Professional Documents
Culture Documents
FINAL VERSION
2 June, 2012
Prepared by Prof. Young Kyun Kim and AAiT reform team
TABLE OF CONTENT
Executive Summary
1.
The Transformation Process at AAiT
1.1.
1.2.
2.
3.
-1-3-
-4-
2.1.
2.2.
2.3.
2.4.
-4-5-5-6-
5.
Vision
Mission
Objectives
Values
4.
v
-1-
-7-7-9- 10 - 10 - 10 -
4.1.
- 10 - 10 - 11 -
4.2.
- 12 - 12 - 13 -
4.3.
- 14 - 15 -
4.4.
- 17 - 17 -
4.5.
- 19 - 19 -
4.6.
- 19 - 19 -
4.7.
- 20 - 20 - 20 -
4.8.
- 20 - 20 - 21 - 23 -
Academic Units
5.1.
- 23 -
The Schools
- 24 -
5.1.1.
5.1.2.
5.1.3.
5.1.4.
6.
7.
School Deans
Duties and Responsibilities of the School Dean
The School council
Duties and Responsibilities of the School council
- 24 - 25 - 25 - 26 -
5.2.
The Chairs
5.2.1.
The concept of Chairs
5.2.2.
Duties and Responsibilities
- 27 - 27 - 27 -
5.3.
- 28 - 28 -
5.4.
- 29 - 29 -
- 29 -
6.1.
6.2.
- 32 - 32 - 33 - 34 -
6.3.
6.4.
Technical Staff
Enhancing Research
6.4.1.
Encouraging staffs to do research
6.4.2.
Establishing core competence research laboratories
- 34 - 35 - 35 - 36 -
6.5.
- 36 - 36 - 37 -
6.6.
Student Participation
6.6.1.
Participation in Decision-Making Processes
6.6.2.
Student Information
6.6.3.
Student Council
6.6.4.
Student Clubs and Associations
- 37 - 37 - 38 - 38 - 38 -
6.7.
Gender mainstreaming
6.7.1.
Situation
6.7.2.
Planned activities
- 38 - 38 - 39 -
- 40 -
ii
- 40 - 40 -
7.1.2.
7.1.3.
7.1.4.
7.1.5.
7.1.6.
7.2.
7.3.
7.4.
7.5.
7.6.
7.7.
7.8.
7.9.
8.
Gender office
Infrastructure and Facility Administration
Human Resource Unit
Student Services
ICT-Services
Associate Registrar
Library
The External Relations Unit
7.9.1.
Technology Transfer Management
7.9.2.
Qualified Internship System and Career Development
7.9.3.
Research Coordinator
7.9.4.
The Public Relations Office
9.
- 41 - 41 - 42 - 42 - 42 - 43 - 43 - 43 - 44 - 44 - 45 - 46 - 46 - 46 - 48 - 48 - 49 - 49 - 49 - 51 - 51 - 52 - 52 - 52 - 52 - 53 - 54 - 55 - 56 - 57 - 58 - 59 - 59 - 60 -
iii
- 70 -
- 70 - 71 -
- 71 - 71 - 72 - 73 -
WP 6 Reform on Infrastructure
WP 6.1 Maintenance of Existing Buildings
WP 5.2 New Campus for AAiT (KAIST as a Model)
WP 5.3 Student Facilities
WP-5.4. ICT Infrastructure
WP 5.5 Student Dormitories
WP 5.6 Student Cafeteria
WP 5.7 Staff Facilities
WP 5.8 Housing: Retention of existing, and attraction of new staffs
- 74 - 74 - 75 - 77 - 77 - 78 - 79 - 81 - 82 -
- 83 -
- 83 - 84 - 84 - 85 -
- 87 -
iv
- 88 - 90 -
Executive Summary
This proposal addresses the principles and guidelines to successfully reform Addis
Ababa Institute of Technology (AAiT) that started in April 2010 when AAiT was designated as a model Institute of Technology (IoT) in Ethiopia. This proposal is prepared based on my fact finding visit to AAiT on April 3 - 7, 2012.
It is believed that the competitiveness of a country comes from the competitiveness
of Education. Like South Korea, Ethiopian people have a strong zeal for their children's high education, which shows a bright future for Ethiopia. To meet the Ethiopia
Reform Target of becoming a middle income country by 2025, in particular, Higher
Education Reform will be a major center piece. Vietnam in Asia will be a good example for a close look. Vietnam is surely a developing country now with GDP per
capita, PPP of US $3000 and the similar population of 84 millions. With the success
of Higher Education Reform in Vietnam, it now becomes global industry's high-tech
manufacturing base for the Asian and global markets. It is my sincere hope that
Ethiopia can follow this track of Vietnam and be a global high-tech industry's manufacturing base for the African and global markets in the near future.
The vision for AAiT will be 1) Top 5 IoT in Africa by 2015; 2) Top 100 in IoT in the
world by 2025. AAiT will represent Ethiopia as a global leading technology institute
and be a base institute for Ethiopia's Industry/Academia/Research collaboration.
The direction for AAiT will be clearly market-driven. Therefore all the academic and
research programs in AAiT will be practical and valuable for the Ethiopian people's
well being and their life improvement. That path of AAiT will surely lead to the
country's economic growth.
AAiT will continue to reform to produce high tech leaders for regional industry sector and regional universities. In doing so, AAiT will develop several research
projects with government, global industry and research institutes. AAiT will establish several core competence laboratories (such Civil Infrastructure, Energy Technology, Water and Environment, and Food Technology). AAiT departments/schools
have excellent skills and expertise in these core competence areas, and these core
competence laboratories are ready to undertake their new challenges solving the
countrys and global high priority issues.
Active research in AAiT will contribute to multiple purposes for academic staffs and
students. It helps to enrich teaching and learning since research will add ingredients
of practical application of theories learned in classes. The research activities will help
to upgrade the level of academic staffs in connection with Master or PhD degree.
v
Through practical research activities, academic staffs can develop the capacity of
meeting individual needs as well as fostering growth of industry. In addition, research will bring in extra revenue for AAiT and for faculty members.
In reviewing and proposing the new AAiT academic program, we all agree with the
fact that AAiT is quite big and diverse, and therefore the institute cannot work without a middle management level between the department chairs and the institute leadership. Our new academic program will therefore upgrade the departments to
schools. This is not only a change of name. According to the Senate Legislation of
Addis Ababa University, schools are equivalent to faculties and colleges. These units
have through their academic commission decision making power in most academic issues. Compared to the former departments, the schools will have a more professional academic administration, will be able to handle most staffs and student affairs
and can have different undergraduate and postgraduate programs. We hope that the
schools will be able to better cope with the increasing student numbers and will be
more flexible in opening new programs.
