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MEKELLE UNIVERSITY

REVISED STRATEGIC PLAN

(2013/14-2018/19)

\

November 2013

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Contents List of Abbreviations .............................................................................................................................................................. 4

1. Introduction ......................................................................................................................................................................... 6

2. Organizational Assessment ................................................................................................................................................. 7

2.1. Mandate Analysis Result ............................................................................................................................................. 7

2.2. National Policies and Strategies Analysis Result ......................................................................................................... 7

2.2.1. Agricultural and Rural development policy .......................................................................................................... 7

2.2.2. Industrial Development Policy .............................................................................................................................. 7

2.2.3. Health Policy and Strategies ................................................................................................................................. 8

2.2.4. Good Governance and Democratization process .................................................................................................. 8

2.2.5. Educational Policy and Capacity Building programs ........................................................................................... 8

2.2.6. The Five Year Growth and Transformation Plan .................................................................................................. 8

2.2.7. MU Role in Realization of the Policies and Strategies ......................................................................................... 9

2.3. SWOT Analyses ........................................................................................................................................................... 9

2.3.1.Internal Analysis of Strength and Weakness....................................................................................................... 10

2.3.2. External Threats and opportunities (PESTEL) Analysis..................................................................................... 12

2.3.3. SWOT Summary ................................................................................................................................................. 13

2.4. Customers and Stakeholders Identification ................................................................................................................ 14

2.4.1. Customers and Stakeholders Matrix (Need Analysis) ........................................................................................ 14

2.4.2. Customer/Stakeholder Value Propositions ......................................................................................................... 16

2.5. Mission, Mandates, Vision and Values of MU .......................................................................................................... 17

2.5.1. Mission ................................................................................................................................................................ 17

2.5.2. Vision .................................................................................................................................................................. 18

2.5.3. Core Values ......................................................................................................................................................... 18

3. Strategy Formulation (Strategic Themes and Results) ...................................................................................................... 18

3.1. Strategic theme 1: Academic Excellence ................................................................................................................... 18

3.2. Strategic Theme 2: Research Excellence ................................................................................................................... 18

3.3. Strategic Theme 3: Community Service Excellence .................................................................................................. 18

3.4. Strategic Theme 4: Dependable Support Services ..................................................................................................... 19

4. Strategic Objectives .......................................................................................................................................................... 19

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4.1. Corporate Strategic Objectives .................................................................................................................................. 19

4.2. Objectives Commentary ............................................................................................................................................. 19

4.2.1. Increase customer/stakeholder satisfaction ......................................................................................................... 19

4.2.2. Increase the amount and diversity of revenue ..................................................................................................... 20

4.2.3. Improve the effectiveness & efficiency of resource utilization .......................................................................... 20

4.2.4. Improve the Quality, Relevance, and Diversity of Services ............................................................................... 20

4.2.5. Improve effectives and efficiency of operations ................................................................................................. 21

4.2.6. Enhance Planning, Monitoring and Evaluation................................................................................................... 21

4.2.7. Expand partnership and networking .................................................................................................................... 21

4.2.8. Enhance engagement of customers and stakeholders ......................................................................................... 22

4.2.9. Improve Support for cross-cutting Issues ........................................................................................................... 22

4.2.10. Improve governance .......................................................................................................................................... 22

4.2.11. Improve KSA of Staff & Leadership ................................................................................................................ 23

4.2.13. Improve work culture ........................................................................................................................................ 23

4.2.14. Improve availability and accessibility of facility .............................................................................................. 23

5. Strategy Map ..................................................................................................................................................................... 24

6. Strategic Performance Measures ....................................................................................................................................... 25

7. Strategic Initiatives ........................................................................................................................................................... 35

8. Monitoring and Evaluation ............................................................................................................................................... 41

8.1. Monitoring ................................................................................................................................................................. 42

8.2. Evaluation .................................................................................................................................................................. 42

Appendices Appendix I: Strategic Objectives, Commentaries and Strategy Map for Academic Excellence Strategic

Theme's Objectives

Appendix B: Strategic Objectives, Commentaries and Strategy Map for Research Excellence Strategic

Theme's Objectives

Appendix C: Strategic Objectives, Commentaries and Strategy Map for Excellence in Community

Services Strategic Theme's Objectives

Appendix D: Strategic Objectives, Commentaries and Strategy Map for Dependable Support Services

Strategic Theme's Objectives

3

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List of Abbreviations

BSC Balanced Score Card

C&S Customers and Stakeholders

CHS College of Health Sciences

CSA Central Statistical Agency

CVP Customer Value Proposition

E.C Ethiopian Calendar

EiTM Ethiopian Institute of Technology Mekelle

GDP Gross Domestic Product

GIS Geo-information System

GTP Growth and Transformation Plan

HRD Human Resource Development

HRM Human Resources Management

IBP Internal Process Reengineering

ICT Information and Communication Technology

IGEO Institute of Geo-Observatory and Earth Science

IT Information Technology

ITQA Institutional Transformation and Quality Assurance Directorate

KSA Knowledge, Skill and Attitude

LG Learning and Growth

M&E Monitoring and Evaluation

MDG Millennium Development Goal

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MIT Mekkelle Institute of Technology

MoE Ministry of Education

MoU Memorandum of Understanding

MU Mekelle University

NGO Non-governmental Organization

PESTEL Political, Economic, Societal, Environmental, Technological and Legal

PG Postgraduate

RCS Research and Community Services

RCSC Research and Community Services Council

SS Support Services

SWOT Strength, Weakness, Opportunities and Challenges

UG Undergraduate

UICL University Industry Linkage

VP Vice President

VPRCS Vice President for Research and Community Services

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1. Introduction

Mekelle University was established in May 2000 by Council of Ministers, Regulations No. 61/1999 of

Article 3 as an autonomous higher education institution. The merger of two former independent colleges –

Mekelle Business College and Mekelle University College – led to the creation of the University.

At present, the University has seven colleges, namely, College of Law and Governance, College of Social

Sciences and Languages, College of Business and Economics, College of Computational and Natural

Sciences, College of Dry Land Agriculture and Natural Resources, College of Health sciences, and College

of Veterinary Sciences. It also has six academic institutes, i.e. Institute of Pedagogical Sciences, Institute of

Paleontology and Heritage Conservation, Institute of Gender, Environment and development, Institute of

Climate and Society, Institute of Geo-Observatory and Earth Science (IGEO), Institute of Water and

Environment. In addition, the university has one autonomous institution known as the Ethiopian Institute of

Technology-Mekelle (EiT-M). Recently, the Mekelle Institute of Technology (MIT) has also been

incorporated to the Mekelle University system.

Typified by a fast growth especially since its inaugural in 2000, the University currently has more than 30,

000 students enrolled under 89 undergraduate and 68 postgraduate programs. Along with the rise in student

population, the number of academic and administrative staff has risen to about 1648 (109 expatriates) and

1704 (670 temporary employees) respectively, coupled with a great deal of changes and expansion

structurally and physically.

Mekelle University, having passed through a series of stages of development and challenges, has now

become one of the prominent higher learning institutions in Ethiopia. The University constantly pursues

standard of excellence in teaching, research and community services by working alone and in collaboration

with institutions within the country and overseas, and most importantly with its stakeholders in order to

remain responsive to the ever changing needs of the society.

To effectively carry out its activities and provide quality services, a twenty-year strategic plan was developed

in 2002 E.C. Since then, one strategic plan of five years was implemented and the second strategic plan was

launched in 2010/2011. This plan is revised with the intention of catching up of government’s strategic

priorities including the five year Growth and Transformation Plan (GTP) as well as the ever changing

societal demands.

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2. Organizational Assessment

2.1. Mandate Analysis Result

According to the Ethiopian Higher Education Proclamation No. 650/2001 and its own charter (Council of

Ministers Charter Regulation No 112/2004), MU is mandated to:

Implement undergraduate and postgraduate programs, establish and run colleges, faculties, schools,

institutes, and other academic and research units;

Offer academic certificate, diplomas, degrees and other academic awards, and to confer academic

titles and medals for those who have made immense contributions;

Undertake research and provide community services that contribute to the development of the

country;

Organize and conduct seminars, workshops and symposia;

Establish relations with different bodies including local and foreign sister organizations/universities,

research institutions and other organizations having similar objectives;

Provide appropriate consultancy, tailor-made training and other services to the community, private

organizations, local and federal governments, international organizations, and non-governmental

organizations;

Establish and publish academic journals and newsletters;

Levy appropriately for the services it is providing;

Establish and administer income generation enterprises and income fund;

Carryout such other activities as are necessary for the attainment of its objectives

2.2. National Policies and Strategies Analysis Result Ethiopia’s long-term vision as indicated in the GTP document is “to become a country where democratic rule,

good-governance and social justice reigns, upon the involvement and free will of its peoples; and once

extricating itself from poverty and becomes a middle-income economy.” Its vision in the economic sector in

particular “to build an economy which has a modern and productive agricultural sector with enhanced

technology and an industrial sector that plays a leading role in the economy; to sustain economic development

and secure social justice; and, increase per capita income of citizens so that it reaches at the level of those in

middle-income countries.”

To this end the country has developed various policies and strategies the main ones being the following:

2.2.1. Agricultural and Rural development policy

Agriculture remains the mainstay of Ethiopia's economy accounting for 83% of employment, 47% of GDP and

over 90% of total foreign exchange earnings (CSA, 2007). As a result, the government developed Agricultural

and Rural Development Policy that made agriculture sector development at the center of all developmental

endeavors of the country. Also, this is expected to remain so, at least, till the end of the GTP.

2.2.2. Industrial Development Policy

In the industry sector, Ethiopia has come up with a policy that puts emphasis on private sector led industrialization,

development and/or strengthening of export oriented industries, enhancing the competitiveness of industries at the

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national, regional and international levels, accentuating on labor intensive technologies, attracting domestic and foreign

investments. The magnitude of emphasis presently given to the agriculture sector is also presumed to give place to

industry at the end of the GTP period.

2.2.3. Health Policy and Strategies

As health care is one of the vital components of the basic social services that have direct linkage to development

of a country, Ethiopian government developed national health policy. The overarching agenda of the Ethiopian

health policy are:

democratization and decentralization of the health system

development of preventive and promotive components of the health services;

ensuring accessibility of health care by all population;

promoting inter-sectoral collaboration, involvement of the NGOs and the private sector; and

promoting and enhancing national self-reliance in health development by mobilizing and efficiently

utilizing internal and external resources;

2.2.4. Good Governance and Democratization process

Strengthening democratic system and good governance are at the center of the country's socio-economic and

political policies and strategies due to their special significance to reinforce peace, development, national unity

of the country and respect for individual and group rights enshrined in the FDRE constitution and international

treaties ratified by Ethiopia.

