 19.2 Promote the development of higher education capacity in the country
• Establish common resource centers. At least
9 3 laboratories
9 3 workshops
9 3 libraries/ documentation centers during the plan period.
• Establish resource sharing mechanisms
• Establish mechanisms for joint appointment of critical staff

On Public Engagement and International Collaboration

Objective 20 Promote active engagement of the University in the provision of socially

relevant public service

Goal 20.1 Promote University engagement in public services through programs in:
• legal services
• business consultation services
• social services
• medical services and health consultation services
• engineering services
• educational services.

Goal 20.2 Facilitate the development and implementation of [undergraduate student]

University Service which has a scope of providing services to the entire nation,
• by securing legitimacy from federal and regional governments and
communities at large (at least one legal basis is established)
• by securing resources to support University service program (budgetary
support)
• by securing the engagement and collaboration of other higher education
institutions (MoU)
Goal 20.3 Make significant professional contribution to policy-making at national level.

23
Objective 21 Promote University engagement with parents, alumni, private
companies, public enterprises, foundations, professional associations
and NGOs
Goal 21.1 Significantly increase the number of programs, students and professorships
sponsored by private companies, public enterprises, alumni, professional
associations and foundations.
Goal 21.2 Significantly increase the number of opportunities for internships and outreach
programs provided by private companies and public enterprises
Goal 21.3 Significantly increase the number of research and consultancy projects sponsored
by private companies, public enterprises and NGOs.
Goal 21.4 Foster understanding of the University’s mission and strategic agenda by a
significant percentage of parents.

Objective 22 Develop an organized and focused relationship with international

development agencies (both bilateral and multilateral) that support the
University's priority agenda such as development of PhD programs,
thematic research, and staff development
Goal 22.1 Secure from these sources at least 1/3 of the budget required to realize the
objectives of the five-year strategic plan (See Goal 4.2).

Objective 23 Develop strategic alliance with international universities and

associations (disciplinary associations and International Association of
Universities, Association of African Universities)
- To develop and strengthen graduate programs
- To engage in cooperative research in priority areas
- To strengthen academic staff and student exchange programs
- To share experience in academic administration
Goal 23.1 Promote the development and strengthening of PhD programs by securing
expatriate staff, and concluding MOU.
Goal 23.2 Support staff development program by securing at least 150 training opportunities
at PhD level and concluding at least 25 MoU.
Goal 23.3 Ensure that at least 300 Ethiopian PhD candidates have acquired experience
abroad during the plan period.
Goal 23.4 Ensure that at least 200 academic staff have acquired experience abroad during
the plan period.
Goal 23.5 Ensure that at least 700 foreign students have acquired experience at AAU during
the plan period.
Goal 23.6 Ensure that at least 150 foreign staff have acquired experience at AAU during the
plan period.
Goal 23.7 Support the University program to develop competent administrative staff by
ensuring that at least 120 administrative staff have acquired managerial
experience abroad during the plan period.
Goal 23.8 Support the University program to develop competent academic management
system by ensuring that at least 50 academic staff receive exposure to academic
management systems and training in academic management during the plan
period.

24
 Chapter 4: Action Plans

For each goal, action plans, comprising of proposed actions, have been worked out and these are
listed below.

Detailed action plans, comprising of proposed actions, responsible body, timetables, and
indicators of success are appended as Annex I. The estimated resource requirement to implement
the plan is appended as Annex II.

SECTION 1: GOVERNANCE AND ADMINISTRATION

Goal 1.1 Secure a Charter for the University by 2007/8
Goal 1.2 Ensure as of 2007/8 the institutional autonomy of the University,
Goal 1.3 Create lean and flexible internal organizational structure of the University
conducive for participatory academic decision making

Proposed Actions

1 Adoption of a University Charter

2 Approval of senate legislation in keeping with charter

3 Determining the internal organization of the University in keeping with

the charter
4 Institutionalization of budget allocation based on block grant
a) Proposal for block grant
- Spell out procedures
- Spell out transitional regime
b) Presentation of merit and performance based salary scale proposal for approval
by the Board
c) Revising and updating previous studies on existing internal revenue units
(printing press, book center, restaurants, hospitals)
d) Study and propose new sources of internal revenue
e) Implement the approved internal revenue generation proposals (c) and (d)
above

Goal 1.4 Secure legitimacy of the institutional autonomy through regular and
transparent reporting of all University activities to all stakeholders

25
 Proposed Actions

1 Academic activities
ƒ Twelve Standing lectures on public issues are instituted every year.
ƒ Twelve Standing lectures on academic issues every year.
2 Establishment of endowed chairs
ƒ Five Endowed chairs are established initially
ƒ Two Endowed chairs are established every year of the plan period thereafter
3 Autonomy of consolidated and aligned academic units
a) University-wide definition of department, faculty, center, institute, school and
college.
4 Redefine the terms of office of academic officers to enlarge their managerial
duties and expertise
a) Create policies and procedures for decision making by academic officers.
b) Create administrative offices to carry out daily operational functions
c) Provide academic officers with training on strategic management

d) Redefine the mandate of academic commissions to include periodical review

of research projects, modes of student assessment, rate of successful completion
of programs of study by students, budget allocation within faculty.
e) Support and review of the autonomy of faculties

5 Academic activities and resource utilization by faculties

a) Faculties present quarterly budget reports to the Senate
b) AAU library, Dean of Students, ICT, Press, Income generating units and
hospital present quarterly budget reports to Senate

c) Academic units present quarterly academic project reports to Senate

d) President presents consolidated quarterly report to the board

e) Implementation and revision of quarterly report on strategic plan presented to
the senate
f) Template on reporting and policy on incentives and disincentives to promote
performance will be drafted.

26
Goal 1.5 Ensure that policies and procedures for the University property administration,
procurement and maintenance will be in place.

Proposed Actions

1 a Develop and implement standards for materials, tools, equipment, furniture, and
fixture in line with the mission of the University
b Develop and implement organizational strategy for deployment of material, tools,
equipment, furniture, and fixture to different user units
c Develop and implement organizational strategy for authorization of procurement
of materials, tools, equipment, furniture, and fixture
d Develop and implement ICT supported, efficient and effective purchase
requisition, purchase authorization, bid management, contract management,
supplier record keeping systems
e Develop and implement staffing strategy for University purchasing operations and
management to recruit a critical mass of workers with requisite knowledge and
skill and to ensure their integrity, honesty, and motivation.
2 a Develop and implement ICT supported registration and identification system for
all equipment, furniture, and fixture
b Develop and implement organizational strategies, policies and procedure manual
for minor (periodic inspection) and major maintenance of university equipment,
furniture, and fixture
c Develop and implement staffing strategy for University asset maintenance
operations to recruit a critical mass of workers with requisite knowledge and skill
and to ensure their integrity, honesty, and motivation.
3 a Develop and implement organizational strategy, policy and procedure manual for
efficient and effective material receiving, safekeeping, issuing, replenishing, and
accounting processes
b Develop and implement organizational strategy for distributed storage locations
within the university system
c Develop and implement staffing strategy for University Stores Management to
recruit a critical mass of workers with requisite knowledge and skill to operate
University store and to ensure their integrity, honesty, and motivation.

