JiT Five Year Strategic Plan Final PDF

JiT Jimma Institute of Technology
Jimma Institute of Technology (JiT)

Five Year Strategic Plan
(2011-2015)
Input to GTP (2011-2015)
Document Version: Final
November, 2010
JiTs 5 year strategic plan
………………………………………………………………………………………………………
Contents
Preface.......................................................................................................................................3
Brief History of Jimma University ..............................................................................................5
Brief History of Jimma institute of Technology ...........................................................................6
Preamble .....................................................................................................................................8
Introduction .............................................................................................................................. 11
Vision ....................................................................................................................................... 14
Mission ..................................................................................................................................... 14
Values ....................................................................................................................................... 15
Objectives ................................................................................................................................. 17
Educational philosophy of JiT, Community based education (CBE) .......................................... 18
JiT’s Contribution to the National Growth and Transformation Plan ......................................... 18
The SWOT Analysis ................................................................................................................. 23
The JiT Governance Model and Organizational Structure .......................................................... 27
Goals of the five Year Strategic Plan ......................................................................................... 30
I. Reform of Studies and Staff Capacity Development .......................................................... 31
II. Technology Transfer ......................................................................................................... 51
III.Reform of Institutional Management and Governance System .............................................. 59
Inputs Required from Partners…………………………………………………………………...72
Annex A ................................................................................................................................... 74
Annex B .................................................................................................................................... 79
Annex C .................................................................................................................................... 80
Annex D ................................................................................................................................... 81
2| P a g e
………………………………………………………………………………………………………
Preface
This strategic plan is a road man for JiT for the next five years from 2011-2015 (Mid 2003- Mid 2005
E.C). It outlines important strategic directions for JiT.
JiT will be officially inaugurated in January, 2011. The necessary preconditions were and still are
underway to make the institute a reality. The preparation of this strategic plan is part and parcel of
those preconditions.
This document is not only a strategic plan. It is a proof of and a pathway to an autonomous institute
which we were dreaming of for long time. JiT remains part of Jimma University. However, it is fully
autonomous with respect to academic, administrative and financial issues.
The preparation of strategic plan was initiated by engineering capacity building program (ecbp). In
response to this and from internal initiation, the current College of Engineering and Technology
started the preparation of its five year strategic plan in April 2010. As part of this process the eight
department of the college have made the situation analysis using SWOT by which the present
situation was analyzed. This strategic plan document in one way another addresses such issues.
Fortunately, the operational period of JiT strategic plan coincides with that of the Growth and
Transformation Plan (GTP) of the Ethiopian Government. The GTP set out ambitions- I might say
heroic- agenda to meet Millennium Development Goals (MDGs) and possibly double the size of the
economy. Building up infrastructures and expanding the industrial sector are the core elements of the
strategy. In this respect, JiT will play a pivotal role by supplying competent and practically oriented
graduates to the economy. In this respect the contribution of JiT towards the seven pillars of the
GTP has been worked out and described in this document.
The project of this nature would have been difficult without the assistance of our partners.
Therefore, ecbp and Jimma University deserves special thanks. Furthermore, the college also extends
its gratitude to the staff members and students involved in situation analysis. Moreover, the
committee set up to prepare the strategic plan (the academic commission of the college) deserve
heartfelt appreciation and due recognition.
Finally, I am grateful to the college and University community who are working hard to
accommodate the large number of students enrolled in to the college since 2009.
Efrem Wakjira
Dean, College of Engineering and Technology
3| P a g e
………………………………………………………………………………………………………
Committees in the Strategic Planning Process
Group 1: Reform of Studies and Staff Capacity Development

1. Ato Getachew Bayissa Chair person
2. Ato Getachew Mamo Secretary
3. Ato Abera Melese Member
4. W/t Arayam Teweldebrihan Member
Group 2 : Technology Transfer
1. Ato Balewgize Amare Chair person
2. Ato Abeyou Solomon Secretary
3. Ato Yegetaneh Sisay Member
4. Ato Addisu Alefe Member
Grop 3 Reform of Institutional Management and Governance system
1. Ato Melaku Tegengn Chair person
2. Ato Debela Secretary
3. Ato Zegaye Bekele Member
4. Getachew Abraha Member
5. Ato Ahimed Kedir Member
Coordinator
1. Ato Efrem Wakjira
4| P a g e
………………………………………………………………………………………………………
Brief History of Jimma University
The official establishment regulation of Jimma University (JU) was issued in December 1999 by
amalgamation of the two higher education institution that were in Jimma town, Jimma College of
Agriculture (founded by 1952) and Jimma institute of Health Sciences (founded in 1983).The Jimma
university campuses are located in Jimma city 355km south west of Addis Ababa with an area of 461
hectare.
The University, which is Ethiopia's first innovative community-oriented institution of higher learning,
adopted the city's name for logically sound reasons. For one thing, Jimma is one of the biggest cities
in the country noted for its year-round green attractive landscape scenery and for its coffee
production. Secondly, Jimma was the seat of the King of the Five Gibe States during the 19th century.
The Main Campus is situated adjacent to the ex-palace of Aba Jifar, now an open museum.
The University, though young for its age, has made remarkable and multifarious progresses in
training, research and service provision since its establishment. From running few diploma
programmes in the fields of agriculture, health and medicine, the University has evolved into offering
multidisciplinary study programmes in both undergraduate and postgraduate programs within the six
colleges listed below.
 College of Public Health and Medical Sciences

 College of Agriculture and Veterinary Medicine
 College of Natural Sciences
 College of Social Sciences
 College of Business and Economics
 College of Engineering and Technology
The University is striveing to accommodate some more disciplines that could address the human
resource needs of the country. Therefore, the University is making a valuable contribution to the
overall development of the country by producing high-level professionals, by carrying out problem-
solving research and by providing service to the public.
5| P a g e
………………………………………………………………………………………………………
Brief History of Jimma Institute of Technology (JiT)

