ST.

MARY’S UNIVERSITY

Annual Performance Report for the Academic

Year 2009/10 (2002 E.C.)

And

Annual Plan for the Academic Year 2010/11 (2003 E.C.)

Center for Educational improvement and Quality Assurance

Addis Ababa January 2011

Publication No. SMUC 019/11

 Table of Content
LIST OF TABLES .......................................................................................................................... IV
LIST OF FIGURES ...........................................................................................................................V
ACRONYMS .................................................................................................................................. VI
FOREWORD ................................................................................................................................VIII
INTRODUCTION ............................................................................................................................. 1
INSTITUTIONAL PERFORMANCE OF THE YEAR ................................................................... 2
The Activities Planned .................................................................................................................. 2
Plan Implementation ..................................................................................................................... 4
Problems Encountered .................................................................................................................. 7
Good practices .............................................................................................................................. 8
Conclusions ................................................................................................................................... 8
PERFORMANCE OF MAJOR UNITS FOR THE YEAR ............................................................. 10
Law Faculty ................................................................................................................................ 10
Overview ................................................................................................................................. 10
Achievements for the year....................................................................................................... 12
Business Faculty ......................................................................................................................... 14
Overview ................................................................................................................................. 14
Achievements for the year....................................................................................................... 15
Informatics Faculty ..................................................................................................................... 17
Overview ................................................................................................................................. 17
Achievements for the year....................................................................................................... 19
Challenges Encountered ......................................................................................................... 20
Teacher Education Faculty ......................................................................................................... 21
Overview ................................................................................................................................. 21
Achievements for the year....................................................................................................... 21
Challenges Encountered ......................................................................................................... 22
Library and Documentation ........................................................................................................ 23
Overview ................................................................................................................................. 23
Achievements for the year....................................................................................................... 23
Challenges Encountered ......................................................................................................... 25
Office of the Registrar ................................................................................................................ 26
Overview ................................................................................................................................. 26
Achievements for the Year ...................................................................................................... 26
Challenges Encountered ......................................................................................................... 27
Academic Program Office .......................................................................................................... 28
Over view ................................................................................................................................ 28
Achievements for the Year ...................................................................................................... 28
Challenges Encountered ......................................................................................................... 29
Career and Cooperative Training Unit ........................................................................................ 31
Overview ................................................................................................................................. 31
Achievements for the Year ...................................................................................................... 31
Challenges Encountered ......................................................................................................... 34
Student Support Services Office ................................................................................................. 35
Overview ................................................................................................................................. 35
Achievements for the Year ...................................................................................................... 35
Challenges Encountered ......................................................................................................... 37
ICT Development and Support Unit ........................................................................................... 38
Overview ................................................................................................................................. 38
Achievements .......................................................................................................................... 39
Challenges Encountered ......................................................................................................... 40

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 Gender Office ............................................................................................................................. 42
Overview ................................................................................................................................. 42
Achievements .......................................................................................................................... 43
Information and Communication Office ..................................................................................... 45
Overview ................................................................................................................................. 45
Achievements for the Year ...................................................................................................... 45
Challenges Encountered ......................................................................................................... 46
Testing Center ............................................................................................................................. 47
Overview ................................................................................................................................. 47
Achievements for the Year ...................................................................................................... 48
Challenges Encountered ......................................................................................................... 49
Community and Outreach Services ............................................................................................ 50
Overview ................................................................................................................................. 50
Achievements for the Year ...................................................................................................... 52
College of Open and Distance Learning ..................................................................................... 54
Overview ................................................................................................................................. 54
Achievements for the Year ...................................................................................................... 55
Challenges Encountered ......................................................................................................... 59
School of Graduate Studies ......................................................................................................... 60
Overview ................................................................................................................................. 60
Achievements for the Year ...................................................................................................... 61
Challenges Encountered ......................................................................................................... 62
IGNOU Post Graduate Programs Coordination Office............................................................... 63
Overview ................................................................................................................................. 63
Achievements for the Year ...................................................................................................... 63
Challenges Encountered ......................................................................................................... 65
Center for Educational Improvement and Quality Assurance .................................................... 66
Overview ................................................................................................................................. 66
Achievements for the Year ...................................................................................................... 68
Challenges Encountered ......................................................................................................... 70
Administration and Finance Services ......................................................................................... 71
Overview ................................................................................................................................. 71
Achievements for the year....................................................................................................... 71
Challenges Encountered ......................................................................................................... 73
Top-management ........................................................................................................................ 74
Overview ................................................................................................................................. 74
Achievements for the Year ...................................................................................................... 74
Challenges Encountered ......................................................................................................... 76
ANNUAL ACTON PLAN FOR THE YEAR 2010/11 (2003 E.C.) ............................................... 77
INTRODUCTION ........................................................................................................................... 78
OBJECTIVES ................................................................................................................................. 78
THE PLANNING UNITS ............................................................................................................... 79
THE PLANNING APPROACH ..................................................................................................... 80
MAJOR ACTIVITIES .................................................................................................................... 80
ASSUMPTIONS AND RISKS ....................................................................................................... 88
MONITORING AND EVALUATION OF PLAN IMPLEMENTATION .................................... 89
Monitoring .................................................................................................................................. 89
Evaluation ................................................................................................................................... 91
ANNUAL PLAN BY MAJOR UNIT ............................................................................................. 93
1. Faculty of Business ................................................................................................................. 93
2. Faculty of Law ........................................................................................................................ 97
3. Faculty of Informatics ............................................................................................................. 99

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 4. Faculty of Teacher Education ............................................................................................... 102
5. School of Graduate Studies ................................................................................................... 104
6. Community/ Outreach Services ............................................................................................ 106
7. ICT Development and Support Unit ..................................................................................... 108
8. Office of the Registrar .......................................................................................................... 112
9. Career & Cooperative Training Unit .................................................................................... 115
10. Library and Documentation ................................................................................................ 118
11. College of Open and Distance Learning ............................................................................. 121
12. Testing Center ..................................................................................................................... 123
13. Student Support Services Office ......................................................................................... 125
14. Information & Communication Office ............................................................................... 127
15. Gender Office...................................................................................................................... 128
16. Research and Knowledge Management Office ................................................................... 131
17. CEIQA ................................................................................................................................ 134
18. Business and Administration Division................................................................................ 137
19. Top Management ................................................................................................................ 141
ANNUAL PLAN OF THE INSTITUTION .................................................................................. 146
ANNEXES .................................................................................................................................... 156
Performances of Major Units in the Implementation Annual Plan for the Year 2002.............. 156
Monitoring tools ....................................................................................................................... 216
Strategic Directions and Objectives of SMUC ......................................................................... 221
Strategic Issues and Objectives of Research at SMUC............................................................. 224

iii
List of Tables

Table 1 Distribution of planned activities by major units and strategic priorities (SP) of the UC
(2002 E.C)................................................................................................................................. 3
Table 2 Annual Performance of the UC by Major Units and Strategic Priority (2000 E.C) ............. 6
Table 3 Academic staff of Law Faculty by level of qualification and rank .................................... 11
Table 4 Student enrollment in Law Faculty by division ................................................................. 11
Table 5 Tutors and Students involved in practicum ........................................................................ 31
Table 6 Cooperative Training Placement and Host Enterprises for Regular Students .................... 32
Table 7 Cooperative Training Placement and Host Enterprises for Extension Students ................ 33
Table 8 Job Placement of Diploma Graduates ................................................................................ 33
Table 9 Job Placement of Degree Graduates ................................................................................... 33
Table 10 Advice and Consultations Given to Volunteer Students .................................................. 33
Table 11 Freshman Student enrollment in 2002 - Level IV ............................................................ 55
Table 12 Freshman Student enrollment in 2002 - Level III ............................................................ 56
Table 13 Freshman Student enrollment in 2002 - Degree ............................................................... 56
Table 14 Total Graduates of College of Open and Distance Learning (1995-2002 E.C years) ...... 57
Table 15 CODL Graduates Statistics of 2002 Academic Year ....................................................... 58
Table 16 Number of students registered in IGNOU Programs 2002 E.C. ...................................... 61
Table 17 Number of students registered in 2002 E.C ..................................................................... 64
Table 18 Number of students registered, total number of students graduated and total number of
students on roll........................................................................................................................ 64

iv
List of Figures
Figure 1 Annual performance rate (%) by major units (2002E.C.) ................................................... 4
Figure 2 Change in performance rate (%) during 2002E.C. from of 2001 by major units ................ 5
Figure 3 Variation of institutional performance rate (%) by SP from overall average ..................... 6
Figure 4 Annual performances (%) of Faculty of Law by SP ......................................................... 13
Figure 5 Annual performance (%) of Faculty of Businesses by SP ................................................ 15
Figure 6 Annual performance of Informatics Faculty by SP .......................................................... 20
Figure 7 Annual performance of Faculty of Teacher Education by SP (2002 E.C) ........................ 22
Figure 8 Annual performance of Library and Documentation Unit by SP ..................................... 24
Figure 9 Annual performance of Office of the Registrar by SP ...................................................... 27
Figure 10 Annual performance of Academic Program Office by SP .............................................. 29
Figure 11 Annual Performance of Career and Cooperative Training Unit by SP ........................... 32
Figure 12 Annual performance of Student Support Services Office by SP .................................... 36
Figure 13 Annual performance of ICT Support and Development Unit by SP............................... 40
Figure 14 Annual performance of Gender Office by SP ................................................................. 44
Figure 15 Annual Performance of Information Communication Office by SP ............................... 45
Figure 16 Staffing Structure for Community Services Directorate ................................................. 51
Figure 17 Annual performance of Community and Outreach Services by SP ................................ 53
Figure 18 Annual performance of CODL by SP ............................................................................. 59
Figure 19 Annual performance of School of Graduate Studies....................................................... 62
Figure 20 Annual Performance of IGNOU International Programs Coordination Office .............. 64
Figure 21 Annual Performance of CEIQA by SP ........................................................................... 69
Figure 22 Annual performance of Administration and Finance Services Office by SP .................. 72
Figure 23 Annual performance of Top-management by SP ............................................................ 76

v
Acronyms
ADRC Academic Development Resource Center
AFSO Administration and Finance Services Office
AO Agent Office
APO Apprenticeship and Practicum Office
BAD Business and Administration Division
BF Business Faculty
BOSS Bulletin of Students Statistics
CC Coordination Center
CCTU Career and Cooperative Training Unit
CEIQA Center for Educational Improvement and Quality assurance
CEIRQA Centre for Educational Improvement, Research and Quality Assurance
CoC Certificate of Competence
CODL Collage of Open and Distance Learning
COS Community/ Outreach Services
CPD Continuous Professional Development
CRQA Center for Research and Quality Assurance
DED Distance Education Division
EC Ethiopian Calendar
ETQAA Ethiopian Quality Award Agency
GRE Graduate Record Examination
HE Higher Education
HEI Higher Education Institute
HERQA Higher Education Relevance and Quality Agency
HQ Head Quarter
HRM Human Resource Management
ICO Information Communication Office
ICT Information Communication Technology
ICTSDU Information Communication Technology Support and Development Unit
IF Informatics Faculty
IGNOU Indra Gandhi National Open University
IT Information Technology
KG Kinder Garden
LAC Legal Aid Clinic
LF Law Faculty
LLB Bachelor of Laws (Legum Baccalaures)

vi
LLM Master of Laws (Legum Magister)
MoE Ministry of Education
NGO Non-governmental Organization
NMD Network and Maintenance Division
PHEI Private Higher Education Institution
RQAO Research and Quality Assurance Office
SAO Student Affairs Office
SASO Student Affairs and Services Office
SGS School of Graduate Studies
SMUC St. Mary’s University College
SP Strategic Priority
SSOM Secretarial Science and Office Management
SSSO Students Support Services Office
TC Testing Center
TEF Teacher Education Faculty
TM Top-management
TOEFL Test of English as a Foreign Language
TVET Technical Vocational Training Education
UC University College

vii
Foreword
It is gratifying to note that SMUC is maintaining the culture of planning institutional tasks
and evaluating its performance at every level. This was conceived with the issuance of the
Five Year Strategic Plan (2007/08 – 2011/12) that identified seven strategic directions
chosen to guide our institutional efforts.

Besides augmenting our transparency and organized moves, what has been achieved in the
last three years is drawing us close to what we set to do three years ago. As of last year,
we have also introduced a monthly performance report scheme at all levels to help monitor
our performance closely. Despite our efforts, our institutional voyage has not been
without problems. The second half of 2002 EC has specially been a trying time for the
institution due to a variety of external factors. In addition to the negative effect this has
had on the performance of individual units, it has derailed the attention of the management
who had to ensure the continuity of the institution on top of executing institutional plans.
Our plan for 2003 EC has as its major consideration changing the challenges into
opportunities.

I hope the New Year will see how much we can sustain our lead in offering quality
education and in, strengthening our transparency and accountability both at institutional
and national levels. This again requires the concerted effort of the SMUC community,
which I hope will continue to be our source of strength. While thanking all units and
individuals for their past efforts, I urge the SMUC community to strive hard in achieving
what we have set to do for this academic year, and the years to come.

Wondwosen Tamrat

President, SMUC

viii
Introduction
St. Mary’s University College (SMUC) has recognized the importance of having explicit
policies and strategic directions for improving the services it offers. It provides the overall
direction for enhancing quality of education by defining its vision, mission and goals. To
achieve the vision, the University College (UC) has prepared a five year strategic plan
(2000 – 2004 E.C.) that has seven strategic priorities. Taking note of the need to have a
clear direction, the strategic plan was translated into a detailed plan of action so that its
vision and directions can be realized in a systematic and coordinated way. Hence, the
Center for Educational Improvement and Quality Assurance (CEIQA) prepares the action
plan of the UC on annual basis by compiling that of the major units. The annual plan is
prepared based on the strategic plan.

The management of the UC, with the participation of Faculty and Administrative staff
members, endorsed the annual plan of the major units and the institution at large for the
academic year 2002, which was implemented by the respective units of the UC.

The UC has mandated CEIQA to monitor, evaluate and report the progress of major units
in implementing their plans. To this effect, CEIQA adopted an approach that involves
monitoring visits to major units for consultative meeting in the first and third quarter of the
year. The reports of CEIQA on the two monitoring visits and mid-year progress evaluation
reports of major units are consulted to prepare this annual performance report.

The objectives of this annual performance report are:

 to assess and evaluate the annual performance of the institution in general and
major units in particular with respect to implementation of the plan;

 to point out the major challenges encountered, lessons learnt and good practices
observed during plan implementation, and

 to inform the top-management about the actual performance of each major unit in
relation to its plan.
It is a key reference and decision-support document for the management at all levels to
exercise its duties towards the betterment of institutional performance in the times that
follow. The understanding of annual plan and annual report is an essential part of the
accountability system that compares planned targets to those actually achieved.

1
Institutional performance of the year
The Activities Planned
The annual plan of the UC for the year 2002 E.C was prepared by 20 Major Units of the
institution and submitted to CEIQA in the month of September 2002 E.C. By compiling
the annual plans of the major units, CEIQA prepared the annual plan of the UC and
presented for the top-management for review and subsequent approval. The top-
management and CEIQA, together with the respective heads of the units, discussed and
commented on the plan of each major unit separately producing the final plan commonly
agreed upon.

The annual plan of the UC for the year 2002 E.C contained a total of 514 activities. Top-
management, with 60 (11.7% of all) activities, is at the forefront followed by College of
Open and Distance Learning (CODL) with 51 (9.9% of all) activities planned for the year.
Conversely, School of Graduate Studies (SGS) and Testing Center, with 5 & 9 activities
respectively, took the lowest share (Table 1).

When looking at the distribution of activities by strategic priority, SP 3 – Improving the

Quality of Teaching-Learning and Effectiveness of Research – accounted for about 36.4%,
followed by SP 1 and SP 4 with 17.3 and 11.7% share, respectively (Table 1). The high
proportion of activities in SP 3 shows that SMUC is devoted to offer quality education.

Improving the ICT and Physical Infrastructure (SP 1), which is an essential input for
quality education, is the other area where the UC gave attention in the annual plan. In
general, one can say that the annual plan is in line with the policy and the five-year
strategic plan of the institution.

2
Table 1 Distribution of planned activities by major units and strategic priorities (SP) of the UC (2002 E.C)
SP–1 SP–2 SP–3 SP–4 SP–5 SP–6 SP–7 Total
SN Major Units
No. % No. % No. % No. % No. % No. % No. % No. %
1 Business Faculty 5 14.7 2 5.9 17 50.0 4 11.8 2 5.9 1 2.9 3 8.8 34 100
2 Law Faculty 1 2.6 3 7.9 22 57.9 1 2.6 1 2.6 6 15.8 4 10.6 38 100
3 Informatics Faculty 6 20.0 2 6.7 13 4.3 4 13.3 -- -- 1 3.4 4 13.3 30 100
4 Teacher Education Faculty 2 8.7 2 8.7 12 52.2 2 8.7 -- -- 1 4.3 4 17.4 23 100
5 Career & Cooperative Training Unit 2 9.5 2 9.5 12 57.2 1 4.8 1 4.8 2 9.5 1 4.8 21 100
6 Program Office 4 19.0 3 14.3 7 33.3 1 4.8 2 9.5 1 4.8 3 14.3 21 100
7 Office of the Registrar 10 50.0 1 5.0 4 20.0 -- -- 2 10.0 1 5.0 2 10.0 20 100
8 Library and Documentation 5 23.8 1 4.8 11 52.3 -- -- 2 9.5 1 4.8 1 4.8 21 100
9 Student Support Services Office 4 10.8 1 2.7 14 37.9 8 21.6 5 13.5 3 8.1 2 5.4 37 100
10 Gender Office 2 10.5 1 5.3 8 42.1 1 9.3 2 10.5 5 26.3 -- -- 19 100
11 International Programs (IGNOU) 3 23.1 2 15.4 3 23.1 -- -- 2 15.4 1 7.6 2 15.4 13 100
12 ICTSDP 8 61.5 -- -- 2 15.4 -- -- 1 7.7 -- -- 2 15.4 13 100
13 Information Communication Office 1 8.3 2 16.7 3 25 1 8.3 3 25.0 -- -- 2 16.7 12 100
14 Community/ Outreach Service 1 7.1 1 7.1 4 28.7 6 42.9 1 7.1 1 7.1 -- -- 14 100
15 School of Graduate Studies 1 20.0 1 20.0 1 20.0 -- -- 1 20.0 1 20.0 -- -- 5 100
16 Testing Center 2 22.2 2 22.2 5 54.6 -- -- -- -- -- -- -- -- 9 100
17 CODL 8 15.7 7 13.7 15 29.4 4 7.8 5 9.8 3 5.9 9 17.7 51 100
18 CEIQA 7 15.2 3 6.5 12 26.1 1 2.2 2 4.3 5 10.9 16 34.8 46 100
19 Administration and Finance 2 7.4 4 14.8 -- -- -- -- 21 77.8 -- -- -- -- 27 100
20 Top Management 15 25.0 7 11.7 22 36.7 5 8.3 7 11.7 2 3.3 2 3.3 60 100
Total 89 17.3 47 9.1 187 36.4 39 7.6 60 11.7 35 6.8 57 11.1 514 100

3
Plan Implementation
The overall annual performance of the UC, in implementing its plan for the year 2002 E.C,
is calculated to be 69.5% (Figure 1). Considering the past experience of the UC, this
performance is slightly (3.2%) lower than the case in the preceding year (2001 E.C.) and
significantly better (12.5%) than the year before (2000E.C).

When looking at the performance by major units, considerable variation is observed. The
performance of major units ranges from the lowest 33.1% for Distance Education Division
to the highest 118.9% of Faculty of Law. The very high performance rate of Faculty of
Law is followed by that of Library Services (104.7%), and both are the only major units
that implemented their annual plan fully (Figure 1).

Generally, the performance rate of 12 major units exceeded the average level of
institutional performance, 69.5%, while the remaining 8 (units) exhibited a performance
below that level.

Figure 1 Annual performance rate (%) by major units (2002E.C.)

118.9

104.7

92.5 91.3
85.0
80.7
76.4 74.7
72.8 72.1 72.1 71.2
69.5
63.6 63.2
55.1 53.3
50.4
45.6

35.0 33.1
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Compared with the 2001 E.C. performance, eight major units showed a decline in their
performance. These are: External Relations Office, Office of the Registrar, Student Affairs
and Services Office, Faculty of Informatics, Community/ Outreach Services (the Ex-
Center for Entrepreneurship and Innovation), Faculty of Business, Network and

4
Maintenance Division, and CODL. The down turn in performance rate of these major units
ranged between -46.5 and -9.0% (Figure 2).

The five major units (Faculty of Law, Program Office, CEIQA, Top-management, Faculty
of Teacher Education, and IGNOU) have improved their performance with an increment
that ranged from the lowest 3.8% for Faculty of Law to the highest 44.6% in the case of
Library and Documentation (Figure 2).

Figure 2 Change in performance rate (%) during 2002E.C. from of 2001 by major units
-3.2 SMUC
-38.1 CODL
-41.4 ICTSDU
-46.5 BF
CCTU 0.0
-9.0 COS
-21.4 IF
Gender
-23.0 SSSO
Program 4.4
-22.3 Registrar
TEF 31.7
IGNOU 42.4
-20.5 ICO
CEIQA 13.1
TM 24.3
SGS
AFSO -0.1
TC
LD 44.6
LF 3.8

With regard to the performance of the UC by strategic priority, again significant variation
is observed. The performance rate varied between the minimum of 46.1% for SP 7 and the
maximum of 84.7% for SP 6 (Table 2). As shown in the table, it is also clear that the
performance of the UC in all strategic priorities is above fifty percent.

5
 Table 2 Annual Performance of the UC by Major Units and Strategic Priority (2000 E.C)
SN Major Unit SP 1 SP 2 SP 3 SP 4 SP 5 SP 6 SP 7
1 Faculty of Law 230.0 100.0 102.0 100.0 100.0 100.0 100.0
2 Library and Documentation 83.1 50.0 145.2 - 100.0 150.0 100.0
3 Testing Center 95.0 93.0 89.4 - - - -
4 Administration and Finance Services 93.8 89.3 - - 90.7 - -
5 School of Graduate Studies 200.0 75.0 0.0 - 100.0 50.0 -
6 Top-management 92.7 81.4 80.2 60.4 100.0 112.5 37.5
7 CEIQA 72.9 78.3 91.7 100.0 100.0 35.0 56.9
8 Information Communication Office 10.0 0.0 81.7 108.3 86.7 161.7 -
9 IGNOU 63.3 50.0 3.3 - 70.0 200.0 50.0
10 Faculty of Teacher Education 100.0 97.5 58.5 60.0 - 66.7 50.0
11 Office of the Registrar 110.0 5.0 75.0 - 85.0 100.0 57.5
12 Program Office 62.5 50.0 69.0 200.0 100.0 0.0 16.7
13 Student Support Services Office 66.3 25.0 76.4 45.0 76.0 66.7 90.0
14 Gender Office 95.0 0.0 39.3 100.0 100.0 45.0 -
15 Faculty of Informatics 50.0 92.5 41.1 66.7 - 0.0 80.0
16 Community/ Outreach Services 0.0 75.0 10.0 50.0 100.0 85.0 -
17 Career and Cooperative Training Unit 72.0 75.0 96.1 0.0 100.0 10.0 0.0
18 Faculty of Business 26.5 60.2 75.0 54.5 0.0 100.0 3.3
19 ICT Support and Development Unit 25.0 - 50.0 - 15.0 - 50.0
20 College of Open and Distance Learning 21.9 28.6 45.0 4.3 90.0 13.3 28.9
SMUC 78.5 59.3 64.7 73.0 83.1 76.2 51.5

Compared to the institutional average performance, the performance rate recorded for SPs
2, 3 & 7 is found behind while that of SPs 1, 4, 5, & 6 exceeded that level (Figure 3).

Figure 3 Variation of institutional performance rate (%) by SP from overall average

-18.0 SP 7

SP 6 6.8

SP 5 13.7

SP 4 3.5

-4.8 SP 3

-10.2 SP 2

SP 1 9.0

6
Problems Encountered
The implementation of the annual plan was subject to the influences of many factors, some
of which were internal while others were external to the institution and/or the respective
major units, given the boundary of operation under their control. The internal factors were
associated with the phenomena during the periods of formulation and implementation of
the plan. The external factors that influenced the implementation of the plan, on the other
hand, were related mostly with the unexpected shifts in the national/ regional policies in
the sector (HE), and local markets (financial or otherwise).

Generally, the following were the major, among others, problems observed at institutional
and/ or unit levels:

 Planning for action with little consideration of the impact of the resource (human &
financial) requirement and availability for implementation, which resulted in low
performance or leaving activities totally intact (see the tables annexed). This was
exhibited in the form of absence of the required skilled personnel, goods or
services in the local market at all or tagged with unaffordable price;

 Planning for activities which were not the felt-needs of the institution, the unit itself
or the targeted beneficiary;

 Planning for activities that need the help of other units without getting the prior
consent of the latter (this is exacerbated by the lack of communication among the
different units);

 Lack of follow-up from the plan owner to get the cooperation or support required
from other units and/ or top-management of the UC;

 Lack of prompt response from administrative division when requested for

acquisition of resources such as recruitment of new employees & material
purchase;

 Lack of systematized mechanism for monitoring the progress of execution of

activities and plan implementation at large within the major units;

 Unexpected directives issued by the government regarding the provision of HE in

distance mode;

 Unexpected directives issued by the government regarding the provision of new

programs by private institutions;
7
  The devaluation of the local currency that inflated the tuition fee for post-graduate
studies offered by IGNOU – SMUC in distance mode; and

 High staff turnover experienced by a number of major units including CODL,

CEIQA, TC, COS, SSSO, AFSO, and Faculty of Informatics.

Good practices
The following are good practices to be shared by other units:

 The performance of the Faculty of Law characterized by timely, neat, proactive

and well coordinated accomplishment of planned task. The Testing Center and
Library Services are also mentionable for their successful accomplishment of
activities exceeding their plan;

 The Library and Documentation (+44.6%), IGNOU Post-graduate Program

Coordination Office (+42.4%), Faculty of Teacher Education (+31.7%), and Top-
management (+24.3%) are found appreciable for the improvement exhibited in
annual performance rate when compared with their status in the implementation of
their plans for the year 2001;

 Efforts made by CODL and Testing Center to cascade the plan to lower levels of
operation, and to break down the main activities into sub-activities that would ease
monitoring significantly;

 Good documentation of files by Faculty of Law and Testing Center. Almost all units
of the UC need to emulate this practice as it was found very helpful during the
quarterly monitoring visits of CEIQA;

 Unlike other units, Top-management and SSSO invite all responsible staff to attend
the consultative meetings held with CEIQA as part of the quarterly monitoring
exercise so that each individual has the chance to discuss with the monitoring team
on the work-on-progress of the unit, what s/he as a staff member is doing, what
problems s/he and the unit faced with, and how to go about thereafter. This gives
the team a better picture of its performance rather than dealing with the head of the
unit alone.

Conclusions
Of all the 514 activities incorporated in the annual plan of the institution, the execution of
about 300 (58%) was completed successfully while that of 130 (25%) activities progressed
8
to a level of 75% or beyond, and the progress of execution of 35 (7%) activities is found
between 50 and 75%. Meanwhile, 50 (10%) of the planned activities either remained half-
way back in the progress of their execution or not started at all.

Generally, despite a slight (-3%) short-fall observed when compared to that of the
preceding year, the overall institutional performance rate (70%) achieved for the year 2002
could be regarded as good. It should also be noted that the proportion of unplanned
activities executed in the same year was significant in some of the major units. Had these
activities been included in the computation of the annual performance, the overall
performance of the UC would have been more than what is mentioned above.

Further plans and preparations should be made by all concerned to raise the institutional
performance in the 2003 E.C plan implementation.

Finally, during the process of the annual performance evaluation, all activities were
considered to be of equal importance and given equal weight while computing the
performance rates, regardless of their resource requirement, the SP they belonged to or
their impact on the achievement of strategic objectives of the UC. This, apart from its
negative effect on showing the actual picture of institutional performance, found
unconvincing to compare the performances by SPs and among major units. This was taken
as a lesson and it is suggested, for the future, that activities and SPs should be weighted to
reflect the relative importance of each of the activities planned and executed.

9
Performance of Major Units for the Year
Law Faculty

Overview
The establishment history of the Faculty of Law in SMUC commenced at a department
level in 1998 G.C. by offering the diploma program in law in that same year. Maintaining
its Diploma program, it started offering LLB in 2003 G.C. In 2006 G.C., the Department
of Law was upgraded to the Faculty level.

Currently, the Faculty of Law has organizational structure and management units
incorporating Faculty Council – constitutes all academic staff members, Faculty
Academic Commission, Faculty Quality Assessment Unit, Staff-Student Joint Meeting,
and Office Holders including the dean, assistant dean and others.

Students from the Degree and TVET programs are represented at the Faculty Academic
Commission and Faculty Quality Assessment Unit. Student representatives of all regular
and evening sections in the degree and TVET programs are represented in the Staff-
Student Joint Meetings that are primarily entrusted with the task of conducting academic
and administrative quality assessment.

The Faculty of Law aims at providing knowledge and skills required for legal profession
and prepares students for the tasks and responsibilities of a lawyer that require high
standards of academic achievement, professional skills and ethical conduct.

To this end, the Faculty encourages instructors to utilize learner-centered and participatory
course delivery methodology that facilitates the learning process of subject knowledge,
application of the law and problem solving skills by nurturing and enhancing competence,
skills and attitudes in critical analysis, valid reasoning, effective communication and
professional integrity. Degree program students participate in a Moot Court Competition
which is a component of the curriculum.

So far, the Faculty enabled a total of 1,058 individuals to graduate in the field of Law with
LLB (217), Diploma (313) and TVET (528) levels of qualifications through a full-time
(regular) and part-time (extension) modes of enrollment.

10
Publication
The Faculty of Law publishes a peer-reviewed reputable Law Journal (Mizan Law
Review, ISSN 1998-9881) twice a year since June 2007 G.C. with the generous assistance
of the Finland Embassy in Ethiopia. Until September 2010, it has published seven issues.
The content and standards of the publication, its regularity, and the diverse columns that
cater for the needs of law instructors, law students, practicing lawyers, judges and the legal
profession at large have indeed made the journal among the leading law journals in
Ethiopia. Mizan Publication has now embarked upon the publication of textbooks.

Table 3 Academic staff of Law Faculty by level of qualification and rank

Level of qualification Male Female Total
LLB 7 - 7
LLM 12 1 13
PhD - - -
Total 19 1 20
Academic rank
Graduate Assistant II - - -
Assistant Lecturer 7 - 7
Lecturer 11 1 12
Assistant Professor 1 - 1
Total 19 1 20

Table 4 Student enrollment in Law Faculty by division

Degree program
Section Regular Extension
Male Female Total Male Female Total
1999 A 1 11 12 24 10 34
2000A 16 17 33 20 2 22
2001A 13 4 17 16 0 16
2002 A 12 8 20 19 7 26
Total 42 40 82 79 19 98
Staff - Student Ratio = 1 : 15

TVET program
Section Regular Extension
Male Female Total Male Female Total
2000A&B 33 8 41 - - -
2001A 33 9 42 10 10 20
2002A 34 7 41 10 7 17
Total 100 24 124 20 17 37

Community Service
The Faculty provides legal aid service to the needy members of the external community
through its Legal Aid Clinic (LAC). Fourth and Fifth year students are assigned to receive
cases during the working hours of the LAC, give appointments to clients, prepare legal
opinions, statements of claim, statement of defense or appeal and have it checked by the
11
Head of the Unit who is a senior faculty member with adequate experience as judge and
practicing attorney. Where necessary, the latter (Head of the Legal Aid Clinic) provides
pro bono representation at courts. To this end, 47 needy individuals benefited from the
service in the year just ended.

Quality Concern
The Faculty of Law observes the standards and requirements of the UC’s quality assurance
schemes. To this end, the Quality Assessment Unit of the Faculty proactively sets forth a
checklist of performance indicators and consistently monitors the quality of academic &
administrative services of the Faculty. Moreover, the joint meeting of Law Faculty
Academic Commission and student representatives periodically monitors academic and
administrative service quality to ensure a sustained improvement.

Achievements for the year

The Faculty of Law planned thirty-three activities under the seven SP areas of the UC. The
intention of the plan was to give the Faculty a roadmap for its activities during the
academic year 2002 E.C. It was meant to give continuity to the tasks that were underway,
and initiate new activities that ought to be accomplished based on the strategic objectives
of SMUC Strategic Plan. In the mean time, the strategic plan of SMUC, the participatory
leadership culture & prompt response, open-door services of the top-management, and
monitoring mechanisms of CEIQA were opportunities for the successful performances the
Faculty exhibited in the implementation of its annual plan.

12
Figure 4 Annual performances (%) of Faculty of Law by SP

230.0

118.9

100.0 102.0 100.0 100.0 100.0 100.0

SP 1 SP 2 SP 3 SP 4 SP 5 SP 6 SP 7 Average

The core achievements included the enhancement of quality of the teaching-learning

process with particular attention to the feedback from students, staff, various SMUC
offices, stakeholders and follow up meetings. 41 teaching materials, including the ones
prepared under the sponsorship of Justice and Legal System Research Institute (JLSRI)
have been duplicated in sufficient copies, bound and placed at the library and bookstore
for students. Copies of same, both in hard and soft form are made available for instructors.
Moreover, course materials are availed in soft copies to students and staff. In the domain
of research activities, the publication of Mizan Law Review and the preparation of various
teaching materials were among the Faculty’s core achievements.

13
Business Faculty
Overview
The Business Faculty of SMUC took its present shape in
August 2005, with the view to provide efficient and quality
service to the rapidly growing number of students joining the
four departments of business streams of the UC and to meet
the skilled workforce requirement of the labor market.
Although, the programs run by the Faculty have been limited
Ato Abate Lakew to undergraduate level, currently, it is at the eve of launching a
Dean, Faculty of Business
postgraduate program in Business Administration.

The number of students joining the Faculty of Business is increasing from time to time.
On the average, more than 800 students are graduating annually in Degree and TVET
programs from the four departments under the auspices of the Faculty; namely,
Departments of Accounting, Management, Marketing Management and Secretarial
Science and Office Management.

Accounting and Marketing Management departments offer both TVET and Degree
programs; whereas Management and Secretarial Science and Office Management
departments offer only Degree and TVET programs, respectively.

Staff Profile
Majority of the staff members are second degree holders and the rest are working towards
the same. The Faculty has a Council and Quality Enhancement Committee which are
chaired by the Faculty Dean. All department heads are members of the council and Quality
Enhancement Committee. The secretary of the council is elected from the members.
Faculty council meetings are held once in a fortnight. While Quality Enhancement
Committee meetings are held once in every 3 weeks, issues pertaining to teaching and
learning, institutional development, quality of services are discussed and endorsed by the
Faculty Council.

14
Staff Profile of the Faculty of Business
Terms of employment
Department Total
Permanent Joint Part-time Contract
Accounting 10 5 12 18 45
Management 11 3 8 8 30
Marketing Management 11 - 2 1 14
Secretarial Science & Office Management 4 - - 5 9
Total 98

Achievements for the year

As per the five year strategic plan of SMUC, the Faculty has been planning and executing
its activities. Every plan is designed on the basis of the seven strategic priority areas of the
institution.

In the last few years, the Faculty has exhibited remarkable achievements in relation to
improving quality of teaching and learning, community services, teaching material
preparations and preparing undergraduate curricula.

Pointing to the annual performance of the Faculty for the year 2002, as reported by
CEIQA, it is rated as 45.6%. However, such aggregate and not weighted measurement
might not clearly show the relative importance of the activities executed and otherwise.

Figure 5 Annual performance (%) of Faculty of Businesses by SP

100.0

75.0

60.2
54.5

45.6

26.5

3.3
0.0

SP 1 SP 2 SP 3 SP 4 SP 5 SP 6 SP 7 Average

Regardless of this performance rating, the Faculty is proud of its efforts in organizing
practical sessions (panel discussions, educational visits, invitation of guest speakers) for

15
students, and develop new curriculum for post-graduate programs in General MBA and
MBA with specialization in Human Resource Management. In addition to this, the Faculty
has done its best to enhance the good images of SMUC, especially by offering community
services to Lideta Sub-city communities. Cognizant of these efforts, the Sub-city
administration officially acknowledged the UC for the services offered by the faculty.

16
Informatics Faculty
Overview
The Department of Computer Science was established
in 2000 enrolling a total of 147 students in certificate
and 12+2 diploma programs in the regular and
extension divisions. Following the new training and
education policy of the country, the Department started
implementing the TVET curriculum in both level III,
Ato Mohammed Hussen and level IV, and launched the undergraduate degree
Dean, Faculty of Informatics
program in Computer Science in 2005 Academic year.
In 2005/06, the Department was raised to the level of Faculty and named as Faculty of
Informatics. So far, the Faculty has graduated nearly 1509 students with diploma and
degree.

Main Functions, Duties and Responsibilities

The Faculty’s duties and responsibilities are generally related to teaching, research and
community service. Accordingly, the Faculty is responsible, among other things, for:

 Following-up the progress of students and seeking ways in which students would
benefit the most from the teaching learning process;

 Ensuring that all examinations are reviewed for completeness of content, rigor and
soundness;

 Planning and coordinating regular reviews of curricula, initiation of new programs

and courses, cancellation of obsolete ones, merger of courses, conduct of research,
proper utilization of the Faculty’s resources, maintenance of academic standards
and quality of the programs of the Department;

 Reviewing and approving research proposals;

 Promoting and coordinating consultancy services in the Faculty;

 Promoting the well-being of staff and the students of the Faculty;

Course Delivery

The Faculty integrates conceptual knowledge and technical skills through the
encouragement of its academic staff and students to regularly use the computer

17
laboratories. Students are offered regular project works to help them translate the theory
they acquire in classrooms into practice. Moreover, students are required to undergo
internship programs to make them familiar with the real world of work.

Resources and Facilities

Students can use the resources in the library. They are allowed to check out resources for
on-the-spot reading purposes or can borrow books for home use.

There are 13 computer laboratories with 25 PCs each on average,w hich students can
easily access for practice. Every PC is connected to the LAN of the University College.
The internet connectivity of SMUC is 512 kb/s broad-band leased line service. This has
enabled students to browse information from the internet sites to support their learning.
Students with laptops supporting wireless connection have unlimited free access to the
internet.

Staff Profile

The staff composition is made in such a way that it supports the multidisciplinary nature of
the computing discipline. The Faculty has staff members with skills mix such as Electrical
Engineering, Mathematics, Computer Science, and information Science.

Currently there is one staff member with PhD, seven members with MSc and nine
members with BSc degrees.

Academic programs run by the Faculty

 BSc Degree in computing Science

 TVET : Level IV in IT Assistance, Web and Multimedia Designing and

Development, Hardware and Network Service, and Database Administration;
Level III in ICT Support and Service, Network and Hardware Service, Web and
Multimedia Designing and Development, and Hardware and Network Service;
Level II in IT Support Service; and Level I in IT Support Service.
The Degree Programs (Computing Science and Information Systems) run for four years in
the regular and for five years in the extension divisions. In the case of TVET programs,
level IV occupations require three years while level III occupations require two years in
both the regular and extension divisions.

18
Outreach Services

The Faculty: Develops need-based training and offers training in the areas of Application
Software Development, Programming, Web Development, Networking, and PC
Maintenance and Troubleshooting. Moreover, the faculty also undertakes the following:

 Prepares and conducts employee screening exams

 Offers such services as Web-Based Application Development, Network Installation

and Configuration, and PC Maintenance and Troubleshooting.

Achievements for the year

 Faculty Academic Council was established

 Four standing committees accountable for the faculty staff were put in place:
Instructor Assignment and Scheduling Committee, Research, Curriculum and
Publication Committee, Complaint Handling Committee, Academic Quality
Assessment and Assurance Committee
Staff members attended training sessions on diverse focus areas including project cycle
management, CoC style assessment tool development, and academic quality assessment
and assurance. Training also offered to students on PC maintenance and Troubleshooting
to prospective graduates of computer science in collaboration with the “Zetseat Apostolic
Reformation Church”; on Telecommunications Technologies, CDMA /BSS, Transmission
and IP, CDMA/3G CN, and GSM in collaboration with ZTE University.

The course outlines of all the courses of the Computing Science program are prepared as
per the UC standard, and the curriculum of the Computing Science program is revised and
upgraded with the addition of new courses to a four year program.

19
Figure 6 Annual performance of Informatics Faculty by SP

92.5

80.0

66.7

55.1
50.0

41.1

0.0

SP 1 SP 2 SP 3 SP 4 SP 5 SP 6 SP 7 Average

Challenges Encountered
 Incongruity between the faculty administration and the staff
 Problem in planning – Improper timing of some of the activities, responsibility
assignment for the activities was not scattered rather concentrated on few
individuals
 Some key staff members who were assigned to some of the activities were very
much occupied in previously unplanned activities of their own
 Budget for some of the activities was not earmarked
 Lack of self initiation/motivation to carry over extra curricular activities on the part
of the faculty members

20
Teacher Education Faculty
Overview
As it is well known, the Faculty has been
terribly affected by the government policy
change towards PHEIs in general and the
private investment in Teacher Education
program in particular, which started in the
UC in 2003,. As result, the Faculty has
Ato Melaku Girma now shrunk to comprise only three
Dean, Faculty of Teacher Education
departments: Department of Languages,
Department of Mathematics and Basic Sciences, and Department of Social Sciences. Since
2002 E.C the Faculty and all its departments have moved from Lideta to Midir Baboor
Campus.

The Faculty, used to offer Certificate, Diploma and Degree programs. However, the only
program left at the moment is the Diploma run for those trainees in the pipeline. In
addition to the Diploma program, the Faculty offers several professional, supportive, and
common courses to other faculties across the UC. In view of this, in this reporting year,
the Faculty has attempted to effect 15 major activities (as they are clearly stipulated in the
plan) which are related, among other things, to the following:

 ICT usage;

 Academic staff recruitment;

 Research, panel discussion and seminar;

 Workshops and trainings

 Running new program;

 Quality assurance; and

 Short-term training.

Achievements for the year

Despite the unfavorable environment, the Faculty struggled hard to accomplish the
planned activities. An encouraging sign has been recorded in the areas of enhancing new
programs such as KG (now stopped because of the government order) and short-term
training and smooth running of the existing program. Nevertheless, weakness has been
21
reflected in the areas of research, seminars, co-curricular activities, and tutorials activities
planned for the year 2002.

Figure 7 Annual performance of Faculty of Teacher Education by SP (2002 E.C)

100.0
97.5

72.1
66.7

58.5 60.0

50.0

SP 1 SP 2 SP 3 SP 4 SP 5 SP 6 SP 7 Average

Of Late, the Faculty focuses on maintaining its good reputation by keeping the quality of
those trainees in the pipeline and working hard on short-term training programs,
consultancy, production of materials, tutorial services and the like as alternative strategies
to sustain.

Challenges Encountered
The declining number of new entrants, low motivation on the parts of the academic staff,
staff mobility and poor technology input to the instructional process remain the major
threats and weaknesses of the Faculty.

22
Library and Documentation
Overview
The Library and Documentation Unit of
SMUC delivers its services with three
faculty libraries, one book delivery desk
(book store), and School of Graduate
Study library which is newly opened at
Bole Campus in 2002 E.C.
Ato Biruk Megersa
Head, Library and Documentation Unit
Currently, the UC’s libraries have a
collection of 53,194 cataloged volumes of
books 1,158 CDs, more than 1,879 magazines and bulletin in titles, 10 different types of
newsletters and other information resources.

Security cameras are installed in all libraries of the UC except the Library of TEF. The
Library and Documentation Unit is also updating its manual catalogue and circulation
system to an automated system, and is putting in place good quality of library facilities to
satisfy the users information need and strengthen the teaching–learning process of the UC.
Currently, the libraries are run by three professional and 24 para-professional librarians.

Achievements for the year

The annual plan of Library and Documentation Unit incorporated 22 items in the areas of
all but one SP set by the UC. Successful accomplishment was recorded in the information
resources collection and organization in hard and soft copies, library automation system,
staff capacity building and recovering damaged books.

The Library and Documentation Unit trained 10 staff members on Computer Application
and 24 staff on Library Automation System to make its service provision effective and
efficient.

The Library also enhanced its partnership links with different local and international HEI
libraries, which created opportunities to students and scholars of the UC who needed
information in diverse disciplines. The partner libraries with which the unit created and
enhanced link included such institutions as Addis Ababa University, Ethiopian Civil
Service College, Ethiopian Red Cross Society, Ethiopian Management Institute, United
Nations Economic Commission for Africa, African Union, National Archives and

23
Libraries Agency, Ethio-alliance Francais, Forum for Social Studies, Ethiopian Economic
Association, Ethiopian Agricultural Institute, and Ethiopian Knowledge and Technology
Transfer Society.

Figure 8 Annual performance of Library and Documentation Unit by SP

150.0
145.2

104.7
100.0 100.0

83.1

50.0

SP 1 SP 2 SP 3 SP 4 SP 5 SP 6 SP 7 Average

The achievements of the unit also included the following:

 Internet access was created for the post graduate library;

 Student book ratio identified for the Faculties of Business & Law;

 Client service hour satisfaction assessment was conducted;

 644 pockets issued for library membership;

 582 loan pockets granted for prospective graduate students to assist them in thesis
writing;

 Resources inventory was made for business and teacher education libraries;

 Library operational manual prepared;

 All collected library resources cataloged & made accessible to users;

 Books related to their course offering were identified and lists were made accessible
to staff;

 Books available for TVET and degree programs identified and reported to Ministry
of Education.
24
Challenges Encountered
 The closed stack services of the university college libraries limit the users to
exploit information resources as they need;
 Lack of different service department in library has created work load on a few
librarians:
 The faculty of teacher education campus library roof does not cover with
ceiling, because of this , the room is very hot in day time and cold at night time;
 During power cut, the business library becomes dark in day time whereby students
can not stay in library.

25
Office of the Registrar
Overview
The Office of the Registrar passed
through different stages of development
before reaching its present level. The
office is now functioning with around 19
staff members assigned at different
positions according to the newly
Ato Samson Tilahun approved structure. The office uses an
Head, Office of the Registrar
automated student record management
system to keep and follow up the records of students. This automated system is also open
to faculties for access with the restricted privilege.

The Office of the Registrar is an office that consistently works to provide student record
information, enrollment and degree verification, up-to-date catalog, academic calendar n
and enrollment services for the UC. Office of the Registrar ensures student privacy in
compliance and electronic access to record information is secured and efficient.

To carry out a series of activities to be performed in an organized way, the office prepares
action plans. Accordingly, the office planned a number of activities for the year 2002 that
were carried out successfully in almost all cases. Although few activities could not be
carried out fully and/or partially because of various factors, the office has carried out some
valuable activities that were not included in the plan.

Achievements for the Year

Office of the Registrar planned various activities in six of the seven strategic priority areas
identified in the strategic plan of the UC. Under these priority areas, a total of 19 activities
were planned and, out of which, two were carried out beyond the targets set (200%); 13
were carried out successfully (100%); the execution of two progressed beyond half way
while only two ended up with below 50% execution due to justifiable reasons.

Additional Activities Performed

Although some of the planned activities were not carried out according to their schedule,
the office performed other significant activities which were not in the plan but were

26
considered essential to the institution in general and the office in particular. Among these
activities, the major ones are the following:

 All courses of Teacher Education Faculty are entered into the Registrar Database,

 User IDs and Passwords for registrar information systems assigned and notified to
all Degree program and regular TVET program students so that they can have
access to online information including their academic records, and

 Student information handbook was revised and sent to pertinent offices for
comments.

Figure 9 Annual performance of Office of the Registrar by SP

110.0

100.0

85.0

75.0
72.1

57.5

5.0

SP 1 SP 2 SP 3 SP 4 SP 5 SP 6 SP 7 Average

Challenges Encountered
It was in the year 2002 that the UC revised and approved its organizational structure.
According to the structure, Office of the Registrar is made to incorporate the Academic
Programs Office. This forced the office to accept additional load of work which in some
ways has affected the execution of planned activities.

The other mentionable problem was the directive issued by the government that prohibits
provision of higher education, in some fields, by private institutions. In response to this,
the UC was forced unexpectedly to look into alternative strategies like cost efficiency to
ensure its continuity. As a result, some of the planned activities that were thought to be
relatively of low priority were postponed to the forthcoming planning period.
27
Academic Program Office
Over view
The Academic Program Office had been an
independent unit accountable to the Ex-
Office of Academic Vice President until 2002
E.C The office is now merged with the Office
of the Registrar due to the implementation of
the new structure of the UC.