2.2.5. Educational Policy and Capacity Building programs

One of the critical problems Ethiopia faces is implementation capacity which is a fundamental condition for

successful execution of the country's developmental policies and strategies. The problem is visible in different

faces of the matter including in human resources capacity, business process capacity and institutional structural

capacity. To address these problems, Ethiopia's educational and capacity building policies and strategies give

special emphasis on building the capacity of higher education institutions with a view to provide quality

education/training, relevant and demand driven community/ consultancy services and transfer of technology and relevant,

and problem solving researches. It also strives to establish strong linkage between higher education institutions and the

private and public sectors.

2.2.6. The Five Year Growth and Transformation Plan

In 2010, Ethiopian government developed a medium term strategic national five year (2010/11-2014/15)

framework, the Growth and Transformation Plan (GTP). The overarching objective of the GTP is to sustain and

accelerate rapid, broad-based, and equitable economic growth path of the past years and eventually end poverty.

To this end, the following pillars were designed.

Sustaining rapid and equitable economic growth,

Maintaining agriculture as a major source of development,

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creating conditions for the industry to play key role in the economy,

Enhancing expansion and quality of infrastructure development,

Enhancing expansion and quality of social development,

Building capacity and deepen good governance, and

Promoting gender and youth empowerment and equity

2.2.7. MU Role in Realization of the Policies and Strategies

Mekelle University will exert utmost effort to contribute to the realization of the national priorities stipulated in

the national policies and strategies and the GTP. It will, among other things, support agricultural and industrial

development, good governance and democratization processes. The teaching service provided by the university

will give emphasis to designing, relevant, demand-driven and quality programs that produce graduates who are

competent and committed to agricultural and rural development and industrialization; keen to good governance

and democracy. Research and community/consultancy services will also be geared towards supporting the

production and dissemination of knowledge that boost agricultural and industrial development and transfer of

technology to public and private sectors; enhancing good governance and strengthening democratization

process. The university will also support the government’s health strategy by undertaking both applied and

scientific research and community services that contribute to preventing, curing and controlling health related

problems on top of production of well-qualified graduates.

2.3. SWOT Analyses As it helps in designing an improved strategic planning, evaluation of the strength and weakness of the

university in terms of input, process and output in the areas of academics, research, community services,

support services and leadership is crucial to overcome the limitations and enhance the strengths. It is also

important to assess the opportunities and threats existing in the external environment in order to design a

strategic plan that can exploit the opportunities and minimize the adverse impacts of the threats. Thus, SWOT

analysis that reflects the trend is produced below.

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2.3.1.Internal Analysis of Strength and Weakness

Factor Strength Weakness

1. Academics

Input Readiness to learn

Availability of educational

infrastructure

Young staff

Competency-based curriculum

Diversified educational programs

and enrolments

70/30 enrolment ratio achieved

Inadequate educational resources

Staff profile below the MoE requirement

Less experienced academic staff

Some academic programs are less demanded in the market

Insufficient ICT and database infrastructure

Lack of strategic staff development plan

Lack of adequate and appropriate pedagogical skill

Process Modular (competency based)

course delivery

Use of continuous assessment

Use of peer networking as a

learning strategy

Participatory teaching-learning

approach

Availability of academic staff

performance appraisal and

feedback

Poor advising and follow up

Weak academic programs monitoring system

Assessment practices not based on program learning

outcomes

Poor staff retention mechanism

Output/Ou

tcome Good number of graduates in

various fields of study

Lack of entrepreneurial and innovative skill/attitude

Incompatibility of graduate skills with stated graduate

profiles

High academic staff turnover

2. Research

Input Research thematic areas focus on

national priorities

Research guideline in place

Increasing attention to research

undertakings

Diverse source of research funding

Inadequate e-resources, scientific journals and database

Inadequate research fund

Limited skill of staff in research and article writing

Inadequate incentive & reward for research

Process Good partnership with local

communities

Staff training on research and

publication

periodic research review day

Limited supervision of research projects

Delay in releasing research budget

Lengthy settlement process

Lack of collaboration between senior and junior staff

Limited number of research conferences and seminars

Output/ou

tcome Utilization of research budget

Good number of research projects

produced

Poor quality of research outputs

Limited publication to staff ratio

Limited participation of staff in conferences and scientific

forums

Limited dissemination of research outputs

3. Community Services

Input Management support

Community service institutions

established

Community services offices in

place at various organizational

levels

No comprehensive guideline

Limited budget and related resources

Weak linkage between the university and beneficiaries

Weak staff commitment to community service undertakings

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Process Good service recipient/ customer

handling

Good service recipient/ customer

feedback

Weak follow up and reporting

University driven services

Less effort to generate fund

Inadequate promotion and publicity system

Output/Ou

tcome Community empowerment in legal,

agricultural, health and

technological aspects

Good service recipient/ customer

relationship

Insufficient number of services

4. Leadership/Management

Input Readiness for change

Participatory leadership style

Collaboration with local, national

and international levels

Well designed leadership

hierarchy

Revised Support services middle

level management structure

Inadequate transformative leadership knowledge and skill

Frequent change of leaders

Insufficient attention to institutional publicity and

communication

Low incentive for leaders at various levels

Process

Regular performance appraisal for

academic staff

Good delegation systems

Good handling of partners

Weak transformative leadership practice

No performance appraisal system for support staff

Limited focus on strategic issues

Weak monitoring and follow up system

Out put

Availability of legislation,

guidelines and manuals

Availability of long term strategic

documents

Good national and international

partnership

Weak transparency and accountability

Weakly motivated staff to apply leadership position

Limited control over resources and results

5. Support Services

Input

Experienced support staff

Availability of support staff

development scheme

Process based structure

Weak capacity in providing customer focused services

Lack of adequate transport, residential and recreational

facilities

Weak working culture and competencies

Poor ICT infrastructure

Process

Decentralized administration

systems

Relatively decentralized financial

management systems and good

communications flow and center

Application of BSC, Kaizen, etc

Fair and transparent budgetary

allocation system

Poor human resource, procurement system, management and

property administration system

Poor construction and design quality control system.

Weak contract administration and follow up systems.

Poor complaint handling and communication practices

Weak integration among processes/work units

Insufficient IT support system

Weak planning, monitoring and evaluation system

Poor data base

Weak incentive and reward system

Output

Good budget utilization

Access to service facility

Fairly allocated budget to colleges

and institutes

Weak responsibility and accountability

Dissatisfaction of customers

Mishandling of resources

Less internal revenue

Prevalence of corruptive attitude and practices

Table 1: Strength and Weakness

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2.3.2. External Threats and opportunities (PESTEL) Analysis

No. Factor Opportunity Threats

1. Political

environm

ent

Conducive government policies and strategies

Emphasis on development, democracy and good

governance;

High government attention to higher education

institutions and their programs

High attention given to science & technology

programs,

Government commitment on optimum budget

and resource allocation for higher education

Stable and peaceful governance system

Harmonizing and standardizing universities'

programs curriculum

Frequent reforms and weak

change management practices;

MoE's intervention on

recruitment & selection of

graduate assistants

Preoccupation with quantity of

graduates than their quality

Loose action on corruption

practices

Less attention on designing

adequate and fair compensation

package

2. Economy

Fast economic growth and industrial development

High market demand for problem solving

researches and consultancy services from

stakeholders

Employment opportunities

Graduate loan services

Promising public-private partnerships

Increasing cost of living

Stiff competition for resources

from the public & private

educational & research sectors.

Interrupted utility services

3. Societal Large student population in general education

Positive social attitude towards higher education

and its output

Hospitable and receptive local community

High societal demand for research, community

services and partnership

HIV/IADS

Incompatible socio-cultural

changes (including use of drug,

chat, cigarette, alcohol)

Gender biasness,

Social perception towards self

employment of graduates,

Poor educational background of

students

Lack of hard working attitude

and endurance

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4. Technolo

gy

Increasing demand for innovations and new

technologies,

Availability of transferable technologies

Access to world class and up-to-date on line

journals and e-books

High access to software enabling to facilitate

research activities

High government attention to technological

advancement

Technological dynamism

Lack of qualified and skilled

human resource in the market,

Misuse of technology

Limited ICT infrastructure

Dependency on technology

Insecurity in data management

Absence of comprehensive cyber

law

5. Environ

mental

Government attention to environmental protection

and natural resources conservation

Availability of environmental policy and

legislations

Higher level of trust and sense of partnership on

the part of regional governmental and non-

governmental actors

Availability of best natural resources conservation

experiences

Growing environmental agenda and awareness

Carbon trading

Availability of various industries

Healthy climate

Recurrent draught

Climate change

Limited linkage with

environmental actors

Emerging environmental

pollution incidents

Sever scarcity of water

6. Legal

Institutional autonomy

Academic freedom protection

conducive legal environment to run demand-

driven academic programs, research and

community/advocacy services

Enabling legal environment to establish relations

with local and international partners

Availability of comprehensive laws and

institutions on good governance, social order and

democratization

Limitations on strict enforcement

of available laws

Lack of regulations and

directives regulating university-

run business

Table 2: Threats and Opportunities (PESTEL Analysis)

2.3.3. SWOT Summary

For the better and succinct understanding and focus on most important ones, a brief summary of the

SWOT is hereby presented in this section in two categories. The first category combines the internal

strengths and external opportunities as enablers and the second sub-section is devoted to summarizing

the internal weaknesses of and the external threats to the university as pains that the university must

strive to circumvent and/or lessen their impact.

Enablers (Strength + Opportunities) Organizational Pains (Weakness+ Threats)

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Availability of young academic and

experienced support staff

High demand and emphasis on higher

education businesses

Sufficient budget allocation and a potential for

generating internal revenue

Promising stakeholders/government,

community and partners support and

commitment

Top management commitment and

participatory leadership approach

The introduction of selected reforms including

BPR, BSC, peer networking and Kaizen

Availability of basic educational facilities,

infrastructure and technologies

Availability of applicable and supportive laws,

rules and regulation, directives and

manual/guidelines

Remarkable further education and training

opportunities

Existence of peace and political stability in the

country

Problems in quality of education

Less publication and dissemination of

research

Serious problem in resource management

Lack of qualified and skilled manpower

Attitudinal problem and Poor commitment

Inadequate integration and publicity

Less efficient operating process

Less emphasis on strategic issues

Good governance problems

Poor planning, monitoring, and reporting

system.