Goal 1.6 Ensure that the University creates and maintains systems for core administrative
activities that are responsive, robust, supportive, efficient and effective by 2008.

Proposed Actions

1 Reform core administrative functions (finance, procurement and human resources)

a) studying, planning, benchmarking and implementation of the newly designed
process
b) conducting full scale BPR and implementing the new system

27
 2 Reform General Services.

a) Revising previous study and plan on improving AAU's transportation system

b) Conduct study on future status of the campus security administration

(to determine the feasibility of outsourcing or any other reasonable options)

Goal 1.7 Ensure that all core University decision making activities and major
administrative functions are supported with effective and efficient information
and decision-support system by 2008

Proposed Actions

1 Conduct study on critical information needed by management for decision making on

a regular basis
2 Develop system for preparation and submission of regular summary reports on critical
university functions and activities
3 Establish a central repository of critical documents operated under a well established
document management system
4 Employ ICT in decision support process wherever applicable

Goal 1.8 Cultivate a culture of participation, service orientation, responsiveness,

transparency, preservation of local knowledge, critique, tolerance, and other
values espoused by the University.
Goal 1.9 Ensure that staff and students fully exercise their academic freedom. Particularly:
a the freedom to speak and write in the course of teaching – learning
process; and
b the freedom to set and implement one's research agenda.
Goal 1.10 Cultivate and promote diversity along gender, ethnic and cultural perspectives.
Particularly:
a Create an academic and living environment hospitable to diverse
perspectives.
b Ensure that programs of study and research provide ample room for issues
of gender, multiculturalism, and subjects of intellectual controversy.

Proposed Actions
1 Initiate faculty-based seminars to inculcate the values of responsiveness,
transparency and tolerance

28
 2 Develop a guideline to enable units to give due consideration to gender, and other
diversities to give priority for academic career/recruitment and admission to
programs
3 Create inter-collegiate fora for students to discuss issues concerning diversity
outside their university.
4 Strengthen the Women’s Affairs Office, Center for Students with Disabilities
5 Ensure that university facilities are convenient for students with disabilities
6 Initiate reward scheme for outstanding research enhancing local knowledge
7 Hold university-wide and, then faculty-specific seminars to mainstream gender
and multiculturalism in the curricula
8 Develop and enforce university-wide gender policy

Goal 2.1 Establish decision-making structure for the academic, administration for the
Graduate Studies and Research by 2007/08.
Goal 2.2 Establish an independent budget line and Office for the School of Graduate
Studies by 2007/08.
Goal 2.3 Deploy competent and qualified support staff for Graduate Studies and Research
by 2007/08.

Proposed Actions

1 Establish School of Graduate Studies

2 Prepare and get approved the organizational structure of the School
3 Acquire adequate office space and facilities
4 Prepare and get approved the budget of the School
5 Appoint Dean of the School
6 Appoint academic officers as per approved chart
7 Appoint thematic research officers
8 Recruit thematic research desk coordinators
9 Appoint Director for University-Industry Partnership
10 Recruit support staff for the University-Industry Partnership
11 Recruit and assign administrative and support staff
12 Recruit and assign administrative staff for Akaki Campus

29
SECTION 2: INFRASTRUCTURE AND RESOURCES

Goal 3.1 Provide sufficient building floor space to support academic, administrative, public
service, recreational, and other support activities of the University at all time and
in all campuses.

Proposed Actions

1 Prepare campus based master plan for all AAU campuses

2 Design infrastructure policy and standards (requirements and usage) taking into
consideration the nature of fields for each functional unit of academic activities
3 Establish appropriate mechanisms and register all AAU infrastructure facilities
4 Perform need assessment for additional infrastructure development in the AAU
5 Review the situation of existing infrastructure, considering capacity, safety, fire
resistance, health, etc
6 Rehabilitate the existing infrastructure as per the infrastructure policy and
standard
7 Formulate expansion strategy for the acquisitions of new land in the vicinity of
existing campuses and other locations

Goal 3.2 Provide broad-ranging internal and external connectivity to enhance educational
and administrative functions for all the campuses of the university.

Proposed Actions

1 Develop ICT policy and standards

2 Review the organizational structure of the ICT Development Office
3 Assess the quality of infrastructure and services in the university
4 Need assessment of technology supported projects/activities in various units
5 Support business process reengineering of administrative systems
6 Implement ERP solutions for administrative functions
7 Form a university ICT advisory board
8 Procure and deploy servers and network equipment
9 Create dynamic university and department web-hosting
10 Improve internet, e-mail, FTP, files and application servers, and antivirus support
11 Establish video-audio conference centers
12 Avail kiosks for student access
13 Establish ICT centers for people with disabilities
14 Provide ICT consultation services
15 Introduce wireless access to the network
16 Search, customize and implement open source application packages
17 Establish student internship to participate in ICT development works/projects

30
 18 Ensure government and ETC support to run university services
19 Create and operate revenue generating ICT training center
20 Engage in tele-medicine, tele-education, e-learning pilot projects and explore
expansion potentials
21 Identify and participate in national ICT initiatives, e.g.
a) ICT localization
b) IT park initiative
c) National ICT strategy formulation

Goal 3.3 Ensure the availability of transport services to support academic, administrative,
public service, and other support activities of the university at all times and on all
campuses.

Proposed Actions

1 TOR preparation & study team formation/consultant recruitment

2 Review/evaluate existing resources
3 Develop transportation policy, and standards of services and equipment
4 Conduct need assessment in order to establish new requirements /gaps
Design new system and program covering work organization, management and
5
maintenance of transportation facilities
6 Realization

Goal 3.4 Ensure the availability and allocation of adequate budget for all academic and
administrative activities

Proposed Actions

1 Develop and implement University budget allocation principles and criteria that
relates University activities with University mission
2 Establish standards for budget allocation purposes that relate the depth and breadth
of teaching, research, and consultancy activities with budget estimation. Develop
and implement organizational strategy for deployment of material, tools,
equipment, furniture, and fixture to different user units

Goal 3.5 Ensure an adequate water/electricity supply for all campuses

31
 Proposed Actions

1 Ensure adequate water supply for all campuses

a Procure water reservoirs and accessories for all dormitory buildings at 6-killo
and 4-killo campuses
b Install reservoirs and ensure the proper functioning of the system
c Procure and install water reservoirs and accessories for all dormitory buildings
at other campuses
2 Install stand-by generators for Kennedy Library, IES Library, and 6-killo and 4-
killo campuses

Goal 4.1 Create adequate provision for generating internal revenue and for attracting
external grants

a Create adequate provision for generating internal revenue through

consultancy, outreach or extension, and entrepreneurial activities of the
University to complement public resources of the University by 2008.
b Create adequate provision for attracting external grants by providing incentive
systems within the University by 2008.

