Overview

  Reform Agenda implementation

To enhance the capacity of Kotebe Metropolitan University and to create conducive environment, to produce competent graduates and to conduct demand driven research and community service engagements, the university has gone through a series of reform processes as part of national public service. This has resulted in radical changes in service provision by the university .This can be easily illustrated by the increased number of service users and the reduced complaints to a reasonable level.

Moreover, the university established Strategic Planning and Institutional transformation Directorate to transform the university and implement different reform tools such as Business Process re-engineering (BPR), Balanced Score Card(BSC), Kaizen and Educational Development Army Group  e. t. c

Kotebe Metropolitan University implemented different reform programs such as business process reengineering, Balanced Score Card, kaizen principle, and Education development army. The university has developed strategic plan based on Balanced  score and cascaded to all units and partially to individual employees .Performance appraisal also will be done  based on balanced score card. Educational development army was established in both academic and administrative staff as well as students.

The Directorate of Strategic planning and Institutional Transformation channels its efforts into initiating, planning, overseeing, implementing, and evaluating the transformation agenda of the University by ensuring active participation of stakeholders of the University at all levels. The Directorate handles this huge responsibility following two major approaches. The first approach focuses on facilitating the overall transition from the traditional deep-rooted ways of doing things to new values and systems that transform the University. To this end, it shall establish a system and coordinate change initiatives, implementations, and communication channels concerning institutional and human factors influencing the transition. It shall gauge, address, and recommend alternative ways to impact the attitude; knowledge and awareness of the University community and external stakeholders that would ultimately play decisive roles in ensuring the new values and systems take root in the University.

The other approach will aim at working towards integrating the reform initiatives in day-to-day operations and performances by embedding the change ideas and ideals into the same. In this regard, the Directorate supports and facilitates a smooth transition from the status quo to the new systems, processes, and roles of the University with minimal risk and a robust University community engagement for the effective and efficient implementation of changes.

Specifically, the Directorate has the following duties and responsibilities;

  1. To develop a set of implementable and targeted change management initiatives in terms of change directions, implementation, communication, training, and risk management;
  2. To develop and update a change management strategy based on continuous situational analysis, awareness raising and impacts resulting from the change;
  3. To set policies, procedures and standards of managing change;
  4. To integrate change management activities into respective plans as a project;
  5. To develop, apply, and update a structured change management approach and methodology for the overall change plans and people management;
  6. To create a reinforcement mechanism to celebrate success;
  7. To oversee the implementation of all change plans/desired objectives and advice and assist the process owners to fulfill their respective roles in programs of change;
  8. To coordinate changes of culture, approach, systems and processes creating a robust engagement and maximizing contributions of the University community;
  9. To initiate and lead the development of change-oriented tools and their publications and ensure that these tools are updated as and when appropriate;
  10. To liaise, and maintain active and progressive working relationships with all concerned bodies in terms of initiating, implementing, managing change and communication endeavors;
  11. To ensure adherence and consistency of the change plan and projects and in case of alteration confirm and endorse the overall change management process;
  12. To work with and support the University leadership in strategic change management directions in line with internal and external developments, and
  13. To perform any other duties as may be required by the President

MISSION

The mission of KMU is to contribute to the sustainable development of Addis Ababa City in particular and the country in general by producing competent and responsible citizens at all levels through need based curricula; conducting problem solving research; adapting and transferring technology; and providing demand driven community service.

VISION

 

The vision of KMU is to be a widely recognized metropolitan University in Africa that works for sustainable urban development by 2025.

 Staff

S.No. Position/Job Title Number Remark
1 Director 1 An Academic Staff
2 Budget expert 1  
3 Reform expert 1  
4 Information Disk 1  
5 Secretary 1  
  TOTAL 5  

 

Contacts

Directorate of Strategic Planning and Institutional Transformation is directly report the President

Name of Director:  Shewayirga Assalf  (MBA)

Tel. Office: +251-118-69 49 69

Fax: +251-1-6600922

Mobile: +251-912-01 00 28

Email: This email address is being protected from spambots. You need JavaScript enabled to view it.

Office Location: Kotebe, Administrative Building