mekelle university revised strategic plan (2013/14...
TRANSCRIPT
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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
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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
19
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
20
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
21
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.
22
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
23
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
24
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
25
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%
26
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
27
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
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
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
@
%
30
% 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
31
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%
32
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
33
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
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
%
35
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
36
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
37
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
38
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
39
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
40
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
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
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.
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
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.
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
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
47
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
48
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.
49
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
50
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
51
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.
52
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.
53
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
54
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
56
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
57
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