Proposed Actions

1 Revise and update previous studies on existing internal revenue units (printing press, book
center, restaurants, hospitals).
2 Study and establish new sources of internal revenue(e.g. consultancy, outreach or
extension).
3 Study and implement incentive systems within the University for attracting external
grants

Goal 4.2 Secure at least 1/3 of the budget required to realize the objectives of the strategic
plan by developing an organized and focused relationship with international
development agencies (both bilateral and multilateral) that support the
University's priority agenda such as development of PhD programs, thematic
research, and staff development.

Proposed Actions
1 Identify all active and potential bilateral and multilateral development agencies.
2006/2007
2 Based on the strategic plan, start negotiation with active bilateral and
multilateral development agencies. 2006/2007
3 Based on the strategic plan, start negotiation with newly identified bilateral and
multilateral development agencies.

32
 4 Negotiated arrangements with bilateral and multilateral development agencies to
acquire the necessary resources for the implementation of the strategic plan.

Goal 4.3 Secure favorable response from all stakeholders to:

9 achieve 50% increase in resource base;
9 increase graduate job placement; and
9 forge collaboration for staff and student research.

Proposed Actions

1 Consolidate the office of public and external relations

2 Present the University activities to both internal and external partners
3 Hold public information fora and discussions on the activities of the University
4 Organize information sessions to specific partners
5 Consolidate the university job placement office

Goal 4.4 Promote University engagement with alumni, private companies, public
enterprises, foundations, professional associations and NGOs to :
9 diversify financial resources;
9 significantly increase the number of sponsored programs, students and
professorships;
9 significantly increase the number of opportunities for internships and outreach
programs provided by private companies and public enterprises;
9 significantly increase the number of research and consultancy projects
sponsored by private companies, public enterprises and NGOs.

Proposed Actions

1 Establish university-industry partnership offices in various faculties

1.1 Activate career development endeavors
1.2 Facilitate internship (job-core) programs
1.3 Carry out pre-incubation activities
2 Establish techno-park and incubation center
2.1 University – wide awareness creation (workshops, seminars and discussion
forums)
2.2 Review the current centers in the developed and the developing countries
2.3 Conduct feasibility study (master plan)
2.4 Nation – wide awareness creation (workshops, seminars and discussion forums)
2.5 Develop modalities of approach for strategic alliance with foreign and national
companies.
2.6 Negotiate with high-tech companies from abroad and sign contracts
2.7 Infrastructure (roads, buildings, telecom, etc…) development of the area
2.8 Start-up

33
 3 Organize professionals/ academicians to consult on particular technical or
managerial problems
4 Coordinate researchers and facilitate research to solve real problems of private
companies and public enterprises
5 Coordinate and conduct tailor-made trainings in collaboration with industries
6 Conduct awareness creation programs like workshops, seminars, social gatherings,
with parents and other stakeholders
7 Facilitate dissemination of information such as research results and project reports
8 Conduct workshops by taking all parties into consideration

SECTION 3: PROGRAMS OF STUDY AND EDUCATIONAL

SUPPORT SERVICES

Goal 5.2 Ensure that all undergraduate programs offered at AAU, beyond meeting the
national standard for quality and relevance, are pace-setters in terms of quality for
undergraduate programs in the country
Goal 5.3 Increase the diversity, flexibility, dynamism and relevance of the
undergraduate programs:
ƒ Develop five trans-disciplinary programs
ƒ Introduce honors undergraduate programs in all departments
ƒ Through proper incentives, encourage innovative curriculum/course
design that stresses student participation and team-based problem solving
ƒ Ensure that all curricula include a significant number of courses that
possess experiential-learning component
ƒ Encourage double majors as appropriate
ƒ Encourage greater cross-listing of minor and elective courses in all
departments
ƒ Increase opportunities for undergraduate research involvement by
requiring honors students to be involved in research with faculty members
Goal 5:4 Ensure continuous supply of talented and motivated candidates for teaching
streams by offering special preparatory programs

Proposed Actions

1 Deliver quality and relevant education

a. Review all academic programs
b. Revise existing curricula (undergraduate and graduate) based on the results
of programs review, and introduce new programs and curricula
c. Get approval of the revised and the newly developed curricula
d. Implement and launch the programs and curricula
2 Establish Preparatory School for Teacher Education
a. Hold consultative meeting /workshop
b. Assign Coordinator

34
 c. Assess existing resources and facilities
d. Prepare and get approval of program
e. Secure fund and resources
f. Prepare physical facilities
g. Recruit and deploy director / academic staff /administrative personnel
h. Select students
i. Launch the School and start program

Goal 5.5 Enhance the quality of the teaching and learning process:

a. Ensure a staff-student ratio of 1:20 in each department over the next five years
in each undergraduate program
b. Ensure a staff-student ratio of 1:10 in each department over the next five years
in each graduate program
c. Raise to 85% the proportion of full-time Ethiopian staff with pedagogical
training in the next five years
d. Enhance the English language proficiency of all junior staff members (this is
included in the pedagogical training centers)
e. Enhance the communication and presentation skill of all students .
f. Ensure that additional academic support is provided for all disadvantaged
groups
g. Ensure that all students and staff achieve a level of information technology
skill appropriate to their disciplinary needs

Proposed Actions

1 Optimize staff-student ratio

a. Review existing staff-student ratios by program (undergraduate and postgraduate)
b. Project student enrolment in the plan period
c. Prepare human resource development and recruitment plan
d. Secure funds and resources
e. Start recruiting and training staff
2 Ensure academic staff members have pedagogical skills
2.1. Establish teaching-learning excellence centers
a. Hold consultative meeting /workshop
b. Assign coordinators
c. Assess existing resources and facilities
d. Revise and get approval of program
e. Secure funds and resources
f. Prepare physical facilities
g. Recruit and deploy academic staff /administrative personnel
h. Launch the centers and start training
3 Ensure that all disadvantaged groups receive additional academic support
a. Assess and identify various disadvantaged groups

35
 b. Identify areas of academic support
c. Design support programs
d. Secure funds
e. Launch the academic support program

Goal 6.1 Offer as many distance education programs, at both undergraduate and graduate
levels, as identified through feasibility study.

