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Strategic Plan Development Team

Strategic Planning Team members

1. Dr. Girma Goro President
2. Dr. Yitbarek Getachew ARVP
3. Dr. Mahdi Age ADVP
4. Mr. Getnet Sewunet Scientific Director
5. Mr. Wubishet Mengesha Member
6. Mr. Nesredin Temam Member
7. Mr. Tewodros Alemayehu Member
8. Mr. Dawit Daniel Member
9. Mr. Melaku Masresha Member

Strategic Plan Draft Document Preparation Team Members

1. Mr. Wubishet Mengesha Chair person
2. Mr. Nesredin Temam Member
3. Mr. Tewodros Alemayehu Member
4. Mr. Dawit Daniel Member
5. Mr. Melaku Masresha Member and secretary

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 APPROVAL
Signing of this strategic plan by the top management of the university
on this day of ……………………………….approves it here after.

APPROVED By ________________________________________________

PRESIDENT

APPROVED By ________________________________________________

V/PRESIDENT FOR ACADEMIC, RESEARCH AND

COMMUNITY SERVICE

APPROVED By ________________________________________________

V/PRESIDENT FOR ADMINISTRATION AND BUSINESS DEVELOPMENT

APPROVED By ________________________________________________

DDIT SCIENTIFIC DIRECTOR

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FOREWORD
Dear our university's community, one of the most significant and exciting
developments in my second year of office as President of the University is the
creation of a responsive five year strategic plan which replaces the first one that
expired on July 30th, 2015. It has focused on teaching and learning; research, and
community engagements; capacity building; governance and management; finance
and resource utilization. It is designed to place Dire Dawa University among the few,
great universities of the nation as well as Africa. This plan builds on everything that
has previously been accomplished by the University and it recognizes the hard work,
dedication and incredible talents of the faculty and staffs.

The plan was developed through months of collaboration with key Dire Dawa University
stakeholders; including faculty, staff, administrators, students, council members, community
and business captains. It is a plan grounded in diverse perspectives, a plan that has
emerged from the broad University's community.

Our plan promotes Excellence in Teaching and Learning, in Research and Technology
Innovation, in Community Engagement, Corporate Social Responsibility and Partnership, in
Leadership and Governance, as well as in Internal Service Provision.

It focuses on expanding student access, knowledge generation and utilization,

problem solving research and community engagement activities. Our plan is also
aimed at moving discoveries out of the laboratories so that they can benefit people,
society and the economy. This plan will develop students with credentials they need
for success and leadership. This is among the most exciting times in the long, great
history of Ethiopia and I know the entire University community is looking forward to
the opportunity to take part in this effort to help the country realize the second
Growth and Transformation plan.
Finally, I am sure that all of us will strive and
struggle to realize the strategic plan for better
performance. I know our challenges are great, but
the University's staff members are even greater.
Together we will succeed.

Girma Goro (PhD) ,President

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ACKNOWLEDGEMENT
Development of a five-year strategic plan requires a lot of effort and dedication. The
Dire Dawa University highly acknowledges and thanks all those who have
contributed to the development of this five-year Strategic Plan. Specifically, gratitude
is extended to those who worked and cooperated-with tirelessly to come up with this
document.

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Table of contents
List of tables..............................................................................................................7
List of figures.............................................................................................................8
List of abbreviations..................................................................................................9
1. Introduction......................................................................................................11
1.1 Brief history of the University...............................................................................11

1.2 Overview of Higher Education Institution............................................................12

1.3 The Process of Preparing Strategic Plan............................................................14

1.4 Assessment of Previous Strategic Plan..............................................................15

2. Vision, Mission, Values and Mandate analysis................................................17

2.1 Mandate...............................................................................................................17

2.2 Vision...................................................................................................................18

2.3 Mission.................................................................................................................18

2.4 Values..................................................................................................................18

2.5 Motto....................................................................................................................20

3. Review of National Policies and Strategies......................................................21

4. Environmental Analysis(SWOT)........................................................................29
4.1 Internal Environment Analysis (SW)....................................................................29

4.2 External Environment Analysis (OT)...................................................................33

5. Enablers and Challengers.................................................................................35

6. Customers and Stakeholders Requirements and Values Proposition...............40
7. Strategic Issues.................................................................................................46
8. Strategic Theme, Objective, Commentaries and Map.....................................47
8.1 Excellence in Teaching and Learning Theme.....................................................47

8.2 Excellence in Research and Technology Innovation Theme..............................50

8.3 Excellence in Community Engagement, Corporate Social Responsibility and

Partnership Theme..........................................................................................................52
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8.4 Excellence in Governance, Leadership and Service Provision Theme..............56

9. Corporate Strategic Objectives, Commentaries & Maps..................................59

10. Performance Measures and Targets................................................................63
11. Initiative: Programs, Projects and Activities....................................................93
12. Corporate Strategic Initiatives and Objectives Matrix...................................102
13. Cost and Finance............................................................................................103
14. Monitoring and Evaluation............................................................................104
14.1 Cascading..........................................................................................................104
14.1.1 Types of Performance data to be collected.............................................................................104
14.1.2 Monthly, Quarter and Annual Performance Report Preparation............................................105

Annex.....................................................................................................................110
Bibliography...........................................................................................................122

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 List of tables
Table Name Description Page
Number

Table 1.3.1 The strategic plan document preparation process 15

Table 3.1 28
GTP Target for higher education
Table 5.1 35
Enabler and Challenger
Table 6.1. Customers/stakeholders value proportions 40

Table 8.1. 47
Excellence in Teaching-Learing Objectives and Commentaries
Table 8.2 . 50
Excellence in research and technology innovation
Table 8.3. 52
Excellence in Community Engagement, Corporate Social Responsibility and
Partnership
Table 8.4. 56
Excellence in leadership and governance
Table 9.1. Corporate Strategic objective and Commentaries 59

Table 10.1. Enhance Customer Satisfaction 63

Table 10.2. Increase customers and stakeholders Participation 63

Table 10.3: Increase number of customers 65

Table 10.4: Expand internal Income 66

Table 10.5. Improve resource utilization 66

Table 10.6: Enhance academic quality and relevance 68

Table 10.7: Increase access and equity of education 71

Table 10.8: Improve Service Quality 73

Table 10.9: Enhance scale, quality & relevance of technology adoption/adaptation, 74

research output and linkage with industries
Table 10.10: 78
Enhance Community engagement, Corporate Social Responsibility and
Partnership
Table 10.11: Enhance good governance and cross-cutting activities 80

Table 10.12: Improve KSA of the staff 85

Table 10.13: Expand and modernize infrastructure and facilities 88

Table 11.1. Human resource development program 93

Table 11.2. Infrastructures and facility enhancement program 94

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Table 11.3. Change Management and Good Governance program 95

Table 11.4. Institutional Quality and Relevance Assurance Program 96

Table 11.5. University Society good program 98

Table 11.6. Technology Innovation and research output dissemination 99

Table 11.7. Income Generation and Resource Utilization Improvement Program 100

Table 11.8. Program Customer relationship and satisfaction enhancement 101

Table 12.1. Corporate Strategic Objective to Initiative Matrix 102

Table 13.1. Cost and Finance 103

Table 14.1.2.1 Performance rank 107

List of figures
Figure Name Description Page
Number

Figure 8.1. 49
Excellence in Teaching-Learing Objectives and Commentaries Map
Figure 8.2. Excellence in Research and Technology Innovation Map 51

Figure 8.3. Excellence community engagement, corporate social responsibility and 55

partnership map
Figure 8.4. 58
Excellence in leadership and governance map
Figure 9.1. 61
Corporate Strategic objective map

List of abbreviations
ADBDVP Adminstration and Buisness Development Vice-President
AIDS Acquired Immune Deficiency Syndrome
ARCEAVP
Academic, Research and Community Engagment Affairs Vice-President
BPR Business Process Re-engineering
BSC Balanced Scorecard
CEP
Continuing Education Program
Continuing Professional Development
CPD

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DDIT Dire Dawa Institute of Technology
DDU Dire Dawa University
EARAD Enrollment, Academic Record and Alumni Directorate
ESDP Education Sector Development Program
FDRE Federal Democratic Republic of Ethiopia
GDP Growth and Development Plan
GTP Growth and Transformation Plan
HEI Higher Education Institution
HERQA Higher Education Relevance and Quality Agency
HIV Human Immune Virus
HRM Human Resource Managment
ICT Information communication Technology
IT
Informtion Technology
KSA Knowledge, Skill and Attitude
Millennium Development Goals
MDG
MoE Ministry of Education
MoFED Ministry of Finance and Economic Development
MSE Micro and Small scale Enterprise
NA Not Available
NGO Non-Governmental Organizations
NQF National Quality Framework
OT Opportunity and Threats
PESTL
Political, Economic, Social, Technological and Legal
QA Quality Audit
QEAPA Quality Enhancement Academic Program Affairs
RTI Reasearch and Technology Interchange
STD Sexually Transmitted Diseases
SW Strength and Weakness
Strength, Weakness, Opportunity and Threats
SWOT
TB
Tuberclosis
TDP Teachers’ Development Program
TL
Teaching and Learning
TTP Team Training Program
TVET
Technical, Vocational Educational Training
VP Vice President
Vice President for Academic, Research and Community Engagement
VPBD Vice President for Administration and Business Development

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1. Introduction

1.1 Brief history of the University

Dire Dawa University (DDU) is found in the industrial and commercial city of Dire
Dawa, which is located at 515 km east of Addis Ababa. DDU is a young higher
institution, established and started its teaching and learning activities in 2007
academic year. The establishment of the university is in line with Ethiopian
Governments willingness and determination to expand higher education coverage
and ensure its equitable distribution across the country in order to produce
competent human resources and research out puts to meet the national
development policy and poverty reduction strategy.

The actual operation of the university was begun by enrolling 754 regular students in
three faculties (Faculty of Natural Science and Mathematics, Faculty of Social
Science and language and Faculty of Business and Economics) in 13 different
undergraduate academic programs with 90 teachers and 103 administrative support
staff operating with limited facilities. In 2008, the satellite campus of Haromaya
University was merged with Dire Dawa University, which gave an opportunity to gain
more buildings and workshops.

Today, in 2015 academic year, just after eight years of existence, DDU has one
Institute of Technology and Five College (College of Natural & Computational
Science, College of Business & Economics, College of Social Sciences &
Humanities, College of Law and College of Medicine and Health Science) containing
33 different academic programs. The enrolment has grown to 12,500 regular
students in 33 different academic programs. It has also 7233 students in evening
and summer in different programs.

Dire Dawa Institute of Technology is one of the ten institutes started in Ethiopia to
support the realization of the transition towards industry led economy. The University
is contributing to national policy of 70:30 (Engineering &Natural Science to Social
Sciences) program mix through prioritization of science and technology.

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Currently the university has 746 Academic Staff, of which 512 are on duty (47 of
them are non-Ethiopians), the rest 234 are on full study leave for their second and
third degrees. Of the staff on duty 28 % are first-degree holders, and 72% are
second-degree and above holders. In addition the University has been operating with
1143 permanent administrative staff, 28 contract-based administrative staff and 51
technical staff during the 2014/15 academic year.

At this time, about birr 400 million worth construction projects are being undertaken.
Though delays in the construction have affected the activities and development of
the University in the last eight years, it has successfully established itself as one of
the higher education institutions in the country.

1.2 Overview of Higher Education Institution

Currently, due to the impact of globalization, the world is becoming one village. The
impacts of globalization on higher education institutions are many and diverse. It
poses new challenges at a time when nation-states are no longer the sole providers
of higher education; and the academic community no longer holds the monopoly on
decision-making in education. Such challenges are not only addressing issues of
access, equity, funding and quality but also national sovereignty, cultural diversity,
poverty reduction and sustainable development. A further and even more
fundamental concern is the emergence of cross border higher education provision
and trade in education services that brings education within the realm of the market.
This may seriously affect the capacity of a country to regulate higher education
within a public policy perspective. In this period of unprecedented growth in distance
education and e-learning, geographic borders would appear to be of little
consequence. As a result, the following new developments in higher education
sector appear:

 The innovations related to information and communication technologies;

 The emergence of new education providers such as multi-national

companies, corporate universities, and media companies;

 New forms of delivering education including distance, virtual and new face-
to-face, such as private companies;

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  Greater diversification of qualifications and certificates;

 Increasing mobility of students, programs, providers and projects across

national borders;

 More emphasis on lifelong learning which in turn increases the demand for
post-secondary education;

 The increasing amount of private investment in the provision of higher

education.

These developments have important implications for higher education in terms of

quality, access, diversity and funding. The development of higher education in Africa
has been marked over the past decades by a rapid rise in the number of students.
But, confronted with political and economic crises, many universities in the region
lack the public resources required in order to guarantee quality teaching and
research. African universities will not be able to meet the increasing demands if their
capacity is not urgently strengthened. They need to be able to adapt to changes
resulted from the emergence of a global knowledge society and information-driven
economic growth. At the same time, higher education institutions in Africa today must
address a whole range of other issues including better access for certain groups
such as women and the poor, intellectual property rights, research methodology, the
brain drain, and the threat posed by HIV/AIDS.
In line with the global and continental advancement and greater expansion in the
education sector, the Ethiopian government is doing its level best. In the country,
dramatic progress is being made in all levels of education. Specially, the government
has been giving greater emphasis to the expansion of universities. The number of
universities increased from eight to 33 and additional new universities is going to be
established in the near future. Besides expansion, the public higher institutions have
been made to make reforms so that they can be competent education providers.
They are made to develop new curriculum; organize their processes using business
process re-engineering; introduce balanced scorecard (BSC) as a planning,
management and measurement tool.

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1.3 The Process of Preparing Strategic Plan

The approach used in formulating this strategic plan is the Balanced Score Card
approach. This approach is an improved strategic planning process for focusing on
the most important things, and proved to be the most effective strategic management
system for aligning day-to-day work to an organization’s vision and strategy.

This Strategic Plan has been developed to enable the university to be proactive and
to actively shape its own destiny. Particularly, it will guide and facilitate the effective
management and development of the University.  As a matter of strategic planning
elements the long-term vision of Dire Dawa University are updated and the mission
is re-rewritten. To realize the vision, strategic themes are developed; well-thought
objectives to realize the themes are formulated and integrated corporate objectives
that align theme objectives were formulated. To collect necessary inputs for the
formulation of the plan; the previous strategic plan, BPR documents, the newly
enacted higher education proclamation, national policies and strategies, higher
education relevance and quality assurance agency (HERQA) documents and its
organizational structure were reviewed and considered. Deep attention was also
given for stakeholders’ needs and expectation and hence a well thought customer
value proposition is developed.

The plan has a five year time period i.e., July 2015-June 2020. The period is
characterized by the accelerated development of the nation and hence it is highly
important to scan the environment within shorter period and take necessary
adjustment while implementing the plan accordingly. Beyond the aforementioned
national development fact, today’s global world is changing rapidly due to the
introduction of new technologies, globalization, etc. this fact further justifies the plan
to be more flexible.

Based on this rationale, the university management organized strategic plan draft
team consisting of five members. The team first prepared the action plan and
carried-out different activities in accordance with the BSC format. The team has been
performing the following activities listed in the below.

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Table 1.3.1. The strategic plan document preparation process

Activity No Activity Description

Activity 1 Action plan developed
Activity 2 Experience sharing to different Pubic universities
Activity 3 Assessment of baseline information
Activity 4 Customer Satisfaction Survey
Activity 5 Conduct SWOT analysis
Activity 6 Develop customers/stakeholders value proposition
Activity 7 Re-write Mission statement
Activity 8 Vision revalidation
Activity 9 Develop values of the university
Activity 10 Generate Institutional Strategic Themes
Activity 11 Identification and prioritization of perspectives
Activity 12 Formulate theme objectives
Activity 13 Draw a cause-effect map for strategic objectives for themes
Activity 14 Align theme specific objectives to corporate objectives
Activity 15 Sketch general cause-effect map for corporate strategic objectives
Activity 16 Designing performance measures and targets
Activity 17 Develop strategic initiatives and estimate resource requirement
Activity 18 Identify issues for automation
Activity 19 Identify objectives to be cascaded
Activity 20 Formulate Monitoring and Evaluation Plan

1.4 Assessment of Previous Strategic Plan

As one of the basic approach in preparing this strategic plan, it is very important to
assess the strength and weakness of the previous strategic plan. The following few
points discuss the strong and pitfalls of the previous strategic plan:
Strengths:
 It was prepared based on BSC format
 Well formulated mission and vision statement
 To some extent, participatory
 The plan was prepared based on national policies and strategies as well as
national agendas
 In addition to stakeholders’ analysis, SWOT analysis was done.
 The strategic plan considered Gender, ICT, and Funding and income-
generation.
Weaknesses:

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  The mission, vision, and objectives of the University were not Well
communicated and spiritually cascaded and did not participate all
stakeholders at different levels.
 The importance and role of improvements in employee knowledge, skill, and
innovativeness was not well emphasized.
 Strong customer relationships and trust; and a strong work culture were not
given due emphasis.
 Lack of implementation, Monitoring and Evaluation plan

2. Vision, Mission, Values and Mandate analysis

2.1 Mandate

As stipulated in the Higher Education Proclamation No. 1152/2019; Federal

Universities Council of Ministers Regulation Number 210/2011; and Dire-Dawa

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University Establishment Council of Ministers Regulation Number 230/2011, herein
under
 To establish, organize and determine the status, functions and responsibilities
of academic units and to close down any of them when deemed necessary
 To design and implement undergraduate, graduate and short-term training
programs to meet the needs of the country
 To award academic certificates, diplomas, degrees and other academic
awards
 To award academic certificate, diplomas, degrees and other academic awards,
and confer academic titles and medals to acknowledge excellent contributions;
 To publish and disseminate research works as well as hold discussion forums
to deliberate upon the results
 Establish and install a system for student conduct and disciplinary measure
 To establish Senate with fair representation of all the responsible bodies of the
University
 Produce skilled manpower in quantity and quality on the basis of the needs of
the country;
 Provide appropriate services to the society;
 Establish cooperative relations with different bodies including higher
education institutions;

 Establish cooperative relations with different bodies including higher

education, local and foreign institution and organization with same objective.
 Give recognition or award prizes to the persons of outstanding achievements
or constructive contributions;
 To upgrade the qualifications of its academic staff and continuously enhance
their professional competency
 To provide consultancy and outreach services to government, industries and
comminutes
 Provide support for primary and secondary education institutions;
 Encourage the undertaking of research in the priority areas;
 Administer its human resources;
 Manage its financial resources subject to approval by the appropriate body;
 Generate internal revenue through provision of goods and services;
 Publish academic journals and newsletters;

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  Organize and conduct seminars, workshops and symposia;
 Establish its own income generating enterprises
 To carry out such other activities that accord with its mission

 Ensure institutional autonomy with accountability;

 Include participation of key stakeholders in the governance of institutions;
 Promote democratic culture and uphold multicultural community life; and
 Ensure fairness in the distribution of public institutions and expand access on the
basis of need and equity
 Owning property.
 Enter into contracts.

2.2 Vision

Dire Dawa University strives to be the premium choice in the nation,

competent in Africa and internationally accredited university of science and
technology by 2025.

2.3 Mission

To produce competent graduates, demand driven innovative research &

technology outputs, and community services through providing quality
education, training & consultancy, conducting research by promoting effective
entrepreneurship & democratic attitude to foster socio-cultural, economic and
political transformation of the nation.

2.4 Values

Since Dire Dawa University is an institution that delivers social service to the public
and various stakeholders, it has committed itself to the following values that
underpinning its sustainability and development. The following additional values
grouped in the four categories are also to be promoted in the day–to-day activities of
the University.

