DEBUB UNIVERSITY
FACULTY OF NATURAL
SCIENCES
Strategic Plan Document
January 2003
The role of education in general, and that of higher education in particular, in development activities is well known. The world today is characterized by rapid change and growth. Thus, if a society is to survive and thrive in this rapidly changing and growing world, it must have highly qualified personnel committed to spearhead the development endeavors. Higher-learning institutions are the places where such trained personnel are produced. In the African context, these probably are also the only institutions with the capacity to undertake research activities necessary for solving societal problems and for adding knowledge essential for development.
In developing country like ours, it is necessary to exploit the findings of science and technology to exploit the vast natural resources of the country for the common good of the society. The current agriculture-led economy advocated by the government can only be realized with professionals that have acquired proper training in the proper fields. It is also unthinkable to make a swift transition from the largely agricultural economy into an industrial economy without extensive application of science and technology. This again cannot come about by its own but with the help of professionals properly trained in applied science and technology.
We are living in the era of globalization, which is characterized by stiff competition. That makes it a question of survival to have highly qualified personnel that can not only make effective and efficient use of the fast-growing technology but also contributes its own share to the advancement of science and technology.
Developing countries like Ethiopia are not only in short supply of trained personnel but are also short of funds to hire professionals from the world market. This calls for their commitment to strengthen their own higher-learning institutions into such a position as to make them capable of producing the required professionals in the required number.
In the past, the key role that higher education plays in the development of the country was largely ignored by the government. It had also suffered too much from changes of governments and political turbulence. Recently, however, the government has taken certain concrete measures to reverse the situation. The huge amount of budget allocated to expand higher-learning institutions and purchase of IT equipment, laboratory equipment and books testifies to the fact that the government is committed in this regard.
In Ethiopia, higher-learning institutions work in a situation of constant change, resource constraints, pressing demands and requirements for efficiency and effectiveness. The Faculty of Natural Sciences is not an exception and hence works in a situation of difficulties and resource constraints. The fact that it is a new faculty puts it in a more precarious situation as it suffers from all sorts of shortages - experience, staff, resources, etc. Yet, despite the difficulties, it is required to produce qualified graduates in various fields and to engage in research activities that shall have meaningful impact in improving the livelihood of the society.
In order to endure in such a challenging environment and also become a center of excellence in its task of teaching, research and outreach, the faculty needs to be very clear in its purpose, direction and operation. It can continue to exist and succeed in its undertakings only when it could prove that it is able to meet national expectations, to raise resources and utilize available resources with maximum efficiency and concrete and sustainable impacts. The faculty needs to have common mission, vision and strategic goal that bind it together in order to achieve its aims and also prove to its prime stakeholders that it knows where it is heading to, how and when it intends to reach there.
Although it has only been two years since its establishment, the Faculty of Natural Sciences has made some achievements in spite of the difficulties. These results were not, however, results of systematic planning, execution and direction of movement as much as they were results of strenuous efforts on the part of its staff and management on the one hand and favorable government policy and action on the other.
Given the current scarcity of resources and numerous competing priorities, the faculty needs to prove to its stakeholders that it has clear vision and mission to qualify for their continued support. Developing strategic plan for the faculty is thus critical for its continuity and development as a relevant and dynamic institution.
A main taskforce, consisting of members from all the faculties and
colleges in the university, was set up by the President to prepare a strategic
plan for Debub University. After
lengthy meetings and deliberations, the taskforce came out with the draft
strategic plan of the University.
With the experience learnt from the works of the main taskforce, the Faculty of Natural Sciences formed a planning team consisting of the department heads and the Dean to prepare this strategic plan document.
The team tried to study strategic plans of different universities and colleges. The card and brainstorming methods were used to prepare this strategic plan. To produce a document that best reflects the interests of the faculty, intensive discussions were made and a consensus reached at.
Faculty members and experts from different institutions will be invited into a workshop to revise and enrich the draft document. The comments shall be incorporated into this document to produce the final strategic plan.