In the new academic program, aligning with national and regional development
plans and the economic demands, we will establish four schools of engineering,
namely School of Civil and Environmental Engineering, School of Chemical and BioEngineering, School of Electrical and Computer Engineering, and School of Mechanical and Industrial Engineering. In this new schools structure, we add new crucial
programs such as Food Engineering, Material Engineering, Bio Engineering and Environmental Engineering, which are so important for Ethiopian people's daily life
and well being. Also coping with the trend of Convergence of technologies, the
new academic program will strengthen the Information Communication & technologies (ICT) skills and infrastructure for their maximum use.
For the newly added academic programs, high quality teaching staffs are urgently
needed. The new programs may be started in cooperation with the leading oversea
industry and engineering institutes so that AAiT can secure practical guidance in
curricular development and teaching staffs supply. Also AAiT will seek for international academia cooperation programs by sending its staff members to the universities in Korea, Germany, South Africa, US, Canada and others.
AAiT needs to extend the invitation of expatriate professors to bring in experienced
Ethiopian professionals living in foreign countries. Similar to the case in Korea in
1970s and 1980s, they will be interested in returning to home country as Ethiopian
economy and living condition continuously improve. In parallel, Ethiopian Gov-
vi
ernment should develop extra-ordinary program to recruit oversea Ethiopian scientists by offering incentives such as settlement cost assistance and free housings.
A very important factor to recruit qualified academic staff members is again a reasonable salary. Presently the salary level of academic staff members in Ethiopia is
very low compared with industry sector. In Korea, the salary level of university professors reaches around 75% of income of industry sector with a similar experience.
But in Ethiopia it is less than half of the industry salary. We assume Ministry of Education (MoE) is well aware of this poor salary condition of academic staffs and
would resolve the issue in near future. Meantime, working with government and
industry, AAiT would attempt to increase research and consulting activities which
can generate additional benefits to academic staffs and to the institute. AAiT will
also plan to compensate for outstanding academic staffs by offering some form of
financial incentives for recognition and encouragement of their hard works. These
incentives will be financed from the internal revenue generated by AAiT.
The recent explosive increase in number of undergraduate students in AAiT reaches
beyond our tolerable level. AAiT as a prestigious and model IoT in Addis Ababa,
Capital, of Ethiopia really expects to accept top-quality students from high schools
nationwide through entrance examinations or other means.. Therefore AAiT would
like to be considered as a model institute which is empowered to directly select students for admission in accordance with Art. 39.6 of the Higher Education Proclamation. Until the governmental policy becomes favorable to AAiT, AAiT should face
with this great challenge and develop a curricular program designed to prepare for
all different level students.
To cope with heavy teaching workloads for all academic staffs, we should develop
revolutionary on-line education means such as Open Ware Courses offered by MIT
for the maximum outsourcing. By taking this revolutionary way and with setting up
of advanced internet-based classrooms, academic staffs' teaching loads may be greatly reduced. Without conducting actual lectures themselves, academic staffs can effectively utilize teaching assistants in graduate-level for the class supervisory works.
Eventually, academic staffs can be more productive spending more time on their
focused research areas as well. We will train the staffs and start this on-line program
with exemplary undergraduate courses for each school and gradually increase the
courses guaranteeing the overall education quality.
We should also be aware that the current undergraduate engineering programs with
five-year in Ethiopia have great deficiencies in meeting with the Global Standards
Education. It is the global common practice to have a four-year Bachelor degree for
vii
engineering schools prior to a Master degree. Local industry is looking for high quality engineering students as fast as possible for their business demands and success.
Working closely with other IoTs and MoE, AAiT should redefine the undergraduate
engineering degree programs so that globally acceptable academic programs are put
in place soon.
Reviewing overall programs in AAiT, first major issue dealing with infrastructure in
general requires an urgent remedy with a priority allocation of budgets. For highquality teaching and research, high-speed internet infrastructure in a campus is a
must AAiT should have. There were some works done, but still a lot of works are
needed for further improving. Besides this poor internet situation, recent explosive
increase of undergraduate students enrolled, there are a great shortage of classrooms
and qualified teaching staffs. And with recently signed government and industry
research projects AAiT gets engaged, certain schools require more lab space for conducting their immediate research works.
There are three Key Reform Success Factors, namely
1) Speed
2) Empowering
3) Stability.
To handle effectively the challenging reform issues in AAiT (academic program, infrastructure, classrooms shortage & building plan, staffing & training, faculty recruits & incentives, and others) and pursuing the future visions, AAiT should have
the Autonomy Directive (issued in October 2011) within AAU to be fully in place in
Finance and Administrative Matters. A new Scientific Director of AAiT should be
empowered with the autonomy for the speedy reform of AAiT.
However, autonomy does not mean complete independence. AAiT will remain a
part of Addis Ababa University. In infrastructural issues, AAiT relies on the close
cooperation with the central university. AAiTs study programs will continue being
endorsed by the university senate and the AAiT students are proud to receive degrees from Addis Ababa University and AAiT. The success of the transformation
process at AAiT will also be a success of the university as a whole.
Last but not least, AAiT, a present name of the institute will be changed to a new
brand "EAiT". Only one alphabet change, but it has a great substance there. The new
name "EAiT" stands for "Ethiopian Advanced Institute of Technology" reflecting its
presence as a global leading technology institute representing Ethiopia, and also its
balanced academic and research-centered presence for the country's economy
viii
growth. It is planned to re-name the institute after the first phase of the transformation process has been successfully implemented.
In the sequel, the proposal presents rationales for the proposed reform tasks. Detailed road maps of action items to successfully revolve and complete the already
started reform process are also presented.
ix
AAiT plays a key role in educating highly qualified teaching staff, industrial engineers and researchers. Addis Ababa University is not only the oldest but also the
most renowned university in Ethiopia. As one important part of it, AAiT is currently
the leading technological institution in the country with a good reputation for its
graduate and post-graduate programmes. However, compared to international
standards the research activities, the international cooperation, the linkage with industry and the number of PhD degrees is not satisfying. These aspects are connected
with each other: applied research will be the basis for better cooperation with industry but also for international networking. PhD students as well as MSc students will
profit from a research oriented environment. At the same time, teaching will be im-1-
proved by a strong practical focus of the lecturers. In order to make fast progress in
all these areas, several studies show that a reform of the governance system is indispensable.
The urgency for academically trained professionals and the high shortage of qualified academic teachers/scientists will require the collaboration with institutions
abroad. This will be established through partnerships.
The change of mentality, attitudes and culture is a prerequisite to follow new paths
and to set-up new structures. Thus, a different way of thinking and acting cannot
simply be prescribed. People need to understand why it is necessary to change their
own familiar attitudes. It is also to understand that a reform is a process that needs
time and the involvement of all: government, stakeholders and actors. Change processes need enthusiastic and brave people at all levels, which are willing to try new
paths and go for it. In addition, a trusting and positive environment is needed to facilitate the reform. Consequently, governance has to be organized as a process to be
accompanied by change management.