Weak university-industry linkage

Socially unacceptable practices (drug, chat,

cigarette, and alcohol)

High employees’ dissatisfaction and

turnover

Poor utility services

Table 3: SWOT Summary

2.4. Customers and Stakeholders Identification

2.4.1. Customers and Stakeholders Matrix (Need Analysis) Customer/stakeholders

group

Behaviors we desire Their needs Resistance issues degree

infl. if

not

met

Custo

mers

Student - Competent graduates

- Work discipline

- Demonstrable potential

to succeed in higher

education

- Assertive and

entrepreneurial attitude

and capacity

- Ethical behavior

-Interest and

commitment

-Quality education

and other services

-Engagement in

University Affairs

-Ethical and

exemplary staff

- Good governance

-reluctance to work

hard

-Misbehaving

-Frustration

Very

high

Public &

private

-Active participation and

readiness to use the

-Problem solving

research outputs,

Reluctance to adopt high

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institutions &

the local

community

services & research

outputs

-Competitive &

transparent recruitment

and selection practices

-Alignment and

coherency objectives

-active role in need

identification and

communication

-act as per term of

reference

- Quality and need

based community

services

- Competent graduate

-Customer friendly

services

-Good Governance

- Engagement in

University Affairs

University outputs

-Reluctance to

acknowledge staff

competency

-Lack of confidence

on staff competency

-Reluctance to use

University services

Scientific

community

-Cooperation,

participation and

collegial behavior

-knowledge and

technology transfer

-Publishable research

outputs

-Engagement in

research and

publication

-dissemination of

knowledge

-Membership and

subscription

-Reluctance to

publish research

outputs

- Reluctance to

adopt research

outputs

Mediu

m

Stake

holder

s

MU staff - Hard work

- Commitment

- Ethics

- Competency

- Conducive work

environment

- Attractive

compensation

package

- Building their

capacity

- Good governance

- Resistance to

change

- Reluctance to

accept assignment

- Limited

commitment

- Corruption/unethic

al behavior

- Rigidity

- turnover

high

Government - Conducive policies and

laws

- Appropriate budget

allocation

- Autonomy

- Establish partnerships

- Readiness to accept

research outputs

- Competent graduates

- Quality and demand

driven programs

- Problem solving

research/consultancy

- Proper utilization of

resources

- Active involvement

in policy issues

- Limited Budget

- Bureaucratic

procedures

- Undue pressure/

interference

Very

high

Partners -Mutual benefit and

cooperation

- Professional

independence

-Support MU’s

priorities and strategies

- Compliance to the

commonly set

standards &

objectives

- Accomplish the

mutually agreed

objectives

- Imposition of

unilateral interests

- Lack of active

cooperation

- Lack of flexibility

- Failure to

implement the

agreement

Mediu

m

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Suppliers - Quality and on time

delivery

- Respect to rule of law

- Fair price

-On time settlement

- Respect to rule of

law

- Fast complaint

handling system

- violation of rule of

law

- Unwillingness to

supply

- Influence to revise

term of reference

- Corruption

high

Alumni - Promote image of the

university

- Maintain contact and

create links

- Respect to MU’s

alumni guidelines

-Continuous

engagement and

communication

-Launching training

and development.

- implementation of

alumni guidelines

-Maintain/upgrade

University image

- Detachment from

MU

- Resistance to

respect to MU’s

alumni guidelines

- Reluctance to

collaborate

Mediu

m

Organizations

(Accrediting

agencies,

professional

associations)

- Fair and transparent

accreditation policy and

guidelines

- Professional and

technical support

- Assistance in setting

standards and

guidelines

-Compliance to their

accreditation

standards

- collaboration

-Host conferences

- Biased

opinion/decision

- Lack of/limited

commitment

High

Table 4: Customers and Stakeholders Matrix

2.4.2. Customer/Stakeholder Value Propositions

Customer/Stake

holder Segment

Expected

Product/Serv

ice

Product/Service Attributes

Function Quality Timeliness Economy

Custo

mers

Student Education -capacity

building/creation

-entrepreneurship

First class

universities'

standard

Nationally

allowed and/or

internationally

accepted time

frame

Reasonable

Scientif

ic

commu

nity

-Research

outputs

-innovations

-problem solving

-policy analysis

-knowledge and

technology

transfer

-publishable

research outputs

-International

standard

Continuous &

Permanent

Affordable

partner -Partnership

-Support MU’s

mission

-experience

sharing

-contribution to the

nation’s

development

-achieve partners’

goals

-smooth, strong,

sustainable,

reliable and

consistent with

term of

reference

continuous

&

Demanded

optimal

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Stakeh

olders

Govern

ment - Graduates

- Educational

program

- Research out

puts

- community/c

onsultancy

services

- partnership

-planning and

execution of

government

policies and

strategies

- Up to National

and

International

standard.

Continuously Effective ,

efficient and

economic

resource

utilization

Staff Service Teaching

Research

Community

service

Support service

International,

relevant,

professional

Scientific,

international

Problem solver,

sustainable

Standard,

predictable

As of baseline

time

As of baseline

time

As of baseline

time

As of baseline

time

Affordable,

cost conscious,

budget

efficient

Competitive

and

commercial

Affordable,

effective

Efficient,

Supplie

rs

-Ground for

transparent &

fair

competition

-Good

governance

-On time

settlement

Legality and

efficiency of

transactions

Minimum

complaint

continuous Optimal cost

Alumni -network,

Support and

cooperation,

partnership,

collaboration

-Act as per

the alumni

guidelines

Enhancing

visibility

,communication,

Up to an

internal

standard

As of graduation At reasonable

cost

Accredi

ting

agencie

s,

professi

onal

associat

ions

-Compliance

to their

quality

assurance

and

accreditation

standards

Maintaining

standards of

services

Up to the

applicable

standards

Continuous At reasonable

cost

Table 5: Customer/Stakeholder Value Propositions

2.5. Mission, Mandates, Vision and Values of MU

2.5.1. Mission

The mission of our university is pursuing academics, research and community service and contributing to the

advancement of knowledge, economic growth, and social welfare to national and international community

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through empowering local communities, excelling in innovation and entrepreneurship, and partnering with

national and international institutions.

2.5.2. Vision

By 2025, Mekelle University aspires to become one of the top 25 universities in Africa.

2.5.3. Core Values

The University’s commitment to pursuing excellence in all its core business is reflected in the major values

expressed below:

Excellence

Quality service delivery

Academic freedom

Good governance

Culture of fighting corruption

Sensitivity to cross-cutting issues

3. Strategy Formulation (Strategic Themes and Results)

3.1. Strategic theme 1: Academic Excellence Strategic Result: Internationally competent; innovative and entrepreneurial graduates

Description: Academic excellence refers to excellence in teaching and learning as expressed in terms of

applying learner centered instruction and designing curricula that accentuates on students’ active participation

in their learning, and developing assessment that leads to students’ mastery of the learning outcomes. It is

reflected in the internal and external evaluation reports conducted based on agreed standards; employers'

satisfaction index; and tracer studies.

3.2. Strategic Theme 2: Research Excellence Strategic Result: Research outputs disseminated and used to address felt needs of the community

Description: Excellence in research refers to conducting high-quality & relevant research undertakings that

effectively address socio-economic problems of the community and qualify to be published in peer-reviewed

journals. It is expressed in terms of impact assessment results related to the quality and relevance of research

projects conducted, research results disseminated through publications and conferences.

3.3. Strategic Theme 3: Community Service Excellence Strategic Result- regional and national communities empowered

Description: Community service refers to providing consultancy or pro-bono service intended to disseminate

knowledge, develop attitudes, and skills among the regional and national communities by improving staff

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capacity and generating fund to finance the community service that leads to improvements in livelihoods and

work efficiency.

3.4. Strategic Theme 4: Dependable Support Services Strategic Result: Satisfied internal and external customers and stakeholders

Description: Focuses on ensuring quality, efficiency and effectiveness of service delivery systems and

guarantying responsiveness, transparency, reliability, and accountability of the system so as to facilitate the core

business of the University.

4. Strategic Objectives

4.1. Corporate Strategic Objectives

Perspective Objective

Customer/stakeholder Increase satisfaction & sense of belongingness

Financial/Resources Increase the amount and diversity of revenue

Improve the effectiveness & efficiency of resource utilization

IBP Improve quality, relevance & diversity of services

Improve effectiveness & efficiency of operations

Enhance planning, monitoring & evaluation practices

Expand partnership and networking

Enhance engagement of customers & stakeholders

Enhance mainstreaming of cross-cutting issues

Improve governance

LG Improve KSA of Staff & Leadership

Improve work culture

Improve availability & accessibility of facilities

Table 6: Corporate Objectives

4.2. Objectives Commentary

4.2.1. Increase customer/stakeholder satisfaction

Description: This objective strives to enhance and sustain customer/stakeholder satisfaction and thereby

maintain their sense of belongingness of the university by providing demand driven, quality and relevant

educational programs, problem solving research and community services and by enhancing effective

participation and involvement of customers and stakeholders on designing and implementing of university

programs and services. It also focuses on providing efficient, effective and quality support services in such a

way that customers/stakeholders are contented with the process and the service.

Outcome: ensure partnership and sense of ownership

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4.2.2. Increase the amount and diversity of revenue

Description: This objective focuses on increasing the amount and sources diversity of financial & non-financial

resources (human, material and time) the university generates for and from educational programs, basic &

applied research undertakings and community services from both internal & external sources. This includes

government budget; local & foreign donations; local and foreign partners and/or collaborators; developing

revenue generating enterprises; and revenues generated from providing educational services in the regular,

extension, distance, summer/in-service programs to students enrolled in the UG and PG programs of the

university. This will be achieved by increasing the diversity of revenue sources through proposing new project

proposals and strong partnership with private investments, NGOs, local communities and developing revenue

generating enterprises.