Awassa College of Agriculture
(ACA), which now houses the Debub University, was established as a Junior
College of Agriculture under Addis Ababa University in 1976 to offer a 2-year
diploma programs in Agriculture fields. In 1990/91 academic year, the college
launched degree programs in three agriculture fields. The Department of Basic
science was emerged at the birth of the ACA. The role of the Basic Sciences
Department, the core of the now Faculties of Natural Sciences and Social
Sciences, was to provide basic and advanced courses on social and natural
sciences to agriculture students.
Its staff members were also heavily engaged in administrative and
research activities.
2.1.2 Debub University
In April 2000, Debub
University came into existence following the regulations issued by the Council
of Ministers Regulation No. 62/1999. The university was established as
autonomous higher education institution with its own legal entity, comprising
the following three higher education institutions: Awassa College of Agriculture
(ACA), Dilla College of Teachers Education and Health Sciences (DCTEHS), and
Wondo Genet College of Forestry (WGCF).
The Faculty of Natural Sciences was officially commenced in 2001. The Faculty initially comprised of the departments of Applied Biology, Applied Chemistry, Applied Mathematics and Applied Physics, all offering 4-year degree programs. These departments are already into their second year. In the current academic year, another department - Department of Computer Science and Information Technology - was launched. It offers a 2-year diploma and 4-year degree programs, with the first batch of students having joined the department in this academic year.
The Faculty considered transparency, accountability and responsibility, democracy, and equity as its persistent values.
The following are considered important events, changes and achievements for the faculty since its establishment; successful recruitment of local & foreign staff, establishment of full-fledged departments, opening of a new department - Computer Science and Information Technology - and recruitment of the first batch of diploma and degree students into the department, establishment of two computer labs, completion of some of the new buildings in the University Main Campus, and establishment of new democratic practices as a result of discussion between staff and students.
The major limitations and challenges the faculty faced since its establishment include: purchase of lab equipments and chemicals, conducting research activities, and creating collaborations with different institutions and the community.
The Faculty of Natural Sciences was established with the mission of producing high-level trained manpower in the fields of applied sciences to be engaged in researches that address the societal problems and share the findings of research with and provide consultancy services to the community.
At this time, the Faculty of Natural Sciences is headed by a dean and has five departments under it each headed by a department head. As it is a new faculty located in the campus housing the University, it has no administrative staff of its own except for one secretary, one office boy and one cleaner. The administrative works are done by the University administrative staff.
Currently, there are a total of 57 academic staffs in the faculty including 7 PhD holders, 27 MSc holders, 11 BSc. holders and 11 Diploma holders (Annex: 1). The faculty has eight science laboratories and three computer laboratories in the two Awassa campuses.
Immediate plans of the Faculty include on establishing itself in the new university center, diversify its programs, strengthen the faculty with staff, library and lab facilities, and engage its staff in research activities
In the statements of Vision and Mission for 2003-2012, the Faculty of Natural Sciences (FNS) affirms and advances its prime role as an instrument of research, learning, and change in society.
The Faculty of Natural Sciences will enhance its position as a research institution with an international reputation for high quality, student-centered undergraduate and graduate education, and strives to see Ethiopia self sufficient in its economy and free from poverty through the application of science and technology in the life the society.
The FNS will continue to explore, develop and use human and technological capacity that solves the existing shortage of qualified manpower for the benefit of the nation. The mission of FNS is therefore to disseminate knowledge, undertake community-oriented research and consultancy services.
The Faculty of Natural Sciences accepts the following principles as core values to which each and every staff needs to stick to.
FNS strives to create an excellent academic environment that provides high quality education without compromising the professional ethics.
We work diligently to generate and deliver high quality community-oriented outputs in education, research and consultancy services.
FNS strongly believes in equality of gender. Females as disadvantaged groups in the society will be given high priorities and special support to ensure their success in academic and social environment.