Proposed Actions

1 Conduct feasibility/need assessment study for distance education programs

2 Negotiate and establish networks with government and other organizations on
resource mobilization for initiating large-scale distance education programs
3 Establish Distance Education Centre at AAU
a. Assign Program Directors
b. Upgrade and renovate existing physical facilities, and install distance
education facilities
c. Establish Satellite Distance Education Centers in identified regions
d. Recruit and train core technical staff
e. Prepare modules and other teaching materials
f. Launch first batch of distance education programs

Goal 7.1 Enhance educational support services:

a Each University Library should strive to reach a minimum student-to-book
ratio of 100
b The reading capacity in each of the University libraries should meet the
accepted norm of one place per four students
c Increase access to online journals by 20% annually
d For every four students there should be one complete PC (CPU, monitor
and printer) as well as connection to the web
e Ensure laboratory equipment and services meet the minimum set
educational needs of departments

Proposed Actions

1 Conduct assessment on:

a. library and ICT facilities, books, and print and e-journals
b. laboratory facilities and equipment
2 Develop a plan of action to expand
a. Library and ICT facilities
b. Laboratory facilities
3 Prepare blue-prints and specifications for construction of additional library, lab.
and ICT physical facilities

36
 4 Prepare list of books, computers and accessories to be purchased
5 Prepare list of lab. equipment to be purchased
6 Prepare and submit budget request to the government
7 Prepare procurement plan for books, computers and accessories, and lab.
equipment
8 Construct additional library, laboratory and ICT facilities
9 Purchase additional books, computers, laboratory equipment, subscribe to
additional journals
10 Distribute purchased books, computers, laboratory equipments

Goal 8.1 Establish Core Scientific Laboratories and Centers as identified through
feasibility study.

Proposed Actions

1 Hold consultative meeting on the need for establishing core Scientific

Laboratories with other higher learning institutions
2 Conduct feasibility study, identify Core Scientific Laboratories to be
established, sites of establishment, and management structure
3 Negotiate with government and other organizations on funding
mechanisms and secure required resources
4 Establish four Core Scientific Laboratories
a. Assign coordinators for the core labs
b. Undertake construction of physical facilities
c. Secure and install scientific equipment and consumables
d. Recruit and train personnel
e. Test system, prepare SOPs and GLPs
f. Launch four core laboratories

SECTION 4: STAFF

Goal 9.1 Alter the qualification profile of the academic staff to make it more appropriate
for a research university.
a) During the plan period, raise the proportion of full-time Ethiopian staff
with PhD or equivalent qualification to at least 1/3 of the total full-time
academic staff
b) Phase-out in the next two years the deployment of full-time teaching staff
with only a first degree
c) Recruit, at least one every year per department, young promising
Ethiopians as graduate fellows in the next five years.
d) Recruit between 300 and 500 teaching staff members with masters
degree in the next five years.

37
 Proposed Actions

1 Design a project to train academic staff for the University at PhD level
2 Design appropriate incentive packages to supplement the salaries of Ethiopian
academic staff with PhD qualification
3 Implement the staff training project and incentive packages
4 Recognize and reward academic staff for exemplary teaching, advising,
mentoring and leading
6 Phase-out the deployment of full-time teaching staff with only a first degree
7 Recruit, at least one every year per department, young promising Ethiopians as
graduate fellows.
8 Recruit between 300 and 500 full-time teaching staff with masters degree

Goal 9.2 Alter the rank mix of the academic staff to make it more appropriate for a
research university.

a) During the plan period, raise to at least 20% the proportion of full-time
staff with full professor rank
b) During the plan period, raise to at least 30% the proportion of full-time
staff with associate professor rank

Proposed Actions
1 Deploy additional academic staff with professorial rank as shown in the time
table
2 Deploy additional academic staff with the rank of associate professor as
shown in the time table

Goal 9..3 Alter the profile of the academic staff so that the experience in general and the
international experience in particular of the academic staff is more appropriate for
a research university.
a) Ensure a staff : student ratio of 1:20 in each department over
the next five years in undergraduate programs.
b) Ensure a staff : student ratio of 1:10 in each department over the next five
years in doctoral and academic master’s degree programs.
c) Recruit qualified and competent expatriate academic staff (either as full time
or other forms of employment) with rich international experience to
constitute at least 25% of the faculty, university-wide, in five years
d) Ensure the deployment of a minimum of two full-time
equivalent experienced faculty per doctoral program.

38
 Proposed Actions

1 Prepare a comprehensive staff recruitment scheme to meet staff

needs in various fields of specialization, taking into account the
targets set in Goal 8.3
2 Implement the staff recruitment scheme

Goal 9.4 Reduce staff attrition in market competitive faculties to less than 10% in 5 years.

Proposed Action

Design salary supplement for academic staff with doctoral and masters
degrees and in market competitive faculties

Goal 9.5 Raise to 85% the proportion of full-time Ethiopian staff with pedagogical training
in the next five years

Proposed Actions
1 Put in place regular pedagogical training program for the academic staff
2 Implement the program

Goal 9:6 Ensure that at least 20% of full-time academic staff are female, university-wide,
in the next five years.

Proposed Actions
1 Increase the number of full-time female academic staff through targeted
recruitment program of qualified individuals
2 Implement the program

Goal 9.7 Ensure a representation of academic staff in all academic decision

making bodies of the university

Proposed Actions

1. Department Heads and Deans convene academic staff meetings to elect

representatives to academic decision making bodies of the university in
accordance with revised Senate Legislation
2 Elected staff participate in academic decision bodies

Goal 9..8 Hold at least one event in each semester and in each Faculty that
gives opportunity for staff and students to interact in extra
curricular activities

39
 Proposed Actions

1. Organize at least one staff versus student sports competition in each

department every semester
2 Organize at least one multi-cultural activity in each Faculty every year,
where staff and students participate

Goal 10.1 Attract, develop, and maintain a pool of qualified and competent administrative
personnel in all functional areas of University administration.
a Competent and qualified persons apply for all vacant positions
b 30% or more show every year improved job performance
c Attrition of qualified and competent staff not exceed 5%.

Goal 10.2 Promote a positive workplace in which employees are valued, empowered and
their professional growth encouraged
a Demonstrated job satisfaction by majority of employees by 2009.
b Majority of employees securing tenure by 2010.
c All employees receive training for personal and professional advancement
by 2010.
d All employees accept and promote University values by 2008

Proposed Actions

1 Aggressively advertise the University as a leading employer

2 Use aggressive strategies including market adjustments to recruit and
retain excellent and diverse administrative staff.
3 Raise employee salaries to competitive levels
4 Develop performance based reward/incentive packages to encourage staff.
5 Develop a tenure system and a strategy for its proper implementation.
6 Identify training needs of staff.
7 Offer continual training opportunities for all staff.
8 Set up systems for obtaining feedback on effectiveness of training programs.
9 Conduct at least twice a year faculty-wide seminars and workshops for all
administrative staff to instill the core values of the University.

Goal 11.1 Encourage the establishment of autonomous faculty association in the

next two years.

Proposed Actions

1 Foster a university environment that actively encourages dialog

and communication among members of the faculty.
2 Provide financial and administrative support for
establishment of autonomous faculty association.

40
SECTION 5: STUDENTS

Goal 12.1 Increase retention rate, graduation rate and percentage of academically excelling
students
¾ Increase the retention rate of first-year students to 95% university-wide in 5
years
¾ Increase the graduation rate to 85% in 5 years
¾ Increase by 10% every year the number of students on Dean’s List.