Ato Alemu Mankelkilot The duties and responsibilities of the

Head, Program Office
Academic Program Office are to:

 Prepare the academic class program and schedules for final examinations on a
semester basis;

 Follow-up instructor absenteeism and makeup class offering;

 Document overtime periods conducted on a monthly basis;

 Prepare course plans for TVET program; and

 Supervision of all campuses to make sure that all facilities are available.

Achievements for the Year

In general, the performance in implementing the action plan for the year 2002 E.C. was
rated at 70% which is relatively better than the other years. The following were the major
achievements of the office.

Academic Programming:- The academic class program of all semesters were prepared
with a mix of manual and automated systems and dispatched to all departments at the
right time.
Course plans which indicated the total hours to be covered and weekly allotment were
prepared for all TVET regular & extension sections at the beginning of the academic year.

The scheduling of final and mid semester examinations for all degree and TVET courses
were successfully done and invigilation slips were sent to all Departments 15 days before
the date of examination commencement. Examinations were administered by assigning
invigilators from all Departments and Offices of regular and distance education.

28
Supervision:- Absenteeism reports were prepared and submitted every week from four
campuses to the program coordinator. Instructors were absent due to various reasons and
some have given makeup classes while those who did not conduct the makeup classes
were penalized.
The office documented and submitted reports on overtime hours to the Executive Vice
President Office on a monthly basis for the payment of instructors whose teaching load is
above the obligation limit.

Concerning the supervision of the physical facilities available at all campuses, monthly
meeting of program coordinators and attendants took place to rectify all problems like
cleanliness of class and toilet rooms, power outage and others.

Figure 10 Annual performance of Academic Program Office by SP

200.0

100.0

69.0 71.2
62.5
50.0

16.7

0.0

SP 1 SP 2 SP 3 SP 4 SP 5 SP 6 SP 7 Average

Challenges Encountered
 The office continuously planned the automation of its services but didn’t achieve it
totally because of failure of the consultant to meet its obligation.

 Late coming and absenteeism was observed during examination time which was
reported to the Executive Vice President Office where measures were taken by
identifying the reasons for absence.

 Clashes were many for students when examinations schedule was set for degree
sections. Hence some students were forced to take two examinations per day.
29
 The TVET program of the extension division students were totally engaged from
Monday to Sunday which raised complaints and request for a decrease of class
hours. The program office could not entertain this demand because the time was
fixed to finish all courses in time.

 Absenteeism of instructors was the other major problem of the academic year which
needs proper attention. Arranging makeup classes must not be an excuse for
becoming absent. Students mostly demand for the presence of the instructor rather
than make up classes.

30
Career and Cooperative Training Unit
Overview
Career and Cooperative Training Unit
(CCTU) is one of the recently
restructured units of the UC. It is formed
from the ex-office of Apprenticeship and
Practicum by incorporating the career
advice and counseling services. As the
name indicates, it is responsible for
Ato Fesseha Tesfaye services rendered in relation to three
Head, CCTU
major tasks of the Unit:

 Coordination, placement and follow up of off-campus practical (work-based or on-

the-job) trainings such as cooperative training, internship, practicum,

 Career development of trainees including career & vocational guidance and

counseling, and

 Job placement of graduates based on demand of employers.

Based on the above major tasks, the institutional strategic plan and other documents such
as HERQA’s Institutional Quality Audit Report, 22 activities were planned for 2002 E.C
academic year.

Achievements for the Year

With regard to the performance of the unit, the over all achievement is rated at 75.8%. The
details of the performances of the planned activities are given below with respect to the
major activities of the unit; namely, on-the-job training (practicum & cooperative
training), vocational counseling, and job placement.

Table 5 Tutors and Students involved in practicum

Tutors Assigned Division Students in Schools Total
Department Semester I Semester II in both
Sem.I [Link] Total PS NPS Total PS NPS Total semester
Language 7 9 16 Ext. 25 145 170 47 52 99 269
Maths 4 - 4 Ext. 7 5 12 - - - 12
Social Science 9 1 10 Ext. 19 - 19 - - - 19
KG - - - Reg. 13 - 13 13 - 13 26
Total 20 10 30 Both 64 150 214 60 52 112 326
PS – Partner School NPS – Non-Partner School

31
The following were the major accomplishments during the implementation of practicum:.

 New students were oriented according to the annual plan;

 Practicum manuals for diploma students (Practicum III) and for KG trainees were
prepared based on the new curriculum and made available in the library;

 Workshop conducted for partner school mentors on KG Practicum Enhancement;

 56 follow up visits were conducted, 4 visits to each partner school, for 124 students;

 202 students conducted their observation courses at non-partner schools; and

 30 tutors were assigned for practicum tasks and each tutor handled 10 students on
average.

Figure 11 Annual Performance of Career and Cooperative Training Unit by SP

100.0
96.1

75.0
72.0

50.4

10.0

0.0 0.0

SP 1 SP 2 SP 3 SP 4 SP 5 SP 6 SP 7 Average

Table 6 Cooperative Training Placement and Host Enterprises for Regular Students
Dep't Year Enterprises
I II III Total I II III Total
Accounting 178 73 89 340 100 54 46 200
Law 16 21 41 78 15 2 16 33
SSOM 21 18 51 90 17 15 32 64
Marketing Management 36 24 48 108 31 20 34 85
IT 43 59 62 164 30 34 42 106
Total 294 195 291 780 193 125 170 488

During the implementation of cooperative training for regular students, 415 training
32
offering enterprises participated. A total of 636 trainees were visited while they were on
the training. Most of the companies expressed their appreciation for the follow up & visit
made by the institution which has not been practiced by others. Moreover, Memorandum
of Understanding was signed for cooperative training with three enterprises – Commercial
Bank of Ethiopia, Ethiopian Airlines, and BGI-Ethiopia.

Table 7 Cooperative Training Placement and Host Enterprises for Extension Students
Dep't Entry Year Enterprises
1999 2000 2001 Total 1999 2000 2001 Total
Accounting 87 119 111 317 76 106 93 275
Law 36 41 32 109 28 21 26 75
SSOM 55 54 23 132 54 52 25 131
Marketing Management 62 82 61 205 52 70 54 176
IT 59 35 71 165 50 29 59 138
Total 299 331 298 928 260 278 257 795

Table 8 Job Placement of Diploma Graduates

Students Sent to Employers Employed
Department Female Male Total Companies Female Male Total
Accounting 97 57 154 41 2 2
Law 1 - 1 1 - - -
SSOM 134 134 34 8 8
Marketing Management 156 42 198 42 2 2
IT 12 22 34 6 2 2
Total 399 121 520 123 10 4 14
Table 9 Job Placement of Degree Graduates
Students Sent to Employers Employed
Department
Female Male Total Companies Female Male Total
Accounting 31 21 52 10 2 2 4
Computer Science 5 6 11 4
Law 2 2 1
Marketing Management 14 16 30 7
Management 3 9 12 3
Total 53 54 107 25 2 2 4
Students don’t give feedback after they sent to employment that would have helped to know the number of employed students
Table 10 Advice and Consultations Given to Volunteer Students
Level I Level II Level III Grand
Occupation
Female Male Total Female Male Total Female Male Total Total
Accounting 2 2 4 2 3 5 2 2 11
SSOM 1 1 6 6 7
Marketing Management 2 1 3 1 1 1 1 2 6
IT 7 7 1 4 5 3 6 9 21
Total 5 10 15 3 8 11 10 9 19 45

33
Challenges Encountered
The short-fall (24.2%) in accomplishment of the plan implementation was due to various
reasons, among which resource constraints, identification of company addresses, and
verification of student evaluation were considered to be the major ones.

34
Student Support Services Office
Overview
Students Support Services Office (SSSO) is one of the academic support units of SMUC.
SSSO was established seven years ago as Student Affairs Office (SAO) to support the
academic goals of the then College in ways that will assist students to complete their
course of study most effectively. The SAO grew first into Student Affairs and Services
Office (SASO) and then recently into SSSO due to the need that arose from the expansion
of the UC. SSSO has been working with the other bodies of the UC to accomplish its
duties and responsibilities for the fulfillment of the vision and mission of the institution.

SSSO works collaboratively with the office of Associate Vice President for Academic
Affairs to support the educational mission of the UC by creating conducive educational
environment and maximizing experiences of students. SSSO is responsible for all student
services including guidance and counseling, Student wellness and health services,
academic support services, and student centered events.

The office serves students of the UC in diverse ways. It liaises between students and the
administration of the UC by assisting students’ organization in coordinating events such as
orientation and providing academic and non-academic counseling to all students. SSSO
prepares an action plan for each academic year in order to discharge its duties and
responsibilities effectively and in line with the strategic plan of the institution.

Achievements for the Year

The following were among the planned activities that SSSO accomplished in 2002.

 Welcome ceremony to freshman students of 2002 was organized,

 Special counseling was given to students who were on warning & probation status,

 A consultative meeting with Kibre Aregawian Center and Social Support Forum of
SMUC was organized on matters of working together,

 The Guidance and Counseling services posted various articles with information
about time management, developing self confidence, study skills, maximizing
brain power on the wall magazines at Mexico and Midir Baboor campus,

 The weekly Friday talk show was conducted regularly,

 Clothes were collected from the community of the UC to be donated to the needy,

35
  About five students were prevented from withdrawing due to social, psychological
and financial problems by giving them professional advise and financial aid,

 The elderly people at the Kibre Aregawian Center were helped with materials which
were collected by the Friday talk show from students in a week under the motto
‘አ ን ድ ሎሚ ለ አ ን ድ ሰ ው ጌ ጡ….. ነ ው’,

 SSSO worked with SMUC football team which stood 4th among the ten teams that
contested in the first division of Addis Ababa Football Federation,

 The Social Welfare Club participated in charity works. The club, by coordinating
the community of the UC, donated clothes to street children and visited patients
who are living with HIV/AIDS at Entoto Church in connection with the celebration
of Easter and Mewlid holidays,

 Graduation folder and bulletin were prepared and distributed,

 Experience sharing event with 12 Red Cross volunteers from Hong Kong
University and Red Cross Association was organized. Five students of SMUC with
the volunteers from Hong Kong visited the Red Cross Refugee Rehabilitation
Center at Mehal Meda.

Figure 12 Annual performance of Student Support Services Office by SP

90.0

76.4 76.0

66.3 66.7
63.6

45.0

25.0

SP 1 SP 2 SP 3 SP 4 SP 5 SP 6 SP 7 Average

36
Challenges Encountered
The office encountered two major problems while attempting to accomplish the planned
activities. First, a staff member who was responsible for the execution of different planned
activities took long leave so that the others were over burdened by taking over the
responsibilities of the staff on leave. Secondly, routine and unplanned activities like
preparation and distribution of students’ graduation folder and bulletin took a large portion
of the working hours of staff members. Besides, there were external factors that prohibited
the office from accomplishing some planned activities.

To conclude, the office staff has learned the importance of time management and the
significance of taking the routine activities into consideration while planning.

37
ICT Development and Support Unit
Overview
The ICT Development and Support Unit (ICT
Unit) of SMUC has been established with the aim
of using ICT as a propelling force in providing
quality teaching-learning, research and outreach
services to the community.

ICT is viewed at SMUC not only as a support

Ato Seifu Tatek service but as a driving force in providing quality
Head, ICT Development and Support Unit
education to SMUC’s students.

The ICT unit has got the following specific objectives:

 To study ICT related requirements of the UC and provide timely solution networks,
hardware and software;.

 To conduct ICT related problem oriented research activity;.

 To have appropriate benchmark to establish links with organizations, companies

and institutions engaged in related activities;

 To provide high quality outreach services to the community such as networking

services, software development services, training services, and maintenance
services;

 To be an excellence center of software development, Network administration,

Hardware and software maintenance, training, consultancy and web application
development;.

 To Plan and administer UC wide architecture for application software development

and use;.

 To ensure that the internet connection, laboratory and office computers

functionality, computer system user administration, LAN connection, functioning
of various software owned by the UC are provided effectively;

 To provide reliable network infrastructure and network based services (email, web
hosting, internet, intranet, FTP…) for the entire UC community;

38
  To play a role in satisfying employees by providing high quality services and
benefits;

 To provide the required network configuration and software installation;.

 To provide maintenance service to computers and network infrastructure.

Achievements
Some Ongoing projects at the ICT Unit

IT Management Benchmark

The unit has adopted and is implementing the CoBIT 4.1 IT Management framework. The
implementation of the framework is expected to result in the following benefits to the
college:

 Better management of IT

 Effective governance of IT

 Better alignment of IT goals with SMUC’s goals

 Clear and specific assignment of responsibility and accountability

 efficiency gains, less reliance on experts, fewer errors and so forth

 The CoBit framework will allow SMUC to avoid reinventing policies and
procedures to optimize the use of scarce IT resources and reduce the occurrence of
major IT risks

Customer Issue Tracking

The unit has customized and implemented an open-source issue tracking and IT Asset
management software.

In addition to tracking each customer query related to IT services, the system is also used
to record and manage all IT Assets of St. Mary’s University College. Combined with the
issue tracking module, the system will enable the ICT Development and Support Unit of
SMUC to easily:

 Record and manage IT Assets (PCs, Servers, Switches etc)

 Track issues like allowing end users to submit requests for IT help directly into a
web based interface and monitor progress of their requests, allowing technicians
document their work and track issues, and allowing managers to produce various
39
 reports from the system on average duration of tickets, average delay between
resolution of tickets and various other reports based on the category of the issue or
the technician who handled the issue.
Learning Management System

St. Mary’s University College uses Moodle ([Link]) to extend the teaching-
learning experience of students and professors outside the classroom and to actually
improve it. St. Mary’s use of Moodle takes into account the fact that Moodle has
considered two major pedagogical principles in its design:

 Students learn better in a collaborative environment

 Students learn better when they learn something by actually doing it

 Students and professors can access the leaning management system here
([Link]/moodle)

Figure 13 Annual performance of ICT Support and Development Unit by SP

50.0 50.0

35.0

25.0

15.0

SP 1 SP 2 SP 3 SP 4 SP 5 SP 6 SP 7 Average

Challenges Encountered
 budget allocation problem for the major activities planned in 2002 EC. There has
been no budget allocated except for a very low end purchase and for situations
where the management believes is urgent;

40
 purchase of software’s and devices which are incompatible to the infrastructure of
IT unit with out consultation of the IT staff;

 inadequate number of staffs at different level to support and carry out the tasks at
each campus effectively. Due to this staffs of the unit are obliged to stretch beyond
their capacity leaving behind their primarily defined responsibility;

 the unit has no a leader that manages its overall activities .

41
Gender Office
Overview
As in many parts of the world, women
in Ethiopia are the most subordinated,
discriminated and disadvantaged group
in the socio-economic formation of the
country. One of the areas in which this
problem is highly visible is the
W/ro Erogogie Tesfaye education sector.
Head, Gender Office

As a matter of fact, it is believed that education plays a vital role in accelerating the
political, economic, social and cultural development of any country. Even though this is
the actual fact, in Ethiopia, mostly due to cultural and religious reasons, women have been
deprived of their rights of attaining better educational status and thereby serving their
country at a higher level of portfolio like that of their male counterparts.

Currently, the enrolment of girls at any level of education is unsatisfactory. Apart from
this, due to various social problems such as sexual harassment, rape, verbal abuse and the
like females in higher learning institutions face different bitter experiences that at times
force them to quit their education. In order to improve the enrolment of females in HEIs
and encourage them to be successful, every member of the society should exert his/her
effort and fight against the aforementioned problems they encounter. To this end, it has
become vitally important to establish the Gender Office at SMUC.

The Gender Office of St. Mary’s University College, formerly known as Special Interest
Group on Gender, was established on October 25, 2008 G.C. The need to establish this
Office at SMUC has arisen from the necessity to have such an important office in addition
to its being a member of the National SIGG (Special Interest Group on Gender).

Currently, the office is working with different Governmental and non-governmental

organizations as to ensure the exercise of gender equality and equity in the UC and in the
society as whole. In addition, the office is putting its effort to make the UC community to
be gender responsive and sensitive.

42
Achievements
The Gender Office of SMUC planned for and performed different activities in the
academic year 2002. The major achievements in the implementation of the annual plan of
the office are mentioned as follows:

 The mission, vision and activities of the office formulated and submitted to the ICT
unit for uploading on the UC website;

 Anti-sexual Harassment Policy of the UC drafted, a consultative meeting was held

with concerned bodies on the draft and the policy document was finalized;

 3 sessions of orientation was conducted on the services and over all activities of
Gender Office for the new students of 2002 academic year;

 Training on Sexual Harassment and HIV/AIDS was given to 100 students from
‘Misrak Goh’ high school;

 Gender networking was initiated with private and public HEIs and governmental
and NGOs and individuals working on gender issues;

 A proposal prepared on Development of Institutional policy on HIV/AIDS and

Anti-Sexual Harassment submitted to Association of African Universities (AAU)
for funding and eventually won USD 5,000;

 A proposal developed to give care and support for people living with HIV/AIDS;

 Representing Private HEIs, the office participated in a committee, which was

formed by the Gender Management Unit of the FMoE, to formulate National Anti-
Sexual Harassment Policy for Higher Education Institutions;

 First draft of Gender policy of SMUC produced; and

 Office operational manual and brochure were prepared.

43
Figure 14 Annual performance of Gender Office by SP

100.0 100.0
95.0

63.2

45.0
39.3

0.0

SP 1 SP 2 SP 3 SP 4 SP 5 SP 6 SP 7 Average

Challenges Encountered
The office had been running by one person, though the whole activities of 2002EC were
planned to be accomplished by two people. As a result of this, some of the planned
activities could not be performed as it was indicated on the action plan. Moreover, in the
absence of the head, while attending several meetings and trainings upon the invitation of
different organizations, there had to be someone who is responsible to fill the gap and does
some office work. This has created a problem to accomplish the office activities on time.
In addition to this, the office has no a secretary that could help and assist the head of the
office in many ways.

44
Information and Communication Office
Overview
The Information and Communication Office was
established in 1995 as External Relations Office.
Its main function is to liaise between the UC and
the external communities at local and international
levels thereby creating and strengthening
relationships and understandings in the promotion
Ato Baye Nigatu
Head, Information and Communication of teaching, research and community services of
Office
the UC.

Achievements for the Year

During 2002 E.C, the office participated in several community development works as well
as creating and strengthening local links. It also brought 4 American professors, 26
American Students from Calvin College to the UC to exchange educational and cultural
practices and to assist in the annual English Conversation Class. The office also invited
journalists from the print and broadcast media during graduations, conferences, to hold
interviews with the management. .

Figure 15 Annual Performance of Information Communication Office by SP

161.7

108.3

86.7
81.7
74.7

10.0
0.0

SP 1 SP 2 SP 3 SP 4 SP 5 SP 6 SP 7 Average

45
Challenges Encountered
It was hard to get the Newsletter of the UC published and distributed on time for lack of
the needed personnel and facilities. Moreover, the delay in printing and distribution
processes has affected the timely release of publications issued by the office.

46
Testing Center
Overview
The Testing Center (TC) was founded in
October 2008. Quartered at the Midir
Baboor Campus, the TC pursues its tasks,
which focus on assessment and
evaluation. Administratively, the Center is
directly accountable to the Office of the
President.
Ato Fekadu Begna
Director, Testing Center

The center is headed by a Director and has two sections; namely, the Regular Program,
and the Open and Distance Learning Desks.

Equipped with computers, intranet and internet services the TC develops term assessment
tools (assignments, projects and exams) for the College of Open and Distance Learning
(CODL), electronically stores test items and works towards establishing a digitized test
item bank. It also assists the Regular Program in the development of test items through
training and advice to the academic staff.

Together with Faculties and Departments, and its own academic staff, the TC works
towards ensuring that exams are developed according to test blueprints and administered
to students/learners both in the Regular Program and CODL. Such exams developed on
the basis of test blueprints would make possible item analysis, and eventually the
development of a digitized test item bank. The TC endeavors to assist the UC’s design to
shift from norm-referenced assessment to that of criterion-referenced one.

In order to strengthen the TVET training program, staff training on CoC-Style testing is
conducted and CoC-Style Tests are administered under the auspices of the TC. The same is
planned for the degree program, i.e. to administer comprehensive exit examinations.

The TC also gives employment tests for public and private organizations and institutions
which outsource that type of work. Not only is training on educational measurement and
evaluation provided to the academic wings of the UC, including its own assessors at the
TC, but also to external organizations and institutions who seek such training.

47
The Test of English as a Foreign Language (TOEFL) of Educational Testing Service,
based in Princeton, New Jersey, USA, with which SMUC has partnered, is administered
under the umbrella of the TC at its TOEFL Administration Center, quartered in the Post-
Graduate School of SMUC. The TOEFL conducted at the TOEFL Administrative Center is
internet-based, hence called TOEFL – iBT.

Achievements for the Year

The 2002 academic year saw the TC meet several new challenges and score achievements
worthy of note. Among these were:

 Meeting the challenge of producing exams, assignments and projects of increased

number of courses for CODL. CODL’s number of term courses jumped up from
the original 350/360 courses when the TC started out to 540 by the end of the 2002
academic year. And the TC successfully satisfied the provision of term assessment
tools for CODL.

 Test blueprints preparation as well as the preparation of exams based on test

blueprints were newly introduced both in the regular program and CODL. Of
course, for the regular program, the work is accomplished by Faculties. Quite a
number of courses were treated in those ways. Administration of exams based on
test blueprints paves the way to item analysis and eventually to the foundation of a
digitized test item bank.

 Administration of CoC-Style Test for TVET graduates of the regular program of

2002, though the number of test takers was small, was an achievement in terms of
organization and experience gained. Experience was gained by all those involved
which included select SMUC academic and administrative staff, professionals from
the world of business and industry, students, test takers and TC staff. Above all, the
TC believes it has afforded useful experience that would be beneficial both for the
test takers and the academic staff involved.

 Another achievement was the foundation of the TOEFL Administration Center and
the conduct of the tests of the Educational Testing Service, based in Princeton,
New Jersey, USA. All the credit, however, goes to the Office of SMUC President,
EVP and AVPAA for the establishment of the TOEFL Administration Center. It is
under the auspices of the testing center that the tests are now conducted. So far, a
total of 5 test sessions were conducted for 44 test takers, between the start of the
48
 functioning of the Center in June 2010 and the end of the annual plan period in
September 2010.

 Participation in the correction of assignments and exams of Term 2002A of CODL,

free of remuneration, in order to assist CODL staff, is exemplary in its altruistic
motives.
The opportunities that served outstandingly as enabling external factors in the work of the
TC were the following:

 Need among the general populace in Addis Ababa to take the TOEFL was much
more than anticipated. And it was gratifying to see test sessions packed to the full.
The Educational Testing Service’s, New Jersey, USA, readiness to work with the
TC has proved a great opportunity, too.

 Approaches made by public and private employer organizations to use the services
of the Testing Center of SMUC as provider of employment tests were gratifying;
and the TC met such requests on demand.

Challenges Encountered
During the plan year, a major problem for TC was finding assessors in such fields as
Business for recruitment according to standards the TC demands. At the same time, we
found difficulty in retaining staff in Accounting and Law fields. However, it seems that the
exodus is a phenomenon akin to other academic departments of the UC. Perhaps
government change of policies in regard to Private Higher Education might have played a
major role in the recent exodus. For the future more effective solutions have to be found
to the problem.

49
Community and Outreach Services
Overview
SMUC has been delivering community/ outreach services
through its formal and informal institutional organs
evolved at different times in its history. Some of the
services are as old as the UC itself; creating learning and
development opportunities for the needy (individuals and
organizations) through scholarships and funding important
events or activities initiated by communities or their
members, for example. Requests for such services have
Hailemelekot Taye been processed by the then External Relations Office of
Head, Outreach Services
the UC. In addition to processing requests, this office has
also been active in taking part in panel discussions organized by various bodies for the
benefit of communities.

Moreover, while celebrating its 10th year anniversary of the UC, CEIRQA was proactively
looking and bidding for consultancy jobs being announced by service seeking
organizations dealing with social problems and services in the country. Accordingly, for
the first time in its history, in 2009 G.C, SMUC was contracted as a consultant to design
and implement two big research projects initiated for the purpose of addressing problems
in the health and information sectors of Ethiopia. The delivery of these projects benefited
not only the project owners/sponsors: ORBIS International Ethiopia, the Ethiopian
Information and Communication Technology Development Agency, and the Ethiopian
Information, Library and Archives Professionals Association but also the communities
they are serving for.

Before the aforementioned two big research projects, the UC has had the experience of
designing and delivering other consultancy services (short term on-the-job management
training) through its Management Development Center of the Business Faculty reactively.
To date, the Commercial Bank of Ethiopia, National Tour Organization (NTO), Ethiopian
Roads Authority, Akaki Spare Parts and Hand Tools Factory, Tikuret Lehiwot and Ledeta
Sub-city Administration have benefited from this consultancy service.

SMUC’s Center for Entrepreneurship and Innovation (which was established in 2008) has
also engaged in designing outreach projects to be implemented in partnership with
50
external stakeholders (funding agencies). Not only this but by forming various taskforces
the UC has the experience of designing and implementing development projects in
partnership with stakeholders in and outside Ethiopia. In this regard, the student exchange
program it has had with Amsterdam Business School on the Ethiopian Coffee Branding
Project which has been initiated and implemented with Meleya Foundation of the
Netherlands, and the IntEnt Program which was implemented with the assistance of
Meleya; and the Supplementary Materials Development Project it had with St. Mark & St.
John University in the UK under the England-Africa Partnership Program can be cited as
examples.

Figure 16 Staffing Structure for Community Services Directorate

Vice President for Research, Graduate

Senate Standing
Studies and Community Services
Committees

Community Services Directorate

Community Service (1 Director)
Steering Committee

Administrative Assistant/ Secretary

(1)

Entrepreneurship & Innovation Community Dev’t & Networking Consultancy Services Head
Center Head Service Head (1)
(1) (1)

Technical Technical Technical

Assistant Assistant Assistant
(1) (1) (1)
Mgt. Development Service

Training Coordinator (1)

Research Consultancy
Community Research &

University-Industry Link
Dev’t Project Officer (1)
Project Delivery Officer

Teacher Education

Service Officer (1)

Community Support
Services Officer (1)
Training Program
Coordinator (1)

Coordinator (1)

Officer (1)
(1)

Community Support Service Committee University-Industry Link Committee

 Social Support Forum Head  University-Industry Link Committee
 Student Development and Success Unit Head Team Leaders from each Faculty/
 Student Wellness Unit Head Academic Department including ODL
 Student Union Leader  Career Development, Placement &
 Library and Documentation Head Cooperative Training Unit Head
 Property & Facility Management Head  Practicals & Cooperative Learning
Unit Head 51
 Community Dev’t & Networking Service Head
 Information & Communication Head  University-Industry Link Coordinator
On the basis of its five year strategic plan and taking into account the need for addressing
social problems and services with enhanced organizational and managerial capacity, in
2002 E.C, SMUC has set up the Office of Community/ Outreach Services at directorate
level with the following responsibilities: (1) formulating and putting in place appropriate
policies and plans at strategic, tactical and operational levels (with the necessary
guidelines and manuals), (2) promoting the need for increased community service in and
outside the UC, (3) building the capacity of community members through on-the-job, and
credit and non-credit based entrepreneurial, managerial, teacher education and other short-
term trainings, (4) proactively looking for consultancy job opportunities and deliver the
required service (when offered the job) by using capable internal and/or external
consultants, (5) undertaking applied research, and design and implement intervention
programs in partnership with other stakeholders, (6) facilitating and strengthening
University-industry/ business linkage/ interaction and engagement for mutually beneficial
results, (7) managing and supporting events meant for engagement with wider community
groups so as to effect social change, (8) handling and supporting the delivery of
community support services, (9) building mutually beneficial relationships with
stakeholders, (10) fundraising through project partnership, sponsorship and fee-based
consultancy services, and (11) community grant/ fund administration.

Achievements for the Year

To date, the Community/ Outreach Services Directorate has managed to deliver the
following research projects addressing social problems and services in Ethiopia
successfully.

 Trachoma and Community KAP Survey in Kebena, Abeshige and Gedebabo-

Gutazer-Wolene Woredas of the Gurage Zone, SNNPRS, Ethiopia, 2010. (The
work was funded by ORBIS International Ethiopia).

 Impact Assessment Trachoma and Community KAP Survey in Konso Special

Woreda, SNNPRS, Ethiopia, 2010. (Funded by ORBIS International Ethiopia).

52
  The Status of Knowledge and Idea Centers in Ethiopia, 2010. (Funded by Ethiopian
Information and Communication Technology Development Agency)

 District Based Comprehensive Baseline Trachoma Survey in Demba Gofa Woreda,

Gamo Gofa Zone, SNNPRS, Ethiopia, 2009. (Funded by ORBIS International
Ethiopia)

 District Based Comprehensive Baseline Trachoma Survey in Uba Debretshay

Woreda, Gamo Gofa Zone, SNNPRS, Ethiopia, 2009. (funded by ORBIS
International Ethiopia)

 District Based Comprehensive Baseline Trachoma Survey in Zalla Woreda, Gamo

Gofa Zone, SNNPRS, Ethiopia, 2009. (funded by ORBIS International Ethiopia)

 District Based Comprehensive Baseline Trachoma Survey in Kucha Woreda, Gamo

Gofa Zone, SNNPRS, Ethiopia, 2009. (funded by ORBIS International Ethiopia)

Figure 17 Annual performance of Community and Outreach Services by SP

100.0

85.0

75.0

53.3
50.0

10.0

0.0

SP 1 SP 2 SP 3 SP 4 SP 5 SP 6 SP 7 Average

In addition to the above, currently, the Directorate is also working on the implementation
of three research and other projects which are initiated by The School of Governance of
Maastricht University of The Netherlands, Meleya Foundation and ORBIS International
Ethiopia.

53
College of Open and Distance Learning
Overview
Working at division level for ten years, the
administrative structure of the distance mode of
learning has been upgraded to a college level since
2002 academic year. Accordingly, the organizational
structure was revised up to the regional level based on
the nature of the services under delivery. During the
2002 academic year, the college underwent significant
expansion in terms of Coordination Centers (CCs) and

Dr. Eylachew Zewdie Agent Offices (AOs) in order to get closer to learners/
Vice President, CODL stakeholders. The expansion was based on
stakeholders demand. Accordingly, a high number of CCs were opened in various parts of
the country. The College now has fully operating CCs and AOs in 157 towns. These CCs
and AOs are currently running a total of 22 TVET and Degree programs in Business, Law,
Teacher Education, and Agriculture and Development Studies.

Overwhelmed by the changing situations due to governmental directives affecting e

distance learning, the college has tried its best to upgrade and improve its core activities
such as development, production and delivery of self-learning materials, conduct tutorial
and exam programs and other services.

To cope with the changing situations, the college developed and implemented different
alternative strategies and these have consumed some time of the scheduled activities of the
2002 academic year. On the other hand, to ensure the quality of various services delivered,
CODL has carried out an extensive supervision in all distance learning CCs and AOs. The
supervision revealed weak points that have demanded immediate intervention.

Currently, CODL is headed by a Vice President and four office heads; namely, the
Registrar, Center Development and Supervision, Center Administration and Student
Support Service, and Academic Programs Office. All regional CCs & AOs are accountable
to Center Administration and Student Support Service and Center Development and
Supervision Offices at the Head Quarter (HQ), respectively. The offices put their
maximum effort to ensure that offices outside the HQ are functioning properly and
delivering proper services to distance learners. The Research and Quality Assessment
54
 Office was reorganized to carry the research and quality matters independently by two
sub-teams & with the mandate to oversee the implementation of the annual plan.

The full and part-time academic and administrative staff members of the College have put
unreserved effort to maintain the services at a high standard throughout the academic year.
The efforts of the administrative and support staff members were also consistently
supported by on-job and short-term trainings offered by senior staff of the College. Staff
members were now and then up-dated on distance learning through meetings so that they
can make themselves ready and react accordingly.

With regards to facilities, the College has put every effort to supply the HQ and regional
CCs with office inputs. Newly established AOs and CCs were equipped with modest and
essential office furniture.

Like the other academic years, the College was keenly involved in community services
and tried to support the marginalized segments of the community from the meager
resource the College had and the contribution of its staff.

Achievements for the Year

Expansion of service delivery and increasing student population
In order to reach greater number of learners during the academic year, CODL has
developed a project to increase the service delivery location and student population. The
project was owned by all offices. During the year, the number of AOs has increased by 43.
Thus, the enrollment of freshman students has reached a record high, 19983 (Table 3). The
achievement was the result of consolidated effort of the various units/departments/offices.
Unlike the preceding years, the records of enrolled students were collected from all CCs
on time and encoded at the HQ.

Table 11 Freshman Student enrollment in 2002 - Level IV

02A 02B 02C Total
No. Department M F M F M F M F
1 Accounting 853 669 330 235 1205 826 2388 1730
2 Human Resource Management 24 18 11 5 28 34 63 57
3 Language 34 40 33 25 202 125 269 190
4 Language Oromifa 6 2 7 3 57 29 70 34
5 Law 386 88 146 35 464 93 996 216
6 Library Science 0 2 0 0 0 0 0 2
7 Marketing/Salesmanship 182 64 49 23 185 77 416 164
8 Mathematics 18 6 2 3 25 1 45 10
9 Mathematics & Physical Science Oromifa 3 0 4 0 9 0 16 0

55
 10 Natural Science 19 7 7 0 30 1 56 8
11 Natural Science Oromifa 4 0 6 0 16 4 26 4
12 Purchasing & Supplies Management 255 139 81 39 248 152 584 330
13 Social Science 52 28 31 11 212 45 295 84
14 Social Science Oromifa 4 5 6 2 98 29 108 36
Total 1840 1068 713 381 2779 1416 5332 2865

Table 12 Freshman Student enrollment in 2002 - Level III

02A 02B 02C Total
No. Department Male Female Male Female Male Female Male Female
1 Accounting 240 179 76 58 324 209 640 446
2 Human Resource Management 196 75 57 26 249 116 502 217
3 Law 1 1 1 0 3 2 5 3
4 Marketing/Salesmanship 0 0 0 0 0 4 0 4
Total 437 255 134 84 576 331 1147 670

Table 13 Freshman Student enrollment in 2002 - Degree

02A 02B 02C Total
No. Department M F M F M F M F
1 Accounting 123 69 56 15 134 74 313 158
2 Agribusiness Management 107 10 43 4 143 17 293 31
3 Agricultural Economics 200 20 120 8 393 31 713 59
4 Amharic 60 52 31 49 217 297 308 398
5 Cooperatives 62 9 16 3 90 16 168 28
6 Cooperatives. 68 11 21 4 101 9 190 24
7 Educational Planning & Management 195 48 120 20 597 109 912 177
8 Educational Planning & Management 225 44 137 25 899 230 1261 299
9 English 104 23 58 19 263 45 425 87
10 Finance and Development Economics 81 23 47 5 111 10 239 38
11 Geography 162 56 85 17 674 162 921 235
12 History 14 6 13 2 49 9 76 17
13 Law 109 11 59 8 120 6 288 25
14 Management 307 104 94 32 366 150 767 286
15 Marketing Management 23 22 21 10 29 8 73 40
16 Mathematics 98 5 26 5 163 22 287 32
17 Rural Development 69 13 38 4 159 30 266 47
18 Rural Development & Agricultural Extension 147 20 81 8 213 19 441 47
Total 2154 546 1066 238 4721 1244 7941 2028

Supervision
To improve the service at the center level, three supervision groups were organized in
2002 E.C and traveled to all CCs. The outcome of the supervision was discussed;
weaknesses and strengths of each center were identified and the gaps were duly
communicated to the centers. Based on the report analysis, CODL has prepared a
coordinated problem solving action plan and instructed each office to take appropriate

56
steps. The expansion project and supervision work have consumed most of the time of the
leadership and their importance forced the leadership to change its point of attention.

Human Resource
On top of placing capable personnel in newly established AOs, CODL has made maximum
effort to fill all vacant positions in the CCs and at the HQ. The staff turnover both at the
HQ and CCs was exceptionally high in the second half of the academic year. And this has
forced CODL to develop modality on how to handle the issue. The strategies followed
were transferring staff from one CC to the other; assigning the existing staff in centers
with low student population to cover the vacant positions particularly; employing new
staff from the vicinity of the center and giving induction at the site using the close-by big
center’s coordinator. At the HQ level, positions were filled only if the assignment could
not be covered by the existing staff.

ICT Supported Services

CODL has made efforts to provide the necessary ICT support for storing and processing
admission data and other registration processes. Without this well-built ICT system, it was
not possible to handle the current students’ admission data. To up-grade the existing
registration system, CODL has developed a computer program that enables the College to
provide online registration. The program was tested at HQ level and found appropriate.
The system will be in place right after acquisition of server and leasing IP address. During
the academic year, there were short term computer trainings at Dubti, Adama, Awassa,
Sawla, Arbaminch, Assosa, Nekemt, Bale Robe, Dessie and Wolkitie.

Student Success Rate

CODL has graduated large number of students at Certificate, Diploma, TVET and Degree
levels every year. Up to the end of 2002 academic year the college has graduated a total
number of 38,006 students in various programs, and of which 6,435 are of the 2002
academic year.

Table 14 Total Graduates of College of Open and Distance Learning (1995-2002 E.C years)
Sex
Discipline Male Female Both
Degree 3175 467 3642
Diploma 24090 8260 32350
Certificate 10+2 549 454 1003
Certificate 10+1 676 335 1011
Total 28490 9516 38006

57
Table 15 CODL Graduates Statistics of 2002 Academic Year
Sex
Program
Discipline M F Total
Accounting 41 15 56
Amharic 32 14 46
English 76 12 88
Geography 79 9 88
History 28 0 28
Law 64 6 70
Management 122 39 161
Degree

Mathematics 34 4 38
Marketing Management 20 6 26
Edpm (minor Business) 51 3 54
Edpm (minor English) 113 7 120
Cooperative (minor Accounting) 16 3 19
Cooperative (minor Business) 29 6 35
Rural Development 210 29 239
Total 915 153 1068
Teaching
Language 737 979 1716
Natural Science 270 36 306
Social Science 864 423 1287
Mathematics 179 35 214
Language Oromifa 124 123 247
10+3 Diploma

Natural Science Oromifa 52 8 60

Social Science Oromifa 197 96 293
Mathematics Oromifa 32 7 39
None Teaching
Accounting 176 124 300
Marketing Management 46 12 58
Human Resource Management 350 162 512
Law 107 15 122
Library Science 32 51 83
Purchasing & Supplies Management 34 30 64
Total 3200 2101 5301
Certificate (10+2)

Accounting 6 16 22
Law 6 0 6
Human Resource Management 18 16 34
Marketing Management 0 1 1
Purchasing & Supplies Management 1 2 3
Total 31 35 66

58
Figure 18 Annual performance of CODL by SP

90.0

45.0

33.1
28.6 28.9

21.9

13.3

4.3

SP 1 SP 2 SP 3 SP 4 SP 5 SP 6 SP 7 Average

Challenges Encountered
Contract termination of staff members
There was high number of contract termination of staff from the CCs due to various
reasons. Right after the new MoE directives on distance education and during the last three
months of the academic year, the intensity of termination was extremely high both at
Centers and HQ levels. As a result, the remaining staff members were forced to takeup the
on-going activities rather than picking new once.

The implementation of the new organization structure

The new organizational structure has brought significant quality changes on the CODL
activities. On the other hand, it has created some gaps in the transfer of responsibilities
stated in the strategic plan. Its impact was badly felt particularly on the process of
monitoring and evaluation processes.

59
School of Graduate Studies
Overview
St. Mary’s University College
(SMUC), being one of the pioneers in
private tertiary level of education in
Ethiopia, has been engaged in
teaching-learning processes by
adopting a sound strategic direction.
Dr. Mengistu Huluka
Dean, School of Graduate Studies

In light of the growing need and in line with the government plan to expand tertiary level
education within the country, SMUC has initiated a Masters degree program in three
professional areas, namely, Law, Business Management and Rural Development in
2002EC to cater the needs of the country, as well as, the demand of those professional who
are unable to advance their knowledge and improve their skill in public institutions due to
the limited access. Prior to this local endeavor an international Masters program was
launched few years ago in partnership with Indira Ghandi National Open University.

Curriculums for the three new programs were developed by the respective Faculties and
were presented to The Ministry of Education for evaluation and approval. Both Law and
Business Management went through the screening stage and have received acceptance by
all concerned. Subsequently due to directives issued by the government the Law program
which was to be offered in two streams, i.e. International Business Law Stream and
Environmental Law Stream, was cancelled. However, the Master for Business
Administration programs are to begin classes as of the second semester of 2003EC
academic year while the Agricultural Development Programs are yet to be approved by
higher authorities.

Headed by a Dean, The School of Graduate Studies is structured in such a way that the
Faculties would take the responsibilities of administering their own programs with one
program officer to play the coordinating role of the programs and the smooth running of
admission and registration processes. The Council of Graduate Studies meets from time to
time to review and evaluate any pertinent issue raised in running the academic programs
and all other matters concerning the administration of the School of Graduate Studies.

60
Achievements for the Year
 A large spacious building with classrooms, offices, and laboratories, and a library
hall, as well as, all other amenities were made available solely for the School of
Graduate Studies. All offices and classrooms, the laboratories and the library were
equipped with necessary furniture. The library became fully functional.


 All offices were interconnected with ICT and an internet system was installed.
Four computer laboratories were established for students use. The 14 computers
installed in SGS Library provide internet services. Three classrooms are equipped
with mounted LCDs.


 The necessary academic and administrative staffs were recruited to fill the offices
established. In the academic area three Ph.D. degree holders and one MSc. Staff
are recruited.
 [

 In program development area, six types of curriculum were developed, i.e. two in
Law, two in Business Administration, and two in Agriculture areas.


 Internal Graduate School Policy and organizational system were developed to

enhance the smooth running of the programs. This includes operation manual for
SGS, Student policy, and Graduate faculty guideline.


 Students’ satisfaction survey was carried out on IGNOU program and a report was
compiled to this effect.


Table 16 Number of students registered in IGNOU Programs 2002 E.C.

JANUARY 2010
Field of Study Fresh R-Registration Total
MARD 59 65 124
MBA 69 119 188
MCOM 91 54 145
MEC 127 70 197
MPA 68 52 120
MSO 122 81 203
MSW 97 44 141
Total 633 485 1118

JULY 2010
Field of Study Fresh R-Registration Total
MARD 39 46 85
MBA 40 148 188
61
 MCOM 57 33 90
MEC 81 61 142
MPA 42 52 94
MSO 84 96 180
MSW 66 48 114
Total 409 484 893

Figure 19 Annual performance of School of Graduate Studies

200.0

100.0

85.0
75.0

50.0

0.0

SP 1 SP 2 SP 3 SP 4 SP 5 SP 6 SP 7 Average

Challenges Encountered
A delay of accreditation process of the new programs that had been applied to HERQA
and the ban on provision of Law programs in the private higher education institutions
were the major problems faced by the School Graduate studies in year 2000 EC

62
IGNOU Post Graduate Programs Coordination Office
Overview
IGNOU Post Graduate Programs Coordination
Office was established in July 2006 to coordinate
Post Graduate Programs offered in the St. Mary’s
University College (SMUC) in partnership with
Indira Gandhi National Open University (IGNOU).
Ato Alemu Gashie
Head, IGNOU Coordination Office It started its operation with a total of 253 students
enrolled in seven MA Programs, with two full-time
staff and 18 part-time academic counselors (tutors). Since then the office has made utmost
effort to organize the office so that the services rendered to its students are up to the
standard as set by IGNOU. At present there are more than 3300 students (excluding the
January 2011 intake) on roll in a total of nine MA programs. A total of seven full-time and
more than sixty part-time staff are responsible for the coordination and delivery of services
to students.

The major services rendered to students by the coordination office include pre-and post-
admission counseling; dispatch of course materials, assignments, program guides and
project guides; academic counseling (tutorial) services; supervision of practicum and
project works; evaluation through TMAs; and conduct of examinations.

Achievements for the Year

Major achievements during the 2002 EC academic year include:

 Providing information, registration, tutorial, examination and other services in a

very comfortable and up-to-the standard building equipped with a well organized
library with suitable seats and internet service, mounted LCD projectors,
comfortable classrooms, and a suitable compound with wide parking area

 Registering more than 1000 students

 Organizing graduation ceremony for the second graduates which also has helped us
to strengthen our relationship with Embassy of India to Ethiopia
Student success rates

Since its establishment in July 2006 the coordination office has managed to enroll nearly
4000 students in nine MA programs. Among the first, second and third batch of 880
63
 students 283 students graduated in May 2009 (2001 EC) and 2010 (2002 EC), of which
192 graduated in July 2010 (2002 EC), implying the academic success rate to be 32.15%
(see table 2 below for details). Currently, there are more than 3300 students on roll in
seven MA programs enrolled to their respective programs from July 2006 to July 2010. A
total of 1042 students are enrolled in the 2010 (2002EC) academic year alone (see table 1
for details).

Table 17 Number of students registered in 2002 E.C

S.N Program January 2002 Admission July 2002 Admission Total
Male Female Total Male Female Total
1 MBA 55 14 69 30 10 40 109
2 MSO 87 35 122 61 23 84 206
3 MPA 56 12 68 38 4 42 110
4 MEC 106 21 127 65 16 81 208
5 MCOM 64 27 91 43 14 57 148
6 MARD 51 8 59 32 7 39 98
7 MSW 60 37 97 43 23 66 163
Total 479 154 633 312 97 409 1042

Figure 20 Annual Performance of IGNOU International Programs Coordination Office

200.0

70.0
63.3 64.4

50.0

3.3 0.0

SD 1 SD 2 SD 3 SD 4 SD 5 SD 6 SD 7 Average

Table 18 Number of students registered, total number of students graduated and total
number of students on roll
S.N Program Total number of students Total number of Total number of students on
registered students graduated roll
Male Female Total Male Female Total Male Female Total
1 MBA 350 63 413 10 1 11 339 62 401
2 MPS 7 0 7 1 0 1 6 0 6
3 MSO 636 156 792 95 15 110 541 141 682
4 MPA 377 55 432 40 1 41 337 54 391

64
5 MEC 592 97 689 26 4 30 566 93 659
6 MCOM 318 85 403 22 6 28 296 79 375
7 MARD 485 56 541 48 7 55 437 49 486
8 MLIS 16 3 19 2 1 3 14 2 16
9 MSW 189 111 300 0 0 0 189 111 300
Total 2970 626 3596 235 35 279 2536 780 3316

Challenges Encountered
The major challenges faced the Coordination Office in the academic year include:

 Dissatisfaction of tutors with the UC on issues related to remuneration and tax and
sudden cutting of 30% tax without prior information and consent. This has affected
the activities of the coordination office in many ways such as extended delay in
returning back evaluated assignments which in turn affected the office not to meet
deadlines for submission of assignment results to IGNOU

 Extended delay in organizing and staffing the Coordination Office with proper
human resource due to restructuring the office within School of Graduate Studies.
This has affected the Coordination Office to be engaged in the daily routines and
has enormously contributed to decreasing rate of performance and implementation
of planned strategic activities,

 Failure on the part of IGNOU to meet schedules such as extended delay in

declaration of exam results, delay in updating assignment results, delay in
declaration of project work results, and delay in updating practicum and seminar
results which multiplied individual cases that need to be dealt with taking more
time and energy and which eventually contributed their share to inefficiency in
achieving strategic activities. On top of this, lack of proper response for and follow
up of cases forwarded to concerned divisions and individuals of IGNOU has ended
up in overwhelming the Coordination Office with routines.

65
Center for Educational Improvement and Quality Assurance
Overview
Quality assurance and research
enhancement efforts at SMUC began in
2003 upon the establishment of the “Unit
for Research and Institutional Evaluation”
which was answerable to the Academic
Dean’s Office. The Unit evolved into

Dr. Wondimagegne Chekol

Research and Quality Assurance Office
Acting Director, CEIQA (RQAO) in 2005. This unit was a replica
of Research and Publication units available in the traditional setting of a typical Ethiopian
higher education institution.

Again in 2006, RQAO was upgraded to Center for Research and Quality Assurance
(CRQA) with the purpose of acquiring more independence and resource that would enable
it to accomplish its research and quality assessment endeavors. Since its establishment,
CRQA has been giving quality assurance services and conducting and coordinating
research activities within the UC. Although CRQA has been set up as part of SMUC’s
commitment to the major activities of assuring quality in the teaching and learning
process, and in encouraging research, its shape had been influenced by both national and
institutional developments.