FNS tries its best to optimize the utilization of the available resources by mobilizing the possible skill and labor for best achievement.
FNS believes that healthy environment is essential for sustainable development. Its activities shall be judged by their impact on the environment.
FNS strongly believes on respecting professional ethics and social
norms. We work to serve the society honestly and
openly.
FNS is convinced that we are responsible and accountable to the society whom we serve, to the DU, the government, the funding agencies, the scientific community and all the stakeholders.
Participation is a key agent for success. FNS believes in involving the stakeholders in all activities that demand decision: in planning, implementation and evaluation.
FNS views issues from different directions. As a result, it tries to create collaboration with different faculties, colleges and institutions to foster teamwork and interdisciplinary approaches.
4.1 Goals
The major goals of the FNS are to:
·
Produce well-qualified, determined,
conscious and productive
citizen in science and technology.
4.2
Objectives
The major objectives of the faculty of natural sciences are to:
5. Stakeholders
Analysis
FNS activities are directly or indirectly influenced by its stakeholders, which have political authorities, resources or say over its operations. The stakeholders of FNS include governmental and non-governmental institutions at various levels, donors, students, the community, and its own staff.
Stakeholders are categorized into two groups based on the following criteria:
- The extent of influence they exert on the faculty by the political and social position they have to make policies.
- Degree of attachments to employ our graduates
- The resource they provide to the faculty.
- Level of collaboration with the departments and the faculty at large.
Under this category fall Ministry of Water resources, Ministry of Energy and Mines, Ministry of Agriculture, Ministry of Trade and Industry, Ministry of Health, Regional Government bureaus, National Meteorology, Environmental Protection Authority, Quality and Standardization Authority, Ministry of Infrastructures and Central Statistics Authority.
The abovementioned organizations are potential employers of our graduates. Their collaboration is also needed in any expansion activities of the faculty, and also they may have some inputs in the curriculum design and staff development of the envisaged department. Besides, the ministries are good collaborators for research and consultancy services.
5.1.2 Potential Employer and Funding
Institutions
Under this category fall the Ministry of Education, Ethiopian Science and Technology, Ministry of Finance and Economic Development, Ministry of Capacity Building, and different Non Governmental Organizations.
The faculty is expected to implement the policies, regulations and guidelines produced by the abovementioned institutions. These institutions are also potential employers of our graduates. Moreover, the funds and many of the scholarship opportunities come through these institutions.
5.1.3 Para-institutions
Local and Foreign Higher Learning Institutions and various research
institutions have a
stake in our faculty, as we may need to exchange experience in teaching,
research and scholarship with them.
5.1.4 Direct Beneficiaries
Under this category fall students, and the community at large.
Education is supposed to be student-centered
whereby students should not only be recipients in the teaching-learning process
but also participate in all activities of the faculty including, education,
research and outreach activities. The communities at large are also the prime
stakeholders that play an important role in providing feedbacks and also benefit
from research outputs.
5.1.5 Internal university organs
Under this category fall Academic and supportive staff of the faculty, faculties and colleges of the university, and the University management.
The academic staff plays the most
significant role in education, research and extension activities. They analyze
alternative means, develop ideas, create and share knowledge and technology.
Efficient and effective performance of the faculty can only be realized if an
efficient and effective administration is in place. So, the support of the
management and administrative staff in implementing this strategic plan is a
necessity. The staff expect from the faculty good working condition and
motivation that is adequate and secure maximum performance and belongingness to
the faculty.
5.2 Secondary Stakeholders
Each of these stakeholders will have significant role in the activities and future development of the faculty. The relationship between the Faculty and stakeholders mainly focus on employment, collaboration in research activities, consultancy services, donation, feedback, etc. The major ones that are considered to be secondary stakeholders are enumerated below:
6. Operating
Environment
6.1 Internal Environment Analysis
6.1.1 Strengths
Dedicated, motivated and dynamic academic staff:
The academic staff members in the faculty are ready to accept different assignments and accomplish them on time. They have a vision to develop the faculty and work vigorously to accomplish the same. The staff members are capable of conducting researches, develop new ideas, create and share knowledge and technologies. They are also committed to teach and advise students and encourage them to participate in research activities.