-2-
It is evident that the reform depends on the active involvement of dedicated staffs
and students. A core group of change oriented staffs will be involved from the very
beginning in the planning and implementing of the transformation process. The
newly established Reform Office will be in charge of organizing the communication
within the institute but also towards the university community, the government and
the public as a whole. Resistance against the reform is to be expected but after seeing
the first concrete progress in the core areas of the reform, a majority in the institute
will support it. Especially for the younger academic staff members, the perspective
-3-
The sustainability of transformation process will be ensured by transferring the responsibility in due course to the Ethiopian members of AAiT. Both directors will
closely work together with their deputies. The deputy directors will benefit from this
cooperation by gaining practical experience on international leadership and management principles. Vice versa, the international directors will benefit from the internal knowledge and the contacts of their deputies. But also other leading staff
members will be expected to take responsibility for parts of the reform packages. A
group of change agents who fully identify with the objectives of the reform will
continue the transformation process also after the contribution of international experts has come to an end. This group which will consist of academic but also administrative staff members will be encouraged and strengthened during the whole process. An important tool will be to give them access to international leadership and
management trainings.
2.1. Vision
The vision for AAiT will be
1)
2)
AAiT will represent Ethiopia as a global leading technology institute and be a base
institute for Ethiopia's Industry/Academia/Research collaboration. AAiT is the first
Institute of Technology in Ethiopia to reach international recognition in its research
and achieves highest employability for its graduates.
-4-
2.2. Mission
2.3. Objectives
1.
2.
Key performance indicators will be used in order to ensure that the quality
of teaching, projects and research is amongst the top five IoTs in Africa in all
disciplines represented at AAiT
3.
AAiT will put high priority on student outcomes that make students highly
employable in the Ethiopian industry
4.
Mechanical,
Chemical
-5-
and
Computer
Engineering
and
6.
AAiT will become the technology institute with the highest level of
international recognition through an accelerated program that involves up
skilling of its academic staffs.
2.4. Values
The following values should serve as the basis for implementing AAiT:
Social responsibility
AAiT strives to reach its full potential in order to fulfill its social responsibility
through the active participation of its students and staffs in industry projects,
research, community development activities and public services. It aligns its
activities in such a way that it is able to carry out the responsibility bestowed upon it
as a public institution. It serves society by bringing about technological progress and
contributing to social transformation.
High level of performance does also imply international recognition for any
university that aspires to be the leading university in Ethiopia. This in turn requires
that strong incentives are given to staffs to undergo and publish research outcomes.
Committed leadership
AAiT leadership is dedicated to excellence and has a strong will to succeed and excel
in its endeavors. It is characterized by the integrity and competence needed to
accomplish its mission and a resolute focus on the strategic issues.
-7-
The School level (made up of all Chairs, the School Deans and its managers)
accountable to AAiTs Management Board)
The Chair level (made up of a Chair holder and all academics of his/her
group)
The structure is designed to allow AAiT to establish direct linkage to industries, the
business and public sectors in such a way that these partnerships are able to benefit
the institution as well as the stakeholders. In effect, benefits to the economy will be
the focus for all of the institutions core activities, such as the curricula, research
activities, and technology transfer and student enrolment.
-9-
3.3.
The Governmental Policies and Strategies shall be enabling AAiT, not governing it in
detail. AAiT will contribute to mutually trusting relationships and be proactively,
transparently and forward acting. According to the Organizational Structure, the
Ministers and Ministries of Education and Civil Service control and support AAiT
through the Supervisory Board via the Management Board. No direct cut-through
intervention bypassing the Management Board takes place.
To take any disciplinary action, including removal from office, against the
deputy scientific director or the managing director, and in the case of the
scientific director in consultation with the University Board in the event of
serious failure to discharge his responsibility;
To review and submit strategic plans, annual plans and budgets of the
institute
and
supervise
their
implementation;
approve
and
submit
Each voting member of the Supervisory Board shall serve a term of three
years. He/she may be re-appointed by the respected authorities for the
maximum of one more term.
authority over the budget and can make changes in allocation by its own decision,
based on the institutional goals and objectives. All administrative issues, such as
staff employment, budget allocation, building and office space allocation, are
strongly tied to institutional goals.
Institutional performance reports are presented by the Management Board to all
members of the Institute quarterly. Feedback on such assessments should be used as
input for the following term. In accordance with the current BPR and Civil Service
Reforms at the public higher education institutions, mechanisms for handling
complaints from internal or external bodies must be implemented in a fair,
transparent and timely manner.
The Management Board is responsible for all administrative and financial issues of a
general nature. This includes but is not limited to the following responsibilities
a. to approve the budget request to be submitted to the Supervisory Board
b. to take major decisions with regard to the budget allocation
c. to decide on the organization of the administration and support units
d. to approve salary and allowance schemes to be submitted to the
Supervisory Board
e. to approve guidelines, procedures and manuals for the management of the
institute
f. to approve space planning and construction projects
g. to prepare and approve quarterly reports
h. to prepare and approve strategic and other plans
i. to oversee the implementation of regulations, guidelines and decisions
taken by the Management Board
- 13 -
- 14 -
and of other
- 15 -
to take all decisions with regard to academic and technical support staffs of
AAiT which are not explicitly given to another body by this bylaw
to appoint the school deans (in consultation with the academic units) and
academic unit heads
to determine and implement, upon approval by the Council and the
Supervisory Board, academic unit level governing bodies and structures
guided by the principles of relevance and quality of education and research,
autonomy, efficacy and efficiency of service delivery;
to develop and implement institutional standard measures and ensure that
the academic and administrative operations of the institute are on the basis of
the standards;
to inform periodically the Supervisory Board, government and the public
about the state of the institute;
to represent the institute in all its dealings with third parties;
to delegate, as may be necessary, his powers and responsibilities to the
deputy
scientific
director
or
appropriate
heads
of
academic
and
administrative units.
In addition to the duties and responsibilities defined in the directive, the Scientific
Director
a. chairs the Council and Managing Board meetings
b. is entitled to overrule decisions of the Managing Board and the Council if
he/she is of the opinion that the decision endangers the development of AAiT
c. is accountable to the Supervisory Board
d. holds a position superior to all academic staff members
e. is entitled to handle, decide and act in case of emergency or of unforeseen
events which are not covered by university or AAiT regulations
- 16 -
Institute
Management
Managing Director
Deputy Managing
Director
Budget, Finance,
Procurement
Internal Audit
General Service
and Property
Human Resource
Facility Mangt
Student Services
Gender Office
h. to select, manage, and dismiss administrative staff of the institute on the basis
of the law;
i. to guarantee compliance with legal provisions, especially the HEP and other
laws regarding the relationship between AAiT, the university and the
government
j.
- 18 -
Library
ICT services
He/she is a member of the Management Board and the Council. He/she holds
shared responsibility in all matters with the Scientific Director of AAiT, as decided
by the Scientific Director. He/she acts on behalf of the Scientific Director when the
latter is absent from his office.