Two important events within the University College are regarded as landmarks in the
establishment and growth of CRQA. The first one is the Institutional Quality Audit which
was initiated by the institution itself and undertaken in 2004 with the assistance of two
British higher education experts (Prof. Kate Ashcroft and Dr. Philip Rayner) from
Voluntary Service Overseas in Addis Ababa. This study was the first of its kind within the
Ethiopian Higher Education system, and has initiated the need for building up an
institutional quality audit structure within SMUC. The other milestone which resulted in a
system that would introduce comprehensive and participatory quality care system at
SMUC was the Institutional Quality Improvement Training conducted by Dr Leila
Denoya, a Fulbright Senior Specialist from the USA who came to SMUC in 2004 G.C

66
with the support obtained from the American Embassy in Addis Ababa to put in place
quality assurance management and mechanism at SMUC.

The training has greatly assisted SMUC in the restructuring of its quality assurance system
leading to the formation of a Quality Enhancement Committees at Faculty, School of
Graduate Studies, College of Open Distance Learning, Administration offices and Units.

With the objectives of nurturing the culture of continuous improvement and promoting
research within the University College, CRQA was further upgraded to Centre for
Educational Improvement, Research and Quality Assurance (CEIRQA), incorporating an
independent unit composed of a permanent director and officers. Since 2009 CEIRQA has
been renamed CEIQA following the establishment of an independent office for
Research and Knowledge Management to take care of the research, and Knowledge
Management activities of the UC.

The Center for Educational Improvement and Quality Assurance (CEIQA) is currently
organized in three units (namely Quality Assurance Unit /QAU/, Academic Development
Resource Center /ADRC/ and Data Processing and Information Unit /DPI/) and
accomplishes its major responsibilities by providing institutional quality assurance
mechanisms, academic staff development and providing consultancy service, data
processing, documenting and disseminating information.

Quality Assurance Unit

 Determines and proposes the scope and general orientation of the quality assurance
system to be applied;

 Prepares and updates periodically the methodology, handbooks, manuals and

guidelines related to Quality Assurance;

 Manages and coordinates all the Quality Assurance processes (e.g. Institutional self
Evaluation, Program Evaluation);

 Compiles and disseminates the outcomes of the quality assessment undertaken;

 Prepares plan of enhancement based on the outcomes of the Quality Assessment

and oversees its implementation;

 Undertakes faculty performance evaluation and prepares and disseminates mid and
annual performance report;

67
  Assists Faculties, Departments, College, School, Units/ Offices on their Quality
Assurance activities and responsibilities;

 Provides advice to faculties, departments, college, school units/offices and

university college management on quality issues;

 Conducts research on quality and relevance issues;

 Conducts training on quality issues;

 Publishes News letter of the Center quarterly;

 Seeks partnership schemes with national and international quality assurance bodies;

 Documents all needed data and work internally produced on quality assurance and
enhancement activities; and

 Creates and maintains productive professional relationship between SMUC and

MoE, ETQAA, TVET Agencies and other stakeholders.
Academic Development and Resource Unit

 Conducts and coordinates staff training to promote their professional skills; and

 Acquires and makes available relevant academic resources which support the
teaching learning process for the staff.

Data processing and Information Unit

 Develops guidelines for data collection , processing and information exchange;

 Processes and makes available all needed data of the University College;

 Assists Faculties, Departments, College, School and Units/ Offices on their data
processing and data banking;

 Posts all planned events & relevant published documents on website of the SMUC.

Achievements for the Year

In the year 2002 E.C, the Center achieved an average overall performance of 76.4% of its
plan. The total number of planned activities in all strategic priorities of the UC was 46 out
of which 24 were performed 100%. However, 6 of the activities were not done at all.

100% of performance is achieved for planned activities under SPs 4 and 5. In the Center,
maximum numbers of activities were planned under SP 7 and 3 (sixteen and twelve,
respectively). However, only 56.9% of performance is achieved for planned activities

68
under SP 7; 91.7% performance is achieved for activities planned under the SP 3. The least
performance is observed under SP 6 where only 35% performance was registered.

The following additional activities were also accomplished during the year, although they
were not planned:

 Training on Research Methods to academic staff of the UC;

 Training on Research Methods to students of Marketing management;

 Involvement in the undertakings of 4 consultancy service projects;

 Compilation of TVET status report of the UC to Lideta Sub-city Education Office;

 Producing undergraduate program statistical information to Education

Management Information Systems of MoE.

Figure 21 Annual Performance of CEIQA by SP

100.0 100.0

91.7

78.3
76.4
72.9

56.9

35.0

SP 1 SP 2 SP 3 SP 4 SP 5 SP 6 SP 7 Average

The following publications were produced by the Center in the academic year:

 Bulletin of Students Statistics /BOSS 2009/ (February 2010 G.C);

 Proceedings of the 8th National Conference on Private Higher Education in Ethiopia

(August 2010 G.C);

 Proceedings of the 1st Annual Student Research Forum (September 2010 G.C);

 Proceedings of the 2nd Annual Student Research Forum (September 2010 G.C);

69
  Proceedings of the 3rd Annual Student Research Forum (September 2010 G.C);

 Proceeding of the 5th Multi-disciplinary Seminar (September 2010 G.C).

Challenges Encountered
 Staff turnover and hence overload on the existing staff;

 Lack of prompt action of major units to submit performance reports;

 Lack of prompt action of Faculties to submit staff performance assessment;

 The delay in submission of papers of the 7th annual conference by authors.

70
Administration and Finance Services
Overview
The office of Administration and Finance
Service is renamed as Office of Property
and Finance Administration in 2002E.C.
due to the implementation of new
structure of the University College. The
office is mandated for revenue collection,

Ato Mekonnen Tadesse

cash management, budget preparation,
Head, Property and Finance Office employee monthly payroll preparation,
vendor payments, property insurance, construction and maintenance of the UC’s physical
structure, financial information management system, management of vehicles,
management of fixed assets, procurement and other related routine activities.

2002 E.C. fiscal year was a year of significant challenge for the Office of Property and
Finance. However, the office has made a considerable achievement in this budget year. At
the Beginning of the fiscal year (October 1, 2009G.C.), it had become apparent that the
revenue projections of the University College were very optimistic. Nevertheless, due the
new government directive on higher education provision, the revenue projections of the
University has declined as the months went by. As a result, the office has to adjust the
planned budget by applying a cost minimizing strategy without affecting the teaching
learning process. To this effect, a budget reductions was made in midstream and this has
created considerable planning challenges for the division throughout the year.

Achievements for the year

One major milestone that had been achieved by Property and Finance Administration was
contributing major idea for the restructuring of the new administration office. Without
productive and qualified personnel to manage the new office, it would be impossible for
the division to make meaningful achievement. The office has filled in the vacant slots for
Human Resource Management Office and improved the quality of service delivery in the
division.

The office has facilitated the UC’s expanding academic programs to School of Graduate
Studies in several ways during the fiscal year 2002 E.C. Acquisition of different type of

71
facilities to support a School of Graduate Studies Campus at Bole constituted a major
achievement for the entire division.

A new data base was made available at main store to improve our efficiency on asset
management. All fixed assets in the institution are coded with new property code and
registered in data base. The purpose of the asset management is to ensure that property of
SMUC is utilized in efficient manner and the bearer is held responsible for loss or misuse.

An additional mini store was also established at College of Open and Distance Learning
(CODL) to improve the efficiency of quality service delivery for the campus community.

To improve the operational system of the UC, various procedural manuals (Performance
Evaluation, Recruitment and Promotion and Customer Service Policy) were prepared
and distributed to each office.

To modernize and improve cash management system of the UC, a Dashen Visa Card
System for students’ tuition fee collection was installed. On the other hand, an agreement
was made with Dashen bank to manage the payroll system of the UC through Visa Card.

To improve the campus security system, security camera has set up at Mexico campus and
School of Graduate Studies.

Figure 22 Annual performance of Administration and Finance Services Office by SP

93.8

91.3

90.7

89.3

SP 1 SP 2 SP 3 SP 4 SP 5 SP 6 SP 7 Average

72
Challenges Encountered
The new tax reform forced us to use a cash register machine to collect our revenue.
However, the cash register machine was also unable to read the existing software. Due to
this the Cash office fell short of delivering an efficient service to the students. Many
students were expressing their discontentment against the administration.

Due to our pay scale a considerable number of skilled personnel in the finance office
terminated their job. The effort which has been made by HRM to fill the vacant slot at
finance office did not materialize as expected.. So far some positions are vacant. This
condition is creating various problems on safeguarding the cash management system.

73
Top-management
Overview
The Top-management, as one of the major units of the institution, is composed of the
Offices of The President, Vice Presidents (academic and administrative) and Assistant
Academic Vice President. It should be noted, however, that the highest body of decision-
making in the institution is the Senate wherein the heads of all major units of the UC are
members. In addition, the Senate incorporates Standing Committees which deal with
specific core issues that major units found beyond their control, and submit the issues
beyond their mandates to the Senate.

The top management designs its own action plan with the conviction that strategic
planning is the responsibility of all who hold positions at executive levels. While those at
the leadership level are expected to lead by example, developing and implementing an
annual action plan is felt important to contribute to the UC-wide improved service
delivery.

It is within the context of the complex challenges that private HEIs currently face that St.
Mary’s strives to improve access to and quality of services by way of employing standard
processes. To address the challenges, the management is fully aware of the fact that the
UC’s future depends to a large extent on the provisions it makes for the future and the
decisions it makes to place the UC in the best possible situation considering the prevailing
circumstances. To achieve this, the institutional leadership has made strategic planning an
indispensable tool to ensure the delivery of quality services sustainably.

Achievements for the Year

With that in mind, the top management, led by the President, planned the annual action
plan for the 2002 academic year covering the seven strategic directions that guide the
entire institution in the five-year strategic plan. Accordingly, the management has made its
utmost efforts to implement the 60 activities it has planned including all the SPs.

While the activities comprise the seven SPs, more than half of the activities (37) are
embodied in SP 1 and 3, which dwell on enhancing the ICT and physical infrastructure of
the UC (SP 1) and improving the quality of teaching-learning & effectiveness of research,
both in the conventional and distance modes of learning (SP 3). Even so, the management

74
feels that there is a long way to go to overcome the challenges and meet institutional
aspirations.

The Top-management also performed additional tasks that were not in the plan among
which the following were major ones:

 The President of SMUC visited South Sudan, Kenya, Burundi, the Netherlands and
USA to initiate partnership and explore opportunities for expansion;

 Plots of land acquired for SGS at Burayou and Mekanisa;

 280 computers acquired and other electronic gadgets;

 A high school opened at Bole Campus;

 The UC donated a significant amount of money to Ethiopian Red Cross Society,

Befikir Tsere AIDS Association, Amhara Development Association, and others;

 Structural overhaul was made, legislation reviewed, manning according to the new
organo-gram done;

 Two volunteers acquired;

 Books acquired through purchase and donation;

 A project entitled Farmers' Innovation was initiated and one workshop, where
nearly 30 heads of different Woredas of different regions were present, was held;

 A language resource center was opened;

 A delegate of the UC made several visits to three local public Universities for
initiating and strengthening partnership;

 Several public lectures and discussions were facilitated in partnership with the US
Embassy Cultural Affairs Office;

 Fellowship for one academic staff member won at an Indian University for a three
month scholarly contribution;

 In cooperation with IntEnt-Netherlands training for Business Advisors Ethiopian

Entrepreneurs living in the Netherlands;

 Held discussion with the TOEFL Regional Director on possibilities of administering

other international tests.

75
Figure 23 Annual performance of Top-management by SP
112.5

100.0

92.7

81.4 80.2 80.7

60.4

37.5

SP 1 SP 2 SP 3 SP 4 SP 5 SP 6 SP 7 Average

Challenges Encountered
 The instability of external environment, which are expressed in government policy
changes on private HE and price escalation of construction & stationery materials;

 The lack of cooperation from organizations and offices that offer timely permits and
assistance for building construction at regional towns;

 Instructors' resistance to upload course materials on the internet thinking that would
deny them of their copy right; and
Failure of IT consulting company to meet its obligation in the development of software
required for automation of the services of different units.

76
Annual Acton Plan for the Year 2010/11 (2003 E.C.)

77
Introduction
St. Mary’s University College (SMUC) has developed and adopted a medium-term strategic
plan for the period of 2000–2004 EC that would lead to the realization of its institutional
mission: to offer conventional and distance education that is accessible to the larger society
through reasonable tuition focusing on quality and standards in teaching, research, outreach
services. The strategic plan (SP), apart from setting the strategic directions and objectives,
incorporated the core tasks that the institution need to accomplish during the five-yearperiod.

, The successful implementation of the SP, which is essentially about the achievement of the
strategic objectives, requires a carefully designed short-term plan of actions as well as the
efficient execution of same institution wide.

This plan document presents the annual plan of action for the year 2003 as part of the
implementation of the SP during the fourth year of the five years period. It contains the
specific objectives desired to be achieved at the end of the year, the activities to be executed;
the time frame for execution of those activities, the indicators of performance, and
considerations taken in to account for planning.

The annual plan of action was initiated at the lowest level of institutional operation and
aggregated at major unit (College/ Faculty/ Office/ Division/ Centre) level. The institutional
plan is the summative expression of plans developed by all major units. The actions planned
for the year are presented herein both at major unit and institutional levels.

Objectives
The overall purpose of this plan is to ensure that the functioning of the institution at large is
in line with the seven strategic directions and the strategic objectives set forth in the strategic
plan of SMUC. Hence, the plan of action is made to incorporate activities oriented to all of
the seven strategic directions and targeting most of the 56 strategic objectives stated in the SP
of the UC.

However, as a short-term target, the major units of the institution usually formulate specific
objectives they desire to achieve, vis-à-vis each strategic direction, by the end of the year
through the implementation of their respective action plans. Those specific objectives of the
major units included:

78
  Enhancing the quality of services rendered to clients (students) through improved
access to ICT and automated (ICT based) service delivery;

 Improving the size and quality (skills & knowledge) of the human resource to render
quality services;

 Improving the implementation of internship or off-campus practical courses;

 Ensuring the smooth flow of academic events in the year through efficient scheduling
which meets all reasonable requests;

 Motivating and enhancing the performance of students;

 Augmenting SMUC’s involvement in social development programs;

 Ensuring participatory decision-making through decentralization;

 Enhancing the services rendered to job seeker graduates;

The planning units

The annual plan herein is developed with reference to the top-two levels of operation or
organizational structure: SMUC and the prime divisions thereof. The prime divisions of the
institution referred to herein as Major Units include:

Faculty of Business Faculty of Law

Faculty of Informatics Faculty of Teacher Education

School of Graduate Studies Community/ Outreach Services

ICT Support and Development Unit Office of the Registrar

Career & Cooperative Training Unit Library and Documentation

College of Open & Distance Learning Testing Center

Student Support Services Office Information & Communication Office

Gender Office Research & Knowledge Management

CEIQA Business and Administration Division

Top Management

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The Planning Approach
Though not uncommon in planning, coming up with a plan of action which is realistic,
comprehensive and inline with the institutional vision was the key issue in the process of
producing this document. As a result, the formulation of this action plan referred to the
following important documents:

 the current Strategic Plan of SMUC, to ensure that the planned activities are inline with
the strategic directions and leading to the strategic objectives of the institution at large;

 the Monitoring and Evaluation Framework of SMUC, to ensure that the planned
activities are specific, measurable and time bound to make their execution traceable;

 reports from major units on the accomplishment of planned activities in the preceding
year (2002), to incorporate those activities planned for last year but not executed and
need to be carried out in this planning year;

 the report issued by HERQA on the external quality audit it conducted on SMUC, to
formulate and implement quality enhancement plan, to address the shortfalls identified
& recommendations forwarded by the Agency;

 the research outputs (reports) of the UC that focused on the exploration and assessment
of the internal situation and service delivery of the institution, such as Student
Satisfaction Survey, Assessment of Course Planning and Implementation by Instructors,
Student Attrition, Graduate Tracer Study, Employers Survey; and

 institutional policy and strategy documents issued by the UC, which includes Quality
Enhancement Policy, Research Strategy, Faculty Handbook, etc.

The planning was made to pass through a three-step process. First, the planning was initiated
at the bottom level where the first draft plan was prepared by the respective major unit and
submitted to CEIQA. Then, each of the 19 draft documents was reviewed by CEIQA and
returned with feedback to the respective unit. Finally, CEIQA held meetings with each unit to
discuss about and come up with the final draft plans at unit level.

Major Activities
The core activities, listed hereunder, are thought to be major for at least two reasons: they
appear in the plans of different units, and are expected to have a multiplier effect on the

80
performance of the institution at large. Hence, failing to execute them successfully may
significantly influence the realization of the institutional plan in general.

Strategic Priority One: Enhance ICT & physical infrastructures of the UC

The overall goal of this strategic direction is to capacitate the institution in terms of
contemporary information and physical resources that ensure quality service delivery. In this
plan, the focus is on the enhancement and sustenance of information technology and
infrastructural resources for maximized satisfaction of clients (students) of the UC. Hence,
the planned activities are predominantly oriented towards expansion of office and classroom
buildings, improving the quality of information communication networking, automation of
systems, and increasing access to teaching & learning materials for both instructors and
students as outlined below:

 Complete the construction of building at CODL compound;

 Construct students’ toilet rooms at SGS;

 Renovate houses acquired at regions and start a formal or tutorial class in regular and
extension modes;

 Provide major units with office, equipments, furniture and ICT facilities;

 Post course and other supporting materials on the UC intranet;

 Overhaul the existing mail system;

 Develop IT security policy;

 Establish secure VLAN;

 Implement ISA server;

 Prepare network blue print (physical & logical design of network structure) of SMUC;

 Prepare information architecture (priorities for IS development) of SMUC;

 Create IT asset configuration database;

 Establish an MS Sharepoint portal service platform;

 Establish centrally administered domain-based network at Bole campus;

 Manage the various IS systems centrally;

81
  Load all computers with antivirus and update continuously;

 Implement Network diagnostic and performance measurement tools;

 Develop a database in MS-Access for information on the demand side of consultancy

services in Ethiopia, and services of CCTU;

 Develop/ acquire software and implement systems automation;

 Launch automated service of the library system;

 Assess the existing information systems & prioritize for development of applications;

 Load students data into the database of the registrar system;

 Create a webpage (for CCTU, RNM and SGS) in the institutional website;

 Create access to dial-up internet connection for DE coordination centers;

 Acquire physical facilities ;

 Establish clinic in Mexico Campus;

 Acquire ICT & science equipment donation from partners.

Strategic Priority Two: Enhancing the HR capacity of the UC

This strategic direction, as in SP 1, is oriented towards building the institutional capacity of

the UC. However, the SP 2 is specifically concerned with the development of the human or
the soft aspect of the institutional resource through comprehensive and continuous
professional development schemes. Therefore, the activities incorporated under this area of
priority are related predominantly to the expansion, diversification, and enhancing the quality
of the technical capability or human resource of the UC through recruitment, short & long-
term trainings as well as experience-sharing visits. The major activities are given below:.

 Recruit 49 academic and administrative staff;

 Prepare training manual;

 Conduct training need assessment for BAD;

 Offer short-term training for 514 staff;

 Offer training to 230 students

 Prepare manpower plan

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  Arrange experience sharing session

 Revise the HR structure of the Office of the Registrar incorporating Academic

Programs Office

 Review the employee recruitment & selection process

 Conduct job satisfaction survey

 Develop and implement employee retention scheme

 Prepare and implement annual leave plan for administrative and academic staff

 Conduct biannual skill audit

 Evaluate the utilization of the medical insurance service

 Review 4 HRM operational guidelines

 Develop succession plan

Strategic Direction Three: Improve the quality of teaching-learning & effectiveness of

research, both in the conventional & distance mode

The UC is expected to have the three core functions of a HEI: teaching, research and outreach
services. Of these, the UC currently attaches the highest relative importance to the function of
teaching where SP 3 is meant for.

The activities planned under SP 3 for the year are geared mainly to enable the UC to offer
quality education to a level of best satisfaction of students. The focus areas are improving the
size, diversity and timeliness of learning materials; accessibility of those resources to students
irrespective of time and place; widening options for practical training of students in
industries; and engaging the faculty in teaching & learning quality enhancement research
undertakings. The major activities are:

 Acquire 773 different types of hard copy books and journals for library

 Acquire 350 e-resources for electronic library services

 Prepare 88 teaching materials

 Revise 13 teaching materials

 Organize 13 seminar/ panel discussions

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  Arrange 5 educational trips for students

 Organize 5 Guest Speech/ lecture

 Provide academic advisory service to 240 needy students

 Conduct practical/ internship/ cooperative training sessions for 1913 students

 Undertake 19 research activities

 Offer tutorial sessions for basic and major courses

 Maintain data about staff absenteeism, prompt grade submission and records of grade
change

 Publish 6 issues of 3 Journals (Mizan Law Review, JAD, JBAS) and 1 Bulletin (The
Teacher)

 Establish Center for Law in Sustainable Development (CLiSD)

Strategic Priority Four: Extend the services and outreach activities of the UC and augment
its role as a development partner with stakeholders.

Community and other outreach services being one among the core functions of an HEI,
SMUC has identified this as one of its priority areas for action – SP 4. The commitment of
the UC towards this function is exhibited by the establishment of a major unit, Community
and Outreach Services Directorate, exclusively for this purpose. In addition, all the other
major units of the institution are also expected to involve in outreach services in areas
relevant to their respective operation. The plan under SP 4 focused predominantly on the
provision of professional services to needy individuals and organizations; and partnership
development with research and higher learning institutions at local and international levels.
The following are the major activities planned for the year:

 Offer short training to 615 persons from private, non-government and government
organizations and other members of the external community

 Offer legal aid service for needy community members assigning 4th year students

 Initiate tutorial programs in natural & social sciences in preparatory high school

 Initiate Translation & Editorial Service at institutional level

 Conduct 6 projects of short-term professional consultancy services

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  Administer The Migration and Development Survey of Maastricht’s University in
Ethiopia

 Link SMUC 1122 (400 Degree and 722 Diploma) graduates with employers and keep
data on the employment status

 Offer 24 international TOEFL iBT test/s for individuals and 24 special purpose tests for
organizations/ institutions

 Promote the TC & Outreach/ Community Services through mass media

 Prepare 4 manual, guideline, handbook

 Sponsor 6 community development and welfare services

 Acquire external fund for social support & students’ scholarship program

 Establish official contract with renowned consultants to share the market

 Produce a documentary film on community and outreach services of SMUC

Strategic Direction Five: Improve the quality, efficiency and effectiveness of the
administrative processes and services

, The UC is structured encompassing the academic and administrative dimensions where the
latter usually is known as the support wing of the institution. However, the UC recognizes
that the administrative wing is a limiting factor for success in accomplishment of the prime
functions of the institution and, hence, strategically considered to be one of the priority areas
for action – SP 5.

For the planning year, the UC emphasized on enhancing the efficiency of the administration
and management of human, material and financial resources at its disposal. Hence, the
assessment of the existing management systems and improvement of the same through
restructuring and automation are the main areas of attention. The major among other
activities planned towards this are:

 Appraise (costs & benefits of systems and infrastructures) the IT investment

 Plan IT asset (acquisitions and maintenance) capacity

 Conduct inventory of assets

 Involve staff members in the decision-making processes at major unit level

85
  Update the telephone directory of the UC

 Promote the services of the UC through mass media

 Compile monthly reports of the institution

 Develop system for preparation and submission of weekly property and financial
management reports

 Put in place effective purchasing system

 Put in place transport log so that each vehicle is monitored

 Introduce effective cash management system (Daily cash collection & disbursement
report, weekly surprise cash count)

 Develop efficient & effective system for monitoring monthly tuition fee collection

 Conduct supervision visits to 60 at regional offices

 Prepare cash flow statement and interim financial statement for regular education
program, CODL and SGS (Quarterly financial statement)

 Build a finance department that attracts and retains talent

 Prepare annual budget plan for each academic and administrative division with
adequate budget allocation

 Implement cost-effective, value added business process

 Design and implement crisis management/ alternative plan

 Identify Best worker/section of the month/quarter/year at SMUC

Strategic Direction Six: Enhance link and partnership with local and international
institutions

The existence of an institution is challenged by the dynamism of its environment that

requires keeping pace with and competitiveness therein. Interacting and working with others
of its kind at local and international levels is considered by the UC strategically important (SP
6) in order to deal with such a challenge. To this effect, each major unit and the institution at
large are encouraged to initiate and enhance links and joint work with parties that are
considered having a stake in HE.

86
Given the young age of private HE in the country and the challenges associated with it, the
activities planned under SP 6 for the year are dominated by the initiation of links and
enhancement of partnership for the limited links created before. Generally, the following are
the major activities incorporated in the annual plan for 2003 EC:

 Create links with 105 industries for internship/ practical sessions

 Participate in Legal Education Reform Program of the country

 Establish link with 6 HEIs and 4 Academic Development Resource Units

 Create link with parents of regular 1st year students of poor academic performance to
exchange information about the academic status of students

 Participate in external meetings (conferences, panels, etc) on issues related to higher

education

 Initiate gender networking with private and public HEIs, governmental & non-
governmental organizations

 Initiate local network of HE Quality Assurance

 Create link with local and international NGOs to support the scholarship program

 Reactivate partnership and joint work with HEIs with which MoU was signed

Strategic Direction Seven: Strengthening and deepening quality assessment and sustained
improvement schemes.

Sustenance of existence and realization of institutional vision is influenced by a number of

factors. However, SMUC puts the quality of its services on top of all other factors. This is
reflected not only in its mission statement but also by having an independent major unit
(CEIQA) for the enhancement and assurance of quality of its services – uncommon to HEIs
in the country. Moreover, each of the other major units of the UC is also expected to involve
in the improvement of the quality of its service delivery. Dominated by the assessment of
service quality, the activities planned under SP 7 for the year include:

 Conduct self-assessment and evaluation at unit level

 Conduct staff evaluation

 Conduct meeting with student representatives

87
  Conduct assessment of student satisfaction

 Formulate continuity, change management, risk assessment and management plans for
the ICT systems

 Assess the annual performance

 Prepare annual plan of the institute for the year 2004

 Follow up, monitor and evaluate departments and offices annual performance

 Compile 3 performance reports of faculty members (2 student evaluations, 1

comprehensive evaluation)

 Assess the current situation of academic units with respect to the minimum requirement
of HERQA

 Design a mechanism to integrate the quality assurance practices of DED and SGS with
that of CEIQA

Assumptions and Risks

Since planning is the formulation of a desirable situation to be brought about in the future,
the realization would obviously be dependent on conditions happening in times to come and
beyond the full control of the planner. To minimize the risk of failure, however, a genuine
prediction of future conditions, both internal and external to the institution, is considered as
much as possible during planning. Below are the major assumptions considered while
foreseeing the likely threats for successful implementation of the plan of action by the various
units;

 The external factors, especially the environments of government policy and market,
which are influential and beyond the control of the institution, would remain stable
during the planning period.

 Support/ approval of top-management of SMUC would be gained where extra resource

is required for execution of planned activity like acquisition of goods, services &
employment of human power

 SMUC website and intranet services would be readily available to post publications,
teaching materials and career promotion information as per plans of various units

88
  There would be a timely cooperation among the various units of the institution in
communication and exchange of information that is expected to be input for the
execution of planned activities

 Services, goods and skilled human power required for the realization of the plan of
action would be available sufficiently and timely at the local market

 There would be sufficient organizations willing to host practicum and apprenticeship/

internship for students of Teacher Education, TVET and degree programs.

Monitoring and Evaluation of Plan Implementation

Sound planning is essential for successful achievement of the desired situation or objectives.
Equally important, however, is meticulous execution of the plan. The latter is ensured through
the monitoring and evaluation of the implementation of the plan.

The monitoring exercise is principally required for timely treatment (identification of,
informing about & acting on) of problems arising along the way of plan implementation.
Hence, it becomes a continuous exercise (right from the beginning) through out the
implementation period. The essence of evaluation, on the other hand, rests on depicting the
effectiveness and efficiency of the plan implementation vis-à-vis the achievement of the
preset objectives and providing lessons for future planning and implementation exercises.

Hence, the following approach is adopted for the monitoring and evaluation of the
implementation of this annual plan.

Monitoring
Monitoring of the plan implementation is a continuous exercise that involves a close follow
up of the execution of each and every planned activity. It is done at all levels of institutional
operation – from top-management down to the lowest level of division in each major unit.
Thus, regardless of the frequency and the tools, the monitoring task would be the concern of
all units in the UC.

Generally, the following are suggested as a guideline for monitoring exercise at the various
levels of operation:

1. At individual level, the person who is identified to be responsible for the execution of
planned activities in the respective units is expected of:

89
 Preparing an operational plan whereby the major activities are broken down in to sub-
activities and scheduled for execution on the basis of a monthly calendar;

 Monitoring the status of execution of those activities on a weekly basis.

2. At sub-unit (Department/ Office/ Desk…) level, it is expected that:

 The operational plans developed at individual level are compiled to form the action
plan of the sub-unit;

 The execution of the operational plans of the individuals or the action plan of the sub-
unit at large is monitored fortnightly.

3. At major unit (Faculty/ Center/ Office/ Top-management) level

 The cascading of annual plan of the unit down to the lower levels of operation or
preparation of action plans at sub-unit level and operational plans at individual level are
ensured;

 The execution of the annual plan of the major unit (action plans of the sub-units)
monitored (discussed and recorded) on a monthly basis. The monitoring tools are
annexed.

4. At institution level CEIQA and top-management are thought to be the principal actors.
CEIQA is expected of:

 Carrying out a visit to major units on a quarter-year basis for monitoring and
consultation on the progress of annual plan execution;

 Produce quarterly report on the status of annual plan execution based on the monitoring
visits made to major units;

 Communicate the result of the quarterly monitoring exercise to all major units,
including the top-management, as a feedback & a means for experience/ information
sharing among the units.

5. Top-management, in the mean time, is expected:

 To monitor the execution of the action plan of the institution (all major units) quarterly
through reports produced by CEIQA;

90
  To respond to the findings of the quarterly monitoring report on the status of plan
execution (performances and challenges of major units).

Evaluation
Unlike monitoring, evaluation is exercised with time interval on a regular basis. The
evaluation of annual plan implementation is done on a semi-annual basis. Hence, there will
be two events of such exercise, referring to a mid-year and an annual evaluation of plan
implementation. This is expected to be carried out at major unit and institution levels. The
following will be evaluation exercises at the two levels.

1. At major unit level, it is expected to:

 Assess, measure and value the status of performance in plan implementation during the
first-half, second-half and entire period of the year with reference to targets for each
activity, strategic direction and the unit at large;

 Assess and evaluate the annual achievement of specific objectives developed by the
major unit under each strategic direction and strategic objective of the UC
(effectiveness of the plan implemented);

 Produce descriptive reports on the evaluation of plan implementation during the first-
half, second-half and the entire period of the year (template for the report is annexed);

 Produce, if necessary, a revised plan of action for the second-half or remaining period
of the year.

2. At institution level, CEIQA is expected to:

 Assess, measure and value the institutional performance for the first-half, second-half
and entire period of plan implementation with reference to targets for each activity,
strategic direction, major unit and the UC at large;

 Assess and evaluate the annual achievement of strategic objectives developed under
each strategic direction of the UC (effectiveness of the plan implemented);

 Organize quarterly, mid-year and annual joint review meetings, for top-management
and all major units, on CEIQA’s monitoring and evaluation of annual plan
implementation at major unit and institution levels;

91
 Produce descriptive reports on mid-year and annual evaluation of institutional plan
implementation with reference to performances during the first-half, second-half and
the entire period of the year.

92
 Annual Plan by Major Unit
1. Faculty of Business
Responsible Means of Execution period
Activity person
Indicator and target verification Start Finish
Strategic Priority One: To enhance the ICT and physical infrastructures of the University College
Strategic Objective: Support the teaching learning process with modern technological facilities and ensure the provision of quality education
Specific Objective: Enhance the access to information to the Faculty staff and students
Equip the Faculty with ICT facilities such as 9 PCs & 2 printers made available for Faculty (2) & Report &
Abate & Terefe Oct Feb.
computers. Department Offices (4) and Syndicate Room (3) observation
Post course materials and other supporting Yimer, Mekdela Uploaded 30 course materials on the intranet Report &
& Abdu Nov. Aug.
materials for students on the institutions website observation
Strategic Priority Two: Enhancing the HR capacity of the UC
Strategic Objective: Capacitate through short- and long-term trainings, institutionalize CPD for academic & support staff and the leadership
Specific Objective: Enhance the manpower capacity and competence of the Faculty through the provision of continuous T and D program
Train staff on Pedagogies Abate & Terefe 25 staff trained Report Oct. Nov.
Train staff on SPSS, Accounting Application software, 20 staff trained Report Oct. Aug.
Yihune, Abdu
Operations Management, Operations Research,
Yimer &,
Strategic Marketing Management, Logistics, Import Mekdela
Export and Digital Marketing.
Establish Trainers Core Team responsible to Yimer
The team formed, training needs identified and Reports Oct. Jan.
identify needs and organize trainings trainings offered
Recruit competent staff for Departments Abdu, Yimer, 15 new staff hired Report Oct. Sept.
Mekdela, Yihune,
Abate & Terefe
Arrange experience sharing session for senior Abdu, Yimer & 30 persons participated in 1 experience sharing Report Sept. Oct.
research advisors Mekdela session
Strategic Priority Three: Improving the quality of teaching-learning and effectiveness of research, both in the conventional and distance mode
Strategic Objective: Publish journals, textbooks, higher education series, workbooks that would enhance the efforts in teaching, research and publication
Maximize student-focused learning experience to achieve personal & academic goals thru advising, counseling & career services
Specific Objective: Improve quality of education, ensure the smooth process of teaching-learning, students’ competence & involvement of staff in research
Prepare teaching materials Wondafrash, 4 materials produced on International Business, Change & Report & Jan. May
Habte, Zelalem, Conflict Management, Business Research Methods, & observation
Yimer Entrepreneurship
Incorporate relevant courses to the newly revised Abdu, Abate & Two courses incorporated Report & Oct. Oct.
Terefe
93
 Responsible Means of Execution period
Activity person
Indicator and target verification Start Finish
Accounting TVET Curriculum observation
Prepare course delivery, assessment guidelines Abate, Terefe, Assessment & delivery documents compiled Report & Oct. Oct.
Abdu, Mekdela &
for all TVET courses in the new curriculum. Yihune observation
Finalize curriculum development for Tourism and Yimer, Zellalem, & Curriculum developed Report & Jan June
Meselu
Transportation Management observation
Follow-up the implementation of the course Abate, Terefe, Follow-up schemes designed and implemented Report March March
Abdu, Yimer,
delivery and assessment in TVET and Degree Mekdela &
programs Yihune
Acquire books Yimer, Mekdela, 86 books purchased for Marketing & Management Report & Dec. Jan.
Mekdela &
Yimer
Departments in the areas of MIS, System Analysis and Design, observation
Production/Operation Management, Operation Research, Risk &
Insurance management, Logistics & Supply Chain Management,
Service Marketing, Import Export Policy & Procedure, Integrated
Marketing Communication, Distribution Management, Social
Marketing, Sales Promotion, Public Relation and Publicity, Pricing
Decisions, Strategic Marketing Management, Global Marketing,
Business Ethics
Organize panel discussions for students Abate, Terefe, 4 Panel discussions conducted on major courses Report Oct. Oct.
Abdu, Yimer &
Mekdela
Arrange educational trips for Abdu & Yihune 3 Educational trips conducted for 100 students on Report Nov. May
Introduction to Cost Accounting & Records Management, Reception
and Office Management, Production and Operation Management
Organize Guest Speech/ lecture for the course Abdu Yimer 1 Guest speech took place Report Feb. May
introduction to Auditing.
Provide academic advisory service to deficient Abate & Terefe 60 Students served Report Oct. Sept.
students
Develop short-term training materials Yihune & Helina 3 training materials developed on reception, office Report & Oct. June
management & correspondence production. observation
Undertake research activities with regard to quality Bizuayehu, 1 research conducted and presented on Multi- Reports & July July
Nesibu, Yalew
of education – a comparative study disciplinary Research Seminar observation
Prepare teaching aids SSOM Dept 6 teaching aids prepared for 3 courses (Record, Report & Jan. June
Head
Reception and Office Management) observation
Present documentary film show on Boss and Film shows made for 61 graduating students of the Report April June
Yihune
Secretary Relationship and Telephone Handling department
Conduct students computer skill competition and Yimer Adem
Competition held and winners awarded Report June June
select best secretary of the year
94
 Responsible Means of Execution period
Activity person
Indicator and target verification Start Finish
Publish research work in the third issue of JBAS. Yihune Abate 1 article published Report Aug Aug.
Update the senior research advising and Tigist & Meseret
The updated version of the guideline produced Report & Aug Aug
evaluation guidelines observation
Conduct Departmental staff evaluation Abate, Terefe, 2 Evaluations conducted & reported at the end of Report March March
Yimer, Abdu,
Mekdela & YihuneSemester I and Semester I
Conduct meeting with student representatives Terefe F. 4 Meetings conducted, 2 in a semester Minutes Nov. Sept.
Organize peer teaching and tutoring programs for 100 students attended 15 tutorial and peer-teaching Report Oct. Aug.
Abdu & Mekdela
courses that students find difficult sessions for 5 courses (3 per course)
Strategic Priority Four: Extending the UC’s services and outreach activities and augmenting its role as a local development partner
Strategic objective: Provide quality professional consultancy and short-term trainings to private and public enterprise
Specific objective:
Offer one-day-long training for small and micro Ayele & 30 persons, preferably females, from SMEs trained on Report Feb. Feb.
business enterprises in the Lideta sub city Kasaye the Basics of Accounting; Marketing; and Customer Service
Offer short-term training for private and public Abate & Terefe
25 persons trained on Customer Service Report Jan. Aug.
enterprises in Kirkos Sub-city
Offer training to Lideta sub-city community Yimer, Zelalem, 75 persons trained on Entrepreneurship; Business Report Sept. June
Meselu Management; Time Management; and Business Plan
Provide support to selected HIV victim persons, __ persons supported with ___ Report May May
Mekdela M.
and poor students.
Strategic Priority Six: Enhancing link and partnership with local and international institutions
Strategic objective: Enhance link with HEIs at national and international levels targeting under- and post-graduate programs, research and outreach activities
Specific objective: Enhance the network of the Faculty with public institutions and exchange experiences on new methods/technologies introduced
Create links with business organizations/ Abate, Terefe, Links established with 80 industries that hosted Report and Oct. Aug.
Abdu, Yimer,
industries for the implementation of the practical practical sessions for 100 students MOU
and Mekdela
sessions signed
Strategic Priority Seven: Strengthening and deepening quality assessment and sustained improvement schemes
Strategic objective: Sustain and increase SMUC’s commitment to self-study and external audit
Specific objective:
Conduct survey on Students Satisfaction Survey conducted and report produced Report & March June
Abdu & Menur
observation
Conduct survey on Instructors Concerns Accounting Dept Survey conducted and report produced Report & March June
Head
observation
Conduct self-assessment at Faculty level Abate & Terefe Quality assessment conducted and reported Assessment March Sept.
95
 Responsible Means of Execution period
Activity person
Indicator and target verification Start Finish
report

96
 2. Faculty of Law
Activity Responsible Indicator and target Means of Execution period
Body verification Start Finish
Strategic Priority One: Enhancing the ICT and physical infrastructure of the UC
Strategic Objective: Create a conducive teaching-learning environment by improving quality of campus life and physical facilities for learning
Specific Objective: Enhance hard copy and online reading resources to students and staff
Post course materials on the intranet Shume 10 course materials posted Observation Dec June
Strategic Priority Two: Enhancing the HR capacity of the UC (recruiting and retaining staff of the highest excellence and continuously developing their capacity)
Strategic Objective: Increase the number of academic and non-academic staff by recruiting those with high competence, diligence and integrity
Enhance the capacity of the UC by providing short- and long-term trainings, institutionalized CPD for academic, support and leadership staff
Specific Objective: Academic staff recruitment and staff development during the academic year
Follow up the academic promotion of staff members Dessalegn 1 persons promoted to higher academic rank Report Oct Feb
Strategic Priority Three: Improving the quality of teaching -learning and effectiveness of research, both in the conventional and distance mode
Strategic Objective: Maximize student-focused learning by helping students achieve academic goals through academic & professional advising and counseling
Encourage student involvement in the decision-making process at SMUC
Specific Objective: Enhance the performance and quality of the teaching-learning and research activities of the Faculty
Acquire books to the Library Fasil 12 types of relevant books acquired Report Oct July
Provide academic counseling and student support services 6 regular class advisors assigned & students of Report & Oct Aug
Dessalegn
6 sections (180) served records
Maintain data about staff absenteeism, prompt grade Data on staff absenteeism, delayed grade Report & Oct June
Dessalegn
submission and records of grade change submission & grade change documented records
Court observations by 2000 E.C entry regular students and Court observation conducted by 18 students Report Nov Nov
Elias N.
appellate moot court rounds
Offer guest lectures Binyam & Shume 2 guest lectures offered Report Dec June
Senior thesis advising Dessalegn All students who registered for the elective Report Oct July
Muluken course received advisory service
Publish Mizan Law Review Elias, Elise, Fasil 2 issues of the Review published Observation Feb Aug
Prepare graduating class students for Student Research Dessalegn & 2 students selected and their preparation Report March June
Forum Muluken checked till presentation
Establish Center for Law in Sustainable Development (CLiSD) Proposal prepared, submitted to the Senate & Minutes, Oct. Aug.
the center established Documents
Strategic Priority Four: Extending the UC’s services and outreach activities and augmenting its role as a local development partner
Strategic Objective: Provide services to the nearby needy community in the realms of education, legal aid, training on ICT, business education and others

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 Activity Responsible Indicator and target Means of Execution period
Body verification Start Finish
Specific Objective:
th Maru
Offer legal aid service by 4 year students at moot court Service offered 2 days a week for 8 months Report Nov July
Strategic Priority Five: To improve the quality, effectiveness, and efficiency of the administrative processes and services
Strategic Objective: To design and improve such institutional schemes in performance management.
Specific Objective: Enable instructors to have easier access to spot readings and references
Updated data on staff and students profile/ statistics Dessalegn 2 data documents (1 per semester) produced Report Dec April
Strategic Priority Six: To enhance link and partnerships with local and international institutions
Strategic Objective: Sustain and strengthen link with other law schools
Specific Objective: Participate in the formation of the Consortium of Ethiopian Law Schools which can develop to the Association of Ethiopian Law Schools
Create/ maintain active link with law schools towards Elias Links created/ maintained with law schools Report & Nov August
sustaining and enhancing submissions to Mizan Law Review Minutes
and the distribution of the Journal and other publications
Participate in Legal Education Reform Program Elias Membership in project coordination tasks Report Nov July
Strategic Priority Seven: Strengthening and deepening quality assessment and sustained improvement schemes
Strategic Objective: Ensure an efficient and effective procedures, processes and systems that improve the quality of teaching, research and outreach activities
Specific Objective: Enhance quality assessment in the Faculty of Law with particular focus on quality assurance and quality improvement
Conduct self-evaluation in the services rendered and tasks Dessalegn Self-evaluation conducted & report submitted to Report Dec. Aug.
accomplished CEIQA
Conduct Faculty and Student joint quality assessment 2 meetings held with student representatives of Report & Nov July
Dessalegn
meetings with representatives of all classes all classes – 1 per semester Minutes
Monitor (through Academic Commission meetings and follow Dessalegn 12 meetings held and outputs documented Report & Nov July
up) that student and staff concerns that are documented Minutes
during meetings with student and Faculty Council meetings is
addressed at faculty and institutional levels
Conduct assessment of student satisfaction Dessalegn Assessment conducted and report produced Report March June
Conduct assessment o Instructors’ Concerns ? Assessment conducted and report produced Report ? ?

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 3. Faculty of Informatics
Activity Responsible Indicator Means of Execution period
(Necessary to fulfill the stated objective) person verification Start Finish
Strategic Priority One: Enhance the ICT and physical Infrastructure of the University College
Strategic objective: Automate the various sections of the UC to increase the efficiency and effectiveness of services provided
Develop ICT enterprise architecture for SMUC, avail well-equipped & sufficient ICT resources and sustain the same
Specific objective: To improve the ICT services
Provide user names and passwords under the UC domain Abebe Every student logs in using user name & Report & Nov. Jan.
to new entry Computer Science Degree Students password and can get internet service observation
Overhaul the Network of Lab 2 and Lab 4 Abebe Network structure setup for all lab rooms Report Nov. Jan.
Every PC in labs 2 and 4 will have two operating systems Abebe Federate network made in place for all lab report Jan. April
(windows and Linux) with all the required application rooms
software
Replacement of the computers in the network lab Abebe 20 computers bought replaced the olds Report Jan April
Establish additional computer lab room Mohammed 1 lab room equipped with 15 PCs established Report & Feb. June
observation
Provide staff members with standard laptops Daniel 20 staff members got laptop computers Report Nov. April
Strategic Priority Two: Enhancing the HR capacity of the UC (recruiting & retaining staff members of highest excellence and continuously develop their capacity)
Strategic objective: Increase the number of academic and non-academic staff by recruiting those with high competence, diligence and integrity
Enhance the capacity of the UC by providing short- & long-term trainings, institutionalized CPD for academic & support staff & the leadership
Specific objective:
Recruit Faculty staff members Faculty Dean 6 professionals (1 PhD, 2 Msc, 1 BSc and 2 Diploma Report Oct. March
holders) in computer science or related field
employed
Offer training on Pedagogies for new recruit staff Mohammed 6 persons trained Report April April
Offer training to Faculty staff Mesfin F. 20 Persons trained on Teaching, Training. Learning Report Nov. Jan.
Material TTLM development and FOSS June Sept.
Provide training to the UC community Michael 30 staff members trained on Basic Skills In The Use Report Oct. Jan.
Of Computers And Application Software, and Advanced
Training On Access And Excel
Strategic Priority Three: To improve the quality of teaching-learning & effectiveness of research, both in the conventional & distance mode
Strategic objective: Maximize student-focused learning, promote by helping them achieve academic goals through advising, counseling and career services
Publish journals, textbooks, higher education/ digest series, workbooks that enhance the UC’s efforts in teaching, research and publication
Initiate, develop and enhance demand driven curricula both at undergraduate and graduate levels, and make periodic revisions
99
 Activity Responsible Indicator Means of Execution period
(Necessary to fulfill the stated objective) person verification Start Finish
Specific objective:
Develop TTLM in accordance with the respective Aklilu TTLM developed Report & Jan. July
Occupational Standards observation
Developing publications, curriculum and research Asrat M. Guideline developed Guideline Oct. Nov.
committee guideline document
Revise Faculty senior project advising guideline Aklilu T. Revised guideline produced Guideline Dec. Jan.
Conduct research on Factors Affecting Success of Students Dr Sebsibe H. Research conducted and report produced Research Feb. May
in Computer Science Degree Program at Private HEIs report
Prepare guidebook for Artificial Intelligence Dr. Sebsibe Guide book for AI prepared AI guidebook Oct. Aug.
Conduct seminar on The Promises of Cluster Computing to Dr. Sebsibe 1 Seminar conducted Report Feb. April
Developing Countries
Organize guest lectures for the faculty students Faculty Dean 2 guest lectures conducted Report Feb. Aug.
Design and produce annual newsletter at the Faculty level Solomon D. 1 issues of the newsletter published and 100 Report & Nov. Jan.
copies distributed observation
Develop new curriculum for degree program Biniam 2 curricula developed for Information Curriculum Oct. Jan.
Technology and Information Systems document
Produce reference materials for degree program Mesfin 3 Reference materials developed on Advanced Reference Oct. April
Database Systems, and Artificial Intelligence material
Educational excursion for students of the faculty Faculty Dean All graduate class of degree program students Report Feb. Aug.
participated in the trip
Promote the academic status/ rank of staff Faculty Dean 2 staffs promoted in academic rank Report Feb. Aug.
Conduct faculty meetings with student representatives Faculty Dean 2 meeting held with student representatives of Report & Feb. Aug.
the faculty minutes
Conduct competitions among students in skills Asrat 3 rounds of competition undertaken Report Feb. Aug.
Strategic Priority Four: To extend the University Colleges service and outreach activities and augment SMUC’s role as a local development partner
Strategic objective: Provide services to the nearby needy community in the realms of education, legal aid, training on ICT, business education and others
Specific objective:
Assess the training needs of the community Dr. Sebsibe Needs assessment conducted and report Report Feb. April
produced
Provision of training to the community Dr. Sebsibe 30 persons from the community trained Report June Aug.
Offer refresher course to former students of the Department Emebet 100 students trained on competency exams report Feb. Aug.
Wondimu
Strategic Priority Seven: Strengthening and deepening quality assessment and sustained improvement schemes
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 Activity Responsible Indicator Means of Execution period
(Necessary to fulfill the stated objective) person verification Start Finish
Strategic objective: Ensure an efficient and effective procedures, processes and systems that improve the quality of teaching, research and outreach activities
Specific objective:
Develop the faculty quality and assessment committee Alemsegid Guideline developed Guideline Oct. Jan.
guideline documents
Assess examination quality Mesfin Quality of exams assessed & report produced Report & March Sept.
observation
Under take program quality self-assessment [Link] Internal quality assessment done and report Internal QA Oct. May
produced report

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 4. Faculty of Teacher Education
Activity Responsible Indicator and target Means of Execution period
Body verification Start Finish
Strategic Priority One: Enhancing the ICT and physical infrastructure of the UC
Strategic Objective: Automate the various sections of the UC to increase the efficiency and effectiveness of services provided
Specific Objective: Enhance hard copy and online reading resources to students and staff
Posting course handouts on the intranet Mulugeta Handouts posted for the course Introduction to Logic Report & Nov. Jan.
observation
Strategic Priority Three: Improving the quality of teaching -learning and effectiveness of research, both in the conventional and distance mode
Strategic Objective: Maximize the student learning experience, and promote student-focused learning by helping students achieve personal academic goals
through academic and professional advising, counseling and career services
Specific Objective: Enhance the performance and quality of the teaching-learning and research activities of the Faculty
Acquire (purchase) teaching books Selamawit & 5 different books (5 copies each) acquired for Language Report & Dec. June
Tekalign
Department observation
Acquire (purchase) teaching material Mulugeta 5 topographic and 3 other maps acquired for preparatory Report & Nov. Feb.
school observation
Prepare teaching material Selamawit & 2 materials prepared on Reading and Grammar for Report & Nov. June
Major
Language Department observation
Publish ‘The Teacher’ bulletin Faculty Head 2 issues of the bulletin published and 2,400 copies Report & Feb. Aug.
distributed observation
Organize seminar/ panel discussion Tagel, Menbere, 5 sessions of seminar and panel discussions held on The Report Oct. Dec.
Eyasu, Nazareth,
Anduamlak,
Application of Mathematics in Business Fields; Developing Positive
Habtamu, Attitude towards Mathematics; How to Learn Mathematics in TVET; How
Getachew & to Teach English in 1st & 2nd Cycles (2)Primary Education
Tekalign June June
Carryout action research Selamawit, 4 Researches conducted (on The Status-quo of Language Report Dec. Aug.
Tekalign & Proficiency among Degree Students at SMUC; The Relevance of
Getachew Mathematics for Business Faculty Students; An Overview of the Current
Discourse on the Privatization of Fresh Water in Ethiopia; Corrupt
behaviors of instructors at Higher Education Level: The case of selected
private HEIs) and report produced
Offer tutorial sessions to students Tesfazghi, Tutorial sessions offered to all preparatory students on Report Nov. Aug.
Nazreth, Fanta,
Asaye & Belay
mathematics, social science, language teaching methods & skills.
Offer refreshment program for fresh TVET and Degree Refreshment on Mathematics offered to all new entrants Report Oct. Oct.
Solomon
Computer Science students of TVET & CoSC Degree programs
Activate the Civic & Ethical club of the UC Solomon & The Civic and Ethical Club reinitiated and became Report Nov. Jan.