In addition to the values stated on higher education proclamation no 650/09, and the
principles of civil servants, the following additional values will be promoted

(a) Individual values:

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Competence The DDU staff shall pursue their responsibilities with
highest possible diligence, standards and demonstration
of professional ability
Professional integrity We do our business with utmost honesty and social
responsibility. We shall keep and promote our
professional ethics and be exemplary to the community
we serve.
Self –initiation We believe taking initiative is crucial for achieving goals,
objectives and tasks of DDU. We are willing to move
beyond a narrow definition of responsibilities and be
flexible and wholehearted in seeking solutions.
(b) Organizational values

Equality & Equity We believe equality and equity is crucial for achieving
goals and objectives in our all operation.
Academic freedom We believe in strong commitment to a free and
democratic academic environment where individuals
inquire, investigate and engage in relevant academic
practices and development.
Corporate Social We are strongly committed to manage our business
responsibility operations in manner that produce an overall positive
impact on society.
Trusted partnership Our relationship with stakeholders and individual shall be
with trust, confidence and on the basis of mutual respect
and benefit. We shall respect confidentiality and carefully
avoid possible conflict of interest.
Participatory team work: We strives to develop internal synergies and integration
of diversified competencies and promote teamwork and
democratic relationship as our powerful instruments to
accomplish our roles and responsibilities. We promote
consultation and discussion on a regular basis at every
level.
Client satisfaction We commits ourselves to give proactive, relevant and
quality service to the highest standards so as ensure the
satisfaction and fulfillment of expectations of our
stakeholders.
(c) Operational values

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Credibility We are bound to the principle of demonstrating trust,
public satisfaction and acceptance in all our undertakings
Efficiency and We are committed to maximize our efficiency so that the
Effectiveness output and the outcome of the education system could be
reflected in the social economic and technological
development of the country
(d) Strategic Value

Commitment to We believe commitment to excellence in the key to

excellence: deliver performance of DDU is key to deliver quality
service to the stakeholders and the society at large.

2.5 Motto

““

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3. Review of National Policies and Strategies
The role of DDU in accomplishing country’s policy, strategy and GTP is significant.
DDU Will play major roles in providing competent graduates, conducting up to date
research & Innovation, and expanding outreach & community service programs. By
using its mandate the University will contribute to the successful accomplishment of
the following strategic areas prioritized by the government in the GTP II.
1. Capacity Building and good governance Policy and Strategy
In the effort of building the capacity of the nation, and prevailing good governance
across the country, Dire Dawa University will be:-
 Providing graduates who are well equipped with ethical value, good
governance and democratic principles.
 Conducting problem solving researches that enhance good governance and
democratization
 Providing up to date training that is in line with the need of labor market and
industrial requirements of the country.
 Enhancing community participation and outreach programs which will
strengthen contribution of all stakeholders towards the philosophy of good
governance
 Establishing an enduring integrated system throughout the university that
combat rent seeking

2. Agriculture and Rural Development Policy and Strategy

Fundamental policy directions that agriculture and rural development sector focuses
on are scaling up productivity of labor and land; use different strategies for different
agro ecological zones, focus on specialization and diversification and strengthening
agricultural marketing system. In this regard DDU will contribute for the
accomplishment of these sector by:-
 Conducting geological and natural resource assessment survey
 Providing graduates who are competent and willing to live with and serve the
rural community
 Engage in research and innovation that will enhance agricultural productivity
 Enhancing technology transfer that will broaden the opportunity of rural
community
 In utilizing resources and the fruit of their effort by training and making them to
get themselves familiar with modern agricultural technology.
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  Provision of need based training and consultancy services for rural community
 Promoting environmental friendly agricultural system
 Water shed management and biological control of tests
 Value chain development

3. Trade and Industrial Development Policy and Strategy

The underlying objective of the strategy is to increase the share and the benefits
earned (gained) from the global economic integration with an ultimate goal of
becoming an industrialized country. In this regard, the industrial development
strategy formulated by the government clearly articulates the fundamental principles
and directions in order to ensure accelerated and sustainable industrial development
in the country. To this end DDU will focus on the following key areas:
 Provide competent graduates who are innovative, build by entrepreneurial
attitude & job creation, and business development sprit
 Supporting industrial development through technology incubation and problem
solving approaches by established research and training park
 Supporting industries in the areas of increasing productivity and export
competitiveness
 Providing need based training on industrial governance, innovation and
productivity
 Provide service to test and certify quality and standards of inputs and outputs

4. Urban and Construction Development

Urban development key areas of emphasis are reducing poverty and thereby
eliminating it, interlinking rural and urban and also urban with urban,
engaging/participating population in development, accelerating and sustaining
development and good governance ensuring, forming strong partnership/ pact with
investors, laying down decentralized administration system. Urban infrastructure
development: expanding urban infrastructure with partnership between governments,
private investors and community, creating wider employment creation opportunity
through promotion of micro and small enterprises are the strategic direction planned
for the next five year. DDU will contribute to this national strategy through:
 Providing professional in the area of construction
 Providing technical support to urban development effort
 Support local micro enterprises
 Development low cost housing designs
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  Testing soils, preparing and revision of master plans, local development plans
 Adoption and transferring technologies
 Providing training to MSE operators and leaders

5. Education Policy and Strategy

The next five year education sector development program, ESDP V, has the goal of
producing democratic, efficient and effective, knowledge based, inspired and
innovative citizens who can contribute to the realization of the long term vision of
making Ethiopia into a Middle Income Economy. It focuses on educating and/or
training the workforce that is demanded by industry, particularly the growing
manufacturing industry, at all levels. ESDP V has been developed to ensure
equitable access to quality education at general, TVET and higher education levels;
allowing these sub-sectors to have a strong linkage to, and interrelationship with
each other. The key objective over the next five years is to ensure the achievement
of the MDGs.
DDU will focus on the following critical activities so as to support accomplishment of
education policy and strategy:

 Produce a high level skilled and capable human power that fit to the
development of the country in general and Science and Technology in
particular.
 Increase enrolment of students
 Assure internal quality and relevance in accordance with the demands of the
economy
 Enhance the competitiveness and competency of female students to promote
their success and ensure gender equity
 Providing capable graduates who are ready to implement country’s policy and
strategy at different levels
 Expanding educational outreach by using sustainable quality assurance and
management systems
 Providing capacity building training to regional, zonal and woreda level
education institutions and bureaus
 Improving the capacity of local non-governmental and civic organizations
 Conducting research that enhance quality of education
 Leadership capacity building to ensure sustainability of education quality and
good governance at all levels
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  Implementing tracer study and employer satisfaction survey
 Improving teachers capacity and competitiveness towards research and
innovation
 Promoting entrepreneurial culture
 Promoting industrial internship

6. Health Policy and Strategy

The core elements of the health policy are democratization and decentralization of
the health care system, development of the preventive, promotional and curative
components of health care, assurance of accessibility of health care for all segments
of the population and the promotion of private sector and NGOs participation in the
health sector. Besides, the health policy gives focus on providing health promotion
and disease prevention, curative and rehabilitative services, public health emergency
preparedness and response to enable the population to produce its own health. The
health sector development plan aims at ensuring community ownership and
empowerment through effective social mobilization, enhanced and sustained
awareness creation, and creating conducive environment and supporting community
organizations.
In this regard DDU will focus:
 Providing competent health professionals that engage in curative and
prevention health service
 Providing training and community mobilization on prevention approach
 Conducting research that enhance quality of health service provision
 Provision of responsive hospital service to the community
 Strengthening the provision of essential medicines and medical supplies and
equipment.

7. Foreign Affairs and National Security Policy and Strategy

The FDRE foreign affairs and national security policy document emphasizes on the
following issues.
 Provide graduates who are well aware of the national, international and
regional situation, understand the current situation of Ethiopia in view of
overall development and capable of nurturing national security and positive
international relations

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  Creating an enabling environment for development and democracy: in this
context, to identify markets, attract investment, solicit grants, loans and
technical support and make maximum
 Utilization of all possibilities. Our diplomacy should be, in the main, that of
economic diplomacy.
 Linkage, technology interchange and staff exchange among foreign
universes and similar
 Offering scholarship for neighboring students

8. Science, Technology and Innovation Policy

The STI Policy stipulates the national vision of ‘alleviating poverty and joining mid-
level Income earning countries’ as expressed in the GTP as its jump -off point. It
envisages the creation of a national framework that will define and support how
Ethiopia will in future search for, select, adapt, and utilize appropriate and effective
foreign technologies as well as addressing the establishment of national innovation
system. To this end the policy gives Emphasis for strengthening the integration and
cooperation among various stakeholders will be of paramount importance to realize
the policy’s objectives.
In this regard DDU will contribute towards the policy;
 Create an environment that is conducive to the cultivation of social skills and
eentrepreneurship among students and staff;
 Cooperate with all relevant stakeholders in promoting and developing local
and national technological know-how for the betterment of industry and
economy.
 Establishing and implement a coordinated and integrated general
governance
 Framework for building technology capacity;
 Promoting research that is geared towards technology learning and
adaptation ;
 Develop, promote and commercialize useful indigenous knowledge and
ttechnologies;
 Strengthen linkages among the different actors in the national innovation
system;
 Ensure implementation of STI activities in coordination with other economic
and social development programs and plans;

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  Create conducive environment to strengthen the role of the private sector in
technology transfer activities sustainably.

9. Environmental Policy
The overall policy goal is to improve and enhance the health and quality of life of all
Ethiopians and to promote sustainable social and economic development through
the sound management and use of natural, human-made and cultural resources and
the environment as a whole so as to meet the needs of the present generation
without compromising the ability of future generations to meet their own needs. So
the policy focuses on the natural resource and rural environment, urban environment
and natural and cultural heritage.
In this regard, DDU can play a major role in the following areas to support the
effectiveness of the policy:
 Adopt, adapt, develop and disseminate appropriate and affordable
technologies which use renewable and non-renewable resources efficiently.
 Developing and disseminating technologies which are biologically stable,
appropriate under the prevailing environmental and socio-cultural conditions
for farmers, economically viable and environmentally beneficial in order to
increase agricultural production on sustainably improving and intensifying
existing farming systems.
 Locate, develop, adopt or adapt energy sources and technologies to replace
biomass fuels.
 Conduct research on appropriate technologies for environmental
management in collaboration between Environmental ministry and end user

10. Population Policy

The Population Policy of Ethiopia (PMO 1993) basically aims at bridging or
harmonizing the gap between the rate of population growth and the economic growth
of the country to the end that the level of welfare of the population is maximized over
time.

In order to achieve the objective of the population policy the major strategies include
expanding clinical and community based contraceptive distribution services by
mobilizing public and private resources; planning and implementing counseling
services in the educational system with the view to reducing the current high attrition

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rate of females; providing career counseling services in second and third level
institutions to enable students, especially girls, to make appropriate career choices.

Dire-Dawa University can contribute by further strengthening its activities related with
the population policy including counseling services as well as academic support
programs for female students to improve their chance of success and reduce attrition
rate; providing career counseling services to enable female students to make
appropriate career choices, and expanding contraceptive distribution services to the
university community.

DDU can contribute by further strengthening its activities related with the population
policy by:-

 Including counseling services as well as academic support programs for

female students to improve their chance of success and reduce attrition rate
 Providing career counseling services to enable female students to make
appropriate career choices, and
 Undertaking feasibility study on micro & small enterprise, and creating a
system for providing technical support to men and women who have the
positive attitude for engaging in SME.

11. Growth and Transformation Plan Review

The second five years Growth and Transformation plan aims at enabling and
sustaining fast and radical economic growth and development in the country. To
enable these transformation through overall structural change in the economy the
following key strategic issues were prioritized:
 Creating fast, sustainable and equitable economic development
 Making agriculture an engine of economic development of the country
 Enabling the industrial sector play a pivotal role in the economy of the country
 Expansion of infrastructure with sustainable quality and equity
 Accelerating human development without compromising quality in human
capital development
 Expanding capacity building and good governance systems
 Enhancing Women and Youth capability and making them the prime
beneficiary of the overall transformation endeavor of the country

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  Shaping the overall behavior, values and attitude of the society in view of the
economic capacity of the country

In order to contribute for the accomplishment of the GTP vision DDU has developed
its goals and strategy in view of the abovementioned national priority areas.

Table 3.1 GTP II Targets for higher education

Description of Targets 2014/15 2019/20
1.Unversity teacher(no) 24,252 33,030
a. Teachers with second degrees (%) 28140 56000
b. Teachers with PhD degrees 2590 12000
c. Teacher-student ratio 1:23 1:19
2.Annual intake for postgraduate programs(second degree and PhD (no)) 31309 62500
3. The average graduation rate of undergraduate program (%) 79 95
a. The graduation rate undergraduate programs for females (%) 79 93
b. The graduation rate undergraduate programs for male (%) 93 97
4.Gross admission for undergraduate program (70:30program mix)(no) 70:30 70:30
5. Participation rate of females in under graduation programs (%) 30 50
6. Participation rate of female in postgraduate programs second degree (%) 20 40
7. Participation rate of female in postgraduate programs third degree (%) 11.5 30

4. Environmental Analysis(SWOT)

4.1 Internal Environment Analysis (SW)

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 Users are not permitted to load any unauthorized software onto computers, servers and on
any IT equipment connected to DDU network. The operating system will be, as much as
possible, of the same type and version.
Vision and mission
Strengths:
 Meet the needs of the nation & the stakeholders.
 Understandable and well specified
Teaching and learning
Strengths:
 Educational development army implementation
 First-day-first-class culture
 Varieties of assessment methods and
Communication
 Automated enrollment and academic record.
 Qualified and dedicated academic staff
 Encouraging attempt to collect books
 Availability of some materials such as LCD,
overhead projector, green board
 Transparency of the students’ evaluation
 Twenty four hours library
 Diagnostic test
Community service, research and technology exchange
Strengths:
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Weaknesses:
 Not well shared, inclusive and well published.
 Values are not practiced well such as professionalism
 Lack of Measurement and evaluation on progress
Weaknesses:
 Lack of Involvement of external stakeholders,
professionals and employers in program (curriculum)
design, evaluation, review and updating process.
 Teachers received little training on module and course
guide preparation, review and alignment.
 Lack of Varieties of research-based strategies.
 Imbalance between theory and practice
 The teaching and learning process is not well modernized.
 Insufficient incentive package
 No tracer study i.e., employability
 Lack of workshops, and symposiums at College and
department level
 Lack of integration in delivering block courses
 The curriculum isbased on knowledge but not attitudes
and skills
 Most of staff in the College of Medicine and Health
Science, technology institute are bachelors and less
experienced
 Lack of facilities such as laboratories, workshops, internet
centers, library space, storehouse, kitchen, staff offices,
clinic room, etc.
 Inadequate number and variety of books
 Unavailability of periodicals (Journals, proceedings,
newspapers, magazines, etc.)
 No well-developed guide books and modules
 Incomplete cataloging of books in the library
 Weak documentation and data base
 Lack of coordination between colleges and the registrar
office.
Weaknesses:
 Various kinds of collaboration and support  Research outputs are not made readily accessible to all
with/for secondary schools, medical institutions, those who need it.
MSE’s, justice institutions and manufacturing  Poorly defined research policy and inadequate research
organizations. and tech management skill, structure and system
 The University encourages each colleges and  Few community engagement and consultancy activities as
departments to engage with and in the one basic task.
community.  No performance-based incentive mechanisms for
academics taking part in research activities.
 No Multi-centric international projects
 Insufficient regular conferences
 The beginners papers are not encouraged
 Research review standards are inconsistent and few are
accepted
 Lack of considering internal consultancy
 Discouraging research undertaking procedure
 No community service thematic areas identified
 Absence of guidelines for collaborative researches
 Less fertile ground for basic research undertakings

Student services
Strengths: Weaknesses:
 Student support on HIV and drug use implication  Lack of facilities such as laboratories, internet centers,
and impact on daily life in the University. library space, storehouse, kitchen, clinic room, etc.
 Students who need special support are treated  Inadequate Consultation support service provision
accordingly.  Inaccessible guidance and counseling service
 Students participatory decision making  Poor and in attractive cafeteria services.
processes  Lack of female students support and participation in
 24hr clinic service programs and administration
 No recreational and refreshment centers

Procurement, Finance, and Property administration

Strengths: Weaknesses:
 Availability of necessary financial resources to  Delayed payment
achieve high quality in core mission of the  Inadequacy of provisions of facilities
University.  Dependence on government source of finance and
budgeting
 Imbalanced resource allocation and distribution
 Insufficient office equipment
 In adequate transport service especially on core business
process
 No safety stocks, coding of fixed assets & Haphazard
placement of materials.

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  Poorly handled buildings and classroom.
 Inappropriate utilization of utilities
 Poor maintenance services
 No fund solicited from donors and other funding agencies

Human Resource Management

Strengths: Weaknesses:
 pedagogical trainings for academic staff.  Lack of purposeful performance evaluation feedback

 Encouraging academic staff development activity.  No action based on staff appraisal

 Capable of working under inconvenient condition  Absence of training program for administration staff

 No staff discipline acceptance and recognition

 Lack of induction for newly recruited staffs

 Inadequate complain handling system

 Lack of proper human resource plan

 Lack of well trained, educated and innovative approach HR

staff

Governance, Management and Administration

Strengths: Weaknesses:
 Top management is stable & committed and  Poor partnership with the local administration.
participatory  Lack meaningful national and international relationship
 Development of different polices, guidelines,  Lack of leadership development
procedures and rules like HIV/AIDS policy, anti-
 Few number of female staffs in position
sexual harassment policy, staff code of conduct
etc.
 Implementation of command post and it’s
continuity
 Management encourages Gender equality

Planning, Monitoring and Evaluation System

Strength:-
 Strategic plan is prepared based on national
strategies and policies
 Attempt to introduce modern management tools.
Weaknesses:
 Absence of BSC automation
 Lack of Continuous follow-up and evaluation.
 No strategies to communicate and implement the strategic
plan
 There is no clear responsibility for monitoring and evaluation.
 BSC strategic plan is not well cascaded to college,
directorate, department and individual level.

Information Communication Technology

Strengths: Weaknesses:
 ICT support to registrar service.  There is no ICT support for teaching/learning, research,

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 technology
interchange, community service and modern
management tools
 Poor and limited ICT equipment’s and Infrastructure
 Lack of proper disposal/recovery for not functioning IT
equipment’s
 The library service is not digitalized
 There is no ICT support administrative activity.