Study Programs
Ensuring the relevance and quality of the educational services of AAiT
Ensuring that the AAiTs study fields, disciplines and undergraduate,
graduate and PhD programs are demand-based
Monitoring study programs, quality assurance and enhancement
standards and mechanisms, teaching strategies and standards, student
admission criteria, entrance examinations systems or tests, academic
guidance systems and methods
Approving the overall structure of curricula at AAiT
Developing student promotion criteria, exam and re-exams rules of AAiT
Approving curricula changes and new curricula to be submitted to the
Senate
Approving
graduations
(in
the
undergraduate
- 21 -
and
postgraduate
Institutional Matters
Approving the Strategic Plan of AAiT
Examining and approving recommendations by the Management Board
with regards to opening, closing or merging academic units within AAiT
The Council will meet in general every two months and will be chaired by the
Scientific Director. Under urgent circumstances, the Scientific Director or one third
of the Council members can call for an extraordinary meeting. The meeting agenda
will be prepared by the Scientific Director and sent to all members at least one week
before the meeting. Each Council member can propose agenda items.
The Council can only take decisions, when a quorum of half of its members is
present. All decisions of the Council are taken by simple majority vote of the present
members.
Institute Members, which are not members of the Council, can be invited by the
Chairperson to participate in the meetings without voting rights.
- 22 -
5. Academic Units
It has proven necessary to adapt the organizational structure of the institute to the
growth of AAiT and the enlarging numbers of students and study programs. The
existing department structure has reached its limits and will be replaced by schools
with stronger decision making powers and a professionalized handling of the study
programs. The schools will have the mandate to finally decide on most of the
students and study cases. This will allow the Council of AAiT to focus on guidelines,
quality control and the strategic development of AAiT.
Each School can run several undergraduate and/or postgraduate programs. The
ownership of the study programs by the School allows a more flexible staff
allocation and reduces the bureaucracy. However, in some cases the development
and implementation of new programs need dedicated staff and a decentralized
structure. For interdisciplinary programs which involve more than one School (e.g.
- 23 -
The Deans are the line managers of the Chair-holders, thus they should also be
strong researchers. They are responsible for all programs within a School and their
main task is to support the Chairs of the School adequately in the leadership of the
sub-disciplines.
The School Deans assign teaching loads to each of their sub-disciplines and make
sure that the amount of teaching does not interfere with the strategic aim that within
each Discipline research is built up.
- 24 -
- 26 -
AAiT will re-assess the existing curricula with the objective to improve the quality
and at the same time to reduce the duration of the programs from five years to four
years which is the international standard. In collaboration with other IoTs and MoE,
AAiT will develop proposals how to redefine the undergraduate engineering degree
programs so that globally acceptable academic programs are put in place soon.
- 29 -
AAiT will continue working with public and private stakeholders in order to
develop practice oriented Master-Programs. However, it will be necessary to
consolidate the existing programs and to attract sufficient national and international
staff for teaching and supervising.
To cope with heavy teaching workloads for all academic staffs, we should develop
revolutionary means such as Open Ware Courses offered freely by MIT for the maximum outsourcing. By taking this revolutionary way and with setting up of advanced internet-based classrooms, academic staffs' teaching loads may be greatly
reduced. Without conducting actual lectures themselves, academic staffs can effectively utilize teaching assistants in graduate-level for the class supervisory works.
Eventually, academic staffs can be more productive spending more time on their
focused research areas.
- 31 -
In order to reach its objectives, AAiT has to reverse this trend. For all BSc-holders in
the teaching staffs it will be obligatory to enroll in the MSc programs after having
served one year in the institute. By this measure, the percentage of BSc holders will
be kept at around 20 %.
- 32 -
The percentage of PhD holders should reach at least 30 % of the teaching staffs. In
order to meet this objective AAiT will actively try to attract former staffs that
completed their PhD abroad. Additionally it is planned to recruit good graduates
directly after their second degree and to offer them positions of researchers with the
opportunity to do their PhD in an internal program in cooperation with an
international university.
For the individual teacher, professional development is not only his/her personal
responsibility to complete training or educational qualification, but also the
professional responsibility must extend to being updated on the practical skills and
current developments in their fields of specialization. The failure of a staff member
to take part in professional development activities will be considered as
unacceptable professional conduct, as the students are to be provided with the
highest quality of teaching and research services. The individual staff member needs
to keep in mind that todays knowledge and current information can land on the
scrap heap tomorrow and that keeping up-to-date is therefore essential.
research work and to attend specific trainings in their research fields but also in soft
skills like didactics, leadership etc.
The Institutes image is the reflection of its staff profile, its core capacities and its
particular areas of excellence. The Institute will develop and project a unique profile
in order to identify and market itself in todays intensely competitive environment.
The Institute shall continually provide its technical staff with opportunities for
further education and professional development. They will also be provided with
the same benefits to which the academic staff members are entitled, subject to the
Universitys regulations and other relevant laws.
be enhanced so that in each school there are a higher number of PhD students
working on research projects.
d) There should be a possibility to employ academic staffs as researchers.
The Institute will continue providing consulting services to industry and develop
strategies to build a market profile. New engineering and information technology
methods will be at the forefront of those research collaborations and implemented
into the industry sector as soon as possible.
local industry sector which will give advice on all matters of technology transfer,
study program development and research demands.
committee the links and collaboration between AAiT and the Ethiopian industry will
be strengthened.
The Scientific Director determines the membership in this Committee. The IAC will
meet one time per semester.
As primary customers of the AAiT, their demands should be at the center of the
service provision of the AAiT. It is therefore imperative that students participate and
measures that facilitate student involvement need to be planned and executed.
Partly due to the affirmative action of the government, around 20% of the first year
students are female. Unfortunately, the attrition rate of female students is much
higher than that of their male colleagues. Reasons seem to be that female high school
students are much more involved into household work than their brothers. There
have less time for studying and are less supported by their family. Especially girls
from the rural regions seem to have difficulties to adapt to the culture of the capital
and to the university life. In the first year, they often feel helpless and afraid.
AAiT will support female staff in their further education. In all programs and
scholarships it will be tried to have a fair percentage of female participants.
AAiT has started to give special tutorials to female first year students in order to
reduce the attrition rate. Additionally, it is planned to organize special orientation
groups for female students in order to facilitate the first months outside of the
family. In the planning of buildings and office space the interests of the female
students and staff will be taken into regard.
The Gender Office will be strengthened. AAiT will develop a gender policy to
improve the situation of females on the campus.
- 39 -
Student Services
Facility Management
ICT Services
Library
Associate Registrar
This Heads of the Units meet weekly in order to exchange information, to evaluate
the progress in the different units and to set up common projects. The Managing
Director of AAiT informs the team members on the decisions taken in the
Management Board.
Tuition Fees:
AAiT will receive the tuition fees paid by the MSc students to the University. The
university can charge a share from the fees to cover its overhead costs.
The unit supports the improvement of the institutions financial efficiency by way of
proper financial management, controlling and reporting. The use of computerized
- 41 -
accounting system which was introduced in the previous budget year will be further
improved in order to increase efficiency and transparency.