Outcome: Improved financial capacity for mission achievement

4.2.3. Improve the effectiveness & efficiency of resource utilization

Description: This objective focuses on enhancing the ability of the university to properly use financial &

non-financial resources (material and time resources) for the intended core business of the university and in

the most economical or optimal way without compromising the quality of the core business services that are

carried out on the initiative of solely the university or jointly with partners. This will be met through: proper

utilization of government budget, internal revenue, donor’s & partner’s funds, and individually solicited

funds; conducting transparent, timely and cost-efficient procurement systems; proper handling of materials ;

on time management, right staffing and ensuring that such resources are being used effectively & efficiently

through regular monitoring & evaluation programs. Furthermore, this objective will be addressed by using

resources that is aligned with its plan and taking correction actions based on the findings of audit, and

according to the continues monitoring and evaluation.

Outcome: Cost-conscious and result-oriented resource management system ensured

4.2.4. Improve the Quality, Relevance, and Diversity of Services

Description: this objective refers to continuously improving the quality and relevance of academic programs,

research undertakings and community services with a view to tailor such core services of the university be

demand driven, problem solving and dynamic. It also aims at diversifying the current services and intervention

areas of the university taking into account the dynamic needs of the society and the country’s national priorities

so that the services create visible positive impact in the country’s aspiration to create middle income society in a

very short period possible. Moreover, this objective focuses on drastically improving the quality of support

services in a way they catalyze the realization of the vision of the university.

Outcome: impact of the university in the country increased

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4.2.5. Improve effectives and efficiency of operations

Description: this objective focuses on advancing optimal utilization of financial and non-financial resources to

provide and create stimulating environment for successful teaching, research, and community services which

are derived from national policy and international factors. This objective will be achieved by reducing cycle

time of support service operations; ensuring effective authority and responsibility at all management levels;

proper and optimal allocation as well as utilization of resources; reducing defect rate of operating services;

integrating activities of subsystems; and standardizing teaching-learning and research infrastructure.

Outcome: improved organizational performance

4.2.6. Enhance Planning, Monitoring and Evaluation

Description: this strategic objective is designed to ensure a planning, monitoring and evaluation systems in the

university at all levels .it emphasizes on the development, implementation and follow up of strategic and annual

plan of the university. It will focus also on systematic collection and analysis of information by establishing

data base, planning team and professional planners to improve the effectiveness and efficiency of the

university’s plan, operation, projects and programs of the university. It incorporates also continues monitoring

and evaluation systems using specified indicators to check activities are being implemented in line with its

schedules and resources. Consequently, it compares the actual corporate performance against the agreed

strategic plans. Finally it looks at what you out to do, at what have accomplished and how you accomplished it

by developing participation forums.

Outcome: performance efficiency and effectiveness of the university improved

4.2.7. Expand partnership and networking

Description: This objective focuses on initiating, maintaining and strengthening partnerships and expanding

collaborative networks with local, national, regional & international institutions & communities that are

interested and committed to support and engage in the development of the teaching-learning, research,

community services and administrative processes of the university. In the teaching-learning arena, partnership

will focus on capacity building of academic staff, equipping teaching learning facilities, offering joint programs,

program assessments, student exchanges, faculty exchanges, and academic leadership. In the research, the

partnership will focus on capacity building of research staff, equipping research facilities, conducting joint

researches & disseminating outputs, joint assessment of the effectiveness and efficiency of research outputs, and

enhancing research management capacity. Partnership in community services will focus on joint knowledge &

technology transfers; design and implementation of joint projects & interventions; enhancing the use of

indigenous knowledge; and other collaborative undertakings having contribution to community empowerment.

Outcome: Improved capacity and competence to deliver world class education and research, and community

empowerment services.

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4.2.8. Enhance engagement of customers and stakeholders

Description: This objective refers to the participation of customers and stakeholders in the teaching-learning,

research, community and support services of the university with the aim of improving the quality, relevance and

diversity of these services. In the teaching-learning process, engagement will be carried out by involving C&S

in curriculum development and revision, monitoring and evaluation, quality improvement processes and others

that add value to the aforementioned aim. In the research undertakings, C&S will engage in identification of

research themes; funding, undertaking and monitoring &evaluation of research programs; and dissemination &

transfer of research results. C&S engagement in community services will be ensured by involving them in the

identification, design, implementation, and monitoring and evaluation of projects, programs and interventions

that aim at empowering communities. Similarly, engagement of C&S will be ensured by actively involving

them in the planning, implementation, and monitoring & evaluation of support service processes of the

university.

Outcome: Mutual trust and belongingness will be strengthened; quality of services will be improved; and

satisfaction will be increased.

4.2.9. Improve Support for cross-cutting Issues

Description: this objective devotes itself to mainstreaming and acting in line with the demands of emerging

issues such as gender, HIV/AIDS, population, vulnerable groups and environment in all the academic, research

and outreach services so that the university will be aware of and sensitive to emerging issues. Achieving this

objective requires: system that thinks globally and act locally; mainstreaming of emerging issues into the

university's core business and continuous monitoring and evaluation of implementation of programs vis-a-vis

the cross cutting issues.

Outcome: minimized social and environmental problems.

4.2.10. Improve governance

Description: This objective is designed with a view to strengthening good governance both in the university's

core business and support services. It focuses on ensuring that the university's system is guided by principles of

good governance which includes system of transparency, accountability, rule of law, public participation, and

adopting a strong and integrated monitoring and evaluation system.

Outcome: improved working environment/democratic culture; customer/stakeholder

satisfaction

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4.2.11. Improve KSA of Staff & Leadership

Description: this objective focuses on enhancing the knowledge, skill, and attitude of the academic and support

staff by introducing staff development schemes intended to empower the university’s employees at various

levels. We will have employees and leaders that possess the required knowledge and skill appropriate for the

specific tasks they accomplish and highly committed to the attainment of the core values of the university.

Outcome: competency of staff and leadership increased; attitude is reoriented towards realizing the university’s

vision

4.2.13. Improve work culture

Description: This objective focuses on improving the values, beliefs and principles of service rendering of MU

Staff. Achieving this objective demands: changing the attitude of the University community ; capacity building

initiatives; introduction of reward and incentives, continuous and in-built monitoring and evaluation

mechanisms of complying with the agreed values, beliefs and principles.

Outcome: improved retention and attraction of competent employees.

4.2.14. Improve availability and accessibility of facility

Description: this objective focuses on furnishing the University with modern equipments and systems, and creating

conducive working environment. Such facility includes educational infrastructure, ICT infrastructure, office equipments,

transport, and campus recreational facilities. To achieve this objective necessary materials and equipments will be

procured; systems and process will be enhanced and developed; repair and maintenance capacity will be strengthened; and

safety measures will be introduced.

Outcome: conducive working environment assured

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5. Strategy Map Overarching Strategic Result: Reputable university in its graduates, research findings and

community services

Figure. 1. Corporate Strategic Objectives Map1

1 The rectangles drawn in the middle of the map denote merely the cumulative effect of the objectives in each perspective and are

not objectives by themselves

Enhanced organizational capacity

Improve KSA of staff

& leadership

Learning &

growth

Improved Services IBP

Improve availability &

accessibility of facilities

Enhance

engagement of

customers &

stakeholders

Increase quality,

relevance &

diversity of services

Improve

effectiveness

& efficiency

of operations

Financial

Improved financial position

Increase the Efficient &

effective utilization of

resources

Increase the amount &

diversity of revenue

Customer/

Stakeholder

Expand partnership

and networking

Improve work

culture of staff

Enhance

planning,

monitorin

g &

evaluatio

n

practices

Enhance

support for

cross-cutting

issues

Increase satisfaction &

belongingness

Improve

governance

system

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6. Strategic Performance Measures

Perspec

tives

With

their

weights

Strategic

objectives

Performance

Measures and

Their weight

Performanc

e

Base line

2005

Source of

Data

Targets Threshold

Revised

Targets

2006-2007

E.C

Targets 2008-2012 E.C

06 07 08 09 10 11 12 <

6

0

%

60

-

79

%

80-95 >9

5

%

Custom

er

Satisfac

tion

(30%)

Increase

Customer/Stak

eholder

Satisfaction

and sense of

belongingness

Customer/Sta

keholder

satisfaction

index(15%)

50% Customer

satisfaction

survey

55

%

60

%

65

%

70

%

75

%

80

%

85

%

Percentage

decrease in

complaints (10%)

30% Customers

Opinion on

Suggestion

Box

25

%

20

%

15

%

10

%

5% 5% 5%

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No of alumni

actively

participating in

MU affairs(5%)

4,000 Registrar

and Alumni

Directorate

900

0

15,

000

21,

000

28,

000

33,

000

38,

000

43,

000

Finance

(15%)

Increase the

amount and

diversity of

revenue (8%)

Increase % Gov't

budget(2%)

1.2 billion

birr

10

%

10

%

10

%

10

%

10

%

10

%

10

%

Increase %

internal

revenue(2%)

8 million birr 100

%

100

%

60

%

50

%

20

%

10

%

5%

Increase %

project grant(2%)

200 million 10

%

15

%

20

%

10

%

10

%

10

%

10

%

Increase the

number of

revenue

sources(2%)

8 11 13 13 15 15 15 15

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Increase the

effectiveness

and efficiency

of resource

utilization

(7%)

Resource

Wastage

reduction in

percent

30%

(Calculated

estimation)

Payment

vouchers(pa

yment

vouchers),

inventory

reports,

payrolls,

attendance

sheets,

budget

reports ,

cash flow

schedules

25

%

20

%

12

%

7%

2%

2% 2%

Percentage of

budget utilization

99% Financial

Report

99.

15

99.

25

99.

5

99.

75

99.