4.2 External Environment Analysis (OT)

Understanding strengths and weaknesses alone does not support a strategic plan
become feasible: further insight into external factors contributes to strengthening
organizational competitive advantage. External cases relate specifically to political,
economic, social and technological (PESTEL), as well as environmental factors,
which neither one is entitled to alter nor capable of managing at will. In order to get
clear picture of what opportunities DDU enjoys and learn about possible threats,
notable attributes are analyzed and presented as follows.
Perspective Opportunity Threat
Political  Conducive and supportive government policies  Absence of political tolerance
and strategies among some individuals
 Government to expand education at all levels  Corruption
 Due emphasis given to gender equality
 Autonomy given to the higher education
 Establishment of quality assurance agencies
 Capacity building programs in the country
 Exercising democracy and peace
Economic  Free market-oriented economic policy of the  High inflation rate nationally
country and globally
 Encouraging involvement of the private sector in  Weak tax collection system
investment  The competition created
 Achievement of successive economic growth among HEI due to
(GDP) globalization
 Increase in the government revenue  Budget Dependency
 Growing entrepreneurship and investment
opportunities
 Rising demand for skilled manpower
 Student cost sharing

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 Social  High demand for education due to population  Prevalence of epidemic
growth diseases (HIV and TB)
 Progressive attitudinal change towards education  Religious Fundamentalism
 Existence of the multi-cultural and multi-lingual
society in the country
Technological  Advances in technology  Incapability to cope up with the
dynamism of technology
 Requirement of huge
investment to expand and
adopt ICT
Environmental  Availability of skilled human resource in the  Degradation of the natural
world due to globalization resources
 Strategic location of the University/Dire-Dawa
Industry corridor/
 Wide range of research opportunities

Legal  Proclamation of Higher Education 650/2009

 Regulation No. 230/2011

5. Enablers and Challengers

Table 5.1 Enabler and Challenger
Enablers(strengths/opportunities) Challengers(weaknesses and threats)

Vision, mission & values

Vision, mission & values
 Not well shared, inclusive and well
 Meet the needs of the nation & the stakeholders. published.
 Participative formulation, approval and revision.  Values are not practiced well such as
professionalism
Teaching & learning
Teaching & learning
 Educational development army implementation  Lack of Involvement of external
 First-day-first-class culture stakeholders in curriculum dev’t and

32 | P a g e
  Use of continues assessment method and its
transparency
 Automated registrar systems
 Qualified and committed academic staff
 Encouraging attempt to collect books
 Transparency of the students’ evaluation
 Twenty four hours library service
Enablers(strengths/opportunities)
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review.
 Absence of research-based teaching
strategies
 Limited practice based teaching and
learning
 Shortage of technology-based teaching
materials
 Insufficient incentive package
 Absence of tracer study i.e.,
employability
 Limited workshops, and symposiums at
College and department level
 Lack of integration in delivering block
courses
 Knowledge based curriculum
 Limitation on educational quality in
terms of material availability
 Inadequate number and variety of
books
 Unavailability of periodicals
 No well-developed guide books and
modules
Challengers(weaknesses and threats)
 Research and technology
Research and technology
 Research outputs are not made readily
 Availability of research and community service policies accessible to all those who need it.
and guidelines.  No strengthened research office that
encourages a strong research culture.
Community service
 No performance-based incentive

 Various kinds of collaboration and support mechanisms

 Academic Staffs are encouraged to engage in and with  Insufficient regular conferences

community  The beginners papers are not

encouraged rather immediately rejected
 Research review standards are
inconsistent and few are accepted
Student services
 Bureaucratic financing procedure

 Student support on HIV and drug use implication and  Paper evaluation by people those who

impact have authority not by specialists

 support for special need students  Less fertile ground for basic research
undertakings
 Students are involved in different decision making
processes
Community service

Procurement, Finance, and Property  Few community engagement and

consultancy activities.
 Availability of necessary financial resources
 No Multi-centric international projects
Human Resource Management
 Lack of considering internal consultancy
 No community service thematic areas
 Organized pedagogical and other related trainings to
identified
academic staff.
 Absence of guideline for collaborative
 Encouraging staff development activities
research
 Capable staff in working under inconvenient condition

Enablers(strengths/opportunities) Challengers(weaknesses and threats)

Governance, Management and Administration

Student services

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  Stable & committed management and participatory  Lack of facilities for student services
leadership  Inadequate Consultation support

 Development of some guidelines, procedures and service provision

rules  Inaccessible guidance and counseling

 Implementation of command post and it’s continuity service

 Management encourages gender equality  Poor and not attractive cafeteria service
 No recreation and refreshment centers
 Two-way communication with stakeholders

Planning, Monitoring and Evaluation System

 Strategic plan is prepared based on national
strategies and policies
 Use of modern management tools

Information Communication Technology

 Automated registrar system

Enablers(strengths/opportunities) Challengers(weaknesses and threats)

Procurement, Finance, and Property

Political

 Conducive and supportive government policies and  Delayed payment

strategies  Inadequacy of provisions for facilities
 Government to expand education at all levels  Dependence on government source of
 Due emphasis given to gender equality finance and budget

 Autonomy given to the higher education  Imbalanced resource allocation and

distribution
 Establishment of quality assurance agencies
 Insufficient office equipment
 Capacity building programs in the country
 No well-established infrastructures
 Exercising democracy and peace
 Poorly monitored transport service
Economic especially for core business process
 No safety stocks, coding of fixed assets &
 Free market-oriented economic policy of the country
Haphazard placement of materials.
 Encouraging involvement of the private sector in
 Poorly handled buildings and classroom
investment
facilities
 Achievement of successive economic growth (GDP)
 Improper utilization of utilities
 Increase in the government revenue
 Poor maintenance services
 Growing entrepreneurship and investment  No fund solicited from donors and other
opportunities funding agencies
 Rising demand for skilled manpower

35 | P a g e
  Student cost sharing

Enablers(strengths/opportunities) Challengers(weaknesses and threats)

Human
Social Resource Management
 Lack of purposeful performance evaluation
 High demand for education due to population feedback
growth  Absence of action based staff appraisal
 Progressive attitudinal change towards education  No staff discipline acceptance and recognition
 Existence of the multi-cultural and multi-lingual  Inadequate complain handling system
society in the country  Lack of proper human resource plan
 Lack of well trained, educated and innovative
Technological
approach HR staff

 Advances inManagement
technology and Administration
Governance,

Legal  Limited partnership with the local administration

 Proclamation of Higher Education 650/2009  Absence of meaningful national and internation

 Regulation No. 230/2011 relationship

 Lack of leadership development
Environmental
 Few number of female staffs in the position
 Availability of skilled human resource in the world
due to globalization
 Strategic location of the University/Dire-Dawa
Industry corridor/
 Wide range of research opportunities

Enablers(strengths/opportunities) Challengers(weaknesses and threats)

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 Environmental

Planning, Monitoring and Evaluation System

 Lack of Continuous follow-up and control
 No strategies to communicate and implement the strategic plan

Information Communication Technology

 There is no ICT support for teaching/learning, research, technology

interchange, community service and modern management tools
 Poor and limited ICT equipment’s and Infrastructure
 Lack of proper disposal/recovery for not functioning IT equipment’s
 The library service is not digitalized
 There is no ICT support for administrative activity.

Enablers(strengths/opportunities) Challengers(weaknesses and threats)

Political

 Absence of political tolerance among some individuals

 Corruption

Economic

 High inflation rate nationally and globally

 Weak tax collection system
 The competition created among HEI due to globalization
 Budget Dependency

Technological
 Incapability to cope up with the dynamism of technology
 Requirement of huge investment to expand and adopt ICT

 Degradation of the natural resources

Social

 Prevalence of epidemic diseases (HIV and TB)

 Religious Fundamentalism

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6. Customers and Stakeholders Requirements and Values Proposition
Customer classification based on:
 Service user potential
 Level of relationship
 Impact on the University

Table 6.1. Customers/stakeholders value proportions

N Customer Required Service Attributes Relationship Image Risk if not L
service Function Quality Timeliness Cost Met o
o.
/product i
c
i
m
Student -Diversified -Produce -Practice -Fast and one - Fair -Ethical -Pride -Loss of -
Quality Knowledge oriented window service And and -trust image and
1
education able, skillful standard -As per the affordable harmonious -good will trust
-Basic service and ethical education academic Price relationship -Increased
delivery graduates schedule -Efficient -Professional complaints
-Conducive -Customized -Up to date services ism -Frustrati
learning service curriculum -Student on
environment delivery centered which will
services lead to
-Parental violent
behavior
-Increased
dropout
2 Employees -Facilities and -Good Competitive -Regularly Reasonable Psychological -Attractive -High -
resources working Standard contract caring, turnover,
-HR practice environment within the -Sense of Trustworthy poor
-learning and and industry Belongingness employer working

38 | P a g e
 growth motivation condition,
low
Productivit
y
3 Employers/ industries -Well -Accomplish -Innovative -As per the -Reduce -Mutual -Bad image - Less -
educated, the required and ethical predetermined Induction & interdependen employabili
competent and job properly professional time frame further ce ty
ethical s training -Complain
graduates -Curricula cost and t
based on reduce -Loss of
-Consutancy
national wastage
trust
Service occupationa
l
standard
4 Community -Research -Problem -Increased -On time -Fair and -Interdepende -Change -Loss of -
-Training solving production research, affordable nt agent positive
-Consultancy researches and training price -Participatory -Problem Image
-Capacity productivity and -Zero or Solver
-lose of
building -Improved consultancy subsidized
-Technology standard of services prices ownership
transfer living
-donation -Easily
-employees adopt
opportunity and adapt
technologi
es
5 Researchers -Research -good -increased -On time -Fair and -collaborative - -bad M
works research publication research, affordable -partnership internation image
u
-Training facilities on training price -trust worthy al -lose of
-Consultancy -improve accredited and -Zero or -appreciative accreditati trust
-resources research journals consultancy subsidized on -absence
capacity services prices - Recogniti of

39 | P a g e
 on partnershi
-good will p
-dependab
le

N Stakeholders Required Service Attributes Relationship Image Risk if not L

service Function Quality Timeliness Cost Met o
o.
/product i
c
i
m
1 Primary Stakeholders -Competent Contribution Acceptable -Based on Reasonabl -Smooth, -Reputable -Loss of -
graduates to GTP-II standard needs, e/affordabl supportive and and trust
Dire Dawa surrounding
-Problem success service initiation and e consultative trustworthy -Question
Community and Dire solving Capacity -functional request prices -Strong Transparent of
research & building collaboratio continuous and -Ethical survival
Dawa Administration
community -Joint n trustworthy
service research and
-Experience Consultancy
sharing -Technology
-Cooperation and its
and Transfer
collaboration -Transparent
-Innovation Service
-Joint
agreement
2 MoE, HERQA, ESC -Provision of Standardized -competent -proactive -cost -mission - -Loss of -
quality & Innovative graduates academic efficient oriented Recognition good will &
education education -Expansion program services interdependence -good will recognition
-Problem System Of Relevant -up to date -
solving -Need based programs curricula accreditatio
research and Research & -Solved -timely n
community community community research and
service Engagement problems community

40 | P a g e
 -timely service
institutional -periodic
plan institutional
-institutional plan
and program
audit

3 MoFED -Proper Contribution -Justifiable -Timely - Efficient -Trustworthy -honesty -Budget -Very
program to the Program plan & utilization -Dependable reduction, High
recognition
budget Plan, realization of budget implementation of program delay and
implementation GTP-II planning & and budget cancellatio
and -satisfy implementat performance n
performance taxpayers ion report -Legal
Report Demand Adherence measures
to
prescribed
rules and
regulation
4 DDU Board, University -Smoothly -Strategic -Strategy Implementatio -Affordable -Reliable - -Loss of -High
functioning implementati focused n of the And Recognition recognition
Management, DDIT
and well on of execution mission as trustworthiness
-instable
supervisory board organized Teaching -Change the strategic
university/ Learning, oriented plan time institution
institute in Research & teaching frame
execution of its community learning,
mission engagement research
and
community
service
5 International Partners - Provision of - Quality -Customer -On time - -Collaborative -Ethical -Loss of -High
and funding quality education focused service reasonable -Trustworthy - trust
organizations/ education -Need based service delivery cost Professional -Increase
agencies -Problem research and delivery ism, of
solving community -Updated Supportiven complaints
research and service professional ess -closing

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 community -Customized training Programs
service consultancy -socio- -Project
-Technology services economic delay
transfer dev’t
-Consultancy projects
service

6 Secondary -Competent -Contribution Acceptable - Based on Reasonabl -Smooth, -Reputable -Loss of -High
stakeholders graduates to GTP-II standard needs, e supportive and and trust
-Problem success service initiation and Affordable consultative trustworthy -Question
-Ministry of health solving -Capacity -Effective request -Strong - of
-Federal Civil service research & building communicat continuous and Transparent Survival
commission community -Joint ion and trustworthy -Ethical -Bad image
-Ministry of industry service research cooperation
-Ministry of Science -Experience and
and Technology sharing Consultancy
- Alumni -Cooperation -Technology
-Professional and transfer
association collaboration -Transparent
-Research Institutions -Innovation Service
-Mass Media and -Professional -Joint
-Other Ministries development agreement
bureau -
communication

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7. Strategic Issues
Based on the Mission, Vision, Customer value proportion, SWOT analysis,
assessment of national polices and strategies, the following nine strategic issues
have been identified
1. Science and technology oriented academic programs
2. Infrastructure and facility development
3. Quality leadership, management and good Governance
4. Income generation and diversification
5. Internal and external linkages and collaboration
6. Service delivery system ,automation, and data base management
7. Research culture and community service engagement
8. Staff capacity development
9. Professionalism

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 8. Strategic Theme, Objective, Commentaries and Map
In this part of the document strategic objectives of DDU are defined by harmonizing
strategic perspectives (customer, finance, internal business process and learning &
growth) with strategic themes in terms of teaching and learning, research and
community engagement through capacity building

8.1 Excellence in Teaching and Learning Theme

Theme description: - deals with the holistic endeavors to ensure educational

quality, equity and access through creating conducive learning environment,
responsive academic programs, development of staff profile and educational
facilities.
Theme result: Produce competent graduates with entrepreneurial capability for self,
national and global markets.
Table 8.1. Excellence in Teaching-Learning Objectives and Commentaries

Perspectives Objective Commentaries Result

Customers/stakeholders
satisfaction
Customer/ Increase percentage of fresh
Stakeholders graduates hired by employers
or self-employed
Maximize student satisfaction
on the relevance, quality and
accessibility of education
Improve resource utilization
Finance
Expand internal income
Strengthen and enhance
Internal business educational equity, quality,
process relevance and accessibility
Enhance the quality of
T-Learning process
This objectives focuses on Satisfied customers
fulfilling customers
expectation
Focus on diversified market Increased
oriented programs using employability of
proficient instructors and graduates
standard facilities
Increased graduates
self employeement
deals with owing competent preferable university
working staffs and for learning
educational facilities
This objective centers on the Cost effectiveness
proper allocation and effective
utilization of educational
budget
This objective encourages to Increased internal
look for possible untapped source income
source of income
This objective focuses on Equitable and
Improving equity, quality, accessible education
relevance and accessibility of
education through efficient Preferable university
and effective service for learning
This objective deals with Conducive TL
creating student
centeredness teaching
process diversified

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Increase market oriented
educational programs
Internal business
process
Improve efficiency of service
integration
Improve linkage and
partnership
Improve KSA of staff
Learning and
Growth Expand and modernize
facilities
educational program
This objective deals with Demanded graduates
conducting continuous market
assessment and update
educational programs in line
with country’s priority
This objective focuses on Improved educational
alignment of the internal service quality
service delivery system for
quality education.
Building and strengthening Quality education
strategic linkage, partnerships output and technology
and collaborations with local enhanced
and international institutions
that enhance the educational
outputs, and technology
Focus on continually updating Qualified academic
and developing the staff
knowledge, skill and attitude
academic staff
Addresses on equipping and Enhanced quality of
modernizing teaching and teaching-learning
learning facilities

Figure 8.1. Excellence in Teaching-Learing Objectives and Commentaries Map

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Customers

Customer Maximize students

Increase percentage of satisfaction satisfaction on the
fresh graduates hired by relevance, quality and
employers or self- accessibility of
employed education
Finance

Expand
alternative
source of income Improve resource
utilization
Internal Business

Strength and enhance

educational equity, Enhance the quality of
Process

quality, relevance and e-learning process

Increase market
accessibility
oriented
educational
Improve linkage and Improve efficiency of
programs
participation service integration
Learning and

Expand and modernize

Growth

infrastructure &
Improve KSA of facilities
staff

Map Narration
The map for teaching and learning above shows, capacity building is the base to
transform the other perspectives. Expansion of modern facilities and improvement of
knowledge, skill and attitude of staff improves organizational capital. These in turn
improve the internal business process. The provision of quality education based on
market oriented educational programs through student centeredness approach with

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 integrated efficient service improves budget utilization. These integrated effort
increase customer participation and satisfaction.

8.2 Excellence in Research and Technology Innovation Theme

Description: This theme focuses on technology adoption/adaptation, research

undertakings and knowledge management to generate, accumulate, transfer and
apply knowledge and technology to solve societal problems.

Theme Result: Adopted/Adapted, Generated and disseminated knowledge and

technologies.

Table 8.2. Excellence in research and technology innovation

N Perspectives Objectives Objective Commentaries Result
o.
Customer/stakeholder It focuses on conducting problem Increased
satisfaction solving researches and innovation of customer/stakehold
1 Customer reliable technology er satisfaction
/stakeholder Increase quality It focuses on need based and Increased number
research output users diversified research output which can of beneficiaries
be published in reputable journals
Increase technology It focuses on need based innovation Increased number
package users output and strengthening the of technology
dissemination mechanisms adoption/adaption
beneficiaries
2 Improve utilization of It focuses on using allocated budget Efficient budget
Finance research and efficiently utilization
technology budget
Expand sources of Deals with looking for new sources Decreased budget
research and fund through different fund raising dependency on
technology fund schemes gov’t
Diversify research and Focuses on identification and Addressed societal
technology focus diversification of new research thematic problems
areas areas which can solve societal
3 Internal problems
Business Improve Concentrates on the adoption and Increased number
Process adoption/adaptation of adaptation of new technologies and of disseminated
technology and improving the way these technologies new technologies
dissemination of transfer to the community. It also focus and research
research output on dissemination and use of output outputs
research.
Increase partnership This objective focuses on improvement Harmonious work
of partnership between stakeholders relationship
involved and the integration among
processes
Promote indigenous This objective deals with empowerment Empowered and
knowledge and of indigenous minds to enable them competent
property rights scale up their innovation to researchers
international standards
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 4 Improve KSA of staff It focuses on improving research Competent and
Learning and knowledge, skill and attitude of staff ethical researcher
growth through training, education and
experience sharing
Expand and upgrade It focuses on fulfilling and upgrading Improved research
research required equipment, materials and facilities and
infrastructures other research infrastructures. infrastructures

Figure 8.2. Excellence in research and technology innovation map

Customers

Customer/stakeholder
Increase quality satisfaction
research output Increase technology
users package users

Improve utilization
Finance

of research and
Expand sources technology budget
of research and
technology fund
Internal Business

Improve adoption/adaptation of technology

and dissemination of research output
Process

Promote indigenous
Increase Diversify research knowledge and
partnership focus areas property rights
Learning and

Expand and upgrade

Growth

research infrastructures
Improve KSA of staff

Map Narration

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 Improving research infrastructure by Expanding, upgrading and optimally using
facilities and research materials enhances the knowledge skills and motivation of the
staffs. Competent staffs can diversify research focus area of the institution which
helps efficient utilization of research budget and enhance quality of research and
technology outputs. On the other hand, improvement in adoption /adaption of
technology dissemination along with increment in partnership, expands research
fund, improves research budgets utilization and further results in increase research
output and technology package beneficiaries.

8.3 Excellence in Community Engagement, Corporate Social

Responsibility and Partnership Theme

Theme description: This theme focuses on diversification and modernization of

community engagement and outreach programs. It also attempts to blow up the
position of corporate social responsibility for the University's good and social
responsiveness by introducing for the first time many corporate social responsibility
activities. Finally it focuses on identifying, establishing and strengthening national
and international partnership.
Theme result: The accomplishment of this theme will result in diversified and
contemporary community engagement system, socially responsible University and
improved mutual relationship with partners in the process of day today activity.
Table 8.3. Excellence in Community Engagement, Corporate Social Responsibility
and Partnership
N Perspe Strategic Goal/ The Commentaries Result
o ctives Objectives
Customers/ Stakeholders

1 Enhance This objective is aimed to increase Satisfied customers

customers customers/stakeholders satisfaction through direct
satisfaction involvement of the community, timely information flow,
experience sharing in an integrated manner and
quality service delivery.
Improve This objective focus on increasing the level of Increased number of
stakeholders partnership of stakeholders during the University's partners
partnership project development and implementation.
Increase This objective is intended towards increasing Improved University-
customers stakeholders and community participation/role in the community sense of
participation University's community engagement and social belongingness
responsiveness activities.