(Formerly called Faculty of Technology /College of Engineering and Technology)
The establishment of the Faculty of Technology (FoT) can be traced back to 1997(1990 E.C) when
the government decided to expand the then Jimma Institute of Health Sciences, JHIS (founded in
1983) beyond health fields and upgrade it into a full –fledged university with the opening of Faculty
of Technology, FoT and Faculty of Business and Economics.
Upon its establishment, the FoT consists of three departments namely Civil Engineering
Department, Electrical Engineering Department and Mechanical Engineering Department. The first
batch graduates from the regular program appeared in year 2002.Since then the faculty has been
producing competent graduates and contributing its share to the development of the country. With
the intention of diversifying its study programs, the launching of two additional programs in
engineering fields was made. This has led to the establishment of Water Resources and
Environmental Engineering Department and Biomedical Engineering Department. With this the
numbers of engineering department have increased to five. The Biomedical Engineering Department
is the first and the only department in the field of biomedical and clinical engineering in the country
which aims to fill the gap in the scarcity of professionals required in the design, manufacturing,
operation and maintenance of biomedical and clinical equipments in the country. The first graduates
of this department are expected to appear in the year 2013.
JU is one of the pioneer public higher institutions who have started the study and implementation of
Business Process Re-engineering (BPR). As part of the university Faculty of Technology, FoT was an
active participant in the process. With the implementation of BPR in July, 2009 the faculty is changed
to College of Engineering and Technology and becomes one of six colleges in the university. Upon
this arrangement three computing departments namely Computer Science department, Information
Science department and Information Technology departments were incorporated to the college,
raising the total number of departments in the college to eight.
As part of JU the faculty embedded in its program the philosophy of the university i.e. CBE
programs. This program paved the means of exposing student to the wider real problems of the
6| P a g e
………………………………………………………………………………………………………
community, equipping them with skills to solve problems of the target communities, and
strengthening partnership with surrounding community and sector offices.
The Faculty of Technology has successfully established academic programs for undergraduate level.
Until recently, no postgraduate program was offered in the faculty/college. One of the biggest
achievements of the college in its study program is the opening of postgraduate program in the field
of Sustainable Energy Engineering by September, 2010.
Initially the study period of undergraduate engineering departments were five years. However, due to
the reform introduced in to the educational system of the country, it was reduced to four years.
Under the Engineering Capacity Building Program (ECBP) the Government of Ethiopia has
launched a University reform program to transform selected technology faculties into international
competitive institutions which serve the country to meet the challenges of the future. The
Faculty of Technology of Jimma University is one the university faculties selected for the reform.
Under the reform of studies component of ecbp; the curricula of engineering departments were
revised and upgraded with the duration of studies changed to five years.
The college and the future institute will continue opening new and relevant undergraduate and
postgraduate programs depending on the needs of the country. To this end the preparation of two
undergraduate level curricula’s to commence the study program in Chemical Engineering and
Software Engineering as well as one postgraduate study program in the field of Information Science
are underway. The training programs are expected to commence in September 2011.
With regard to service provision, FoT/CET has tried to reach the community and serve them
through CBE program, outreach and advisory services. It is providing building materials test services
and advices to users. The construction a foot bridge in underprivileged part of Jimma city is one of
the activities carried out through CBE program by students of the faculty. Moreover, the other
notable achievement of the college is the construction a small hydropower plant in Gera Dustan
village which is serving the community and mentioned as an exemplary to other institutions. This will
continue in other parts our economic corridor with Hydropower Center of Excellence established to
carry out such activities.
7| P a g e
………………………………………………………………………………………………………
Preamble
Today there are major forces driving change in engineering and technology education. The profession
is becoming more global every day. This is changing how world think about research, collaborations
and opportunities, the nature of research and engagement, who this professionals are, and the
experiences professionals may need in order to compete and thrive in the global environment. The
other dramatic change that has already affected engineering and technology is the growth of
interdisciplinary research; the phenomenal rate of technological change; and distinct interests and
concerns that reflect professionals’ experience. This seems to be the hallmark of the great global
engineering and technology universities. Engineering and technology education is uniquely positioned
to rise to world preeminence, drive research agendas which respond to the challenges and
opportunities of the 21st century, and shape engineers and technologists who will impact the global
engineering and technology profession and society.
Unfortunately, Africa was lagging behind in science, engineering and technology for so long.
Engineering and Technology education deals with the training of engineers and technologists for the
purposes of initiating, facilitating and implementing the technological development of a nation. In
Africa, the training of engineers and technologists has witnessed formidable challenges ranging from
poor funding to inadequate facilities both quantitatively and qualitatively, non-availability of adequate
human capacity, brain drain and poor staff training and retention profiles. Others include weak
university industry linkage and partnership, defective curricula, traditional approach to teaching,
poorly equipped laboratories, and poorly developed local monitoring standards for the training of
prospective engineers and technologists. Due to this, Africa has continued to rely on developed
countries for technological breakthrough and expertise for the development of its economy.
However, it has become an open secret that this approach to development has largely fallen short of
expectations, facilitation development on foreign technology driven from outside is becoming
diminutive, despite the immense resource endowment from outside and scarce pool of professionals
and experts available on the continent.
A country like Ethiopia needs to sustain rapid economic growth that is highly dependent on the
effectiveness with which its institutions and policies support the knowledge generation, technological
transformation and innovativeness of its enterprises. Science, technology and innovation are the
corner stones of progress upon which a nation depends to attain economic growth and vibrant
integrated self-sustaining economy. In order to fully embrace science, technology and innovation, the
country needs a functional system comprising of institutions that generate knowledge and technology
that can be applied to increase the efficiency of production and use of goods and services; centers
that have the capacity to select, copy, adapt and apply knowledge and technology; scientific and
technological services to provide current information on the development trends of scientific
8| P a g e
………………………………………………………………………………………………………
knowledge and technology to the national innovation system partners and an overall institutional set
up for coordinating, managing and funding engineering and technology activities.
Ethiopia has very limited resources at its disposal to allocate to the building up of a national
engineering and technology capability, although extensive and sustained development capability is
required to bring about massive social and technical changes, to rapidly achieve increases in
agricultural and industrial productivity, to rationally conserve and use natural resources to provide for
basic human necessities. Regardless of what, Ethiopia is currently engaged in a highly ambitious
effort to re-align its higher education system in more direct support of its national growth and
transformation endeavors targeting reforms in overall system transformation of some technology
faculties into Institutes of Technology using the University Reform Component under the auspices of
engineering capacity building program (ecbp) through increased institutional autonomy, curriculum
revisions and new funding arrangements. To achieve meaningful and sustainable development, the
country must look inwards particularly in the areas of Science, Engineering, and Technology capacity
building; as well as in facilitating cooperation and integration of its economies; and this is in view of
the growing trends in globalization. There must be an active collaboration and networking between
research and industry on the one hand and between researchers across the nations of the world.
Jimma Institute of Technology (JiT) strategic vision for the next five years will leverage on
collaborations. We will commit ourselves to coupling research to education in a continuous cycle at
both the undergraduate and the graduate levels. Our investments will prioritize interdisciplinary
research at graduate levels. At the undergraduate level foundational and practical education will be
prioritized that prepares students for innovation and success in engineering and beyond. The institute
will recognize that our strengths lay along a spectrum of engineering and technology that engage
faculty from all departments. JiT is one of the many colleges under Jimma University comprising
eight departments: Civil Engineering, Electrical and Computer Engineering, Mechanical Engineering,
Water Resources and Environmental Engineering, Biomedical Engineering, Information Science,
Computer Science and Information Technology.
This five year strategic document of JiT developed three major goals and a set of actions to be
accomplished:
Goal 1: Jimma Institute of Technology provide comprehensive, practice-oriented and need
driven engineering and technology education that produce capable and competent
graduates who contributes to the social-economic development of the country.
Goal 2: Jimma Institute of Technology provide relevant technologies to Western and South
Western region focusing on adaptation and imitation of existing technologies thereby
reducing the imports of machinery and fostering employment creation.
9| P a g e
………………………………………………………………………………………………………
Goal 3: Jimma Institute of Technology under the reform becomes internationally competent
and well profiled in terms of its performance (i.e. academics, researches, technology
transfer and others).
This strategic plan takes as an object of focus for JiT, in part because of its complexity and
comprehensiveness that affirms the responsibility of academic units to achieve excellence within
specific academic disciplines and, moreover, the importance of a dynamic interchange between the
responsibilities and capacities of individual academic units and leadership at the center of the
institute. This plan identifies broad directions for the institute-wide actions for implementing those
directions. Unfortunately, the plan does not identify research themes for the future, though there
certainly are important and worthy themes in place and are having an important interdisciplinary
impact across the institute. This strategic planning process was initiated by ecbp in response to the
changing environment for higher education in the country.
The strategic plan would serve as a general framework or guide for decisions about where to invest
resources, but not be so detailed as to determine such decisions or unjustifiably impinge on directors
and department chairs to make specific decisions within the broader planning framework. The
strategic planning effort was organized around three questions: Who are we as an institution? Where
do we want to go? How can we get there?
We believe that this strategic plan is a living document that will change over time. It offers a common
framework and flexible guide to decision makers across the institute and, as such, it should foster
greater coherence, coordination, and unity across the institute.
10| P a g e
………………………………………………………………………………………………………
Introduction
Ethiopia is one of developing countries in the world. It is a nation where millions of citizens continue
to live below internationally recognized poverty line, $1.25 a day. It is believed to posses the lowest
coverage of social services and infrastructure in the world. Poverty is rampant. Education and health
coverage, development and application of technology were and still are very low. Population growth
and migration from rural to urban areas is very high. Unemployment is in the rise. Natural resource
and environmental degradation is threatening the natural resource base and development efforts of
the country.
Knowledge and appropriate application of modern technologies is a crucial task for a developing
country like Ethiopia. Today’s undeveloped infrastructure and missing technology are obstacles in the
eradication of poverty and the growth of the industrial sector. It is necessary to analyze the role of
technology for a country like Ethiopia and it has to be determined which technologies might have
high impact in short terms.
Higher education institutions are the key element for the education of knowledgeable, skilful, and
committed professionals. However, in Ethiopia the dissemination of education and educational
infrastructures at all levels were limited.
With respect to higher educational institution engaged in engineering and technology, till recently
only one faculty of technology was serving the country. As a result shortage of engineers and
technologist has been and still is hampering the development efforts of the country. The
consequence of this among others resulted in lack of capacity to develop its infrastructure as it should
be and to remain in poverty and dependent on foreign aid, man power and construction companies.
The use of expatriate man power and foreign construction companies has resulted or forced the
country to meet the requirement or stringent criteria set by them and donor countries as well as incur
more cost than expected.
The current government has shown commitment to end poverty and led the country towards all
rounded development. This has been the main pillars of its previous and current development
strategies. In all of its strategies, greater emphasis has been given to the dissemination of education at
all levels. As a result, the government has invested an enormous amount of money to develop
educational infrastructure at all levels. The recent effort made to establish higher educational
institutions in different parts of the country is a testimonial to this assertion.
Ethiopia is a country in hurry to develop. It needs to be. The government recognizes that
achievement of the MDG’s is just the first step in eradicating poverty, disseminating education and
11| P a g e
………………………………………………………………………………………………………
other basic services. Furthermore, the government recognized that agricultural led development
strategy should pave the way to industrial development. Moreover, industrial led development is
believed to be the future development strategy of the country.
The backbones of industrial and infrastructure development, as well as provision of services are
engineers and technologists. They also play a pivotal role in increasing the productivity of agriculture.
Hence, the availability of adequate number of engineers and technologist is a pre request to ensure
and sustain industrial and infrastructural development. In this respect Institutes of Engineering and
Technology have to be regarded as the driving force for the development of industrial, infrastructure,
agriculture and provision of services in all aspects requires the application of engineering and
technology. This seems one of the main reasons that necessitate emphasis towards engineering and
technology education as well as the establishment of Institutes of Technology (IoT’s) in the country.
As one of the institutes of technology under establishment, JiT recognizes its duties and
responsibilities vested to it by the stakeholders (the citizens and government) and strive to generate
qualified professionals, and technological outputs with due consideration of excellence, quality and
relevance to the development endeavors of the country.
JiT is instinctive to create a better Ethiopia. JiT is a unique institution that from its inception has
charted distinct pathways to academic excellence. It has been aptly described as the "First
Community based IoTs in Ethiopia," broad in scope, open and accessible to all. JiT from the
beginning developed a curriculum that incorporates the need of the society, industry and focus on the
design, construction, installation manufacturing and operation (management) of infrastructures.
JiT will be established as an autonomous institute but it remains within the umbrella of JU. As it was
experienced and established in the past, the institute and its departments, staff, students and
graduates needs to collaborate with the other colleges, departments and offices of JU concerning
teaching, research, service and technology transfer activities.
FoT/CET and the new JiT was the first and still is the only technology institute in Western and
South Western part of the country. It is particularly mandated to explore and fulfill the technological
demands of the Western and South Western economic corridor. It should serve the community in
this part of the country with the highest professionalism and with the active participation of all stake
holders.
12| P a g e
………………………………………………………………………………………………………
This strategic plan takes as an object of focus JIT. The plan affirms the responsibilities of academic
and management units to achieve excellence within the institution and, moreover, to achieve the
national GTP and MDG development goals. The premise of this strategic plan is to strengthen the
quality of education, infrastructure, and to introduce a reform in organizational structure of the
institute.
This plan identifies broad directions for the institution and wide actions for implementing those
directions. The focus is on issues that crosscut or transcend the boundaries of departments, and other
units of the institute, while recognizing that the locus of implementation for many of these actions is
and must be in the departments, units and administration.
Why Develop a Strategic Plan?
This strategic planning process was initiated by the Engineering Capacity Building Program (ecbp)
and Ministry of Education (MoE). It is a response to the national demands of qualified Engineers and
Technologists and to meet the Strategic Pillars of Growth and Transformation Plan (GTP).
Furthermore, JiT will be organized as an autonomous part of the university. It will become a separate
cost center mandated to run its own affairs by its own organizational structure.
Organization of the Plan
The plan is organized around three Sections which are believed to be the key strategic issues. Section
I, presents specific objectives and work packages for the next five years for Reform of Studies and
Staff Capacity Development that are essential to create a comprehensive, practice-oriented and need
driven engineering and technology institute. Section II, presents specific objectives and actions
(means) that fall within umbrella goal of Technology Transfer that focuses on reducing the imports
of machinery and fostering employment creation. Section III, develops strategic objectives and work
packages on Reform of Institutional Management and Governance System.
13| P a g e
………………………………………………………………………………………………………
Vision
JIT shall be premier engineering and technology institute in the Western and South Western
part of Ethiopia and distinguished as one of the leading engineering, research and educational
institute in the nation. It aspires to improve Ethiopian’s quality of life through application-
oriented training and research; community focused engineering and technological discoveries;
and the education of future leaders in the fields of engineering and technology.
.
Mission
 to educate prospective graduates, provide knowledge and develop skills in planning,
design, engineering technology and manufacturing for the industry and commerce
 to conduct technology-based applied research, projects and studies that are
based on priorities that reflect the needs of the national and regional industries and
economies carefully obeying environmental standards
 to create a study and working environment that is conducive to the cultivation of
social skills and entrepreneurship among students and staff
 to serve as a model for other educational institutions within the country and provide
them with the necessary technological education and advanced training as well
as highly qualified staff
 to cooperate closely with private enterprises in promoting and developing local
and national technological know-how.
 To cultivate democratic culture and values that underpins plural, diverse and tolerant
society.
 to serve the community and society at large through providing effective and efficient
professional and capacity building services
 to embed and strengthen the innovative educational philosophy of CBE
14| P a g e
………………………………………………………………………………………………………
Values
The following values should serve as the basis for all measures taken during implementation
phase and future management of the JiT:
 Academic freedom and autonomy :
The JiT makes use of its academic freedom and institutional autonomy in order to improve
its services and prevents its activities from being subjected to unnecessary or inappropriate
interventions or misuse by its own members. In order to ensure exemplary performance, the
JiT operates with the highest possible standards of professionalism and ethics and seeks
to provide high-quality services as efficiently as possible.
 Sustainability :
The JiT is an Ethiopian institute. The Director and the other international experts have the
role to facilitate the necessary reform by offering their knowledge and experience. They will
lead the transformation process for a limited period of time. Ethiopians will take over the
leadership of JiT. The sustainability of the implementation process will largely depend on the
recruitment of experienced staff and the successful establishment of a post-graduate
program.
 Social responsibility:
The JiT strives to reach its full potential in order to fulfill its social responsibility
through the active participation of its students and staff in community development
activities and public services. It aligns its activities in such a way that it is able to carry out the
social responsibility with commitment as a public institution. It serves society by bringing
about positive changes and contributing to social transformation.
 Transparency and public accountability:
The JiT is accountable to its supervisory board, Jimma University and other stakeholders by
providing clear and open records of all of its operations. As a public institution, each
resource received from the government (or taxpayers) brings value for money and its director
is held accountable for its performance. The JiT is committed to regularly communicating its
performance reports, financial statements, external audit reports, budgets and plans for the
future and holds open meetings with all stakeholders. It makes information easily accessible
in order to strengthen its transparency and public accountability.
15| P a g e
………………………………………………………………………………………………………
 Committed leadership and Staff:

The JiT leadership and staff are dedicated to excellence and has a strong will to
succeed and excel in its endeavors. It is characterized by the integrity and competence
needed to accomplish its mission and a resolute focus on the strategic issues.
 Community Involvement and Empowerment:
Education is community-based in Jimma Institute of Technology. Community is our partner

not passive recipient of our resources or decisions. Therefore, we do not dictate what is good
for the community but work with the community to identify problems and suggest solutions.
Community is sovereign in deciding what is good for its members.
 Networking for Collaboration and Partnership:
We believe working with organizations and different actors at different levels has better
impact and can serve as a collective forum for sharing wealth of experience, information and
resources.
 Mutual Respect, Collegiality and Team Spirit:
We all share the same dream of transforming Jimma Institute of Technology into a world-
class Ethiopian technical university. We consider our staff as members of one big family and
treat one another with fairness, honesty and mutual respect.
 Gender Sensitivity:
Gender is a cross-cutting issue that needs to be mainstreamed in every aspect of our

endeavors and decisions. We are determined to rectify the prevailing gender inequity and
imbalance in our staff and student population.
16| P a g e
………………………………………………………………………………………………………
Objectives
 The JiT offers application oriented study programs in the field of engineering
and technology for the national and regional demands.
 Teaching and training of students is practice-oriented, in all education programs
include an industrial apprenticeship and study related hands-on projects.
 The graduates are equipped with engineering and technological skills that open
employment opportunities on domestic industries and services in Ethiopia.
 The coursework is structured in an interdisciplinary approach focused on
solutions creating and impact on the development of the regional and national
economies.
 The JiT is a partner for regional industry, and communities
 The JiT is a recognized institute with international partnerships on dedicated fields of
research.
 The JiT is a learning organization to improve its standards and quality of
services. This includes continuing training of staff, self-assessment and evaluation.
 JiT strive to develop outstanding institutional governance, leadership and
management system that creates conducive institutional environment for effective
execution of training, research and service activities of the institute. The JiT is
managed progress oriented. Staff and Management will be assessed upon
achievements.
 JiT intends to become an institution of preference for qualified academic and
administrative staff and create an enabling environment where they can fulfill their
potential and contribute their utmost to realization of the institute’s vision, mission
and goals.
 JiT plans to develop adequate level and type of physical and ICT infrastructure for
teaching, research, and service purposes of the institute through planned and
systematic investment and maintenance.
 JiT works to create and sustain sufficient and diverse bases of resources and establish
effective management of these resources to achieve high quality teaching, research
17| P a g e
………………………………………………………………………………………………………
and service that will enhance the reputation and competitiveness of the institute.
Educational philosophy of JiT and JU, Community Based Education (CBE)
Jimma University is the national pioneer in community based Education (CBE).The CBE approach is
the hall mark of the university and it permeates and integrates the teaching, research and service
activities of the universities. It is the means of ensuring quality and relevance of its educational
programs to the national development agenda, and felt needs of the society by training students in
the community, exposing them to the real life situations prevailing in the community. The approach
takes the students through distinct problem solving steps that impart the students with skill and
attitude to work with the community and contribute to its overall societal development. As part of
the Jimma University, JiT will share this philosophy equally.
As the most cherished educational philosophy CBE is mainstreamed into all educational programs of
the institute. The CBE has three key strategies better known as the community based training
program (CBTP), Team training program (TTP/DTTP), and student research program (SRP), which
are the pillars of the educational philosophy. JiT will adapt it to specific and unique nature of each
discipline taking into account the dynamism and pragmatism required in the implementation of CBE
in different educational programs.
JiT’s contribution to the National Growth and Transformation Plan(GTP)

JiT is one of the key players and motors to foster the socio-economic and industrial
development of Ethiopia. JiT will work hard to contribute in the effort to achieve the national GTP
and MDG’s.
The Strategic Pillars of GTP foresee the following action lines and objectives.
(1) Registering accelerated, sustainable and fair economic growth.
(2) The agriculture sector will continue to be the engine of growth.
(3) Ensuring the industry sector play key role in economic development.
(4) Expand and improve the quality of infrastructure.
18| P a g e
………………………………………………………………………………………………………
(5) Fostering social development and ensuring its quality.

(6) Develop capacity and enhance good governance.
(7) Increasing the capacity and benefit/participation of women and youth.
JiT’s contribution to:
1. Registering accelerated, sustainable and fair economic growth

JiT will continue to provide competent, capable and practical oriented graduates in different fields of
engineering and technology in order to accelerate and sustain the economy. By opening and widening
its undergraduate and postgraduate study programs it will thrive to supply the national development
plans with relevant professionals. As it was done in the past, it will continue its research and
technology generation activities toward the technologically appropriate ones to enable the rural and
marginalized areas benefit from the economic growth and hence ensure fair share from registered
development of the country.
2. The agriculture sector will continue to be the engine of growth.

JiT contributes to the strengthening the agricultural sector and boosting agricultural productivity
through the expansion of its science and engineering perspectives, teaching and research as well as
outreach programs towards rural areas and appropriate technologies. It will consider the
technological demands of the farmer in his economic corridor, there by devising mechanisms to
solve them with their active involvement. It thrives to generate technologically appropriate
agricultural machineries such as ploughs, threshers, processing machineries etc. Moreover, it
promotes the application of irrigation and water management practices through its outreach
programs.
3. Ensuring the industry sector play key role in economic development.

Industrial development is believed to be the ultimate goal of any development agenda of any country.
Ethiopia also thrives to develop this sector in sustainable basis and ultimately lead the economy of
the country. The development and operation of industries requires engineers and technologists who
are responsible for the design, manufacture, application and management of various products of the
19| P a g e
………………………………………………………………………………………………………
industries. In this respect JiT is expected to produce competent and practically oriented graduates,
future employee of the sector as well as those who will establish their own industry. By doing so it
will diversify its study programs in order to produce professionals for almost all industries that will
emerge in the country. As part of its effort and emphasis, most of the study programs were reformed
with guiding principles of relevance of the education to the national needs, the employment
opportunity, state of the art content, soft skills, applications orientation and practical experience
through qualified internship for students. Applied research is expected to be the emphasis of both
student and staff research projects with the main aim of solving the problems forwarded by the local
and national industries and small and local craftsmen.
4. Expand and improve the quality of infrastructure.

The majority of the academic programs of JiT focus on the design, construction, installation,
manufacturing and operation (management) of infrastructures. The graduates of this institute are and
will be engaged in one or more of above activities upon completion of their studies. The envisaged
expansion of highways, power plants, large scale irrigation projects, ICT infrastructures etc requires
adequate number of man power in order to realize it. In this respect JiT will contribute the lion share
as its student intake is considerably increasing.
One of notable infrastructure envisaged by the GTP is the construction of railway lines amounting to
2300Km .This is a huge and unique project that demands Civil, Electrical, and Mechanical engineers.
To this end important courses which emphasize on railway engineering are prepared and included in
the curriculum of the study programs .The staff of JiT are also expected to involve in the design,
study, testing and supervision of the construction of the railway line planned to south western
corridor i.e. AA(Sabata)IjajiJimmaMizanTepiGuraferdaBedele.
Furthermore, JiT is committed and involved in the manufacturing and installation of micro
hydropower plants in order to enable the rural people get access to power. This is expected to expand
in near future with the established hydropower center of excellence in the institute.
20| P a g e
………………………………………………………………………………………………………
5. Fostering social development and ensuring its quality.

JiT is contributing in many ways to the societal development and to the enhancement of quality
services. This was ensured in many ways. One is the curricula of most of the study programs were
designed to include the social dimensions. The unique philosophy of the institute, CBE enables the
student to go to the community, interact with them, listen to their problems, and device mechanism
to solve them, while they are still learning in the institute. This approach takes the student through
distinct problem solving steps that impart the student with skill and attitude to work with the
community and contribute to its social development.
The research and outreach project works are also generally geared to the development and expansion
of social services like potable water supply, electric power, technologically appropriate tools, devices
and machines which are expected to improve the productivity of labor and ease hardship.
6. Develop capacity and enhance good governance

Capacity development in this context refers to human resource development which is one of the
mandates of higher education institutions. It refers to the production of trained and qualified man
power with the expected quality and quantity. This can be achieved through regular training in service
training, tailor made training, summer training programs and off campus training programs. JiT has
been and will continue to engage itself to in fulfilling the training requirements of regional and
national institutions that are in need of capacity development. In this respect JiT will thrive to offer
training using different modes of delivery as depicted above in order to contribute to capacity
development and curb shortage of man power in construction and industrial fields. JiT has a rich
experience of offering trainings in the continuing education programs inform of evening and
weekend programs. The case in point is the training we are offering during weekends to the workers
of EEPCO stationed at Gilgel Gibe hydropower project. This is in its fifth year of implementation
and it is testimonial to the effort of the institute to reach those in need of training in order to develop
their capacity. This will be expected to continue and deepen as more requests are coming from
various stake holders like Bedele Brewery Share Company. As part of its effort to expand itself, JiT is
engaged in offering training to its own staff member. Various pedagogical and didactical training were
given to the academic staffs of the institute in collaboration with ecbp. With the intention of
upgrading the staff profile, postgraduate training opportunities were provided to the academic staffs.
21| P a g e
………………………………………………………………………………………………………
This will be expected to continue aggressively .The administrative staff will also be trained in change
management concept, IT-literacy, language and management aspects.
Good governance is guaranteed through transparent and accountable management structure, a strong
participatory institutional culture .The participatory institutional culture will be ensured through the
formation of academic council, numerous committees, collaboration with the student council and
social clubs. Good governance should be coupled with decentralization of power and resources to
the department and units of institute.
7. Increasing the capacity and benefit/participation of women and youth.

Gender is a cross-cutting issue that needs to be mainstreamed in every aspect of our endeavors and
decision. JiT is and will be determined to rectifying the prevailing gender inequality and imbalance in
our staff and student population. The student intake of JiT is considerably increasing from year to
year for national needs, which ensures increasing educational chance for Ethiopian youth. The youth
is the future of Ethiopia and hence JiT will thrive to engage the youth in its training and staff
recruitment. Female students, female academic and administrative staffs are given priority incase of
equivalent qualification. Thus JiT thrives to significantly increase the number of female students and
staff in the first five year of the operation.
22| P a g e
………………………………………………………………………………………………………
The SWOT Analysis