9

100

%

100

%

Ratio of

operational cost

to internal

revenue

92% Financial

Report

85

%

75

%

70

%

60

%

50

%

50

%

50

%

percentage of

budget utilized

versus expected

output

80% (From

Planning and

finance)

Planning

Report

90

%

92

%

93

%

94

%

95

%

95

%

95

%

Internal

business

Process

Enhance

Planning,

Monitoring

and Evaluation

Number of

training,

experience

sharing provided

to professionals

involved in

planning,

monitoring and

evaluation (0.75)

5 (From

Planning)

HRD and

Planning

Report

3 4 5 6 7 8 9

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28

(30%) Percentage of

university units

that develop and

revise plans,

projects and

programs (0.75%)

50% (13/26) Planning

Report

100

%

100

%

100

%

100

%

100

%

100

%

100

%

Percentage of

university units

that have database

system(1%)

35% (9/26) Planning

and ICT

Report, and

visit

50

%

75

%

90

%

100

%

100

%

100

%

100

%

Number of

periodic reports,

evaluations ,

follow-ups and

feed back (0.75%)

4 (Reports),

2 (evaluation

and

feedback)

Planning

Report

6 8 8 8 8 8 8

Number of

quality standards

& manuals

developed and

implemented(1%)

6 (Peer

Networking,

modularizati

on, research,

finance

manual,

program

budget and

IPS manual

Concerned

offices

4 3 3 2 2 2 2

Number of self-

assessment

reports

produced(0.75%)

1 (At

University

Level)

Reports 1 1

At College

Level 26

Reports

26

26

26 26

At

Department

Level

Reports 51 51 51 51 51 51 51

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29

Improve

mainstreaming

of cross-

cutting issues

Number of

awareness

creation programs

(1%)

2 Reports

from focal

persons/offi

ces

3 4 4 4 4 4 4

Number and type

of mainstreamed

programs (0.75%)

1 Reports

from focal

persons/offi

ces

2 4 4 4 4 4 4

Number of

interventions in

gender

sensitization

(0.5%)

3 Reports

from focal

persons/offi

ces

4 4 5 5 5 5 5

Number of

intervention in

population and

environment

(0.5%)

3 Reports

from focal

persons/offi

ces

4 4 5 5 5 5 5

Number of safe

sexual and

reproductive

health

interventions

(0.5%)

3 Reports

from focal

persons/offi

ces

4 4 5 5 5 5 5

Improve

effectives and

efficiency of

operations(5%

)

% of on time

service delivery

(1.25%)

50% Survey/

Feedback

from service

users

75

%

80

%

85

%

90

%

95

%

95

%

95

%

% of automated

units (2%)

(2/26)= 8% Planning

and Budget,

ICT

27

%

50

%

75

%

90

%

90

%

95

%

95

@

%

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% of

errors/defects (1.

%)

25% Human

Resource,

ITQA

20

%

12

%

7%

5%

3%

3%

2%

Index on overall

integration of

operations (0.5%)

50% ITQA,

Planning

and Budget

75

%

85

%

90

%

95

%

95

%

95

%

95

%

Enhance

engagement of

customers &

stakeholders

(3%)

% of involvement

of C&S in key

affairs (1.5%)

50% All

concerned

offices

75

%

80

%

90

%

95

%

96

%

97

%

98

%

Participation

Level Index

(1.5%)

0.5 All

concerned

offices

0.6 0.7 0.8 0.9 0.9

5

0.9

9

1

Expand

partnership

and

networking

(4%)

Number of

partnerships

established

42 Corporate

Communica

tion and

marketing

45 47 50 50 50 50 50

Number of MoUs

signed

32 Corporate

Communica

tion and

marketing

35 40 40 45 45 50 50

Diversity of

partners (by

country &

continent of

origin)

18 Corporate

Communica

tion and

marketing

20 23 25 27 30 30 30

Increase

quality,

relevance &

diversity of

services

(5%)

National Ranking 3rd (MoE) MOE

Ranking

1-3 1-3 1-3 1-3 1-3 1-2 1-2

Continental

Ranking

142

(webometics

.info)

webometics.

info

100

-

110

99-

90

89-

75

74-

50

49-

40

35-

30

29-

30

Number of newly

opened UG

51 College 7 10 10 12 3 2 2

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programs report

Number of newly

opened PG

programs

36 PG report 5 4 3 3 3 3 3

Number of newly

opened PhD

programs

3 PG report 3 3 3 3 3 3 3

Number of

indexed journals

152

(UICL)

UICL report

100

200

300

400

500

500

500

Number of

symposiums,

seminars, national

workshops

conducted

30

College

Report

36

48

54

60

60

70

80

Number of

indigenized

technologies

12 UICL report

20

30

45

50

50

50 50

70/30 ratio 72:28

Proportion

of Enrolled

students

70:

30

70:

30

70:

30

70:

30

70:

30

70:

30

70:

30

Graduation rate 92 %

Registrar

report

93

%

94

%

95

%

96

%

97

%

97

%

97.

%

Improve Good

governance

(5%)

% of units

holding post-

implementation fo

rums (2%)

50% Reports and

visit from

offices

75% 85% 95% 95% 95% 95% 95%

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Governance Index

(3%)

0.5 Survey 0.7 0.8

5

Learning

and

Growth

(30%)

Improve KSA

of Staff &

Leadership

Provision of

trainined

employees

(1%)

729 HRD report

800 800 100

0

100

0

100

0

100

0

100

0

% of filled

accademic

positions

80% HRD report

85% 90% 95% 95% 100

%

100

%

100

%

% of filled

support staff

postions

90% HRD report

90% 95% 95% 100

%

100

%

100

%

100

%

Number of

leadership

initiatives(2

%)

2 (BSC and

program

budget)

report 4 4 2 2 2 2 2

1. Number of

initiatives

conducted on

attitudinal

change(2%)

1 (Peer

networking)

Report HRD 4 2 2 2 2 2 2

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Improve work

culture

% of employees

with second

degree(2%)

56.

55

%

Report from

Colleges

and work

unit

65% 70% 73% 75% 75% 70% 70%

% of employees

with terminal

degree(2%)

7.9

4

(%)

Report from

Colleges

and work

unit

10 13 16 18 20 22 25

% of

employees

practicing

organization

al values

50%

(Average

performance

presumption

)

Survey 60 70 80 85 85 90 90

% of staff

practicing the

elements

development

al civil

servant

50% Evaluation/

Survey

60 70 80 85 85 90 90

% of

reduction of

absenteeism

in some

support staff

25% Attendance 20 15 10 5 5 5 5

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34

% of

reduction of

absenteeism

in some

courses

15% Report/Surv

ey

10 10 10 5 5 5 5

Improve

availability &

accessibility of

facilities

Ratio of

educational

infrastructures to

users (2%)

1: 2 College

abstract

0.6:

1

0.7

3:1

0.8

5:1

0.9

2:1

0.9

7:1

1 1

% of staff

equipped with

facilities as per

MU standards

(1.5%)

50% College/offi

ces abstract

60

%

73

%

85

%

95

%

95

%

95

%

95

%

Increase in

making use of

disposable

materials (1%)

20% Report 50

%

75

%

97

%

98

%

98

%

98

%

98

%

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7. Strategic Initiatives N

o

Strategic

objectives

Initiatives Scope Outcome Activities Budget required Owner Remark

1 Improve

KSA of

Staff &

Leadershi

p

Staff

Developm

ent

program

Leadership

and

manageme

nt training

project

Skill

developme

nt project

This

focuses on

both

academic

and

administrati

ve staff so

as to

upgrade

their

qualificatio

n,

leadership

and

managerial

competenci

es such as

change

manageme

nt,

transformat

ional

leadership,

team work,

etc.

Highly

qualified ,

competent

and

committed

leaders and

professionals

Provision of

scholarship, on

the job and off

the job training,

induction,

experience

sharing and

coaching

6800x5000=34Mil

lion

18x100000=1.8Mi

llion

18x50000=900000

805x

150000=120,750,0

00

200x100000= 20

million

Colleges/Insti

tutes, ITQA

and HRD

2 Improve

work

culture

-Kaizen

Awareness

creation

and

implement

ation

project

Reward

program

Experience

sharing

and scaling

up

activities

This focus

on

improving

the work

culture of

MU so that

academic

administrati

ve staffs

will make

unrestricted

effort to

achieve

organizatio

nal

mission.

Committed

staff and

improved

performance

Forums,

Training,

Kaizen,

experience

sharing and

rewards

4022x30x7=84462

0

100000x7=700000

7x90x5000=3.15m

illion

HRD and All

work units

3 Improve

availabilit

y &

accessibili

Facility

Developm

ent

Program

It focuses

on

assessment,

identificati

on,

expansion

Well

equipped and

conducive

work place

having

adequate

Need

assessment,

budgeting,

purchase request,

allocation, and

maintenance and

4.5 billion Facility

management

and Colleges

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ty of

facilities

Educationa

l

Infrastruct

ure

Assessmen

t and

improvem

ent project

and

maintenanc

e of the

necessary

buildings,

office

equipments

, transport

services

and roads,

furniture

and

technologie

s required

to improve

enrolment,

teaching,

research

undertaking

and

community

service

capacity.

offices,

laboratories,

libraries,

ICT

materials

,GIS, Sand

filter

treatment ,

campus

beautificatio

n,

workshops,

lecture halls,

student

dormitories,

staff

residents etc

follow up

4 Improve

governanc

e

Good

governanc

e

enhanceme

nt program

It focus on

integrating

and

exercising

good

governance

elements

such as

participatio

n,

transparenc

y,

accountabil

ity, rule of

law, etc

Improved

work

performance

and

democratic

culture

Awareness

creation

activities,

developing

policies, manuals

and directive,

and forums and

survey on good

governance.

13X30000=

390000

26X50000=

1.3million

2X500000=1

million

All working

units

5 Improving

mainstrea

ming of

cross

cutting

issues

Communit

y

awareness

project

It focuses

on

provision

of adequate

knowledge

and skills

on the

current

emerging

issues

Informed and

inclusive

decisions

making and

implementati

on of

stakeholder

and

customers

Identifying

customer needs,

design awareness

mechanism,

provide

awareness

service and

impact

assessment

300,000 x 4 x 7=

8.4 million Birr

Cross cutting

issue offices

in

consultation

with the

president

office

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6 Equity

enhanceme

nt project

It focuses

on

enhancing

the

capacity of

disadvantag

ed groups

so that they

effectively

participate

in the

University

affairs

Benefited

disadvantage

d groups and

individuals.