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 Finance/
2 Effective & This objective is mainly focuses on using allocated Efficient budget
efficient Budget budget efficiently mobilization and
utilization
mobilization and
utilization capacity
budget

Increase revenue This objective deals with looking for new sources fund Increased internal
generation through different fund raising schemes income

schemes
Internal process

3 Improve The center of attention for this objective is improving -Modernized

community service the quality of University's community service through community
delivery quality different activities such as introducing ICT in the engagement system
process of its community engagement. -Qualified community
service
Increase corporate This objective intends to increase the number of Socially responsible
social corporate social responsiveness activities through University
responsiveness establishing strong University-community linkage.
activities
Improve The target for this objective is to establish & sustain -Effective
stakeholders strong stakeholder’s partnership & network through communication
partnership and
effective means of communication system, and system
networking system
developing & implementing various stakeholders need -Strong stakeholders-
based projects. University Partnership
and network.
4 Improve The focus of this objective is intended towards Competent, motivated
Learning and Growth

workers/employee improving the knowledge, skill and attitude of the staff and socially
s& so that they can contribute to the university’s responsible staff
leaders/managers community engagement and social responsibility
knowledge, skill activities whole heartedly and willingly
and attitude.
Expand and The intention of this objective is building and Enabling
modernize maintaining modern infrastructure and facilities infrastructure and
community required to carry out community engagement and facilities
service, social corporate social responsibility activities
responsiveness
and partnership
facilities

Community Engagement
In line with duties and responsibilities vested upon higher education institutions by
higher education proclamation no. 650/2009, community service refers to provision

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of various services to the surrounding community and the society at large. Hence,
educational institutions are assumed to design and provide various community and
consultancy services that shall cater to the developmental needs of the country. In
doing so, higher education institutions can mobilize resources and generate income
that is supposed to be reinvested for service rendering to the community and to
support the teaching - learning process.
Overview of Corporate Social Responsibility
Corporate social responsibility is about how organizations manage the business
processes to produce an overall positive impact on society. It is about corporate
initiative to assess and take responsibility for the organization's effects on the
environment and impact on social welfare. Corporate Social Responsibility is a
modern management concept whereby organizations integrate social and
environmental concerns in their operations and interactions with their stakeholders.
Corporate social responsibility is generally understood as being the way through
which an organization achieves a balance of economic, environmental and social
imperatives (“Triple-Bottom-Line- Approach”), and while at the same time addressing
the expectations of stakeholders. In this sense it is important to draw a distinction
between corporate social responsibility, which can be a strategic management
concept, and charity, sponsorships or philanthropy. Even though the latter can also
make a valuable contribution to poverty reduction, will directly enhance the
reputation of an organization and strengthen its goodwill, the concept of corporate
social responsibility clearly goes beyond that. The term generally applies to company
efforts that go beyond what may be required by regulators.
Universities have a lot of power in the community and in the national economy. They
control a lot of assets at their disposal for socially conscious investments and
programs. Some Universities may engage in "green washing", or feigning interest in
corporate responsibility, but many international Universities are devoting real time
and money to environmental sustainability programs, alternative energy, and various
social welfare initiatives to benefit employees, customers, and the community at
large.

Partnership and collaboration

Dire Dawa University is seeking partnership and collaboration with pertinent
stakeholders, governmental/public, nongovernmental, civic society organizations,
international universities and research centers, multinational organizations and
private companies thereby identifying areas and/or issues on which possibly will
51 | P a g e
 work with. The partnership and collaboration areas can include exchange and
mobilization of knowledge, human, material and financing developmental projects.
Thus, we jointly contribute to the development endeavors of the nation.

Figure 8.3. Excellence in community engagement, corporate social responsibility

and Partnership map
Customers

Increase customers
satisfaction
Increase customers Improve stakeholders
participation partnership
Finance

Increase revenue
Effective & efficient budget generation
mobilization capacity schemes
Internal process

Improve community
Increase corporate
service delivery
social responsibility Improve
quality
activities stakeholder’s
partnership and
networking system
Learning and Growth

Improve workers/employees & Expand and modernize

leaders/managers knowledge, community service, corporate
social responsiveness and
skill and attitude.
partnership facilities

Map Narration
Improved infrastructure, facilities and competency of staff enhance communication
and networking with partners and communities. Similarly, if workers’ knowledge,
skills, and attitude are developed it also gears towards the improvement of social
problems through engagement, increase number of income generation and increase

52 | P a g e
 number of beneficiaries. There is also strong positive correlation between corporate
social responsiveness and income, therefore, improved corporate social
responsibility activities will improve income, increase number of beneficiaries and
improve community involvement, as a result, the University's service delivery quality
will be improved which further enhance customer satisfaction. In addition, enhancing
communication and networking also helps to increase number of income generation,
improves community involvement and satisfaction. Whereas increment in number of
income generation support to increase number of beneficiaries, improve community
involvement and satisfaction. At the same time improvement in societal problems
through engagement increases customer/ stakeholders satisfaction and the number
of beneficiaries.

8.4 Excellence in Governance, Leadership and Service Provision

Theme

Description
This theme focus on being accountable, transparent, responsive, equitable and
inclusive, follows the rule of law, participatory and consensus oriented, effective and
efficient administration, establish institutional transformation, enhance the capacity of
staffs, creating conducive environment to work, live and learn through good
infrastructure and facility development is a key for success of any organizations. It
also insures efficient and effective administration of the university’s Human
Resource, Finance, Property, Purchasing System, Compound and Student Service,
and ICT through developing and Improving working systems, structure, capacity of
leaders and employees
Results:-
Transparent, accountable, effective, efficient, fair and participatory management
practices. Well established and organized University and satisfied customers with all
services.

Table 8.4. Excellence in Governance, Leadership and Service Provision

Perspecti Objectives Commentaries Result

ves
Enhance This objective focuses on meeting customers’
Satisfied
Customer

customer expectation through providing quality services, use of

customer/stakeholder
satisfaction modern management tools (BPR, BSC, Change
army, 1 to 5 team work and etc.)

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 This objective focuses on increasing internal revenue
Increase revenue Increased internal
Finance

by strengthening the existing sources, diversifying

source of income
different income generating sources and
collaborations.
Improve resource The purpose of this objective is to improve the
Efficient utilization of
utilization  mobilization and utilization of resources of the
resources     
university.

This objective focuses on the implementation of Accountable and

Internal Business process

Enhance the
auditing and accountable system, standards, laws transparent system
system of
related with the reform, participation of customers,
accountability and
enhance monitoring and evaluation system.
transparency
This objective focuses on increasing the number of Increased educational
Enhance cross-
female graduates. It also focuses on supporting equity & sustainability
cutting activities
students with a special needs, students from
emerging region and living with HIV/AIDs as well as
addressing environmental issues.  
Improve the This objective focuses on improving the courtesy, Improved customers/
quality of support timeliness, transparency, accountability, consistency Stakeholder’s
service and responsiveness of human resource satisfaction.
management, procurement, finance, students’
support, and security services provided to the
customers/stakeholders.
Improve This objective focuses on equipping the management
Improved
management system with emerging management tools like BPR,
management system
System BSC, Kaizen, Citizen charter and exhaustive
Continuously utilization of ICT.
Improve KSA of
The focuses of this objective is improving the Skilled, competent
staff
capacity of the university staff through continuous and committed staff
Learning and growth

trainings on managerial, leadership, technical skills

and attitudes.
Improve This objective focuses on building and maintaining
Improved productivity
infrastructure & administrative building, dormitories, recreational
and performance
facilities centers, landscape, offices, class rooms, libraries,
workshops, Laboratories, research centers, training
centers, consultation offices, business incubation
centers, technology park and ICT infrastructure that
use advanced technology with all the necessary
facilities. It also focuses on enhancing the existing

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 facilities.

Figure 8.4. Excellence in Governance, Leadership and Service Provision

Customer

Improve customer satisfaction

Finance

Increase revenue
Improve resource
utilization
Internal Business Process

Enhance Cross-cutting
activities Improve the
Enhance system of quality of support
accountability & service
transparency

Improve management
System Continuously
Learning and growth

Improve KSA of
Improve infrastructure staff
& facilities

Narration of the map

Improvement in infrastructure & facilities and KSA of staff create enabling situation
for enhancement of cross-cutting issues, existence of system to accountability &
transparency, and improvement of support service quality. Improvement in quality of
support service in turn increases revenue and improve resource utilization capacity
of the University. When infrastructure, cross-cutting issues, accountability &

55 | P a g e
 transparency, support service quality are enhanced, revenue will increases and
resource utilization will be improved in the university, which in turn creates high
customer/stakeholder satisfaction.  

9. Corporate Strategic Objectives, Commentaries & Maps

Table 9.1. Corporate Strategic objective and Commentaries

Persp Objectives Commentaries Result

ective
s
Enhance customers This objective intended towards increasing Increased number
Customer (20%)

Satisfaction. (10%) commitment of customer/stakeholders by of loyal customers

Increase customers
Participation. (5%)
Increase number of
customers (5%)
Improve resource utilization
Finance (15%)
providing quality, problem solving, demand driven
and sustainable service.
This objective intends to increase commitment Improved
and involvement of customers/stakeholders University-
through participating them in the decision making community sense
as well as all main activities of the university of belongingness
and mutual
relationship
This objective gives emphasis on increasing the Increased number
number of teaching-learning, technology of TL, technology
adaptation/adoption, research outputs and adoption/adaptation
community engagement users through effective , research output
promotion and commercialization. and community
engagement users
This objective addresses effective and efficient Efficient use of

(6%) mobilization and utilization of various resources resources

Expand internal income
(9%)
Enhance academic quality
and relevance (10%)
Increase access and equity
of education (5%)
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(budget, assets, time, human and etc..) through
program budgeting, proper auditing, kaizen, close
supervision & monitoring
This objective focuses on generating internal Increased source of
income from teaching learning, technology internal income
adoption/adaptation, researches & community
services, training & consultancy, linkage &
partnerships and establishment of enterprises.
This objective deals with enhancing the quality of Competent
education through improving the input and graduates
process of teaching-learning and its relevance
through implementation of different pedagogical
tools/techniques, strong stakeholders partnership
as well as job creation and innovation culture.
This is objective intends to enhance access and enhanced
equity of education through increasing intake educational equity
capacity, diversifying programs, by supporting
female, special need students and students from
 Internal Business process (35%)
Enhance scale, quality &
relevance of technology
adoption/adaptation,
research output and linkage
with industries (6%)
Enhance community
engagement, corporate
social responsibility and
stakeholder’s partnership
(6%)
Improve service quality
(5%)
Enhance good governance
and cross-cutting activities
(3%)
Improve KSA of the staff
Learning and growth
(15%)
(30%)
Expand and modernize
infrastructure and facilities
(15%)
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emerging regions
Industry demand
This objective intends to wards increasing
based alternative
alternative technology package development
technology
based on industry demand through dynamism of
service delivery and package that will be made
flexible as per the requirement of the customer
- Strong university-
The center of attention for this objective is to
community linkage
enhance the university’s community engagement
- Problem solving
and social responsiveness through establishing
community
strong partnership with stakeholders such as
engagement
national and international developmental
organizations and local community.
Improved service
This objective spotlights on improving the
delivery
courtesy, timeliness and responsiveness of
recruitment, procurement, finance, students’
support, and security services. It also focuses on
enhancing the quality of services provided to the
community; and upgrading the quality of teaching-
learning services using
This objective focuses on the implementation of Enhanced good
directives related with reforms, participation of governance
customers, auditing & accountable system, and
standards, enhance monitoring & evaluation
system. It also focuses on giving due attention for
gender issues, ethics, anti-corruption, HIV/AIDS,
environment, and needy students.
The focus of this objective is to improve the Enhanced
capacity of the university’s staff through employee
continuous trainings on leadership, ethics,
productivity
technical skills, attitudes, and establishing
incentive packages.
This objective focus on establishing, expanding Conducive working
and modernizing infrastructure & facilities through environment
effective use of appropriate technologies
 Figure 9.1. Corporate Strategic objective map
Dire Dawa University strives to be the premium choice in the nation, competent in Africa and internationally accredited university of science and technology by
Customer 2025.

Enhance customers
Increase customers satisfaction
Increase number of customers
participation
Finance

Expand internal income

Improve resource utilization
Internal business process

Increase access and Enhance scale, quality & relevance of

equity of education technology adoption/adaptation, research
Improve service quality output and linkage with industries

Enhance academic Enhance community engagement,

quality and relevance corporate social responsibility and
Enhance good governance stakeholder’s partnership
and cross-cutting activities
and Growth
Learning

Expand and modernize

Improve KSA of the staff infrastructure & facilities

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Corporate Map Narration
The above mentioned corporate strategic map of DDU depicts that improvement in knowledge,
skill, and attitude of staff and leadership, work environment, infrastructure and facilities help to
improve relevance and quality education; innovation and dissemination of research outputs;
management system and process integration and networking.

On the other hand, improvement in relevance and quality of education; innovation and
dissemination of research output and management system supports to expand alternative
source of income and improve budget utilization. In the same way, improvement in relevance
and quality education leads to increased customer and stakeholder participation and
satisfaction. Similarly, improvement in innovation and dissemination of research output leads to
increase customer satisfaction. While improvement in management system, process
integration and networking, expanded alternative sources of income along with improved
budget utilization improve number of service users and ultimately result in customer
satisfaction.

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10. Performance Measures and Targets
This part deals with the establishment of specific measures of activities to be undertaken in
relation to stated corporate objectives along with the four perspectives
Perspective: Customer/Stakeholder allotted weight: 20%
Table 10.1. Enhance Customer Satisfaction weight: 10%
Perspective: Customer Strategic Corporate objective: Enhance customers
satisfaction
Name of measures: Customer satisfaction in percentage
Description: The satisfaction level is measured using survey of customers opinion with university services
Measure unit: Percentage Measure types: Lag
Measure Location/Ownership: President Polarization: high percentage is good
Office
Formula: Customer satisfaction Index (CSI)= customers (both internal and external) who are satisfied over
total number of respondents*100
Data Source: Customer survey Collection/reporting frequency: annually
Data quality: High Data collector: QEAPA/Institute Quality office
Baseline: 44.04% (DDU stakeholders Target:
satisfaction baseline survey, 2007)   Year 2015/16 2016/17 2017/18 2018/19 2019/20
Target 45% 55% 60% 65% 75%
Target Rationale: DDU has recently re- Threshold:
calibrated BPR intending to satisfy
customers/stakeholders. Based on the <60% 60%-85% 85%-100% >100
stakeholder’s satisfaction baselines survey
conducted both internal and external
customers/stakeholders indicated that there
have been significant improvements in the
University within the past one year. Hence, it is a
timely target to have an intention to improve
customer satisfaction to the level of 94% at the
end of the plan period.

Table 10.2. Increase customers Participation Weight: 5%

Perspective: Customer/Stakeholder Strategic Corporate objective: Increase customers
Participation
Name of measures: Customer participation in program commencement
Description: The participation level is measured by involving customers in the curriculum design and review
workshops process
Measure unit: Percent Measure types: Lag
Measure Location/Ownership: QEAPA/DDIT Polarization: High values are good
QAEA
Formula: (Total number of curriculum review workshops conducted with the participation of the customers/
Total number of curriculum review workshops conducted in the plan period )*100
Data Source: Colleges, Institute Collection/reporting frequency: Annually
Data quality: High Data collector: Departments
Baseline: 2 Target:
  Year 2015/16 2016/17 2017/18 2018/19 2019/20
Target 100% 100% 100% 100% 100%
Target Rationale: Customer/stakeholders Threshold:

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could take part in different aspects of the
university. The most critical one of them is <60% 60%-85% 85%-100% >100
during curriculum review of program
commencement

Perspective: Customer/Stakeholder Strategic Corporate objective: Increase customers

Participation
Name of measures: Customer participation in research and community engagement
Description: the participation level is measured by evaluating the participation of customer/stakeholders in the
research and community engagement workshops conducted
Measure unit: Percent Measure types: Lag
Measure Location/Ownership: ARCEAVP Polarization: High number is good
Formula: (Total number of research and community engagement workshops conducted in the plan period with
the participation of the customer/Total number of research and community engagement workshops conducted
in the plan period *100
Data Source: RTI and CED Collection/reporting frequency: Semiannually
Data quality: High Data collector: RTI and CED
Baseline: 7 Target:
  Year 2015/16 2016/17 2017/18 2018/19 2019/20
Target 100% 100% 100% 100% 100%
Target Rationale: Considering the focus of Threshold:
the gov’t that research and community
engagement must base demand of the <60% 60%-85% 85%-100% >100
community/stakeholders.

Perspective: Customer/Stakeholder Strategic Corporate objective: Increase customers and

stakeholders Participation
Name of measures: customer participation in the managerial decision of the University
Description: The participation level is measured by evaluating the degree of materialization of the number of
decision makings with customers/stakeholders planned by the University management
Measure unit: Percentage Measure types: Lag
Measure Location/Ownership: President Polarization: Low value is good
office
Formula: (Total number of managerial decision made at university level involving customers / total number of
managerial decision made at university level in the plan period)*100
Data Source: President office Collection/reporting frequency: annually
Data quality: High Data collector: Planning, monitoring and evaluation
directorate, income generation and resource mobilization
directorate
Baseline: 100% Target:
  Year 2015/16 2016/17 2017/18 2018/19 2019/20
Target 100% 100% 100% 100% 100%
Target Rationale: Considering the national Threshold:
direction to accomplish mission and vision with
the stakeholders/community <60% 60%-85% 85%-100% >100

Table 10.3. Increase number of customers Weight: 5%

Perspective: Customer Strategic Corporate objective: Increase number of
customers
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Name of measures: Number of technology innovation output users
Description: The cumulative number of firms/ individuals benefited from the innovated technology and
research output within the plan year.
Measure unit: Count Measure types: Lag
Measure Location/Ownership: ARCEAVP, Polarization: High value is good
Institute Director
Formula: Counting beneficiaries
Data Source: Director of research affairs, Collection/reporting frequency: Quarterly, Semiannual and
office of community service, Annual
Data quality: High Data collector: college and institute
Baseline: 15 Target:
  Year 2015/16 2016/17 2017/18 2018/19 2019/20
Target 20 30 35 40 50
Target Rationale: Considering the attention of Threshold:
national direction for the attainment of
industrial transformation within the plan period. <60% 60%-85% 85%-100% >100

Perspective: Customer Strategic Corporate objective: Increase number of customers

Name of measures: Number of community service users

Description: The cumulative number of firms and community benefited from the University's community
engagement activity
Measure unit: Count Measure types: Lag
Measure Location/Ownership: Polarization: High value is good
ARCEAVP, Institute Director
Formula: Counting beneficiaries
Data Source: Director of Collection/reporting frequency: Quarterly, Semiannual and Annual
research affairs, office of
community service,
Data quality: High Data collector: college and institute
Baseline: 15 Target:
  Year 2015/16 2016/17 2017/18 2018/19 2019/20
Target Individuals 4000 5000 6000 7000 8000
Organizations 35 70 70 70 105
Target Rationale: Considering Threshold:
the attention of national
direction for the attainment of <60% 60%-85% 85%-100% >100
industrial transformation within
the plan period.