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 Activity Responsible Indicator and target Means of Execution period
Body verification Start Finish
Mulugeta operational
Strategic Priority Four: Extending the UC’s services and outreach activities and augmenting its role as a local development partner
Strategic Objective: To design and improve such institutional schemes in performance management.
Specific Objective:
Initiate tutorial programs in natural & social science Faculty Head Proposal prepared, submitted for top-management, Report & Oct. Aug.
areas in preparatory high school approved and implemented observation
Initiate Translation & Editorial Service at institutional Faculty Head Proposal prepared and submitted for top-management Report & Oct. Aug.
level observation
Offer trainings on Pedagogical & Non-pedagogical areas Faculty Head 4 rounds of training offered to 60 persons Report Nov. Aug.
for government and non-government organizations
Establish core team of short-term training & consultancy Faculty Head The team established and became functional Report Oct. Aug.
unit
Strategic Priority Seven: Strengthening and deepening quality assessment and sustained improvement schemes
Strategic Objective: Ensure an efficient and effective procedures, processes and systems that improve the quality of teaching, research and outreach activities
Specific Objective: Enhance quality assessment in the Faculty of Law with particular focus on quality assurance and quality improvement
Conduct assessment of courses offered in TVET and Selamawit, The quality of 3 (Sophomore English, Civic and Ethical Report & Nov. Aug.
Tekalign,
Degree programs Getachew, Education) courses assessed and report produced observation
Teshager & Abas
Review the course outlines of Language Department Getachew & 3 course outlines reviewed & report produced Report Dec. March
Selamawit
Conduct survey on Student Satisfaction Fanta Survey conducted and report produced Report & Nov. Aug.
observation
Conduct survey on Instructors’ Concern Melaku Survey conducted and report produced Report & Nov. Aug.
observation

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 5. School of Graduate Studies
ACTIVITY RESPONSIBL INDICTOR/TARGET MEANS OF TIME FRAME
E PERSON
VERIFICATI START FINISH
ON
Strategic Priority One: Enhancing the ICT and physical infrastructure of the UC
Strategic Objective: Automate the various sections of the UC to increase the efficiency and effectiveness of services provided
Specific Objective: Provide information on registration and other pertinent matters on-line to graduate Students
Introduce electronic system of communication with Graduate Mulugeta Webpage created & information posted Report & Jan. June
Students observation
Develop remote/electronic registration of students Mulugeta System developed & on-line registration Report & March June
effected observation
Strategic Priority Two: Enhance the HR capacity of the UC (recruiting and retaining staff of the highest excellence and continuously developing their capacity)
Strategic Objective: Increase the number of academic and non-academic staff by recruiting those with high competence, diligence and integrity
Specific Objective: Ensure the availability of sufficient quality and quantity of human resource
Acquire academic and support staff to launch the programs. Dr. Mengistu 3 persons (2 academicians & a secretary) hired Report Feb. June
Strategic Priority Three: Improving the quality of teaching -learning and effectiveness of research, both in the conventional and distance mode
Strategic Objective: Maximize student learning experience, promote student – focused learning through academic and professional advising and counseling
Specific Objective: Enhance the performance and quality of teaching – learning and research activities of SGS programs
Prepare annual course offering plan for SGS programs Mulugeta Program schedule developed Report Jan. Feb.
Acquire accreditation for the curriculum developed and Dr. Mengistu 3 curricula accredited for 3 (Rural Development, Report Jan. June
submitted to the Ministry of Education for approval. Agricultural Economics and Agri-business) programs
nd Mulugeta
Launch the accredited MBA program as of 2 semester Students registered & began class Report Feb. June
Develop Graduate Catalog for the newly developed Masters Business The catalogue prepared for 3 programs and Report & Jan. June
Faculty Head
Programs published observation
Develop teaching materials for the new graduate level Dean, SGS 23 modules prepared for 1 programs Report & Feb. June
courses, as most courses are offered on block basis observation
Acquire reference books and journals and other periodicals Dr. Mengistu 100 materials (books, journals & periodicals) Report & Feb. June
relevant to the new graduate programs identified and acquired observation
Acquire electronic reference materials from IGNOU website Head, IGNOU Audio and video CDs of 5 courses in each Report & May Sept.
department downloaded observation
Supervise the teaching-learning process Dr. Mengistu Smooth running of all programs effected Report Feb. June
Publish Journal of Agriculture & Development Dr. Mengistu 1 issue of the Journal published and ___ Report & Jan. Dec.
copies distributed observation
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 ACTIVITY RESPONSIBL INDICTOR/TARGET MEANS OF TIME FRAME
E PERSON
VERIFICATI START FINISH
ON
Offer guest lecture by local resourceful persons in five India Head, IGNOU 6 sessions of guest lecture delivered on Report Feb. Sept.
centric courses Ethiopian Economic Policy, Rural Development in
Ethiopian Context, Ethiopia’s Foreign Trade, Sociology in
Ethiopia, Social Work in Ethiopian Context, and
Economic & Social Environment in Ethiopia
Strategic Priority Four: Extend the University Colleges service and outreach activities and augment SMUC’s role as a local development partner
Strategic Objective: Provide services to the nearby community in the realms of education, legal aid, training on ICT literacy, business education and others
Specific Objective: Engage in and enhance community services
Gear graduate students’ research undertakings towards Nigussie Research conducted Report Sept. June
societal problem solving
Strategic Priority Five: Improving the quality, efficiency and effectiveness of the administrative processes and services
Strategic Objective: Improve administrative staff coordination and communication
Specific Objective: Re align and utilize staff for maximum benefit
Review the administration staff utilization at SGS Tsegaye The current staff-job allocation reviewed and Report & Jan. March
new assignments developed Minutes
Develop job description based upon new assignment Tsegaye Job descriptions formulated for __ posts & Report & March April
distributed Observation
Strategic Priority Six: Enhance and link partnerships with local and international institutions
Strategic Objective: Foster partnership with local & foreign HE, research & QA institutions for knowledge-cum-experience sharing and dissemination
Specific Objective: Initiate partnership with local public university & foreign HEIs
Develop local partnership with public HEI Dr. Mengistu Link developed & MoU signed with Haramaya Report & Feb. June
University in teaching – learning programs MoU
Develop international partnership with foreign institution Dr. Mengitu A joint project on agro processing initiated Report Feb. June
with an institution from Holland
Strategic Priority Seven: Strengthening and deepening quality assessment and sustained improvement schemes
Strategic Objective: Ensure an efficient and effective procedures, processes and systems that improve the quality of teaching, research and outreach activities
Specific Objective: Enhance the practice of quality assessment in the School of Graduate Studies
Evaluate IGNOU & the New Masters Programs against the Dr. Mengistu All programs evaluated and reports produced Evaluation May July
quality assessment focus areas developed by HERQA Report
Conduct assessment of student satisfaction Head, IGNOU Assessment conducted and report produced Report & May July
PG Programs
observation

105
 6. Community/ Outreach Services
Activity Responsible Indicator and target Means of Execution period
verification Start End
Strategic Priority One: Enhance the ICT and Physical infrastructure of the University College
Strategic Objective: Automate the various sections of the UC in order to increase the efficiency and effectiveness of services provided.
Specific Objective:
Develop and post electronic content promoting Hailemelekot Content promoting community/ outreach services Report & Feb. March
(publicizing) outreach/ community services of the UC developed and posted on SMUC’s Web site observation
Develop a database providing information on the Yonnas 1 database constructed in MS-Access environment Report & Dec. March
demand side of consultancy services in Ethiopia observation
Strategic priority two: Enhancing the HR capacity of the UC
Strategic objective: Increase the number of academic and non-academic staff by recruiting those with high competence, diligence and integrity
Specific objective:
Recruiting core staff for the initiation and delivery of Hailemelekot 3 persons (1 Research Assistant, 1CEI Head, Report & Oct. Oct.
consultancy, community/ outreach(including CEI) 1Secretary/ Admin Assistant, and 1Program observation
services proactively Coordinator for IntEnt project) recruited
Offer training for staff Hailemelekot ToT on developing potential entrepreneurs organized Report Dec. Jan.
& Tewodros
and conducted to 6 staff members
Strategic priority three: improving the quality of teaching-learning and effectiveness of research, both in the conventional and distance mode
Strategic objective: Maximize the student learning experience, and promote student-focused learning by helping students achieve personal academic goals
through academic and professional advising, counseling and career services.
Specific objective:
Conduct research on entrepreneurship mentality and Hailemelekot Research conducted and document produced Report June Aug.
intention
Strategic priority Four: Extending the UC’s services and outreach activities and augmenting its role as a local development partner.
Strategic objective: Provide quality professional consultancy and short-term trainings to private and public enterprises.
Specific objective:
Setting up the Center for Entrepreneurship and Tewodros & 1 Office/ center with office equipment & furniture, and Report & Dec. Jan.
Hailemelekot
Innovation training facilities set up observation
Developing, launching and rendering services Tewodros & 1Training program & manual developed & conducted Report Feb. Sept,
Hailemelekot
expected from the Center for Entrepreneurship and in 3 rounds for a total of 45 potential entrepreneurs
Innovation with the help of 6 resource persons who received ToT
Coordinating the INTENT Program in Ethiopia Tewodros & 1 Coordination center set up, 1 operation plan Report & May Sept.
Hailemelekot
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 Activity Responsible Indicator and target Means of Execution period
verification Start End
formulated, and 4 reports on activities produced observation
Getting the migration and development survey of Hailemelekot Survey administered in selected sites of the country Report Nov. Jan.
Maastricht’s University administered in Ethiopia
Bid for consultancy services Hailemelekot 12 proposals produced, 6 projects won & conducted Report Oct. Sept.
Bid for project funding (grant) addressing socio- Hailemelekot 1 project proposal developed and fund/ grant secured Report & June Sept.
economic problems observation
Strategic priority Five: Improving the quality, efficiency and effectiveness of the admin process and services
Strategic objective: Reduce sole dependence on tuition by developing alternative revenue sources, design and improve such institutional schemes as
customers handling, staff remuneration and performance management.
Specific objective:
Generate income through professional consultancy Hailemelekot 2 Million Birr worth projects won and delivered Report Oct. Sept.
services
Develop incentive/remuneration scheme for (internal Hailemelekot 1 Operation manual developed Report & Dec. Jan.
and external) professionals involving in the delivery of observation
consultancy services
Strategic priority Six: Enhancing link and partnership with local and international institutions
Strategic objective: Create and enhance link with higher education institutions, faculties and departments both at national and international level that target at
conducting undergraduate and post-graduate programs, research and outreach activities.
Specific objective:
Establish link with Maastricht Graduate School of Hailemelekot Link focusing on research and outreach activities MoU Nov. Dec.
Governance (MGSG) established with MGSG document
Strategic priority Seven: Strengthening and deepening quality assessment and sustained improvement schemes
Strategic objective: Nurture the culture of academic and administrative quality assessment at all levels with regard to endeavors, achievements, and problems
pertaining to SMUC’s teaching, research and service functions and the administrative setting thereof
Specific objective:
Take part in quality assessment unit activities. Hailemelekot Participation (as member) in the quality assessment Minute Oct. Sept.
unit established at division level

107
 7. ICT Development and Support Unit
Activity Responsible Indicator and target Means of Execution period
person
(Necessary to fulfill the stated objective) verification Start Finish
Strategic Priority One: Enhance the ICT and physical Infrastructure of the University College
Strategic objective: Automate the various sections of the UC to increase the efficiency and effectiveness of services provided
Avail well-equipped & sufficient ICT resource centers and sustain the same for conventional & distance education divisions
Specific objective: Improve the ICT services
Overhaul the existing mail system Mitiku and 99.99% availability and improved speed of the mail Report Oct. Oct.
Wossen
system with lesser mails bouncing back incidents
Overhaul the LAN at Green Campus Mitiku and One logical network at Green Campus; all Report & Apr. May
Wossen
preconditions discussed to make a LAN operational in Observation
the new building at Green Campus
Develop IT security policy Mitiku Document detailing IT security policy of SMUC Report & Nov. Dec.
produced and distributed Observation
Implement Secure VLAN Mitiku & Wossen 3 VLANs implemented Report Jan. Feb.
Implement ISA server Mitiku, Wossen ISA server implemented at Mexico campus Report Jun. July
& Ermias
Prepare SMUC’s network blue print Seifu and Physical and logical design of SMUC’s network Report & June July
Mitiku structure documented and analyzed Observation
Design and implement knowledge management Yihun and KM-tool implemented and the UC staffs cooperate in Report June Aug
Seifu
system for staff collaboration knowledge sharing
Prepare Information Architecture of SMUC Adhanom Priorities for IS development set in the IA document Report June July
Create IT asset configuration DB Seifu All IT asset configuration data is stored in the DB Report Aug. Aug.
Implement a MS Share point portal service for Mitiku, Seifu, MS Sharepoint implemented and staff collaboration Report Mar. May
Ermias &
collaboration platform Wessen automated
Implement a centrally administered domain based Wessen and Functional and domain based network implemented Report & Dec. Dec.
network at Bole campus Ermias at Bole campus Observation
Manage the various ISs centrally Wossen and All information systems are managed centrally by the Report & Mar. April
Ermias ICT SD Unit Observation
Create thin clients for all departments Wessen, Ermias Reduce maintenance activity and data loss by Report Dec. Feb.
& G/Meskel centralizing file storage and freezing clients
Ensure that all computers have antivirus protection Wessen, All computers are well protected from viruses with up- Report Nov. Dec.
Ermias &
and are updated continuously to-date virus database
Mitiku
Prepare FTP site for software gallery and antivirus Wessen and Staff can easily obtain software and antivirus updates Report & May May
Ermias
108
 Activity Responsible Indicator and target Means of Execution period
person
(Necessary to fulfill the stated objective) verification Start Finish
update Observation
Select and Implement Network diagnostic and Mitiku and Automated tracing of network problems and network Report & June June
Seifu
performance measurement tools performance measurement and reporting Observation
Develop/select and implement software for test Adhanom Test bank and item analysis automated Report & May July
bank/item analysis of the testing center of the UC Observation
Develop/select and implement software for student Adhanom Student class and exam scheduling automated Report & June Aug.
class and exam scheduling Observation
Develop and implement ERP software that integrates Adhanom Finance, inventory and human resource functions are Report & Nov. Jan.
finance, inventory and human resource functions automated Observation
Assess the existing information systems & prioritize Adhanom Inventory of current information systems produced Report & Oct. Oct.
for developing applications and write documents and priorities for IS development set Observation
Service desk automation Seifu and Tracing maintenance costs, asset management, and Report & Oct. Oct.
Zerefa
detailed report of service desk activity Observation
Prepare a formal system development methodology Adhanom Document detailing SMUC’s system development Report & Jan Feb.
for SMUC methodology produced and distributed Observation
Organize (finalize) and update the UC’s new website Zerefa The website run & became accessible from any Observation Dec Dec
where
Optimize and upgrade the speed and performance of Zerefa Ranking of No. 1 for most queries related with St. Report & April Aug.
the web server Mary’s University College. Observation
Overhaul the wireless network at Mexico campus Mitiku Wireless network is securely accessible from most Report & Jan Jan
locations at Mexico campus Observation
Acquire Office Space for 5 individuals Seifu Office and furniture acquired for 5 IT Unit staffs Observation March March
Strategic Priority Two: Enhancing the HR capacity of the UC
Strategic objective: Enhance the capacity of the UC by providing short- and long-term trainings, institutionalized CPD for academic, support and leadership staff
Specific objective: To improve the ICT services
Hire Database administrator, LAN administrator and Seifu All the 3 positions will be filled with competent staff Report & Jan. March
system analyst/programmer for the unit Observation
Assess the ICT training needs of the UC staffs Yihun Training needs surveyed and report produced Report Jan Jan
Train users on minor/common troubleshooting issues Yabsira, 18 persons trained & 1 power user created at each Report Feb. March
Fetiya, Ermias
unit of the UC
Train Hardware Maintenance Sub-unit staff Seifu, All maintenance staff trained on heavy-duty printer, Report Nov. Sept.
G/Meskel
power supply, monitor, CCNA & laptop maintenance
Train Network and System Security staff Mitiku All staff trained on Microsoft Network Administration Report Feb. March

109
 Activity Responsible Indicator and target Means of Execution period
person
(Necessary to fulfill the stated objective) verification Start Finish
Train ICT Unit and Informatics Faculty staff Adhanom All staff of ICT unit & the faculty of Informatics trained Report Feb. April
on software development tools and techniques
Create awareness on newly implemented systems Mitiku, Seifu, All staff oriented on the use of MS Outlook for Report Dec. Dec.
Ermias and
(Outlook, Sharepoint and ftp and others) Wessen communication and Sharepoint for collaboration
Strategic Priority Three: Improve the quality of teaching-learning and effectiveness of research, both in the conventional and distance mode
Strategic objective: To fulfill and go beyond the academic standards set at national level where such standards exist
Specific objective: To improve the teaching and learning experience of staff and students through ICT
Implement SMUC learning management system Zerefa The application run and became accessible to Report & Dec. Dec.
(piloting for Informatics Faculty and students) Informatics Faculty students observation
Implement and manage the learning management Zerefa All students of the UC used LMS for assignment, Report & Aug. Sep.
system of SMUC course material, forum and so forth. observation
Protect the security of the website and SMUC Zerefa The applications of the LMS protected from any Report & Feb. March
learning management system. unauthorized user observation
Carry out preventive maintenance of computers and All computer labs and office computers readied for Report ? ?
servers use at the beginning of every semester
Visit distance learning centers to conduct inventory All PCs at 14 CCs (DebreMarkos, Bahir Dar, Gondar, Debre Report July Sept.
and carry out preventive maintenance Tabor, Mekele, Dessie, Debre Birhan, Wolkite, Jima, Metu, Dire
Dawa, Harar, Arbaminch, Hawasa) received maintenance
Prepare and implement computer and power safety Hanan A document of procedure produced & all staff given Report Dec. Dec.
procedures guidance on power saving & safety of IT assets
Check appropriateness of power voltage at all Seifu The appropriateness of power voltage checked at all Report Jan. Jan.
campuses campuses
Strategic Priority Four: Extending the UC’s services and outreach activities and augmenting its role as a local development partner
Strategic objective: Provide quality professional consultancy and short-term trainings to private and public enterprises
Specific objective: Provide training and consultancy services in the area of ICT to the community
Prepare a guideline/manual for training and Yihun, FOI A standardized manual for training services produced Report & Oct. Nov.
consultancy services Observation
Develop ICT trainer databases Yihun Databases for both internal and external ICT Report & Feb Aug
professionals developed Observation
Publicize the training services of the UC to private Yihun Training and consultancy services announced through Report Feb Mar
and public enterprises the UC’s website and four newspaper advertisements.
Provide training and consultancy service Yihun 10 trainings and 2 consultancy projects carried out Report March Aug.
Assess the performance and effectiveness of the Yihun Performance report on overall training and Report Aug Aug
trainings and trainers consultancy produced
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 Activity Responsible Indicator and target Means of Execution period
person
(Necessary to fulfill the stated objective) verification Start Finish
Upgrade the training manual Yihun & Mitiku Training manual modified for future use Report Aug Aug
Strategic Priority Five: To improve the quality, effectiveness, and efficiency of the administrative processes and services
Strategic objective: Improve administrative staff coordination and communication
Specific objective:
Manage IT investment (monetize all costs and Seifu Costs and benefits of all IT systems and infrastructure Report & April April
benefits) is documented Observation
Document third party service relations Seifu & All third party relations are documented and fulfillment Report & Aug. Sept.
G/Meskel
of SLAs followed up observation
IT asset capacity planning Seifu & All IT asset acquisitions and maintenance are planned Report & Sept. Oct.
G/Meskel
in advance observation
Conduct Inventory of IT assets and put in place G/Meskel All IT assets are accounted for Report Oct. Nov.
inventory update procedures
Strategic Priority Six: To enhance link and partnerships with local and international institutions.
Strategic objective: To nurture and strengthen link and communication with potential employers.
Specific objective: To create conducive environment for internship & employment of students & graduates.
Carry out experience sharing visits to higher education Seifu & Visit one local higher education institution for Report & Sep. Sep.
institutions Mitiku experience sharing Observation
Strategic Priority Seven: Strengthening and deepening quality assessment and sustained improvement schemes
Strategic objective: Ensure an efficient and effective procedures, processes and systems that improve the quality of teaching, research and outreach activities
Specific objective: Set performance measurement metrics for ICT services and measure performance
Conduct self-assessment for quality enhancement Seifu, Yabsira, Self-assessment conducted, report produced and Report & Jan. Jan.
Wessen
and revise annual plan according to self assessment plan revised Observation
Prepare Strategic IT Plan Seifu Strategic IT Plan of the college prepared based on the Report & Jan. Apr.
strategic plan of the U.C Observation
Prepare IT Continuity Plan Mitiku and Detailed plan for options of service continuity in cases Report & Feb. March
Seifu of disaster produced and rehearsed Observation
Prepare Change Management document Seifu and Document detailing how to trace and manage Report & July July
Mitiku
changes in the IT system produced Observation
Prepare IT Risk Assessment and Management Plan Seifu and All IT Risks are assessed and alternatives to manage Report & March April
Mitiku
them proposed Observation
Conduct customer satisfaction survey Seifu Survey conducted and report produced on student Report & Aug. Aug.
and staff satisfaction on ICT services of the UC Observation

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 8. Office of the Registrar
Responsible Indicator and target Means of Execution Period
Activity person
Verification Start Finish
Strategic Priority One: To enhance the ICT and physical infrastructures of the University College
Strategic objective: To automate the various sections of the University College in order to increase the effectiveness and efficiency of services provided
Specific objective: To enhance the services rendered to our customers and to use software scheduler for class and examination programmes
Transfer data of students of previous years (1995 E.C Ibrahim Data of students made available in the new system Report & Dec. May
& 1996 E.C) from MS-Excel to the new system observation
Modify the registrar system based on the new Samson The system upgraded to accommodate the new Report & Jan. March
Accounting TVET Curriculum TVET policy observation
Include photos of students into the database Ibrahim Photos of 2003 entry students made available in Report & Oct. Dec.
the Database observation
Develop new scheduling software for preparing class Habtamu, Degree and TVET regular as well as extension Report Jan. Sept.
Alemu & Seifu
programmes and liking it with the Registrar system Tatek schedules prepared and posted online
Strategic Priority Two: Enhancing the HR capacity of the UC
Strategic objective: To enhance capacity by providing short and long term training for the academic, supportive and leadership staff
Specific objective: Develop the capacity of staff to increase efficiency of the staff and reduce data loss or distortion risks
Revise the structure of the Office incorporating Samson, Structure revised Report Dec. March
Alemu, Abiy
Academic Programs Office
Organize short-term training for assistant registrars, Chief 6 rounds of training conducted & 41 persons Report April June
Registrar &
record officers, data encoders, clerks, program trained on HRM (4), Stress Management (15), Time
Alemu
attendants and coordinators Management (15) and Customer handling (7)
Provide training for Department Heads on class Alemu & 5 Department heads trained Report Jan. March
Habtamu
scheduling
Provide training on invigilation of examination Alemu & 6 employees from 3 offices trained Report Dec. Dec.
Tessema
Strategic Priority Three: Improve the quality of teaching-learning and effectiveness of research, both in the conventional & distance mode
Strategic objective: To maximize student-focused learning by helping them achieve personal & academic goals.
To ensure an academic programme which is convenient to the learning
Specific objective: To keep Departments/ Faculties up-to-date regarding information about student and academic events
To motivate and enhance the performance of students
To ensure the smooth flow of academic activities through a time table flexible enough to satisfy the interests of all students
Keep records of grade & attendance submission, Ibrahim 2 reports produced (1 per semester) Report & Feb. Feb.
make-up examination, grade change and student observation July July

112
 Responsible Indicator and target Means of Execution Period
Activity person
Verification Start Finish
attrition
Organize statistical data of active students every Nesru Three reports produced Report Oct. Oct.
Feb. Feb.
semester July July
Conduct monthly meetings with programme attendants Alemu 10 meetings held Minutes & Oct. Sept.
and coordinators to assess the on-going programme Report
and availability of facilities
Organize discussion forum with Department Heads and Alemu, Nesru, 1 discussion forum conducted Report April April
Samson &
Faculty Deans Habtamu
Conduct meetings with class representatives to rectify Alemu, 2 meetings held with all TVET and Degree section Report Dec. Jan.
Samson,
problems concerning the teaching-learning process Habtamu & representatives
and related issues Nesru
Strategic Priority Four: To extend the UC's services and outreach activities and augment SMUC's role as a local development partner
Strategic objective: Involve in assisting the community.
Specific objective: To help students having academic and financial problems
Provide the Social Support Forum with information of Nesru Information academic achievements of needy Report Oct. Sept.
students that need financial assistance students provided

Provide training on academic programming to high Alemu & 5 High School Directors trained (2 from private and Report March April
Habtamu
school directors and share experience 3 from public)
Strategic Priority Five: Improve the quality, effectiveness, and efficiency of the administrative processes and services
Strategic objective: To improve administrative staff coordination and communication
Specific objective: To render quality services to customers (students)
Finalize the preparation of the bylaws of Office of the Samson Document of bylaws produced Report & Dec. March
Registrar observation
Prepare manual on how to prepare class schedules Alemu & Manual produced Report & March June
Habtamu
and exam sessions at secondary school level observation

Strategic Priority Six: Enhance link and partnerships with local and international institutions
Strategic Objective: Strengthen link with parents of students, government and international institutions, embassies, and other pertinent institutions that are
stakeholders in higher education endeavours in Ethiopia.
Specific Objective: Enhance communication with parents who cover school fee for their regular students.
Create link with parents of regular 1st year students of Nesru Families of those students in academic warning, Report & Feb. March

113
 Responsible Indicator and target Means of Execution Period
Activity person
Verification Start Finish
poor academic performance and dispatch information probation or suspension contacted, informed about observation
and receive feedback about students the status of students, & their feedbacks collected

Strategic Priority Seven: To strengthen and deepen quality assessment and sustained improvement schemes
Strategic Objective: To introduce and enhance academic and support staff appraisal schemes targeting at self-improvement
Specific Objective: To render quality services to customers (students)
Conduct self-assessment of the quality of service Nesru & Assessment conducted and report produced Report & Dec. May
Samson
delivery of the Office Observation
Assess students' satisfaction with the services of the Abiy Assessment conducted & reported Report & March June
office observation

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 9. Career & Cooperative Training Unit
Activity Responsible Indicator Means of Execution period
Person
(Necessary to fulfill the stated objective) verification Start Finish
Strategic Priority One: To enhance the ICT and physical infrastructures of the University College
Strategic objective: To automate the various sections of the University College in order to increase the effectiveness and efficiency of services provided.
Specific objective: To enhance the services rendered to all students in general and job seekers of our graduates in particular.
Finalize automating the unit’s data and make use of Natnael T. The database prepared & functioned on MS Access Report & April June
it application; observation
Keep current data on graduates of the UC and their Atitegeb T 400 graduates sent to employers by CCTU and their Report & Oct. Sept.
employment status employment status identified; the employment status observation
of 722 diploma graduates identified and documented
Create a webpage in the institutional website to Fisseha The webpage created; list of vacancies posted; Report & Dec. April
provide online services for job seeker graduates. employment agencies’ Website linked. observation
Strategic priority Two: Enhancing the HR capacity of the UC
Strategic Objective: To increase the number of academic and administrative staff by recruiting those with high competence, diligence and integrity
To enhance the capacity of the UC by providing short & long term trainings as well as institutionalized CPD for staff & leadership.
Specific objective: To improve the quality of services of the Unit through automation and online delivery of services
Provide short-term training on database and online Fisshea T. 4 persons trained Report March May
services management to the Unit’s staff
Strategic Priority Three: To improve the quality of teaching-learning and effectiveness of research, both in the conventional and distance mode.
Strategic objective: To maximize the student learning experience, and promote student-focused learning by helping students achieve personal and academic
goals through academic and professional advising, counseling and career services.
Specific objective: To improve the implementation of internship or practical off-campus courses.
To improve the implementation off-campus (on-the-job training) courses and other employability skills
Give orientation to TVET on CT implementation and Fisseha, 2 rounds of orientation to fresh TVET students, 1 Report Oct. March
nd Natnael & nd
Teaching 2 year students on practicum. round for non-fresh TVET & teaching 2 year produced
Shewaye
students are given.
Implement practicum (Plan, place, visit, result Shewaye Plan prepared with 4 partner schools Report Oct. May
collection) 186 students placed at 4 schools & 14 tutors
st
assigned for 1 sem.; 153 students placed at 4
nd
partner schools & 11 tutors assigned in 2 sem.;
16 on-site visits made and 4 schools hosted in both
semesters.

115
 Activity Responsible Indicator Means of Execution period
Person
(Necessary to fulfill the stated objective) verification Start Finish
339 evaluation forms collected form 4 partner & non
partner schools in both semesters.
Implement cooperative training and internship (Plan, Natnael T. 50 organizations contacted, 30 organizations Report Oct. Sept
place, visit, result collection) identified willing, MoU signed & plan prepared
1574 (738 reg., 836 ext.) dip. & 663 (361 reg. & 302 ext.)
deg. students (interns) placed;
1080 (576 regular & 504 Extension) students of
Accounting, Marketing & Computer Science
Departments hosted for CT according to the new
curriculum
On-site visit made to 888 TVET & 361 degree regular
students hosted by 350 companies,
2,687 results collected form CT host organizations
Render vocational guidance service Fisseha, 45 students will be served Report Oct. Sept
Natnael
Strategic Priority Four: Extending the Uc’s services and outreach activities and augmenting its role as a local development partner
Strategic objective: Provide short-term training and consultancy services to potential employers and members of other governmental and
Specific objective: To enhance partnership link with local institutions
Offer short-term training for partners of practicum Fisseha, Training need identified, 30 persons trained from 30 Report April July.
Natnael &
and Cooperative Training Shewaye
partner organizations
Provide technical support to graduates on career Fisseha, A half-day training is given to 50 prospective Report June July
Natnael &
(employability) skills such as interview, CV writing graduates.
Shewaye
Strategic Priority Five: To improve the quality, effectiveness, and efficiency of the administrative processes and services.
Strategic objective: To enhance efficiency and effectiveness through decentralized decision-making;
Specific objective: To revise the job descriptions and set job specifications of manpower of the unit.
Prepare manual for Career Development activities ? 1 manual prepared Document April June
Strategic Priority Six: To enhance link and partnerships with local and international institutions.
Strategic objective: To nurture and strengthen link and communication with potential employers.
Specific objective: To create conducive environment for internship & employment of students & graduates.
Establish/ strengthen relationship with potential Fisseha, 20 employers contacted and Memorandum of Report & Oct. Sept.
Natnael &
employers and employment agencies for both CT Shewaye
Understanding signed with 15 organizations. MoU
and employment

116
 Activity Responsible Indicator Means of Execution period
Person
(Necessary to fulfill the stated objective) verification Start Finish
Organize awareness creation forum for employers Fisseha, A half-day discussion/ meeting held with 70 employer Report Aug. Aug.
Natnael &
on CT, internship and graduates employment organizations
Shewaye
Organize a seminar for graduates on Companies Fisseha 3 seminars/ guest lectures organized and 150 Report June July
Expectation of Employability Skills by inviting prospective graduates attended
companies
Liaison between Graduates and employers for Fisseha 300 graduates sent to 60 employers for recruitment, Oct. Sept.
employment data entered and report produced
Strategic Priority Seven: To strengthen and deepen quality assessment and sustained improvement schemes
Strategic Objective: To Implement efficient and effective procedures, processes, and systems that safeguard and improve the quality of SMUC’s services
To introduce and enhance academic and support staff appraisal schemes targeting at self-improvement.
Specific Objective: To conduct self appraisal to improve and render quality service to customers (students) from the feedback of evaluation.
Conduct self-assessment of quality of service delivery Fisseha Self-assessment conducted and report produced Report & Dec. May
observation
Prepare reports on accomplishment of planned Fisseha 2 (6 month and annual) performance report prepared Report & Mar. Sept.
activities observation

117
 10. Library and Documentation
Activity Responsible Indicator ad target Means of Execution
body
verification period
Start Finish
Strategic Priority One:To enhance the ICT and physical infrastructures of the University College
Strategic Objective: To automate the various sections of the University College in order to increase the effectiveness and efficiency of services provided
Specific Objective: To enhance the services rendered to clients
Enter, edit and update the library data Sintayehu & Data up-dated and entered to the library system, Report & Oct Aug
Hirut tested and the system became functional observation
Launch the library automation system Solomon, Hirut, Manual prepared, program arranged and system Report & Oct
Biruk &
Sintayehu demonstrated observation
Enhance electronic library services Hirut , Biruk & 300 e-resources (text & audio-visual formats) Report &
Sintayehu
made available on CDs for users observation Oct Aug
Strategic Priority Two: To enhance the HR capacity of the UC
Strategic Objective: To enhance capacity by providing short-term & long-term training and institutionalized CPD for academic, Support staff and the leadership
Specific Objective: To enhance the services rendered to clients
Offer training for library staff Biruk 10 staff trained on basic computer skills and Report Oct. Aug
library automation system
Strategic Priority Three: To improve the quality of teaching-learning and effectiveness of research, both in the conventional & distance mode
Strategic Objective: Maximize the student learning experience, and promote student-focused learning by helping them achieve personal academic goals
Specific Objective:
Provide orientation for new entry students Biruk, Hirut & Orientation offered for one week Report Oct Oct
Sintayehu
Carry out inventory of library materials All staff Inventory of resources (books, journals, CDs, Report Aug Sep
. other resources & assets) carried out & reported
Identify resource needs of the faculties Biruk & Hirut The resource needs of all faculties assessed, Report Nov April
the gap identified, list of demanded materials
prepared and purchased
Acquire library resources Hirut, Biruk & 500 books,70 journals & 100 documents Report & Nov July
Sintayehu
acquired and made available for use observation
Repair damaged library (reading & reference) resources Hirut & 200 damaged books Identified, collected, Report & Nov June
Sintayehu
missing pages replaced and recovered observation
Insert new books and journals into library soft ware system Hirut, 500 books & 70 journals catalogued and made Report & Oct Sept.
Sintayehu
available for use at branch libraries observation
& Fantalem

118
 Activity Responsible Indicator ad target Means of Execution
body
verification period
Start Finish
Prepare loan card for staff, preparatory, undergraduate and Hirut & 500 loan cards issued Report Oct Jan
Fantalem
IGNOU students.
Prepare books price for late borrowers Hirut, Report send to business and administration vice Report Nov Mar
sintayehu &
president office
Fantalem
Prepare bibliography of theses in SMUC library Hirut & Bibliography prepared for all theses and made Report & Dec March
Sintayehu
Fanthalem available to users observation
Prepare annual bulletin of the Library Biruk , 1 issue of the bulletin published and 15 copies Report and Feb. Aug.
sinithau
Hiruit
distributed observation
Collect theses on private HEIs Biruk 10 Theses collected Report and Dec. Aug.
observation
Visit the mini libraries of distance education CCs Biruk, All CCs visited, the resources counted by Report March May
sintayehu &
Hiruit
subject
Strategic Priority Four: Extension of services and outreach activities and augment SMUC’s role as a local development partner
Strategic Objective: Provide short-term training and consultancy services to potential employers and other community members
Specific objective:
Prepare training manual for out reach service Biruk, Hirut & Training manual prepared Report Jan Aug
sintayehu
Offer in-service training for voluntary librarian Hirut, Biruk & 2 librarians trained from Ledeta Sub-city public Report Jan May
Sintayehu libraries
Strategic Priority Six: To enhance link and partnerships with local and international institutions
Strategic Objective: Solicit partnerships in non-profit joint projects that enhance the quality of the teaching, research, publication & community service of SMUC.
Specific objective:
Biruk and 1 library visited & report on the result produced Report Nov July
Visit libraries of HEIs for experience sharing Hirut
Strategic Priority Seven: To strengthen and deepen quality assessment and sustained improvement schemes
Strategic Objective: To introduce and enhance academic and support staff appraisal schemes targeting at self-improvement.
Specific Objective: To render quality services to customers (students)
Prepare Student–Book Ratio Hirut & The ratio prepared for Informatics faculty based Report Dec Feb
sintayehu
on the requirement of HERQA
Conduct self-assessment of service quality Biruk, Self-assessment conducted and report produced Report & Feb. April
Sintayehu &
observation
Hirut

119
120
11. College of Open and Distance Learning
Responsible Means/Source of Finish
Activity Indicator Start Date Budget
Person /Body Verification Date
Strategic Theme/Priority Addressed 1: Enhance the ICT and physical infrastructure of the University College
Strategic objective:- Automate the various sections of the UC to increase the efficiency and effectiveness of services provided
Full implementation of the online
Implement online registrar information system Getahun Semon Report Jan 2011 March 2011 100,000
system
Digitizing all the necessary documents October
Digitize students’ files Getahun Semon Report Jan 2011 70,000
of students 2011
Upgrade the registrar system to accommodate 9th and 10th System for Grade 9 and 10 student
Getahun Semon Report Jan 2011 April 2011 15,000
Grade students' data data management in place
th th
Develop formats for 9 and 10 Grade students Getahun Semon Six formats put in use Formats Jan 2011 Feb. 2011 -
Material requirement identified,
Develop material need projection system for material Samuel & printed and made available in
Report Jan 2011 April 2011 -
production and distribution Befikadu sufficient amount a month before the
beginning of every term
Strategic objective(c): Ensure dial-up connection between the Headquarter and all Coordination Centers & eventually link them through visual private Network
Dial up connection realized in 5
October August
Set up additional internet connection Dereje learning centers (Assosa, Jijjiga, Report 50,000
2010 2011
Butajera, Negele Borena)
Up to date information on the status of
Develop a system of tracking the functionality of
Dereje dial-up connection and computers at Report Jan. 2011 Sept. 2011
computers and dial-up service
center obtained
Strategic Theme/priority Addressed 2: Recruitment and retention of staff members of the highest excellence and continuously develop their capacity
Strategic Objective: (b) Recruit adequate number of academic and support staff to ensure the provision of quality service to learners
189,000
Recruit academic staff with MA/MSc/LLM Anteneh 2 academic staff recruited Report Jan. 2010 Sept. 2011
(salary expense)
Strategic Theme/Priority Addressed 3: Improve the quality and effectiveness of teaching-learning & research
Strategic Objective: (a) Maintain the quality of self-instructional materials though review of all courses
Review teacher education course materials as per the Anteneh &
12 course materials revised Modules Oct. 2011 Sept. 2011 50,000
revised curriculum Ketsela
Anteneh &
Develop course materials for 9th and 10th Grades 60 course modules developed Modules Oct. 2010 Sept. 2011 20,000
Ketsela
Agreements
All required materials available in 15
Avail the essential laboratory materials for Grade 9 and 10 Dereje with secondary Jan. 2011 Aug. 2011 13,000
cluster centers
schools
Regional Centers
Develop a proposal on the realization of pool of tutors Anteneh & Proposal on the formation of pool of
will plan tutorial Jan. 2011 Feb. 2011
(experts) at 3 Regional Centers Ketsela experts developed independently and

121
 other tutorial
including the near
by Centers
Develop course modules for second cycle primary Anteneh &
All modules of all Grades developed Modules Jan. 2011 Aug. 2011 135,000
education program (Grade 5 – 8) Ketsela

122
 12. Testing Center
Activity Responsible Indicator and target Means of Execution
person
verification period
Start Finish
Strategic Priority One: Enhance the ICT and physical infrastructure of the University College
Strategic Objective: Automate the various sections of the UC to increase the efficiency and effectiveness of services provided
Specific Objective: Build physical capacity to develop digital exam bank
Acquire physical facilities for preparation, collection and Fekadu B 1 furnished office for 6 persons, 6 PCs and LAN in Report & Dec. March
storage of exams and their digitization place & use observation
Strategic Priority Two: Enhancing the HR capacity of the UC
Strategic Objective: Increase the number of academic and non-academic staff by recruiting those with high competence, diligence and integrity
Specific Objective: Recruit and build capacity of adequate number of academic and support staff to ensure the provision of quality service to learners
Recruit academic and support staff Fekadu B. & 12 Professionals (9 academic & 6 support staff) Report Oct. Sept.
Wubishet S.
recruited on part-time & permanent basis
Offer short-term training for academic staff of TC Fekadu & 30 staffs trained in 3 rounds on test blue print preparation, Report Oct. Sept.
Wubishet item analysis, CoC-style Testing and Degree Exit Exam
Offer short-term training for academic staff of regular Fekadu B. & 50 persons trained in 3 rounds on test blue print Report Oct. June
Wubishet S. preparation, item analysis, CoC-Testing and Degree Exit Exam
program
Offer short-term training for academic staff of CODL Fekadu B. & 30 persons trained in 3 rounds on test blue print Report Oct. Sept.
Wubishet S. preparation, item analysis, CoC-Testing and Degree Exit Exam
assigned to TC
Prepare training manual Fekadu B. & 2 Manuals prepared for training on Item Analysis Report & Oct. Sept.
Wubishet S.
and Test Administration observation
Strategic Priority Three: Improve the quality and effectiveness of teaching-learning & research
Strategic Objective: Fulfill and go beyond the academic standards set at national level where such standards exist
Specific Objective: Improve the quality of assessment
Prepare, store and back-up moderated (standardized) Fekadu B., 2,576 exams, assignments & projects stored on Report & Oct. Sept.
Wubishet S.,
assessment items (exams, assignments and projects) Alemayehu B. , CDs; 136 moderated electronic exams of regular observation
with answer keys and supply to CODL electronically Shenkute M. program stored; items of 426 exams of CODL &
regular program analyzed;
Prepare and store blueprints of exams Fekadu B., Blueprints of 352 exams of CODL & regular program Report & Oct. Sept.
Wubishet S.,
Alemayehu B. ,
prepared and stored observation
Shenkute M.
Prepare and administer CoC-style tests for TVET Fekadu, Wubishet, 1400 students (400 from regular & 1000 from Report & Oct. Sept.
Alemayehu,
students of regular program and CODL CODL) took the CoC- style exam observation
123
 Activity Responsible Indicator and target Means of Execution
person
verification period
Start Finish
Shenkute

Prepare and administer Comprehensive Degree Exit for Fekadu, Wubishet, 1200 students (500 from regular & 800 from CODL) Report & Oct. Sept.
Alemayehu,
regular program and CODL Shenkute took the comprehensive exit exam observation
Acquire reference materials on assessment & Fekadu & 30 different types of books and 2 journals acquired Report Nov. Feb.
Wubishet
evaluation
Conduct research Fekadu B. & 5 action researches conducted and report produced Report & Jan. Sept.
Wubishet S. on problems of exam development, CODL exam administration observation
and tutorials, language use, and CODL module errors
Organize workshop on Problems of Assessment and Fekadu & Workshop held, 4 research papers presented and Report & May June
Wubshet
Evaluation for internal & external participants the proceedings documented observation
Strategic Priority Four: Extension of services and outreach activities and augment SMUC’s role as a local development partner
Strategic Objective: Provide quality professional consultancy and short-term trainings to private and public enterprises
Specific Objective: Provide testing service to public and private organization and enterprise as well as individually
Offer special purpose tests for organizations/ Fekadu, Wubishet, 24 special purpose tests offered Report Oct. Sept.
Esete & Shenkute
institutions
Promote the services through mass media Fekadu, Wubishet, The services advertised 21 times through Radio (4), Report & Nov. Sept.
Esete & Shenkute
TV (4), Newsletter (7), brochures (3) & posters (3) observation
Strategic Priority Five: Improve the quality, effectiveness and efficiency of administrative processes and services
Strategic Objective: Improve administrative staff coordination and communication
Specific Objective: Ensure participatory decision-making through decentralization and employees’ participation
Publish quarterly Newsletter of TC Fekadu B. 3 issues of the bulletin published & 500 copies Report & Oct. Sept.
distributed observation
Ensure participatory decision making in the TC through 24 (fortnightly) meetings of managerial & academic Report & Oct. Sept.
decentralization and employees’ participation. staff and 12 (monthly) with admin staffs held minutes
Strategic Priority Six: To enhance link and partnership with local and international institutions
Strategic Objective: To strengthen link with parents of students, higher educational institutions and governmental and international institutions
Specific Objective: Ensure participatory decision-making through decentralization and employees’ participation
Offer international test/s Fekadu, Wubishet, 26 (24 TOEFL iBT & 2 GRE/SISA/Accounting) tests Report Oct. Sept.
Esete & Shenkute
administered
Strategic Priority Seven: Strengthen and deepen quality assessment and sustained improvement schemes
Strategic Objective: Implement efficient and effective procedures, processes, and systems that improve the quality of teaching, research and outreach activities.
Specific Objective: Design Quality Audit Policy and set up the structure at every level

124
 Activity Responsible Indicator and target Means of Execution
person
verification period
Start Finish
Introduce and enhance academic and support staff appraisal schemes targeting at self-improvement
Prepare TC Assessment Handbook Fekadu & Assessment handbook prepared
Wubishet Observation Dec. Sept.
Conduct biannual performance evaluation of TC staff Fekadu, 2 rounds of evaluation conducted and reports Report & Jan. July
Wubishet, Girum
produced observation
Conduct self-assessment on the quality of work of TC Fekadu, Self-assessment conducted and report produced Report July Aug.
Wubishet, Girum