Friendly working atmosphere
There is a friendly working relationship amongst the academic staff, administrative staff and students in the faculty. This is necessary for the faculty to successfully discharge its duets.
Good collaboration with different organizations
Smooth and collaboration relationship has been maintained between the faculty, and governmental and non-governmental organizations.
Capable management to work under difficult
conditions
The management of the faculty has gone through the challenging working conditions where the major facilities for the teaching learning processes were not fulfilled. It has successfully accomplished its responsibilities irrespective of these problems.
Good and democratic leadership
The leadership within the faculty at different levels is transparent, open and participatory.
Good relationship among departments within the faculties of
DU.
Good relationship has been maintained among the faculties and colleges in Debub University. This helps to perform interdisciplinary researches and efficiently utilize resources.
6.1.2
Limitations
Academic and
Research
Shortage of qualified academic staff
Since the faculty is established recently, there is shortage of academic staff to fulfill the needs of the departments in the faculty.
Too much committee assignments
Many of the academic staff in the faculty is overburdened with a number of committee assignments that considerably affects the research and teaching activities.
Unattractive working condition
The salary scale is not competitive to attract new staff and retain the existing staff. In addition, there is no incentive and fringe benefit (like transportation, housing, health insurance and the like) to motivate the staff involved in extra activates and research. There are not also adequate recreation facilities (such as lounge, sport facilities, indoor and outdoor games) both for students and the staff.
Absence of complete and stringent rules and regulations to correct misbehaving students
The number of misbehaving students is increasing from time to time. There is no strong determination by the university to aware the rules and regulations to correct misbehaving students and enforce the same. There is no also strong guidance and counseling service given to students.
Insufficient teaching and research facilities
There is a high demand for teaching materials such as literature, lab and field equipments, furniture and other facilities. Because of the insufficient supply of those facilities it had been difficult to conduct different researches and practical oriented education.
Limited access to ICT
The ICT facilities like telephone, Internet, fax, telex and post are not sufficiently available and organized in the way the staff and student access them. In a world where information technology is growing very rapidly and technology transfer is very fast, the accessibility of ICT facilities prohibit the staff from providing modern teaching and outstanding research.
Limited collaboration with national and international academic and
research institutions
There are only limited collaborations with national and international institutions for academic exchange and research. The existing collaboration needs to be strengthen to enhance information exchange and staff development.
Low efficiency of administration and research
Some members of the faculty have little pedagogical, research and computer skills that are important in improving the efficiency of the activities of the faculty. Besides, most of the administrators lack management skills to lead activities effectively and efficiently.
Inadequate budget
There is very limited budget resource from government, donors and internal revenue, which affects the teaching-learning process, research, expansion and other activities of the faculty.
Inadequate qualified counseling and guidance service for
students
The counseling and guidance services in the university are not sufficient as compared to the exploding number of students and extent of social and psychological problems.
Lengthy bureaucratic and administrative
hurdles
The purchasing and finance processes are inefficient and ineffective because of the lengthy administrative bureaucracy. The purchasing and recruitment process and procedures are also awkward and sluggish which highly hider the overall activities of the faculty. Besides, the decision-making and responses for requests are very slow to the extent that they hamper the regular activities of the faculty. Most of the existing staffs working in different administration sections of the university are not well qualified and competent.
Inadequate transportation facilities
There are no adequate transportation facilities in the faculty. Undertaking various research activities, educational tours and communication have been difficult with out available transportation facilities.
6.2 External Environment Analysis
6.2.1 Opportunities
a.