Perspective: Finance allotted weight: 15%

Table 10.4. Expand internal Income Weight: 9%
Perspective ፡ Finance
Objective: Expand internal Income
Name of measures: internal income as of recurrent budget
Measure Location/Ownership: President office
Description: Increment of internal Collection/reporting frequency: Quarterly, Semi-annually and
income from different sources as annually
measured by comparing internal income Data collector: Data encoder in income generation and resource

62 | P a g e
against the total base year recurrent mobilizing office
budget
Measure unit: Percent Data Source: income generation and resource mobilizing office
Measure types: Lag
Formula: Internal Income generated divided by total recurrent budget *100
Baseline: 1 .5% ( 6,000,000 birr) Polarization: High result is good
Target
Target Rationale: Increment of internal   Year 2015/16 2016/17 2017/18 2018/19 2019/20
revenue is important for supporting Target 3% 7% 8% 9% 10%
government budget which is allocated to
the University. Increment of internal
revenue enables the university to provide
Different services to its employees and Threshold
community at large as well as expand
programs. Since the university has <60% 60%-85% 85%-100% >100%
opportunity for internal revenue
expansion, those opportunities must be
changed into profitable projects.
Table 10.5. Improve resource utilization Weight: 6%
Perspective ፡ Finance
Objective ፡Improve resource utilization
Name of measures: Budge utilization Measure Location/Ownership: ADBDVP
Measure Location/Ownership: president office
Description: It measures the University’s Collection/reporting frequency: Quarterly, Semi-annually and
budge utilization. annually.
Data collector: Finance Directorate
Measure unit: Percent Data Source: Planning, Monitoring and evaluation directorate
Measure types: Lag Data quality: High
Formula: (budget utilized/budget allotted)*100
Baseline: 90% Polarization: High percentage is good
Target
  Year 2015/16 2016/17 2017/18 2018/19 2019/20
Target Rationale: Within the plan years it is Target 100% 100% 100% 100% 100%
expected to utilize the total budget allotted
Threshold

<70% 70%-90% 90%-95% 100%

   
Perspective: Financial Objective: Improve resource utilization

 
Measure Name: Reduce the percentage of missed classes
Description: Reducing the percentage of missed classes’ measures the proportion of missed classes per a
semester among the total credit hours per a semester offered in the university.
Measure Location/Ownership: ARCEAVP, Institute Director,
 Measure unit: Percentage (%)
 Measurement type: Lead Polarity: Low values are good
 
 Measure Location/ownership: Deans Collection/reporting Frequency: Semi-annually

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 Formula: Total number of missed classes in credit hours divided by the total credit hours offered in a semester
multiplied by 100
 Data Source: DDIT, College, , and Departments
 Data Quality:  High Data Collector: College and DDIT 
 
 Baseline: NA Target:
    Year 2015/16 2016/17 2017/18 2018/19 2019/20
Target 0% 0% 0% 0% 0%
 
Target Rationale: To improve the quality of Threshold:
education and it is important that courses
shall be covered appropriately. However, the <60% 60%-85% 85%-100% >100
current situation of our university shows
some instructors frequently miss their
classes for the controlling mechanism is
weak. Hence a gradual improvement so as  
to achieve a 100% successful conduction of
classes by the end of the plan period suffices
to be targeted.

 Perspective: Financial Objective: Improve resource utilization

Measure Name: Reduce the percentage of underutilized staff
Description: measures the proportion of underutilized (under loaded) staff among the total number of academic
staff in the university.
Measure unit: Percentage (%)
Measurement type: Lead Polarity: Low values are good
Measure Location/ownership: Collection/reporting Frequency: Semi-annually
ARCEAVP ,scientific Director and ADBDVP
Formula: Total number of underutilized staff divided by the total number of staff on duty multiplied by 100.
Data Source: ARCEAVP, DDIT
Data Quality:  low Data Collector: scientific directors ,deans and department
Baseline: NA Target:
  Year 2015/16 2016/17 2017/18 2018/19 2019/20
Target Acd. 0% 0% 0% 0% 0%
Admin 0% 0% 0% 0% 0%
 
Target Rationale: Every staff in Threshold:
high education institution is
expected to teach, undertake <60% 60%-85% 85%-100% >100
research and serve the community.
Additionally the administration staff
is expected to spend 39 hrs per
week on duty. However, since the  
working time of the staff is not
properly allocated to these
activities, there is wastage of
working time. This shows us the
existence of some proportion of
underutilized staff in the University.
Hence a gradual improvement to
properly utilize the staff by the end
of the plan period suffices to be

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targeted.
Perspective: Internal Business Process allotted weight: 35%
Table 10.6. Enhance academic quality and relevance Weight: 10%
Objective:፡ Enhance academic quality and relevance
Perspective: Internal Business Process
Name of measures: HERQA Standard Measure Location/Ownership: ARCEAVP,DDIT, QA , Colleges,
Education Quality QEAPA and TDP
Description: sustainable enhancement Collection/reporting frequency: annually
of quality of education is measured on Data source፡፡ QEAPA, Ethics and anti-corruption directorate
the basis of focus areas set by HERQA
and internal standards of DDU concerning
quality of education
Measure unit: percentage Data collector: QEAPA, DDIT
Measure types: Lag Polarization: High value is good
Formula: proportion of Sample respondents who responded in favor of the HERQA measurement parameters
out of the total sampled respondents
Baseline: Even though there is no exact empirical data it can be estimated to be 68%
Target Rationale: Considering the Target
attention of national direction for the
attainment of quality education standards   Year 2015/16 2016/17 2017/18 2018/19 2019/20
of HERQA is expected to be Target 70% 75% 80% 85% 90%
grass rooted within the plan period

Threshold

<60% 60%-85% 85%-100% >100

Perspective: Internal business process Objective: increase access and equity of education
Measure Name: number of academic program registered by
National qualification framework
Description: Increased number of academic programs registered by national qualification frame work.
Measure unit: Percentage
Measurement type: Lead Polarity: High values are good
Measure Location/ownership: International and Public Relations directorate
 Formula: Total number of programs that are registered by NQF divided by the total number of programs
multiplied by 100
Data Source: QEAPA Collection/reporting Frequency: Annually
Data Quality: High Data Collector: Department, colleges and DDIT
Baseline: NA Target:
  Year 2015/16 2016/17 2017/18 2018/19 2019/20
Target 20% 30% 40% 50% 70%
 
Target Rationale: National qualification Frame Threshold :
work links in percentage measures the growth of
national and international links of the university <60% 60%-85% 85%-100% >100%
Nevertheless, the university has insignificant
accomplishment in that regards. Hence, a
 
continuous improvement is essential with that

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regards.

Perspective: Internal business Objective: Enhance academic quality and relevance

process
Measure Name: Percentage of graduates who pass exit exam
Description: The Percentage of graduates who pass exit exam measures the proportion graduates
who passed exit exam as compared to the total graduates who sit per year.
Measure unit: Percentage Measure type: Lag
Polarity: high values are good Measure Location/ownership: ARCEAVP and DDIT
 Formula: (Number of graduates who passed exit exam divided by total graduates who sit for exit
exam)*100%
Data Source:  Percentage Collection/reporting frequency: Annually
Data Quality:  High Data Collector: QEAPA
Baseline:   not yet started except law   Year 2015/16 2016/17 2017/18 2018/19 2019/20
target 85% 91% 93% 95% 97%

Target rationale: The implementation Threshold:

of modularization, active learning
approach, the weight given to <60% 60%-85% 85%-100% >100
continuous assessment and the active
involvement of the students in the
teaching/learning are considered
essential factors to meet the target.  
The emphasis given to provide quality
education and the relevance of
academic programs also contributes
to the target set.

Perspective: Internal process Objective: Enhance academic quality and relevance

Measure Name: Percentage of graduates employed
Description: The Percentage of graduates employed measures the proportion of graduates getting employment
within 12 months after graduation
Measure unit: Percentage Measure type: Lag
Polarity: High values are good Measure Location/ownership: ARCEAVP and DDIT
 Formula: (Number of graduates employed in twelve months after graduation divided by total number of
graduates)*100%
Data Source: The data will be collected Collection/reporting frequency: Annually
through tracer study.
Data Quality:  High Data Collector: EARAD and QEAPA

Baseline: NA Target:
  Year 2015/16 2016/17 2017/18 2018/19 2019/20
target 60% 65% 70% 75% 80%

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Target rationale: The implementation of Threshold: Threshold:
modularization, active learning approach,
the weight given to continuous <60% 60%-85% 85%-100% >100
assessment and the active involvement of
the students in the teaching/learning are
considered essential factors to meet the
target
 
 

Perspective: Internal Business process Objective: increase access and equity of education
Measure Name: Number of departments passing program relevance
audit
Description: includes all departments that pass relevance audit
Measure unit: Count
Measurement type: Lead Polarity: High values are good
Measure Location/ownership:
ARCEAVP,DDIT
 Formula: (Total No. of departments passing relevance audit /Total departments) X 100
Data Source: quality assurance office Collection/reporting Frequency: Annually
Data Quality: High Data Collector: Department, colleges and DDIT
Baseline: NA Target:
  Year 2015/16 2016/17 2017/18 2018/19 2019/20
Target 10 10 10 10 14
 
Target Rationale: Universities are Threshold :
expected to have programs that meet
national and local needs and priorities. <60% 60%-85% 85%-100% >100%

  

Table 10.7. Increase access and equity of education Weight: 5%

Perspective: Internal business process Objective: Increase access and equity of education
Measure Name: Reduction in attrition rate of students
Description: Attrition rate of students measures the percentage of students’ who are academically dismissed
Measure unit: Percentage Measure type: Lead
Polarity: Low values are good Measure Location/ownership: ARCEAVP and DDIT
 Formula: Total number of students who are not able to complete their study for different reasons divided by the
total number of students’ admitted to all programs of the university in the same year of enrollment. 
Data Source:  Office of the registrar Collection/reporting frequency: Annually
Data Quality:  High Data Collector: Gender, HIV/AIDS & Special needs
Baseline: The attrition rate of female Target:
students is 14% and for males 7% during   Year 2015/16 2016/17 2017/18 2018/19 2019/20
the 2014/15 academic calendar.  Target M 5% 4% 3% 2% 1%
F 13% 12% 10% 8% 5%
Target rationale: The MoE has developed  
a strategic framework to enhance female  Threshold:
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enrolment and successful completion rates
in HEI’s and increase their participation <60% 60%-85% 85%-100% >100
rate. In line with that, it is a timely quest to
target to decrease the attrition rate of
female students at higher education to the
minimum possible level i.e., 5%F 2%M.

Perspective: Internal business

process Objective: increase access and equity of education
Name of measures: Program Measure Location/Ownership: ARCEAVP,DDIT, Colleges
diversification
Description: Program Collection/reporting frequency: Annually
diversification is measured by the Data collector፡ audit ፣ QEAPA
number of increased programs.
Measure unit: Count Data source : ARCEAVP,DDIT and colleges
Measure types: Lead
Formula: The sum of existing programs and newly added programs
Baseline: The numbers of existing Polarization: High number is good
programs in undergraduate are 32
post graduate 2, and PhD 0
Target
Target Rationale: Considering the 2015/16 2016/17 2017/18 2018/19 2019/20
attention of national direction for year
the realization of demand driven
diversified programs, it is expected UG 35 35 37 38 40
to introduce new relevant
programs within the plan period PG/MA 3 10 20 25 30
based on tracer study.
PG/PhD 0 0 0 1 3

Threshold

<60% 60%-85% 85%-100% >100%

Perspective: Internal Business process Objective: increase access and equity of education
Measure Name: % of female students benefited from affirmative action
Description: includes female students benefited from affirmative action
Measure unit: percentage Measurement Type: Lag
Polarity: High values are good Measure Location/ownership: President Office
 Formula: (No. of female students benefited from affirmative action /Total female students) X 100
Data Source: Gender, HIV/AIDS & Special Collection/reporting Frequency: Annually
needs
Data Quality: high Data Collector: Gender, HIV/AIDS & Special needs
Baseline: 50% Target:
  Year 2015/16 2016/17 2017/18 2018/19 2019/20
Target 100% 100% 100% 100% 100%
 

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Target Rationale: Universities are Threshold :
expected to support female students in
terms of placement, providing tutorial <60% 60%-85% 85%-100% >100%
class, teaching and learning material
support to achieve the national target.

Perspective: Internal Business process Objective: increase access and equity of education
Measure Name: % of students from emerging region which benefited from affirmative action
Description: includes students from emerging region which benefited from affirmative action
Measure unit: percentage Measurement Type: Lag
Polarity: High values are good Measure Location/ownership: President Office
 Formula: (No. of students from emerging region which benefited from affirmative action /Total number of
students from emerging region) X 100
Data Source: Gender, HIV/AIDS & Special Collection/reporting Frequency: Annually
needs
Data Quality: Low- since collecting the Data Collector: Gender, HIV/AIDS & Special needs
information is difficult
Baseline: NA Target:
  Year 2015/16 2016/17 2017/18 2018/19 2019/20
Target 100% 100% 100% 100% 100%
 
Target Rationale: Universities are Threshold :
expected to support students from
emerging region in terms of placement, <60% 60%-85% 85%-100% >100%
providing tutorial class, teaching and
learning material support to achieve the
national target.

Perspective: Internal Business process Objective: increase access and equity of education
Measure Name: increase in regular students enrolment
Description: includes all regular students enrolled in all programs and modalities
Measure unit: Count Measurement Type: Lag
Polarity: High values are good Measure Location/ownership: ARCEAVP,DDIT
 Formula: previous year intake + (previous year intake * intake increment ratio (15%))
Data Source: E ARAD Collection/reporting Frequency: Annually
Data Quality: Low-since it depends on Data Collector: Department, MOE, CEP.
construction.
Baseline: 10,500 Target:
  Year 2015/16 2016/17 2017/18 2018/19 2019/20
Target 12,500 12,500 13,500 15,000 17,000
 
Target Rational: Universities are Threshold :
expected to increase their intake to meet
targets set for higher education (15%). <60% 60%-85% 85%-100% >100%

Table 10.8. Improve Service Quality Weight: 5%

Perspective: Internal Business Process Corporate Objective: Improve Service Quality
Name of measures: Reduced cycle time

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Description: Time is one of critical measurement for service delivery. Reduced cycle time measures the
percentage of reduced service delivery time required to serve the customer
Measure unit: Percentage Measure types: Lead
Measure Owner: ADBDVP Polarization: High percentage is good
Formula: (Standard service delivery time minus Actual service delivery time / Standard service delivery time )
*100
Data Source: Process owner Reporting frequency: Quarterly
Data collector: Process owner
Baseline: NA Target:

  Year 2015/16 2016/17 2017/18 2018/19 2019/20

Target 90% 95% 100% 100% 100%

Target Rationale: Analysis in BPR/Citizen Threshold:

charter document shows time cycle is one of
the important factors to be addressed.
<60% 60%-85% 85%-100% >100%
Therefore, it is crucial to bring service delivery
cycle time to the standard time.

Table 10.9. Enhance scale, quality & relevance of technology adoption/adaptation, research
output and linkage with industries Weight: 6%
Perspective: Internal Business Process Strategic objective: Enhance scale, quality & relevance of
technology adoption/adaptation, research output and linkage
with industries
Name of measures: academic staff involved in research activities
Description: This measures percentage of academic staff involved in the research activities of the University
Measure unit: Percent Measure type: Lag
Measure Owner: ARCEAVP/Scientific director Polarization: High value are good
Formula: (Sum of all academic staff involved in research and technology development/ total number of
academic staff) * 100
Data Source: RTI Reporting frequency: Annually
Data collector: Planning, Monitoring and Evaluation Directorate
Baseline: NA
Target:

  Year 2015/16 2016/17 2017/18 2018/19 2019/20

Target 15% 20% 20% 30% 40%

Target Rationale: Universities are expected to Threshold:

conduct research and develop or adopt
technologies which are relevant to the needs of
<60% 60%-85% 85%-100% >100%
the community.

Perspective: Internal Business Process Strategic objective: Enhance scale, quality & relevance of
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 technology adoption/adaptation, research output and linkage
with industries
Name of measures: scale of research and technologies development
Description: This measure includes Share of research and technology development funds from annual
recurrent total budget.
Measure unit: Percent Measure type: Lag
Measure Owner: ARCEAVP/Scientific director Polarization: High value are good
Formula: The budget utilized for research and technology development / total annual recurrent budget
Data Source: RTI Reporting frequency: Annually
Data collector: Planning, Monitoring and Evaluation Directorate
Baseline: NA

  Year 2015/16 2016/17 2017/18 2018/19 2019/20

Target 0.5% 1% 3% 4% 5%
Target:

Target Rationale: Universities are expected to Threshold:

conduct research and develop or adopt
technologies which are relevant to the needs of
<60% 60%-85% 85%-100% >100%
the community.

Perspective: Internal Business Process Strategic objective: Enhance scale, quality & relevance of
technology adoption/adaptation, research output and linkage
with industries
Name of measures: Technology transferred
Description: This measure includes percent of technology completed whose results are transferred/
disseminated.
Measure unit: Percent Measure type: Lag
Measure Owner: ARCEAVP/Scientific director Polarization: High value are good
Formula: Sum of all technology whose results are disseminated divided by Total research output in the
University.
Data Source: RTI Reporting frequency: Annually
Data collector: Planning, Monitoring and Evaluation Directorate
Baseline: NA
Target:

  Year 2015/16 2016/17 2017/18 2018/19 2019/20

Target 60% 65% 70% 75% 80%

Target Rationale: Universities are expected to Threshold:

conduct research and develop or adopt
technologies which are relevant to the needs of
<60% 60%-85% 85%-100% >100%
the community.

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Perspective: Internal Business process Objective: Enhance scale, quality & relevance of technology
adoption/adaptation, research output and linkage with industries
Measure Name: Proportion of research outputs published on reputable journals
Description: Proportion of research outputs published on reputable journals measures the total amount of
research articles published on reputable journals among all researches undertaken by the staff and graduate
students of the university per annum.
Measure unit: percentage Measurement Type: Lag
Polarity: High values are good Measure Location/ownership: RTI, CED
 Formula: Total number of research articles published on reputable journal in year “n” divided by the total
number of researches conducted by staff and postgraduate students of the university in year “n” multiplied by
100.
Data Source: RTI, CED, DDIT, college and Collection/reporting Frequency: Annually
departments
Data Quality: Low- since collecting the Data Collector: Research and technology transfer officer
information is difficult
Baseline: It is estimated that less than 1 % Target:
of the research carried out by the University   Year 2015/16 2016/17 2017/18 2018/19 2019/20
are being published on reputable journals Target 10% 15% 20% 25% 30%
per annum. 
Target Rationale: Currently the number of Threshold :
publication of researches undertaken by the
university is very low. This hinders the <60% 60%-85% 85%-100% >100%
dissemination rate of these research
findings and limits the motivation level of
researchers. Hence aiming to increase the
 
rate of publications on reputable journals to
 
30% that would infarct indirectly measures
the improvement of the quality and
relevance of our research undertakings is
found crucial.

Perspective: Internal Business Process Strategic objective: Enhance scale, quality & relevance of
technology adoption/adaptation, research output and linkage
with industries
Name of measures: Research output and technology transfer in collaboration with TVET
Description: This measure includes the number of all research output and technologies developed by the
University and successfully applied trough collaboration with TVET.
Measure unit: Count Measure type: Lag
Measure Owner: ARCEAVP/Scientific director Polarization: High value are good
Formula: Sum of all technologies developed and/or adopted, and Successfully applied
Data Source: RTI Reporting frequency: Annually
Data collector: Planning, Monitoring and Evaluation Directorate
Baseline: NA
Target:

  Year 2015/16 2016/17 2017/18 2018/19 2019/20

Target 20 25 30 40 45

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Target Rationale: Universities are expected to Threshold:
conduct research and develop or adopt
technologies which are relevant to the needs of
<60% 60%-85% 85%-100% >100%
the community.

Perspective: Internal Business Process Strategic objective: Enhance scale, quality & relevance of
technology adoption/adaptation, research output and linkage
with industries
Name of measures: University-Industry linkage
Description: This measure the level of participation of the industries in the University's research under taking
and technology development process.
Measure unit: Percent Measure type: Lag
Measure Owner: ARCEAVP/Scientific director Polarization: High value are good
Formula: (Total number of industries working with the university/ total number of target industries)*100
Data Source: RTI Reporting frequency: Annually
Data collector: Planning, Monitoring and Evaluation Directorate
Baseline: NA
Target:

  Year 2015/16 2016/17 2017/18 2018/19 2019/20

Target 100% 100% 100% 100% 100%

Target Rationale: Universities are expected to Threshold:

conduct research and develop or adopt
technologies through collaboration with
<60% 60%-85% 85%-100% >100%
industries, which are relevant to the needs of the
community.