The list below provides a summary of the strengths, weaknesses, opportunities and threats in the
institute.
Strength
1. Reasonable public image
2. Staff Attitude
 Industrious and thriving
 Almost all staff member would like to see an autonomous institute in terms of
academic, administrative, and financial issues
3. Updated curriculum and diverse academic programs
4. New master program in Sustainable Energy Engineering
5. Strong college administration and registrar.
6. Mobilization of available resources to accommodate student intake etc
7. Innovative education philosophy
8. Organizing biannual conference on Engineering Education, Technology and
Environment
9. Active participation in ecbp activities
10. Participating in community services/ Gera Dustan Micro hydropower
11. Hydropower center of excellence
12. Pioneers in UIL activities
13. Strong under graduate student’s final year project works
14. Provision of services to the local offices, industries and companies.
15. Favorably rated graduates
16. Active academic and administrative management staff
17. Launching of e-learning
18. Efforts to carry out research works
19. Reasonable sprit of team work
23| P a g e
………………………………………………………………………………………………………
We akn esses
1. Poor planning and evaluation
2. Unstable academic staff and lack of senior qualified staff
3. Unstable and weak management
4. Lack of adequate administrative and support staff
5. Lack of realistic human resource development plan
6. Weak initiative to forge links
7. Weak research performance
8. Weak gender balance in its work force
9. Weak capacity for staff attraction and retention
10. Poor reward, incentive and punishment system
11. Poor documentation
12. Lack of organizing student research and project work activity
16. Poor commitment and reluctance of the staff
17. Risk of diluted academic quality
18. Lack of uniformity in academic issues between departments
19. Inadequate knowledge about the academic & administrative regulation of the
university
20. Delay in commencing classes at the beginning of each semester
21. Lack of serious follow up and evaluation at all levels
22. Lack of punctuality
23. Inadequate participation of expatriate staff in the activities of the college
24. Inadequate exposure to practical skills
25. Inadequate ICT facilities, no servers and smart classes
24| P a g e
………………………………………………………………………………………………………
Op portun it ies
1. Favorable higher education policy and growing commitment of the government
2. ECBP/ University reform program
3. University commitment
4. Increased demand of engineers and IT graduates in the country
5. Implementation of BPR
6. Committed staff & management
7. Reasonable experience
8. Interest of students to join the fields of the college
9. Increasing enrollments in Secondary, preparatory and higher education
10. Public awareness as to the importance of engineering and ICT
11. New and separate campus
12. Autonomy in various aspects
13. New and improved infrastructure
14. New and experienced Scientific Director
15. Strategic location of the university
16. Proposed QIS and TT which can foster collaboration with stakeholders
17. New post graduate programs to be initiated in our future institute
18. Opportunities for forging collaboration between different universities
Th rea ts
1. Unattractive and insufficient salary
2. Lack of incentives/ professional bonus
3. Lack of participation in University construction and production activities.
4. Continued competition for staff by the industry.
5. Staff attrition/brain drain
6. Inadequate number of senior staff.
7. In adequate basis of students from some preparatory schools
8. Shortage of training facilities, labs and workshops.
9. Inadequate ICT facilities & installations
25| P a g e
………………………………………………………………………………………………………
10. Inadequate transportation facilities.

11. Lack of practical skill by instructors
12. Poor and non- existence of utility services ( Like stand by generator, water supply
and sanitary services)
13. Centralized command system
14. Centralized, bureaucratic and ridged financial and procurement system
15. Wrong perception /outlooks from the staffs of other colleges & of University
Officials about the staffs of CET.
16. Insufficient representation of the college in various offices of the University
17. Lack of uniform treatment by the University.
18. Recruitment of unfit expatriate staff.
19. Very high student intake
20. Declining quality of teaching
21. Weak research output
22. Scarcity of local staff
23. Community fatigue
24. Lack of extra work opportunity in Jimma town for the staff in spare time
25. Under developed local infrastructure and market
26. Protracted procurement system process and poor management of supplies
27. Dissatisfaction of customers
28. Lack of budget administered by the college
29. Inadequate research budget
26| P a g e
………………………………………………………………………………………………………
The JiT Governance Model and Organizational Structure

The Organizational Structure of the JiT
The organizational structure has to provide the JiT with full autonomy in management and
administration and means for ensuring accountability to its Supervisory Board and the
University.
The various units in the organizational structure are separated into the following three levels:
 The strategic level
(includes the involved ministries and the Supervisory Board as the JiT’s strategic
leadership)
 The management level (of the JiT’s Managing Board)
 The operational level (made up of all academic and administrative units that are accountable
to the JiT’s Managing Board)
This Organizational Structure (Fig.1) will allow the JiT to develop its core activities to meet
further demands and considering future circumstances, such as the student enrolment, curricula
revision, research activities, and technology transfer. The structure is designed to allow the
JiT to establish direct linkage to the industries, the commerce sector, and the public sectors
in such a way that these partnerships generate mutual benefit, for the JiT as well as the
stakeholders.
27| P a g e
………………………………………………………………………………………………………
28| P a g e
………………………………………………………………………………………………………
External Links / Industry Linkage
JiT will proactively search for external relationships and partners to start mutually beneficial
collaborations. The already existing collaboration with the University of Rostock, Germany,
shall be reinforced and developed to a platform allowing easy exchange of staff at all levels.
The University of Rostock shall become a strong partner in the transition process and
beyond by knowledge transfer in academic and management affairs. Moreover, the JiT seeks
additional national and international linkages to strengthen its profile and academic
competence. First talks have been held with the vice chancellor of the University of Ballarat,
Victoria, Australia and it was agreed to continue negotiations aiming at assessing if a
full cooperation can be established.
The institute will provide consulting services to the industry and commerce and
develop strategies of how to profile itself on the market. Further, the JiT will foster start ups
on campus and therewith providing options of additional income generation for staff and
students.
Execution of Government Policies and Strategies

The Governmental Policies and Strategies shall be enabling JiT, not governing it in
detail. JiT will contribute to a mutual trustful relation proactively, transparently and
forward acting.
According to the Organizational Structure, the Ministry of Education, Ministry of Science
and Technology and Ministry of Finance and Economic Development support and control
JiT through the Supervisory Board. No direct cut-through intervention bypassing the
Managing Board takes place.
Support for Private Public Partnerships

A strong government linkage to the institute will support and facilitate the stakeholders from
the economy in joining the collaborative effort in order to benefit from mutual
advantages.
29| P a g e
………………………………………………………………………………………………………
The stakeholders include investors from the industries, private investors, entrepreneurs,
professional associations and small and medium-sized enterprises.
Private public partnership model could provide ample opportunities for the engagement and
success of economic and institutional development. The government’s role in such a
partnership is critical to its initiation and success.
The JiT will establish a Centre for Technology Transfer and Entrepreneurship to
provide knowledge exchange, consultation, and technological services for private
enterprises, government institutions, and nongovernmental organizations on dedicated fields
of expertise. These services are chargeable as third party funds.
Goals of the five Year Strategic Plan

For realizing the outcomes, the following three goals are set.
1. JiT provides comprehensive, practice-oriented and need-driven engineering/technology

educations that produce competent graduates who contribute to the international
competitiveness of the local industry.
2. JiT provides relevant research and consultancy in the technological realm to the economy
and thus improves the international competitiveness of the local industry.
3. JiT under the reform becomes internationally competent and well profiled in terms of its
performance.
30| P a g e
………………………………………………………………………………………………………
I. Reform of Studies and Staff Capacity Development
Goal 1
Jimma Institute of Technology provides comprehensive, practice-oriented and need driven

engineering and technology education that produces capable and competent graduates who
contribute to the socio-economic development of the country.
General Objectives
In order to realize the above goal, the following general objectives are set.
1.1. Ensure up-to-date curricula to meet both local needs and comply with international standards.
1.2. Upgrade the pedagogical and didactical competencies of the teaching staffs of the departments.
1.3. Enhance the profile of the academic staffs of all departments by 35% BSc, 50% MSc and 15%
PhD
1.4. Upgrade the practical engineering and lab skills of academic staffs of the departments
1.5. Establish reliable e-learning and e-library systems in the institute
1.6. Establish a sustainable University-Industry Linkage System which ensures the provision of
adequate qualified internship and practical skills upgrading for students of engineering students.
1.7. Establish a strong multidisciplinary research initiatives , short-term training courses and services
geared to meet public and private need
1.8. Establish accommodation for increasing number of student intake
31| P a g e
………………………………………………………………………………………………………
General Objective 1.1: Ensure up-to-date curricula to meet both local needs and comply with
international standards
Grand Strategy:
In order to realize the objective, the following grand strategy is formulated:
 Develop and implement practice oriented and need driven engineering and technology study
programs in line with the general philosophy of ensuring practice-oriented and need-driven
education which enable the institution to produce graduates who can solve local industry
problems and meet international accreditation.
Implementing Mechanisms:
In line with the above mentioned grand strategy, the following implementation mechanisms, in the
form of sets of work packages are designed for realizing the general objective.
Work Package 1.1.1: Launching, updating and modernizing the engineering and technology
curricula which can acquire international accreditation.
The objectives of this work package are:
 To capacitate the local staffs in the institute in designing and developing practice oriented
and demand-driven engineering and technology curricula;
 To enable the departments/chairs to own up-to-date engineering and technology

curricula which enable them to produce competent graduates;
 To ensure standard engineering and technology education for students attending different
engineering and technology fields in the institute.
Indicators:
 By the end of 2011, 75% of all the senior staff members in the departments acquired the
skills in developing, implementing and evaluating engineering and technology curricula;
 By the end of 2012, the curricula of all the engineering and technology study programs in
the institute get revised and evaluated 100% by their local staffs;
32| P a g e
………………………………………………………………………………………………………
 By the end of 2013, all departments’ curricula both locally and internationally accredited.
Work Package 1.1.2: Adapting, implementing and evaluating ECTS based academic regulation
The objective of this work package is:
 To enable the institute to own nationally harmonized academic regulations based on the
new curriculum philosophy.
Indicators:
 By the beginning of 2011 all the engineering departments of the institute will implement
ECTS based academic regulations endorsed by their respective academic council and
university systems
 By the end of 2015 student attrition rate will be less than 3%
General Objective 1.2: Upgrade the pedagogical and didactical competencies of teaching staffs in
the departments.
Grand Strategy:
In order to realize the objective, the following grand strategies have been formulated:
 Foster recognition of competency in pedagogy and didactics as part of hiring, promotion

and identification of needs in CPDP (Continuous Professional Development Program);
and
 Implement system of ongoing assessment of teaching and learning process to identify

demand in means of training and facilities.
In line with the above mentioned grand strategies, the following implementation mechanisms, in the
33| P a g e
………………………………………………………………………………………………………
Work Package 1.2.1: Up to date teaching approach for all the departments in the institute.
 To embed the teaching and learning activities into the Human Resource Policies of the
institute through the:
 Consideration in the hiring, promotion, salary system,