Proposed Actions

1 Revise the freshman curriculum to ensure a healthy transition between high school
and college
2 Implement the revised freshman curriculum
3 Conduct faculty-based orientations for all incoming students
4 Provide departmental/faculty-based forum for all students to discuss academic
related matters
5 Develop and implement guidelines for advisors for effective academic advisement
6 Conduct meeting at the beginning of each academic year for academic staff on
academic advising
7 Devise and implement mechanisms to make greater use of peer mentoring
8 Develop a system of tutorial classes for all students
9 Develop a system of mandatory remedial classes for students who are having
academic difficulties
10 Introduce communication skill course
11 Initiate and implement award scheme for academically excelling students
12 Require each academic department to implement continuous assessment as method
of evaluation
13 Develop instrument (or monitoring and reporting scheme) to measure(or track) the
retention rate, graduation rate and rate of increase in Dean's List
14 Develop and implement an admission strategy that enables the university to teach
and recruit high ability students from high school for academic career

Goal 12.2 Increase student job placement

a. Increase student job placement to at least 95% university-wide in 5 years
b. Increase student job placement of disadvantaged students to at least 95% in 5
years

Proposed Actions

1 Establish career development centers (CDC) in each campus

2 Maintain graduate profiles from each department
3 Conduct survey to identify industry requirements /vacancies
4 Design, develop and maintain databases based on the survey results

41
5 Provide counseling services (career development and employment services,
design and develop training programs) for students on how to write CVs,
applying for jobs, etc.
6 Provide opportunities for employers through conducting job fairs to reflect
their needs in the programs and the curriculums

Goal 12.3 Ensure that self-learning centers (library; computer pools, language,
computation, and learning-how-to-learn units; etc.) are established in each
campus in 5 years.

Proposed Actions

1 Review existing practices for organizing self-training centers

2 Develop guidelines for appropriate use of self-learning centers
3 Ensure the availability of computer pools at each faculty
4 Ensure the availability of digital library
5 Ensure English language teaching software are available

Goal 13.1 Increase proportion of graduate students to at least 1/3 of the total enrollment in
regular programs in 5 years.

Proposed Actions

1 Increase campus visits by prospective graduate students to improve

departmental access
2 Seek and support innovative proposals for increasing the number and type of
assistantships and fellowships
3 Establish funds that allow graduate students to present research at international
conferences
4 Initiate, sustain and enrich joint degree programs in the graduate school
5 Develop new programs and/or revise existing programs, emphasizing applied
graduate programs
6 Conduct a comprehensive university-wide study that identifies existing and
projected barriers for students with disabilities
7 Initiate open dialogue with graduate students University-wide
8 Initiate part-time and distance graduate programs

Goal 14.1 Ensure that each department / academic unit develops at least one outreach
program in the next 5 years.

42
 Proposed Actions

1 Expand opportunities for engaged learning, including research, internships, civic

engagement, service learning, use of technology and active learning
2 Reward community engagement of faculty and students
3 Examine new forms of experiential learning that meet the needs of students and
complement established co-op and practicum opportunities
4 Create opportunities and encourage students to complete at least one course,
program or activity that involves some significant component of community
engagement
5 Ensure that students give community services in their respective fields of study
during summer vacations

Goal 15.1 Ensure that there is in each campus at least one student organization (e.g. HIV
club, environmental club, discussion forum, student income generating
center, etc.).
Goal 15.2 Develop a course on ethics, comportment, diversity.

Proposed Actions

1 Create awareness and support initiatives to establish different student

organizations in each campus
2 Create means of raising funds for different clubs
3 Form a group of experts (including Dean of Students, staff from the Departments
of Psychology, Sociology, and Philosophy) to design a relevant course dealing
with ethics, comportment, diversity.
4. Have the course approved and implemented beginning 2007/08 academic year

Goal 16.1 Provide accommodation, catering and sanitary services that meet the
minimum UNESCO standard in 5 years.

Proposed Actions

1 Set minimum standards for dormitory, sanitary and catering services

2 Ensure dormitories fulfill minimum requirement for both male and female
students
3 Ensure appropriate sanitary services in all campuses
4 Ensure catering services meet minimum requirement

Goal 16.2 Ensure that there is in each campus adequate facilities for sports, cultural events,
student community activities and recreational activities.

43
 Proposed Actions

1 Ensure the existence of sport fields and recreational facilities in each campus
2 Encourage students to participate in different sport activities ,
3 Organize cultural and Intra-mural sport activities
4 Improve student recreational areas in each campus with indoor games

Goal 16.3 Establish in each campus a health service facility that fulfills basic health care
standards

Proposed Actions

1 Empower the clinics with materials as well as manpower in each campus

2 Ensure health and sanitary facilities

Goal 16.4 Ensure campus safety, especially for female students

Proposed Actions

1 Increase number of security personnel , giving training and sufficient logistics

with special emphasis to females
2 Improve the safety infrastructures of the campus
3 Facilitate discussion forums to find out security problems

Goal 16.5 Increase campus employment of students by, for instance , establishing a system
of student advising where senior students serve as mentors and by employing
students as proctors of dorms.

Proposed Actions

1 Create part-time jobs in different campuses

2 Develop schemes of student employment on and off campuses

Goal 16.6 Ensure that students are represented in every student-related decision making
body of the University.

Proposed Actions

1 Establish guidelines to elect student representatives in various decision making

bodies in the University
2 Ensure that students are represented in Academic Committee, Senate, Discipline
Committee, etc

44
Goal 17.1 Conduct in every campus at least one major multi-cultural activity each semester

Proposed Actions

1 Setup an organizing Committee

2 Create awareness on the importance of multi-cultural activity
3 Develop guideline to effectively conduct multi-cultural activity
4 Mobilize resources for such activities
5 Develop implementation program for actual conduct
6 Implement program

Goal 17.2 Provide periodical training in gender assertiveness

Proposed Actions

1 Identify resource people and institutions to provide training on gender

assertiveness
2 Develop and maintain database of resource people and institutions involved in
gender issues
3 Design program for periodical training
4 Conduct training

Section 6: Addressing National Priority Agenda

Goal 18.1 Expand graduate study programs, especially PhD programs, with integral research
across all disciplines in order to enhance Ethiopia's capacity for higher education.

• Develop and offer additional graduate study programs, especially PhD programs, In
order to cover all relevant disciplines by 2010.
• Link all PhD programs to thematic research by 2010.
• Produce at least 1000 PhD graduates by the end of the plan period.