The unit is also responsible for preparing the annual budget that is to be submitted
to the top management. Upon budget approval, this office is responsible for
monitoring the budget (which is most likely in the form of a block grant) and
submitting budget monitoring reports to the Managing Director of AAiT. The
Finance and Budget unit prepares relevant monthly financial statements and reports
that support the Institutes decision-making processes.
- 42 -
The newly established facility management unit has started to maintain and repair
the most urgent damages. Additionally, new office space has been created by
partitioning underused areas and projects like an additional toilet building, student
cafeteria and the expansion of the administrative wing have been planned.
A central classroom management has been introduced and will be further improved.
In the coming years, the process has to be accelerated by providing additional
budget, recruiting additional staffs, outsourcing part of the tasks to external
companies and improving the procurement processes.
- 43 -
Up to now the Student Services are closely linked with the central university. A
concept to fully take over the food services is under preparation but is difficult to
implement under the current space situation.
7.6. ICT-Services
AAiT has established a unit for ICT services which is responsible for
Network administration
Internet and Email services
Technical support for users
Coordination of computer labs
Planning and monitoring technical equipment
Support of academic staff in multimedia and e-learning
Whereas some progress has been made, the unit suffers from different factors like
high staff turn-over, lack of budget, slow procurement processes and a series of
thefts/break-ins.
- 44 -
- 45 -
7.8. Library
The staff of the campus library has been transferred to AAiT but organizationally the
library is still a part of the central library which will be continued in the future.
The team of the campus library has been working on the digitalization of a high
number of engineering books. Now the concept has to be better advertised and the
computer access has to be urgently improved for the full use of the electronic media.
The unit will report to the Deputy Scientific Director.
in
order
to
develop
new products,
shorten product
Providing
students,
graduates
and
academic
staff
with
temporary
- 48 -
The duties and responsibilities of AAiTs public relations office include, but are not
limited to, the following:
Serving as an interface between AAiT and its stakeholders and local and
international collaborators
Planning, coordinating and executing internal and external public relations
activities and events at the local and national levels
Developing and implementing strategies to enhance AAiTs positive image
Preparing and distributing press releases announcing important AAiT news,
information and events
Coordinating efforts to secure media coverage and other appropriate outlets
to communicate AAiT messages to target audiences
Reaching out and engaging with members of the industry, professional
associations, employers, alumni and other stakeholders for mutual benefits
Documenting, arranging and exhibiting significant AAiT projects and events
and maintaining archives of such valuable information and media products
Organizing AAiTs calendar of events, including such events as open house
for young students, industry members and the community
administrative
procedures are
- 49 -
often considered as
bureaucratic and obstructive to the core processes. There is a strong need to build up
lean and efficient administrative structures, which facilitate the management of the
entire Institute.
The administrative units will not only be responsible for the day-to-day
management of the Institute but they will support the leadership of AAiT in
planning and implementing the transformation process. E.g. the Human Resource
Unit is expected not only to prepare employment contracts but also to develop staff
assessment schemes and to assist in the selection of staff. The staff members will be
encouraged to work in a self directed way and to present suggestions to the
management on how to improve the processes in their working area. They have to
be empowered to take decisions while carrying out their tasks. Administrative tasks
will be shifted as much as possible from the academic staffs to the management
support units. These units will be organized as service providers who support the
core tasks of AAiT which are teaching, research and knowledge-transfer.
In order reach the aims described above, the management units have to be
upgraded. As in industrialized countries, the leading positions in the management
units at least have to be filled with highly motivated and well qualified staffs (often
with an academic degree). The existing administrative staff will be trained
systematically to be enabled to take over new tasks. At least in the medium term it is
necessary that performance-based remuneration schemes are introduced which
allow paying competitive salaries not only to the academic but also to the
administrative staff. The Managing Director of AAiT will lead the reform process in
the administration but in order to change the mind-set of the staff members and to
reach sustainable results it is necessary to actively involve the unit leaders in the
transformation process.
- 50 -
If AAiT is able to offer affordable housing, it will be the best and much easier to
convince staffs to return after having completed their PhD studies abroad. It would
also help to retain senior staffs who are now applying for positions in other African
countries.
AAiT plans to establish a task force which works out a scheme for buying land and
constructing apartment houses for AAiT staffs. To implement such a scheme, the
strong support of the Supervisory Board is needed.
- 51 -
Reform Indicators
By Sept 2012, AAiT gets the mandate from MoE to set its own criteria on
students that are to be admitted to the AAiT.
By Sept 2012, AAiT decides on the admission requirements of students, either based on their high school grades or by conducting entrance examinations.
Objective
With the large number of students both in the undergraduate and postgraduate
studies inside and outside AAiT, specially in engineering fields, the classical way of
teaching students would require large number of class rooms, large number of
lecturers to conduct courses, and huge amount of space. Additionally, many AAiT
senior staffs travel to the different regional universities to assist in teaching block
courses in areas the regional universities lack professors. This is both time and
resource consuming and innovative and revolutionary ways are required to address
these prevailing problems.
- 53 -
Current Status
Two (2) video conferencing class rooms for reception of programs that run
with the Indian Institute of Technology, Delhi, (IIT-Delhi) are functioning.
One temporary studio was established for the transmission of live video lectures but it is equipped only with provisional recording/transmitting equipment.
Reform Indicators
Starting 2012, AAiT shall become the nations Centre of Technology Assisted
Teaching/Learning IoT both in the Postgraduate and Undergraduate programs.
o For AAiT/AAU courses
o For Regional Universities
By end of 2012, AAiT shall have at least four (4) high definition (HD) live
broadcasting teaching class rooms.
Starting 2013, AAiT shall deliver courses and trainings for the industry using technology assisted teaching techniques.
End of 2013/14, AAiT shall have a minimum of ten (10) such class rooms.
Current Status
The ICT office has recruited two multimedia designers to support the introduction of online teaching.
- 54 -
A limited initiative to use Moodle as a tool for online course delivery has
been started by some instructors.
Reform Indicators
2012, selected academic staffs are trained in preparation of online teaching
2012, some undergraduate courses will be readied for online teaching
2013, some postgraduate courses are available for online teaching and also
in power point.
2013, all academic staffs are trained in preparation of courses for online
teaching.
2013/14, all postgraduate courses are readied for online teaching
End of 2014, most of undergraduate and postgraduate courses shall be
readied for online teaching.
WP 1.4 Upgrading Teaching Laboratories
Objective
All students at AAiT will be offered practical training in the teaching laboratories
in order to become practical oriented and skilled engineers. Therefore the
existing teaching laboratories in the different departments/schools of AAiT need
to be upgraded and/or duplicated in order to accommodate the existing large
number of students.
Additionally, for the new programs and specializations being opened in the
different departments/schools (e.g. the programs in Biomedical Engineering,
Railway Engineering, and Sugar Technology) adequate laboratory facilities need
to be established.
Current Status
The teaching laboratories in each department/school are fairly suitable for
the courses taught by the Chairs.