 Implementation of a student’s evaluation of teaching,
 Establishment of teaching award representing an incentive system,
 Introduction of a fund for innovative teaching projects.
 To offer demand driven/tailor made/ pedagogical and didactical trainings;
 To establish Center for Didactics (CoD) in the institute and
 To capacitate the staff of CoD to work sufficiently towards realizing the center’s
objective.
Indicators:
 By the mid of 2011, Teaching & Learning is formally embedded into the Human Resource
Policy (HRP) of the institution;
 By the mid of 2011, incentive system for Teaching & Learning established in the
institution (e.g. Fund for innovative teaching projects, teaching award, etc.);
 By 2012, all the departments have access to Centers for Didactics (CoD);
 By 2015, 75% of the teaching staff of all departments start taking pedagogical courses on a
regular basis; and
 By 2015, 50% of the teaching staff gets certified in didactics.
34| P a g e
………………………………………………………………………………………………………
Work Package 1.2.2: Improve the learning environment to facilitate teaching and learning
 To implement a system for continuously assessing the teaching and learning environment;
 To upgrade all rooms and facilities used for teaching and learning with modern teaching
aids, and provide access to other relevant learning resources;
 To provide adequate and appropriate facilities for individual and group learning;
 To implement an effective room management system; and
 To organize a semester schedule that is consistent and time effective for providing
appropriate teaching and learning.
Indicators:
 By the end of 2013, a survey will be conducted and 75% of the learning environment will
be conducive.
 By the mid of 2011, an effective room management system is applied and extra learning
facilities/rooms are offered for self- and group study of students;
 By the mid of 2011, a system for effective semester scheduling is implemented to guarantee
student’s learning; and
 By 2013, the rooms for teaching and learning are appropriate in number and quality and can
be used efficiently with modern teaching aids and other relevant learning resources.
Work Package 1. 2.3: Support students active learning by introducing peer tutor system
 To implement student centered learning system (project work, tutorial, etc); and
 To capacitate peer tutors in all departments.
35| P a g e
………………………………………………………………………………………………………
Indicators:
 By 2011, teaching staffs start providing selected appropriate tasks for students / peer tutors;
 By 2011, selecting and educating appropriate number of students / peer tutors for their
tasks will start; and
 By 2012, students / peer tutors start conducting the tutoring session in designated areas.
General Objective 1.3: Upgrade the practical engineering and lab skills of academic staffs of the
institution.
Grand Strategy:
In order to realize the objective, the following grand strategies are formulated:
 Renovate the non-utilized lab resources in all technology institutions and ensure their
appropriate utilization; and
 Establish and implement a system of ensuring industry attachment and training programs
for all the academic staffs of the institute for the aim of upgrading their practical/
engineering skills.
In line with the above mentioned grand strategy the following implementation mechanisms, in the
form of work packages are designed for realizing the general objective.
Work Package 1.3.1: Conduct a department wide inventory of lab resources in the institute
identify and renovate the damaged ones, ensure a sustainable system for
their proper utilization
36| P a g e
………………………………………………………………………………………………………
 To create an institutional database, that describes the existing status of lab resources in all
the departments.
 To identify the problem which inhibit the departments from properly utilizing the
resources;
 To device a mechanism of rehabilitating the damaged lab resources and making them ready
for proper utilization; and
 To ensure sustainability for the practical utilization of the lab resources.
Indicators:
 By 2011 the results of the institutional inventory of lab resources including their current
status will be published at institutional level;
 By 2013 75% of all the existing lab resources in the institution be renovated and made
ready for use;
 By 2014, standardized lab exercise manuals for 75% of all the practical engineering and
technology courses made ready for use; and
 By 2014, 80% of all academic staffs of all departments trained and capacitated in practically
implementing the lab exercise manuals.
Work Package 1.3.2: Establish a sustainable system of ensuring industry attachment

programs and training for academic staffs of the institution
 To prepare and get it approved a system document which convinces and urges all academic
staffs of the institute to attend industry attachment programs; and
 To ensure a sustainable & practical industry attachment and training program for academic
staffs of the institute which will upgrade their practical engineering/industrial skills by
37| P a g e
………………………………………………………………………………………………………
realizing a type of industry attachment programs for teachers involved in teaching

engineering and technology courses.
Indicators:
 By 2011 the system document that sets the required industrial attachment and training
program for all staffs endorsed;
 By 2014, 50% of all academic staffs of all departments having the academic ranks below an
associate professor complete their first industry internship programs of 2 to 4 months.
General Objective 1.4: Enhance the profile of the academic staffs of all departments by 35% B.Sc,
50% M.Sc and 15% PhD
Grand Strategy:
 Establish and expand both international and homegrown vertical staff qualification
upgrade programs in the institute
 Establish and implement efficient systems for retaining qualified and experienced staffs;
and
 Develop and implement a coping up strategy for the largely growing student intake in the
engineering and technology fields.
In line with the above mentioned grand strategy the following implementation mechanisms, in the
form of work packages are designed for realizing the general objective.
38| P a g e
………………………………………………………………………………………………………
Work Package 1.4.1: Develop and implement new undergraduate and graduate programs
(B.Sc, M.Sc and PhD) responsive to national needs and goals,
The objectives of this package are:
 To establish integrative engineering and technology department
 To improve the academic profile of the institute
 To foster interdisciplinary cooperation in teaching, research and technology transfer
 To commence and expand Sandwich and homegrown MSc and PhD Programs in
various fields.
 To commence new undergraduate programs in various fields responsive to national

needs.
Indicators:
 By 2011, integrative engineering and technology department will be established.
 By the end of 2011, academic staff gap analysis is finalized and detailed database is
available for all the departments.
 By the end of 2015, at most 2 MSc program in each department (or core competency
area), and PhD programs in at least 3 departments (or core competency areas) in each
departments commenced.
 By the end of 2015, the academic staff profile of the institute improved to the levels of
35% BSc, 50% MSc, and 15% PhD.
 By the end of 2013, at least 2 BSc program is commenced in the institution.
39| P a g e
………………………………………………………………………………………………………
Work Package1. 4.2: Establish and expand continuing education programs
The objectives of this Work Package are:
 To provide opportunity of continuing education (CE) for those who cannot get chance of
continuing their education in regular program
 To help the society in capacity building through continues(in and off campus) programs
Indicators:
 By the end of 2012, at least 2 new continuing education programs will be commenced in
the institution.
Work Package1.4.3: Establish academic staff retention and motivation system
 To identify the problems leading to staff attrition in all departments
 To establish a system by which all the departments will track the staffs’ reasons for
leaving (exit survey);
 To reduce staff attrition in all departments
 To improve the staff profile of the institute.
 To establish motivation system for academic staff of the institution
Indicators:
 By the end of 2011, performance-based academic staff remuneration system finalized and
implemented;
 By the end of 2011, new staff recruitment system finalized and got approved by the
concerned government authority;
40| P a g e
………………………………………………………………………………………………………
 By 2015, 75% of the staff will be motivated.
 By the end of 2015, staff attrition reduced by 50%.
Work Package 1.4.4: Establish institutional partnership and linkage locally and
internationally
 To enable efficient use of academic staffs of the technology institutions in the country;
 To establish staff and student exchange scheme.
 Improve the academic staff profile of the institute and
 Enhance quality of engineering and technology education in the institute through

experience sharing & best practices.
Indicators:
 By the end of 2012, at least 5 functional (effective) international university cooperation

established to promote staff and student exchange & training, and sharing best practices;
 By end of 2011, a system of sharing academic staff, best practices in teaching & learning,
and other resources developed and implemented.
Work Package 1.4.5: Establish a system of tapping and using voluntary services to overcome
staff shortage in the institute
The objectives of this package are:
 To overcome the shortage of academic staff created due to the largely growing student
intake in the engineering and technology fields by taping human resource from outside
the universities;
41| P a g e
………………………………………………………………………………………………………
 To grab the potential manpower in the industry, research institutions, public offices,
NGOs, Ethiopian Diaspora in the form of volunteer services; and
 Create a favorable condition for institution-industry partnerships.
Indicators:
 By the end of 2012, every year the institution has secured at least 5 volunteers from the
industry, research institution, public offices and NGO; and
 By the end of 2015, each technology institution has covered 10% of its staff load through
the voluntary service.
General Objective 1.5: Ensure efficient e-learning and IT supported library systems in the
institute.
Grand Strategy:
In order to realize the objective, the following grand strategy has been formulated:
 Establish and renovate resources, e-learning and library system including e-Library
resources and appropriately utilize them in a sustainable manner.
Implementing Mechanism:
In line with the above mentioned grand strategy the following implementation mechanism, in the
form of a work package is designed for realizing the general objective.
Work Package 1.5.1: Establish e-learning and e-library system
 To improve teaching and learning system;
 To easily access teaching and learning materials;
42| P a g e
………………………………………………………………………………………………………
 To easily access up-to-date scientific journals and other research documents both locally
and internationally
 To document and display student and staff research outputs
 To equip the library system with qualified and high level professionals
 To create fertile environment to exchange information.
Indicators:
 By 2011, e-Learning system put in place and running in 25% of the courses in selected
departments
 By 2012, e-library system will be functional
 By the end of 2011, ICT infrastructure will be implemented in the institute
 By the end of 2015, 5 journals will be subscribed
 by 2012, important e-journals, e-books, e-articles and other electronic research documents
will be available online
 starting from 2012, institutional repository will be established
 by the end of 2015, 75% of the courses in each departments will be conducted in e-
Learning system
General Objective 1.6: Establish a sustainable University-Industry Linkage (UIL) system

which ensures the provision of adequate qualified internship and
practical engineering and technology program course lessons for
students of JiT.
43| P a g e
………………………………………………………………………………………………………
Grand Strategy:
 Ensure the development and implementation of effective Qualified Internship

System(QIS) in the institute through the establishment and strengthening of UIL offices;
and
 Establish a sustainable system of ensuring practical lessons for students attending the
engineering/technology courses which require practical instructions.
Work Package1.6.1: Establish sustainable qualified internship system (QIS)
 To establish a sustainable QIS in the engineering departments of the institute;
 To ensure quality internship for all students pursuing their education in the institute;
 To ensure nationwide coordination of securing internship places for all students.
 To provide awareness on QIS, list of companies by duty/location and recommend

students’ strong sides to help them secure their own QIS places.
 To create awareness rising about QIS for industries and companies
 To ensure the quality of students joining QIS by conducting a holistic examination with
successful score.
Indicators:
 Until 2011, an effective and coordinated QIS is in place in the institute.
44| P a g e
………………………………………………………………………………………………………
 By 2011, a strong network of UIL officers, which is characterized by concerted actions,

mutual support and regular meetings, is established.
 By the end of 2011, a data-base of QIS including all relevant information about potential
companies providing internship places (e.g. branch, organizational structure, previous
experiences with interns, current and future demand of engineers, where all contacts and
actions are reported, etc) in the region developed and made available.
 By 2015, 50% of the total number of students participating on the QIS by securing their
own internship places.
 By 2015, companies hosting internship started to cover 15% of the accommodation costs
of students.
 By 2015, 50% of potential companies start to consider internship as one of their major
national responsibilities.
Work Package 1.6.2: Ensure practical lessons for engineering/technology students
 To coordinate the realization of practical lessons for engineering/technology program

students
Indicators:
 By 2011, all engineering and technology students are able to attend their practical course
lessons in a relevant work sites or workshops where practical engineering and technology
lessons are being delivered and works are carried out.
General Objective 1.7: Establish a strong multidisciplinary research initiative, short term
training courses and community based education (CBE) practice
geared to meet public and private demands.
45| P a g e
………………………………………………………………………………………………………
Grand Strategy:
 Develop institutional capacity system and environment that support and promote culture
of research to undertake high quality research that meaningfully contribute to social,
economical, environmental and cultural development of the country and humankind in
general through creation, expansion and dissemination of knowledge and information.
 Design and implement short term training programs and services
 Ensure CBE as a key educational philosophy and hallmark of engineering and technology
educational relevance in the institute.
Work Package 1.7.1: Develop and promote interdisciplinary and collaborative institutional
research capacity and environment that will have a major impact on
institutional objectives.
 To establish research and publication office
 To expand external research funding
 To improve research organization, facilities and environment to promote and deliver quality
of research output and outstanding research for training.
 To ensure that academic staff of the institution engaged in research and research training
activities
 To carry out an applied research that solves the problems of the community.
46| P a g e
………………………………………………………………………………………………………
 To increase research output and publications of the institute and effectively disseminate
findings to potential users
Indicators:
 By mid of 2011, the research and publication office established
 By the end of 2011, research policy and practice document will be designed and
implemented.
 By the end of 2012, a highly effective administration of the institute research system will be
established
 By 2013, increase research funding from external sources by an average of 20 % every year.
 By 2013, at least 75% of academic staff will be engaged in research and research training
activities.
 Starting from 2012, at least 2 international symposia will be conducted annually.
 Starting from 2012, there will be continuous research communication forums.
 By the end of 2013, cross disciplinary and complementary training in research management,
proposal writing, presentation, scientific publishing and intellectual property right will be
established.
Work Package 1.7.2: Design and implement short term training programs and services.
 To conduct short term trainings that focus on most pressing challenges of our time in the
country.
Indicator:
 Starting from mid of 2011, at least 2 short term training achieved in each department every
year.
47| P a g e
………………………………………………………………………………………………………
Work Package 1.7.3: Ensure CBE as a key educational philosophy and hallmark of
engineering and technology educational relevance in the institute.
 To establish CBE office in the institute
 To enhance community engagement and services of students
 To adapt CBE principles according to engineering and technology fields.
 To strengthen student ability of community problem identification and solving skills.
 To increase funding for intervention phase and minimize community fatigue.
Indicators:
 By mid of 2011, CBE office established
 By the end of 2011, all students in the institute will effectively implement CBE.
 By the end of 2011, a systematic CBE working document prepared and implemented in all
departments.
 By the beginning of 2012, funding for intervention phase increased by 60%
General Objective 1.8 Establish accommodation and develop a capacity for increasing
number of student intake
Grand Strategy:
 To ensure the necessary budget for an increased student intake in existing and newly
established programs in line with the national plan
48| P a g e
………………………………………………………………………………………………………
 To ensure the development of new infrastructure
 To ensure the availability of necessary academic and administrative staff
In line with the above mentioned grand strategy the following implementation mechanism, in
the form of a work package is designed for realizing the general objective.
Work Package 1.8.1: Ensure the necessary budget for student intake
 To ensure availability of budget considering the increasing number of student intake
Indicators:
 Starting from 2011, 100% the budget required will be made available
Work Package 1.8.2: Increase the student intake at the institute
 To increase the student numbers (intake) in engineering and technology fields considering
national needs.
Indicator:
 By starting of 2011, 40% of the natural science stream students enrolled to JU join
engineering departments.
Work Package 1.8.3: Ensure the availability of necessary academic and administrative staff to
handle the increasing number of student intake
49| P a g e
………………………………………………………………………………………………………
 To ensure sufficient and necessary academic and administrative staff to handle an increase
student intake.
Indicator:
 By the beginning of 2012, the necessary academic and administrative staff to handle the
increased student intake will be recruited.
Work Package 1.8.4: Ensure the development of new infrastructure
 To ensure the development of new infrastructures at the institute to accommodate higher