Proposed Actions

1 a Conduct capacity assessment (faculty, facilities: library, space, lab,

etc.) in all fields of study planning to develop PhD programs
b Provide required resources
2 a Develop PhD curricula in identified fields and revise existing curricula
b Conduct seminars, workshops and symposia to discuss curricula
c Get curricula approved
3 Admit PhD candidates to various programs
4 Develop thematic research agenda and link all PhD Programs to
thematic research

45
Goal 18.2 Expand research activities with research agenda responsive to national and
continental challenges, which draw upon and enrich the country’s natural and
cultural heritage.
a. Formulate and prioritize University-wide research agenda by 2008
b. Formulate resource allocation policy for research by 2008
c. Secure adequate resources for the plan period for research and development
d Enrich graduate programs and research
ƒ Provide students with exposure to cross-cutting advancements
common to all disciplines and professions;

ƒ Identify and establish at least three research incubators by the

end of the plan period.
e. Increase funded faculty research proposals and research publications
by ten-fold by the end of the plan period
f. Enhance the documentation and dissemination of research

Proposed Actions

1 Formulate University-wide research policy

2 Prioritize University-wide research
3 Formulate resource allocation guidelines
4 Secure funds
5 Select sub-sector projects
6 Identify cross-cutting areas
7 Design courses and mode of delivery
8 Offer the designed courses
9 Increase faculty research proposals and publications by 10 fold at the end of the
plan period
a) Introduce competitive grant award system
b) Support the development of new/ existing local journals
c) Evaluate journals periodically for reputability
d) Enhance the documentation and dissemination of research findings/outputs
e) Conduct periodic workshops, open days
f) Develop database
g) Increase circulation to reach all relevant stakeholders
10 Establish research incubators/ techno-parks
a) Hold consultative meetings with industry for establishing incubators
b) Conduct feasibility study, identify core incubators to be established, sites of
establishment, and management structure
c) Negotiate with government and industries on funding mechanisms and
secure resources
d) Establish regulatory mechanisms for operation of the incubators
e) Establish at least three incubators
f) Assign coordinators for the incubators
g) Undertake construction of physical facilities
h) Secure and install scientific equipment and consumables

46
 i) Recruit and train personnel
j) Launch the incubators

Goal 18.3 Establish multidisciplinary and interdisciplinary centers of excellence in research

and training in areas of national and continental needs as well as in fields of
comparative advantage.
a. In 2008, strengthen already established centers of excellence in research and
training
b. By 2010, establish additional centers of excellence in research and training
c. Allocate significant portion of the University research and training fund for
interdisciplinary and multidisciplinary research and training
d. Encourage interdisciplinary and multidisciplinary research collaboration by
including legislative and policy provisions in rules and regulations of the
University pertaining to promotion and tenure by 2008

Proposed Actions

Establish the indicated centers of excellence, according to the

following steps in each case:
a) Hold consultative meeting /workshop
b) Conduct feasibility study
c) Negotiate with government and other
organizations on funding mechanisms and
secure resources
d) Establish the centre
e) Assign coordinator
f) Develop and get approved
curriculum/program
g) Prepare physical facilities
h) Recruit personnel
i) Launch the Center

1 Centre for Water and Development

2 Centre for Urban Growth and Development
3 Centre for Food Security
4 Centre for New Technologies and Development
5 Centre for Biodiversity and Environment
6 Institute of Archaeology, Anthropology and Palaeontology
7 Centre for Geophysics, Space Science and Astronomy
8 Centre for Sustainable and Renewable Energy
9 Institute of Peace and Security
10 Institute of Federalism
11 Centre for Parliamentary Studies
12 Centre for Displacement and Migration
13 Institute of African Studies
14 Centre for Human Rights

47
Goal 18.4 Ensure all departments offer annually appropriate, quality short-term courses
designed to respond to public and private demand for skill upgrading and transfer
of knowledge

Proposed Actions

1 Establish short-term training programs

a) Establish Coordinating Office
b) Assign coordinator
c) Conduct need assessment
d) Prepare policy, guidelines and procedures
e) Identify and select areas of trainings
f) Prepare training materials
g) Conduct workshops
h) Consolidate programs
i) Prepare physical facilities
j) Start programs

Goal 18.5 Ensure that well-organized and relevant consultancy services are offered as of
2008.

Proposed Actions

1 Establish Consultancy Office

a) Conduct feasibility study
b) Prepare policy, guidelines and procedures
c) Conduct workshop
c) Get approved policy and procedures document
d) Recruit Officer
e) Prepare physical facilities for main and sectoral offices
e) Launch consultancy office(s)

Goal 19.1 Build common research capacity and engage in cooperative research
Goal 19.2 Promote the development of higher education capacity in the country

Proposed Actions

1 Building common research capacity and engaging in cooperative research

- Draw research policy and sign at least five MoU with other Universities or HEIs
- Take specialization based inventory of qualified human resources
- Initiate joint research by creating common research infrastructure and critical
mass

48
 2 Establish common resource centers: at least 3 laboratories, 3 workshops and 3
libraries/documentation centers during the plan period; establish resource sharing
mechanisms

- Take inventory of the existing laboratories and workshops

- Establish or increase number of laboratories and workshops to encourage joint
research.
- Build new libraries for the same purpose of scholarly work between the
Universities (HEIs)
- Establish common resource center to facilitate research undertakings for all
Universities involved

3 Establish mechanisms for joint appointment of critical staff

- Develop a system for joint appointment of staffs

- Create Association of Ethiopian HEIs with objectives of collaboration among
them and to influence education policy of the country and to develop and
generate financial and material resources to support its activities and that of
member institutions.

SECTION 7: Public Engagement and International Collaboration

Goal 20.1 Promote University engagement in public services

Goal 20.2 Facilitate the development and implementation of undergraduate University
Service which has a scope of providing services to the entire nation.
Goal 20.3 Make significant professional contribution to policy-making at national level.

Proposed Actions

1 Prepare guidelines and training to enable departments of AAU develop policy

that promotes university service to society consistent with University policy

2 Establish a policy document for university-society partnership, which would

lead to successful student service provision at national, regional and woreda
levels
3 Develop policy for action research that links university with policy makers

Goal 21.1 Significantly increase the number of programs, students and professorships
sponsored by private companies, public enterprises, alumni, professional
associations and foundations.
Goal 21.2 Significantly increase the number of opportunities for internships and outreach
programs provided by private companies and public enterprises

49
Goal 21.3 Significantly increase the number of research and consultancy projects sponsored
by private companies, public enterprises and NGOs.
Goal 21.4 Foster understanding of the University’s mission and strategic agenda by a
significant percentage of parents.

Proposed Actions

1 Establish university-industry partnership offices in various faculties

1.1 Activate career development endeavors
1.2 Facilitate internship (job-core) programs
1.3 Carry out pre-incubation activities
2 Establish techno-park and incubation center
2.1 University – wide awareness creation (workshops, seminars and discussion
forums)
2.2 Review the current centers in the developed and the developing countries
2.3 Conduct feasibility study (master plan)
2.4 Nation – wide awareness creation (workshops, seminars and discussion
forums)
2.5 Develop modalities of approach for strategic alliance with foreign and
national companies
2.6 Negotiate with high tech companies from abroad and sign contracts
2.7 Infrastructure (roads, buildings, telecom, etc…) development of the area
2.8 Start-up
3 Organize professionals/ academicians to consult particular technical or
managerial problems
4 Coordinate researchers and facilitate researches to solve real private companies
and public enterprises problems
5 Coordinate and conduct tailor made trainings in collaboration with industries
6 Conduct awareness creation programs like workshops, seminars, social
gatherings, with parents and other stakeholders
7 Facilitate dissemination of information such as research results and project
reports
8 Conduct workshops by taking all parties into consideration

Goal 22.1 Secure from international sources at least 1/3 of the budget required to
realize the objectives of the five years strategic plan (See Goal 4.2).