13. Student Support Services Office

Planned Activity Responsible Means of
person
(Necessary to fulfill the stated objective) Indicator verification Start Finish
Strategic Priority One:To enhance the ICT and physical infrastructure of the University College
Strategic Objective : To create a conducive teaching-learning environment by improving quality of campus life and physical facilities for learning
Specific Objective :
Construct recreational and sports structures at Medir Asst. VP for Sport fields provided at Medir Babur Campus Report &
SSSO & ECAC
Babur Campus observation Dec. Feb.
Strategic Priority two: To recruit and retain staff members of the highest excellence and continuously develop their capacity
Strategic Objective : To enhance the capacity of the UC by providing short & long term trainings as well as institutionalized CPD for staff and the leadership
Specific Objective :
Recruit a nurse/health officer responsible to Students’ The ass. VP The staff recruited and service provided. Report Nov. Nov.
for SSSO
wellness Center
Offer First Aid Training to students & staff members who Health officer & 1 round of training offered to 30 persons Report Feb. Feb.
ECAC
volunteer to give service in the students' wellness center
Strategic Priority Three: To improve the quality of teaching & learning and effectiveness of research, both in conventional and distance mode
Strategic Objective : To maximize the student learning experience, and promote student-focused learning by helping students achieve personal and academic
goals through academic and professional advising, counseling and career services and to publish students’ works
Specific Objective :
Coordinate and follow up pre-sessional College survival SASC 10 hours Pre-sessional classes for all new Report Oct. Aug.
skills training, tutorial class, language enhancement and entrants, tutorial classes for selected courses, & 2
study group programs study groups formed by each department.
Supporting the student union in its reformation Asst. VP for Missing members of the management replaced Report Nov. Nov.
SSSO & ECAC
Organize student competitions SASC 4 competition session took place (1 per Faculty) Report March April

125
 Planned Activity Responsible Means of
person
(Necessary to fulfill the stated objective) Indicator verification Start Finish
Conduct consultative meeting with Students’ class All the office 2 round meetings conducted with students’ Report Dec. April
members
representatives representatives and minutes produced.
Conduct consultative meeting with Office of the Registrar 2 round meetings conducted with Staff of the Report Dec. April
on student and academic support services Office of the Registrar and minutes produced.
Strategic Priority Four: To extend the University College’s services and out reach activities and augment SMUC’s role as a local development partner
Strategic Objective: Provide services to needy community in the realms of education, legal aid & to contribute to socio-economic development of the country
Specific Objective: Encourage voluntarism and philanthropic activities among students and faculty
Prevent the prevalence of HIV/AIDS
Make educational tours on first aid & related matters in The HO & 2 rounds of tour made Report Dec. June
ECAC
collaboration with Red Cross Association.
Plant tree in Addis Ababa and its surrounding (Sebeta) ? 1,000 tree seedlings planted at a place offered by Report Nov. June
Oromia region administration
Strategic Priority Five; To improve the quality, effectiveness and efficiency of the administrative processes and services
Strategic Objective :To improve the leadership and management capacity of SMUC
Specific Objective :
Prepare student financial support manual Asst. VP for The manual produced and distributed to offices. Observation Oct. Jan.
SSSO
Prepare Volunteerism manual Asst. VP for The manual produced and distributed to offices. Observation Feb. Aug.
SSSO
Strategic Priority Six; To enhance link and partnership with local and international institutions.
Strategic Objective :To strengthen link with parents of students, higher educational institutions and governmental and international institutions
Specific Objective :
Creating link with one organization working on HIV and HO MOU signed. Report May May
reproductive health
Strategic Priority Seven; To strengthen and deepen quality assessment and sustained improvement schemes.
Strategic Objective :To sustain and increase SMUC’s commitment to self-study and external audit
Specific Objective :
Conducting Student Satisfaction Survey Asst. VP for Research conducted and report produced Observation Dec. Aug.
SSSO

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 14. Information & Communication Office
Planed activities Responsible Indicator Execution period
body
Start Finish
Strategic Priority One: To enhance the ICT and physical infrastructure of the University College
Strategic Objective: Automate the various sections of the UC to increase the efficiency and effectiveness of services provided
Acquire computer and network services Baye Computer bought and LAN installed Oct Jan.
Strategic Priority Two: Enhancing the HR capacity of the UC
Strategic Objective: Increase the number of academic and non-academic staff by recruiting those with high competence, diligence and integrity
Specific Objective: To satisfy the human resource need of the office
Acquire assistant IC officer and a secretary Baye 2 persons (office recruited & secretary assigned) employed Oct Jan.
Strategic Priority Three: To improve the quality of teaching & learning and effectiveness of research, both in conventional and distance mode
Strategic Objective:
Facilitate the participation of faculties, offices, centers, units Baye 8 various forums facilitated Oct. Sept.
in external training, research, panel, awareness forums
Strategic Priority Four: To extend the University College’s services and out reach activities and augment SMUC’s role as a local development partner
Strategic Objective: Provide short-term training and consultancy services to potential employers and other community members
Specific Objective:
Facilitate sponsorship requests of external bodies Baye 4 sponsorships requests accepted and effected Oct. Sept.
Facilitate community development and welfare services Baye 6 community development & welfare services facilitated Oct. Sept.
Strategic Priority Five: Improve the quality, effectiveness and efficiency of administrative processes and services
Strategic Objective: Improve administrative staff coordination and communication
Specific Objective: Create and strengthen smooth communication
Update the telephone directory of the UC Baye The updated version of the directory published Oct. March
Promote the services of the UC through mass media Baye 5 promotion messages issued in printed & audio-visual media Oct. Sept.
Strategic Priority Six: To enhance link and partnership with local and international institutions
Strategic Objective: To strengthen link with parents of students, higher educational institutions, governmental and international institutions
Specific Objective:
Published & distribute quarterly Newsletter Baye 4 issues of newsletter published & 10,000 copies distributed Oct. Sept.
Initiate/strengthen local and international links Baye 4 local and 3 international links initiated or reinforced Oct. Sept.
Participate in external meetings (conferences, panels, etc) Baye 8 local/international meetings attended Oct. Sept.
on issues related to higher education

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 15. Gender Office
Activity Responsible Indicator and target Means of Execution period
body
verification Start Finish
Strategic Priority One: Enhance the ICT and physical infrastructure of the University College
Strategic Objective:
Specific Objective:
The office furnished and equipped with guest
Jan Apr
Furnish and equip gender office chairs,
Ergogie
The activities of the office; policies which Report & visit
Uploading current activities of the office; policies which formulated by the office; and training’s/ workshop’s/
Jan Apr
formulated by the office; and training’s/ workshop’s/ seminar’s theme and reports are uploaded on the
seminar’s theme and reports on the SMUC web-site SMUC web-site.
Strategic Priority Two : Enhancing the HR capacity of the UC
Strategic Objective: To recruit and retain staff members of the highest excellence and continuously develop their capacity
Specific Objective:
 Acquire secretary HR A secretary assigned Report & visit Jan Apr
Strategic Priority Three: Improve the quality and effectiveness of teaching-learning & research
Strategic Objective:
Specific Objective:
Report &
Organize workshop to communicate the Anti- Sexual Ergogie A one day long workshop conducted policy Dec Jan
Harassment and HIV/AIDS policy to the SMUC staff documents
Training on Sexual harassment and HIV/AIDS for SMUC Report Jan Jan
Ergogie
staff 100 staff trained
Orientation on the Gender Office services and the over all Report
Ergogie
activities for the new students of this academic year 3 sessions of orientation conducted Oct Oct
Ergogie
Report Apr Apr
Assertive training for SMUC female students 100 students trained (most are female)
Research: Gender analysis and mainstreaming in SMUC Report February July
governing documents Ergogie Research conducted and report produced

128
 Activity Responsible Indicator and target Means of Execution period
body
verification Start Finish

Strategic Priority Four : Extension of services and outreach activities and augment SMUC’s role as a local development partner
Strategic Objective: Provide short-term training and consultancy services to potential employers and other governmental and non-governmental organizations
Specific Objective:
Training on Sexual harassment and HIV/AIDS for one
partner college, University College or University students 100 students trained Report Dec May
Ergogie

Preparing National Directive on Sexual Harassment for Prepare the Document Report Jan Mar
Higher Education Institutions in collaboration with Ministry Ergogie
of Education

Strategic Priority Six : To enhance link and partnership with local and international institutions
Strategic objective: Foster partnership with domestic and foreign higher education institutions, research organizations and quality assurance agencies for
knowledge-cum-experience sharing and dissemination
Specific Objective:

Initiate gender networking with private and public higher

education institutions and governmental and non- Concept paper produced, communicated to Report &
governmental organizations and individuals who are Ergogie potential partners documents Oct Aug
working on gender issues.

Organize and conduct fundraising activities on a bazaar in Report

Jan
collaboration with AWO to help Orphan and Vulnerable Ergogie A fund is gained and the OVC are helped Jan
Children

Celebrate International Women’s Day with the SMUC

community and Araya Welfare Organization Staff Ergogie The event is celebrated Report March
March

129
 Activity Responsible Indicator and target Means of Execution period
body
verification Start Finish
Celebrate international ‘White Ribbon Day’ as to end
sexual violence against women in collaboration with Ergogie The event is celebrated Report Nov.
SSSO
st
Celebrating International HIV/AIDS Day Ergogie The event is celebrated Report Dec 1

130
 16. Research and Knowledge Management Office
Activity Responsible Indicator and target Means of Execution period
person
verification Start End
Strategic Priority One: Enhance the ICT and Physical infrastructure of the University College
Strategic Objective: Support the teaching learning process with modern technological facilities and ensure the provision of quality education
Specific Objective: Enhance the manpower capacity of the UC in general and the faculty in particular
Maru and th
Updating website of SMUC by uploading research Proceedings of the 8 Annual National Conference, Observation Nov. Dec.
Befekadu st st nd
reports & proceeding documents done by the UC the 1 Multi-disciplinary Research Seminar, the 1 , 2 of website
rd
and 3 Annual Student Research Forum uploaded
Strategic priority two: Enhancing the HR capacity of the UC
Strategic objective: Capacity through short and long term trainings, institutionalize CPD for academic , support staff and leadership
Specific objective: Enhance the manpower capacity and competence of the faculty through provision of continuous T & D programs
Create awareness about personal & institutional Maru & Awareness on knowledge management created for 30 Observation May May
Yihun
knowledge management SMUC staff & report
Organize training on basic research skills and Maru & Handout on research methodology & manual for Report Jan. March
Mesfin
SPSS for SMUC staff SPSS produced and 30 individuals trained
Acquire professional staff Maru 1 researcher and a secretary employed Report Feb Mar
Strategic priority three: improving the quality of teaching-learning and effectiveness of research, both in the conventional and distance mode
Strategic objective: Publish journals, text books, higher education series and organize workshops to enhance the efforts in teaching, research & publication
Specific objective: Improve the quality of education, ensure the smooth running of the teaching learning process, enhance the competence of students and
facilitate involvement of academic staff in research activities
Organize annual research review forum for faculty Maru Proposal reviewed and documented at the office Document Feb. Feb.
members in collaboration with faculty research
committee
Conduct research on Demand for HE: A Stated Maru & Research report produced and findings presented at Research March June
Essete th
Preference Analysis in Selected High Schools In the 9 National Conference report
Addis Ababa
Collect and organize research articles and/or Maru & All research outputs of the UC collected and Observation Oct. Oct.
Zinash B.
reports, guidelines, proceedings, journals etc so far organized as a database of the office in terms of & report
done by CERIQA and faculties of SMUC publications organized
Set up the Center for Private Higher Education Maru Proposal developed, endorsed by top management Report Jan. Feb.
Research in Ethiopia (CPHERE) as part of the and CPHERE with its mission, vision & goals added
Research & Knowledge Management Office as part of the Research & Knowledge Management
component
Collect studies done on PHEIs so as to make Mesfin, Maru 20 papers on PHEIs transcribed into soft copies and Observation Jan. Aug.
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 Activity Responsible Indicator and target Means of Execution period
person
verification Start End
SMUC as clearing house of database on PHEIs & Silenat uploaded in CPHERE site and report
th Maru &
Publish & disseminate proceedings of the 8 500 copies of the proceedings document produced & Observation Oct. Oct.
Zinash B.
annual national conference on PHE in Ethiopia disseminated to relevant parties & report
th Maru
Develop project proposal for funding of the 9 Project proposal developed Observing Dec. Dec.
national conference on PHEIs the proposal
th Maru &
Organize the 9 annual national conference on The conference held, 15 research papers, out of them Observation Jan. June
Mesfin
PHE in Ethiopia 2 commissioned for plenary session, selected and & report
presented
nd Maru &
Publish & disseminate the 2 multi-disciplinary 200 copies of the proceeding document produced & Observation Nov. Nov.
Zinash
research forum disseminated to end users & report
rd Maru &
Organize the 3 multi-disciplinary research forum The forum took place, 10 papers selected & presented Report Jan. June
Mesfin
st Maru &
Publish & disseminate papers presented at the 1 100 copies of the proceeding document produced & Observation Nov. May
th Zinash
to 4 students research forum disseminated to end users of report
th Maru &
Organize the 5 Annual Student Research Forum The forum took place, 10 senior essay papers Observation Nov. June
Mesfin
selected and presented & report
Develop a report on ten years research activities of Maru, Mesfin Report produced Observation Nov. Dec.
& Silenat
SMUC of report
Finalize tracer study for extension program of Mesfin Report produced Observation Jan. May
SMUC of report
Strategic priority Four: Extension of services & outreach activities and augment SMUC’s role as a local partner
Strategic objective: Provide financial aid and scholarship opportunity for women, people with disabilities, and other socially disadvantaged groups
Specific objective:
Provide small research grant for students who work Maru 6 students received a small research grant Report and Jan. June
their thesis on PHEIs observation
Strategic priority Five: Improving the quality, efficiency and effectiveness of the admin processes and services
Strategic objective: Improve administrative staff coordination and communication
Specific objective:
Prepare operational manual for Research Office Maru & Report on operational manual prepared Observation Jan. March
Mesfin
of document
Strategic priority Six: To enhance link and partnership with local and international institutions
Strategic objective: Foster partnership with domestic & foreign HEIs, research organizations and QA agencies for knowledge-cum-experience sharing
Specific objective:
Collaborating with domestic public universities to Maru MoU signed by SMUC with 3 public HEIs, ToR Documents April May
conduct nation wide tracer study produced, project proposal developed for funding
132
 Activity Responsible Indicator and target Means of Execution period
person
verification Start End
Conduct nation-wide tracer study in collaboration Maru, Mesfin Tracer study documents for agriculture & business Observation Jan. Aug.
& Silenat
with public Universities fields at nation-wide produced and report
Strategic priority Seven: Strengthen & deepen quality assessment and sustained improvement scheme
Strategic objective: Nurture the culture of academic and administrative quality assessment at all levels
Specific objective:
Serve as member of the quality assessment team Maru Department quality audit report produced Report Oct. Jan.
of the School of Graduate Studies

133
 17. CEIQA
Activity Responsible Indicator and target Means of Execution period
body
verification Start End
Strategic Priority One: Enhance the ICT and physical Infrastructure of the University College
Strategic objective: Automate the various sections of the UC to increase the efficiency and effectiveness of services provided
Specific objective: Improve the management and accessibility of information within the UC
Finalize the development of System and design Befekadu & Analysis report developed and delivered to ICT Report & Aug. Sep.
Mekdes
Analysis of a database driven web application for a Development and Support Unit observation
general report system in SMUC
Strategic Priority Two: Enhancing the HR capacity of the UC
Strategic Objective: Enhance the capacity by providing short- & long-term trainings, institutionalized CPD for academic, support and the leadership staff
Increase the number of academic and non-academic staff by recruiting those with high competence, diligence and integrity
Specific Objective: Ensure the competence of the academic staff
Organize induction program to new academic staffs Dr. Wondimagegn & Induction manual prepared & all new SMUC Report Oct. Sep.
Mekdes
staffs received induction
Organize training for the academic staff of the UC on Dr. Wondimagegn & 4 Training organized (1 per quarter year) & 30 Report Oct. Sep.
Mekdes
various pedagogic issues staff members trained
Strategic Priority Three: To improve the quality of teaching-learning & effectiveness of research, both in the conventional & distance mode
Strategic Objective: Fulfill and go beyond the academic standards set at national level where such standards exist)
Specific Objective: Ensure the availability and communication of information on the indicators of quality of services offered by the UC
Publish and disseminate the quarterly ‘Quality Dr. Wondimagegn, 4 issues of ‘Quality Matters’ produced and Observation Oct. Set.
Essete & Befikadu
Matters’ newsletter of CEIQA 4,000 copies disseminated. & report
Post Quality Matters newsletter on SMUC Website Befekadu 4 issues of ‘Quality Matters’ posted Report Oct. Sep.
Prepare Bulletin of Students Statistic (BOSS 2009) Befekadu & BoSS (2009) prepared and published Report & Feb. Apr.
Mekdes
observation
Prepare annual Book of SMUC profile for the year Befikadu & The annual book of profile produced Observation Apr. June
Mekdes
2010
Back-up the research works and other publication Befikadu and A copy of all research outputs and publications Report & Jan. June
Mesfin
accomplished by the center so far of the center kept in printout & electronic media observation
Strategic Priority Four: Extending the UC’s services and outreach activities and augmenting its role as a local development partner
Strategic objective: Provide training potential employers and members of other governmental and non-governmental organizations
Specific objective: Enhance the practice of partnership and joint-work
Provide training on quality of education Dr. Wondimagegn & 3 rounds of training offered to 150 persons Report Feb. Aug.
Essete
134
 Activity Responsible Indicator and target Means of Execution period
body
verification Start End
from 15 organizations
Strategic Priority Five: Improving the quality, efficiency and effectiveness of the admin processes and services
Strategic objective: Improve administrative staff coordination and communication
Specific objective: Provide the top-management with up-to-date and comprehensive information on the operation of the UC for monitoring & timely action
Compile monthly reports of the institution Befekadu 12 reports (1 per month) produced Report & Oct. Sept.
observation
Strategic Priority Six: Enhance and link partnerships with local and international Institutions
Strategic objective: To foster partnership with local & foreign HE, research & QA institutions for knowledge-cum-experience sharing and dissemination
Specific objective: To enhance the practice of partnership and joint-work
Establish collaborative links with HE quality assurance Dr. Wondmagegn Experience sharing held with ADRUs of 4 Report Oct. Sept.
& ADR units found in other HEIs (Jimma, Haramaya, Addis Ababa & Gondar)
Universities; MoU signed with 4 local &
1foreign institutes
Establish collaborative links with international networks Dr. Wondmagegn MoU signed with 3 regional network Report Oct. Sept.
of HE quality assurance
Initiate local network of HE quality in Ethiopia Dr. Wondimagegn & 1 consultative meeting held with potential Report & doc Feb. Sept.
Essete
partners
Strategic Priority Seven: To strengthen and deepen quality Assessment and sustained Improvement Schemes
Strategic objective: Implement efficient & effective procedures, systems that safeguard & improve the quality of teaching, research & outreach activities
Nurture the culture of academic and administrative quality assessment at all levels
Develop quality audit manuals, protocols, post-evaluation program of action, and communication channels
Specific objective: Enhance the quality of services offered at unit and institution levels towards meeting the minimum standards
Prepare annual plan of the institute Mesfin & Dr. Annual plan of action prepared at major unit Report & plan Oct. Oct.
Wondmagegn
and institution levels for the year 2004 doc
Validate the program level self-assessment conducted Dr. Wondmagegn The self-assessment reports of all major units Report Jan. Apr.
& Essete
in the institution (SMUC) verified
Establish a regular consultative communication Essete 12 consultative meetings held with all QA Units Report & Oct. Sept.
session with QA Units of major units (issues?) minutes
Prepare comprehensive self-assessment manual of Dr. Wondmagegn 1 manual developed for self-assessment at Report & Jan. Sept.
& Essete
the institution program and institution levels observation
Follow up, monitor and evaluate departments and Shegaw, Selenat & 4 monitoring visits including the CCs, 2 Observation Jan. Aug.
Mesfin
offices annual performance monitoring and 1 evaluation reports developed & report
Compile performance report of faculty members Shegaw & 2 reports produced on student evaluation, 1 Report Jan. Aug.
135
 Activity Responsible Indicator and target Means of Execution period
body
verification Start End
Selenat comprehensive evaluation report produced
Assess the annual performance of the centre Essete The annual performance of the centre Report Oct. March
assessed and report produced for 2002 & 2003
Assess the current situation of academic units with Mesfin & Essete The existing situation and the gap identified, Report Jan. Sept.
respect to the minimum requirement of HERQA actions for improvement suggested
Design a mechanism to integrate the quality Dr. Wondmagegn A framework for communication linkage and Framework Feb. Sept.
& Shegaw
assurance practices of CODL with that of CEIQA joint work/ integration of work developed doc & report
Design a mechanism to integrate the quality Dr. Wondmagegn A framework for communication linkage and Framework Jan. Sept.
& Shegaw
assurance practices of SGS with that of CEIQA joint work/ integration of work developed doc & report
Conduct mid-term evaluation of the implementation of Mesfin & Essete Evaluation conducted and report produced Report Jan. May
the five-year plan of the institution
Revise the strategic plan of the institution Mesfin, Essete & Strategic plan of the institute reviewed and Report June Sept.
Shegaw
report produced
Develop institutional data as per the requirements of Befikadu Institutional data required by MoE organized Report Oct. Jan.
EMIS of MoE
Acquire/ subscribe for Journal of Quality of HE Dr. Wondimagegn 1 Journal acquired through subscription Report & Jan. Sept.
observation
Organize an in-house seminar on Q enhancement & Dr. Wondimagegn 3 seminars conducted Report Jan. Sept.
& Shegaw
Assurance in HE
Request all major units to submit their annual plan for Dr. Wondimagegn Letters disseminated to 19 offices Letters Aug. Aug.
2004 EC dissemination
Request all major units to submit their annual Dr. Wondimagegn Letters disseminated to 19 offices Letters Sep. Sep.
performance for 2003EC dissemination

136
 18. Business and Administration Division
Responsible Means of Execution period
Activity Indicator
Person verification Start Finish
Strategic Direction one: Enhancing the ICT and Physical infrastructure of the UC
Specific objectives : To automate the various Property and Finance Management System of the UC to increase efficiency and effectiveness of services provided
To automate the HR data maintenance system of the University College in order to increase the effectiveness and efficiency of services
Revising and upgrading the paycoll system for finance The system enabled to generate reports on Report &
Yohannes Oct. Dec.
office (distance and regular) identifying each students unpaid tuition fee observation
Set up the database paycoll system for the preparatory The database system become operational Report &
Yohannes Jan. Feb.
High school observation
Networking the finance paycoll system with the cash The institution’s efficiency on cash collection Report &
Yohannes Oct. Dec.
register machine software system enhanced. observation
Develop HRM Information System and Provide Report
Tilahun HRMIS established and made functional July
Management with key employment indicators
Strategic Direction two: Enhancing the HR capacity of the UC
General objective: Increase the number of academic and administrative staff by recruiting those with high competence, diligence and integrity
Specific objectives: To work towards the attainment of accepted student staff ratio
To ensure that the Academic Support Staff Ratio is in accordance with accepted standards
Providing short term training for finance and other support 5 persons trained on Financial Accounting Report Oct. Aug.
Yohannes
staff 24 employees trained on Record Management
Perform annual performance analyses to determine Proposal document produced and communicated Report & Jan. Feb.
Mekonnen
training needs and evaluate training impact to HR office observation
Increase awareness of the Property and Finance and A brochure prepared and distributed. Awareness Jan. April
Report &
other support staff on proclamations, policies and Mekonnen raising training organized
observation
regulations of SMUC
Recruit professional staff for finance offices Four section heads recruited – Disbursement Report Oct. Nov.
Mekonnen section heads (2), Center Accounts' section head
(1), and SGS finance head (1)
Get the academic Staff Recruitment Induction and Recruitment induction and mentoring of new staff Report Oct. Sept.
Goitom
Mentoring document reviewed conducted accordingly
Assess/ review the recruitment & selection process by Assessment made based on feedbacks from Report & Oct. Sep.
Tilahun
interviewing recruits and concerned offices recent recruits of the UC and report produced observation
Review and implement the staff retention scheme Goitom Retention Scheme document approved and Report & Jan.

137
 Responsible Means of Execution period
Activity Indicator
Person verification Start Finish
developed implemented observation
Prepare and implement annual leave plan for both Tilahun, Eden
Annual Leave schedule prepared and Report & Nov.
administrative and academic staff implemented observation
Conduct job satisfaction survey of administrative staff Goitom, Tilahun
Job satisfaction survey conducted & report Report & May
produced observation
Conduct leadership style survey and determine the Leadership style survey report produced and Report &
Goitom June July
leadership style demonstrated by most managers disclosed observation
Offer short term trainings to staff on selected topics such 30 persons trained on Communication Skill Report Oct. April
as time and stress management, Basic Computer Development, Performance Management, Human
Tilahun, Tesfaye
Application, Records Management, Communication Skill Resource Management, and Leadership and
and Leadership and Motivation Motivation
Conduct skill audit and HR audit Tilahun Schedule will be prepared and report presented Report March Sept.
Goitom
Evaluate and ensure efficient utilization of the medical Tilahun
Insurance service report produced Report & Nov.
insurance service observation
Ensure efficient provision of HR services to users Tilahun Performance report produced Report Oct. Sept.
Review, update and harmonize the operational guidelines Revised version of 3 operational guidelines Report & Nov.
of the division as per the new structure Goitom, Tilahun produced (Employment, Transfer & Promotion observation
Mekonnen Manual, Disciplinary Guidelines & Performance
Evaluation Procedures)
Develop succession plan Tilahun Succession plan developed Report
Revise and update the existing remuneration scheme Revised remuneration scheme document Report & Jan. Feb.
based on the job analysis and evaluation study underway Tilahun produced; Job analysis and evaluation report observation
produced.
Conduct experience sharing visits to two organizations Goitom Two visits made and report presented Report Apr.
Strategic Priority Three: Improving the quality of teaching -learning and effectiveness of research, both in the conventional and distance mode
Strategic Objectives : Publish journals, textbooks, higher education series, and workbooks that would enhance the efforts in teaching, research and publication
Maximize the student learning experience, and promote student-focused learning by helping students achieve personal academic goals
through academic and professional advising, counseling and career services
Specific Objectives: Improve the quality of education, ensure the smooth running of the teaching learning process, enhance the competence of students, and
facilitate involvement of academic staff in research activities
Conduct consultation meeting with Faculty and 2 meetings conducted, minutes produced and
Report &
department heads focusing on the support required from Goitom actions taken as per comments and agreements Jan. May
Minutes
the division to enhance the quality of teaching/learning

138
 Responsible Means of Execution period
Activity Indicator
Person verification Start Finish
Strategic Direction Four: To extend the UC's services and outreach activities and augment UC's role as a local development partner
Specific Objectives : To provide short-term training to potential employers and members of other governmental and non-governmental organizations
To provide quality professional consultancy and short term trainings to private and public enterprises.
Offer training to employers and members of private and Tilahun, Tesfaye 40 persons trained from 2 organizations on Report
Oct. Sept.
public organizations in the area of business management Management and entrepreneurship
Strategic Direction Five: Improving the quality, Effectiveness and efficiency of Administrative process and services
Specific Objectives: Ensure that property and finance office activities are responsive, supportive, efficient and effective
To improve the leadership and management capacity of SMUC
Develop system for preparation and submission of regular Cash balance and maintenance activities reported Report &
Mekonnen
weekly and monthly reports on critical activities focusing Yohannes weekly for decision making, Monthly financial observation Oct. Sept
on property and financial management matters reports produced
Put in place effective purchasing system based on the Procurement service is improved and carried out Report
Mekonnen Jan
policy set based on the procedures set.
Ensure vehicles of the UC are efficiently used Ayele Transport log put in place and vehicles monitored Report Oct.
Manage and oversee that effective cash management Daily cash collection & disbursement report Report
Yohannes Oct. Sept.
System is in place prepared, weekly surprise cash count done
Develop efficient and effective system for monitoring The paycol system up-graded & ad hoc committee Report
Mekonnen Oct.
monthly tuition fees collection established to monitor student payment status
Ensure that annual budget for all academic and Financial budget plan prepared and quarterly Report &
Tibebu Oct. Sept
administrative activities are prepared and utilized reports produced and discussed observation
Establish transparent office and unit level communication Mekonnen Regular meetings conducted, Reports produced Report &
Tilahun Nov.
through staff meeting and regular reports system Gotiom and feedback sessions arranged. observation
Conducting supervision work at regional offices (finance) Yohannes & Supervision visits made to 60 regional offices and Report
Aytenfisu Jan. Sept.
Conduct monthly site visits (V. President’s Office) Goitom reported; Site Visit briefings arranged
Open depository account for centers Yohannes Account opened at 8 regional CCs & AOs Report Oct. Dec.
Preparing cash flow statement and interim financial Yohannes, Quarterly financial statement is issued Report &
Aytenfisu & Oct. Sept.
statement for regular education program, CODL and SGS Kassahun observation
Build a finance department that attracts and retains talent Mekonnen & Minor structural adjustments made on the existing Report
Yohannes Nov. Dec.
finance office structure
Build annual budget planning for each academic and Budget plan produced at major unit level and Report &
Tibebu Oct.
administrative division with adequate budget allocation summary report is issued observation
Review budget utilization and variance Tibebu Quarterly budget analyses report is issued Report Oct. Sept.

139
 Responsible Means of Execution period
Activity Indicator
Person verification Start Finish
Implement cost-effective, value added business process Mekonnen & Review critical business functions to create Report
Ayele Oct.
revenue generating & cost reduction schemes
Implement the specially designed crisis management Periodic reports presented at executive committee Report &
Goitom Feb. Sept.
alternative plan & administrative council meetings observation

140
 19. Top Management
Activity Responsible Indicator and target Means of Execution period
person
verification Start Finish
Strategic Priority One: Enhance the ICT and Physical Infrastructure of the University College
Strategic Objective: Automate the various sections of the UC to increase the efficiency and effectiveness of services provided
Specific Objective: To automate the functions of the centre in order to increase effectiveness and efficiency of service provided
Conduct feasibility study on setting up printer pool to monitor the misuse of Taye Unit reorganized document Report
printing produced for start up Oct April
Solve the Arba Minch and Debre Birhan Sites Problem Wondwosen Case settled Report Jan Aug
Wondwosen Software acquired Software
Work toward the acquisition of proprietary software on preventing plagiarism and
available for free or with a modest cost put in place
Misganaw
Complete the construction of building at Distance Education Division Wondwossen & Construction Completed Site Visit Oct Sept
Taye
Seek donations of books and equipment to SMUC programs more specifically Wondwossen, 150 computers, 200 books, Report Oct Sept
Tedla,
on ICT and hard sciences from partner institutions abroad. Misganaw 1 set of science Lab
equipment
Wondwosen Negotiations taken place, Negotiation February September
and Taye
study conducted report
produced,
Conduct feasibility study on and negotiate with concerned offices on importing study report
video conferencing technology and VSat produced
Conduct feasibility study on opening other languages training areas to expand Misganaw Study conducted on Report February September
the services of the Language Resource Center possible language training produced
Wondwosen, Land made ready for Site visit Jan Mar
Taye
Get the plot of land at Burayu ready for construction construction
Wondwosen, Resources identifiied Progress Feb June
Taye
report
Start construction work in Dilla and Bahir Dar produced
Relocate the High School Misganaw New place acquired Site visit Mar July
Goitom Identified locations Report Feb April
equipped with
technologically advanced
Improve the security system of the UC security systems
Wondwosen, Proposal developed Proposal Feb June
Finalize the project proposal for a grant to build the IADS campus at Burayu Taye, Dr.
141
 Activity Responsible Indicator and target Means of Execution period
person
verification Start Finish
Mengistu

Strategic Priority Two: Enhancing the HR capacity of the UC

Strategic Objective: Enhance the capacity by providing short- & long-term training and institutionalized CPD for academic, support and the leadership staff
Increase the number of academic and non-academic staff by recruiting those with high competence, diligence and integrity
Specific Objective: Satisfy demand for human resource
Explore opportunities for staff training. Wondwossen, 3 PhD from abroad, 11 staff
Tedla,
Misganaw 3 local PhD,5 Masters start their
admission acquired studies Sept October
Organize training on leadership, budget preparation and performance auditing Taye, Training will be given >> Nov April
Misganaw
for top and middle level managers
Encourage the academic staff to work toward academic rank promotion Vice 1 staff promoted Report March September
Presidents
through publications produced
Man the information and communication office with new staff Wondwosen, Office staffed with January May
Goitom
appropriate manpower
Request for volunteers who might assist the UC in various areas Wondwosen, At least 4 voluteers Report Jan Sep
VPs
acquired
Recruiting teaching staff VPs At least 4 teaching staff Report Jan Sep
employed
Strategic Priority Three: To improve the quality of teaching-learning & effectiveness of research, both in the conventional & distance mode
Strategic Objective: Fulfil and go beyond the academic standards set at national level where such standards exist
Improve the national and international research endeavours of the UC by sponsoring research symposia, publishing proceedings &
designing ways of increasing research active faculty within SMUC
Specific Objective:
Prepare a feasibility study to open KG, primary schSool in the year 2004EC Goitom, Taye document produced >> March May
Organize a brainstorming sessions, and prepare business plan for initiating Tedla, Seminar prepared and >> March June
Missganaw
new department aiming at Hard science programs and apply for accreditation Business plan developed
In collaboration with the Dutch expert who is scheduled to visit us in January Tedla, Needs identified, project Project January April
Misganaw
via PUM identify SMUC‘s needs responsive to the new directive i.e. 70/30 report produced proposal
issued by the government produced
Organize a seminar on documentation and information exchange among Misganaw Link created in all depts Reoprt Feb June
dept/sections

Initiate new programs Tedla, Four Programs >>

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 Activity Responsible Indicator and target Means of Execution period
person
verification Start Finish
Misganaw
Initiate short TVET training Tedla, Four Programs >>
Misganaw
Prepare a guideline that helps to create a student-student learning Misganaw Guideline developed Guideline Feb June
environment by partnering degree program prospective graduate with final developed
year TVET students
Establish the Meleya Business Award system for student entrepreneurs Wondwosen, Award system put in place 2 students March August
VPs
awarded
Conduct a study on how to centralize the archive system Goitom System strengthened Site visit Feb May
Hold meeting with stakeholders on our educational services Tedla, Meeting held Report June July
Misganaw
produced
Prepare succession plan Goitom Plan developed Plan Mar June
Search grants for research and projects VP for SGS, Grabt project developed Report Mar Aug
EVP
and proposal submitted to produced
potential donors
Develop communication strategy of the UC Wondwosen Strategy document Document Mar May
developed
Initiate the beginning of COC-style test at the end of this Academic Year Tedla, TVET students take the Report June Sep
Misganaw
COC-style test
Initiate annual working paper series Wondwosen, Working document Report Mar June
Tedla
produced
Strategic Priority Four: Extending the UC’s services and outreach activities and augmenting its role as a local development partner
Strategic Objective: Contribute to socio-economic development of the country by sponsoring social events that are relevant for social change, and
encouraging voluntarism and philanthropic activities among students and faculty
Specific Objective: May
Cooperate with EMI, AACC, and other renowned consultants and trainers in Goitom training given >> Feb April
short-term training and consultancy.
Produce a documentary film on SMUC. Wondwossen, Film produced >> Jan Aug
Taye, Goitom

Follow up and facilitate the Farmer Innovation Project Tedla Project implemented in Report
Enewari, Chefe Donsa and
Adea
Begin the Language Access Project Tedla, 100 disadvantaged high Students March Jan 2013
Misganaw
school students start taking 2011
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 Activity Responsible Indicator and target Means of Execution period
person
verification Start Finish
training training
Vice Presidents

Strategic Priority Five: Improving the quality, efficiency and effectiveness of the admin processes and services
Strategic Objective: Improve the leadership and management capacity of SMUC
Wondwoseen, Budget lines revised Report Oct Marc
Specific Objective: Taye
Revise the budget lines of the University College aiming at cost efficiency. in Wondwoseen, participation increases Report Oct Sept
Taye, Goitom
collaboration with Administration divisions
Develop a system that enables each staff member to involve in the Wondwoseen, Best worker/section Report Nov June
Taye, VPs
development and implement of the respective unit action plan nominated
Establish a performance-based award system for employees who Taye, Goitom Study Performed Report Jan March
demonstrate extraordinary performance, innovation
Establish good practice sharing scheme VPs Scheme developed Report Feb Mar
Set up committees to implement special plans of the UC Alternative Strategy Wondwosen, Committee formed Report and Feb Mar
Taye
minutes
Meet quality assurance committees Wondwosen 2 meetings held Minutes of Nov Sept
2 meetings
documents
Meet with Faculty Deans, Academic Units after CEIQA’s Quarterly Visit VPs Four meetings held Minutes Octo Sep
Strengthen the audit system Wondwosen, Audit system strengthened Documents Jan June
Taye
Strengthen the monitoring mechanism through continuous follow. This President, Meeting held every month, 3 Reports, Oct Sept
VPs
includes : Report produced on Minutes
1. checking the implementation of the alternative and cost-saving achievements on produced
strategies Alternative and Cost-
2. checking monthly performance report of each unit in line with the saving Strategy of the UC
annual plan
3. meeting with units to evaluate the quarterly performance report
organized by CEIQA
Strategic Priority Six: To enhance and link partnerships with local and international Institutions
Strategic Objective: Foster partnership with domestic and foreign higher education institutions, research organizations and quality assurance agencies for
knowledge-cum-experience sharing and dissemination
Specific Objective: Enhance the practice of partnership and joint-work
Initiate partnership with local to professional Association that target at Goitom, Each faculty linked with Report Dec June

144
 Activity Responsible Indicator and target Means of Execution period
person
verification Start Finish
improvements of the students professional carrier Misganaw relevant professional
association
Talk to IFC and ADB for possible grants Wondwosen, Meeting IFC officials Report Feb May
Tedla
Establish link with foreign University Tedla 2 foreign universities Document Oct Sep
approached
Strategic Priority seven : Strengthening and deepening quality quality assessment and sustained improvement schemes
Strategic Objective: Nurture the culture of academic and administrative quality assessment at all levels with regard to endeavours, achievements and
problems pertaining to SMUC’s teaching, research and service functions and the administrative setting
Specific Objective:
nd Tedla
Make the necessary preparation for the 2 term and revise the 5 year Plan Revised Report Mar Aug
strategic plan
Conduct self-evaluation VPs 3 evaluations conducted Report Jan Sep
Follow up SMUC’s membership with regional quality assurance agencies Wondwosen Membership maintained Report Jan Sep
such as INQA with 3 foreign quality
assurance agencies

145
 Annual plan of the Institution
Activity Responsible Indicator and target
body
Strategic Direction One: Enhance the ICT and physical infrastructures of the University College
Construction of buildings and physical structures TM, SSSO The construction of building at Green Campus completed, __ toilet rooms
constructed at SGS, 2 houses renovated at region level, football field constructed
at Midir Babur Campus
Provide major units with office, equipment, furniture & ICT BF, IF, ICTSDU, 41 PCs, 2 printers, 2 guest chairs, furnished offices for 13 persons, furniture &
CODL, TC, GO,
physical facilities ICO, COS equipment for 4 CCs & 10 AOs of DE, chairs for 2 classrooms made available
Acquire ICT & science equipment donation from partners TM Donation received (specify the items and quantity)
Post course and other supporting materials on the intranet BF, LF, TEF Teaching materials uploaded for 11 courses
Create a webpage in the institutional website SGS, CCTU 2 webpage created for SGS and CCTU
Upload documents and relevant information on SMUC GO, SGS, The activities, policies & reports of Gender Office; Webpage info and online
CODL, RKMO,
website COS, CCTU,
registration forms of SGS & CODL; Research events notification, outputs and
th st
CEIQA proceedings of the 8 Annual National Conference, the 1 Multi-disciplinary
st nd rd
Research Seminar, the 1 , 2 and 3 Annual Student Research Forum; Content
promoting community/ outreach services; updated info of Registrar; CCTU
webpage info, list of vacancies & links of employment agencies Websites; 4 issues
of ‘Quality Matters’ Newsletter of CEIQA uploaded
Create access to internet services CODL 5 Dial-up access points made available for CCs
Overhaul the existing mail system ICTSDU 99.99 % availability and improved speed of the mail system with lesser mails
bouncing back incidents
Develop IT security policy ICTSDU Document of IT security policy of SMUC produced
Establish secure VLAN ICTSDU 3 VLANs implemented
Implement ISA server ICTSDU ISA server implemented at Mexico campus
Prepare network blue print SMUC ICTSDU Physical & logical design of SMUC network structure documented
Prepare information architecture of SMUC ICTSDU Priorities for IS development set in the IA document
Create IT asset configuration database ICTSDU All IT asset configuration data is stored in the DB
Establish an MS Sharepoint portal service platform ICTSDU MS Sharepoint implemented and staff collaboration automated
Establish centrally administered domain-based network at ICTSDU Domain-based network implemented at Bole campus
Bole campus
Create central management of the various IS systems ICTSDU All information systems are managed centrally by the ICT SD Unit

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 Activity Responsible Indicator and target
body
Create thin clients for all departments ICTSDU Data/ file storage centralized and clients freezed
Load computers with antivirus and update continuously ICTSDU All computers loaded with anti-virus & up-to-date virus database
Prepare FTP site for software gallery and antivirus update ICTSDU FTP site created for software gallery and antivirus update
Select and Implement Network diagnostic and ICTSDU Network diagnostic and performance measurement tools employed
performance measurement tools
Develop a database COS, CCTU 2 database constructed for information on the demand side of consultancy services
in Ethiopia, and services of CCTU in MS-Access environment
Develop/ acquire software and implement systems ICTSDU, SGS, Test bank & item analysis of the Test Center; student class & exam scheduling of
CODL, BAD,
automation TM
regular & extension programs; on-line student registration for SGS and CODL;
Finance, Inventory and Human Resource functions; Service Desk activities; Paycol
system of the preparatory high school; High School Mgmt system and Budget office
system automated.
Launch automated service of the library system LD Manual prepared, library data updated & loaded and system demonstrated
Acquire e-resources for electronic library/ reference LD, SGS 350 e-resources (text & audio-visual formats) made available on CDs for under
services graduate and IGNOU-PG users
Assess the existing information systems & prioritize for ICTSDU Inventory of current information systems conducted, documented and priorities for
development of applications IS development set
Finalize the development of database driven web ICTSDU & Database driven web application developed and tested
CEIQA
application for a general report system in SMUC
Finalize the assessment of Systems Automation ICTSDU & System automation productivity assessed and report produced
CEIQA
Productivity of the UC
Load students data into the database of the registrar OoR Data of students of previous years (1995 E.C & 1996 E.C) and photos of 2003
system Entry students made available in the DB
Arrange the printing unit of CODL to avail service to TM Unit organized starts operation
external users
Strategic Direction Two: Enhancing the HR capacity of the UC
Recruit new academic and administrative staff BF, SGS, OCS, 49 persons hired (full- and part-time)
CODL, TC, ICO
Prepare training manual TC 2 Manuals prepared for training on Item Analysis and Test Administration
Conduct training need assessment BAD 2 Assessment conducted for BAD and ICTSDU, proposal document produced
Offer short-term training for staff BF, IF, 514 staff trained on Pedagogies, Basic Research and SPSS, Accounting Application software
ICTSDU, OoR, (QuickBooks, Peachtree), MS Excel & Access applications, Strategic Marketing Management, Logistics,
LD, TC, GO, Import export, digital marketing, minor/common troubleshooting issues, ICT equipment maintenance,
RKMO, CEIQA, CCNA, Microsoft network administration, software development tools and techniques, new ICT systems
BAD, TM (Outlook, Sharepoint and ftp), HRM, stress management, time management, customer handling, class

147
 Activity Responsible Indicator and target
body
scheduling, invigilation of examination, database and online services management, basic computer
skills, library automation system, test blue print preparation, item analysis, CoC-Testing and
Degree Exit Exam, Sexual Harassment & HIV/AIDS, First-aid, Financial accounting, Tax accounting,
Budgeting, Records management, Communication skill development, Performance management,
Leadership and motivation, Property and finance management
Offer training to students SSSO, GO 130 students trained on First Aid, assertiveness (for females)
Prepare manpower plan BF Plan document produced
Arrange educational/ experience sharing visits to students BF, LF, IF, BAD 4 experience sharing events organized for 118 persons
Promote the academic rank of staff member LF, IF 2 persons promoted to higher academic rank
Revise the HR structure OoR Structure of the Office of the Registrar revised incorporating Academic Programs
Office
Review the employee recruitment & selection process BAD Assessment made based on feedbacks from recent recruits of the UC & reported
Conduct job satisfaction survey BAD Job satisfaction survey conducted for the UC & report produced
Develop and implement employee retention scheme BAD Retention Scheme document prepared
Prepare and implement annual leave plan BAD Annual Leave schedule prepared for both administrative and academic staff
Conduct biannual skill audit BAD 2 Skill audits conducted & report produced
Evaluate the utilization of the medical insurance service BAD Insurance service utilization evaluated & report produced
Review HRM operational guidelines BAD Revised version of 3 operational guidelines produced ( Employment, Transfer & Promotion
Manual, Disciplinary Guidelines & Performance Evaluation Procedures )
Develop succession plan BAD Succession plan developed
Revise the existing remuneration scheme BAD Revised document of remuneration scheme produced
Strategic Direction Three: Improve the quality of teaching-learning & effectiveness of research, both in the conventional & distance mode
Acquire books 773+ different types of books acquired in the areas of MIS, System Analysis and Design,
Production/Operation Management, Operation Research, Risk & Insurance management, Logistics &
BF, LF, TEF, Supply Chain Management, Service Marketing, Import Export Policy & Procedure, Integrated Marketing
SGS, LD Communication, Distribution Management, Social Marketing, Sales Promotion, Public Relation and
Publicity, Pricing Decisions, Strategic Marketing Management, Global Marketing, Business Ethics,
Language
Prepare teaching materials BF, IF, SGS, 88+ materials produced on International Business, Change & Conflict Management, Business
CODL
Research Methods, Entrepreneurship, TTLM, Advanced Database Systems, and Artificial Intelligence,
Reading, Grammar, course materials for 9th & 10th grades and 2nd Cycle Primary Education program
(grade 5-8)
Revise the teaching materials BF, CODL 13 Revised teaching material produced on Micro Economics, Teacher Education
course of DE
Prepare course delivery, assessment guidelines for all BF 1 Assessment & delivery documents compiled
148
 Activity Responsible Indicator and target
body
TVET courses in the new curriculum.
Organize seminar/ panel discussions BF, IF, TEdF, 13 Panel discussions conducted on Ethiopian Taxation Regulations, Directives and
CEIQA Proclamation with Special emphasis on VAT, TOT, and Employment Income Tax; Auditing Practices in
Ethiopia, focusing on Challenges and prospects; Risk Management and Insurance Contemporary
Issues and Practices in Management; Business Ethics; Human resource management; The Role of a
Secretary In an Office; The Application of Mathematics in Business Fields; Developing Positive Attitude
towards Mathematics; How to Learn Mathematics in TVET; How to Teach English in 1st & 2nd Cycles
(2)Primary Education
Arrange educational trips for students BF, IF, LF 5 Educational trips conducted for Introduction to Cost Accounting, Production and
Operation Management courses; court observation conducted
Organize Guest Speech/ lecture BF, LF, IF 5 Guest speeches took place
Provide academic advisory service to needy students BF, LF 240 Students served
Conduct practical/ internship sessions BF Practical/ internship sessions conducted by 100 students
Undertake research activities BF, IF, TEdF, 19 researches conducted on Quality of Education – A Comparative Study, Factors Affecting
SGS, CODL, Success of Students in Computer Science Degree Program at Private HEIs, The Status-quo of
TC, GO, RKM, Language Proficiency among Degree Students at SMUC, The Relevance of Mathematics for Business
CEIQA Faculty Students, An Overview of the Current Discourse on the Privatization of Fresh Water in Ethiopia,
Corrupt Behaviors of Instructors at Higher Education Level: The Case of Selected PHEIs, The Utilization
of ICT for Tutorial Service in DE, Graduates Tracer Study of CODL, Problems of Exam Development,
CODL Exam Administration and Tutorials, Language Use, CODL Module Errors, Gender Analysis and
Mainstreaming, Demand for HE: A Stated Preference Analysis in Selected High Schools In Addis
Ababa, Current Situation of Academic Units With Respect to the Minimum Requirement of HERQA
1 article published in JBAS
Offer tutorial sessions for basic and major courses BF, TEdF Tutorial sessions offered to students on Principles of Accounting I, Principles of Accounting II,
Financial Accounting I & Financial Accounting II
Revise guideline/ manual BF The updated version produced for senior research advising and evaluation
guidelines
Maintain data about staff absenteeism, prompt grade LF
Data on staff absenteeism, delayed grade submission & grade change documented
submission and records of grade change
Publish Journal and Bulletin LF 2 issues of the Mizan Law Review 2 issues of The Teacher bulletin published
Prepare students for Student Research Forum LF 2 students selected and their preparation checked till presentation
Establish Center for Law in Sustainable Development LF Proposal prepared & submitted to the Senate; the center established
(CLiSD)
Acquire accreditation for the curriculum developed and SGS Curricula accredited for programs
submitted to the Ministry of Education for approval.
Initiate the implementation of proposal for the School of SGS The organizational structure & management methods adopted and made functional
Graduate Studies programs approved by top management
149
 Activity Responsible Indicator and target
body
Publish a “Graduate Catalog” for the newly developed SGS The catalogue prepared and published
Masters Program in the Faculties of Law & Business, and
The Institute of Agriculture and Development.
Initiate Distance Mode Master’s Program in partnerships SGS Distance Mode Master’s Program launched in rogram
with Haramya University in selected programs.
Develop “course modules” for students, as most courses SGS 30 modules prepared
are offered on block basis.
Carry out preventive maintenance of computers and ICTDSU All computer labs and office computers are ready for use at the beginning of every
servers semester
Visit distance learning centers to conduct inventory and ICTDSU All PCs at 14 CCs (DebreMarkos, Bahir Dar, Gondar, Debre Tabor, Mekele, Dessie, Debre Birhan,
carry out preventive maintenance Wolkite, Jima, Metu, Dire Dawa, Harar, Arbaminch, Hawasa) received maintenance
Prepare and Implement computer and power safety ICTDSU All staff are given guidance on how to save power and ensure safety of IT assets
procedures
Organize statistical data of active students every semester OoR Three reports produced
Conduct monthly meeting of program attendants and OoR 10 meetings to be held
coordinators to assess the on-going program and
availability of facilities
Plan practicum jointly with partner schools CCTU Plan prepared with 4 partner schools
CCTU st
Place teaching students for practicum in partner schools 186 students placed at 4 schools & 14 tutors assigned for 1 sem.; 153 students
nd
and assign tutors placed at 4 partner schools & 11 tutors assigned in 2 sem.;
Follow up students while they are at schools. CCTU 16 on-site Visits made and 4 schools hosted in 2 semesters.
Plan CT & Internship (diploma & degree) jointly with CCTU 50 organizations contacted, 30 organizations identified willing and .memo is signed.
concerned departments and organizations.
Place of regular students to CT offering organizations. CCTU 738 reg., 836 (2000, 2001 & 2002 E) ext. dip. & 663 deg. (361 reg. & 302 ext.) students
(interns) placed;
150 Acct regular & 300 Extension students hosted for CT according to the new
curriculum
Follow up regular students placed at companies CCTU On-site visit made to 888 TVET & 361 degree regular students hosted by 350
companies,
Carry out inventory of library materials LD Inventory of resources (books, journals, CDs, others resources) and assets carried
. out
Identify resource needs of the faculties. LD The resource needs of all faculties assessed, the gap identified, list of demanded
prepared and purchased
Prepare loan card for staff, preparatory, undergraduate LD 500 loan cards issued