student intake.
Indicators:
 By the end of 2015, the institute will develop fully functioning infrastructures.
50| P a g e
………………………………………………………………………………………………………
II. Technology Transfer (TT)
Goal 2
Jimma Institute of Technology provide relevant technologies to Western and South Western
region focusing on adaptation and imitation of existing technologies thereby reducing the
imports of machinery and fostering employment creation.
General Objectives:
2.1 Identify and prioritize regional technological demands that contribute towards
accelerating the socio- economic and economic development of the region and the
country.
2.2 Develop and implement TT projects based on the identified needs.
2.3 Disseminate the technological packages developed and
2.4 Setup a funding system for financing TT projects from National and Regional sources.
General Objective 2.1: Identify and prioritize regional technological demands that contribute
towards accelerating the socio- economic and economic development
of the region and country.
Grand Strategies
 Support and ensure the establishment of TT office in the institute.

 Join a national TT network system and
 Identify the demanded technologies through industry mapping in the region.
51| P a g e
………………………………………………………………………………………………………
In line with the above mentioned grand strategies the following implementation mechanism, in the
form of a work packages are designed for realizing the general objective.
Work package 2.1.1: Establish a TT office in the institute
 To establish functional TT office in the institute.

Indicator:
 By mid 2011, a fully functioning TT office established;
Work package 2. 1.2: Join a national TT network system
 Instate and contribute to the establishment of a national TT network between institutions

 Exchange best practices in the TT network and
 Disseminate new technologies.
Indicators:
 By end of 2011, the JiT TT office joined the national TT network;
 By end of 2011, university- industry linkage and TT web based platform established
 By end of 2012, TT policies and guidelines for their respective TT activities of the institute
developed.
Work package 2. 1.3: Identify technological demands and industry mapping
 To identify and assess the technological demand addressing the western and south western
region as an economic corridor.
52| P a g e
………………………………………………………………………………………………………
 To prioritize and group as mandatory thematic research areas of the identified technological
demand.
Indicators:
 By end of 2011, working relations with relevant stakeholders from industries and
communities, e.g. Bureaus of trade & industries, TVET agencies and others; established;
 By end of 2011, the technological demand of the surrounding industries and other
stakeholders collected, documented and made available for use.
 By beginning of 2012, all the departments have formed their research thematic areas based
on the demand list.
General Objective 2.2: Develop and implement TT projects based on the identified needs
Grand Strategy:
In order to realize the objective, the following grand strategy is formulated:
 Develop and implement identified technological packages that can solve problems of the
surrounding communities and industries based on demand.
Work Package 2.2.1: Develop and implement identified technological packages.
 To ensure the transfer of demand based technologies to industries and communities

focusing on adaptation and reverse engineering.
53| P a g e
………………………………………………………………………………………………………
Indicators
 By the beginning of 2014, 100% of the demand list has been blue printed, prototyped and
summarized in a technology package.
General Objective 2.3: Disseminate the technological packages developed
Grand Strategies:
 Promote and transfer technological packages developed to the surrounding communities

and industries based on demand.
 Support and promote students as future entrepreneurs who can use the technological
knowhow gained from JiT to create their own businesses.
 Support students to form their own businesses basing on their proposals.
 Promote and support in-house university businesses using the technological research and
consultancy services developed by JiT.
 Establish an income generating system that complements to the JiT budget while
conducting and transferring the research outcome.
 Support and promote students as future entrepreneurs who can use the technological
knowhow gained from JiT to create their own businesses basing on their proposals.
Work Package 2. 3.1: Promote and transfer technological packages developed
54| P a g e
………………………………………………………………………………………………………
 To ensure the transfer of developed demand based technologies to industries and

communities.
Indicators:
 By the end of 2015, JiT will establish working relations with 70% of industries available in
our economic corridors, and conduct research and consultancy service.
 By the end of 2015, 3rd part income from TT projects contribute a 2% of JiT budget.
Work Package 2.3.2: Build up a Center for Appropriate Technology and Entrepreneurship
Motivation (CATEM)
 To create a center which can develop, introduce, manufacture, modify, test, operate,
exhibit, and disseminate appropriate technologies and techniques.
 To support and build up entrepreneurship competencies at JiT and to raise the awareness
of the potential of entrepreneurship (e.g. with regard to self-employment).
 To give practical advice with regard to entrepreneurship (e.g. writing a business plan, legal
advice).
 To provide appropriate technology and entrepreneurship related trainings and services.
 To support all TT activities of JiT.
Indicators:
 By mid of 2011, JiT has established a Center (Office) for Appropriate Technology and
Entrepreneurship Motivation (CATEM).
 By the end of 2011, guidelines for propping and building up in-campus entrepreneurship
competencies, appropriate technology intervention, and technology transfer are in place.
 By the end of 2011, realistic advisory services pertaining to entrepreneurship and
appropriate technology are lunched through CATEM.
 By the end of 2011, strong training collaborative affiliation with 80% of national
professional associations, industries, and stakeholders is set up.
55| P a g e
………………………………………………………………………………………………………
Work Package 2.3.3: Support the incubation of innovative ideas into startup companies
 To support students to form their own business or become entrepreneurs based on their
proposals.
Indicator:
 By the end of 2015, at least 4 starts up companies have been established by the institute.
Work Package 2.3.4: Promote and support in-house university businesses using the
technological research and consultancy services developed by JiT
 To promote and utilize the facilities and capacity of workshop or laboratory for income
generation.
 To enhance preparation of need based trainings and consultancy services to the
surrounding community and industry.
Indicator:
 By the end of 2012, every department in the institute gives different services and
consultancy to the surrounding community and industries.
Work package 2. 3.5: Establish an income generating system that complements to the JiT
budget while conducting and transferring the research outcome
 To generate third party income for JiT to finance and increase internal funding
possibilities for TT projects and other expenses.
Indicators:
 By the end of 2011, income generation policy and guidelines are approved.
56| P a g e
………………………………………………………………………………………………………
 By the beginning of 2012, Income generation system is implemented.
 By the end of 2015, 3rd party income from TT projects has increased and contributes 2%
of the overall JiT budget.
General Objective 2.4: Setup a funding system for financing TT projects from National and
Regional sources.
Grand Strategy
 Develop and implement a funding system from national and regional sources to finance
TT projects which is accessible to researchers’.
In line with the above mentioned grand strategy, the following implementation mechanisms, in the
Work package 2. 4.1: Support the establishment of a national and regional TT- Fund in
cooperation with Ministry of Science and Technology (MoST) and
Regional funding sources.
.The objectives of this work package are:
 To support MoST and Regional funding bodies in designing the system for establishing
national and regional TT fund and its management.
 To support MoST and Regional Funding Bodies in setting up criteria for funding of TT
projects.
 To support MoST and Regional Funding Bodies in promoting and facilitating TT project
funding mechanism.
57| P a g e
………………………………………………………………………………………………………
Indicators:
 By the end of 2011, criteria for funding will be established.
 By end of 2011, organizational structure within MoST and Regional Funding Bodies in
responsible region is set up.
 By end of 2012, TT Fund set up.
 By end of 2015, at least 40 projects have been funded.
58| P a g e
………………………………………………………………………………………………………
III. Reform of Institutional Management and Governance System
Goal 3
Jimma Institute of Technology (JiT) under the reform becomes internationally competent
and well profiled in terms of its performance (i.e. academics, researches, technology transfer
and others).
General Objectives:-
3.1 Establish JiT having effective and efficient IT supported management and governance
system;
3.2 Ensure the establishment of functional network/nationwide excellence clusters of

Technology Institutions together with other technology institutions.
3.3 Investing in ICT development and application
3.4 Develop and expand physical facilities and management capacity comparable with the
needs and demands of the teaching, research and service activities of the institute
General Objective 3.1: Establish JiT having effective and efficient IT supported management
and governance system
Grand Strategies:-
 Install new governance and organizational structure in JiT.
 Establish efficient and autonomously functioning, academic leadership hierarchy at all

levels for the institute in line with the special autonomy given to it.
 Installing ICT facilities and training opportunities for staff
 Establish efficient and autonomously functioning central administration hierarchy across

all the administrative working units of the institute.
59| P a g e
………………………………………………………………………………………………………
 Develop and implement different need-based leadership capacity development programs

for ensuring sustainability of quality institutional governance in the institute.
 Develop and implement performance-based staff promotion and remuneration systems

which capitalize competencies as the sole governing principle used for staff promotion
and upgrade in the institute.
 Establishing sport and recreational facilities
In line with the above mentioned grand strategies, the following implementation mechanism, in the
form of a work packages are designed for realizing the general objectives.
Work package 3.1.1: Install new governance structures of in the institute.
 To realize the establishment of Jimma Institute of Technology by fully implementing the new
change management concepts indicated in the IoTs’ frame work.
Indicators:
 By the beginning of 2011, the scientific director commences his job and the governance
system installation commences.
 By the mid of 2011, all administrative unit will be assigned by the JiT
 By the mid of 2011, the new JiT governance and organizational structure will be fully
implemented.
60| P a g e
………………………………………………………………………………………………………
Work package 3.1.2: In line with the relevant frame-work ensure efficient and autonomously
functioning academic leadership hierarchy (from top level leadership to
the grassroots competency units or chair).
The objectives of work package are:
 To realize the development and implementation of clear academic leaderships structure for
JiT in line with the relevant framework for each model.
 To realize the development and implementation of clear duties and responsibilities of various
academic leadership units based on the realistic situations of the institute in line with the
relevant frame-work.
Indicators:
 Academic structures of existing of institute are clearly defined in line with the relevant frame
work by 2011.
 The duties and responsibilities of each academic units clearly defined by the beginning of
2011.
 All academic leadership positions such as deputy director, chair positions and other positions
be filled by competent and committed leadership in the institute (by the mid of 2011);
Work package 3.1.3: Installing ICT facilities and training opportunities for the staff
The objectives of the work package are:

 All administrative and management work places will be equipped with computers and
connected to the internet
 All administrative and management work places will be equipped with a standard package of
software and with work place specific software.
 All administrative and management staff will be trained according to their ICT needs.
 IT literacy will be integrated into the performance measurement systems.
61| P a g e
………………………………………………………………………………………………………
Indicators:
 By the end of 2011, 90% of administrative and management staff trained according to its
IT needs.
 By the end of 2012, all IT infrastructures finalized.
 By the beginning of 2013, all academic and administrative services fully supported by IT.
Work package 3.1.4: Ensure efficient and autonomously functioning central administration
hierarchy across all the administrative working units of the institute (to
the extent applicable) starting from the top administration level to
the grassroots levels.
The objectives of work package are:
 Ensure the development and implementation of effective and efficient system of student
enrollment, registration, and examination and others student services.
 Realize the development and implementation of efficient and effective procurement and
property management systems.
 Ensure the development and implementation of efficient and effective personnel recruitment
and administration systems.
 Ensure the development and implementation of functionally efficient and effective financial
administration and utilization systems.
 Ensure the development and implementation of efficient compound service development &
management systems.
 Ensure the establishment and implementation of efficient transport service
 Ensure the establishment and implementation of efficient security system
 To establish public relations office and strengthen it
62| P a g e
………………………………………………………………………………………………………
Indicators:
 By 2011, the institute develops its student enrollment policies, which ensure transparent
student registration, examinations and other student services provision systems put in place.
 By the mid of 2011, a clear procurement policy manual and procedures with appropriate
organizational structure made
 By the mid of 2011, clear system of personnel recruitment, administration, remuneration,

promotion, demotion, dismissal etc rules and regulations developed and implemented.
 By the mid of 2011, clear financial administration and utilization rules, regulations and other
manuals be developed and implemented.
 By 2011, transport facilities and services established
 By 2012, campus police and security office established
 By the mid of 2011, a system (clear rules and regulations) for , compound service
development and management (including necessary facilities) be developed and fully
implemented.
 By the end of 2011, the preparation and dissemination of magazines, pamphlets, broachers
and others two times a year put in place.
Work package 3.1.5: Develop and implement leadership capacity development systems in the
institute.
 To enhance the management capacity of the institute to lead oneself, other individuals, groups
and institutions.
 To put in place transparent, responsible, and accountable management system.
 To enhance problem solving capacity of management team of the institute.
63| P a g e
………………………………………………………………………………………………………
 To enhance and consolidate sustainable leadership capacity of the institute.
Indicators:
 By 2011, leadership capacity development system is finalized & become operational in the
institute.
 By end of 2011, each key management position is jointly held by German and Ethiopian
experts in the institute.
 By the end of 2014, all management personnel in the institute have attended at least 3
leadership capacity developments training in the country and/or abroad.
Work package 3.1.6: Ensure the establishment of performance-based administrative staff

promotion, motivation, retentions and remuneration system in the
institute.
 To promote the sense of responsibility and accountability among the administrative staffs
in the institute.
 To enhance the motivational level of administrative staff of the institute.
 To enhance the efficiency of administrative staff of the institute.
 To enhance retention and minimize attrition rate of staff.
Indicators:
 By the end of 2011, the institute finalizes and implements performance-based

administrative staff remuneration system.
 By 2015, the staff attrition rate reduced by 50%
64| P a g e
………………………………………………………………………………………………………
Work package 3.1.7: Establishing sport and recreational facilities
 To provide teaching, entertainment service and recreational environment for the staff
Indicator
 By the end of 2012, necessary recreational and entertaining services like lounge, cafeteria,
Gymnasium and other sport fields established.
General Objective 3.2: Initiate and participate in forming a functional network/nationwide

excellence clusters of Technology Institutions
Grand Strategy:
 Initiate, support and facilitate the establishment of the nationwide cluster network of
technology institutions.
In line with the above mentioned grand strategy, the following implementation mechanism, in the
Work package 3.2.1: Initiate and support in the formation of the Net-Work /excellence cluster/
of technology institutions that enable cooperation.
65| P a g e
………………………………………………………………………………………………………
 To create a functional net-work/excellence-cluster/ of IoTs-TU-SoEs in a way that they

could cooperate and reinforce each other in furthering their respective academic and research
merits, and thereby contribute their level best for national economic development.
Indicators:
 By mid 2011, the institute thrives to make a net-work/excellence cluster/ of the Technology
Institutions a reality;
 By 2012, the institute, through the IoT’s- net work, shares each others experiences, discussing
on the way to handle challenges and use opportunities to achieve common goals/objectives.
General objective 3.3: Investing in ICT development and application
Grand strategy
 Develop world class ICT technology and infrastructure that can effectively support teaching,
research and service needs of the existing college and the new institute.
Work package 3.3.1: Secure and improve broadband connectivity and comprehensive LAN
coverage in all departments and section of the institute to use ICT in
teaching, research and services.
 Establish and improve the capacity of the existing broadband connectivity.
66| P a g e
………………………………………………………………………………………………………
 Install a server dedicated to the institute,
 Install a very fast wireless internet service within the institute.
 Develop a web site of the institute
 Initiate and expand e-learning portal.
Indicators:
 By 2012, the broadband connectivity finalized

 By 2012, dedicated servers, very fast wireless internet service, website and e-learning
portal are fully implemented
Work package 3.3.2: Improve the availability and distribution of computers and other
ICT equipment and accessories to departments and units.
 To expand and equip the computer centers of each department with ample number of
computers.
 To equip the computer centers of each department with adequate sized servers.
 To improve the access to computers by students.
Indicators
 By 2015, the student computer ration is 4:1

 By 2013, every computer centers are equipped with sufficient computers
Work package 3.3.3: Set up a properly staffed ICT administration unit devoted to the
institute.
67| P a g e
………………………………………………………………………………………………………
 Ensure a separate, well equipped and staffed ICT unit responsible for administrating the
services.
 Establishing a unit responsible for installation, expansion, safety, proper functioning and
maintenance of ICT services.
Indicator
 By 2012, ICT unit is well established with high level and qualified professional
General Objective 3.4: Develop and expand physical facilities and management capacity
comparable with the needs and demands of the teaching, research
and service activities of the institute
Grand Strategy:
 Establish new and separate campus for JiT
 Improve the adequacy and quality of the existing buildings
 Ensuring necessary budget allocation and Follow up for the development of new and
ongoing infrastructures based on the standards and specifications of the documents.
Implementation mechanism:
Work Package: 3.4.1 Establish new and separate campus for JiT
 Ensure a separate campus consisting of the necessary infrastructures dedicated to the institute
 Ensure the timely transfer of the institute to the new campus under construction
 Facilitate the completion of the ongoing infrastructure construction in the new campus
68| P a g e
………………………………………………………………………………………………………
Indicators
 By 2012, the new JiT campus construction completed, part of the facilities transferred from
the existing campus to it and get inaugurated
 By 2012, most of the JiT offices transferred to new JiT campus
Work Package: 3.4.2 Improve the adequacy and quality of the existing buildings
 Renovation of existing class room, laboratory, workshop and office buildings

 Ensure the inauguration and efficient operation of JiT in the existing campus
 Acquire and/or erect additional rooms
Indicators:
 By 2011, the renovation of the existing buildings made

 By 2011, additional rooms and space acquired and/or temporarily erected
Work Package: 3.4.3 Developing and sustaining safe and efficient water supply, electric power
supply and sewerage system as well as road network in the institute
 Ensure an adequate, reliable and safe water and electric power supply and distribution system
24/7
 Ensure safe and efficient sewerage system
 Install a stand by generator
 Develop a well connected and adequate pedestrian and vehicular road system in the institute
Indicators:
 By 2013, a sustainable and safe water and power supply and sewerage system developed
 By 2015, a well connected and paved road system established
69| P a g e
………………………………………………………………………………………………………
Work Package: 3.4.4 Developing an efficient transportation unit and compound service in the
institute
 Establish an adequately staffed and equipped transportation unit that can organize and
manage the transportation resources and service requirements of the institute.
 Establish an adequately staffed and equipped general service unit that can organize and
manage the development ,utilization and maintenance of infrastructures and facilities
Indicators:
 By 2011, a compound service unit established and get operational

 By 2011, a transportation unit established in the institute
Work Package: 3.4.5 Ensuring necessary budget allocation and Follow up for the development of
new and ongoing infrastructures based on the standards and specifications
 To ensure the development and expansion of new infrastructures at JiT to accommodate

higher student intake in the next 5 academic years.
Indicators:
 In the next 5 years, JiT has to develop and expand the following infrastructures being
supplied with necessary budget:
 Staff residence
 Student cafeteria
 Uninterrupted fully underground Emergency power supply system
 Transport, parking and garage facilities
 Student dormitories
 Student center
 Laundry and hygiene facilities.
 Classrooms and lecture halls
70| P a g e
………………………………………………………………………………………………………
 Administration building
 Library building
 Property store building
 Exhibition hall
 Safety and security system
 State-of-the-art and ICT equipment for all lecture, seminar and class rooms
 Laboratories
 Research laboratories
 Workshops
 Staff lounge
 Access roads and walkways that can adapt an inclusive environment regardless of
disability, age and gender
 Telephone, banking and postal service
 Campus internal asphalt
 Waste disposal system
 Sports facilities
 Clinic
 Uninterrupted 24 hours water supply system
 Fire fighting system
 Easy toilet system
 Green, clean, smoke free and beautiful campus
 Park
 Surveillance
71| P a g e
………………………………………………………………………………………………………
Inputs Expected from Partners
The effective implementation of the strategic plan depends on the active participation and
contribution of various partners. These include the Engineering Capacity Building Program (ecbp),
Jimma University (JU), the Ministry of Education (MoE) and the Ministry of Finance and Economic
Development. Apart from these the contribution and participation of the Oromia Regional
Government and the Jimma Zone sector office, TVET colleges, small scale enterprises , Industries,
Non-Governmental organizations (NGOS) and private companies is important.
The following are the areas of intervention support from the ecbp and MoE are required during the
realization of the objectives set and execution of work packages.
 Providing Trainings
 Supplying Training modules
 Provision of system documents
 Expert support and Advice
 Search for foreign instructors
 Search for volunteers
 Preparation of specifications
 Procurement of facilities
 Search for national and international partners
Similarly, the following are the areas of support and intervention required from Jimma University
during the realization of the strategic plan.
 Provision of training
 Provision of local instructors
 Expert support and advise
 Search and recruitment of expatriate staff
 Search for volunteers
 Search for national and international partners
 Budget support
 Administrative and academic guidance
 Transportation services
72| P a g e
………………………………………………………………………………………………………
 Legal support
 Construction installation, and maintenance of infrastructure
The support expected from the Ministry of Finance and Economic Development the allocation of
the required recurrent and capital budget as per the request of the institute in order to run its
programs, complete the ongoing establishment of the institutes campus, equip the infrastructures of
the new campus, acquire laboratory and workshop facilities, carryout research and technology
transfer activities and expand its study programs.
The support expected from international collaborators may be in form of one or more of the
following
 Sending professors, lecturers, laboratory technicians and other experts