The sizes of the laboratories, and in some cases, the equipment, however,
need upgrading or duplication to accommodate the large student numbers.
- 55 -
New programs have been started with the expectation that the necessary
teaching laboratories will be established soon.
Reform Indicators
2012/13, all Chairs prepare plans, specify and request budgets in their areas of specializations. In doing so, the currently available laboratories
need to be re-equipped in a way that suits each Chair and accommodates
the number of students.
2013/2014, each Chair shall own and run its own research laboratory with
up to date equipment.
2014, all new programs shall have their own teaching laboratories.
WP 1.5: PhD/M.Sc. Program Expansions
Objective
AAiT is the major (if not the only) higher institution in the country offering
graduate programs for would be Lecturers in the Regional Universities.
Additionally, AAiT is educating graduates to fill the skill gap that some major
corporations face in line with the current Government Growth and
Transformation Program (GTP). The Graduate Programs for Ethiopian Roads
Authority (ERA) and Ethiopian Railway Corporations (ERC) are examples of
such Graduate Programs.
Current Status
Following table indicates the number of students in the different Graduate
Programs of AAiT:
M.Sc.
Ph.D.
119
2 Civil Engineering
1001
75
4 Mechanical Engineering
112
13
1307
32
TOTAL
- 56 -
Reform Indicators
Annual increase of 15% for M.Sc. students admissions
Annual increase of 30% for PhD. Students admissions
2013
2014
2015
2016
1504
1730
1990
2290
42
55
72
94
- 57 -
Current Status
The currently running program was totally revised and updated in 2006/2007
by experts from Germany and ECBP and only the second batch that have
passed through these curricula are yet to be graduated coming July 2012. Under normal condition, overall revision of curricula is done when a number of
batches educated by the curricula graduate and the industry gives its feedback on the effect of the curricula on the graduates, after well spotted deficiencies of the curricula is documented.
Additionally, based on the need from the industry, new programs are prepared and at the beginning of any given semester. Some examples of such
new programs prepared and launched during the 2011/2012 academic year
are: Biomedical Engineering (B.Sc. and M.Sc.), Railway Engineering (M.Sc.),
IT (B.Sc.), Software Engineering (B.Sc.), River Basin Management (M.Sc.) curriculum approved, and Sugar Technology (Curriculum under preparation).
Altogether, AAiT has been taking big efforts in curricula development in the
last years.
- 58 -
Reform Indicators:
Keep up the current good practice
Annually, starting August 2012, prepare Institute wide workshops at each
department/school to discuss with all staff members on possible revisions/additions of curricula.
Enrich the existing curricula on this annual workshop.
Current Status
The following figure indicates the qualifications of the existing academic staffs in
the AAiT
In number
Chemical
Civil
TOTAL
B.Sc. holders
28
38
17
22
105
M.Sc. holders
33
22
21
35
111
PhD. holders
23
12
50
- 59 -
Civil
TOTAL
B.Sc. holders
42%
46%
34%
33%
39%
M.Sc. holders
49%
26%
42%
53%
42%
PhD. holders
9%
28%
24%
14%
19%
Reform Indicators
From 2013, every year two Ethiopian PhD-holders per school return to AAiT
from abroad.
By 2015, the goal of the staff composition of the AAiT shall be as follows:
B.Sc. holders
20%
M.Sc. holders
50%
PhD. Holders
30%
2015, the percentage of B.Sc. holders in each department/school shall not exceed 20% of the total staffs
2015, the percentage of M.Sc. holders in each department/school shall be
minimum 50% of the total staffs
2015, the percentage of PhD. Holders in each department/school shall be
minimum 30% of the total staffs
2020, the percentage of PhD. Holders in each department/school shall be
minimum 40% of the total staffs.
WP 2.2 Enrolling in local PhD programs
Objective
The internal PhD programs of AAiT need to be enhanced. Many Graduate
Programs in the AAiT have introduced PhD programs, but the AAiT staffs
generally do not show a strong interest in joining them. Most of the young staffs
are desirous of going abroad for PhD for different reasons. Among those who do
their PhDs abroad, however, only a very small number would rejoin the AAiT
after having completed their PhD, most of them do not return to the country. It is
- 60 -
Current Status
As shown in WP-1.5 and WP-2.1, the number of PhD students in the different PhD programs of AAiT is considerably low and also the proportion
of staffs with PhD holders in AAiT is below 20%.
Additional incentives have recently (March 2012) been introduced by the
Ministry of Education (MoE) to encourage those joining the local PhD
programs
Reform Indicators
Second Priority:
CCL- IT Convergence
CCL- Mechanics and Design
CCL- Civil Infrastructure
The Ethiopian government is investing massively on the construction of
infrastructures including city development, bridges and highways, railway
systems, etc. This area, therefore, requires special attention in the research plan of
the AAiT.
design, modelling, simulation and/or testing units for bridges, high ways, city
infrastructure integration units (Roads, Water and sewerage, Telecom, Power),
railway systems, massive structures, construction materials, etc.
CCL- IT Convergence
The IT convergence core competence laboratory shall conduct researches,
designs, models, simulates and prototypes both hardware and software products
for IT applications. This laboratory shall focus on IT and electronics products that
have high consumption rates inside and outside the country and those that are to
be used in applications solving critical local problems. This laboratory is also
expected to open a new knowledge and skill for the country in embedded
systems and PCB based technology manufacturing and mass productions.
Current Status
The current Energy Centre focuses on postgraduate programs and industry consultancy.
Isolated level research work is being conducted by M.Sc. students in the
different teaching laboratories.
- 63 -
- 64 -
WP 3.2 Research
Objective
AAiT strives to be the leading research institute of engineering and technology of
the country. This requires conductive research facilities, appropriate research
infrastructure and research policies. Additionally, research topics in AAiT should
be aimed at solving national priority issues in the different engineering fields.
Current Status
Each Department or Chair does very scattered and uncoordinated researches that
are mainly oriented towards publications for their academic promotions. No
major attentions are being given to researches that contribute to addressing local
or national priority issues.
Reform Indicators
Annually every September, starting Sept. 2012, each Chair prepares a
minimum of two research proposals aiming at solving crucial national
problems.
The AAiT provides funding related to relevant research proposals from
Chairs after due revisions and a final approval
Each research proposal from the Chairs shall have clear deliverables and
life spans. Researches that have more than one year life span, shall be divided in phases of one year each, with clear deliverables for each phase.
Each Chair shall produce clear deliverable at the end of each phase of the
research.
- 65 -
WP 3.3 Publications
Objective
To improve the number of publications from AAiT
To improve the output from each Chair/Researcher
Current Status
On the average ten (10) publications from AAiT on international conferences/Journals
The majority of the publications, however, are by PhD students and extracts from M.Sc. theses by some professors.
In January 2012, the AAiT council has decided to submit the following incentive scheme to the Supervisory Board for final approval:
o a bonus of two-month salary is paid for a peer reviewed publication
in an internationally recognized journal
o a bonus of one-month salary is paid for a peer reviewed contribution to an internationally recognized conference
Reform Indicators
Chairs shall be fully empowered to conduct researches that have relevance
to local and national problems either within the chair group or in collaboration with international partners.