150
 Activity Responsible Indicator and target
body
and IGNOU students.
Prepare Bibliography for all SMUC library thesis LD prepared Bibliography and made available to users
Prepare project proposal for expansion of DE CODL Project designed to establish many agent offices, adopted and introduced
Establish Coordination Centers and Agent Offices in CODL 10 AOs upgraded to CC & 20 new AOs established
different Regions
Increase student population by 6% CODL 13,000 (7150 Degree, 3900 Diploma (10+3), 54 Level IV Students, & 1950 Level III) new students
registered
Supervise the all round activities and services of Centers CODL All Centers and Agent Offices supervised (How?)
and Agent Offices
Establish learning materials store management and CODL Making follow up once a week.
distribution system
Carry out projection of future demands of learning CODL As per the schedule set by the Material distribution unit.
materials
Establish study groups in different coordination centers. CODL Study groups at cluster centers get started
Prepare, store and back-up moderated (standardized) TC 2,576 exams, assignments & projects stored on CDs; 136 moderated electronic
assessment items (exams, assignments and projects) exams of regular program stored; items of 330 exams of CODL & regular program
with answer keys and supply to CODL electronically analyzed;
Prepare and store blueprints of exams TC Blueprints of 277 exams of CODL & regular program prepared and stored
Prepare and administer CoC-style tests for TVET students TC Students (from regular & CODL) took the CoC- style exam
of regular program and CODL
Prepare and administer Comprehensive Degree Exit for TC Students (from regular & CODL) took the comprehensive exit exam
regular program and CODL

Strategic Direction Four: Extend the services and outreach activities of the UC and augment its role as a local development partner
Offer short (on-job) training to PO, NGO, GO and external BF, OoR, __ +615 persons from __ +20 organizations trained on the Basics of Accounting;
CCTU,GO, Marketing; Customer Service; Entrepreneurship; Business Management; Time Management; Business
community members CEIQA, BAD Plan; Academic Programming in Secondary School; Sexual Harassment and HIV/AIDS; Assertiveness;
Quality of Higher Education
Offer in-service training for librarian LD 2 public librarians from Ledeta Sub-city trained
Offer legal aid service for needy community members by LF Service offered at moot court 3 days a week for 8 months
th
regular 4 year students
Initiate tutorial programs in natural & social science areas TEdF Proposal prepared, submitted for top-management, approved and implemented
in preparatory high school
Initiate Translation & Editorial Service at institutional level TEdF Proposal prepared, submitted for top-management, approved and implemented

151
 Activity Responsible Indicator and target
body
Offer short-term professional consultancy services TEdF, COS 6 projects of consultancy services (training, survey, assessment, evaluation, design…)
offered
Administer The Migration and Development Survey of COS Survey administered in selected sites of the country
Maastricht’s University in Ethiopia
Prepare document detailing how to handle consultancy ICTDSU Guideline/ manual for consultancy service provision produced
service in the areas of ICT
Link SMUC graduates with employers and keep data on CCTU 400 graduates sent to employers by CCTU and their employment status is
the employment status identified; the employment status of 722 diploma graduates is identified
Offer international test/s TC 24 TOEFL IBT tests administered
Offer special purpose tests for organizations/ institutions TC 24 special purpose tests offered
Promote services of Testing Center through mass media TC The services advertised 14 times through Radio, TV, brochures & posters
Make educational tour for awareness creation on First Aid SSSO 2 rounds of tour made
in collaboration with Red Cross Association.
Plant tree in Addis Ababa and its surrounding (sebeta) SSSO 1,000 tree seedlings planted at a place offered by Oromia region
Prepare manual, guideline, handbook… SSSO, 4 manuals prepared for Student Financial Support, Volunteerism, and consultancy
ICTDSU, COS
service provision in ICT & COS
Sponsor community development and welfare services ICO 6 community development & welfare services sponsored
Acquire external fund for social support & students TM Fund secured
scholarship program
Revise the scholarship policy of SMUC TM Revised document produced
Establish official contract with EMI, AACC and other TM MoU signed with 2 organizations
renowned consultants to share the consultancy market
Assess the possible areas of interventions & consultancy TM Assessment conducted and report produced
Produce a documentary film on community and outreach TM Documentary film produced
services of SMUC
Strategic Direction Five: Improve the quality, efficiency and effectiveness of the administrative processes and services
Enhance the relationship and team spirit of the academic BF Better working staff environment created
staff (how? By doing what?)
Update data on staff and students profile/ statistics LF 2 documents (1 per semester) of data on staff & students produced
Generate income through professional consultancy COS 1 Million Birr worth projects won and delivered
services (Duplication?).
Manage (Appraise?) IT investment ICTDSU Costs and benefits of all IT systems and infrastructure is documented
Document third party service relations ICTDSU All third party relations are documented and fulfillment of SLAs followed up

152
 Activity Responsible Indicator and target
body
Plan IT asset capacity ICTDSU All IT asset acquisitions and maintenance are planned in advance
Conduct inventory of assets ICTDSU All IT assets are accounted for
Revise the structure and job descriptions OoR, CCTU The structure and job descriptions of 2 major units are revised
Involve staff members in the decision-making processes at CODL, TC 24 fortnightly meetings of managerial and academic staff held
major unit level
Update the telephone directory of the UC ICO The updated version of the directory published
Promote the services of the UC through mass media ICO 5 promotion messages (advertisement & news) issued/ broadcasted through
printed and audio-visual media
Compile monthly reports of the institution CEIQA 12 reports (1 per month) produced
Develop system for preparation and submission of weekly BAD Cash balance and maintenance reported weekly for decision making
property and finical management reports
Put in place effective purchasing system (What? How?) BAD Procurement service is improved.
Ensure that all vehicles of the UC are efficiently used and BAD Transport log put in place and each vehicle is monitored; a regular and a stand-by
maintained transport facility made available all time at each campus
Manage and oversee that effective cash management BAD Daily cash collection & disbursement report prepared, weekly surprise cash count
System is in place done
Develop efficient and effective system for monitoring BAD The paycal system up-graded & ad hoc committee established to monitor every
monthly tuition fee collection student payment status
Ensure that all academic and administrative activities are BAD Financial plan prepared and quarterly reports produced
supported with adequate budget allocation
Establish office and unit level communications through BAD Ad-hoc committee established from finance and property & facility office to improve
staff meeting and regular reports system the offices communication system
Conducting supervision work at regional offices BAD On-site supervision visits made to 60 regional offices and reported
Open depository account for centers BAD Account opened at 8 regional CCs & AOs
Preparing cash flow statement and interim financial BAD Quarterly financial statement is issued
statement for regular education program, CODL and SGS
Build a finance department that attracts and retains talent BAD Minor structural adjustment is made on the existing finance office structure
Build annual budget planning for each academic and BAD Budget plan produced at major unit level and summary report is issued
administrative division with adequate budget allocation
Review budget utilization and variance BAD Quarterly budget analyses report is issued
Implement cost-effective, value added business process BAD Review critical business functions for revenue generating & cost reducing schemes
Design and implement crisis management alternative plan BAD Plan prepared, implemented & reports presented at executive committee &
administrative council meetings

153
 Activity Responsible Indicator and target
body
Identify “Best worker/section of the month/quarter/year at TM 17 best workers and 17 best Units of the year, quarter and month identified with
SMUC” respect to work efficiency and/or cost saving and/or Income generation
Develop a finance team, finance management committee, BAD Employee recognition & award committee formed and made functional
with the right mix of skills and talents (differ from above?)
Strategic Direction Six: Enhance link and partnership with local and international institutions
Create links with business organizations/ industries for the BF, CCTU Links established with 15 industries that hosted practical sessions for students
implementation of the practical sessions
Create/ maintain active link with law schools towards LF Links created/ maintained with law schools
sustaining and enhancing submissions to Mizan Law
Review and the distribution of the Journal
Participate in Legal Education Reform Program of the LF Membership in project coordination tasks
country
Establish link with HEIs COS, CEIQA Link established & MoU signed with 6 HEIs (Maastricht Graduate School of Governance
focusing on research and outreach activities); Experience sharing held with ADRUs of 4
(Jimma, Haramaya, Addis Ababa & Gondar) Universities;
Create link with parents of regular 1st year students of OoR Families of all students in academic warning, probation or suspension contacted,
poor academic performance to exchange information informed about the status of students, & their feedbacks collected
about students
Create link with organization working on HIV and SSSO Link established and MoU signed with 1 organization.
reproductive health
Publish New Year, Christmas & Easter Cards, and New ICO 7,500 copies of New Year, Easter & Christmas cards printed and distributed;
Year calendar and agenda 6,000 copies of New Year calendar & agenda published and distributed
Participate in external meetings (conferences, panels, etc) ICO 8 local/international meetings attended
on issues related to higher education
Initiate gender networking with private and public HEIs, GO Concept paper produced, communicated to potential partners
governmental & non-governmental organizations
Initiate local network of HE Quality Assurance CEIQA Concept paper produced and 1 consultative meeting held with potential partners
Create link with local and international NGO to support the TM MoU signed with organizations
scholarship program.
Create link to Professional Association that target at TM Link created with 9 professional associations (in all departments)
improvements of the students professional carrier
Reactivate partnership with (initiate joint work?) HEIs with TM MoU signed with HEIs
which MoU was signed
Strategic Direction Seven: Strengthening and deepening quality assessment and sustained improvement schemes

154
 Activity Responsible Indicator and target
body
Conduct self-assessment and evaluation at unit level All Units 20 quality assessment and evaluations conducted & reported
Conduct staff evaluation BF, CODL, TC 6 evaluations conducted & reported
Conduct meeting with student representatives BF, LF, OoR 8 Meetings conducted
Review curriculum/ course/ course outline/ module BF, TEdF Curriculum revised for Degree programs; TVET course delivery and assessment
guideline made available; The quality of 3 (Sophomore English, Civic and Ethical Education)
course assessed and report produced; course outlines reviewed & report produced;
DE modules of 20 courses revised
Conduct assessment of student satisfaction LF, OoR, SSSO 3 Assessment conducted and reports produced
Formulate short (Medium?) and long-term plans SGS, ICTDSU 2 Medium-term (five-year) plan prepared
Prepare IT Continuity Plan ICTDSU Detailed plan for options of service continuity in cases of disaster produced
Prepare Change management document ICTDSU Document detailing how to trace and manage changes in the IT system produced
Prepare IT Risk Assessment and Management Plan ICTDSU All IT Risks assessed and alternatives to manage them proposed
Assess the annual performance All Units 20 Assessment conducted & report produced
Identify Student–Book Ratio LD The ratio and gap identified for Informatics Faculty based on HERQA’s requirement
Prepare annual plan of the institute CEIQA Annual plan of action prepared at major unit and institution levels for the year 2004
Validate the program level self-assessment conducted in CEIQA The self-assessment reports of all major units verified
the institution (SMUC)
Follow up, monitor and evaluate departments and offices CEIQA 4 monitoring visits including the CCs, 2 monitoring and one evaluation reports
annual performance developed
Compile performance report of faculty members CEIQA 2 reports produced on student evaluation, 1 comprehensive evaluation report
produced
Assess performance of the centre CEIQA The annual performance of the centre assessed and report produced
Assess the current situation of academic units with respect CEIQA The existing situation and the gap identified, actions for improvement suggested
to the minimum requirement of HERQA
Design a mechanism to integrate the quality assurance CEIQA A framework for communication linkage and joint work/ integration of work
practices of DED with that of CEIRQA developed
Conduct mid-term evaluation of the implementation of the CEIQA Evaluation conducted and report produced
five-year plan of the institution
Revise the strategic plan of the institution CEIQA Strategic plan of the institute reviewed and report produced
Develop institutional data as per the requirements of EMIS CEIQA Institutional data required by MoE organized
of MoE
Organize seminar on Performance Auditing TM 1 Seminar conducted and report produced

155
 Annexes
Performances of Major Units in the Implementation Annual Plan for the Year 2002
Business Faculty
Activity Indicator and target Performance
Planned Achieved (%)
Strategic Priority One: Enhance the ICT and physical infrastructures of the University College
Strategic Objective: To support the teaching learning process with modern technological facilities and ensure the provision of quality education
Specific Objective: To enhance the manpower capacity of the UC in general and the Faculty in particular
Equip Faculty’s syndicate room, department offices 2 PCs & 1 LCD projector made available in the syndicate Not done due to shortage of computers to equip department & 0.0
and quarters with ICT facilities room faculty offices and lack of responsible body to borrow the
materials for the syndicate room
Post lecture notes, exercises, assignments & other Lecture notes, exercises & assignments of all courses Handouts of 13 (6 Accounting, 4 SSOM, 1 marketing and 2 management) 32.5
relevant materials on the intranet. uploaded on the intranet. courses were uploaded
Establish internet connection to the staff and 3 internet access points created Not done 0.0
Departments
Acquire computer laboratory to SSOM Department 2 computer lab rooms, with a capacity of serving 32 Two computer labs are arranged in B1-floor 6 100.0
students at a time, made available
Acquire computers with accessories 2 PCs Not done 0.0
Average of SP - 1 26.5
Strategic Priority Two: Enhancing the HR capacity of the UC
Strategic Objective: Capacitate through short- and long-term trainings, institutionalize CPD for academic & support staff and the leadership
Specific Objective: Enhance the manpower capacity and competence of the Faculty through the provision of continuous T & D programs.
Recruit academic staff for Degree programs 10 professionals, qualified with Business at Masters and 10 (3 MA holders for undergraduate programs 4 PhD permanent and 3 PhD 100.0
PhDs level recruited joint staffs for post graduate programs) professionals recruited
Organize training for staff in cooperation with AVP, 34 persons trained on Research Methods (Acct 10), 3 trainings organized in collaboration with CEIRQA on 20.0
CEIRQA & Informatics Faculty Pedagogies (8), ICT (15) , Basic Computer Skill & SPSS Research method, project cycle management, Quality
10, STATA to Economists 4 Management
Average of SP-2 60.0
Strategic Priority Three: Improving the quality of teaching -learning and effectiveness of research, both in the conventional and distance mode
Strategic Objective: Publish journals, textbooks, higher education series, and workbooks that would enhance the efforts in teaching, research and publication
Maximize student learning experience, promote student-focused learning through academic and professional advising and counseling

156
 Activity Indicator and target Performance
Planned Achieved (%)
Specific Objective: Improve the quality of education, ensure the smooth running of the teaching learning process, enhance the competence of students, and facilitate involvement of academic staff
in research activities.
Prepare annual course offering plan of the faculty by The type, number and schedule of courses to be offered in The 3 degree offering departments (Accounting, Management & 100.0
department the year identified by department Marketing) prepared the course plan
Oversee that the teaching learning process is going on All course outlines prepared based on the template & For degree programs course outlines are prepared based on 75.0
smoothly according to the new curriculum distributed to students; weekly course delivery plans the course templates and test blueprints are prepared for all
submitted except few major courses
Publish the biannual JBAS 2 issues of the journal published and 1,000 copies The 2nd (Vol. 2 No 1) and 3rd issues published 100.0
distributed
Participate in the annual Student Research Forum 8 student research papers presented 8 students prepared for and 7 students of the faculty 100.0
presented their research works
Conduct research work 6 Research reports produced on Job Satisfaction of Public One research work on 'Academic Staff Job Satisfaction' is 16.6
and Private higher Education Institutions Academic Staff; completed but the final paper is not yet submitted
Departmental Academic Issues;
Organize a Research Seminar where teachers will 2 research seminars conducted & proceedings 1 research seminar conducted in consultation with AVPAA’s 40.0
present their research reports. documented office and 4 academic staffs presented their research works
Prepare (develop, revise or compile) teaching materials 7 teaching materials produced on HRM (textbook); Basic 2 teaching materials titled “Summarized lecture notes on Introduction to 55.0
Economics; International Business; BGS; Production/ Management and HRM” prepared & made available for students
Operation Management; Materials Management; use. Other 2 materials for courses: Mathematics for Management and
Contemporary Issues & Practices in Management Operations Research are at the final stage
Assess the need for teaching materials with respect to Need assessment conducted for Marketing Department The need assessment is made by marketing management 100.0
the new curriculum and new courses introduced and report produced department
Oversee that deficient students receive the required Deficient students received special advisory services and Students who were suspended and readmitted are identified 100.0
advisory support from the assigned advisors. progress reports filed. and advisors are assigned to advise them what courses to
add/drop, how to study and build confidence. Tutorials were
given on major courses. E.g.. Principle of Accounting,
Financial Accounting (Acct), Operations Research (Marketing)
Microeconomics (Acct)
Develop new post-graduate program curricula Draft curricula developed for 4 programs: MA-HRM, Curricula were developed for 2 programs (MBA and MA in 50.0
MBus-Mktg, MBus-Mgt., MBus-Acct. & Fin. and HRM)
distributed for comments
Develop curricula to pursue new undergraduate Draft curricula produced for 5 new programs BA in Curricula for Economics, Public Administration and 80.0
programs Economics & Finance; Tourism & Transportation Mgt.; management of office systems technology are prepared.
Secretarial Science, procurement & Supplies Furthermore curriculum for transportation and tourism

157
 Activity Indicator and target Performance
Planned Achieved (%)
Management; Entrepreneurship; & Public Administration management and HRM are underway
Enriching the contents of courses in line with the newly Courses reviewed, a program specification document & Courses reviewed and a program specification document and 100.0
revised curriculum and as per the course outline curriculum guideline prepared and submitted to Asst AVP curriculum guideline prepared
template. Office
Organize panel discussions for students 4 sessions of discussion conducted & report generated on: 5 panel discussions (Corporate Social responsibility and Fair trade; The 125.0
1) Ethiopian Taxation Regulations, Directives & Practice of Contemporary Advertising and Promotion in Ethiopia; Origins,
pros and cons of BPR; International Business in Ethiopian Context; and
Proclamation with Special emphasis on VAT, TOT &
Ethiopian Taxation Regulations, Directives and Proclamation with special
Employment Income Tax; 2) Auditing Practices in emphasis on VAT, TOT and Employment Income Tax and the role of
Ethiopia; 3) Ethiopian Banking Procedures and Practices; Accounting in Agricultural Business)conducted
Arrange educational trips for students 2 educational trip made by 2nd year TVET regular students 1 visit conducted 50.0
for the course Introduction to Cost Accounting;
Invite guest speakers/ lecturers for courses 2 sessions of guest speech/ lecture conducted for the 1 public lecture on “Basic Consumer Rights and Bio-Safety 50.0
courses introduction to Auditing & Introduction to Law” was conducted by Department of Marketing.
Budgetary Accounting
Produce research work/ article for the Journal of 1 article produced and submitted to the faculty for review Not done 0.0
Business and Administration Sciences
Participate in the Annual Multi-Disciplinary Research 3 research papers presented in the 2nd Multi-Disciplinary 4 papers (3 from marketing department and 1 from management 133.3
Seminar of SMUC Research Seminar department) were presented
Average of SP - 3 75.0
Strategic Priority Four: Extending the UC’s services and outreach activities and augmenting its role as a local development partner
Strategic objective: Provide quality professional consultancy and short-term trainings to private and public enterprises
Specific objective:
Organize training for employees from Lideta Sub-city, 20 employees & 20 MSE’s owners trained on Basics of 5 trainings offered for 116 SME owners, public employees 125.0
small and micro enterprises, and other service giving Accounting; Customer handling; Secretarial Duties And and managers in Lideta (on General Management, Communication in
organizations in he Sub-city Office Etiquette Management, Customer Service, and basic accounting) and public
employees and managers in Kirkos (on General Management)
Sub-cities
Organize short-term training for SMUC staff 70 employees (30 from regular & 40 from DED) trained Training offered on “Customer Service” for 30 Administrative 42.9
staffs (Regular & Distance)
Revise and update the short-term training catalogue Revised catalogue bound and advertised 2 times using Training catalogue revised and more than 500 copies 50.0
and advertise the MDC program through various media mass media distributed to different organizations advertisements through
media is not yet made
Organize panel discussion to enhance relationship of 2 sessions of panel discussion conducted and report Not done 0.0
the UC with regular TVET students & their parents to generated
158
 Activity Indicator and target Performance
Planned Achieved (%)
reduce attrition
Average of SP - 4 54.5
Strategic Priority Five: Improve Quality and effectiveness of the Administration Process
Strategic objective:
Specific objective:
Organize workshops to the academic staff on policies 3 workshops conducted & proceedings documented. Not done 0.0
and guidelines developed at faculty & institution level.
Organize training on Student Leadership for class `1 round of training offered to persons Not done 0.0
representatives
Average of SP - 5 0.0
Strategic Priority Six: Enhancing link and partnership with local and international institutions
Strategic objective: Create & enhance link with national and international HEIs targeting at under- & post-graduate programs, research & outreach activities
Specific objective: Enhance the network of the Faculty with public institutions and exchange experiences on new methods/technologies introduced
Create & enhance link with internship agencies 200 potential internship agencies identified 200 potential organizations and their addresses are identified 100.0
and some showed willingness to accept internees. Letters of
acknowledgement distributed for 90 organizations
Average of SP - 6 100.0
Strategic Priority Seven: Strengthening and deepening quality assessment and sustained improvement schemes.
Strategic objective: Sustain and increase SMUC’s commitment to self-study and external audit
Specific objective:
Evaluate the performance of Departments against the All departments evaluated and reports produced Not done 0.0
quality assessment focus areas of HERQA
Conduct student satisfaction survey Survey conducted & report produced Not done 0.0
Conduct quality assessment at unit level Regular meetings conducted every month and A quality assessment committee consisting of faculty deans, 10.0
assessment reports produced department heads representatives of staffs and students is
formed but did not start the assessment yet
Average of SP - 7 3.3
Overall performance 45.6

159
Law Faculty
Activity Indicator and target Performance
Planned Achieved (%)
Strategic Priority One: Enhancing the ICT and physical infrastructure of the UC
Strategic Objective: Create a conducive teaching-learning environment by improving quality of campus life and physical facilities for learning
Specific Objective: Enhance hard copy and online reading resources to students and staff
Intranet posting of course materials 6 course materials posted 26 materials posted 230%
Average of SP - 1 230%
Strategic Priority Two: Enhancing the HR capacity of the UC (recruiting and retaining staff of the highest excellence and continuously developing their capacity)
Strategic Objective: Increase the number of academic and non-academic staff by recruiting those with high competence, diligence and integrity
Enhance the capacity of the UC by providing short- and long-term trainings, institutionalized CPD for academic, support and leadership staff
Specific Objective: Academic staff recruitment and staff development during the academic year
Acquire 7 academic staff with academic profile of PhD or Asst. Professor, 4 assistant professors, 2 lecturers and 1 graduate assistant Done as per plan 100%
lecturer and graduate assistant by recruitment as full-time or joint faculty recruited
Follow up training of new staff on pedagogy and induction 3 staff members trained Done as per plan 100%
Follow up the academic promotion of staff members 4 persons promoted to higher academic rank Done as per plan 100%
Average of SP - 2 100%
Strategic Priority Three: Improving the quality of teaching -learning and effectiveness of research, both in the conventional and distance mode
Strategic Objective: Maximize the student learning experience, and promote student-focused learning by helping students achieve personal academic goals through academic and professional
advising, counseling and career services
Encourage student involvement in the decision-making process at SMUC
Specific Objective: Enhance the performance and quality of the teaching-learning and research activities of the Faculty
Prepare annual course offering plan of the faculty by Division The type, number and schedule of courses to be offered in the Done as per plan 100%
year identified by department
Monitor syllabus contents so that they have the required elements including Inclusion of the elements stated in the activity Done as per plan 100%
learning outcomes
Assess the existing teaching and reference materials availability with reference The available library resources and the gap in requirement Done as per plan 100%
to the minimum requirement set be HERQA (student-book ratios) identified
Prepare indicative guideline (A to F assessment criteria) for grading Grading guideline prepared, distributed to instructors, and Done as per plan 100%
posted in staff quarters
Design curriculum for LLM program: (Phase 1- validation by the Senate and Curriculum of LLM designed and submitted to the body in Done as per plan 100%
accreditation by the relevant authority) charge of Graduate Programs
Prepare for LLM program launching (Finalizing staff recruitment, resources) All academic preconditions for launching of LLM accomplished Done as per plan 100%
Provide academic counseling and student support services 7 Class advisors assigned Done as per plan 100%
160
 Activity Indicator and target Performance
Planned Achieved (%)

Maintain data about staff absenteeism, prompt grade submission and records Data on staff absenteeism, delayed grade submission & grade Done as per plan 100%
of grade change change documented
Court observations by 1999 E.C regular entry and appellate moot court rounds Court observation report by students (It is a student activity) Done as per plan 100%
Offer tutorial for TVET & 1st year regular degree students. Eight Tutorial sessions offered to four sections Nine sessions offered 112%
Offer guest lectures 2 guest lectures offered Done as per plan 100%
Coordinate and follow up senior thesis advising 63 students advised Done as per plan 100%
Monitor instructors’ course coverage A monthly course coverage forms filled and reported by 20 Done as per plan 100%
instructors
Fund raising for Mizan Law Review Vol. 4 No. 2 Project proposal developed and submitted to potential sponsor/s Done as per plan 100%
Publish Mizan Law Review 2 issues of the Review published Done as per plan 100%
Prepare graduating class students for Student Research Forum 2 students selected and their preparation checked till Done as per plan 100%
presentation
Acquire books to the Library 26 types of relevant books acquired Done as per plan 100%
Organize a collection of law books and journals to be used for spot reference Staff reference shelf with 50 books & journals arranged for spot 63 books and journals 126%
and reading by the staff reading and reference organized
Prepare teaching material for the course ‘Thematic Moot Court’ Teaching material produced & submitted to JLSRI Done as per plan 100%
Prepare Notes on Public International Law A document of notes produced Done as per plan 100%
Prepare Notes on Legal Profession and Ethics A document of notes produced Done as per plan 100%
Publish textbook: Mizan Publications Text book printed Done as per plan 100%
Average of SP - 3 102%
Strategic Priority Four: Extend the University Colleges service and outreach activities and augment SMUC’s role as a local development partner
Strategic Objective: Provide services to the nearby community in the realms of education, legal aid, training on ICT literacy, business education and others
Specific Objectives: To enhance and sustain the involvement in outreach services
Offer legal aid services Regular 4th year students offered services at moot court, 3 days Done as per plan 100%
a week for 8 months
Average of SP - 4 100%
Strategic Priority Five: Improve the quality, effectiveness, and efficiency of the administrative processes and services
Strategic Objective: To design and improve such institutional schemes in performance management.
Specific Objective: To ensure availability of reliable information relevant to the Faculty
Updated data on staff and students profile/ statistics 2 data documents (1 per semester) produced Done as per plan 100%
161
 Activity Indicator and target Performance
Planned Achieved (%)
Average of SP – 5 100%

Strategic Priority Six: Enhance link and partnerships with local and international institutions
Strategic Objective: Sustain and strengthen link with other law schools
Specific Objective: Participate in the formation of the Consortium of Ethiopian Law Schools which can develop to the Association of Ethiopian Law Schools
Create active link with law schools towards sustaining and enhancing Receiving submissions to Mizan Law Review and cooperation in Done as per plan 100%
submissions to Mizan Law Review and the distribution of the Journal and other distribution
publications
Participate in Legal Education Reform Program Membership in project coordination tasks Done as per plan 100%
Average of SP - 6 100%
Strategic Priority Seven: Strengthening and deepening quality assessment and sustained improvement schemes
Strategic Objective: Ensure an efficient and effective procedures, processes and systems that improve the quality of teaching, research and outreach activities
Specific Objective: Enhance quality assessment in the Faculty of Law with particular focus on quality assurance and quality improvement
Conduct Faculty and Student joint quality assessment meetings with 2 meetings held with student representatives of all classes – 1 Done as per plan 100%
representatives of all classes per semester
Conduct Faculty Quality Assessment Unit meetings and monitoring academic 4 meetings held with 2 student representatives (representing Done as per plan 100%
and administrative quality degree & diploma programs)
Monitor (through AC meetings) that the student and staff concerns that are 22 meetings held (every two weeks) and outputs documented Done as per plan 100%
documented during meetings with student representatives and during Faculty
Council meetings are addressed at faculty and institutional levels
Average of SP - 7 100%
Overall 118.82%

162
 Informatics Faculty
Activity Indicator and target Performance
Planned Achieved (%)
Strategic Priority One: Enhance the ICT and physical Infrastructure of the University College
Strategic Objective: Automate the various sections of the UC to increase the efficiency and effectiveness of services provided
Develop ICT enterprise architecture for SMUC, avail well-equipped & sufficient ICT resource centers for conventional & DE divisions
Specific Objective: To improve the ICT services
Develop/ adapt/ improve software to be used by the UC for 5 software developed, tested and deployed for inventory system, Not done 0.0
service delivery web based material distribution system, human resource
management system, class scheduling, and credit union system
of SMUC
Change the setup of Labs 2 and 4 The configuration of PCs in 2 labs standardized Done as per plan 100.0
Provide user names and passwords under the UC domain to All students can login using his/her user name and password, Done as per plan 100.0
all Computer Science Degree Students can get internet service
Overhaul the network of Labs Network structure improved for 2 lab rooms Not done 0.0
Install federate network for lab rooms Every PC in labs 2 & 4 have 2 operating systems of windows & Done as per plan 100.0
Linux with all required application software
Replace the computers in the network lab 20 computers bought and placed in the lab network Not done. Lack of budget 0.0
Average of SP - 1 50.0
Strategic Priority Two: Enhancing the HR capacity of the UC (recruiting & retaining staff members of highest excellence and continuously develop their capacity)
Strategic Objective: Increase the number of academic and non-academic staff by recruiting those with high competence, diligence and integrity
Enhance the capacity of the UC by providing short- & long-term training, CPD for academic & support staff and the leadership
Specific Objective: To satisfy the human resource demand of the Faculty
Recruit staff members with PhD and MSc degree in 2 professionals with PhD and 3 with MSc employed No PhD holder recruited because of lack of 85.0
computer science and related fields budget
Identify staff to be trained on pedagogy and HERQA 3 Trainees identified and trained Done as per plan 100.0
modules
Average of SP - 2 92.5
Strategic Priority Three: To improve the quality of teaching-learning & effectiveness of research, both in the conventional & distance mode
Strategic Objective: Maximize student learning by helping them achieve academic goals through advising, counseling and career services
Publish journals, textbooks, higher education series, workbooks that enhance the institution’s efforts in teaching, research and publication
Initiate, develop, enhance demand driven curricula at undergraduate & graduate levels, and make period revisions of existing curricula
Specific Objective:
Prepare annual course offering plan of the faculty by The type, number and schedule of courses to be offered in the Done as per plan 100.0
163
 Activity Indicator and target Performance
Planned Achieved (%)
department year identified by department
Provide a training on advanced PC maintenance and 50 students trained on advanced PC maintenance & All interested 2002 graduates trained 100.0
troubleshooting to computer science prospective graduates troubleshooting in 2 rounds
of degree students
Prepare Internship guideline Guideline prepared Not done 0.0
Place the 2001 entry students to companies to familiarize 30 Students got orientation on and placed to internship Not done 0.0
them to the world of work
Provide training on senior project to computer science 50 students trained on senior project management Done as per plan 100.0
degree students
Provide training on open source software - FOSS Business 20 students trained on open source software Not done 0.0
Models in Africa
Prepare teaching materials for courses Guide book for Artificial Intelligence course prepared On progress 75.0
Conduct seminars 3 seminars conducted (on The Promises of Cluster Computing to Not done 0.0
Developing Countries; Free and Open source Software; and Approaches in
Automatic Speech Recognition) & proceedings documented
Develop TTLM (Teaching, Training and Learning Module) Orientation on the development of TTLM conducted and Not done due to workload 0.0
document of TTLM produced
Support and Facilitate the Online Staff evaluation process Smooth evaluation of instructors by students Done as per plan 100.0
Conduct research 2 Researches conducted on Climate Modeling Using Data Not done due to workload 0.0
Mining, and ICT in Education
Standardize the degree curriculum Standard document of curriculum produced for Computer Done as per plan 100.0
Science and Information Systems
Prepare standardized tests for courses of degree program Standardized tests prepared for all major course in the degree Not done 0.0
based on the test blue print program
Launch a quarterly magazine on the areas of ICT 2 issues of the newsletter published & __ copies distributed Not done 0.0
Average of SP - 3 41.1
Strategic Priority Four: To extend the University Colleges service and outreach activities and augment SMUC’s role as a local development partner
Strategic Objective: Provide services to the nearby community in the realms of education, legal aid, training on ICT literacy, business education and others
Specific Objective:
Assess the training needs of the community Document of training needs produced
Provide training to the UC community on IT 30 persons trained (20 librarians on basic skills of computers & Done as per plan 100.0
software application, 10 on access & excel)
Provide training to the community 30 members of the community trained Not done 0.0
164
 Activity Indicator and target Performance
Planned Achieved (%)
Offer refresher course to former students of the Faculty 100 students trained on competency exams Done as per plan 100.0
Average of SP - 4 66.7
Strategic Priority Six: Enhance and link partnerships with local and international Institutions
Strategic Objective: To foster partnership with domestic and foreign HEIs, research organizations and QA agencies for knowledge-cum-experience sharing
Specific Objective: To enhance the practice of partnership and joint-work
Create link with Ethiopian Free and Open Source MoU signed Not done 0.0
Association
Average of SP - 6 0.0
Strategic Priority Seven: Strengthening and deepening quality assessment and sustained improvement schemes
Strategic Objective: To nurture the culture of academic & administrative quality assessment at all levels with regard to achievements & problems pertaining to teaching, research and service
functions
Specific Objective:
Re-establish faculty Quality Assessment Committee Quality assessment committee established at Faculty level Done as per plan 100.0
Represent students at Faculty and Department levels Student representatives elected and participated in the decision Done as per plan 100.0
making process at Faculty & Department levels
Conduct assessment of student satisfaction Assessment conducted and report produced Tools developed 40.0
Average of SP - 7 80.0
Overall performance 55.0

165
 Teacher Education Faculty
Activity Indicator and target Performance
Planned Achieved (%)
Strategic Priority One: Enhance the ICT and physical Infrastructure of the University College
Strategic Objective: To create a conducive teaching-learning environment by improving quality of campus life and physical facilities for learning
Specific Objective:
Initiate the utilization of the intranet service at Mexico Access for internet created for 3 departments and the faculty offices Done as per plan 100.0
campus
Post handouts, worksheets & assignments of selected Handouts of Introduction to Civic Education; worksheets & Done as per plan 100.0
courses on the intranet assignments of Calculus I and Linear Algebra posted on the intranet
Average of SP - 1 100.0
Strategic Priority Two: Enhancing the HR capacity of the UC (recruiting & retaining staff members of highest excellence and continuously develop their capacity)
Strategic Objective: Increase the number of academic and non-academic staff by recruiting those with high competence, diligence and integrity
Specific Objective: Satisfy the human resource need of the Faculty
Employ academic staff with MSc in Numerical Analysis 2 Female professionals employed 2 male instructor on contract bases 95.0
/Optimization and with MA in TEFL employed
Arrange training/ orientation program on the intranet All Department Heads & secretaries received training & orientation Orientation given on internet use to the 100.0
service for staff on the application of intranet service faculty dean, 3 department heads & 3
secretaries
Average of SP - 2 97.5
Strategic Priority Three: Improving the quality of teaching -learning and effectiveness of research, both in the conventional and distance mode
Strategic Objective: Maximize student learning experience, promote student-focused learning through academic and professional advising, counseling
Encourage research undertakings of faculty and students by securing adequate internal and external funds and administrative support
Specific Objective:
Prepare annual course offering plan of the faculty by The type, number and schedule of courses to be offered in the year Not done 0.0
department identified by department
Conduct action research 6 researches conducted and report produced by Maths & Basic 2 researches conducted by Social 33.3
Science (3), Social Sciences (1), Languages (2) Departments Sciences (1), Languages (1)
Departments
Conduct seminar/ presentation/ panel discussion 3 seminars conducted: on research culture by Social Sciences One seminar half progressed by 16.7
Dep’t, on topical issues by Languages Dep’t, and on positive attitude Mathematics and basic sciences
towards mathematics by Mathematics & Basic Science Dep’t Department
Prepare teaching materials 2 Materials prepared (for the course Optimization Theory (1), book The preparation of 1 material (for the 82.5
on Instructional Material Production(1)); course Optimization Theory) completed
while the other (book on Instructional
166
 Activity Indicator and target Performance
Planned Achieved (%)
Material Production) is on progress
(70%)
Acquire teaching materials from external sources Books & supplementary materials acquired by Languages Dep’t as Few materials photocopied 50.0
per availability and need
Provide advisory services to students Service provided to 15 students by Maths & Basic Sc Dep’t Done as per plan 100.0
Carry out co-curricular activities 4 rounds of Question & Answer contest program conducted by Very few activities conducted 20.0
Mathematics club of Maths & Basic Science Dep’t
Provide orientation on the way of learning mathematics for 1 (2hrs) session of orientation provided to all fresh students by Orientation offered for all fresh students 100.0
fresh students by Mathematics & Basic Science Dep’t Mathematics & Basic Science Dep’t
Provide refreshment programs on Mathematics for all fresh 2 sessions of (8hrs) refreshment course offered to all fresh students Done as per plan 100.0
TEVT & Degree Computer Science students by Mathematics & Basic Science Dep’t
Provide tutorial class for female students by Language & 4 sessions of tutorial offered on mathematics (to female) & language Not done 0.0
Mathematics Departments and Gender Office to students of the Faculty
Launch a new program KG teacher training program initiated and run by Social Sciences Done as per plan 100.0
Dep’t

Publish and distribute “The teacher” bulletin 2 issues of the bulletin published and 2,400 copies distributed Done as per plan 100.0
Average of SP - 3 58.5
Strategic Priority Four: Extending the UC’s services and outreach activities and augmenting its role as a local development partner
Strategic Objective: Provide short-term training and consultancy services to potential employers and members of other governmental and NG organizations
Specific objective:
Organize trainings to neighboring sub-cities 5 rounds of training conducted and 90 persons trained by Social 1 trainings on practicum conducted 20.0
Sciences dep’t on practicum (3 training 50 persons) & quality
assurance (2 training & 30 persons), by Language Dep’t on Report
writing (1 trainings & 10 persons)

Advertise & offer short-term training programs Training offered on pedagogical & non-pedagogical areas as per Done as per plan 100.0
customers appearance
Average of SP - 4 60.0
Strategic Priority Six: Enhancing link and partnership with local and international institutions
Strategic Objective: To foster partnership with domestic and foreign HEIs, research organizations and QA agencies for knowledge-cum-experience sharing
Specific objective
Establishing partnership with 5 KG schools by Social MoU signed with 5 new partner schools Partnership created with 3 KGs 66.7
167
 Activity Indicator and target Performance
Planned Achieved (%)
Sciences Dep’t
Average of SP - 6 66.7
Strategic Priority Seven: Strengthening and deepening quality assessment and sustained improvement schemes
Strategic Objective: Sustain and increase SMUC’s commitment to self-study and external audit
Specific Objective:
Conduct assessment on the quality of teaching-learning 2 assessments done and report produced by Maths & Basic Science Done as per plan 100.0
process Dep’t
Update courses of Mathematics for degree program The contents of courses reviewed & updated Done as per plan 100.0
Represent students at Faculty and Department levels Student representatives elected and participated in the decision Not done 0.0
making process at Faculty & Department levels
Conduct assessment of student satisfaction Assessment conducted and report produced Not done 0.0
Average of SP - 7 50.0
Overall performance 72.1

168
Office of the Registrar
Activity Indicator and target Performance
Planned Achieved (%)
Strategic Priority One: To enhance the ICT and physical infrastructures of the University College
Strategic objective: To automate the various sections of the University College in order to increase the effectiveness and efficiency of services provided
Specific objective: To enhance the services rendered to job seekers of our graduates
Provide registration & related information online for active and Webpage created and information of the office posted on SMUC Done as per plan 100.0
prospective students of SMUC website
Incorporate grade and attendance submission recording in to the Grade & attendance submission record handled through the Done as per plan 100.0
main registrar system registrar system
Incorporate official transcript controlling mechanism in the registrar The system upgraded; Official transcript related information Done as per plan 100.0
system displayed on students registration slip
Modify the registrar system based on the new TVET Policy The system upgraded to accommodate the new TVET policy Done as per plan 100.0
Convert the existing make up and grade change recording from Ms- Data recording on make-up exams & grade change handled Done as per plan 100.0
Access to the registrar system through the automated registrar system
Make the registrar information system accessible for offices through Sub system made available for seven offices Done as per plan 100.0
LAN
Introduce remote/ electronic registration of students Electronic form prepared & on-line registration effected Done as per plan 100.0
Include photos of existing students into the database 2002 entry students’ photos entered 2002 and 2001 entry students' photos entered 200.0
into the database
Convert the existing service request registration system from MS- service request registration carried out using the registrar system Done as per plan 100.0
Access to the registrar system
Equip and furnish the office of chief registrar The office furnished with chairs, tables, shelf, computer Done as per plan 100.0
Average of SP - 1 110.0
Strategic Priority Two: Enhancing the HR capacity of the UC (recruiting and retaining staff of the highest excellence and continuously developing their capacity)
Strategic objective: To enhance capacity by providing short and long term training and institutionalized CPD for the academic, supportive and leadership staff
Specific objective: Develop the capacity of staff to increase efficiency of the staff and reduce data loss or distortion risks
Organize short-term training for assistant registrars 5 rounds of training conducted & 39 persons trained on HRM (4), Not done. Training requested but postponed 5.0
Stress Management(15), & Time Management (20) to the next planning period
Average of SP - 2 5.0
Strategic Priority Three: Improve the quality of teaching-learning and effectiveness of research, both in the conventional & distance mode
Strategic objective: To maximize the student learning experience, and promote student-focused learning by helping them achieve personal & academic goals
Specific objective: To keep Departments/ Faculties up-to-date on student information
Publish bulletin of distinction graduates Data on high achievers collected from departments, 1 bulletin Not done 0.0
169
 Activity Indicator and target Performance
Planned Achieved (%)
published in 30 copies and distributed
Organize data on grades submission for every course in each Data on grades submitted by course and semester documented Done as per plan 100.0
semester
Produce report on grade submission, make-up exam, grade change 3 reports produced (1 per semester) Done as per plan 100.0
and student attrition
Organize data for Bulletin of Students Statistics All required data collected every semester and readied to publish Done as per plan 100.0
Average of SP - 3 75.0
Strategic Priority Five: Improve the quality, effectiveness, and efficiency of the administrative processes and services
Strategic objective: To Improve administrative staff coordination and communication
Specific objective: To render quality services to customers (students)
Prepare bylaws of Office of the Registrar Document of bylaws produced First draft prepared but needs to be edited 70.0
and commented
Organize discussion session with SMUC regular staff A discussion held on grade submission, grade change and Done as per plan 100.0
attendance, and outputs documented
Average of SP - 5 85.0
Strategic Priority Six: Enhance link and partnerships with local and international institutions
Strategic Objective: Strengthen link with parents of students, government and international institutions, embassies, and other pertinent institutions that are stakeholders in higher education endeavors in
Ethiopia.
Specific Objective: Enhance communication with parents who cover school fee for their regular students
Create link with parents of regular 1st year students of poor Families of those students in academic warning, probation or The parents of the students are contacted in 100.0
academic performance and dispatch information and receive suspension contacted, informed about the status of students and collaboration with SASO
feedback about students their feedbacks collected
Average of SP - 6 100.0
Strategic Priority Seven: To strengthen and deepen quality assessment and sustained improvement schemes
Strategic Objective: To introduce and enhance academic and support staff appraisal schemes targeting at self-improvement
Specific Objective: To render quality services to customers (students)
Assess the performance of the office Performance assessment conducted & report produced The assessment was carried out. Preparing 90.0
the Report remains
Assess student satisfaction with the services of the office 1 Assessment conducted & reported Preliminary information is gathered and 25.0
preparation is carried out
Average of SP - 7 57.5
Overall performance 72.1
170
 Career and Cooperative Training Unit
Activity Indicator and target Performance
Planned Achieved (%)
Strategic Priority One: Enhance the ICT and physical infrastructures of the University College
Strategic Objective: To automate the various sections of the UC in order to increase the effectiveness and efficiency of services provided.
Specific Objective: To enhance the services rendered to all students in general and job seekers of our graduates in particular.
Organize data sets on the services/ activities of the office Candidates for internship sorted & internship results Candidates for Internship sorted (75%) & Internship results 84.0
entered into the data set, the data set updated entered (93%)
Provide online services for job seeker graduates. The web links of employment agencies, list of potential Preconditions (data) prepared, budget approval expected 60.0
employers and of vacancies posted on SMUC website.
Average of SP - 1 72.0
Strategic priority Two: Enhancing the HR capacity of the UC (recruit & retain staff of the highest excellence and continuously developing their capacity).
Strategic Objective: To increase the number of academic and administrative staff by recruiting those with high competence, diligence and integrity
To enhance capacity of the UC by providing short & long term trainings as well as Continuous Professional Development for staff
Specific Objective: To satisfy the human power need of the office in terms of quantity and quality
Recruit assistant for apprenticeship 1 person with BA/BSc. degree recruited Done as per plan 100.0
Provide short-term training to PAO staffs. 5 persons trained on database, online service 4 persons trained on customer handling 50.0
management, and customer handling.
Average of SP - 2 75.0
Strategic Priority Three: To improve the quality of teaching-learning and effectiveness of research, both in the conventional and distance mode.
Strategic Objective: To maximize the student learning experience, promote student-focused learning through academic advising, counseling & career services.
Specific objective: To improve the implementation of internship or practical off-campus courses.
Give orientation to TVET and Teacher Education 2nd year 1round of orientation given to 2nd year students, 3 rounds 1 round to 2nd year education students given, 2 rounds of 100.0
students of orientation given to all students of TVET program. orientation are given to all TVET dep’t students & the 3rd
round is included in the 2nd.
Organize current data on graduates and their The employment status of graduates sent to employers by Data of graduates sent by the office completed & diploma 75.0
employment status PAO & all diploma graduates identified students data entry continued
Plan practicum jointly with partner schools Plan prepared with 10 partner schools Completed with 7 schools 100.0
Place teaching students and assign tutors for practicum in 301 students (254 where 214 dip. & 40 KG teachers in 1st 214 (201 dip & 13 KG) completed in the 1st semester at 7 100.0
partner schools semester; 147 where 107 dip. & 40 KG teachers in the 2nd partner schools, 20 tutors were assigned; 106 (93 dip. & 13
semester) placed at 10 partner (5 Elem & 5 KG) schools; KG) completed in the 2nd semester, 10 tutors participated
39 tutors (25 in the 1st & 14 in the 2nd semester) assigned
Follow up the progress of practicum sessions 40 on-site visits made to 10 schools hosting the practicum 56 on-site visits at 7 schools have done in both semesters 140.0
sessions