Proposed Actions

1 Identify all active and potential bilateral and multilateral development agencies.
2006/2007

50
 2 Based on the strategic plan start negotiation with active bilateral and multilateral
development agencies. 2006/2007
3 Based on the strategic plan start negotiation with newly identified bilateral and
multilateral development agencies.
4 Negotiated with bilateral and multilateral development agencies to acquire the
necessary resources for the implementation of the strategic plan.

Goal 23.1 Promote the development and strengthening of PhD programs by securing
expatriate staff, and concluding MOU.

Proposed Actions

1 Analyze university-wide consolidated need of expatriate staff for PhD programs

2 Increase the role of AAU in international and continental university associations
3 Increase the participation of AAU's academic units in international disciplinary
associations

4 Publicize the university need in expatriate staff through international and African
university associations and international disciplinary associations
5 Identify the best universities from abroad in fields of studies where gaps exist in
terms of academic staff
6 Review the situation of current MOUs with universities abroad
7 Develop modalities of approach for strategic alliance with universities from
abroad
8 Prepare the academic and organizational preconditions for maximizing the use of
expatriate staff at each academic unit
9 Implement the developed modalities of approach for strategic alliance with
universities
10 Identify gaps in academic staff

Goal 23.2 Support staff development program by securing at least 150 training opportunities
at PhD level and concluding at least 25 MoU.

Proposed Actions

1 Analyze university wide consolidated need assessment of staff development at PhD

level (2006/07)

51
 2 Review the current partnership with Universities from abroad and bilateral
development agencies that can offer scholarships for PhD training
3 Negotiate different mechanisms1 with universities from abroad and bilateral
development agencies for PhD scholarship.
4 Design strategy to engage at least 150 staff in PhD programs during the plan period.

Goal 23.3 Ensure that at least 300 Ethiopian PhD candidates have acquired experience
abroad during the plan period.

Proposed Actions

1 Define priority and critical areas for PhD candidates to acquire experience abroad
2 Negotiate with Universities abroad for PhD candidate placement
3 Make necessary arrangements for PhD candidates to acquire experience abroad

Goal 23.4 Ensure that at least 200 academic staff have acquired experience abroad during
the plan period.

Proposed Actions

1 Define priority and critical areas for Academic Staff to acquire experience
abroad
2 Negotiate with Universities abroad regarding academic staff experience sharing
3 Make necessary arrangements for academic staff to acquire experience abroad

Goal 23.5 Ensure that at least 700 foreign students have acquired experience at AAU
during the plan period.

Proposed Actions

1 Define comparative advantage areas at AAU to attract foreign students

2 Implement strategy for promotion of AAU's comparative advantage areas

1
The negotiation for PhD training for the staff can take different modalities: Scholarship abroad, bringing professors
from abroad to establish a PhD training at AAU for areas where at present AAU could not open PhD programs (for
example, Law).

52
Goal 23.6 Ensure that at least 150 foreign staff have acquired experience at AAU
during the plan period.

Proposed Actions
1 Define comparative advantage areas at AAU to attract foreign academic staff
2 Implement strategies for promotion of AAUs comparative areas

Goal 23.7 Support the University program to develop competent administrative staff
by ensuring that at least 120 administrative staff have acquired managerial
experience abroad during the plan period.

Proposed Actions
1 Define priority areas for administrative staff to acquire experiences abroad
2 Conclude negotiation with international universities for the training of
administrative staff

Goal 23.8 Support the University program to develop competent academic management
system by ensuring that at least 50 academic staff receive exposure to academic
management systems and training in academic management during the plan
period.

Proposed Actions

1 Define priority and critical areas for selected academic staff to acquire
experience in academic management system abroad
2 Negotiate with Universities abroad regarding academic management experience
sharing
3 Make necessary arrangements for the selected academic staff to acquire
experience abroad

53
Monitoring and Evaluation

Responsible bodies, timetables, and indicators of success for each activity are included in the
detailed action plans. The Strategic Planning Committee (SPC), chaired by the President, will
continue as an advisory body to the President regarding the implementation of the strategic plan.
The SPC will meet monthly and will serve as a forum for exchanging ideas on identified
bottlenecks, difficult issues in the implementation of the plan and extra-ordinary performances.

At the university level, the Strategic Planning and International Affairs Office is adequately
staffed to monitor and evaluate the implementation of the strategic plan. Its mission includes:
• overseeing and support the successful implementation of the university wide and faculty
level strategic plans;
• ensuring the consistency of the faculty level strategic plans with the university wide
strategic plan by facilitating any necessary adjustment;
• mobilizing human and financial resources needed for the execution of the plan;
• working with the relevant academic and administrative offices for judicious allocation of
resources;
• minimizing redundancy and poor usage of resources;
• facilitating communication among stakeholders and `the community at large; and
• documenting lessons learned from this process to im-prove the efficiency of future plans.

The office will submit performance report to the President for review on a monthly basis.

Faculty level Strategic Planning and International Affairs offices are also being established.
Each such office will be appropriately staffed to monitor the implementation of the Strategic
Plan at the Faculty level and submit performance reports on a monthly basis to the Dean
/Director for review by the Faculty Academic Commission. The Faculty office shall also share
information on methodology for problem solving with the university-wide Strategic Planning
and International Affairs office.

54
The monthly performance report of the Strategic Planning and International Affairs Office
submitted to the President for review will be discussed by the SPC. The SPC will look into
achievements, failures, causes, and corrective actions taken to rectify problems that arise and
give guidelines on how to proceed.

Quarterly performance reports pertaining to the implementation of the plan will be submitted to
the Senate and the Board of Trustees for review. Both the Senate and the Board will discuss and
analyze the performance of the University with regard to the implementation of the strategic plan
and give directions if implementation or monitoring problems arise.

The university-wide Strategic Planning and International Affairs office shall communicate to the
university community the final quarterly performance review reports.