Starting September 2012, within one year period, each Chair publishes at
least two (2) research papers on internationally recognized Journals/Conferences.
Starting September 2012, within a one year period, academic staffs with a
rank of Assistant Professor and above should publish at least one (1) paper
on internationally recognized Journal/Conference. This can be counted
separately or as part of the publications from the Chairs, as the case may
be.
The AAiT provides funding related to all publications and/or international
travels for presentation of publications in the conferences.
- 66 -
Current Status
Office of University Industry Linkage (UiL) exists, but its main task is to
find placement in the industry for students during their internship semester
Technology Transfer Office has been established but needs to be strengthened
Reform Indicators
By September 2012, a central office for industrial Linkage, technology
Transfer and Public Relations shall be established under the Director for
Research and Technology Transfer.
For each major department/School of the AAiT, these shall be one expert in
the office taking care of issues of that particular department/school.
Promote the researches that are conducted in the AAiT and look for opportunities of linking the research outcome to an industry.
Produce brochures, booklets, flyers, etc, regularly (annually or biannually).
- 67 -
Current Status
Some departments have attempted to establish industry advisory committee for each department, but not fully successful.
Reform Indicators
September 2012, AAiT establishes AAiT Industry Advisory Committee
from the major industries that employ AAiT or other engineering graduates.
The IAC advises the AAiT management on the effectiveness (or lack of
knowledge) of graduates from AAiT and other engineering institutes, on
- 68 -
Current Status
AAiT has helped one student group in establishing their business company
in the premises of AAiT during the 2011/2012 academic year.
Reform Indicators
2012/13, AAiT prepares proposal, rules and regulations to establish and
run an incubation centre in the existing AAiT structure and premises
2013/2014, AAiT establishes an Incubation Centre where AAiT graduates
planning to establish their own company get support and facility
2013/14, annually, AAiT hosts up to five (5) new companies established by
its graduates.
- 69 -
Current Status
Each department/school has at least three (3) co-operations with different
universities outside Ethiopia.
Reform Indicators
By 2013, each department/school establishes co-operations with at least
one university outside Ethiopia which provides international support for
each specialization or graduate degree programs (M.Sc. and Ph.D.) the department/school offers.
In doing so better attention shall be given to new programs (such as Railway Engineering, Biomedical Engineering) and in areas where Chairs conduct researches.
By 2014, each PhD student in AAiT has been attached to a co-advising professor in an institution that has a standing cooperation with the AAiT.
Through these international collaborations, joint researches shall be proposed and conducted.
- 70 -
Current Status
Existing international co-operations in AAiT are the following:
Cisco Academy
Oracle Academy
Reform Indicators
By 2013, AAiT will have entered into four (4) co-operations with international companies on their research, on product development and on services
By 2014, AAiT establishes six (6) additional international co-operations
with overseas companies in the six core competence areas in research,
product development and services.
WP 5 Reform on Governance and Institutional Management
WP 5.1 Securing the autonomous status of AAiT
Objective
While being legally a part of AAU, AAiT can act autonomously in academic,
financial and administrative matters.
Current Status
The University Board approved the autonomy directive. Nevertheless, the
autonomous status needs to be further clarified and implemented.
- 71 -
Reform Indicators
By October 2012, the new academic structure is approved by the Supervisory Board and accepted by AAU
By the end of 2012, the internal legislation of AAiT is finalized and approved by the Supervisory Board.
By January 2013, AAiT has reached financial autonomy and can negotiate
its budget directly with MoFED.
Current Status
The current department-based structure has difficulties to cope with the
increasing number of students and with flexible new programs offering. The
academic staffs feel overburdened with administrative tasks. The students
complain about a lack of support.
Reform indicators
By 2013, the Schools are fully functional and have their own lean academic
management.
By 2013, rules and regulations for the study programs (grades, dismissals,
examining) have been revised so that the academic bodies can focus on
strategic issues instead of case by case decisions
By 2013, students feel well advised and supported by the schools.
- 72 -
Reform Indicators
By 2012, a transparent and efficient budget allocation and budget control is
implemented
By 2013, all administrative units work IT supported.
By the end of 2012, the procurement processes have been fastened considerably. The approved budget is used efficiently.
By 2013, all administrative units have improved their business processes
and documented it in handbooks.
By 2013, systematic staff development and training plans have been developed. Staff assessment has been reformed and performance based remuneration systems introduced.
By 2013, the internet presentation of AAiT allows external and internal users to find easily up to date information on all activities of the institute.
- 73 -
WP 6 Reform on Infrastructure
WP 6.1 Maintenance of Existing Buildings
Objective
AAiT aims at creating a friendly working environment for staff and students by
maintaining the central AAiT campus and the former building of the School of
Pharmacy. The existing main AAiT building is more than forty (40) years old and
hence the building requires a complete renovation and maintenance. In particular,
the electric system, the sanitary system and the faade of the building require a
thorough and careful maintenance. The Local Area Network (LAN) was installed
before the third wing of the building was constructed. Due to this reason the
computers in the third wing on each floor are connected to a single hub.
Additionally, very recently the buildings of the former Pharmacy School have
been transferred to the AAiT. The different smaller buildings in the former
Pharmacy School are also in bad shape and they require a huge renovation and
maintenance.
Current Status
The main AAiT building requires full renovation and maintenance. The
sanitation system and the electric systems in particular require immediate
repairs and maintenances.
The LAN network is not well designed to include the large number of
computers that are currently connected to the network
The buildings in the former Pharmacy School require complete maintenance.
Reform Indicators
2012/13, the main AAiT building undergoes complete maintenance on its
electric systems, sanitary systems, faade, LAN network, paintings, etc
2012/13, the buildings in the former Pharmacy School undergo complete
maintenances
- 74 -
2012/13, the walls of the teaching rooms in the AAiT campus that were
made of temporary materials shall be removed and re-constructed with
better materials.
All class rooms of the AAiT shall be maintained and be in good aesthetical
condition.
- 75 -
Reform Indicators
By July 2012, the two buildings under construction on the AAiT campus are
completed and handed over to AAiT.
By September 2012, AAU and MoE provide buildings to AAiT which cover
the most urgent demand of classrooms and offices for the increasing number of staff and students until the new campus has been finalized. The
minimum requirements are:
o 800 m office space for 80 additional academic staffs
o 480 m office space for 60 additional administrative staffs
o 4000m of classrooms and lecture halls for 3.000 students from the
last two years plus the additional intake in the coming three years
AAiT takes Korea Advanced Institute of Science and Technology (KAIST)
for benchmarking its intended institutional and infrastructural reforms.
By 2012/13, AAiT acquires 210.000 m of land (see calculation in Annex II)
from the government to construct its future campus taking KAISTs infrastructure as a model, in the neighbourhood of the current AAiT campus.