Perspective: Internal Business Process Strategic objective: Enhance scale, quality & relevance of
technology adoption/adaptation, research output and linkage
with industries
Name of measures: University-Industry partnership  Year 2015/16 2016/17 2017/18 2018/19 2019/20
Description: This measure Share of research fundsTarget
secured10% 20%& international
from industry 30% 40%
sources. 50%
Measure unit: Percent Measure type: Lag
Measure Owner: ARCEAVP/Scientific director Polarization: High value are good
Formula: Total research fund secured from industries and international sources divided total research fund of
the University multiplied by 100
Data Source: RTI Reporting frequency: Annually
Data collector: Planning, Monitoring and Evaluation Directorate
Baseline: NA
Target:

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Target Rationale: Universities are expected to Threshold:
conduct research and develop or adopt
technologies through partnership with industries,
<60% 60%-85% 85%-100% >100%
which are relevant to the needs of the
community.

Table 10.10. Enhance Community engagement, Corporate Social Responsibility and

Partnership Weight: 6%
Perspective: Internal Business Process Corporate Objective: Enhance Community engagement,
Corporate Social Responsibility and Partnership
Name of measures: community engagement activities by the University
Description: This measure refers to all delivered community engagement activities by the University
Measure unit: Count Measure types: Lag
Measure Owner: ARCEAVP Polarization: High values are good
Formula: Number of delivered community engagement activities

Data Source: CED Reporting frequency: Annually

Data collector: Planning, Monitoring and Evaluation Directorate
Baseline: NA Target:

  Year 2015/16 2016/17 2017/18 2018/19 2019/20

Target 140 160 180 200 216

Target Rationale: Universities are expected to Threshold:

carry out different community engagement
activities based on the needs of the
<60% 60%-85% 85%-100% >100%
community

Perspective: Internal Business process Corporate Objective: Enhance Community engagement,

Corporate Social Responsiveness and Partnership
Name of measures: corporate social responsibility activity of the university
Description: This measure includes all executed corporate social responsibility activity (donation to the needy,
employee safety & health, environmental protection, surrounding community cultural value preservation,
employee voluntary etc...) by the University.
Measure unit: Count Measure types: Lag
Measure Owner: President Office Polarization: High values are good
Formula: Sum of all corporate social responsiveness activities executed by the University
Data Source: President office Reporting frequency: Annually
Data collector: Planning office
Baseline: NA Target:

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   Year 2015/16 2016/17 2017/18 2018/19 2019/20
Target 5 10 15 20 25

Target Rationale: Universities are expected to Threshold:

be socially responsible in the process of
operation. <60% 60%-85% 85%-100% >100%

Perspective: Internal Business Process Corporate Objective: Enhance Community

engagement, Social Responsiveness and
Partnership
Name of measures: projects/activities executed by University's and stakeholders/partners jointly.
Description: This measure includes percent of projects/ activities executed by University and stakeholders
/partners jointly
Measure unit: Percent Measure types: Lag
Measure Owner: Department/school/College ARCEAVP, Polarization: High values are good
ADBDVP
Formula: Number of projects/activities executed by University's and
Stakeholders partners jointly /Total number executed projects/activities)x100
Data Source: Process owner Reporting frequency: Once a year
Data collector: Planning, Monitoring Evaluation Directorate
Baseline: NA Target:

  Year 2015/16 2016/17 2017/18 2018/19 2019/20

Target 20% 30% 35% 40% 50%

Target Rationale: Universities are Threshold:

expected to work with stakeholders
such as donors, NGO's, developmental <60% 60%-85% 85%-100% >100%
partners etc. jointly while executing
projects to support.

Table 10.11. Enhance good governance and cross-cutting activities Weight: 3%

Perspective: Internal business Strategic Corporate objective: Enhance good governance and
process cross-cutting activities

Name of measures: Number of audit finding

Description: Measures the total number of audit finding in the university on various property utilization and
financial activities.
Measure unit: Count Measure types: lead
Measure Owner: President office Polarization: low percentage is good

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Formula: The sum of all audit findings
Data Source: Auditing office Collection/reporting frequency: Annually
Data quality: High Data collector: Finance directorate
Baseline: NA Target:
  Year 2015/16 2016/17 2017/18 2018/19 2019/20
Target 0 0 0 0 0
Target Rationale: Good governance in Threshold:
DDU is expressed in the form of
auditing findings. DDU management <60% 60%-85% 85%-100% >100%
envisions achieving audit findings to
zero level.

Perspective: Internal business process Strategic Corporate objective: Enhance good governance
and cross-cutting activities
Name of measures: Share of females in the university board
Description: Measures the percentage participation of females in the university board
Measure unit: Percentage Measure types: Lag
Measure Owner: President office Polarization: high percentage is good
Formula: The number of females in the university board divided by the total number of board members
multiplied by 100.
Data Source: President office Collection/reporting frequency: Annually
Data quality: High Data collector: Gender, HIV/AIDS and special needs
Baseline: 14% Target:
  Year 2015/16 2016/17 2017/18 2018/19 2019/20
Target 14% 14% 25% 25% 43%
Target Rationale: Though the FDRE is Threshold:
pursuing a national program to empower
women and increase their leadership <60% 60%-85% 85%-100% >100%
capability, the proportion of female position
holders remained very low at our university.
Hence an accelerated step to alleviate the
problem is found crucial to be pursued by the
university so that 25% of the board members
would be occupied by females by the end of
the plan period.

Perspective: Internal business process Strategic objective: Enhance good governance and cross-
cutting activities
Name of measures: Percentage of female academic staff
Description: The proportion of female academic staff measures the percentage of female academic staff
among the total number of academic employees of the university.
Measure unit: Percentage Measure types: Lag
Measure Location/Ownership: President Polarization: high value is good
office
Formula: Total number of female academic staff divided by the total number of academic employees times by
100
Data Source: HRM Collection/reporting frequency: Annually
Data quality: High-easily collected from Human Data collector: HR, Planning, Monitoring and Evaluation
Resource Management Process. Directorate and Gender, HIV/AIDS and special needs
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Baseline: 10% Target:
  Year 2015/16 2016/17 2017/18 2018/19 2019/20
Target 15% 17% 18% 20% 30%
Target Rationale: Though the proportion of
females in the general population is almost Threshold:
equal with male population, the current balance
of gender at work place is extremely low in <60% 60%-85% 85%-100% >100%
Ethiopia in general and in our university in
particular.

Perspective: Internal business Strategic objective: Enhance good governance and cross-cutting activities
process
Name of measures: Participation of female in leadership position
Description: The proportion of female position holders (position as defined by those which are represented at
the university council and officers and above designations in administrative wing) measures the number of
positions filled by female staff as compared to the total number of positions available at the university.
Measure unit: Percentage Measure types: Lag
Measure Location/Ownership: Polarization: high value is good
President office
Formula: (X/N1: Y/N2: Z/N3) X 100 where X, Y and Z refers to the number of females staff at low, medium and
high management levels, respectively whereas N1, N2 and N3 refers to the total number of positions at low,
medium and high management levels.
Data Source: HRM Collection/reporting frequency: Annually
Data quality: High Data collector: HRM, Planning, Monitoring and Evaluation Directorate and
Gender, HIV/AIDS and special needs
Baseline: NA:17%:0 Target:
Year  Position 2015/16 2016/17 2017/18 2018/19 2019/20
Target Lower 5% 10% 15% 20% 30%
Middle 18% 18% 20% 25% 30%
Top 25% 25% 25% 25% 25%
Target Rationale: Though the Threshold:
FDRE is pursuing a national
program to empower women <60% 60%-85% 85%-100% >100%
and increase their leadership
capability, the proportion of
female position holders
remained very low at our
university. Hence an
accelerated step to alleviate
the problem is found crucial to
be pursued by the university
so that a 30%:30%:5% of the
position at the university would
be occupied by females by the
end of the plan period.

Perspective: Internal business process Strategic objective: Enhance good governance and cross-

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 cutting activities
Name of measures: Support for students with special need and HIV/AIDS
Description: Proportion of students with special needs supported and HIV measures the proportion of
students with special needs and HIV supported to create educational equity, fairness, justice and affirmative
action.
Measure unit: Percentage Measure types: Lag
Measure Location/Ownership: President Polarization: high value is good
office
Formula: Total number of special need and HIV supported students in the specified year divided by the total
number of students with special need and HIV students available in the university in the same year multiplied
by 100.
Data Source: ADBDVP, Finance Collection/reporting frequency: Annually
Directorate, Student Dean
Data quality: High Data collector: Gender, HIV/AIDS and special needs
Baseline: NA Target:
  Year 2015/16 2016/17 2017/18 2018/19 2019/20
Target 100% 100% 100% 100% 100%
Target Rationale: People with special Threshold:
needs including HIV/AIDs are becoming a
national and global issue of the new <60% 60%-85% 85%-100% >100%
generation, higher education institutions are
expected to consider it. Supporting people
living with special needs is one of the
means to tackle the problem.

Perspective: Internal business process Strategic objective: Enhance good governance and cross-
cutting activities
Name of measures: Trainings offered to the university community on anti-corruption & ethics
Description: This measures the number of university community who received training on anti-corruption and
ethics so that they can provide quality, fair, transparency, and accountable services to different customers.
Measure unit: Count Measure types: Lag
Measure Location/Ownership: President Polarization: high value is good
office
Formula: Total number trainings on anti-corruption and ethics, rent seeking .
Data Source: HRM Collection/reporting frequency: Annually
Data quality: High Data collector: HRM, Planning, Monitoring and Evaluation
Directorate and Ethics and Anti-corruption directorate
Baseline: NA Target:
  Year 2015/16 2016/17 2017/18 2018/19 2019/20
Target 4 4 4 4 4
Target Rationale: Though the FDRE is
pursuing a national program to Anti-corruption Threshold:
and ethics, percentage of training very low at
our university. Hence an accelerated step to <60% 60%-85% 85%-100% >100%
alleviate the problem is found crucial to be
pursued by the university so that a 100% of
the trainees at the university would be by the
end of the plan period.

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Perspective: Internal business process Strategic objective: Enhance good governance and cross-
cutting activities
Name of measures: sustainable environmental protection activities
Description: This measures the number of environmental sustainability activities to protect the environment
aimed at ensuring safe, conducive and healthy environment.
Measure unit: Counting Measure types: Lag
Measure Location/Ownership: President office Polarization: high value is good
Formula: The sum of all the environmental sustainability activities performed
Data Source: Work process owners Collection/reporting frequency: Quarterly, Semi-annually,
Annually
Data quality: High Data collector: Gender, HIV/AIDS and special needs
Baseline: NA Target:
  Year 2015/16 2016/17 2017/18 2018/19 2019/20
Target 6 10 14 20 25
Target Rationale: Green economy is promoted
by national and regional governments for
sustainable development of the economy. At Threshold:
university level, very few activities are carried
out in environmental protection which may <60% 60%-85% 85%-100% >100%
contribute to safe, comfortable, attractive and
conducive working environment.

Perspective: Internal Business Process Strategic Corporate objective: Good governance and
cross cutting activities
Name of measures: number of complain
Description: includes complaints in all aspects/dimensions of rendered service
Measure unit: Count Measure types: Lead
Measure Location/Ownership: President office Polarization: Very low value is good
Formula: Summation of all complaints
Data Source: Personal reporting, suggestion Collection/reporting frequency: Quarterly
box/book, website, discussion forum
Data quality: High Data collector: Ethical and anti-corruption directorate
Baseline: 25 Target:
  Year 2015/16 2016/17 2017/18 2018/19 2019/20
Target 20 15 10 5 2
Target Rationale: Lowering the number of Threshold:
complaints by addressing problems increases
customers satisfaction <60% 60%-85% 85%-100% >100

Perspective: Internal business process Strategic objective: Enhance good governance and
cross-cutting activities
Name of measure: Joint academic programs with international partners
Description: Measures the number of joint academic programs by the university with international partners
Measure unit: count Measure types: Lag
Measure Location/Ownership: President, Polarization: high value is good
ARCEAVP, ADBDVP
Formula: The number of joint academic programs by the university with international partners
Data Source: QEAPA Collection/reporting frequency: Annually
Data quality: High Data collector: QEAPA
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Baseline: NA Target:
  Year 2015/16 2016/17 2017/18 2018/19 2019/20
Target 0 1 2 3 4
Target Rationale: Threshold:

<60% 60%-85% 85%-95% >100%

Perspective: Internal business process Strategic objective: Enhance good governance and
cross-cutting activities
Name of measure: Joint research programs undertaken in collaboration with non-Ethiopian universities
Description: Measures the number of joint research programs undertaken in collaboration with non-Ethiopian
universities by Dire Dawa University.
Measure unit: Number Measure types: Lag
Measure Location/Ownership: President, Polarization: high value is good
ARCEAVP, ADBDVP
Formula: The number of joint research programs undertaken in collaboration with non-Ethiopian universities
Data Source: QEAPA Collection/reporting frequency: Annually
Data quality: High Data collector: QEAPA
Baseline: NA Target:
  Year 2015/16 2016/17 2017/18 2018/19 2019/20
Target 1 2 3 4 5
Target Rationale: Good governance is Threshold:
fundamental to educational leadership. DDU is
expected to work in collaboration with <60% 60%-85% 85%-95% >100%
international players like running programs with
partners.

Perspective: Learning and growth allotted weight: 30%

Table 10.12. Improve KSA of Staff weight: 15%
Perspective: Learning and growth Strategic objective: Improve KSA of staff

Name of measures: Improve academic Staff profile

Description: The staff profile ratio measures the proportion of staff profile with regard to first degree, second
degree, and third degree
Measure unit: Ratio Measure types: Lag
Measure Location/Ownership: Polarization: High values for second and third degree are good
ARCEAVP
Formula: (X/N: Y/N: Z/N) X 100 whereas X, Y and Z refers to the number of BA/BSC, MA/MSC, and PhD
holders respectively. And N represents total number of staff.
Data Source: All departments Collection/reporting frequency: Annually
Data quality: High Data collector: QEAPA
Baseline: 20:79:1 Target:

Year   2015/16 2016/17 2017/18 2018/19 2019/20

st
Target 1 D 25 10 5 0 0
2nd D 72 85 80 75 70
3rd D 3 5 15 25 30

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Target Rationale: The university will Threshold:
be engaged in intensive staff
development, recruitment of new <60% 60%-85% 85%-100% >100%
staff and made attractive working
environment.

Perspective: Learning and growth Strategic objective: Improve KSA of the staff

Name of measures: Administration staffs received professional training

Description: Measures percentage of administration staffs that received professional training based on
different training package
Measure unit: percent Measure types: Lag
Measure Location/Ownership: HR Polarization: high value is good
Formula: The number of professional training received administration staffs
Data Source: work units Collection/reporting frequency: Annually
Data quality: High Data collector: Library Directorate
Baseline: NA Target:
  Year 2015/16 2016/17 2017/18 2018/19 2019/20
Target 10% 15% 20% 25% 30%
Target Rationale: The University will be Threshold:
engaged in intensive administrative
development, recruitment of new staff and <60% 60%-85% 85%-100% >100%
make attractive working environment

Perspective: Learning and growth Strategic objective: Improve KSA of staff

Name of measures: Improve Administrative Staff profile

Description: The staff profile ratio measures the proportion of staff profile with regard to first degree, second
degree, and third degree
Measure unit: count Measure types: Lag
Measure Location/Ownership: Polarization: High values for second and third degree are good
ARCEAVP
Formula: The number of administrative staffs that upgraded their education level by the university Scholarship
Data Source: All work units Collection/reporting frequency: Annually
Data quality: High Data collector: QEAPA
Baseline: NA Target:

Year   2015/16 2016/17 2017/18 2018/19 2019/20

st
Target 1 D 10 15 20 22 25
2nd D 3 5 6 8 10
Target Rationale: The university will Threshold:
be engaged in intensive staff
development, recruitment of new <60% 60%-85% 85%-100% >100%
staff and made attractive working

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environment.

Strategic objective: Improve KSA of the staff

Perspective: Learning and growth

Name of measures: Professionally certified teachers (with CPD)

Description: This measure the percentage of academic staff certified meeting the CPD standard as
compared to the total number of staff.
Measure unit: Percent Measure types: Lag
Measure Location/Ownership: ARCEAVP Polarization: High values are good
Formula: The total number of instructors who are professionally certified meeting CPD standard divided by
the total number of instructors multiplied by 100.
Data Source: All departments Collection/reporting frequency: Annually
Data quality: High Data collector: QEAPA
Baseline: NA Target:
  Year 2015/16 2016/17 2017/18 2018/19 2019/20
Target 20% 30% 40% 50% 60%
Target Rationale: The university will be Threshold:
engaged in intensive staff development,
recruitment of new staff and made attractive <60% 60%-85% 85%-100% >100%
working environment.

Perspective: Learning and growth Strategic objective: Improve KSA of the staff

Name of measures: Competent employees as per the standard

Description: This measures the proportion of staff members who are with good performance records when
evaluated by their respective heads, colleagues and/or students.
Measure unit: Percentage Measure types: Lag
Measure Location/Ownership: Polarization: high value is good
ARCEAVP, HRM, scientific
Director(quality office)
 NePaYb NePaYc 
    100
Formula:  TeYb TeYc 
NePaYb
 100
TeYb
Where:
NePaYb = number of employees performing above average in the base year
TeYb = Total number of employees in the base year
NePaYc = Number of employees performing above average in the current year
TeYc = Total number of employees in the current year
Data Source: All department heads Collection/reporting frequency: Annually
Data quality: Medium Data collector: Quality office
Baseline: As different units/sections of Target:
the university may have different   Year 2015/16 2016/17 2017/18 2018/19 2019/20
proportion of employees who are Target 50% 60% 70% 80% 90%
currently performing above average
performance appraisal, it is believed that
sections may develop their specific
baseline value and consider the figure in
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setting targets
Target Rationale: Our SWOT analysis Threshold:
revealed that the performance of
employees in the university is very low. <60% 60%-85% 85%-100% >100%
However, it is a vivid fact that
organizational growth and productivity
can be achieved if and only if employees’
performance is improved. Hence,
targeting in increasing the number of
high performing employees is vital.

Perspective: Learning and growth Strategic objective: Improve KSA of the staff

Name of measures: Incentive packages and recognitions

Description: The number of incentive package and recognitions implemented to keep the motivation and
satisfaction of the staff at all levels which contribute to better performance and productivity.
Measure unit: Counting Measure types: Lag
Measure Location/Ownership: President Polarization: high value is good
Office, ARCEAVP, ADBDVP, HRM,
Formula: The sum of all kinds of incentives
Data Source: All departments Collection/reporting frequency: Annually
Data quality: High Data collector: HRM
Baseline: NA Target:
  Year 2015/16 2016/17 2017/18 2018/19 2019/20
Target 2 3 4 5 6
Target Rationale: The staff motivation is Threshold:
key to the achievement of university
mission and vision b/c contributions of <60% 60%-85% 85%-100% >100%
individuals are the basic issue to achieve
the target at the University level. The
management concern for staff motivation
is essential in addressing this issue in the
university.

Table 10.13. Expand and modernize infrastructure and facilities weight: 15%
Perspective: Learning and Strategic objective: Expand and modernize infrastructure and
growth facilities

Name of measures: Books(Text and Reference) to student ratio

Description: Measures the ratio of core reference books as compared to the total number of students.
Measure unit: Ratio Measure types: Lag
Measure Location/Ownership: Polarization: high value is good
ARCEAVP
Formula: The number of Books(core reference) divided by total number of students
Data Source: Library Directorate Collection/reporting frequency: Annually
Data quality: High Data collector: Library Directorate
Baseline: NA Target:

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   Year 2015/16 2016/17 2017/18 2018/19 2019/20
Target Reference 1:17 1:14 1:11 1:8 1:5
Text Book 1:5 1:4 1:3 1:2 1:1
Target Rationale: Educational Threshold:
quality is basic to produce
competent graduates. Quality can <60% 60%-85% 85%-100% >100%
be achieved when teaching and
learning is supported by the
necessary facilities and
infrastructure such as text and
references books.