Identifying need,

designing

friendly service

delivery

mechanisms and

mainstreaming to

the university

services

400,000 x 4 x 7=

11.2 million Birr

Student

Services and

HRM

7 HIV/AIDS

and

Reproducti

ve Health

project

It focus on

promoting

and

mainstream

ing safe

sex and

reproductiv

e health

practices

Improved

safe sex and

reproductive

health

practices

Designing and

developing

mechanisms of

implementation

and

mainstreaming to

the university

services

300,000 x 7 = 2.1

million Birr

The planning

unit in

consultation

with CHS

8 Population

and

Environme

ntal

protection

project

It focus on

family

planning

and

environmen

tal friendly

practices

Safe living

environment

Designing policy

and guidelines,

developing

mechanisms of

implementation

and

mainstreaming to

the university

services

600,000 x 7 = 4.2

million Birr

The planning

unit

Improv

e

availabi

lity and

accessi

bility of

facility

Infrastruct

ure and

facility

developme

nt program

This

program

comprise 3

projects:

-to

construct

buildings,

roads, and

oxidation

pond;

-to furnish

buildings

with

necessary

equipments

;

-to fulfil

facilities

and

manageme

nt of

materials

-Guest

house, roads,

dormitories,

Staff offices,

laboratories,

lecture halls,

staff

residents

-Furnished

offices &

dormitories,

equipped

laboratories

and

transportatio

n facility

-Clean &

neat campus

-Infrastructure

expansion and

Constructions

-Construction of

educational

infrastructure

-Construction of

community

service

infrastructure

-Construction of

research

laboratories

-Construction of

senatorial

infrastructure

-Construction of

student

dormitory,

cafeteria,

recreational

centres, clinics

-Construction of

staff residence,

10.79 billion

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so as to

enhance

teaching,

research

undertaking

s and

community

services.

recreational

centres, lounge

-Repair and

maintenance of

buildings, water

& electric

systems

Facility

development

project

-Equipments and

materials gap

assessment

-Procurement

based on above

and University

standard

-Building,

equipment and

machinery repair

and maintenance

project

-Fulfil

transportation

facility

-GIS project

-Completion of

sand filter

treatment

-Beautify

campuses

*Materials

management

project

-Kaizen training

-Treatment of

disposable goods

3 billion

Improve

effectiven

ess and

efficiency

of

operations

Operations

improvem

ent

program

This

program

comprise 2

projects to

improve

internal

systems in

teaching,

research

undertaking

s and

community

services by

integrating

and

i. Automat

ed

processe

s/enhanc

ed

quality

of

services

ii. feedback

*Units to be

automated within

the strategic

period based on

need assessment

are:

-e-student/virtual

learning

environment

(VLE)

-e-finance

-e-procurement

-e-research

-e-property

-e-HRM

-Tele-medicine

-Data center

facility

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automating

all units

-Digital signage

-Video

conference

-Smart class

rooms

-Cooling system

500 million

*assessment of

integration of

operations

40,000*7=280,000

Vice

president

offices

Increase

the

amount

and

diversity

of revenue

-

Establishm

ent of

University

business

enterprise

projects

It focuses

on ideas

which can

generate

revenue for

further

developme

nt of the

university

service

delivery

capacity

via the

established

University

enterprise

Meeting

community

needs and

generating

dependable

revenue flow

Business plan

development,

start-up

activities(organiz

ational structure

and working

manuals),

marketing

activities

including

promotion and

marketing

research

140,600,000

President

office and

Business unit

Resource

generation

projects and

programs

- Revenue

developme

nt project

It focuses

on

enhancing

the mix and

amount of

revenue

Strong

resource base

and financial

position

Opportunity

identification,

proposal

development,

organizing

events ,partner

network, service

diversification

74 million=

(20%*(85%*200,0

00,000)

President

office and

UICL

directorate

office ,

planning

budget

directorate

and the

finance

directorate

office

Sources/div

ersity of

Resource

generation

projects and

programs

Improve

the

effectiven

ess &

efficiency

of

resource

utilization

- Cost

minimizin

g projects

(Energy,

waste

minimizati

on, and

materials

manageme

nt)

It focuses

on reducing

costs by

reducing

overhead

costs,

wastages,

materials

manageme

nt so as to

improve

resource

utilization

Cost

reduction

Assessing cost

minimizing

areas, cost

reducing

mechanisms;

effective

implementation

and follow up

ways

1.5 million President

office ,

Planning

&budgeting,

Directorate

and finance

directorate

office

cost

reduction

program

-

Strengthen

ing

It focuses

on proper

planning

Successful

completion

of programs

Preparing

program

budgeting,

140,000 The president

in

consultation

Proper

planning

and budget

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program

budgeting

system

and

prioritizatio

n of

resource

utilization

as per the

mandate,

objective,

program,

output and

activities of

the

University

and projects implementation

and follow up

with the

finance

directorate

office and the

planning

&budgeting

directorate

office

implementat

ion program

Expand

partnershi

p &

networkin

g

-

Partnershi

p

Developm

ent

Program

This

initiative

will have

two main

projects:

-

Internation

al

partnership

developme

nt project

-National

partnership

Developm

ent

Project

This

initiative

will

develop

and/or

enhance all

sorts of

partnership

s that will

directly and

indirectly

develop &

strengthen

the

university’s

three core

processes:

teaching-

learning;

research &

community

services;

and support

services.

Strong and

expanded

partnership

&

networking

position

-Establish an

international

relations office

(under VP for

academics) with

main duties of

initiating,

strengthening, &

maintaining

scholarship &

academic

partnerships

-Strengthen the

UICL office

under VPRCS by

initiating,

strengthening, &

maintaining

research &

community

services

partnerships

-strengthening

the linkage

between these

offices &

colleges, RCSC

offices &

departments

-Strengthening

colleges to

initiate, upgrade

& maintain

national &

international

partnerships

10 million VP for

Academics

VP for RCS

VP for SS

Enhance

engageme

nt of

customers

&

stakeholde

rs

Customers

&

Stakeholde

rs

engageme

nt program

This

initiative

revolves

around

enhancing

the

engagemen

-Improved

quality of

university

services

-Satisfied

customers &

stakeholders

-Planning to

engage C&S

-understanding

C&S needs &

wants

-making internal

7 million VP for

Academics

VP for RCS

VP for SS

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41

t of

customers

& key

stakeholder

s in the

planning,

implementa

tion and

monitoring

&

evaluation

of key

university

affairs in

which they

have an

influence

and/or

interest.

preparedness &

aligning

strategies with

their needs

-building trust

-conducting

consultations

-responding to

and

implementing

their needs

-Monitoring &

evaluation their

engagement

Customer

complaint

handling

program

This

initiative

involves

identifying

and

resolving

complaints

and design

mechanism

s that help

minimize

complaints

Enhanced

satisfaction

of customers

Introducing

complaint

handling

mechanisms-

Identify

customer

complaints,

sources, generate

alternative

solutions, select

the best solution,

implementation

and follow up.

100, 000 x

7=700,000

All working

units

Total cost

in Billion

19.22 Billion

8. Monitoring and Evaluation Monitoring is a continuous function that uses the systematic collection of data on specified indicators to

provide management and the main stakeholders of an ongoing development intervention with indications of

the extent of progress and achievement of objectives and progress in the use of allocated funds. Evaluation

is the systematic and objective assessment of an ongoing or completed project/ program, or initiative,

including its design, implementation, and results. The aim is to determine the relevance and fulfillment of

objectives, development efficiency, effectiveness, impact, and sustainability. An evaluation should provide

information that is credible and useful, enabling the incorporation of lessons learned into the decision

making process. The main objectives of good planning, monitoring and evaluation are to support

substantive accountability to governments, beneficiaries, donors, other partners and stakeholders, prompt

corrective action, ensure informed decision making and enhance organizational and individual learning and

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42

these objectives are linked together in a continuous process. Monitoring and evaluation system requires

continuous commitment, time, effort, and resources and champions but it is doable.

In an institution that carried out BSC needs to establish strong monitoring and evaluation system so as to

ensure that strategic objectives are achieved. This will be ensured by using monitoring and evaluations

tools.

8.1. Monitoring To follow regularly the progress of work units and individual performances and to take corrective

measures, the following types of performance reports are recommended.

o Periodic (monthly, quarter, semi-annual and annual) performance report at corporate,

college/institutes/centers/departments, Offices/ units/teams level.

o Observation or visit on project sites and rating against checklist on bi-annual basis.

o Survey on annual/bi-annual basis;

8.2. Evaluation The evaluation will mainly rely on bottom-up approach. Every two weeks each work unit, team and

individual has to conducted evaluative meeting against predetermined objectives and lessons are going

to be identified for developmental purposes. Evaluation reports have to be submitted for the immediate

supervisor so as to take corrective action. Every college/office of directorate has to carry out

performance evaluation on a quarter, semi-annual and annual basis through the participation of actors

so that success and challenges has to be clearly identified and corrective actions taken. On semi-annual

and annual basis, evaluation is going to be conducted at university level as to explicitly indicate

strengths and weaknesses and decision will be made.

After thoroughly implementing monitoring and evaluations for two consecutive years, plan revision will

be made so as to consider new developments.

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43

Appendices

Appendix I: Strategic Objectives, Commentaries and Strategy Map for Academic Excellence

Theme's Objectives

Strategic Theme1: Academic Excellence

Strategic Result: Internationally competent; innovative and entrepreneurial graduates

Strategic Objectives

Customer/

stakeholder

Increase customer satisfaction and belongingness

Finance Increase the amount and diversity of revenue

Improve the effectiveness & efficiency of resource utilization

IBP Increase educational partnership & networking

Improve quality, relevance and diversity of educational programs

Improve the effectiveness & efficiency of educational service delivery

Enhance engagement of customers & stakeholders

LG Improve KSA of staff and leadership

Enhance good governance

Improve availability and accessibility of facilities

Table 1: Strategic objectives for Academic Excellence Theme

1.1. Objective Commentaries

1.1.1. Increase customer/ stakeholder satisfaction and Belongingness

Description: This objective focuses on enhancing customer/stakeholder satisfaction and sense of ownership

by providing demand driven, relevant and quality educational programs that are aligned with the

development and transformation needs of the country

Outcome: enhanced customer/stakeholder satisfaction and positive image and belongingness

1.1.2 Increase Amount and Diversity of Revenue

Description: This objective focuses on increasing the amount of financial & material resources the university

generates for and from educational programs both internal & external sources. This includes, among others,

government budget; local & foreign donations; and revenues generated from providing educational services in

the regular, extension, distance, summer/in-service programs to students enrolled in the UG and PG programs of

the university. This objective also focuses on increasing the diversity of the revenue sources by providing

educational services including teaching, advising & supervision, teaching materials, examining and other

related services to new geographic areas, launching new programs, & partnering with other institutions.

Outcome: Financial position improved

1.1.3 Improve the effectiveness & efficiency of resource utilization

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44

Description: This objective focuses on enhancing the ability of the university to properly use financial &

material resources for the intended academic programs and in the most economical or optimal way without

compromising the quality of the educational services. This will be met through: proper utilization of

allocated budgets, internal revenue, donor’s & partner’s funds; conducting transparent, timely and cost-

efficient procurements of materials; implementing scientific inventory management system; on-time

maintenance & reuse of materials; on-time disposal of obsolete materials; and minimizing material wastages.