Immediately after the decision on the land, AAiT establishes a task force
for the planning of the new campus.
2013, AAiT secures the required budget from the government for the construction of the future AAiT campus.
2015, a part of the future AAiT campus shall be completed, and starts operation.
2016, the future AAiT campus shall be fully completed and the majority of
the teaching and research facilities shall be moved in there.
The future AAiT campus shall have enough teaching/research infrastructure, adequate undergraduate/postgraduate student dormitories, residential buildings for all qualified academic staffs, separate research centres/laboratories, incubation centres, and recreation facilities.
- 76 -
Website does not indicate the complete virtual picture of the AAiT.
Average student/computer ratio of 45 in the computer laboratories.
Wireless internet covers only in some limited areas of ground floor, first
floor and in the central green area of the AAiT campus.
Reform Indicators
End of 2012, AAiT has 100Mbps high speed internet connection
End of 2012 the central Data Centre consists of Firewalls, File Servers,
Deepfreeze Server, Anti-virus Server, Web Server, Mail servers, and all facility that an advanced corporate Server station should have with the required processing, memory, and storage resources.
Mid 2013, all departments/schools shall have student/computer ratio of
maximum 20 for UG and 5 for PG.
Mid 2013, wireless internet coverage in all the floors of the main AAiT
buildings, student dormitories and more wireless spots in the AAiT campus.
WP 5.5 Student Dormitories
Objectives
At least half of the AAiT students should be given the opportunity to stay in
dormitories on the campus. Even if students come from Addis Ababa and
surroundings, their living conditions often do not allow them to effectively
study. Female students are often obliged to do household work and there are
serious transport problems for the students in the periphery of the capital.
The dormitories need to offer a simple but clean and safe environment where
students can live and work.
Current Status
Only students from the regions are entitled to a dormitory place.
Students from Addis Ababa including the surrounding villages are not allowed to get dormitory services. They are forced to commute which is expensive and very time consuming
- 78 -
mandate to control the quality of the cafeterias service. Due to this, the students
rank the services they get from the cafeteria as not satisfying. Additionally, the
bakery that had been giving service to the student cafeteria has been out of
operation for a long period now.
Current Status
Not adequate for the large number of students in the AAiT
Stoves in the cafeteria are small in size and requires long hours to prepare
foods for all the students
The AAU main student service office runs the cafeteria, and hence neither
the AAiT administration nor the AAiT student council control the quality
of the services
The Bakery is not functional
Eight (8) Birr per student per day budget is allocated by the government.
Students pay back the cost of the service they get from the cafeteria after
their graduation through a government repayment scheme called Cost
Sharing
Reform Indicators
2012, AAiT will conclude an agreement with the central university on the
future running of the student cafeteria. It will be tried to re-open the bakery
on the campus.
2012, AAiT, together with the AAiT student council, constantly monitors
the quality of the services of the cafeteria.
Together with the future student dormitory (WP-5.5), the AAiT ensures
that an appropriate sized facility for student cafeteria be constructed in line
with the number of AAiT students (current and future)
AAiT seeks advice and approval from the AAU central office on the possibility of increasing the current eight (8) Birr per student per day students
daily meal allocate budget to at least fifteen (15) birr per student per day.
Due to the Cost Sharing scheme of the government, increasing the daily
- 80 -
student meal budget does not impose huge burden on the government as
long as the students are willing to pay back.
With the increased per student per day meal budget, AAiT shall be in a
condition of providing much better cafeteria services to the students.
WP 5.7 Staff Facilities
Objective
Providing some facility to the staffs of the AAiT would hugely support the
working environment of the AAiT. Many of the staffs stay a whole day in
campus and hence they have to spend a lot of money on lunch, and on tea and
coffee breaks. Added on top of the expensive living cost in Addis Ababa, this
creates a big financial burden to the AAiT staffs. Additionally, due to this same
problem, the staffs who have classes in the morning, for example, do not want to
stay in campus and do some researches, rather they go and stay at home to avoid
lunch and coffee break expenses. This is partly one factor why staffs avoid
staying around campus a whole day long.
Current Status
The AAiT staff and student lounge offers only beverages and pastries.
The AAU staff cafeteria provides inexpensive meal services but is not very
inviting.
Reform Indicators
By September 2012, the AAiT staff and student lounge starts offering a
small range of simple meals.
By the end of 2012, the former TV room will be re-furnished as a staff cafe
with table service.
With future AAiT campus (WP-5.2) staff facilities such as staff lounge shall
be constructed where staffs would get meal services at a reasonable price.
- 81 -
Current Status
Staffs are under heavy living condition due to the very expensive housing
rental expenses in Addis Ababa.
Reform Indicators
2012/13, AAiT acquires 20.000 m of land from the government to construct housing facility for 500 academic staffs together with the future
AAiT campus.
2013, AAiT secures the required budget from the government for the construction of ten G+7 houses or agrees on a special arrangement for construction of the houses.
Any eligible academic staff of the AAiT can live in the institutes residential housing.
- 82 -
- 83 -
- 84 -
A I. 2.1 Schools
- 86 -
Institute
Management
Managing Director
Deputy Managing
Director
Budget, Finance,
Procurement
Internal Audit
General Service
and Property
Human Resource
Facility Mangt
Student Services
Gender Office
- 87 -
Utilization
Enrollment
Site Requirements
A.1
A.2
B.
B.1
Buildings
General Teaching Area
Class Room
General Class Rooms (50
Students)
Oversize Class Rooms (120
Students)
Lecture Halls (250 Students)
30
7.000
0,72
4.500
0,72
3.500
0,81
1.400
Drawing Studios
1,50
400
Computer Center
1,20
700
Total Space
(For 7,000
Students)
230.000
Total Additional
210. 000 compound space
Accommodation for
500 staffs in 10 G+7
20.000 buildings
Total campus area to
34.834 be built
Total
B.2
25
125
Chair's Office
20
40
800
Professor
16
100
1.600
Lecturer
15
140
2.100
Assistants
10
160
1.600
6.225
Total
Assumptions
1,5
200
300
Civil Engineering
1,5
700
1.050
1,5
300
450
Mechanical Engineering
Biomedical Engineering
2,5
200
500
300
2.600
Total
B.4 Core Competence Labs
Energy Technology Competence Center
Water and Environment Competence
Center
IT and Electronics Competence Center
Food Technology Competence Center
Machine and Machine Parts Competence Center
Civil Infrastructure Competence
Center
200
200
200
200
200
200
200
200
200
200
200
Total
200
1.200
1,50
1.000
Total
1.500
1.500
Dormitories
3,945
3.000
11.835
0,80
750
600
2,00
70
Total
140
12.575
8,00
300
Total
2.400
2.400
Site Facilities
Parking
2.250
7,5
300
-
Staff Housing
Apartments for 500 staff families (average 80 m)
500
- 89 -
80
2.250
40.000
40.000
300 Cars
In ten G+7
buildings on campus
- 90 -
- 91 -