Perspective: Learning and growth Strategic objective: Expand and modernize

infrastructure and facilities
Name of measures: students accessing digital library
Description: Measures the percentage of students accessing digital library as compared to the total
number of students in the university.
Measure unit: Percentage Measure types: Lag
Measure Location/Ownership: ARECAVP Polarization: high value is good
Formula: The number of students accessing digital library divided by total number of students multiplied
by 100
Data Source: Library Directorate Collection/reporting frequency: Annually
Data quality: High Data collector: Library Directorate
Baseline: NA Target:
  Year 2015/16 2016/17 2017/18 2018/19 2019/20
Target 60% 70% 80% 90% 100%
Target Rationale: Educational quality is basic Threshold:
to produce competent graduates. Quality can
be achieved when teaching and learning is <60% 60%-85% 85%-95% >100%
supported by the necessary facilities and
infrastructure such as books and references.

Perspective: Learning and growth Strategic objective: Expand and modernize

infrastructure and facilities
Name of measure: Laboratory or workshop facilities
Description: Measures the percentage of courses used laboratory or workshop facilities in the
university.
Measure unit: Percentage Measure types: Lag
Measure Location/Ownership: ARECAVP, Polarization: high value is good
ADBDVP
Formula: The number of courses that are equipped with laboratory or workshop facilities divided by
total number of courses that require such facilities multiplied by 100.
Data Source: ICT Directorate Collection/reporting frequency: Annually
Data quality: High Data collector: ICT Directorate, QEAPA

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Baseline: NA Target:
  Year 2015/16 2016/17 2017/18 2018/19 2019/20
Target 60% 70% 80% 90% 100%
Target Rationale: Educational quality is Threshold:
assured through providing all the teaching
facilities such as laboratories and workshops. <60% 60%-85% 85%-95% >100%

Perspective: Learning and growth Strategic objective: Expand and modernize infrastructure and
facilities
Name of measure: Smart (ICT Supported) class rooms
Description: Measures the percentage of Smart class rooms in the university.
Measure unit: Percentage Measure types: Lag
Measure Location/Ownership: Polarization: high value is good
ARCEAVP, ADBDVP
Formula: The number of Smart (ICT Supported) class rooms divided by total number of class rooms
multiplied by 100.
Data Source: ICT Directorate Collection/reporting frequency: Annually
Data quality: High Data collector: ICT Directorate, QEAPA
Baseline:0 Target:
  Year 2015/16 2016/17 2017/18 2018/19 2019/20
Target 5% 10% 15% 20% 25%
Target Rationale: Automation Threshold:
improves service quality in particular
and education in general. ICT supports <60% 60%-85% 85%-95% >100%
teaching and learning by setting up
systems like smart rooms.

Perspective: Learning and growth Strategic objective: Improve KSA of the staff

Name of measures: Teacher student ratio

Description: Teacher student ratio measures the total number of instructors as compared to the
total number of students in the university.
Measure unit: Ratio Measure types: Lead
Measure Location/Ownership: Polarization: Low values are good
ARCEAVP
Formula: The total number of instructors divided by the total number of students.
Data Source: All departments Collection/reporting frequency: Annually
Data quality: High Data collector: QEAPA
Baseline: 1:20 Target:
  Year 2015/16 2016/17 2017/18 2018/19 2019/20
Target 1:20 1:20 1:20 1:20 1:19
Target Rationale: The university will Threshold:
be engaged in intensive staff
development, recruitment of new staff <60% 60%-85% 85%-100% >100%
and made attractive working
environment.

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Perspective: Learning and growth Strategic objective: Expand and modernize infrastructure
and facilities
Name of measures: Outfitted infrastructure and facilities
Description: Measures number of outfitted buildings with necessary facilities
Measure unit: Percentage Measure types: Lag
Measure Location/Ownership: President Polarization: high value is good
office, ADBDVP
Formula: The number of outfitted buildings divided by total number of buildings multiplied by 100
Data Source: ADBDVP Collection/reporting frequency: Annually
Data quality: High Data collector: ADBDVP
Baseline: NA Target:

  Year 2015/16 2016/17 2017/18 2018/19 2019/20

Target 50% 60% 70% 80% 90%
Target Rationale: Universities are expected to Threshold:
equip all buildings with the necessary facilities
so as create conducive working environment <60% 60%-85% 85%-100% >100%
that enables to provide quality and efficient
services.

Perspective: Learning and growth Strategic objective: Expand and modernize infrastructure
and facilities
Name of measures: Number of ICT supported services
Description: This measure refers to the number of functional ICT supported activities at different units of the
university.
Measure unit: Counting Measure types: Lag
Measure Location/Ownership: President Polarization: high value is good
Office, ADBDVP, ARCEAVP
Formula: The sum of all the ICT enabled services
Data Source: All departments Collection/reporting frequency: Annually
Data quality: High Data collector: ICT
Baseline: 1 Target:

  Year 2015/16 2016/17 2017/18 2018/19 2019/20

Target 3 5 10 15 20
Target Rationale: The university aims at Threshold:
expanding the ICT infrastructure and facilities to
provide efficient and effective support for core <60% 60%-85% 85%-100% >100%
business activities and tasks. The University
currently is at low level of ICT infrastructure and
facilities.

Perspective: Learning and growth Strategic objective: Expand and modernize

infrastructure and facilities

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Name of measures: Facilities renovated
Description: This measures the facilities renovated in the relative amount to standards set by the university.
Measure unit: Ratio Measure types: Lag
Measure Location/Ownership: ADBDVP, Polarization: high value is good
Scientific Director
Formula: (X/Y)*100, where x is Facilities renovated, Y is the standards that need to be met.
Data Source: All departments Collection/reporting frequency: Annually
Data quality: High Data collector: All departments
Baseline: NA Target:

  Year 2015/16 2016/17 2017/18 2018/19 2019/20

Target 30% 50% 70% 90% 100%
Target Rationale: Infrastructures of the Threshold:
University that do not meet the minimum
standards set have a direct negative impact on <60% 60%-85% 85%-100% >100%
the quality of education

Perspective: Learning and growth Strategic objective: Expand and modernize infrastructure and
facilities
Name of measures: projects completed within the allotted time
Description: This measure includes all projects materialized within planned time framework to the standard.
Measure unit: Percentage Measure types: Lag
Measure Location/Ownership: President Polarization: high value is good
office, ADBDVP, Scientific Director office,
Formula: Sum of projects materialized as per time framework to the standard divided by total planned projects
x100
Data Source: President Office Collection/reporting frequency: Annually
Data quality: High Data collector: Planning, Monitoring and Evaluation Directorate,
Engineering unit
Baseline: NA Target:
  Year 2015/16 2016/17 2017/18 2018/19
Target 100% 100% 100% 100%
Target Rationale: Universities are Threshold:
expected to all materialized their projects
within planned time framework and to the <60% 60%-85% 85%-100% >100%
standard so as to enable their Overall
institutional performance.

11. Initiative: Programs, Projects and Activities

Table 11.1. Human resource development program
Initiative 1 Human Resource Development Program
Scope This program focuses on managers leadership capacity building; Academic and
administrative Staff competency improvement; change agent creation; and improving the
work and planning culture of the university staff
Importance This program contributes to staff KSA improvement objectives
Deliverables The implementation of this program provides competent and qualified staff and managers.

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 Improved staff efficiency and effectiveness are the other outputs of the initiative
Leadership capacity building project …………………………. 2,200, 000.00
Activities to be  Offering bi-annual trainings on leadership skills, decision making styles, conflict
performed management, decentralization, risk management techniques, customer handlings &
complaints management, entrepreneurship skills, change management, and other
relevant concepts to managers at all levels.
 Arranging experience sharing program
 Strengthening social affairs
 Building employee relationship
 Strengthening Organizational citizenship behavior
 Implementing merit based compensation packages/reward management
 Ensuring equitable grievance handling procedure
 Improve organizational security status/safety and healthy
Staff development project …………………………………..82,115, 000.00
 Identifying  gaps to achieve the academic staff profile standard
 Providing national and international long-term educational opportunities
 Providing national and international short-term trainings
 Developing change agents with all-rounded personalities that would serve as a role
model to facilitate the mental revolution of staff and enhance change implementation
 Arrange National and international experience sharing
 Develop safety policy and procedures(Improve organizational safety)
 Arranging awareness creation programs on work culture and punctuality
 Arranging discussion forums
 Providing planning skills trainings
 Encouraging team Work
Budget Required 84,315,000.00
Project owner Office of the President Project
Implementer HRM and ARCEAVP

Table 11.2. Infrastructures and facility enhancement program

Initiative 2:- Infrastructures and facility enhancement program
Scope this program emphasizes on constructions that would help the university
administrative and academic services; fulfilling facilities; and enhancing &
modernizing the ICT system
Importance This program contributes to the realization of improving facilities, improving work
environment and undertaking quality education, research and community
engagement objectives
Deliverables The implementation of this program helps the university to provide an accessible,
organized, efficient, and quality service, education and upgrades its capacity
Activities to be Building and infrastructure development project
performed  Building DDIT Campus…………….……..1,500,000,000.00
• Constructing administrative building
• Dormitories

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 • Recreation centers (lounge, football field, and multipurpose court,
swimming pool, gymnasium, Auditorium )
• Academic and Administrative buildings
• Class rooms , lecture theater hall
• Drawing rooms, Demonstrations rooms, Show rooms, studio,
• Smart rooms, Conference hall
• libraries, workshops,
• Laboratories, research centers, training centers, , incubation centers,
consultation offices ,
• technology park and ICT infrastructure, sewerage and waste treatment
system,
• Clinic
• Parking lot
 1500 dormitory /rooms………………………320,000,000.00
 Academic offices building………………140, 000,000.00
 300 Residential houses……………………300, 000,000.00
 1 Research and training park……………200, 000,000.00
 1 multipurpose hall………………………240, 000,000.00
 Fence ……………………………………..60, 000,000.00
 Campus Asphalt road ……………………50,000,000.00
 5 km Coble stone road…………………………8,000,000.00
 Campus beautification(3 greening area park, ICT park, )
……………………………………….20, 000,000.00
 Water supply……………………..5,000,000.00
 Postgraduate library………………80,000,000.00
 Establish and Equip teaching hospital………….500,000,000.00
 Guesthouses in Gelan and Dire Dawa…………..100,000,000.00
Facility Development Project
 Equipping laboratories and workshops………………200,000,000.00
 Equipping classrooms and offices………………50,000,000.00
ICT support enhancement project………………………..200,000,000.00
Required budget 3,973,000,000.00
Project owner President office, Scientific director
Project implementer Engineering unit, Compound service; Maintenance, Transport & Sanitary operation,
ICT and DDIT

Table 11.3. Change Management and Good Governance program

Initiative 3 Change Management and Good Governance program
Scope Focus on efficiently applying change management tools and good governance for
strengthening internal process alignment and external collaboration.
Importance The importance of this initiative is to improve the management system and
governance for efficient and effective achievement of the university vision and
mission. Various management tools are available like BPR, BSC, Kaizen, and others
to enhance service quality to customers. Good governance is important to create fair,
accountable, transparent and quality service to customers and stakeholders of the
university.
Deliverables Accountable, transparent, responsive, equitable, inclusive, effective, efficient, fair and
participatory management.
Project and activities 1.1 Change management project

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 Activities under this project include:
 Awareness creation on modern management tools such as BPR, BSC,
and Kaizen
 Identifying and building potential change agents
 Strengthening 1 to 5 team work and educational development army
 Institutional policy and guidelines development/amendment  activities
 Monitoring and Evaluation
1.2 Good governance project
Activities under this project include:
 Establish and design structure and system for participation
 Implementing effective communication system
 Create schemes for executive development
 Increasing female participation in leadership
 Strengthening Anti-corruption and ethics office
 Prepare and enforce policies and guidelines at different levels,
 Promote system of accountability and transparency
1.3 Cross cutting issues enhancement package
Activities under this project include:
 Gender equity enhancement
 Provision of academic support for female students
 Enhancing provision of guidance and counseling for female students
 Strengthening gender mainstreaming office
 HIV-AIDS related issues
 Strengthening HIV and reproductive health club
 Provision of training on STD
 Enhance environment protection activities
 Establishing environment protection forum with industries and community
Required budget: 2, 000, 000.00
Project owner: President, ARCEAVP, ADBDVP, scientific director, reform office
Project implementer Directors, deans, department heads, officers
Table 11.4. Institutional Quality and Relevance Assurance Program
Initiative 4:- Institutional Quality and Relevance Assurance Program

Scope: Institutional quality and relevance assurance program includes Institutional Programs’ Quality and
relevance projects that deals with the quality and relevance of educational, research and community service
programs. And Institutional system’s quality assurance that deals with improving the quality of service

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deliveries.

Importance: The initiative will contribute to the improvement of quality and relevance of programs and
improvement of service quality.

Deliverables: Within the coming five years, the implementation of this initiative will upgrade the quality,
competence and problem solving ability of graduates; achieve improved participation level of academic staff in
researching, realize increased quantity of research undertakings and  publications on reputable journals
among the total research done in the university; enhanced performance of  researchers in the identified priority
areas; and a 94% level of customer satisfaction towards the community services.

Institutional Program’s quality and relevance assurance project

Educational quality and relevance assurance works that include:
 Developing guidelines and criteria for course, program approval and curriculum revision and
actively involving the academic standards and curriculum review committee of the senate
 Promoting practical teaching and learning methods at all academic units
 Enhancing student centered teaching method
 Improving evaluation and assessment mechanisms and strengthening exam centers
 Establishing pedagogical skill improvement training center
 Strengthening educational quality assurance offices
 Developing and implementing quality care policy
 Conducting Tracer study/ Labor market assessment
 Revision and development of curriculum
 Implementing e-learning and Strengthening e-library
 Strengthening practice oriented teaching learning
 Strengthening industry attachment office
 Providing trainings on entrepreneurial skills for all graduating students
 Strengthening internal quality assurance system
Research Quality and Relevance Assurance activities that include
 Introducing research excellence awards and attractive incentive mechanisms
 Conducting societal problems and community need assessment
 Undertaking researches related to knowledge and technology adoptions/adaption
 Encouraging students’ toward research activities
 Organizing talent show program
 Arranging Creativity day and Innovation award program
 Increasing number of national and international conference and symposiums
 Communicating results of innovation and research outputs through medias

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 Community Service’s Quality and Relevance assurance works that include
 Increasing the service provision capacity of the university
 Establish and Enhance TTP sites
 Recognizing and awarding distinguished members of the community that contributed to the welfare
and development of the community
Institutional system’s quality assurance Project
Administrative service quality improvement activities:
 Establishing a feedback collection mechanisms and placing at all units of the university
 Encouraging, supporting and recognizing staff and student organizations
 Modernizing the documentation and information management practices
 Assuring students representation at all student service
 Providing timely and organized transportation services to all staff
 Improving /amending and implementing employees and students’ code of conduct
 Improving quality of students’ support services
Academic and research support services quality improvement Activities to be performed :
 Improving the discipline, motivation and skill of registrar and record employees
 Ensuring the transparency of students’ assessment and evaluation
 Reducing cycle time of research proposal review
 Introducing transparent proposal reviewing system (including introduction of an open defense
system)
 Monitoring and evaluating  researches undergoing
Community services quality improvement work includes
 Improving the affordability of educational community services
 Improving the professional ethics and discipline of health employees
 Improving the customer service quality of continuing and distance education programs  
Program expansion and diversification  project
Activities to be performed are:
 Diversifying under and postgraduate educational programs
 Establishing and Expanding distance education programs 
 Offering short term trainings and postgraduate diploma programs in different educational disciplines
 Diversifying the research thematic area in different fields of studies 
 Diversify community service activities of the university

Required budget:  Birr 3,000,000.00

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Project owner/coordinator: ARCEAVP and ADBDVP

Project Implementer:  QEAPA, director, RTI and DDIT, college deans and department heads.

Table 11.5. University Society good program

Initiative 5:- University Society good program
Scope This strategic initiative includes establishing new partnership with stakeholders and
strengthening the existing once. Moreover, it addresses promoting different activities
of the university. It also includes establishing and strengthening links with industries.
Moreover, it incorporates social responsiveness of the university
Importance To work in collaboration with different stakeholders and the surrounding community
Deliverables Strong partnership with stakeholders, built image
Activities to be Community engagement and partnership enhancement Project
performed  Community engagement enhancement package
 Identify areas of community engagement
 Establish engagement network and engage
 Promote the engagement
 Diversify and strengthen the engagement network
 Monitor, evaluate and get feedback
 Partnership enhancement package
 Identify areas of engagement requiring partnership
 Assess and identify potential partners
 Analyze partner’s needs, thematic area, levels, time, relevance etc.
 Establish partnership network
 Establish partnership database
 Promote project requiring partnership
 Diversify and strengthen partnership network
 Monitor, evaluate and update the partnership network
General Education Quality Improvement Project (model-high school)
 Enhancing teaching and learning
 Enhancing student learning environment
 Strengthening the school leadership and management
 Enhance community participation
Corporate Social responsibility Project
 Training on employee and student volunteerism , establishing and running
non-profit organization
 City cleaning event (on earth day…)
 Support for seniors/old age centers
 Support for orphan children, disabled/autism children
 Literacy package
 Support for urgent and needy project in the community
 Providing health care support for the employee
 Disaster relief
 Organizing events (blood donation, employee financial donation, )
 Preserving historical places , resources
 Educating surrounding community on how to lead environmental friendly life
Required budget 10,000,000.00
Project owner President and Vice president offices
Project implementer All work units
Table 11.6. Technology Innovation and research output dissemination
Initiative 6:- Technology Innovation and research output dissemination
Scope Focused on enhancing innovation, adaption and dissemination of research outputs
Importance Address the development of internal technology adaption capacity, strengthening
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 innovation and dissemination of research outputs to the community
Deliverables Solved community problems and enhancement of internal creativity
Activities to be Technology innovation and dissemination project
performed  Conducting community and industry need assessment
 Networking collaboration with industries
 Apprenticeships
 Staff and student entrepreneurial mindset
 Arranging creativity day and award
 Establishing technology incubation center
 Technology testing and verification
 Participating on national and local exhibitions
 Participating on national and local trade fair
 Establish method of communication system(Journals, Newsletter, Websites,
direct mail)
 Use various dissemination media
 Consortium
Research and output dissemination project
 Developing research undertaking and dissemination capacity of staffs
through collaboration with other senior university
 Introducing research excellence awards and attractive incentive mechanisms
 Establish at least two journals of the university
 Making available different types of journals in hard and soft copy in the library
 Increase research output media coverage(use newspaper, Television and
Radio outlet)
 Press release
 Publication in the reputable journals
 Prepare and communicate research summary document(key findings and
factsheet)
 Creating and distributing Flyers, Posters and Brochures about research
projects and findings
 Policy briefs
 Use study newsletters
 Use community agency publications and websites
 Use local events, seminars/conferences and community meetings
Required budget 10,000,000.00
Project owner ARCEAVP
Project implementer RTI
Table 11.7. Income Generation and Resource Mobilization & Utilization Improvement Program
Initiative 7:- Income Generation and Resource Mobilization & Utilization Improvement Program
Scope This program deals with expanding the university’s revenue generation schemes and
optimum utilization of resources.
Importance Implementation of this program will help the university increase its income to support
the government budget so as to achieve the intended mission and vision thereof. It
also helps to utilize resources economically for the intended purposes.
Deliverables Reduced budge dependency on government by 30% and efficient and effective
utilization of resources
Project and activities 1. Income generation enhancement project
Activities under this project include:
 Establishing and Strengthen income generation coordination office
 Establishing and strengthening business enterprise