Outcome: Cost-conscious and result-oriented resource management

1.1.4 Improve quality, relevance and diversity of educational programs

Description: This objective refers to improving the state of compliance of the academic programs to the university

aspirations. This calls for meeting National policies and strategies, the Growth and Transformation Plan (GTP), and the

Millennium Development Goals (MDGs) and international university standards.

Outcome: Diversified and competitive educational programs developed

1.1.5 Improve the effectiveness and efficiency of educational service delivery

Description: This objective refers to the improvement of the basic method and techniques of teaching-learning process.

This includes lectures, laboratory works, seminars, tutorials, internships, final thesis projects, field excursion, e-learning,

distance learning and blended learning. It also infers to the efficiency of educational programs coordination.

Outcome: Students learning achievement enhanced

1.1.6 Enhance engagement of customers and stakeholders

Description: This objective refers to the participation of customers and stakeholders in the teaching-learning process.

This refers to the relevant areas of participation such as curriculum development and revision, monitoring and evaluation,

quality improvement processes and others that add value to the teaching-learning process.

Outcome: Mutual trust and collaboration strengthened

1.1.7 Increase educational partnership

Description: This objective focuses on initiating, maintaining and strengthening partnerships with local,

national, regional & international institutions & communities that are interested and committed to support and

engage in the development of the academic sphere. The partnership will focus on capacity building of academic

staff, equipping teaching learning facilities, offering joint programs, program assessment, student exchanges,

faculty exchanges, and academic leadership.

Outcome: partnerships established and strengthened

1.1.8 Enhance good governance

Description: This objective focuses on ensuring system of transparency, accountability, rule of law,

responsiveness and equity in the teaching and learning process. It also focuses on enhancing the involvement

of students and stakeholders with a view to strengthen participatory management system. Achieving this

objective requires the preparation and implementation of relevant rules and regulations, guidelines, formats,

templates and manuals and continuous capacity building endeavors.

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45

Outcome: Good governance practices improved

1.1.9 Improve the KSA of Staff and Leadership

Description: This objective covers developing the professional and pedagogical knowledge, skill, and attitude

of the academic staff and members involved in academic leadership through scholarships, career promotion, in-

service, or short term trainings. It also refers to developing awareness to become responsible academicians in

shouldering their teaching and leadership responsibilities.

Outcome: competencies of staff and leaders enhanced

1.1.10 Improve educational facilities

Description: This objective focuses on providing improved educational facilities. These include building well

furnished classrooms and lecture halls, presenting e-learning facilities, equipping libraries, laboratories and

workshops, installing IT/ICT services.

Outcome: Conducive working and learning environment created

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46

1.2. Strategy Map

Fig. 1. Strategic Map for Academic Excellence Theme's Objectives2

2 The rectangles in the map denote merely the cumulative effect of the objectives in each perspective and are not objectives by

themselves

Enhanced Institutional capacity

Enhance

governance

system

Improve KSA of

staff & leadership

Learning

& growth

Improved academic services

IBP

Improve availability

& accessibility of

facilities

Enhance

engagement of

customers &

stakeholders

Increase quality,

relevance & diversity

of academic programs

Improve

effectiveness &

efficiency of

academic operations

Financial

Increased financial position

Improve effectiveness

& efficiency of

resources utilization

Increase satisfaction

& belongingness

Customer/

Stakeholder

Increase academic

partnership &

networking

Increase the amount

and diversity of

revenue

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Appendix II: Strategic Objectives, Commentaries and Strategy Map for Research Excellence

Theme's Objectives

Customer/

stakeholder

Increase satisfaction

Finance Increase the amount and diversity of revenue

Improve the effectiveness & efficiency of fund utilization

IBP Increase quality, relevance and dissemination of researches

Increase the effectiveness and efficiency of research undertakings

Enhance engagement of customers & stakeholders

Increase research partnership & networking

LG Improve the KSA of staff & leadership

Improve availability & accessibility of research facilities

Enhance good governance [

Table 2: Strategic objectives for Research Excellence Theme

2.1. Objectives Commentaries

2.1.1. Increase customer/ stakeholder satisfaction

Description: This objective focuses on providing demand driven, relevant, quality and problem solving

research undertakings that are aligned with the development and transformation needs of the country. It also

focuses on meaningful involvement of governmental and non-governmental stakeholders on developing

research thematic areas and dissemination of research outputs.

Outcome: satisfaction of customers & stakeholders increased

2.1.2 Increase the amount and diversity of revenue Description: This objective focuses on increasing the amount of financial & material resources the university

generates for basic & applied research undertakings both from internal & external sources. This includes,

among others, efforts to increase government research budget; local & foreign fund solicitation from partners &

donors; revenue generation from industry-community linkages; and individual staff fund solicitation efforts.

Researched that are conducted on the request of customers & stakeholders for fee or free will not be treated

under this objective; it will, rather, be considered as one aspect of community services.

Outcome: Strengthened research capacity

2.1.3 Improve the effectiveness & efficiency of resource utilization

Description: This objective focuses on enhancing the ability of the university to properly use financial &

material resources for the intended research works that are carried our on the initiative of solely the

university or jointly with partners in the most economical or optimal way without compromising the quality

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of the research outputs. This will be met through: proper utilization of government budget, internal revenue,

donor’s & partner’s funds, and individually solicited funds; conducting transparent, timely and cost-efficient

procurements of materials meant for research undertakings; proper handling of materials such as laboratory

equipment, field tools or devices (such as GPS & CAPI); and ensuring that such resources are being used

effectively & efficiently through regular monitoring & evaluation programs.

Outcome: Cost-conscious and result-oriented resource management culture

2.1.4. Increase the effectiveness and efficiency of research undertakings

Description: This objective refers to the improvement of the basic method and techniques research proposal

writing, review of research proposals, fund awarding procedures, financial follow-up of researches, and

evaluation of final research outputs/outcomes.

Outcome: Value adding and scientific researches will flourish as a result of effective and efficient processes.

2.1.5. Increase quality, relevance and dissemination of researches

Description: This objective focuses on undertaking demand driven and internationally standardized and competitive

researches. It also emphasizes on dissemination of research outputs and technologies produced under the auspices of the

university and its units to stakeholders.

Outcome: research qualities improved; all research works disseminated and used by stakeholders

2.1.6 Enhance engagement of customers and stakeholders

Description: This objective refers to the participation of customers and stakeholders in the research endeavor of the

university. This infers to the participation of customers and stakeholders in areas of active research, research theme

identification, and research funding.

Outcome: Scientific and problem solving researches flourished

2.1.7 Increase Research partnership and Networking

Description: This objective focuses on initiating, maintaining and strengthening partnerships with local,

national, regional & international institutions & communities that are interested and committed to support and

engage in undertaking scientific and problem-solving researches. The partnership will focus on capacity

building of research staff, equipping research facilities, conducting joint researches & disseminating outputs,

joint assessment of the effectiveness and efficiency of research outputs, and enhancing research management

capacity.

Outcome: Strengthened research capacity and satisfied partners

2.1.8. Enhance good governance

Description: This objective focuses on ensuring system of transparency, accountability, rule of law,

responsiveness and equity in research undertakings including in announcement, selection and of the research

teaching and learning process. It also focuses on enhancing the involvement of academic/research staff and

stakeholders in the process. Achieving this objective requires the preparation and implementation of relevant

rules and regulations, guidelines, formats, templates and manuals.

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Outcome: Conducive working environments created; responsiveness level to customers/stakeholders interests

improved

2.1.9. Improve the KSA of staff & leadership

Description: This objective covers developing the knowledge, skill, and attitude of the academic staff through

in-service or short term trainings. It also refers to developing awareness to become responsible civil servants

through providing tailor-made trainings. Effective implementation of the objective leads to developing

academic staff with the required knowledge and skill in research and the determination to serve the university.

Outcome: research competence and attitude of staff and leadership improved

2.1.10. Improve availability & accessibility of research facilities

Description: This objective focuses on providing improved research facilities that include building well

furnished laboratories and workshops, installing IT/ICT services that assist the university to conduct quality

research.

Outcome: quality of researches done in the university improved

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2.2. Strategy Map

Fig. 2. Strategic Map for Excellence in Research Theme's Objectives3

3The rectangles in the map denote merely the cumulative effect of the objectives in each perspective and are not objectives by

themselves

Enhanced Institutional capacity

Improve KSA of staff

& leadership

Learning &

growth

Improved research outputs

IBP

Improve availability &

accessibility of

facilities

Enhance

engagement of

customers

&stakeholders

Increase quality, relevance

& dissemination of

researches

Improve effectiveness

& efficiency of

research undertakings

operations

Financial

Increased financial position

Improve effectiveness

& efficiency of

resources utilization

Increase satisfaction &

belongingness

Customer/

Stakeholder

Increase research

partnership &

networking

Increase the amount

and diversity of

revenue

Enhance

governance

system

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Appendix III: Strategic Objectives, Commentaries and Strategy Map for Excellence in

Community Services Theme's Objectives

Excellence in community services

Perspectives Objectives

Customer /

stakeholders

Increase community satisfaction

Finance Increase and diversify community service fund

Improve the efficiency and effectiveness of resource utilization

Internal Business Process Increase quality, relevance and diversity of community services

Increase knowledge and technology transfer

Increase the effectiveness of community service operation

Enhance community engagement

Expand national and international partnerships

Learning and Growth Increase up-to-date community service facilities

Improve the KSA of staff and leadership

Improve the culture of Community Service undertaking

Table 3: Strategic objectives for Excellence in community services provision

3.1. Objective Commentaries

3.1.1. Increase Customer/Stakeholder satisfaction

Description: This objective focuses on enhancing satisfaction of the community by providing supply and

demand driven problem solving services, transferring knowledge and technology, and skill to change the

livelihood of the community. Moreover, it emphasizes on community services that are aligned with the

development and transformation program of the country. This will be accomplished by enhancing effective

participation, collaboration with and involvement of community on designing and delivering community

service programs.

Outcome: increased positive image of the university

3.1.2 Increase and diversify community service fund

Description: This objective focuses on increasing financial and material resources of community services.