171
 Activity Indicator and target Performance
Planned Achieved (%)
Collect evaluation result of students from partner schools 401 evaluation forms collected form partner & non-partner 320 (194 dip & 26 KG) evaluation results collected from 7 100.0
and submit to tutors for grading schools that hosted the practicum sessions partner and 42 non-partner schools
Organize workshop on practicum to tutors and mentors of 2 workshops conducted and documents of proceedings 1 workshop for mentors only conducted 50.0
KG Schools produced
Plan apprenticeship (internship) jointly with relevant 50 organizations contacted, 30 identified willing & plan 56 contacted and 25 identified willing to accept 97.5
organizations to host the internship prepared with 30 organizations
Place regular students to apprenticeship offering 900 students placed in 400 organizations 801regular students are placed at 415 (public=140, 100.0
organizations. Private=256 Others= 19) for CT
Follow up the progress of apprenticeship/ internship 400 companies visited on-site 335 of 415 companies and 636 of 801 regular students 80.7
sessions visited
Collect apprenticeship evaluation results and submit to 900 reports collected form 400 organizations Results of 1,251 (779 regular & 472 extension) students 97.3
the Office of the Registrar collected from 415 organizations
Render vocational guidance service 40 students served 45 students served 112.5
Average of SP - 3 96.1
Strategic Priority Four: Extending the UC’s services and outreach activities and augmenting its role as a local development partner
Strategic Objective: Provide short-term training and consultancy services to potential employers and members of other governmental and NG organizations
Specific Objective: To enhance partnership link with local institutions
Offer short-term training for partners in the areas of 30 persons trained on IT (10 from partner schools, 20 from Not done 0.0
practicum and apprenticeship Internship providers); and 16 partners benefited
Average of SP - 4 0.0
Strategic Priority Five: Improve the quality, effectiveness, and efficiency of the administrative processes and services.
Strategic Objective: To enhance efficiency and effectiveness through decentralized decision-making;
Specific Objective: To take division of labor as being responsible to coordinate a given task and accountable to it.
Prepare Operational Manual for the Unit Operational manual document produced Done as per plan 100.0
Prepare job specification for the staff Job description prepared for 5 posts (staff) Prepared and included in the Office Manual 100.0
Average of SP - 5 100.0
Strategic Priority Six: Enhance link and partnerships with local and international institutions.
Strategic Objective: To nurture and strengthen link and communication with potential employers.
Specific Objective: To create conducive environment for internship & employment of students & graduates.
Establish link with employers & employment agencies for 20 employers contacted and Memorandum of MoU signed with 3 organizations for Cooperative Training 20.0
apprenticeship and employment Understanding signed with 15 organizations.
Establish relationship with new partner schools Agreement signed with 1 elementary school & 5 KGs Not done 0.0
172
 Activity Indicator and target Performance
Planned Achieved (%)
Average of SP - 6 10.0
Strategic Priority Seven: Strengthen and deepen quality assessment and sustained improvement schemes
Strategic Objective: To introduce and enhance academic and support staff appraisal schemes targeting at self-improvement.
Specific Objective: To conduct self appraisal to improve and render quality service to customers (students) from the feedback of evaluation.
Conduct self-evaluation of performance and quality in Self-assessment conducted and report produced Not conducted due to time constraint 0.0
service delivery
Average of SP - 7 0.0
Overall performance 50.4

173
Library and Documentation
Activity Indicator and target Performance
Planned Achieved (%)
Strategic Priority One: Enhance the ICT and physical infrastructures of the University College
Strategic Objective: To automate the various sections of the University College in order to increase the effectiveness and efficiency of services provided
Specific Objective: To enhance the services rendered to clients
Establish library information management (digital library) System developed, data entered into the system & Automated library catalogue and circulation system 75.0
system: automate the library catalogue and circulation system became functional developed and resources entered to the system
service.
Provide electronic library services 500 e-resources (text & audio-visual formats) made 203 e-resources uploaded to SMUC LAN 40.6
available on CDs for users
Acquire service users/ clients counter device The device made available for use & users The device could not be found in the local market 25.0
frequency tally made in library
Provide libraries with a 15-drawer card catalogue cabinets 2 libraries provided with 15 cabinets each The design submitted to General Services office to be 25.0
made in the workshop of the UC but not yet received
Acquire shelves for Mexico campus library 1 library supplied with 6 shelves 15 shelves acquired 250.0
Average of SP - 1 83.1
Strategic Priority Two: Enhance the HR capacity of the UC
Strategic Objective: To enhance capacity by providing short-term & long-term training and institutionalized CPD for academic, Support staff and the leadership
Specific Objective: To enhance the services rendered to clients
Conduct training for library staff 20 staff trained on basic computer skills 10 staff trained 50.0
Average of SP - 2 50.0
Strategic Priority Three: Improve the quality of teaching-learning and effectiveness of research, both in the conventional & distance mode
Strategic Objective: Maximize the student learning experience, and promote student-focused learning by helping them achieve personal academic goals
Specific Objective:
Provide orientation for new entry students Orientation offered for one week Orientation offered for 1 week to 2,000 students 100.0
Assess the resource needs of the faculties The resource needs of all Faculties assessed, the The available resources are identified for Degree and TVET 50.0
gap identified, list of demanded resources prepared programs (12,745 Degree and 6,280 TEVT resources
identified & reported to CEIQA
Acquire new library resources in hard and soft copies 700 books,100 journals & documents of hard copy Hard copies of 2,430 books,79 journals and 96 documents 250.0
acquired and made available for use; 500 types collected; 1,005 e-resources collected and made available
(title) of electronic books & journals acquired & in the libraries
made available through LAN
Acquire local resources from private and governmental 100 different type of local resources collected 262 different types of local resources collected 262.0

174
 Activity Indicator and target Performance
Planned Achieved (%)
institution
Weed out-dated books of the libraries Out-dated books in stock identified and weeding 110 books weeded 100.0
materials list produced
Repair damaged library (reading & reference) resources Damaged books identified, collected, missing pages Identified, collected and recovered.300 damaged books 100.0
replaced, and 300 books recovered
Arrange newspapers for library reservation From 1996 – 2001EC newspapers selected, listed, Done as per plan 100.0
clipped and stored chronologically
Prepare catalogue for books and journals 700 books and 100 journals catalogued and made 2430 books, 79 journals are catalogued & made available 313.6
available for use for use
Prepare loan card for prospective graduate students List of prospective graduates of all faculties 673 Loan cards for juniors and 578 loan cards for 100.0
prepared and loan cards issued to all prospective graduates issued
Check the borrowers loan card Status of loan cards checked twice, renewal is 248 late borrowers’ loan cards checked and reported to 100.0
made for late users & report produced administration office
Organize selected thesis as a library resource 100 thesis selected, catalogue prepared and made 122 thesis selected, catalogued and made available to 122.0
available to user users
Average of SP - 3 145.2
Strategic Priority Five: Improve the quality, effectiveness, and efficiency of the administrative processes and services
Strategic Objective: Improve administrative staff coordination and communication
Specific Objective:
Prepare Leaflet with information about the libraries of SMUC Library leaflet prepared Done as per plan 100.0
Prepare operational manual for libraries Manual prepared Done as per plan 100.0
Carry out inventory of the library materials Inventory of resources (books, journals, CDs) and Inventory of the materials carried out and 20,077 materials 100.0
assets carried out & reported of the three libraries recorded
Average of SP - 5 100.0
Strategic Priority Six: Enhance link and partnerships with local and international institutions
Strategic Objective: To solicit partnerships in non-profit joint projects that enhance the quality of teaching, research, publication & community service of SMUC.
Specific objective:
Visit other University libraries for experience sharing 2 libraries of different Universities visited and report Visited to and agreement reached with Ethiopian 150.0
on the result produced Management Institute, National Archives & Library Agency,
Ethio-alliance Library & reported
Average of SP - 6 150.0
Strategic Priority Seven: Strengthen and deepen quality assessment and sustained improvement schemes

175
 Activity Indicator and target Performance
Planned Achieved (%)
Strategic Objective: To introduce and enhance academic and support staff appraisal schemes targeting at self-improvement.
Specific Objective: To render quality services to customers (students)
Conduct survey of students satisfaction with library services Survey conducted & report produced Questionnaire designed, data collected and report 100.0
produced
Average of SP - 7 100.0
Overall performance 104.7

176
 Academic Program Office
Activity Indicator and target Performance
Planned Achieved (%)
Strategic priority One: To enhance the ICT and physical infrastructure of the university college
Strategic objective : Automate the various sections of the UC in order to increase the efficiency and effectiveness of services provided
Specific objective: To automate the activities of the office
Prepare class program using timetable software 12 Class program prepared (for 1st, 2nd, Kiremt semesters & phases of Half was achieved using the soft 50.0
all programs), students & departments notified ahead ware the rest was done manually
Establish database for instructors teaching load & overtime Database setup & 12 (1 per month) reports on teaching load & Not done 0.0
periods overtime periods generated
Provide class & examination programs on-line 3 class & 3 examination programs posted on LAN Done as per plan 100.0
Provide on-line information on the physical facilities available Information on the available physical facilities posted 3 times Done as per plan 100.0
Average of SP - 1 62.5
Strategic priority Two: Enhancing the HR capacity of the UC (recruit & retain staff of the highest excellence and continuously developing their capacity)
Strategic objective : Enhance the capacity by providing short- & long-term trainings, institutionalized CPD for academic staff, support staff and the leadership
Specific objective: To ameliorate the services of the office
Organize seminars for the staff of program office 2 seminars conducted on Assessing and Improving the Services Done as per plan 100.0
Provide short-term training for staff of the office 5 persons trained on advanced computer skill Not done 0.0
Organize training for Department Heads & Faculty Deans on 2 rounds of training conducted and 15 persons trained 1 round of training offered 50.0
class & examination scheduling
Average of SP - 2 50.0
Strategic priority Three: To improve the quality of teaching and learning both in the conventional and distance mode
Strategic objective : Ensure efficient programming in both the conventional and distance education divisions
Specific objective: To provide timetable which is flexible enough to satisfy the needs of instructors and students
Organize panel discussion for instructors and Department 2 panel discussions held on academic class timetable and examination 1 panel discussion conducted 50.0
Heads schedule; report produced
Organize discussion with Departments & Registrar Office on the 3 meetings held (1 per semester) 1 meeting was held by program and 33.3
issue of course offering & course plan registrar office
Prepare course plan of all programs 3 course plans prepared (for degree, teacher education and all TVET) Done as per plan 100.0
Monitor instructors’ absenteeism and make up classes offering 12 reports produced on absenteeism & make-up class offered Done as per plan 100.0
Conduct study on instructors absenteeism, make up classes and 1 study conducted and report produced Not done 0.0
invigilation duty
Prepare programs for computer Lab 10 lab programs (1 per phase/ semester) prepared for all programs; Done as per plan 100.0

177
 Activity Indicator and target Performance
Planned Achieved (%)
instructors & students notified ahead of time
Monitor all campuses pertaining to availability of utilities and 12 (1 per month) assessment reports received from all campuses Done as per plan 100.0
maintenance of classrooms
Average of SP - 3 69.0
Strategic priority Four: Extending the UC’s services and outreach activities and augmenting its role as a local development partner
Strategic objective : Provide training and consultancy services to potential employers and members of other governmental and non-governmental organizations
Specific objective: To foster good relationship with partner institutions
Provide training on academic programming 1 training offered to 10 directors of partner schools 20 directors and assistants were 200.0
trained
Average of SP - 4 200.0
Strategic priority Five: Improve Quality and effectiveness of the Administration Process
Strategic objective : Improve administrative staff coordination and communication
Specific objective: To improve academic class and examination programming in line with the demand of instructors and students
Conduct panel discussion with the heads of offices on 1 panel discussion conducted & report produced Done as per plan 100.0
interrelated functions & exchange of information
Prepare operational manual of the office 1 operational manual produced Done as per plan 100.0
Average of SP - 5 100.0
Strategic priority Six: To enhance link and partnerships with local and international institutions
Strategic objective : Foster partnership with domestic and foreign higher education institutions for knowledge-cum-experience sharing and dissemination
Specific objective: To acquire knowledge through experience sharing
Organize panel discussion on Automated Versus Manual One panel discussion held with instructors and department heads of 3 Not done 0.0
Programming public & private colleges
Average of SP - 6 0.0
Strategic priority Seven: To strengthen and deepen quality assessment and sustained improvement schemes
Strategic objective : Nurture the culture of academic and administrative quality assessment at all levels
Specific objective: To enhance the betterment and excellence of services of the office
Organize meetings for student representatives to discus on the 2 (1 per semester) meetings held & outputs documented One meeting was held 50.0
services of the office
Conduct student satisfaction survey of all campuses 1 Satisfaction survey conducted & report produced Not done 0.0
Conduct assessment on the services of program office and Self-assessment conducted and report produced Not done 0.0
problems encountered

178
Activity Indicator and target Performance
Planned Achieved (%)
Average of SP - 7 16.7
Overall performance 71.2

179
 Student Support Services Office
Activity Indicator and target Performance
Planned Achieved (%)
Strategic Priority One: Enhance the ICT and physical infrastructure of the University College
Strategic Objective: To create a conducive teaching-learning environment by improving quality of campus life and physical facilities for learning
Specific Objective:
Organize different in-door games facilities to students through Chess, Dama, Dart, Chinese checker, puzzles and table All the games are bought. They will be available to students 90.0
student wellness unit tennis games provided at the main campus through the student union for 2003 academic year
Organize sports & recreational facilities at Medir Babur Sport fields provided at Medir Babur Campus the area identified but the land meant for was occupied 5.0
campus temporarily
Post student support information on the intranet Information uploaded on the intranet; guidance and Online counseling has been added with the Registrar's 80.0
counseling service provided online module & it is started working. The information to be
uploaded on the internet has been made ready
Provide facilities suitable for students with disabilities Wheelchair slid for multi-purpose hall entrance, tables All accomplished except the slid which is not arranged 90.0
and chair in lab provided because of the management
Average of SP - 1 66.3
Strategic Priority Two: Enhance the HR capacity of the UC
Strategic Objective: To enhance the capacity of the UC by providing trainings and institutionalized CPD for academic staff, support staff and the leadership
Specific Objective:
Recruit staff for Student Wellness Center person(s), qualified with at level, recruited The office arranged the preconditions and wrote a letter of 25.0
request for recruitment to the management but not done
Average of SP - 2 25.0
Strategic Priority Three: Improve the quality of teaching & learning and effectiveness of research, both in conventional and distance mode
Strategic Objective: To promote student-focused learning through academic & professional advising, counseling and career services
Specific Objective:
Organize records of student support services to be utilized by Information on student services provided documented & Done as per plan 100.0
different units/ offices kept in the database.
Clean SMUC’s campus & its surrounding (Hidar Sitaten) Mexico campus and the vicinity cleaned Done as per plan 100.0
Organize discussion forum on the importance of guidance, One session of discussion forum with all teaching staff Done as per plan 100.0
counseling & academic advising to Faculty members of each faculty conducted
Conduct consultative meeting with Faculty members on 2 meetings conducted with teaching staff of all faculties Not done because by the time of its schedule all staffs kept 0.0
matters related to research advising who are assigned for research advising busy with preparation of graduation folder and bulletin
Conduct consultative meeting with Office of the Registrar on 2 meetings conducted with Office of the Registrar and Done as per plan 100.0
matters related to student services and academic support minutes produced

180
 Activity Indicator and target Performance
Planned Achieved (%)
Organize awareness creation session on exist and One awareness creation session held in collaboration Done as per plan 100.0
comprehensive exams with Testing & Evaluation Center
organize and follow up pre-seasonal class/ college survival 10 hrs of pre-seasonal classes (for all new entrants) & Done as per plan 100.0
skills training, tutorial class, language enhancement and study tutorial classes of language (for 2nd & 3rd year regular degree
group programs students) conducted; 3 study groups formed
Make the Career Development Unit functional Draft career development manual developed and career Not done 0.0
counseling service provided
Support the student union in its reformation The missing members of the management body Done as per plan 100.0
replaced
Provide clubs with advisory service including how to get Clubs received advisory services and professional Done as per plan 100.0
professional support support.
Organize debating events for degree and TVET/ Diploma 2 events of debate took place on contemporary Not done 0.0
students. educational/ social issues
Organize student competitions 4 competition sessions took place (1 per Faculty). Done as per plan 100.0
Organize career development and employability skills training 1 round of training given to all 2002E.C. graduating Done as per plan 100.0
for graduating students. students
Compile students’ literary works that are presented on Literary works collected, compiled and readied for Literary works collected 70.0
literature nights publication.
Average of SP - 3 76.4
Strategic Priority Four: Extend the University College’s services and out reach activities and augment its role as a local development partner
Strategic Objective: To provide services to the nearby community in the realms of education, legal aid to the socio-economic development of the country
Specific objective: To enhance involvement in the alleviation of societal problems such as HIV/AIDS and youth delinquency
To promote voluntarism and philanthropic activities among students and faculty members
Establish Amharic Sign Language Center The center opened and service offered The sign language center was established and started 50.0
serving the community members for 3 sessions but didn't
continue because of inconvenience to the students
Make educational/ awareness creation tours about first-aid & 2 rounds of tour made to two places Not done due to the engagement of office members in routine 0.0
related matters in collaboration with Red Cross Association. tasks like preparation of graduation folder and bulletin
Plant trees in Addis Ababa and its surrounding (Sbeta) 1,000 tree seedlings planted at a place offered by Not done because of the delay of the response of Sebeta 5.0
Oromya region administration administrative office
Conduct experience sharing sessions with talented street Talented persons shared their experiences to SMUC Done as per plan 100.0
persons community twice
Provide support to A.A traffic office in minimizing car accident Material support provided to AA Traffic Office Not done because the required material was not available in 25.0

181
 Activity Indicator and target Performance
Planned Achieved (%)
the local market
Organize training on Reproductive Health & HIV/AIDS to 1 round of training given to 30 participants Done as per plan 100.0
students and interested staff members
Organize training on basic human rights and how to avoid 1 round of training given to 20 youth offenders Preparatory works completed 70.0
maladaptive behavior for youth offenders
Organize First Aid training to students & staff in collaboration 1 round of training offered to 30 persons Not done because of the busy schedule of the Red Cross 10.0
with Red Cross Association Association
Average of SP - 4 45.0
Strategic Priority Five: Improve the quality, effectiveness, and efficiency of the administrative processes and services
Strategic Objective: To improve the leadership & management capacity through training, induction schemes, succession plans, transparency and accountability
Specific Objective:
Organize discussion forum with the security guards of the UC 2 sessions of discussion conducted (1per semester) Done as per plan 100.0
regarding how to handle customers
Produce students support scheme manual The preparation finalized, published & distributed to Done as per plan 100.0
concerned offices
Produce SASO’s operational manual The preparation finalized, published & distributed to Done as per plan 100.0
concerned offices
Produce manual for volunteerism in SMUC A manual prepared, published & distributed to offices Not done 0.0
Prepare student support services brochure A brochure published & 1,000 copies distributed Only the publication is remaining 80.0
Average of SP - 5 76.0
Strategic Priority Six: Enhance link and partnership with local and international institutions
Strategic Objective: To strengthen link with parents, HEIs, governmental and international institutions that are stakeholders in HE endeavors in Ethiopia
Specific Objective:
Organize workshop to private HEIs’ representatives on One workshop conducted and proceedings documented Done as per plan 100.0
students participation in outreach services
Create link with National Theater to strengthen the literature Literature works produced Not done due to engagement in routine tasks like preparation 0.0
club of graduation folder and bulletin
Organize discussion with parents about matters which affect 1 session of discussion held Done but individually, not in group 100.0
students learning goal
Average of SP - 6 66.7
Strategic Priority Seven: Strengthen and deepen quality assessment and sustained improvement schemes
Strategic Objective: To sustain and increase SMUC’s commitment to self-study and external audit

182
 Activity Indicator and target Performance
Planned Achieved (%)
Specific Objective:
Conduct student satisfaction survey 1 Survey conducted and report produced Not done 100.0
Organize records of issues discussed on Friday talk show Documents recorded and analyzed. It is only the analysis which is not done yet 80.0
Average of SP - 7 90.0
Overall performance 63.6

183
 ICT Support and Development Unit
Activity Indicator and target Performance
Planned Achievement (%)
Strategic Priority One: Enhance the ICT and physical Infrastructure of the University College
Strategic Objective:
Specific Objective:
Expand the data storage space available for major units/ offices of Registrar, CEIRQA and others have a sufficient storage Has been implemented for Informatics Faculty 40.0%
the institution space
Expand the wireless network coverage in the main campus SMUC main campus have full coverage of wireless Main campus has 70% coverage 70.0%
network
Undertake preventive maintenance of computers and printers to All computers & printers in the main campus will get Preventive maintenance has been carried out 50.0%
enhance their performance and lifespan preventive maintenance every four months twice
Setup security VLAN against unauthorized access to IT services of All Departments have their own network Not done (VLAN switch was not bought) 0.0%
the UC
Setup wireless network at computer labs One lab equipped with wireless network Not done 0.0%
Setup security ISA to improve the speed of the internet & securing All traffic to the internet will be cached, monitored and Not done 0.0%
the network from external attack administered
Reconfigure and test Green Campus LAN Green Campus resources centralized and connected to The Editorial unit has got a domain based 40.0%
the main campus network of its own
Complete network documentation of SMUC A blueprint of the SMUC network produced Not done 0.0%
Average of SP - 1 25.0%
Strategic Priority Three: To improve the quality of teaching-learning & effectiveness of research, both in the conventional & distance mode
Strategic Objective:
Specific Objective:
Extend the teaching/learning intranet educational system to be Students can access all handouts, e-books and others A system has been implemented and is in use 100.0%
accessed outside the main campus electronically off campus
Automate the registration of students & downloading of learning On-line registration and accessing training content This is a task that the DED Registrar was 0.0%
materials of DE all over the country remotely enabled for DED attempting to undertake
Average of SP - 3 50.0%
Strategic Priority Five: Improving the quality, efficiency and effectiveness of the admin processes and services
Strategic Objective:
Specific Objective:
Provide the UC with human resource management software Software produced for management of the human Not done 0.0%
resource in the campus

184
 Activity Indicator and target Performance
Planned Achievement (%)
Provide basic training on all the services of the UC training provided to staff 1 training provided on The Use of Intranet 30.0%
Average of SP - 5 15.0%
Strategic Priority Seven: Strengthening and deepening quality assessment and sustained improvement schemes
Strategic Objective:
Specific Objective:
Carry out self assessment Assessment conducted and report produced Has been done to all staff 100.0%
conduct progress evaluation meetings Four meetings will be held on a quarterly basis 0.0%
Average of SP - 7 50.0%
Overall performance 35.0%

185
 Gender Office
Activity Indicator and target Performance
Planned Achieved (%)
Strategic Priority One: Enhance the ICT and physical infrastructure of the University College
Strategic Objective: Automate the various sections of the UC in order to increase the efficiency and effectiveness of services provided
Specific Objective:
Furnish and equip Gender Office The office furnished and equipped with book shelf The office is furnished and equipped with book shelf 100.0
Post information about the services of the office on the web-site The mission, vision, policies, activities & outputs The Mission, Vision and activities of the office are submitted to 90.0
of SMUC (trainings/ workshops/ seminars) of the office posted the ICT unit to upload on the UC web-site
Average of SP - 1 95.0
Strategic Priority Two : Enhancing the HR capacity of the UC
Strategic Objective: To recruit and retain staff members of the highest excellence and continuously develop their capacity
Specific Objective:
Acquire secretary A secretary assigned Not done. The management communicated but didn't respond 0.0
Average of SP - 2 0.0
Strategic Priority Three: Improve the quality and effectiveness of teaching-learning & research
Strategic Objective: Maximize the student learning experience, and promote student-focused learning by helping students achieve personal academic goals through academic and professional advising,
counseling and career services
Specific Objective:
Formulate an HIV/AIDS & Anti-Sexual Harassment Policy 1 Consultative meeting held with concerned 1 Consultative meeting was held on the draft policy; the draft 100.0
bodies on the anti-sexual & harassment draft document finalized
policy; the draft document finalized
Organize workshop to communicate the Anti- Sexual A one day long workshop conducted Not done 0.0
Harassment policy to the SMUC staff
Formulate Gender policy of SMUC Policy document produced Gender policy draft document produced 100.0
Train students on Sexual Harassment and HIV/AIDS 200 students trained Not done 0.0
Organize tutorial classes for female students on Mathematics 8 sessions tutorial conducted & 100 students Volunteer instructors were ready and materials were organized 75.0
and English some courses attended for both courses. Program & classes arranged. However,
students for 2 consecutive program were absent
Organize orientation on the services of Gender Office for the new 3 sessions of orientation conducted 3 sessions of orientation was conducted on the Gender Office 100.0
students of this academic year services and the over all activities
Assertive training for SMUC female students 200 female students trained Not done 0.0
Conduct research on Gender Analysis and Mainstreaming at Research conducted and report produced Not done 0.0
SMUC

186
 Activity Indicator and target Performance
Planned Achieved (%)
Average of SP - 3 46.9
Strategic Priority Four : Extension of services and outreach activities and augment SMUC’s role as a local development partner
Strategic Objective: Provide short-term training and consultancy services to potential employers and other governmental and non-governmental organizations
Specific Objective:
Training on Sexual harassment and HIV/AIDS for Misrak Goh 100 female students trained Training was given to 100 students form ‘Misrak Goh’ high 100.0
high school female students school
Average of SP - 4 100.0
Strategic Priority Five: Improve the quality, effectiveness and efficiency of administrative process and services
Strategic Objective: Improve administrative staff coordination and communication
Specific Objective:
Prepare operational manual of Gender Office The operational manual is prepared Done as per plan 100.0
Prepare brochure of Gender Office The brochure of the office prepared Done as per plan 100.0
Average of SP - 5 100.0
Strategic Priority Six : To enhance link and partnership with local and international institutions
Strategic objective: Foster partnership with domestic and foreign higher education institutions, research organizations and quality assurance agencies for knowledge-cum-experience sharing and
dissemination
Specific Objective:
Research on Gender Networking In Higher Learning Institutions Research conducted and report produced Not done 0.0
in Ethiopia
Initiate gender networking with private and public HEIs, Concept paper produced, communicated to Though MoU has been signed with one local NGO that is AWO, a 95.0
governmental and non- governmental organizations and potential partners network is established with other GOs and NGOs namely: CRDA,
individuals who are working on gender issues MOE, EWDNA, EWLA, FMOWCYA, HRC, FHAPCO, AAU, Haromaya
and Gonder Universities. Further more, an agreement paper on policy
formulation
Organize research seminar on gender networking 1 research seminar organized, paper presentation Not done 0.0
and the proceeding documented
Celebrate International Women’s Day with the SMUC community The day celebrated International Women’s Day was Celebrated with SMUC 100.0
and the Kebele’s Women’s Affairs Office community and 14/07 Kebele’s Women’s Affairs Office
Prepare proposal on development of Institutional Policy on Proposal document produced and communicated A proposal has been written and submitted to African 100.0
HIV/AIDS & Anti- Sexual Harassment to African Association of to AAU Association of Universities (AAU), accepted for USD 5,000
Universities (AAU) funding
Average of SP - 6 59.0
Overall performance 66.8
187
 Information and Communication Office
Activity Indicator and target Performance
Planed Activity (%)
Strategic Priority One: Enhancing the ICT And Physical Infrastructure of the UC
Strategic Objective: Automate the various sections of the UC increase the efficiency and effectives of services provided
Specific Objective :
Acquire office equipment A separate office with PC acquired 1 GB flash disk acquired 10.0
Average of sp-1 10.0
Strategic Priority Tow: Enhancing the HR capacity of the UC
Strategic Objective: increase the number of academic and non-acadmic staff by recruiting those with high compete
Specific Objective:
Acquirer a secretary A sectary assigned Not done 0.0
Acquirer an assistant Information Communication An assistant officer assigned Not done 0.0
officer
Average of sp-2 0.0
Strategic Priority Three: Improving the quality of teaching –learning and effectiveness of research of both in the conventional and distance mode
Strategic Objective:
Specific Objective:
Publish the &distribute New letter 4QNL × 2.700 each are published and distributor 2.500×3QNLs each Prepared, published and distributed 75.0
Design publisher & distribute New Year Ester 2000 New Year &2000 Ester cared;3,000 calendar& New Year, Christmas Cards,2,500 are prepared, and 60.0
cards .agenda and calendar 2003E.C 3,000 a agenda printed& distributed distributed; the agenda & New Year Calendar are not
prepared due to financial constraints
Promote the services of the UC using print& 10 Promotion messages released (print &electronic) Electronic & 9 Prints released 110.0
electronics media
Average of sp-3 81.7
Strategic Priority Four: Extension of service and outreach activity and augment SMUC’s role as a local development partner
Strategic Priority :Provide service to the nearby community in the realms of education, legal aid, raining on ICT literacy business education and other
Specific Objective:
Identify community, welfare &sponsor targets 12 community welfare & sponsor targets identify and 13 community welfare & sponsorship targets identified & given 108.3
given support support, SMUC signed MU with 2 local welfare NGOs
Average of sp-4 1083
Strategic Priority Five :Improve the quality, effectiveness and efficiency of administrative process and services
Strategic Priority: Improve administrative staff coordination and communication

188
 Activity Indicator and target Performance
Planed Activity (%)
Specific Objective:
Prepare address book for potential partners, A book of current addresses of relevant institutions Most of the work done 60
stakeholders. organized
Prepare operational manual of the office An operational manual prepared Done as per plan 100.0
Prepare brochure/leaflet of the office An brochure prepared and distributed Don as per plan 100.0
Average of sp-5 86.7
Strategic Priority Six: Enhance link and partnership with local and international institutions
Strategic Priority : Forster partnership with domestic and foreign higher education institutions for knowledge-cum-experience sharing and dissemination
Specific Objective :
Attend national &international meting 10 national &international meeting attended 17 local and 7 international meetings & talk shows 240.0
participated
Create & enhance links with HELs, community & Links with 10 HELs and 10 community & welfare 10 local &internal links created and strengthened 83.3
welfare giving association agencies associations & agencies strengthened : 2 links with
international development /aid agencies started
Average of sp-6 161.7

189
 Testing Center
Activity Indicator and target Performance
Planned Achieved (%)
Strategic Priority One: Enhance the ICT and physical Infrastructure of the University College
Strategic objective: Automate the various sections of the UC to increase the efficiency and effectiveness of services provided
Specific objective: To automate the functions of the center in order to increase effectiveness and efficiency of service provided
Acquire physical facilities for preparation, Offices, furniture and hardware in place and Offices acquired, furnished and equipped (3 office rooms, 3 computers, 2 90.0
collection and storage of exams and their eventual in use cupboards acquired and in use. Failed to secure 3 computer tables
digitization
Set-up network structure Intra and internet infrastructure setup and Both internet and intranet connections have been established and are 100.0
became operational working
Average of SP - 1 95.0
Strategic Priority Two: Enhancing the HR capacity of the UC
Strategic Objective: Enhance the capacity by providing short- & long-term trainings, institutionalized CPD for academic, support and the leadership staff
Increase the number of academic and non-academic staff by recruiting those with high competence, diligence and integrity
Specific Objective:
Recruit professional academic and support staff persons (academic staff in the areas of and Professionals recruited (2 on Measurement & Evaluation, 11 Permanent 86.0
level of qualification; admin staff) recruited Assessors, 1 Permanent TOEFL Center Administrator, 2 Part-time
Assessors & 2 Secretaries). Staff attrition is a problem
Provide short term training for staff Persons trained 4 trainings offered to 66 staff (3 on Measurement & Evaluation for 43 staff 100.0
and 1 for 23 TC academic staff on item analysis); 3 Training manuals
prepared (Introduction to Measurement and Evaluation, Guide to
Preparation of Blueprint, and Training Material on Item Analysis)
Average of SP - 2 93.0
Strategic Priority Three: To improve the quality of teaching-learning & effectiveness of research, both in the conventional & distance mode
Strategic Objective: Fulfill and go beyond the academic standards set at national level where such standards exist)
Specific Objective:
Prepare, store and back-up the moderated Soft copies of exams (exams, assignments Soft copies of Assignments and Projects prepared for 2002 B and C and 62.0
(standardized) exams and their eventual and projects) accumulated 2003 A and partially (50%) 2003 B terms; Soft copies of Exams prepared for
digitization 2002 A, B & C terms (100 exams of term C prepared based on Test
Blueprints); Soft copies of Reserve 339 assignments, 41 projects & 407
exams prepared; and 4,388 old exams (1997-2001E.C) identified and
registered;
Hard and soft copies of 70 regular program exams and answer keys of 1st &
2nd semesters prepared by Departments collected, stored and back-up
190
 Activity Indicator and target Performance
Planned Achieved (%)
taken out of 136 Exams;
139 CODL exam blueprints prepared out of 220 planned; 91 regular
program exam blueprints collected and stored out of 136 planned; 14 out of
91exam answer papers of regular program collected item analysis. Storage
and back-up not done
Acquire reference materials Reference materials acquired 57 reference books purchased and in use 95.0
Conducting Research Researches conducted One action research on CODL assessment instruments conducted 100.0
Conduct need assessment on new programs and Need assessment conducted for 2 new Need assessment conducted and 7 TVET, 4 Bachelor Degree and 6 90.0
departments in undergraduate Degree & TVET Degree & 1 TVET programs & report on Masters Degree Departments proposed. Completed questionnaires didn't
Programs assessment produced. arrive from regions on time
Accomplish preparations for launching new fields Preparations for launching of 2 new degree Curricula for the proposed TVET programs secured and recommendations 100.0
of study in Degree and TVET Programs & 1 new TVET programs accomplished made for the Degree programs
Average of SP - 3 89.4
Overall performance 92.5

191
 Community/ Outreach Services
Activity Indicator and target Performance
Planned Achieved (%)
Strategic Priority One: Enhance the ICT and physical Infrastructure of the University College
Strategic objective: Increase the number of academic and non-academic staff by recruiting those with high competence, diligence and integrity
Specific objective:
Post the addresses/ links of entrepreneurial service Potential institutions (BDS, MFI, Banks, FSME) of Not done 0.0
providers with SMUC/ CEI website entrepreneurial services linked to SMUC website
Average of SP - 1 0.0
Strategic Priority Two: Enhancing the HR capacity of the UC
Strategic objective: Increase the number of academic and non-academic staff by recruiting those with high competence, diligence and integrity
Specific objective:
Recruiting core staff for Academic Program Coordinator and 3 (2 coordinators and a secretary) employed Job description prepared and submitted to Top- 75.0
Research and External Activity Coordinator positions management with proposal for recruitment
Average of SP - 2 75.0
Strategic Priority Three: Improving the quality of teaching -learning and effectiveness of research, both in the conventional and distance mode
Strategic objective: Maximize the student learning experience, and promote student-focused learning by helping students achieve personal academic goals through academic and professional
advising, counseling and career services
Specific objective:
Develop curriculum for Entrepreneurship and Small Curricula developed for 1 certificate and 1 degree program 1 Curriculum drafted and discussed with Business 40.0
Business Management Program Faculty
Conduct research on Entrepreneurship intention Research conducted and document produced Not done 0.0
Organize annual session of entrepreneurs day Round table discussion held with entrepreneurs and Not done 0.0
Ministry of Science and Technology
Organize/ compile case studies on entrepreneur Local & international case studies on entrepreneur compiled Not done 0.0
Average of SP - 3 10.0
Strategic Priority Four: Extending the UC’s services and outreach activities and augmenting its role as a local development partner
Strategic objective: Provide quality professional consultancy and short-term trainings to private and public enterprises
Specific objective:
Conduct workshop on Biz Jump Start 4 workshops conducted for individuals who are ready to Not done 0.0
launch a business
Conduct roundtable discussions targeting business 4 discussions conducted in the areas of Marketing & Public Not done 0.0
established and found at various stages of business life Relations, Inventory Management, Hiring & Training of
cycle Employees, and Budgeting.

192
 Activity Indicator and target Performance
Planned Achieved (%)
Organize seminars targeting new or established businesses 4 sessions of seminar conducted in the areas of Not done 0.0
International Trade Assistance, Patents & Trade Marks,
Innovation, and Dealing With Taxes
Conduct Woreda Based Comprehensive Baseline Data collection, analysis and report completed for 4 Done as per plan 100.0
Trachoma Survey woredas
Conduct National Survey and Directory Compilation of Data collection, analysis and report compilation completed Done as per plan 100.0
Knowledge & Idea Centers in Ethiopia
Bid for consultancy services 6 technical and financial proposals produced and 4 projects 7 proposals produced (for ORBIS 2, Save the Children, 100.0
won and conducted Maastricht University, AA Chamber of Commerce, GTZ
and ERTA); 3 projects won & conducted (2 completed &
1 is on progress)
Average of SP - 4 50.0
Strategic Priority Five: Improving the quality, efficiency and effectiveness of the admin processes and services
Strategic objective: Improve administrative staff coordination and communication
Specific objective:
Prepare brochure for CEI and consultancy The brochure prepared The brochure prepared 100.0
Average of SP - 5 100.0
Strategic Priority Six: Enhancing link and partnership with local and international institutions
Strategic objective: Create and enhance link with HEIs, faculties and departments both at national and international levels that target at conducting undergraduate and post-graduate programs,
research and outreach activities
Specific objective:
Initiate/ create partnership link with relevant local and Partnership links created with I East African University and Contacted to the University and the Fed SME and 85.0
international institution (HEIs, Entrepreneurship Centers, strengthen with 1 (Federal SME) institutions and MoUs expressed the intent; partnership created with Dutch ___
NGOs and International Development Agencies) signed and joint work initiated on TVET Program
Average of SP - 6 85.0
Overall performance 53.3

193
 International Programs Coordination Office (IGNOU)
Planned Activity Indicator and target Performance
Planned Achieved (%)
Strategic Priority Two: Enhance ICT and infrastructure
Strategic Objective: To enhance building and information structures for the betterment of service delivery
Specific Objective: Ensure the implementation of online student services in the areas of admission, pre-and post-entry induction, tutorial, access to electronic information, and other information
provisions
Develop a website/column on SMUC website for Webpage created for IGNOU & information The specification is provided to the ICT Development Unit and is under 90.0
IGNOU Post Graduate programs made available on SMUC website progress as one component of the UC’s website further development
project
Establish resource center and digital library for IGNOU A full-fledged resource center organized A full-fledged Graduate School Library equipped with 14 computers which 100.0
Post Graduate programs with a capacity of serving 15 to 20 persons provide internet service and three class rooms with mounted LCDs
at a time
Prepare proposal on building an office for IGNOU Post Proposal prepared and approved by top Not done 0.0
Graduate Programs and getting the approval of the officials of SMUC and IGNOU
Vice Chancellor
Average of SP - 1 63.3
Strategic Priority Two: Development of the human resource of the institution
Strategic Objective: Recruit and retention of staff of highest excellence and develop their capacity
Specific objective: Ensure the provision of quality service to learners under IGNOU Post Graduate Programs
Recruit full-time academic staff with PhD in different To recruit five PhD holders in five areas of The recruitment of PhD holders is made to commensurate with the 100.0
areas of specialization specialization recruitment of full-time staff at the School of Graduate Studies
Recruit administrative staff for IGNOU Programs A coordinator for social science program Not done 0.0
and clerk for resource center acquired
Average of SP - 2 50.0
Strategic Priority Three: Improve the quality and effectiveness of teaching-learning & research
Strategic Objective: Develop culture of research geared towards problem solving to ensure quality customer-oriented service
Specific objective: To improve the quality of tutorial and academic counseling services
Offer guest lecture by local resourceful persons in five 5 sessions of guest lecture delivered in 5 (1 An attempt made to offer guest lecture on Ethiopian Economic Policy but 10.0
India centric courses in each) India-centric courses could not be successful due to busy schedule and overload on the part of
the experts.
Provide electronic reference materials by recording Academic counseling sessions of 5 courses Not done 0.0
academic counseling sessions of five courses in audio recorded in audio & video CDs for reference
and video CDs
Localize five course materials which are highly India 5 course materials contextualized Not done 0.0
194
 Planned Activity Indicator and target Performance
Planned Achieved (%)
centric
Average of SP - 3 3.3
Strategic Priority Five: Improve the quality, effectiveness and efficiency of administrative processes and services
Strategic Objective: Improve administrative staff coordination and communication
Specific objective: To increase annual enrollment of IGNOU Post Graduate Programs
Register newly admitted students in programs on offer 20 more students admitted in each of all The plan is implemented more than 100% in the January 2010 but not 100.0
programs on offer other than MLIS and repeated in the July session due to external factors such as devaluation
MPS of currency
Prepare student handbook for IGNOU-SMUC Program Student Handbook produced The preparation terminated after more than 40% accomplishment due the 40.0
preparation of a well-done student handbook by the International Division
of IGNOU targeting its international students.
Average of SP - 5 70.0
Strategic Priority Six: Enhancing Link and partnership with local and international institutions
Strategic Objective: Foster partnership with domestic and foreign HEIs, research organizations and QA agencies for knowledge-cum-experience sharing
Specific objective:
Initiate link with overseas Universities that offer Link initiated with 1 overseas University 2 links initiated with Business School Netherlands and more than five e- 200.0
distance education programs mail communications have been interchanged between the coordination
office and the school, ii) EtWin Consultancy Services PLC which works as
partner for Universities
Average of SP - 6 200.0
Strategic Priority Seven: Strengthen and deepen quality assessment and sustained improvement schemes
Strategic Objective: To nurture the culture of academic and administrative quality assessment at all levels with regard to endeavors, achievements and problems pertaining to teaching, research
and outreach services
Specific objective:
Conduct a survey study on the significance of IGNOU 1 research conducted and report produced/ Not done 0.0
Post Graduate programs and shortfalls in the service published
delivery
Conduct assessment of student satisfaction Assessment conducted and report The study was conducted by the Dean’s Office 100.0
produced
Average of SP - 7 50.0
Overall performance 72.8

195
 School of Graduate Studies
Planned Activity Indicator and target Performance
Planned Achieved (%)
Strategic Priority Two: Enhance ICT and infrastructure
Strategic Objective: To enhance building and information structures for the betterment of service delivery
Specific Objective: Ensure the implementation of online student services in the areas of admission, pre-and post-entry induction, tutorial, access to electronic information, and other information
provisions
Organization of office facilities Office equipment and furniture provided for 10 staff Every office facilities fulfilled. All offices are 200.0
members interconnected;2-computer rooms have internet
connection. The Library became fully functional
Average of SP - 1 200.0
Strategic Priority Two: Development of the human resource of the institution
Strategic Objective: Recruit and retention of staff of highest excellence and develop their capacity
Specific objective: Ensure the provision of quality service to learners under IGNOU Post Graduate Programs
Acquire human resource 9 individuals (4 PhD, 2 MSc, 2 BSc holders in Rural Development 7 3 PhD’s; 1 MSc employed. (3 rural development 75.0
Agricultural Economics, a secretary) employed [Link]; 1– program officer)
Average of SP - 2 75.0
Strategic Priority Three: Improve the quality and effectiveness of teaching-learning & research
Strategic Objective: Develop culture of research geared towards problem solving to ensure quality customer-oriented service
Specific objective: To improve the quality of tutorial and academic counseling services
Identify the programs, national priorities, institutional strength Report produced Not done 0.0
and users’ need assessment
Average of SP - 3 0.0
Strategic Priority Five: Improve the quality, effectiveness and efficiency of administrative processes and services
Strategic Objective: Improve administrative staff coordination and communication
Specific objective: To increase annual enrollment of IGNOU Post Graduate Programs
Develop internal graduate school policy and organizational Policy document produced Operation manual, organogram & various SGS 100.0
system (Organogram) policies developed and approved
Average of SP - 5 100.0
Strategic Priority Six: Enhancing Link and partnership with local and international institutions
Strategic Objective: Foster partnership with domestic and foreign HEIs, research organizations and QA agencies for knowledge-cum-experience sharing

196
 Planned Activity Indicator and target Performance
Planned Achieved (%)
Specific objective:
Local and international experience sharing 2 experience sharing visits (1 local & 1 international) made Local visits made to Haramaya University 50.0
Average of SP - 6 50.0
Overall performance 85.0

197
 College of Open and Distance Learning
Activity Indicator and target Performance
Planned Achieved (%)
Strategic Priority One: Enhance the ICT and physical infrastructure of the University College
Strategic Objective: Automate the various sections of the UC to increase the efficiency and effectiveness of services provided
Specific Objective: Automate the functions of DED in order to increase effectiveness and efficiency of service provided
Ensure the implementation of online and interactive multi-media services in the areas of admission, pre-and post-entry induction, tutorial
Implement an on-line registration and delivery of On-line registration & submission of grade reports First Phase completed and waiting for the acquisition of server and 50.0
grade reports in all CCs with dial-up connection implemented at all Coordination Centers leasing IP address for implementation. The 2nd phase is waiting for the
testing and full implementation of the first phase. The task not fully
accomplished because of high budget implication
Digitize current students’ files All files of current students digitized The files of active students & the total number of documents to be 25.0
scanned have been identified. Identification of the hardware & software is
also being undertaken. The digitization pended due to budget implication
Create access to internet service for CCs 60 CCs accessed internet service through dial-up The centers needing the services have been identified & presented to the 20.0
connection management for permission. The task are not fully achieved as planned
because of the improper functioning of the dial up system alternative are
going to be sought
Conduct feasibility study an online tutorial service Feasibility study conducted and report compiled; Not done 0.0
some courses for online tutorial delivery selected
Establish multimedia centers for different Multimedia centers established and 20 audio-video Selected academic staff has been offered training on script writing which 25.0
functions of DED (tutorial, induction, other materials produced for selected courses will lead to the production of appropriate audio-visual materials for the use
support services) of multi media centers
Digitize exams Hardware & office furniture made available; CDs and This activities has been taken over by Testing Center ( Ato Fekadu) 0.0
back-ups of digitized exams stored
Provide digital library service to support distance Electronic books and journals made available at DED The accumulation of relevant electronic books and journal has been 30.0
learners Headquarters and all Coordination Centers accomplished
Set-up a back-up system for all electronic data A back-up system setup & all important files backed The questionnaire has been developed and distributed to units in order to 25.0
up identify the size of electronic files. The task is postponed due to that the
ICT Development Unit is expected to overtake such kind of
responsibilities. And, the tasks have high budget implications
Average of SP - 1 21.9
Strategic Priority Two: Enhancing the HR capacity of the UC
Strategic Objective: Capacitate the UC by providing short- and long-term training and institutionalized CPD for academic staff, support staff and the leadership
Increase the number of academic and non-academic staff by recruiting those with high competence, diligence and integrity