 Donating fund and equipment
 Providing training opportunities for the staff of JiT
 Sharing experience and best practices
 Initiating joint research projects
 Initiating and carrying out joint development and outreach programs
73| P a g e
………………………………………………………………………………………………………
Annexes
Annex A: Resources of the JiT
The resources in this context refer to the laboratory and workshop facilities operational, under establishment
and which will be established in short run. They are as per their department as under.
1. Civil Engineering Department

No Name of Laboratory and Workshop Capacity Remark
1 Geo-techniques Lab 60 Operational
2 Hydraulics Lab 60 Operational
3 Environmental Engineering Lab 60 Established but not operational
4 Construction Materials Lab 60 Operational
5 Highway Engineering Lab 60 Semi- operational
New labs
1 Hydraulics Lab 100 To be established
2 Highway Engineering Lab 60 To be established
3 Material Testing Workshop 100 To be established
4 Geotechniques Lab 100 To be established
5 Surveying Workshop 60 To be established
6 Basic and Plumbing Workshop 100 To be established
7 Structures Lab 60 To be established
8 Student project Room To be established
9 Student project display Room - To be established
10 General store - To be established
11 Computer Room (AutoCAD, ETABS) To be established
74| P a g e
………………………………………………………………………………………………………
2. Electrical and Computer Engineering Department

No Laboratory/Workshop Capacity Remark
1 Communication and Control Lab 80 Operational
2 Machine and power Lab 45 Operational
3 Computer Lab 45 Operational
4 Electronics and Interfacing Lab 80 Operational
5 Electrical work shop Lab 80 Operational
6 High Voltage lab 45 (currently not functioning)
New Labs Under Establishment
1 Basic Introduction to computing Lab 1 and 2 80 To be established

2 Analog and Digital communications Lab 45 To be established
3 Wireless Communications Lab 45 To be established
4 Applied Electronics I and II 80 To be established
5 Fundamentals of Electrical Engineering Lab 1 and 2 80 To be established
6 Digital logic Design Lab 45 To be established
7 High Voltage Lab 80 To be established
8 Electrical Workshop 80 To be established
9 Power Electronics and Drives Lab 60 To be established
10 PCB and Optoelectronics Lab 60 To be established
11 CAD and VLSI Lab 60 To be established
12 Electrical Machines I and II 120 To be established
13 Power system I and II 120 To be established
75| P a g e
………………………………………………………………………………………………………
3. Mechanical Engineering Department

1 Thermal Engineering lab 60 Operational
2 Material Testing lab 60 Operational
3 CAD/CAM center 60 Operational
4 CFD (Computational Fluid Dynamics) Lab 60 Operational
5 Machine Shop 60 Operational
6 Heavy Duty Machine Shop 60 Operational
7 Welding and Foundry Shop 60 Operational
8 Jimma University Model Engineering Enterprise ( JUMEE) Operational
9 Automotive Technology Lab Operational
10 Postgraduate computer Lab Operational
New Labs and Shops
1 Machine shop 1and 2 120 To be established
2 Foundry and Welding Workshop 90 To be established
3 Automobile Engineering and IC Engine Lab 80 To be established
4 Renewable Energy Lab 80 To be established
5 Drawing Rooms (3 in number) 150 To be established
6 Department Library 40 To be established
7 Audiovisual Room To be established
8 Fluid Mechanics Lab 90 To be established
9 Thermal Laboratory 90 To be established
10 Turbo Machinery Lab 90 To be established
11 CAD Lab 80 To be established
12 CFD Lab 80 To be established
13 Material Testing Lab 90 To be established
14 Basic Computer Practice Lab 90 To be established
15 Applied Mechanics and CAM Lab 80 To be established
16 Aerodynamics Lab 80 To be established
17 Basic Workshop 80 To be established
18 Student Project Room To be established
19 Student Project Display Room To be established
20 General Store To be established
76| P a g e
………………………………………………………………………………………………………
4. Water Resource and Environmental Engineering Department

1 Hydraulics Lab 1and 2 120 To be established
2 Water and Waste Water Quality Analysis Lab 80 To be established
3 Hydrology Lab 60 To be established
4 Environmental Engineering Lab 60 To be established
5 Hydropower Engineering Lab 60 To be established
6 GIS and Remote Sensing Lab 80 To be established
7 Irrigation Engineering Lab 80 To be established
8 Water Systems Lab 80 To be established
9 Hydraulics Lab(Postgraduate) 45 To be established
10 Workshop 80 To be established
11 Plumbing workshop 80 To be established
12 General Store
13 Student Project Room Basic
14 Student Project Display Room
5. Biomedical Engineering Department

1 Bioinstrumentation Lab 45 To be established
2 Biomechnics and Biofluid Lab 45 To be established
3 Nuclear Medicine Lab 45 To be established
4 Rehabilitation Workshop 45 To be established
5 Biomaterials and Implants Lab 45 To be established
6 Medical Physics Lab 45 To be established
7 Biosignal Processing Lab 45 To be established
8 Digital Signal Processing Lab 45 To be established
9 Image Processing Lab 45 To be established
10 Bioinformatics Lab 45 To be established
11 Virtual and E-Library 45 To be established
77| P a g e
………………………………………………………………………………………………………
12 Biology Lab 45 To be established

13 Chemistry Lab 45 To be established
14 Orthopedic and Orthotic Technology Lab (1 & 2) 45 To be established
16 Student Project Room Basic To be established
6. Computing Departments
No Computer/Audiovisual Room Capacity Remark

1 Computer Science, Number of rooms 3 180 To be established
2 Information Science, Number of rooms 3 100 To be established
3 Information Technology 45 To be established
7. Chemical Engineering Department

1 Unit Operation 60 To be established
2 Mass Transfer 60 To be established
3 Reaction Lab 60 To be established
4 Organic and Inorganic Chemistry lab 60 To be established
5 Food Lab 60 To be established
6 Fluidization Lab 60 To be established
7 Biochemical Engineering Lab 60 To be established
9 Student Project Room Basic To be established
78| P a g e
………………………………………………………………………………………………………
Annex B: Graduates of College of Engineering and Technology/Faculty of Technology

Program Year Number of Graduates
Department Female Male Total
Civil Extension Diploma (1993-1999EC) 26 252 278
Engineering B. Sc. 1994-2002EC) 68 646 714
Electrical Extension Diploma (1998-1999EC) 4 78 82

Engineering B. Sc. (1994-2002EC) 51 566 617
Mechanical B. Sc. (1994-2002EC) 12 323 335

Engineering
Information B. Sc. 2010 61 308 369
Science (2002 EC)
Computer B. Sc. 2010 22 61 83
Science (2002 EC)
Information B. Sc. 2010 9 71 80
Technology (2002 EC)
79| P a g e
………………………………………………………………………………………………………
Annex C: Existing Students of the College
Department Year Male Female Total

2 56 14 70
Biomedical Engineering 3 29 1 30
Total 85 15 100
2 168 92 260
Civil Engineering
3 154 39 193
4 72 18 90
TVET Civil 3 35 0 35
Total 394 149 578
2 76 7 83
Water Resource and 3 72 3 75
Environmental Engineering 4 30 5 35
Total 178 15 193
2 158 5 163
Electrical and Computer
3 127 5 132
Engineering
4 62 6 68
Electrical TVET 3 29 1 30
Total 376 17 393
2 55 2 57
Mechanical Engineering 3 68 0 68
4 44 0 44
Mechanical TVET 3 24 0 24
Total 191 2 193
1 35 21 56
Information Technology 2 71 2 73
3 38 2 40
Total 144 25 169
1 39 28 67
Computer Science 2 148 1 149
3 121 3 124
Total 308 32 340
1 38 4 42
Information Science 2 73 4 77
3 74 9 83
Total 185 17 202
Total = 2,168
Pre-Engineering 1 2067 215 2282
Grand Total 4,450
80| P a g e
………………………………………………………………………………………………………
Annex D: Staff Profile of the College

B. Sc. M. Sc. PhD Total
Department
Civil Engineering 44 6 1 51
Electrical and Computer Engineering 49 13 - 62
Mechanical Engineering 38 11 1 50
Water Resources and Environmental 14 14 1 29
Engineering
Biomedical Engineering 3 2 1 6
Information Science 16 7 1 24
Computer Science 19 9 - 28
Information Technology 12 5 - 17
Total 195 67 5 267
81| P a g e
………………………………………………………………………………………………………
82| P a g e
New JiT Campus Under
Construction

JiT Five Year Strategic Plan Final PDF

Загружено:

Сведения о документе

Оригинальное название

Авторское право

Доступные форматы

Поделиться этим документом

Поделиться или встроить документ

Параметры публикации

Этот документ был вам полезен?

Это неприемлемый материал?

Авторское право:

Доступные форматы

JiT Five Year Strategic Plan Final PDF

Загружено:

Авторское право:

Доступные форматы

JiT Jimma Institute of Technology

Jimma Institute of Technology (JiT)

Document Version: Final

Committees in the Strategic Planning Process

Group 1: Reform of Studies and Staff Capacity Development

Brief History of Jimma University

 College of Public Health and Medical Sciences

Brief History of Jimma Institute of Technology (JiT)

Why Develop a Strategic Plan?

Organization of the Plan

 Committed leadership and Staff:

Education is community-based in Jimma Institute of Technology. Community is our partner

Gender is a cross-cutting issue that needs to be mainstreamed in every aspect of our

Educational philosophy of JiT and JU, Community Based Education (CBE)

JiT’s contribution to the National Growth and Transformation Plan(GTP)

(5) Fostering social development and ensuring its quality.

JiT’s contribution to:

1. Registering accelerated, sustainable and fair economic growth

2. The agriculture sector will continue to be the engine of growth.

3. Ensuring the industry sector play key role in economic development.

4. Expand and improve the quality of infrastructure.

5. Fostering social development and ensuring its quality.

6. Develop capacity and enhance good governance

7. Increasing the capacity and benefit/participation of women and youth.

The SWOT Analysis

10. Inadequate transportation facilities.

The JiT Governance Model and Organizational Structure

External Links / Industry Linkage

Execution of Government Policies and Strategies

Support for Private Public Partnerships

Goals of the five Year Strategic Plan

1. JiT provides comprehensive, practice-oriented and need-driven engineering/technology

I. Reform of Studies and Staff Capacity Development

Jimma Institute of Technology provides comprehensive, practice-oriented and need driven

1.5. Establish reliable e-learning and e-library systems in the institute

1.8. Establish accommodation for increasing number of student intake

In order to realize the objective, the following grand strategy is formulated:

The objectives of this work package are:

 To enable the departments/chairs to own up-to-date engineering and technology

The objective of this work package is:

 By the end of 2015 student attrition rate will be less than 3%

 Foster recognition of competency in pedagogy and didactics as part of hiring, promotion

 Implement system of ongoing assessment of teaching and learning process to identify

The objectives of this work package are:

 Consideration in the hiring, promotion, salary system,

 To offer demand driven/tailor made/ pedagogical and didactical trainings;

 To establish Center for Didactics (CoD) in the institute and

 By 2015, 50% of the teaching staff gets certified in didactics.

The objectives of this work package are:

The objectives of this work package are:

 To capacitate peer tutors in all departments.

The objectives of this work package are:

 To ensure sustainability for the practical utilization of the lab resources.

Work Package 1.3.2: Establish a sustainable system of ensuring industry attachment

The objectives of this work package are:

realizing a type of industry attachment programs for teachers involved in teaching

The objectives of this package are:

 To establish integrative engineering and technology department

 To improve the academic profile of the institute

 To foster interdisciplinary cooperation in teaching, research and technology transfer

 To commence new undergraduate programs in various fields responsive to national

 By 2011, integrative engineering and technology department will be established.

 By the end of 2013, at least 2 BSc program is commenced in the institution.