This will be achieved by increasing additional revenue sources through developing new project proposals

and strong partnership with private investments, NGOs and local communities. Moreover emphasis will be

given to increase budget allotted to community services at Mekelle University.

Outcome: increased service outreach and quality

3.1.3 Improve the efficiency and effectiveness of resource utilization

Description: This objective focuses on efficient and effective use of financial and material resources. This will

be addressed by using resources that is aligned with its plan.

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Outcome: enhanced value for money.

3.1.4 Increase Quality, Relevance and Diversity of Community Services

Description: The objective refers to provide demand driven and planed outreach and consultancy services

through seminars, training, conferences etc. This demands; 1) Need assessment of the community; 2) planning

outreach services on the basis of the results of the need assessment, 3) involvement of the community in

planning, 4) development of diversified national and international consultancy and pro bono bills and standard

performance of contracted projects.

Outcome: empowered community

3.1.5 Increase knowledge and technology transfer

Description: this objective emphasizes on the capability of the community in adapting and adoption of

technology that helps the community transform from agriculture led industrialization to full blown

industrialization that would enable the realization of the country’s vision.

Outcome: improved societal wellbeing

3.1.6 Increase the effectiveness and efficiency of community service operations

Description: This objective focuses on delivering efficient and timely community services. Achieving this

objective requires: 1) ensuring the provision of standardized services that meet Stakeholder needs, 2)

reducing cycle time and rework and 3) streamline and standardize processes.

Outcome: Standardized, speedy and efficient community services

3.1.7 Expand national and international partnerships

Description: This objective focuses on building strategic partnerships and collaborations in view of

exchange of knowledge and experience, and assisting mutual objectives. This will be achieved by: creating

and upgrading of effective communication system, knowledge-technology transfer programs, creation and

expansion of partnerships and collaborations nationally and internationally.

Outcome: Improved community service delivery capacity

3.1.8 Enhance community engagement

Description: This objective focuses on enhancing the involvements of community, partnerships and

collaborations in providing business corporate activities. This could be in the form of mobilizing resources

and exchange of knowledge and experience. This will be achieved by creating and upgrading of effective

communication, expansion of partnerships and collaborations locally and internationally.

Outcome: Increased community involvements, belongingness, partners and collaborators.

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3.1.12. Enhance Governance system

Description: problems of good governance exist in the community/consultancy services as well. This objective

aims at rectifying existing governance-related problems and installing transparent, accountable, participatory

and responsive system of governance in community/consultancy services operations.

Outcome: Good governance enhanced

3.1.9. Improve KSA of Staff & Leadership

Description: This objective emphasizes on enhancement of the KSA of staff and leadership. Endeavors to

achieve this objective include: 1) identify KSA gap of staff and leadership and train to fill the gap, 2)

awareness creation on relevant government rules, regulations, policies and strategies 3) experience sharing with

good performing national and African Universities, 4) cultivate philosophy of high-quality leadership and

management.

Outcome: Improved service quality

3.1.10. Increase up-to-date community service facilities

Description: This objective focuses on providing up-to-date facilities to community service recipients and units

and staff in the university that provides such services. In the later case, such facilities include (but not limited

to) furnished and offices, documentation systems, equipped achieves, vehicles and workshops, ICT services.

Outcome: improved community outreach and impact

3.1.11 Improve the culture of Community Service undertaking

Description: This objective focuses on enhancing the culture of Community service undertakings. This

requires: embedding a positive performance culture which encourages and recognizes success; supporting

staff in ways that promote and sustain positive, productive and suitable community services undertakings;

and facilitating and infusing a ‘can-do’ attitude and a community-focused culture. This will be achieved by:

creating awareness and incentives.

Outcome: Improved outreach of community services

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3.2. Strategy Map

Fig. 3. Strategic Map for Excellence in Community Services Theme's Objectives4

4The rectangles in the map denote merely the cumulative effect of the objectives in each perspective and are not objectives by

themselves

Enhanced Institutional capacity

Improve

culture of CS

undertaking

Improve KSA of staff

& leadership

Learning &

Growth

Improved Community Services IBP

Improve availability &

accessibility of

facilities

Enhance

community

engagement

Increase quality,

relevance &

diversity of CS

Increase

knowledge &

technology transfer

Financial

Improved financial capability

Increase the Efficient and

effective utilization of

resources

Increase the amount

and diversity of

revenue

Customer/

Stakeholder

Increase satisfaction &loyalty

Expand national and

international

partnerships

Enhance

governance

system

Increase the

effectiveness &

efficiency of CS

operations

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Appendix IV: Strategic Objectives, Commentaries and Strategy Map for Dependable Support

Services Theme's Objectives

Perspectives Objectives

Customer /

stakeholders

Increase satisfaction

Finance Increase effectiveness and efficiency of resource utilization

Increase and diversify revenue

Internal Business Process Improve effectiveness, efficiency, integrity, and integration of operations.

Increase service quality and accessibility

Enhance planning, monitoring and evaluation

Improve support for those who have special needs

Learning & Growth Improve work culture

Improve KSA of staff and leadership

Improve availability and accessibility of facilities.

Enhance good governance

Table 4: Strategic Objectives for Dependable supportive services

4.1. Objective Commentaries

4.1.1 Increase satisfaction

Description: This objective focuses on providing supply and demand driven support services to satisfy the

demand of core business objectives. This will be enhanced by creating transparency, accountability and

responsibility across all administrative hierarchy. This will be improved by applying training, workshops and

experience sharing activities with in and out of the nation.

Outcome: increased satisfaction

4.1.2 Increase effectiveness and efficiency of resources utilization

Description: This objective focuses on efficient and effective use of financial, human and material

resources. This will be addressed by using resources that is aligned with its plan, undertaking proper and

timely inventory and estimation of asset value; conducting of efficient and planned procurement activities,

and follow up budget utilizations activities, applying the findings of audit, monitoring and evaluation. Finally

it is important to make adjustments budget where it needs.

4.1.3 Increase amount and diversity of revenue

Description: This objective focuses on increasing financial and material resources of the core business. This

will be achieved by increasing additional revenue sources through proposing new project proposals and

strong partnership with private investments, NGOs and local communities and developing revenue

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generating enterprises. Moreover it will be focused on collecting taxes from different sources per the rules

of the governments.

Outcome: increased revenue.

4.1.4 Improve effectiveness, efficiency, integrity, and integration of operations

Description: This objective focuses on rendering services efficiently, effectively and economically so as to

facilitate achievement of the three fold University missions. This requires: improved operating system of all

support offices by reducing cycle time and other costs, 2) integrity of staff and management at all levels and

3) integration of all the support offices (property and procurement management, finance, facility

management, plan and budget, HR, student service, internal audit, institutional development, legal service,

library and ICT, and others) without affecting their independence to support teaching-learning, research and

community service activities.

Outcome: render quality service/decrease complaints/reduced service delivery time

4.1.5 Raise Service Quality and Accessibility

Description: this objective strives to raise the quality and accessibility of the existing support services. It focuses on

enhancing the standards of quality of support services in the university to a maximum possible and practically complying

with the standards set. It also focuses on raising the ease of access of different categories of users of support services with

a view to reorient the services to be user-friendly

Outcome: service users satisfied

4.1.6 Enhance planning, monitoring and evaluation

Description: This objective focuses on developing short and long term plans, undertaking monitoring and

evaluation at all service levels. Achieving this requires: 1) system and data base development 2) training and

follow up 3) developing monitoring and evaluation indicators.

Outcome: improved performance.

4.1.7. Improve support for those who have special needs

Description: this objective strives to ensure fairness and inclusiveness in the services delivered. Achieving this

requires 1) shared understanding of inclusive service delivery 2) special needs friendly buildings and run

way’s3) information desks that facilitate service delivery for those who have special needs.

Outcome: improved fairness and inclusiveness of service delivery.

4.1.8 Enhance engagement of customers & stakeholders

Description: the involvement of customers and stakeholders in relevant aspects of support services has

significant impact on improving the support services of the university. In view of that, this objective gives

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emphasis to the involvement of customers and stakeholders in, among other things, setting standards of support

services, planning, execution, monitoring and evaluation of such services.

Outcome: improved quality of support services

4.1.9 Enhance good governance

Description: This objective focuses on ensuring system of transparency, accountability, rule of law,

responsiveness and equity by adopting a strong and integrated monitoring and evaluation system. It also

focuses on enhancing operational and administrative autonomy. Achieving this objective requires the

preparation and implementation of relevant guidelines, regulations, procedures, formats, templates and

manuals.

Outcome: Enhanced governance and institutional autonomy

4.1.10 Improve KSA of staff and leadership

Description: This objective emphasizes on enhancement of the KSA of staff and leadership. Endeavors to

achieve this objective include: 1) identify KSA gap of staff and leadership and train to fill the gap, 2)

awareness creation on relevant government rules, regulations, policies and strategies 3) experience sharing

with good performing national and African Universities, 4) cultivate philosophy of high-quality leadership

and management

Outcome: Improved service quality.

4.1.11 Improve availability and accessibility of facilities

Description: This objective focuses on providing facilities that enables the university to achieve its mission

and vision. Such facilities include (but not limited to) furnished and offices, documentation systems,

equipped achieves, vehicles and workshops. In addition to this, the objective focuses on providing IT/ICT

services which are easy to use, secured and not constrained by time or location.

Outcome: improved availability and accessibility of facilities

4.1.12 Improve work culture

Description: This objective focuses on the values, beliefs and principles of service rendering staff. Achieving

this objective demands: 1) changing the hearts and minds of the service rendering staff , 2) continuous and in-

built monitoring and evaluation mechanisms of complying the agreed values, beliefs and principles.

Outcome: improved efficiency and effectiveness of services delivered

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4.2. Strategy Map

[

Fig. 4. Strategic Map for Dependable Support Services theme's Objectives5

5 The rectangles in the map denote merely the cumulative effect of the objectives in each perspective and are not objectives by

themselves

Enhanced Institutional capacity

Enhance

governance

system

Improve KSA of staff

& leadership

Learning &

growth

Improved Support Services IBP

Improve availability &

accessibility of

facilities

Enhance engagement

customers &

stakeholders

Improve effectiveness,

efficiency, integrity, &

integration of operations

knowledge & technology

transfer

Financial

Improved financial capability

Increase effective &

efficient utilization of

resources

Increase the amount

and diversity of

revenue

Customer/

Stakeholder

Increase satisfaction

Improve work

culture

Enhance planning,

monitoring &

evaluation