198
 Activity Indicator and target Performance
Planned Achieved (%)
Specific Objective: Upgrade the level of qualification of existing academic staff to MA/MSc level and employ adequate number of academic and support staff
Establish organized staff development system (i.e. establish staff training and development unit and develop working manuals)
Ensure the adoption of appropriate remuneration schemes
Sponsor academic staff for post-graduate training Scholarship awarded to 6 DED academic staff There was no request from the staff members for post graduate studies in 0.0
the fields
Provide IGNOU Post-Graduate scholarship Postgraduate scholarship awarded to DED staff There was no request from the staff members for post graduate studies in 0.0
opportunities to SMUC’s staff members the fields
Recruit academic & administrative staff 5 Academic (1st & 2nd degree holders) & admin staffs Tree BA holders recruited 60.0
recruited
Review the training needs assessment done for TNA of the previous year reevaluated and some Training need assessment (TNA) of the previous year reevaluated and a 100.0
DED modifications made modification made for the year 2009/10-2012/13
Organize short-term training for staff at Main All management staff (on General Management, Not done 0.0
Office Supervisory Management & Leadership), All
academic staff (on Course Writing, Editing &
Vocational Counseling), and All support staff (on
Customer Service, Material Handling and Vocational
Counseling) trained.
Organize short-term training for staff at Regional The management and support staff of all CCs and The training is going on at Dubti, Adama, Awassa, Sawla, Arbaminch, 40.0
Offices (CCs & AOs) AOs trained on customer service Assosa, Nekemt, Debretabor, Bale Robe and Dire Dawa. The task not
fully achieved because of the other center coordinators could not start the
training
Follow up the realization of appropriate staff Staff remuneration scheme implemented It was done at main campus level was not needed to repeat the same at 0.0
remuneration schemes CODL level
Average of SP - 2 28.6
Strategic Priority Three: Improve the quality and effectiveness of teaching-learning & research
Strategic Objective: Fulfill and go beyond the academic standards set at national level where such standards exist
Specific Objective: Improve the quality of tutorial and academic counseling service and maintain the quality of self-instructional materials
Expand coverage of education by launching new programs and establishing new Coordination Centers and Agent Offices in the Regions
Develop culture of research geared towards problem solving
Review the courses Revised edition of course materials produced for 20% Problem compiled for 37 courses but due to lack of clear decision on 50.0
of the courses currently on offer in DE curriculum revision the task is pending
Conduct curriculum review of the existing The curriculum of one department revised as per the Not done. Due to unexpected curriculum change and future uncertainty, 0.0
Departments based on the demands of needs of employers we opted not to go for it

199
 Activity Indicator and target Performance
Planned Achieved (%)
employers
Design and implement learning material store System developed & implemented for learning The restructuring of CODL would hopefully addressed the issue 0.0
management and distribution system materials storage & distribution
Carry out projection of future demands of Required materials identified, printed and made The restructuring of CODL would hopefully addressed the issue 0.0
learning materials on the basis of which sufficient available sufficiently & timely
materials can be produced ahead of time
Oversee the preparation and revision of self- Self-learning materials and assessment tools Not done 0.0
learning materials and assessment tools prepared/ revised
Follow up the development of subject-based Standard of shelf-life for learning materials in place Not done 0.0
standards for shelf-life of learning materials
Establish study groups in different Coordination 10 study groups set up and weekly tutorial sessions Not done 0.0
Centers offered at 10 Coordination Centers
Train academic counselors at CCs for improved 1 training of trainers on academic counseling held; 15 Done as per plan 100.0
tutorial and academic counseling services. tutors & coordinators of cluster centers trained
Establish Coordination Centers and Agent 4 AOs upgraded to CC and 10 new AOs established 6 former Agent offices upgraded to Coordination Centers and 16 new 155.0
Offices Agent Offices established
Launch new programs based on needs 3 (2 degree & 1 TVET) new programs launched Not done. This activities has been taken over by Testing Center 0.0
assessment
Increase student population by 6% 11,730 new students registered (6,451 Degree; 3519 Increased by 10.2%. 19,854 new student population registered 169.3
Diploma; and 1,760 Certificate students)
Reengineer the existing service related The existing system studied, new service guidelines Has been accomplish with all units as regular basis 100.0
processes developed & system put in place
Conduct problem-solving research 4 researches conducted, report produced & published Not done 0.0
in DED Update or other magazine of the UC
Conduct in-house research workshop 1 research workshop conducted, documents of Not done because no research has been produced by DED staff 0.0
proceedings produced
Publish DED Update quarterly (four times a year) 4 issues of DED Update published & 1,200 copies Done as per plan 100.0
distributed to key partners
Average of SP - 3 45.0
Strategic Priority Four: Extension of services and outreach activities and augment SMUC’s role as a local development partner
Strategic Objective: Provide short-term training and consultancy services to potential employers and other community members
Provide quality professional consultancy and short-term trainings to private and public enterprises
Specific Objective: Enhance the productive capacity of disadvantaged community segment and partners through technical, material and financial support

200
 Activity Indicator and target Performance
Planned Achieved (%)
Update selection criteria for scholarship Revised selection criteria produced No short comes observed in the current selection criteria (no need of 0.0
opportunity revision)
Provide scholarship for disadvantaged learners 14 disadvantaged students awarded scholarship Not done 0.0
Provide support to partner schools and Materials & financial support provided to 4 partner One partner in Dangila supported with sport materials 17.0
community development activities schools and 2 development activities
Conduct need-based short term training for Trainings conducted in 4 regions and 120 persons Not done. This activities has been taken over by HRD expert 0.0
capacity building of communities in different and institutions benefited
regions
Average of SP - 4 4.3
Strategic Priority Five: Improve the quality, effectiveness and efficiency of administrative processes and services
Strategic Objective: Design and improve such institutional schemes as customers handling, staff remuneration and performance management
Improve administrative staff coordination and communication
Specific Objective: Ensure participatory decision-making through decentralization and employees’ participation
Ensure the timeliness and efficacy of human resource management and development rules, regulations and procedures
Ensure the availability of grievance handling system
Acquire offices, furniture and equipment for newly All Coordination Centers (4) and Agent Offices (10) 6 newly established coordination centers and 16 agent offices acquired 100.0
established CCs & Agent Offices acquired furnished offices furnished offices & facilities
Implement the devolution of prioritized activities Pertinent activities of 3 units decentralized to Fully achieved (in finance, registrar, student support, tutorial) 100.0
coordination center level
Ensure employees’ participation in decision- Informative and participatory meetings held in every This has been and is still being accomplished through regular meetings by 100.0
making through regularly held meetings unit/office/desk on regular basis units/offices/desks
Update HRM rules, regulations and procedures Document of revised HRM rules, regulations and Done as per plan 100.0
procedures produced
Conduct annual-based focus group discussion 15 FGDs held at 15 cluster centers, Reports Instead of conducting 15 FDGs at 15 clusters information gathered 50.0
with learners & other stakeholders to share ideas produced through questionnaire filled out questionnaire prepare for analysis
Average of SP - 5 90.0
Strategic Priority Six: Enhance link and partnership
Strategic Objective: Foster partnership with domestic and foreign higher education institutions, research organizations and quality assurance agencies for knowledge-cum-experience sharing and
dissemination
Specific Objective: Form strong link with SMUC – DED alumni and consistently conduct tracer study of graduates
Conduct tracer study of graduates of SMUC, Graduate tracer study conducted & report presented The study is launched but the coordination centers have not been 40.0
DED responsive enough in returning filled out questionnaires. The Research &
Quality Assessment Unit was also not active for six months
201
 Activity Indicator and target Performance
Planned Achieved (%)
Hold annual alumni meeting on regular basis 15 alumni meetings held at 15 CCs Not done. It was done at main campus no need to repeat at CODL 0.0
Create partnership link with overseas ODL MoU signed and implemented with 1 institutions Contact was created with Origen State University USA, but not able to 5.0
Universities for partnership advance due to various reasons
Average of SP - 6 15.0
Strategic Priority Seven: Strengthen and deepen quality assessment and sustained improvement schemes
Strategic Objective: Implement efficient and effective procedures, processes, and systems that improve the quality of teaching, research and outreach activities.
Nurture the culture of academic and administrative quality assessment at all levels with regard to teaching, research and service functions
Specific Objective: Design Quality Audit Policy and set up the structure at every level
Introduce and enhance academic and support staff appraisal schemes targeting at self-improvement
Implement the quality policy in DED Internal quality audit conducted Not done 0.0
Assess the quality of services of units based on Quality assessment report of the Units compiled & Not done 0.0
the standards of HERQA & regional education presented to concerned parties
bureaus
Assess the quality of services in the coordination Services of all CCs assessed, report compiled and Supervision has been conducted in CCs, report compiled and plan of 100.0
centers presented to concerned parties action devised and implemented to address issues of concerned
Conduct performance evaluation of units in the The semi-annual and annual performance of the units The units submitted their semi-annual performance report to Planning and 60.0
DED evaluated and report compiled Quality Assurance Unit. The report could not be compiled and presented
to CEIQA on time due to the transfer of the person in charge.
Conduct student and employees’ satisfaction 2 Surveys conducted and reports produced Not done 0.0
survey*
Conduct employers’ satisfaction survey using the Survey conducted and report produced Not done 0.0
data gathered for GTS
Revise the performance evaluation scheme for Revised version of the evaluation scheme produced Not done 0.0
tutors and academic counselors & implemented
Update the instruments for staff performance Revised version of the instrument produced & Not done 0.0
appraisal implemented
Conduct bi-annual staff performance appraisal 2 Appraisals conducted, report compiled and Done as per plan 100.0
presented to pertinent parties
Average of SP - 7 28.9
Overall performance 33.4

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 Centre for Educational Improvement & Quality Assurance
Activity Indicator and target Performance
Planned Achieved (%)
Strategic Priority One: Enhance the ICT and physical Infrastructure of the University College
Strategic objective: Automate the various sections of the UC to increase the efficiency and effectiveness of services provided
Specific objective: To automate the functions of the center in order to increase effectiveness and efficiency of service provided
Finalizing ADRC intranet Website The website released Finalized but not released 95.0
Construct database management system with the required content for Data on for planning, monitoring, evaluation and Proposal Prepared and development is on 25.0
maintaining data for situational analysis and research undertakings quality assessment made available progress
Establishing an information flow framework Information flow framework developed and adopted Done, report generated, approved by Top- 100.0
Management and distributed to respective offices
Propos for a database driven web application for a general report Proposal document produced and submitted to Done as per plan 100.0
system in SMUC based on framework established. decision makers
Develop database driven web application for a general report system Database driven web application developed and Development half-way progressed 80.0
in SMUC tested
Assess Systems Automation Productivity of the UC System automation productivity assessed and Assessment half-way progressed 60.0
report produced
Administer the website of the UC The content of the website updated quarterly with Done as per plan 50.0
the information supplied from major units
Average of SP - 1 72.9
Strategic Priority Two: Enhancing the HR capacity of the UC
Strategic Objective: Enhance the capacity by providing short- & long-term trainings, institutionalized CPD for academic, support and the leadership staff
Increase the number of academic and non-academic staff by recruiting those with high competence, diligence and integrity
Specific Objective: To improve the technical capacity of the institution through on-job training
Organize induction program to new academic staffs Induction manual prepared & all new SMUC staffs Done as per plan 100.0
received induction
Organize training on Project Cycle Management for staffs of the CU 1 Training organized & 20 staff trained on PCM Done and 27 trained 125.0
Organize training for the academic staff of the UC on various 12 Training organized (1 per month) & 30 staff 1 training conducted 10.0
pedagogic issues members trained
Average of SP - 2 78.3
Strategic Priority Three: To improve the quality of teaching-learning & effectiveness of research, both in the conventional & distance mode
Strategic Objective: Fulfill and go beyond the academic standards set at national level where such standards exist)
Improve the national & international research endeavors by sponsoring research symposia, publication, & increasing research active faculty
Encourage research undertakings of faculty and students by securing adequate internal and external funds & providing administrative support

203
 Activity Indicator and target Performance
Planned Achieved (%)
Specific Objective: Enhance research undertakings and dissemination of knowledge
Organize seminars and public lectures 12 seminars and/or public lectures organized Not done 0.0
Post research outputs, newsletter & other publications in the research 4 issues of ‘Quality Matters’ 1 annual conference Done as per plan 100.0
corner of SMUC Website proceedings posted
Publish and disseminate proceedings of the 7th National Conference 1 document of proceedings published and 1,000 Done, 250 copies distributed 100.0
on PHEIs. copies disseminated.
Publish and disseminate the quarterly ‘Quality Matters’ newsletter of 4 issues of ‘Quality Matters’ produced and 4,000 Done as per plan 100.0
CEIRQA copies disseminated.
Organize the 8th National Conference on Private Higher Institutions in Call for abstracts made; 15 papers identified & Done as per plan 100.0
Ethiopia conference conducted
Organize Annual Research Review Meeting and administer research Call made for research proposal, 4 proposals Done, 3 papers were presented for the research 100.0
grant schemes received grant, the research review conducted & review meeting
documented
Publish and disseminate proceedings of the 1st, 2nd & 3rd Annual 3 documents of proceedings published and 30 Editorial and compilation of the 1st & 2nd student 100.0
Student Research For a copies (10 for each forum) disseminated. research forum is completed while that of the 3rd
is 75% completed
Publish and disseminate proceedings of the 1st Annual Multi- 1 document of proceedings published & 10 copies Done as per plan 100.0
disciplinary Seminar disseminated.
Organize the 4th Annual Student Research Forum. Call for abstracts made and 12 papers identified & Done as per plan 100.0
forum conducted
Prepare Bulletin of Students Statistic (BOSS 2009) BoSS (2009) prepared and published Done as per plan 100.0
Prepare an induction Manual A document prepared Done as per plan 100.0
Produce ADRC user document A document prepared Done as per plan 100.0
Average of SP - 3 91.7
Strategic Priority Four: Extending the UC’s services and outreach activities and augmenting its role as a local development partner
Strategic objective: Provide training and consultancy services to potential employers and members of other governmental and non-governmental organizations
Specific objective: To enhance the practice of partnership and joint-work
Provide training on quality of education 1 training offered to persons from __organizations Done as per plan 100.0
Average of SP - 4 100.0
Strategic Priority Five: Improving the quality, efficiency and effectiveness of the admin processes and services
Strategic objective: Improve administrative staff coordination and communication
Specific objective: Insure smooth, efficient and client oriented services of the center

204
 Activity Indicator and target Performance
Planned Achieved (%)
Prepare operational manual of the center A manual produced Done as per plan 100.0
Prepare brochure of the center A brochure produced Done as per plan 100.0
Average of SP - 5 100.0
Strategic Priority Six: Enhance and link partnerships with local and international Institutions
Strategic objective: To foster partnership with local & foreign HE, research & QA institutions for knowledge-cum-experience sharing and dissemination
Specific objective: To enhance the practice of partnership and joint-work
Initiate establishment of communities of practice in SMUC 2 communities of practice established ToR prepared for SMUC Leadership and 25.0
Management Special Interest Group
Develop collaborative links with ADRC found in other HEIs Experience sharing will be held with 4 institutions Not done 0.0
Create collaborative links with institutes of HE quality assurance and MoU signed with 4 local & 1foreign or regional Not done 0.0
research. institute
Initiate local network of HE quality Concept paper produced and 1 consultative ToR and concept paper prepared, readied for 50.0
meeting held with potential partners presentation to the top-management
Initiate joint work with institutes of HE quality assurance and research 1 joint project initiated with partner at local level Delegates of SMUC & Haramaya University 100.0
visited each other to initiate graduate program in
Business field under ODL, books borrowed from
HU and copied for the purpose
Average of SP - 6 35.0
Strategic Priority Seven: To strengthen and deepen quality Assessment and sustained Improvement Schemes
Strategic objective: Implement efficient & effective procedures, systems that safeguard & improve the quality of teaching, research & outreach activities
Nurture the culture of academic and administrative quality assessment at all levels
Develop quality audit manuals, protocols, post-evaluation program of action, and communication channels
Specific objective: Enhance the quality of services offered at unit towards assuring the minimum standards are met at institution level
Prepare annual plan of the institute Annual plan of action prepared at major unit and Call for draft plan made to all major units 10.0
institution levels for the year 2003
Develop quality assurance protocol Self-assessment guideline produced Done as per plan 100.0
Follow up, monitor and evaluate departments and offices annual 4 monitoring visits including the CCs, 2 monitoring 2 quarterly monitoring visits carried out and 15 75.0
performance and one evaluation reports developed mid-year reports collected
Compile performance report of faculty members 2 reports produced on student evaluation, 1 2 reports of student evaluation and 1 100.0
comprehensive evaluation report produced comprehensive evaluation for 2001 produced
and data called for 2002 comprehensive
evaluation

205
 Activity Indicator and target Performance
Planned Achieved (%)
Cary out subject evaluation for programs offered by the UC 18 courses of 9 programs evaluated and reported Not done 0.0
Assess performance of the centre The annual performance of the centre assessed Not done, waiting for the self-assessment 0.0
and report produced guideline or protocol
Monitor & assist the major units of SMUC to verify the self assessment The self assessment reports of all units verified and Waiting for the self-assessment guideline or 50.0
reported to EQA report produced protocol. However, the comments &
recommendations of EQA are communicated to
major units
Design a mechanism to integrate the quality assurance practices of A framework for communication linkage and joint Not done 0.0
DED with that of CEIRQA work/ integration of work developed
Conduct tracer study of extension program graduates Study conducted & report produced Report writing 25% (introductory and literature 75.0
review) completed
Conduct study on Student Academic & Social Integration at SMUC Study conducted and report produced Proposal document produced and questionnaire 50.0
designed
Conduct study on Item Analysis Study conducted and report produced Done as per plan 100.0
Conduct research on Academic Staff Workload Allocation System in Study conducted and report produced Proposal developed, presented for research 25.0
HEIs of Ethiopia review meeting and accepted for research grant
Undertake student satisfaction survey Survey conducted & report produced Data entry completed and clean up on progress, 75.0
introductory and literature review completed
Assess instructors’ course planning and coverage practices Survey conducted & report produced Done and presented on the 8th annual 100.0
conference
Conduct study on student assessment method at SMUC Survey conducted & report produced Cancelled due to incomplete data 50.0
Revise the guideline for faculty performance evaluation Revised document of the guideline and tools Done and adopted 100.0
produced
Average of SP - 7 56.9
Overall performance 76.4

206
 Administration and Finance Services Office
Activity Indicator and target Performance
Planned Achieved (%)
Strategic Direction One: Enhancing the ICT And physical infrastructure of the UC.
Strategic Objective: Automate the various administrative sections of the UC to increase efficiency and effectiveness of services provided
Specific Objectives:
Setup database system for the Offices of Human 3 database established and became operational The data base for the main store became 90.0
Resource, Finance, and main store functional while only the structure of DB
for finance & HR management
established due to high cost
Network the finance system to integrate the payment The payment collection is integrated with the registrar system; and the The payment collection is integrated the 97.5
collection system with registrars database (regular) and finance system enabled to generate additional reports adjustment to generate additional reports
readjust the system to generate additional reports is on progress
Average of SP - 1 93.8
Strategic Direction Two: Enhancing the HR capacity of the UC (recruiting and retaining staff members of the highest excellence and develop their capacity.
Strategic Objectives: Increase the number of academic and non-academic staff by recruiting those with high competence, diligence and integrity
Specific Objectives: To recruit, retain, and promote qualified employees
Recruit Director & professional staff for newly established 4 persons (A Director, 2 experts and a secretary) HR Office; and 4 Done as per plan 100.0
offices persons (A Manager, 2 experts and a secretary) for Property
Management Office recruited
Recruit qualified cashiers for 2 Coordination Centers 2 CCs (Oromiya & Southern Region) acquired cashiers Done as per plan 100.0
Provide short-term training for staff members (managers 65 persons trained on Purchase & supplies mgt (1) performance Audit Done as per plan 100.0
and subordinates) (1) Peach tree accounting (10) Financial accounting(10) Finance for
non-finance managers(2) transport Mgt(1), Petty cash handling
reconciliation (10), filing system (10), processing graduate clearance
(10), accounting & payroll (10)
Provide scholarship for permanent staffs 35 employees received scholarship for HE at Diploma & Degree level 20 employees received scholarship at 57.2
Diploma and Degree levels
Average of SP - 2 89.3
Strategic Direction Five: Improve the quality, effectiveness and efficiency of administrative process and services
Strategic Objectives: Modify the current employee benefit package to achieve competitiveness.
Specific Objective: To upgrade the current medical insurance coverage from Birr 3000 to Birr 4000 for each permanent staffs
Up-grade the insurance policy for permanent female The insurance policy included medical, life, accident, dental, eye glass Done as per plan 100.0
employees and eye treatments
Enhance the staff cafeteria services and provide various Indoor games and other facilities are made available Done as per plan 100.0
207
 Activity Indicator and target Performance
Planned Achieved (%)
facilities
Conduct biannual performance evaluation, for all support Performance evaluation conducted & adjustment made on salaries of Done as per plan 100.0
staffs support staffs who met requirement
Enhance the current security status of Mexico campus Replacing the current outsourced security company Done as per plan 100.0
Improve the transportation service 2 old vehicles replaced with new ones; Basic spare parts made 1 new vehicle acquired, a separate Motor 60.0
available at main store; New transport service delivery system Pool Office established
designed; Feed back collected on service delivery
Establish workshop for maintenance services delivery A new maintenance workshop established at Midir Babur site Done as per plan 100.0
Undertake basic maintenance activities Staff cafeteria, store, offices of the operator and Admin & Finance got Done as per plan 100.0
major roof maintenance; Multi purpose hall got general maintenance;
DED Admin office blocks painted; Libraries book shelf renewed; Poles
for national flag & logo of UC erected at main campus
Dispose old non-functional equipments Old computers and other unused office supplies disposed Disposal committee established, 100.0
Disposable items (9u6 PCs, 140 type
writers, 1 vehicle and others) identified
and made ready for an open bid
Arrange working place for staffs of newly established Offices with required facilities provided for staffs of Property Done as per plan 100.0
offices Management and HR Offices
Implement a new asset management systems All assets registered, codified and valued Done as per plan 100.0
Develop policy and procedures for disposing and replacing Policy document produced
old equipment
Put in place efficient storage & material handling system Identification and location systems placed for all items New mini-store established at ODLC, a 100.0
new database made available at the
main store
Prepare and distribute leaflets on administrative policies Leaflet of AFSO prepared and distributed to all division (employees) Done as per plan 100.0
and rules of the college for staff members
Start student tuition fee collection through visa card All students paid tuition fee through Dashen Visa Card Dashen Visa Card System installed at 50.0
Mexico campus for regular students
Prepare interim financial report 4 (Quarterly) financial statements is issued Done as per plan 100.0
Examine & approve petty cash expenditure of Regional Petty cash expenditures of all centers & agent offices examined and Done as per plan 100.0
Offices reported timely
Conduct supervision work for Regional office 3 on-site supervision visits made to 30 ROs & reported Done as per plan 100.0
Put in place strong fixed assets controlling system at Fixed asset registration book prepared at each regional offices and Done as per plan 100.0
Regional Offices & Centers reconciled at head office
208
 Activity Indicator and target Performance
Planned Achieved (%)
Provide Regional Offices with computers for registering and 30 CCs received a PC each Not done due to lack of budget 0.0
controlling students’ tuition fee
Decentralize graduate clearance to CCs 26 CCs processed graduate clearance entirely 40 CCs trained on and processed 153.8
graduate clearance entirely
Open depository account for centers Accounts opened at Sekota, Batu & Kachise Not done 0.0
Average of SP - 5 88.2
Overall performance 90.4

209
 Top-management
Activity Indicator and target Performance
Planned Achieved (%)
Strategic Priority One: Enhance the ICT and physical Infrastructure of the University College
Strategic Objective: Automate the various sections of the UC to increase the efficiency and effectiveness of services provided
Specific Objective: To automate the functions of the center in order to increase effectiveness and efficiency of service provided
Construction of buildings New design for the B+G+7 building secured New design completed 84.2
600-1000 m2 land acquired for expansion of Video shot taken for expansion request and 1000 sq.m land requested.
Green Campus; The City Municipality suggested 300 sq.m & it is under the Board of the
city council for final decision
25% construction at Green campus completed 35% completed
15 % of buildings at Deber Birhan and Arba The Arba Minch project couldn't proceed because the regional office of
Minch constructed the EPCO appeared reluctant to relocate the electric pole erected within
the territory. Complaint letter written to EPCO. Similar problem was faced
in Debre Birhan
Acquire site for Institute of Agricultural Studies Site acquired
12 classrooms, 1 store and 5 offices built at Midir Done as per plan, additionally 1 library with a capacity of 200 seats & a
Babur syndicate rooms constructed and made functional
Acquisition of server and UPSs 1 Server and 4 UPSs put in place 1 server purchased & readied for shipping delayed due to the customs' 90.0
bureaucracy, UPSs acquired and are operational
Setting up Pinter pool to monitor the misuse of printing At least all dept. offices networked with 3 printer Feasibility study done and discussed with the ICT Unit. It was found cost 50.0
pools inefficient. Alternatively, to share IT Faculty's experience, where all
computers are connected to the secretaries PC and whoever prints gets it
done through one PC caused complaint from instructor who claimed
privacy protection. It was, therefore, withheld temporarily.
Ensure faculty uploading of learning materials such as All learning materials prepared for major courses 38 of 141materials uploaded. Other courses' materials could not be 27.0
handouts, worksheets, etc on the intranet offered this academic year uploaded uploaded due to instructors' resistance thinking that would deny them of
their copy right. The management held several meetings with instructors
following their resistance to upload the handouts gave to their students
Furnish the labs with high quality furniture 2 labs refurnished with chairs and tables Done as per plan for graduate school 100.0
Improve campus sanitation Cleaning & maintain Clean student facilities Performed at main campus, same has been done at SGS 150.0
specially student facilities
Ensure the efficient use of the intranet by faculty, Most of the staff and 25 % of the students use System put in place and can be accessed from anywhere. Despite the 100.0
students and other staff for both teaching-learning and intranet repeated failure of the network, almost all office on the main campus are
office communication (information exchange) using it to exchange information and official documents. However, users

210
 Activity Indicator and target Performance
Planned Achieved (%)
purposes thru close follow up outside the main campus should be encouraged to use the web page
facility
Fix sign posts on campus for visitors to locate offices Public notice put in place Work was done but delivery was delayed 75.0
Equip classrooms with LCDs 4 classrooms equipped with LCDs Done as per plan and 2 more LCDs and 1 state-of-the-art scanner 150.0
acquired
Upgrade the status of the multi-purpose hall The hall furnished with stage, curtain, state-of- Done as per plan 100.0
the-art sound system and chairs
Automate services of student support, internship, Automated services provided by SASO, APO, PO Software for AFSO (store & human resource) and the PO were 40.0
program unit, administration and ensure the security and AFSO developed. Yet, the software for the PO was found cost inefficient during
of computer labs print. Consequently, a series of meetings were held with the owner of the
company who left the country when the software showed 80% progress.
The development of software’s for the remaining units were given to the
ICT Unit
Acquire proprietary software available for free or with Software acquired Software type and sources were identified and agreement was reached. It 75.0
a modest cost is at its final stage, waiting for dealer's says for settling payment and their
delivery of the software
Put in place CCTV to monitor computer labs CCTV put in place CCTV put in place in all labs, in many offices, all parking and free spaces 200.0
of the main campus. In addition, the SGS and Printing Press are
protected with CCTV. Nearly 80 cameras and 6 PCs are committed for
this purpose
Assist IGNOU in its endeavor to secure a building or a Report generated Done as per plan 100.0
plot of land
Work on putting in place video conferencing Report produced The provider was identified and deal to import the gadgets was done but 50.0
technology and on how to use webcam for teaching we could not get it here due to the restrictive policy of the ETC
purposes
Average of SP - 1 92.7
Strategic Priority Two: Enhancing the HR capacity of the UC (recruit & retain staff members of the highest excellence and continuously develop their capacity)
Strategic Objective: Enhance the capacity by providing short- and long-term training and institutionalized CPD for academic, support and the leadership staff
Increase the number of academic and non-academic staff by recruiting those with high competence, diligence and integrity
Specific Objective: Satisfy demand for human resource
Explore opportunities for staff training Opportunities taken hold of and documents Agreement reached with Durban University of Technology (DUT), South 100.0
produced Africa, to secure 5 PhDs but suspended as a result of the management
change at DUT, 3 PhDs secured from IGNOU, but they failed to keep the

211
 Activity Indicator and target Performance
Planned Achieved (%)
promise. 3 PhDs in IT, 3 PhDs in Education, 3 PhDs in linguistics and 1
PhD in Peace and Security secured from Addis Ababa University
Initiate staff promotion to academic rank Staff given the promotion Done as per plan 100.0
Publish human resource development strategy and Document produced Draft produced & given to HRM to prepare the final document 100.0
plan
Coordinate/ facilitate staff development training 10 staff members pursued HE at PhD level 7 staff members got admission of which 5 are doing courses while 2 are 70.0
program at PhD level waiting for the launching of the program
Develop staff appraisal scheme Document produced Done 100.0
Produce a document of staff profile Document on staff information produced showing Done 100.0
academic-admin staff ratio
Organize leadership training for top and middle level 20 managers trained Not done 0.0
managers
Average of SP - 2 81.4
Strategic Priority Three: To improve the quality of teaching-learning & effectiveness of research, both in the conventional & distance mode
Strategic Objective: Fulfill and go beyond the academic standards set at national level where such standards exist
Improve the national and international research endeavors of the UC by sponsoring research symposia, publishing proceedings, and designing ways of increasing research active faculty within
SMUC
Encourage research undertakings of faculty and students in the institution by securing adequate internal and external funds and by providing other administrative support
Specific Objective:
Publish and disseminate university legislation & Document of legislation produced Draft produced and needs a revision 90.0
relevant bylaws
Starting standard testing for major degree programs Trial test performed Following the necessary preparation, schedule was done to provide the 90.0
on trial basis service but could not be done because only 1 student showed up
Initiate special support mechanism for TVET students Support services identified and provided to Elements & units of competence identified & communicated to instructors 75.0
to enable them cope with the new requirements students & students in all departments. Discussions held with department & Faculty
(curriculum and competence test) heads on the teaching, learning & assessment to make sure they cater for
the newly designed curricula. Tutorial sessions organized on identified
areas but couldn't happen due to low attendance of students
Initiate annual comprehensive evaluation (test) for Exams administered and documents produced Exams are being administered 100.0
both TVET and undergraduate programs students
Equip the ADRU with additional learning materials and Additional computers, screens, LCDs, reference Done as per plan 100.0
educational technology materials acquired
Develop research policy and procedures Policy document produced Not done 0.0
212
 Activity Indicator and target Performance
Planned Achieved (%)
Develop program approval procedures document Document produced Done as per plan 100.0
Organize brainstorming sessions for initiating new 2 sessions organized Done and new programs are on the process to ask for accreditation 125.0
programs
Publish course catalogue for each degree program in Catalogue prepared The catalogue is prepared and the remaining task is to bind 95.0
line with the revised undergraduate curricula
Get the new undergraduate curricula commented by The new curricula of 5 programs commented and Participants identified, sent to faculty for comment 75.0
stakeholders whose emphasis is on entrepreneurship the curricula further developed
Initiating SMUC roundtable discussions with 2 sessions of discussion held with 25 Done 1 session for Law, Agri Business & Business to launch Graduate 50.0
stakeholders on teaching-learning stakeholders and outputs documented program
Devise mechanisms to engage faculty in research Document (guideline,) produced Not done 0.0
activities
Develop policy on outreach activities and community Policy Document produced Draft policy document produced 75.0
services and maintain records of outreach activities
carried out
Devise mechanisms for the identification and Three meetings organized (for selected offices Task identified and one meeting held with the UC President 40.0
dissemination of good practices among academic and and line mangers
admin staff
Review the vision, mission, goals and values of SMUC Revised vision statement drafted Done as per plan 100.0
Acquire accreditation for postgraduate (PG) programs 1 PG programs accredited Done as per plan 100.0
Acquire accreditation for new undergraduate (UG) 3 new UG programs accredited Done as per plan 100.0
programs
Organize the 2nd Multi-disciplinary Seminar Seminar undertaken & proceedings documented Done as per plan 100.0
Reactivate the quality assurance & research units at QA Units and the council made functional Done as per plan 100.0
faculty and/ dept level and form institutional quality
assurance council
Prepare succession plan Plan document produced Not done 0.0
Search grants for research and projects 2 grants secured Done, 4 project funds secured from EUV, Maastricht, Joho, and AAU 200.0
Develop communication strategy Document produced As part of the communication strategy, each department or unit sends a 50.0
monthly report to its respective supervisor and then supervisors compile
the reports from their supervisees and send it to CEIQA, which compiles
all reports coming from difference divisions and sends the final copy to the
top management for their actions and follow up. In addition, a briefing and
debriefing session is put in place in every Senate's meetings.
Communication Strategy of other universities acquired for reference
213
 Activity Indicator and target Performance
Planned Achieved (%)
Average of SP - 3 80.2
Strategic Priority Four: Extending the UC’s services and outreach activities and augmenting its role as a local development partner
Strategic Objective: Contribute to socio-economic development of the country by sponsoring social events that are relevant for social change, and encouraging voluntarism and philanthropic
activities among students and faculty
Specific Objective:
Document annual research and consultancy works Annual accomplishment on research and A 20 page draft report produced but the person assigned for the task left 25.0
consultancy published the UC before completing. Then the task was given to CEI but due to
work load caused by newly assumed assignments unable to finalize
Publish 10 year consultancy service & research Document published Not done 0.0
engagements
Earmarking budget for the social support forum Budget allocated for social support forum Done 100.0
Strengthen libraries within the Lideta Sub city 3 libraries supplied with 150 books 3 Libraries were identified to work with EKTTS and resources were 75.0
identified. However, the money grant was temporarily withheld due to the
Gov't's ban on CODL that created financial impact
Establish scholarship funds for students Scholarship funds established The required fund is dedicated. The naming of the fund has been done in 100.0
consultation with the donors. It is ready for utilization
Average of SP - 4 60.0
Strategic Priority Five: Improving the quality, efficiency and effectiveness of the admin processes and services
Strategic Objective: Improve the leadership and management capacity of SMUC through such activities as training, putting in place induction schemes, succession plans, transparency and
accountability
Specific Objective:
Finalize and distribute the salary and benefit allocation Guideline produced and distributed to concerned Done by HRM 100.0
guideline offices
Hold consultative meetings with all academic staff 2 meetings held on academic & administration 1 meeting held with all departments & the 2nd meeting was held with 100.0
issues individual departments
Endorse the 2002EC Financial plan Plan reviewed and approved Done as per plan 100.0
Introduce electronic payment system for academic All academic & selected admin staff received Done as per plan 100.0
staff salary payment electronically
Preparing staff retention scheme Document produced Done as per plan 100.0
Set up needs assessment team on SMUC programs Team organized and document produced Done as per plan 100.0
and possible interventions
Ensure the publication of manuals and brochures of Manuals of each faculty and core offices Done as per plan 100.0
the various units published
214
 Activity Indicator and target Performance
Planned Achieved (%)
Average of SP - 5 100.0
Strategic Priority Six: To enhance and link partnerships with local and international Institutions
Strategic Objective: Foster partnership with domestic and foreign higher education institutions, research organizations and quality assurance agencies for knowledge-cum-experience sharing and
dissemination
Specific Objective: Enhance the practice of partnership and joint-work
Develop collaborative links with institutes of higher MoU signed with 3 foreign universities, 5 local MoU signed with DUT, South Africa; agreement reached to partner with 225.0
education, research and other potential partners. potential employers, Boise State University, USA; MoU signed with 2 employer agencies &
cooperative training links established with 3 employers (CBE, BGI
Ethiopia, EAL); cooperation agreement reached with University of
Oregon; MoU signed with IntEnt, ETS, Dir Foundation and ORTEC
Experience sharing visits to companies 3 companies visited and outputs documented Not done 0.0
Average of SP - 6 112.5
Strategic Priority Seven: Strengthening and deepening quality assessment and sustained improvement schemes
Strategic Objective: Nurture the culture of academic and administrative quality assessment at all levels with regard to endeavors, achievements and problems pertaining to SMUC’s teaching,
research and service functions and the administrative setting thereof
Specific Objective:
Carry out self-assessment Assessment conducted and report produced Not done 0.0
Conduct progress evaluation meetings Four meetings held on a quarterly basis 3 meeting held 75.0
Average of SP - 7 37.5
Overall performance 80.6

215
 Monitoring tools

Monitoring Record I
Strategic Planning Period:
Financial/Academic Year:
Faculty/Division/Department/Office:
Strategic Theme/Priority Addressed:

Strategic (general) objective:

Specific objective:

Activity Expected results (output) Indicators Comment

(Note progress/ achievement, problems, and recommendations for corrective measures)
Activity 1.1

Activity 1.2

Activity 1.3

Activity 1.4

Activity 1.5

Monitored by (Name of person): __________________________________________

Date: __________________________________________
Signature: __________________________________________

216
 Monitoring Record II: Site Visit

Strategic Planning period: ______________________________________ Financial/academic year: _______________________________________

Faculty/Division/Department/Office: ______________________________________ Date of Visit: _______________________________________
Project Number: ______________________________________ Project Name: _______________________________________
Name of Person(s) Visiting Project: ______________________________________________________________________________________________________________

Objective of the visit (i.e., routine supervision, technical assistance, problem resolution)

Observations:

Recommendations:

Actions to be taken and next steps

217
 Monitoring and Progress Reporting

Strategic Planning Period: ______________________________________ Financial/academic year: _______________________________

Faculty/Division/Department/Office: ______________________________________ Type of report (frequency): _______________________________
Reporting period: ______________________________________ Compiled by (Name of person): _______________________________
Date: ______________________________________ Signature: _______________________________

Strategic Theme/Priority Addressed:

Strategic Objective:

Specific Objective:

Planned Activity Planned target for the reporting period Is the planned target being achieved? If “no”, describe why it is so, and indicate the way forward (i.e.,
(expected results and Indicators) recommendation)
Activity 1.1

Activity 1.2

Activity 1.3

Activity 1.4

Activity 1.5

N.B. Planned target could be:

 Starting carrying out the activity in the reporting period
 Part of the activity to be accomplished in the reporting period
 Completing the planned activity by 100% - by achieving the desired results (outputs) in the reporting period.

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 Monitoring and Progress Reporting

I. Narrative Report (please use as much space as needed)

a) Activities completed in this period:

b) Problems and difficulties encountered in the implementation process:

c) How have these problems/difficulties been addressed?

d) Assessment of achievements to date based on indicators specified in the work plan:

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e) Activities yet to be completed:

f) Request for additional technical assistance (if any):

g) Request for revision in implementation schedule or activities (if any):

h) Additional remarks:

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 Strategic Directions and Objectives of SMUC
Strategic Strategic objective
goal/direction To:
(1) Enhancing the (a) Construct buildings to accommodate the growing need for classrooms, syndicate
ICT and physical rooms, lecture halls, staff office facilities, libraries, staff reading rooms, cafeteria,
infrastructure of recreation centers, training centers, play grounds, model offices and/or shops,
the UC resource centers with adequate facilities for the conventional mode of teaching;
(b) Construct own office buildings and regional study centers to accommodate the
growing number of distance learners;
(c) Create a conducive teaching-learning environment by improving quality of
campus life and physical facilities for learning;
(d) Develop ICT enterprise architecture for SMUC, avail well-equipped and sufficient
ICT resource centers and sustain the same for the conventional and distance
education divisions;
(e) Automate the various sections of the UC in order to increase the efficiency and
effectiveness of services provided;
(f) Expand the capacity of the UC’s resource centers and libraries in terms of
adequate space, equipment, furniture, and relevant materials in printed and
electronic formats
(2) Enhancing the (a) Increase the number of academic and non-academic staff by recruiting those
HR capacity of with high competence, diligence and integrity;
the UC (b) Design HRD strategy which caters the need for sound organizational structure,
(recruiting and job description, and attractive staff remuneration and benefit packages with the
retaining staff aim of motivating, upgrading and retaining staff;
members of the (c) Enhance the capacity of the UC by providing short-term and long-term trainings
highest as well as institutionalized CPD for academic staff, support staff and the
excellence and leadership;
continuously (d) Work towards the attainment of staff to student ratio of 1:20 for lecture courses
developing their and 1:12 for practical courses;
capacity) (e) Steadily raise the number of academic staff with the academic rank of lecturer,
assistant professor, associate professor and above as per MOE policy through
recruitment and by encouraging research and publications that facilitate
academic promotion;
(f) Ensure that the number of permanent and joint staff is beyond double the
number of part-time (adjunct) staff;
(g) Work towards the objective that no instructor shall start teaching before
induction and introductory pedagogic training;
(h) Ensure that the academic to support staff ratio shall be in accordance with
international standards (i.e., between 2:1 and 3:1)
(3) Improving the (a) Initiate, develop and enhance demand driven and need-based curricula both at
quality of undergraduate and graduate levels, and make period revisions of existing
teaching - curricula;
learning and (b) Fulfill and go beyond the academic standards set at national level where such
effectiveness of standards exist (such as the curriculum and standards for Law degree Program
research, both in and the TESO for Teacher Education);
the conventional (c) Publish journals, textbooks, higher education series, digest series, and
and distance workbooks that would enhance the institution’s efforts in teaching, research and
mode publication;
(d) Maximize the student learning experience, and promote student-focused
learning by helping students achieve personal academic goals through
academic and professional advising, counseling and career services;
(e) Encourage student involvement in the decision-making process at SMUC;
(f) Encourage research undertakings of faculty and students in the institution by
securing adequate internal and external funds and by providing other
administrative support;
(g) Improve the national and international research endeavors of the UC by
sponsoring research symposia, publishing proceedings, and designing ways of
increasing research active faculty within SMUC;
(h) Set up regional study centers for distance learners with all the necessary

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 manpower and material resources and improve the tutorial services provided;
(i) Ensure efficient programming in both the conventional and distance education
divisions;
(j) Focus on enrolling students of diversified background with the requisite
academic base for SMUC academic programs;
(k) Improve learning outcomes of distance learners by improving and developing
standardized and up-to-date self-instructional interactive multi-media
resources/materials;
(l) Facilitate practical training in the regional study centers for distance learners and
in the conventional mode as well;
(m) Strengthen the existing communication, collaboration and coordination within the
UC;
(n) Improve and further diversify the existing student assessment schemes used at
SMUC
(4) Extending the (a) Involve in preventing the prevalence of HIV/AIDS by providing well-coordinated
UC’s services guidance and counseling services, as well as assisting students and others
and outreach living with the virus;
activities & (b) Provide community services to the nearby community in the realms of education,
augmenting its legal aid to the needy, training on ICT literacy, business education and others;
role as a local dev’t (c) Provide financial aid and scholarship opportunity for women, people with
partner disabilities, and other socially disadvantaged groups;
(d) Augment SMUC’s involvement in social development programs;
(e) Contribute to socio-economic development of the country by sponsoring social
events that are relevant for social change, and encouraging voluntarism and
philanthropic activities among students and faculty;
(f) Provide short-term training and consultancy services to potential employers and
members of other governmental and non-governmental organizations;
(g) Provide quality professional consultancy and short-term trainings to private and
public enterprises;
(5) Improving the a) Enhance efficiency and effectiveness through decentralized decision-making;
quality, efficiency (b) Improve the leadership and management capacity of SMUC through such
and activities as training, putting in place induction schemes, succession plans,
effectiveness of transparency and accountability;
the admin (c) Reduce sole dependence on tuition by developing alternative revenue sources;
processes and (d) Establish the requisite transportation management structure and provide efficient
services and adequate transportation services;
(e) Improve administrative staff coordination and communication;
(f) Design and improve such institutional schemes as customers handling, staff
remuneration and performance management;
(6) Enhancing link a) Form/ establish strong link with SMUC alumni and consistently conduct tracer
and partnership study of graduates;
with local and (b) Nurture and strengthen link and communication with potential employers;
international (c) Strengthen link with parents of students, government and international
institutions institutions, embassies, and other pertinent institutions that are stakeholders in
higher education endeavors in Ethiopia;
(d) Create and enhance link with higher education institutions, faculties and
departments both at national and international level that target at conducting
undergraduate and post-graduate programs, research and outreach activities;
(e) Solicit partnerships in non-profit joint projects that enhance the quality of the
teaching, research, publication and community service functions of SMUC;
(f) Foster partnership with domestic and foreign higher education institutions,
research organizations and quality assurance agencies for knowledge-cum-
experience sharing and dissemination.
(7) Strengthening a) Implement efficient and effective procedures, processes, and systems that
and deepening safeguard and improve the quality of SMUC’s teaching, research and outreach
quality activities;
assessment and (b) Nurture the culture of academic and administrative quality assessment at all
sustained levels with regard to endeavors, achievements and problems pertaining to
improvement SMUC’s teaching, research and service functions and the administrative setting
schemes. thereof;

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(c) Design quality audit policy and setup the structure at every level;
(d) Develop quality audit manuals, protocols, post-evaluation program of action, and
communication channels;
(e) Sustain and increase SMUC’s commitment to self-study and external audit;
(f) Introduce and enhance academic and support staff appraisal schemes targeting
at self-improvement (which are different from performance evaluation
mechanisms used for rewards and promotion);
(g) Involve student representatives in academic and administrative quality
assessment schemes;
(h) Ensure the implementation of SMUC’s Quality Assurance Council decisions and
findings of CEIRQA and the Council’s Units.

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Strategic Issues and Objectives of Research at SMUC
This section gives the strategic issues and objectives that will address the strategic issues identified for the
strategic period. The strategic objectives shall guide the operational strategies to guarantee the realization of
each strategic objective of the main verifiable results of undertaking the objectives

Operational Strategies

 Mobilize full participation of the SMUC staff

 Develop transparent research funding rule and regulation
 Develop linkages and work relationships with local and international partners
 Provide relevant research information to all stakeholders on the basis of studies and projects

Strategic Issue One: Creating a Conducive Research Environment at SMUC

Strategic objective 1: Establishing an optimum ratio of research-teaching engagement at SMUC

Strategic objective 2: Evaluating and improving the existing system for recognizing and rewarding
staff/student engagement in research.

Strategic objective 3: Improving facilities and infrastructure needed for research.

Indicators of Progress

o The amount of support given to staff to undertake research, research visits, attend conferences and
other research-related activities
o The amount of fund allocated from the institution to research related activities
o Provision of facilities and research infrastructure at institutional level

Strategic Issue Two: Upgrading the research skill of the academic staff and students

Strategic objective 1: Developing manuals for training

Strategic Objective 2: Organizing permanent training sessions for academic staff and students

Indicators of progress

o The amount of involvement of students more in research activity as a means of learning, including
learning about or even contributing to the Research undertaken by their tutors;
o The learning & teaching of research methods in the appropriate discipline and/or professional area.

Strategic Issue Three: Creating teaching-research link at institution level.

Strategic objective 1: developing research guidelines and implementing plans to strengthen the
teaching-research nexus.

Strategic Objective 2: Organizing sessions where the link between research and teaching are regularly
discussed

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 Indicators of Progress

o Developed guidelines for the creation of teaching-research nexus.

o Using and applying research outcomes across disciplines within SMUC.
o Constructing curricula which are more research-based.
o Organized sessions for drawing on new findings and developments in the appropriate discipline
and/or professional field

Strategic Issue Four: Developing and strengthening the research management and support system.

Strategic objective 1: Examining the existing Research Governance Framework and putting in place
effective leadership and management system at all levels.

Strategic objective 2: Developing information database regarding research grant opportunities and staff
publications

Strategic objectives 3: Undertaking regular leadership and management training relevant to research.

Strategic objectives 4: Developing a mechanism for introducing Research Assessment Exercise at

institutional level and for reviewing the research strategy on regular basis

Indicators of Progress

o The establishment of a Research Government System at the Senate & down to the lower level.
o Establishment of information data base on grant opportunities & staff publications.
o Number and type of training given to research mangers.
o Developed manual for Research Assessment Exercise (RAE) and commencement of evaluation
activities.

Strategic Issue Five: Developing a Scheme for Research Funding and Income Maximization through
Research.

Strategic objective 1: Developing systems for generating income through research.

Strategic Objective 2: Increasing external research income by making an increased number of grant
applications.

Indicators of Progress

o The establishment of a funding scheme at institutional level

o The amount of external fund secured from a range of funding sources & across disciplines
o The number & type of grant applications made

Strategic Issue Six: Encouraging Collaborative Research

Strategic objective 1: Developing contact databases on academic institutions, industry and business
that might engage in research in partnership with SMUC.

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 Strategic objective 2: Identifying researchable issues of disciplines (within and outside of SMUC) and
creating synergies between disciplines.

Strategic objective 3: Creating links and partnerships with local and international institutions

Indicators of progress

o Development of database on possible research partners.

o Links with businesses and other potential funders locally, nationally & internationally.
o Type & number of researchable issues identified across disciplines.
o Type & number of research links established with other institutions.

Strategic Issue Seven: Enhancing SMUC’s Research Profile by Disseminating Research Findings

Strategic objective 1: Raising institutional awareness on research and information dissemination.

Strategic objective 2: Developing a variety of modalities to communicate the research activities of SMUC
to internal & external stakeholders.

Indicators of progress

o The dissemination of research findings through website, on-line research news, etc
o The creation of closer liaison between CEIRQA and other sections of SMUC in a manner that
maximizes communication about research

CROSS-CUTTING ISSUES

To realize SMUC’s strategic objectives, all the way through the five year phase of implementation, attention will
also be given to the inclusion of cross-cutting measures related to planning, management and governance issues
of higher education; issues related to quality, gender, access, equity, performance appraisal practices, grading
system, students’ performance, motivation and attitude; distance education and highly relevant social issues
such as HIV/AIDS.

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