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  Conduct need based training and consultancy service
 Prepare fund raising proposals and projects
 Expand post graduate programs, distance and CEP
 Revenue from different sales and rental services
 Regular monitoring and evaluation of income generation activities
 Construction design, consultancy, supervision services
 Strengthening material production unit
 Hollow block concrete strength testing service
 Provision of training on driving license and approval service
 Provision of annual vehicle inspection service
 Equipment renting
2. Improvement of resource utilization project
Activities under this project include:
Activities Physical resource
 Training on resource stewardship principles
 Automating the property registration and control system
 Apply KAIZEN principle in appropriate areas
 Identification, segregation and utilization of idle resources
 Creating awareness on property management and utilization
 Ensuring a fair distribution of materials or properties
 Ensuring timely and appropriate repair and maintenance services
 Type & quality specification
Financial Resources
 Strengthen the existing capacity of the financial personnel
 Ensuring effective and accountable procurement system

 Implementing material disposition plans and programs

 Cycle time
 Budget planning, execution and auditing
Required budget: 10, 000, 000.00
Project owner: VP Admin
Project implementer President Office, ADBDVP, ARCEAVP
Table 11.8. Program Customer relationship and satisfaction enhancement
Initiative 8:- Customer relationship and satisfaction enhancement
Scope This initiative is targeted to focus on enhancing service delivery system for internal
and external customers and stakeholders
Importance This project improves customer and stakeholder participation consequence increase
customer satisfaction.
Deliverables Customer Satisfaction

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Activities to be Administrative support service project
performed  Enhance student affair service
 Encourage customer/stakeholder participation in the university decision
making
 Enhancing communication
 Creating conducive work environment
 Enhance ethical relationship among staff, customers and stakeholders
 Enhancing a feedback collection mechanisms and placing at all units of the
university
Customer handling Project
 Promoting university services
 Expanding services accessibility
 Enhance communication
 Image building activities
 Recognizing and awarding distinguished members of the community that
contributed to the welfare and development of the community
 Strengthening, supporting and recognizing staff and student organizations
 Providing trainings on entrepreneurial skills for all graduating students
 Strengthening consultancy services
 Establish partnership and customer networking office
 Developing and continuously updating customers database
Required budget 1,000,000.00
Project owner President Office
Project implementer Process Owners

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12. Corporate Strategic Initiatives and Objectives Matrix
Table 12.1. Corporate Strategic Objective to Initiative Matrix
Corporate Objectives Initiatives Projects Program Responsible
Budget Unit
1 Improve KSA of the staff Human resource development Leadership capacity building project 84, 315, 000.00 Office of the president
program
Staff development project
2 Expand and modernize infrastructure and facilities Infrastructure and facility Building and infrastructure dev’t project 3, 973, 000, 000.00 Office of the president,
enhancement program Scientific director
Facility dev’t project
ICT Support enhancement project
3 Enhance good governance and cross-cutting Change management and Chang management project 2, 000, 000.00 President, VPARCEA,
activities good governess program Good governance project ADBDVP, scientific director,
Cross cutting issues
reform office
4 Enhance academic quality and relevance Institutional programs’ quality and relevance assurance 3, 000, 000.00 QEAPA, director, RTI and
Institutional quality and project DDIT, deans and department
relevance assurance program institutional system quality assurance project
heads
Program expansion and diversification project
5 Improve service quality
6 Increase access and equity of education
7 Increase Teaching-learning, technology adoption/ Technology innovation and Technology innovation and dissemination project 10, 000, 000.00 VP for Academic and
adaptation, research output and community research output dissemination Research affairs
engagement beneficiaries. program Research output dissemination project
Research Directors
8 Enhance scale, quality & relevance of technology
adoption/adaptation, research output and linkage
with industries
9 Enhance community engagement, corporate social University Society good Community engagement and partnership enhancement 10, 000, 000.00 President and Vice president
responsibility and stakeholders partnership program projects offices, All work units
General education quality improvement project (model high
school)
Cooperate society responsibility projects
10 Improve resource utilization Income generation and Income generation enhancement project 10, 000, 000.00 President, ADBDVP,
resource utilization ARCEAVP
improvement program Improvement of resource utilization & mobilization project
11 Expand internal income

12 Increase customers and stakeholders Participation Customer relationship and Administrative support service project 1, 000, 000.00 President, ADBDVP, College
satisfaction enhancement
program Customer handling project
13 Maximize customers and stakeholders Satisfaction

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 13. Cost and Finance
Table 13.1. Cost and Finance
Dire Dawa University 2015/16-2019/20 Budget and finance estimation Total

Type of Source of 2015/16 2016/17 2017/18 2018/19 2019/20

Budget Finance
Recurrent Gov’t treasury 255,016,400.12 296,120,553.132 351,493,733.292 355,093,733.292 361,550,799.86 1,619,275,219.696
University
internal income 6,694,000.40 7,433,000.40 9,000,000.00 10, 000,000.00 12, 000,000.00 45,127,000.80
Sub Total 261,710,400.52 303,553,553.532 360,493,733.292 365,093,733.292 373,550,799.86 1,664,402,220.496
Capital Gov’t treasury 382, 524,600.18 444,180,799.698 527,240,599.938 532,640,599.938 542,326,199.79 2,428,912,799.544
_ _
University _ _ _ _
internal income
Sub Total
382, 524,600.18 444,180,799.698 527,240,599.938 532,640,599.938 542,326,199.79 2,428,912,799.544
Total Gov’t treasury 637,541,000.30 740,301,332.83 878,734,333.23 887,734,333.23 903,876,999.65
University
internal income 6,694,000.40 7,433,000.40 9,000,000.00 10, 000,000.00 12, 000,000.00 45,127,000.80
Total 644,235,000.70 747,734,333.23 887,734,333.23 897,734,333.23 915,876,999.65 4,093,315,000.04

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14. Monitoring and Evaluation
Monitoring and evaluating the planning activities and status of implementation of the
plan is for many organizations- as important as identifying strategic themes and
objectives. One advantage of monitoring and evaluation is to ensure that the
organization is following the direction established during strategic planning. The
strategic plan document should specify who is responsible for the overall
implementation of the plan, and also who is responsible for achieving each objective
and target.
It should also specify who is responsible to monitor the implementation of the plan and
made decisions based on the results. Cognizant of this fact, a monitoring and evaluation
system of the next five years BSC/strategic plan of DDU is formulated. An efficient
Monitoring and Evaluation system requires a well-established coordination among all
levels. A planning office in collaboration with top management, will be responsible for
monitoring and evaluating all units of the university, and will convene a meeting of
university council and other relevant key actors to review progress biannually.
The achievement of planned activities will be measured through surveys, special
studies, site visits and regular reports from implementing business process
college/school/institute/directorates/sections/teams department/ unit/ and other
partners. Business processes, college, departments, directorates, offices and units will
also hold annual, semi-annual, quarterly and monthly meetings to evaluate their
performance, identify bottlenecks and take timely action, and disseminate best
practices. Last but not least, monitoring and evaluation shall track resource
disbursement and utilization at all levels to ensure result-oriented performance and best
use of resources.

14.1 Cascading

14.1.1 Types of Performance data to be collected

Performance reports shall indicate cause and effect relationship of activities
hierarchically.
And there will be four types of performance reports to be prepared at different levels.

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  Corporate performance report
 Directorates’/colleges/institutes’ performance report
 Offices/departments and units/sections/teams performance report
 Individual performance report

Data collection and Information flow Individual level performance data will be collected
daily by the concerned employee and weekly report to their immediate supervisors/team
leaders/ department heads. By compiling the collected reports and their own
performances, these supervisors/team leaders/section heads/department heads shall
report biweekly to their immediate supervisor/directors/Colleges/institutes heads. In-
turn, these unit compile the performance reports of their subordinates and their own
performance and submit to the planning office head monthly. Finally the planning office
will compile these performance reports from all Units and prepare institutional
performance reports based on the corporate objectives. Daily, weekly, monthly, quarterly
and annual performance reports will be prepared as per the Formats annexed herewith.

14.1.2 Monthly, Quarter and Annual Performance Report Preparation

All monthly, quarterly and annual performance reports should be prepared in a
participatory Way. Reports should be able to pinpoint strengths, weakness, obstacles
and measures taken to overcome the problem. It shall also indicate proposed solutions
to alleviate the problem in future.

Performance report sending and feedback receiving schedule

Deans, directors and other unites are expected to submit their performance report to the
planning office based on the following schedule
 Monthly reports with in the first three days of each next month
 Quarter reports shall be submitted within the first five days of Tikimit, Tir, and Meazia
Ethiopian calendar.
 Annual reports (including the fourth quarter report) up-to Hamle 7 according to
Ethiopian calendar.

The planning office should be able to send these reports to the top and middle managers by
compiling and analyzing based on the following schedule

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  Monthly reports within the first five days of each next month.
 Quarter reports shall be submitted within the first seven days of Tikimit, Tir, and
Meazia Ethiopian calendar.
 Annual reports (including the fourth quarter report) up-to Hamle 9 according to
Ethiopian calendar. University council shall approve the reports up-to Hamle 11

The top management should present the complied and analyzed reports to the board of the
University and submit same to MoE and to HEI standing committee of the parliament based on
the following schedule:

 Quarter reports shall be submitted within the first ten days of Tikimit, Tir, Meazia,
and Hamle Ethiopian calendar
 Annual reports shall be submitted up-to Hamle 15 according to Ethiopian calendar

Respecting deadlines for plan and report preparation. The BSC annual plans and performance
reports of processes, schools/colleges, institutes and Offices will be submitted to the planning
office first through e-mail and then in hard copy endorsed by the section head. Furthermore,
each and every office of the university is abide by the plan and report sending schedules
approved. The planning office together with the top management of the university can take
necessary administrative measures to irresponsible individuals.

Work Relation and Information Exchange

To realize the vision of the university and achieve its objectives, smooth and strong relation
among top managers, directors, deans and responsible individuals is compulsory. Fast
information exchange among the responsible agents is also vital for the successful
implementation of the plan. In addition, the university community should be active participant
in the plan implementation. On the other hand the planning office is responsible for solving
problems and obstacles that might occur in the process.

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The university will have four performance ranks. These are:

Table:- 14.1.2.1 Performance rank

Level Score Range Description

Outstanding 5+1 ≥100% When the achieved result is greater than the targeted
(dark green) performance

Excellent (Light 5 85-100% When the achieved result is between 85 and 100%
Green)

Satisfactory (yellow) 3 60%- When the achieved result is between 60% and 85% of
85% the targeted performance

Unsatisfactory(red ) 1 1-60% When the achieved result is 1-60% of the targeted

performance
0 0% When the achieved result is 0% of the targeted
performance

Teams, Section, Directorate, Corporate Performance

The Planning office shall verify if all reports from directors are prepared as per all the
requirements and procedures. By doing so, the directorate shall submit same to the
relevant top management by incorporating comments and suggestions, if any. Based on
the monitoring and performance evaluations reports collected from all concerned
directors/Colleges, the planning monitoring and evaluation directorate and finance
directorate shall prepare institutional monitoring and evaluation report and submit to the
president of the university for discussion at the university council’s meeting. Based on
the inputs collected from the university council on the performance evaluation report,
the administrative council of the university shall evaluate how far the objectives, and
targets formulated on the scorecard are achieved and thereby decide the institutional
performance level.

If the institutional performance evaluation carried out by the university council and the
administrative council shows differences, it shall be justified as precise as possible. If
the discrepancy is high; the evaluation shall be repeated and corrected. And finally it

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shall be submitted to the university board to incorporate comments and suggestions, if
any.

All evaluations carried out at different levels, shall be submitted and presented in
accordance with the annual reports submission and presentation schedules and
procedures.

Individual Employees Performance Evaluation and Incentive

An immediate supervisor (in recent thoughts, the employee him/herself can also be
required to evaluate his/her performance and submit the result to his/her immediate
supervisor) shall conduct performance evaluation of their employees every six months.
Administrative staff shall be evaluated in Tir and Hamle months whereas performance
evaluation of academic Employees shall be conducted at the end of each semester.

The performance evaluation of the employees shall be as transparent as possible in

such a way that the employees shall get an access to the completed performance
evaluation format, Forward suggestions, if any, to the evaluator and then put his/her
signature on the filled Evaluation. The performance evaluation shall be conducted as
per the format annexed here with.

Feedback and Corrective Mechanisms

The purpose of monitoring and evaluation is to follow up and assess progress of a

planned activity and then to forward feedback and take corrective measures for better
achievement of the targets. Every supervisor is expected to give feedback for a
responsible body from which / whom he/ she receive weekly, bi-weekly, monthly,
quarterly and annual reports. The supervisors/concerned individuals are also
responsible to take the appropriate corrective measures for the activities executed
under his/her immediate supervision/responsibility based on the monitoring and
evaluation results feedback. The evaluation results of individuals, case teams,
departments, school/faculty/college, business process, University council, administrative
council and board shall be communicated with in a week to the concerned bodies for
their appropriate actions. The planning office should give feedback for those offices
which submit their monthly, quarterly and annual reports within ten days of the
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performance report submission. At the University level, the University council,
administrative council and the board are responsible to take corrective measures based
on the evaluation results.

Grievance Handling
If an employee has grievance on his/her performance evaluation result, he/she has to
present his/her complaint in written form to the next supervisor within three days of an
official announcement of the evaluation result. The next supervisor who received
employee complaint will verify the complaint and pass decision on the issue by
comparing the individual performance with his/her scorecard.
If the employee has still grievance on the decision of the next supervisor, he/she has to
present his/her complaint in written form to the grievance handling committee of the
university within five days of an official announcement of the next supervisor decision.
The decision of the committee will be the final verdict for the complaint.

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Annex
DIRE DAWA UNIVERSITY

ANNEX I: CASCADING FORMAT

Annex 1.1: Vice presidents’ Cascading Format
Perspectives Corporate Objectives Objectives’ Measures & units Measures Baseline Targets
Objective of the vice weight weight
president’s from 100% from
office 100%

Prepared by:
Approved by:
Name: __________________________________
Name: _________________________
Sign: ___________________
Sign: ___________________
Date: ___________________ Date: ____________________

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 DIRE DAWA UNIVERSITY

ANNEX I: CASCADING FORMAT

Annex 1.2: Institutes’, Processes’, Colleges’, Faculties’ and Schools’ cascading format
Perspectives Corporate Objectives Objectives’ Measures & units Measures Baseline Targets
Objective of the vice weight weight
president’s from 100% from
office 100%

Prepared by:
Approved by:
Name: __________________________________
Name: _____________________________
Sign: ___________________
Sign: ___________________
Date: ___________________ Date: ____________________

DIRE DAWA UNIVERSITY

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 ANNEX I: CASCADING FORMAT
Annex 1.3: Programs’ cascading format
Perspectives Corporate Objectives Objectives’ Measures & units Measures Baseline Targets
Objective of the vice weight weight
president’s from 100% from
office 100%

Prepared by:
Approved by:
Name: __________________________________
Name: ____________________________
Sign: ___________________
Sign: _____________________________
Date: ___________________ Date: _____________________________

DIRE DAWA UNIVERSITY

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 ANNEX I: CASCADING FORMAT
Annex 1.4: Departments’ cascading format
Perspectives Corporate Objectives Objectives’ Measures & units Measures Baseline Targets
Objective of the vice weight weight
president’s from 100% from
office 100%

Prepared by:
Approved by:
Name: __________________________________
Name: ____________________________
Sign: ___________________
Sign: ___________________
Date: ___________________ Date: ____________________

DIRE DAWA UNIVERSITY

ANNEX I: CASCADING FORMAT

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Annex 1.5: Case Teams’ cascading format
Perspectives Corporate Objectives Objectives’ Measures & units Measures Baseline Targets
Objective of the vice weight weight
president’s from 100% from
office 100%

Prepared by:
Approved by:
Name: __________________________________
Name: ___________________________
Sign: ___________________
Sign: ___________________
Date: ___________________ Date: ____________________

DIRE DAWA UNIVERSITY

ANNEX I: CASCADING FORMAT

Annex 1.6: Individual’s cascading format
Perspectives Corporate Objectives Objectives’ Measures & units Measures Baseline Targets
of the vice weight weight

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 Objective president’s from 100% from
office 100%

Prepared by: Approved by:

Name: __________________________________
Name: __________________________
Sign: ___________________
Sign: ___________________
Date: ___________________ Date: ____________________

DIRE DAWA UNIVERSITY

ANNEX II: ACTION PLAN, REPORT AND EVALUATION FORMATS

Annex 2.1. Monthly Action Plan Format

Directorate/Business Process________________________________ Budget Year___________

Perspective_______________________

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 MONTHLY ACTION PLAN
Strategic Performance Target July August September October November December Implementer
objective measure
Objective 1: Target 1.1:
Description of activities:
Target 1.2:
Description of activities
Objective 2: Target 2.1:
Description of activities:
Target 2.2:
Description of activities

Prepared by: Approved by:

Name:_________________________________ Name:__________________

Signature:________________ Signature:________________

Date:____________________ Date:___________________

DIRE DAWA UNIVERSITY

ANNEX II: ACTION PLAN, REPORT AND EVALUATION FORMATS

Annex 2.2. Bimonthly Action Plan Format

Department head/officer/team leader____________________________ Budget Year___________

Perspective____________________

Strategic Performance Target BIMONTHLY ACTION PLAN Implementer

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Objective Measure July August September October November December

Prepared by: Approved by:

Name:_________________________________ Name:_______________________

Signature:________________ Signature:________________

Date:____________________ Date:___________________

DIRE DAWA UNIVERSITY

ANNEX II: ACTION PLAN, REPORT AND EVALUATION FORMATS

Annex 2.3. Weekly Action Plan Format

Directorate/Business Process ____________________________ Budget Year___________

Perspective__________________________

WEEKLY ACTION PLAN

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Strategic Performance Target July August September October November December
objective measure W W W W W W W W W W W W W W W W W W W W W W W W
1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 3 1 2 3 4 1 2 3 4
Objective 1: Target 1.1:
Description of
activities:
Target 1.2:
Description of
activities:
Objective 2: Target 2.1:

Description of
activities:
Target 2.2:
Description of
activities:

Prepared by:
Approved by:
Name:_________________________________ Name:_______________________________

Signature:________________ Signature:________________

Date:____________________ Date:___________________

DIRE DAWA UNIVERSITY

ANNEX II: ACTION PLAN, REPORT AND EVALUATION FORMATS

Annex 2.4. Performance data recording format

Name of the employee______________________________ Name of Business Process___________________________

Department/team/sub-process___________________________ Budget year____________ Month_______________
Week___________ Perspective_____________________________

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Strategic Performanc Target & description of Monday Tuesda Wednesd Thursda Friday Comment
objective e measure activities y ay y

Prepared by: Approved by:

Name:_______________________________
Name:_________________________________

Signature:________________ Signature:________________

Date:____________________ Date:___________________

DIRE DAWA UNIVERSITY

ANNEX II: ACTION PLAN, REPORT AND EVALUATION FORMATS

Annex 2.5. Performance data recording format

Name of the employee______________________________ Name of Business Process___________________________

Department/team/sub-process___________________________ Employee Position_______________________
Date of evaluation (6 months’ time or half of the budget year): from ________________________to________________________

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Perspectiv Employees’/individu Weigh Performance measures Weight Target Accomplis Performa Total Remark
es als’ objectives t s hment/ach nce level result/poi
ieved nts
result achieved

Prepared by: Approved by:

Name:_________________________________ Name:___________________________

Signature:________________ Signature:________________

Date:____________________ Date:___________________

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Key: Outstanding = 4; Excellent = 3; Satisfactory = 2; Unsatisfactory = 1

Employees’ comments:
_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
__________
_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
__________________

Name___________________________________ Signature _____________Date____________

Immediate supervisor’s comments:

_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
__________________________________
_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
______

Name__________________________________ Signature ______________Date____________

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Bibliography
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performance, February, 1992.
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