55
 SUMMARY
OF
ADDITIONAL RESOURCE
REQUIREMENTS

Estimated Additional Cost (in Birr)

Domain 2007/8 2008/9 2009/10 2010/11 2011/12 Total
Governance and 50,014,000 20,950,000 17,660,000 17,660,000 17,660,000 123,944,000
administration
Infrastructure and 35,400,000 49,000,000 44,000,000 - - 128,400,000
Resources
Teaching and 43,645,000 119,320,000 80,736,000 100,736,000 120,636,000 465,073,000
Research Programs
Staff 68,250,000 113,685,000 191,275,000 272,955,000 316,790.000 962,955.000
Students 10,450,000 207,990,000 68,040,000 18,090,000 18,140,000 322,710,000
Engagement in 15,280,000 10,830,000 830,000 830,000 830,000 28,600,000
National and Public
Affairs
International 13,520,000 14,145,000 14,145,000 14,145,000 14,145,000 70,100,000
Collaboration
Total 236,559,000 535,920,000 416,686,000 424,416,0000 488,201,000 2,101,782,000

56
LIST OF PARTICIPANTS IN UNIVERSITY LEVEL STRATEGIC PLANNING

1 Members of the Strategic Planning Committee

1.1 The Strategic Planning Committee (SPC) consisted of the following members
nominated by the President:

1 Prof. Andreas Eshete, President, AAU, Chairman

2 Dr. Abye Tasse, A/V/President, International Affairs
3 Ato Baherenegash Belete, Officer, University ICT Development
4 Ato Bizuneh Dadi, Director, HR & Property administration
5 Dr Butte Gotu, Academic V/President
6 Dr. Demissu Gemeda, Assoc. Prof, Department of Mathematics
7 Ato Fekadu Mulugeta, Director, Distance and Continuing Education In-service Unit
8 Dr. Gebru Mersha, Asst. Prof, Dep’t of Political Science and International Relations
9 W/T Jalele Erga, Lecturer, Department of Political Science and International
Relations
10 Ato Mohammed Habib, V/President, Business & Development
11 Dr. Mulugeta Feseha, Director, Institute of Development Research
12 Dr Rahel Bekele, Asst. Prof, Department of Information Science
13 Prof. Theodros Solomon, Professor, Department of Chemistry
14 Dr. Tilahun Teklu, Dean, Faculty of Business & Economics
15 Prof. Tsigie G/Mariam, V/President, Graduate Studies and Research
16 Dr. Zufan Lakew, Dean, Faculty of Medicine

1.2 The following were members of the SPC initially, but left the Committee for various
reasons and were replaced:

1 Prof. Darge Wolle, Director, AAU Press

2 W/t Elizabeth W/Giorgis, Director, Institute of Ethiopian Studies
3 Ato Mesfin G/Michael, Director, Budget and Plan Office
4 W/t Yetnebersh Neggusse, Student, Faculty of Law

1.3 The following additional members were co-opted into the SPC towards the end to
finalize the University-wide strategic plan :

1 Prof Abebe Dinku, Professor, Department of Civil Engineering

57
 2 Ato Abebaw Bihonegn, Director , Budget and Finance
3 Dr Asfawossen Asrat, Head, Academic Programs Unit
4 Dr Atalay Alemu, Officer for Health Science Reform at the Rank of Associate V/President
5 Dr Daniel Fekade, Director, Research Programs
6 Dr Daniel Kitaw, Assoc. Prof, Department of Mechanical Engineering
7 W/t Emebet Mulugeta, Head, Office for Women Affairs
8 Dr Ephrem Engidawork, Director, Graduate Programs
9 Dr Haile Asnake, Head, Department of Physical Education and Sports
10 Dr Hirut Terefe, Ass. Prof, Department of Sociology & Social Anthropology
11 Ato Mulugeta Naizghi, Dean of Students
12 Dr Shimelis Admassie, Head, Staff Development Unit
13 Ato Tesfaye Birru, Projector Director, PhD Program in ICT
14 Prof Tirusew Tefera, Dean, Faculty of Education
15 Dr Yonas Admasu, Director, Institute of Ethiopian Studies.

2 The IAU/AAU Workshop, 8-9 June 2006

The International Association of Universities (IAU) was invited by Addis Ababa University and
the Swedish International Development Agency (SIDA) to consider how lessons learned by
others in the international academic community could benefit AAU’s own efforts at transforming
the university. Accordingly, a two-day workshop on the reform process at AAU was organized
by AAU and IAU with the support of SIDA during 8-9 June 2006. The following were the
participants in the workshop:

2.1 IAU Participants

1 Eva EGRON-POLAK, Secretary General, Executive Director, IAU
2 Goolam MOHAMEDBHAI, President, IAU
3 Peter BLOK , Advisor, Human Resource Management, Hogeschool van Amsterdam
4 Nimi BRIGGS, Former Vice-Chancellor, University of Port Harcourt, Nigeria, Former Chair of
both the Committee and Association of Vice-Chancellors of Nigerian Federal Universities (CVC)
5 Lidia BRITO, Professor, Universidade Eduardo Mondlane, Mozambique
6 Ian HAINES, Director of the Graduate School, London Metropolitan University
7 Peter WEST, University Secretary, University of Strathclyde

58
 8 Ivan WILHELM, Former Rector, Charles University in Prague
9 Morshidi Sirat, Director, National Higher Education Research Institute (IPPTN)
10 Charpentier Sylvain, Workshop Organizer

2.2 Representative of SIDA

Hakan MARSTORP, Research Advisor, Country Director, SIDA/SAREC

3 Consultative Meeting of the AAU Strategic Committee with the Delegation

from Emory University held on Tuesday, May 2nd 2006

The Emory University delegation:

1. Michael J. Mandl,
Executive Vice President for Finance &Administration, mandl@emory.edu
2. Richard A. Mendola, PhD
Vice President for Information Technology & CIO, rich.mendola@emory.edu
3. Lanny S. Liebeskind, PhD
Director of University Science Strategies, chemll1@emory.edu
4. Shari M.Capers MBA/MHA
Associate Vice President for Strategic Planning, Woodruff Health Science
Center, Shari.Caperes@emoryhealthcare.org
5. Makeba Morgan Hill, MHSA/CHE
Manager of Strategic Planning, Woodruff Health Sciences Center,
6. Jed Stevenson
Graduate student in Antropolgy, egsteve@learnlink.Emory.Edu

4 Presentations at the Strategic Planning Conference with Stakeholders

Nov. 7, 2006 : Higher education in Ethiopia
- Ato Amare Asgedom
Ethiopianization of Curricula
- Dr. Aster Wudneh
Higher Education in Africa
- Prof Goolam Mohammed Bhai
- W/ro Zenebework Tadesse
Distance Education
- Prof Eshetu Wencheko
Nov. 8, 2006: Vision and mission of AAU – a forward look
- Prof Emeritus Seyoum G/sellasie,
- Prof. Emeritus Ermias Dagne
- Prof. Emeritus Fisseha G/Ab
- Dr Asmelash Beyene
- Prof Eshetu Wencheko
Nov. 9, 2006 Relevance and Contribution of Research to
National Development – AAU’s role

59
 - Dr Teweldebirhan G/Egziabher
- Ato Neway G/Ab
- Dr Assefa Admassie
Role of the University in the Politics of the Country
- Prof.Bahiru Zewdie
Role of the University in Multi-cultural Ethiopia
- Ato Bulcha Demeksa
Nov. 10, 2006 Relation of Private Sector and the University
- Dr Arega Yirdaw
- Ato Eyesuswork Zafu
- Ato Daniel Mebratu
Professional Associations and the University
- Economics Association of Ethiopia
- Medical Association of Ethiopia
- Chemical Society of Ethiopia

Nov. 11, 2006 Closing Address

- P.M. Meles Zenawi

60