Favorable government
policy and strategies
The policies, strategies and programs affect positively the development of the faculty in program expansion, curriculum development, research and extension. Some of them are mentioned hereunder:
-
Natural science and Technology Policy
-
Agricultural
led-industrialization policy
-
Environmental
protection policy
-
Population
policy
-
Rural development
strategy
-
Poverty reduction
strategy
-
Food security
policy
-
National resource
conservation strategy
-
Health
policy
-
Water
policy
-
Investment and
privatization policy
-
Civil service
reform program
-
Education
policy
-
Higher education
Act (Higher institutions autonomy)
-
Energy
policy
-
Higher education
expansion and diversification programs
- Urban development policy
b.
Government commitment and
inclination on ITC development
Since the government is committed to introduce ICT in Higher learning Institutions, the faculty will have the opportunity of being computerized and networked. This enhances the development of the faculty in teaching, learning, research and efficient administration.
c.
Growing entrepreneurship
and investment opportunities
It creates the wider job opportunities to the graduates of the faculty.
d.
Available national
strategic direction of research fund.
Problem solving research projects are given priority to get enough funds.
e.
Availability of creating collaboration
with different research and academic institutions including
NGOs.
There are possibilities of collaboration with national and international
Institutions in the areas of research, teaching, scholarship, donations, staff exchange, and others.
f.
Democracy peace and
stability
There exists relative democracy, peace and stability which are favorable conditions for the development of the faculty
g.
Wide areas of research
problems (different social, economic and environmental
problems)
The existence of these problems will allow the staffs and students to participate in research activities.
h.
Dedication of Society for
sustainable development
i.
Strategic
location
The location of the university surrounded by various ethnic groups with variety of cultures, lakes and rift valley will be a great advantage for studies in water resource, biodiversity, environment, ethno biology, ethno medicine, etc.
j.
Institutional autonomy
The higher education Act issued by the Ministry of Education creates
an opportunity to exercise maximum academic freedom
6.2.2
Threats
The following threats are identified as important factors that affect the internal environment of the faculty.
Lack of enforcement of
policies
There is a fear that the strategic plan may not
be implemented because of inadequate and strong governmental institutions and
commitment of the civil servants to enforce the different policies in the
country.
High prevalence of pandemic
diseases
The high prevalence of pandemic diseases such
as, HIV/AIDS, malaria, TB and others may deteriorates the productive manpower of
the university community and collaborative institutions that hiders the
implementation of the strategic plan.
Population
explosion
There is a high rate of population increase in
the country, which does not match to the rate of increase in production of
manpower and expansion of services given by the faculty to meet the needs of the
society. Unless checked, the impact of the strategic plan may become negligible
to affect the life of the society
Brian
drain
The current migration rate of the university
intellectuals for the sake of better benefits (salary, fringe benefits and other
incentives) may affect the faculty from fulfilling its mission statement.
Poverty
The ever-increasing poverty rate in the country
may dictate the government to withdraw its commitment to finance the
university.
Unpredictable change in government sector
policies
Unpredictable policy changes in the government
policies may affect the strategic plan of the faculty
Possible decline of donor
agencies
The Faculty expects substantial amount of fund
from different funding agencies. The decline in the commitment of the donors may
hamper the implementation of the FNS strategic plan.
Loosening social values
and norms
The FNS strategic plan is designed to work on the framework of accepted social values and norms. The degradation of the social values and expansion of delinquencies (such as, drug addiction, violation of lows, adulteries, corruption and others) may affect the FNS from implementing the strategic plan.
Illiteracy and suspicion of the
society
The existing rate of illiteracy may hider the
society from accepting science and technology as a sole agent to improve and
change their life. The society is also suspicious to accept novel ideas and get
evolved to implement the strategic plan.
Lack of access to
improved technology
Because of shortage of available resources, the FNS may not advance in compliant with the existing ever-increasing advancement in technology. The gap may hamper from fulfilling the FNS mission.
Globalization
The following issues are most critical and require immediate attention. Failure to address these issues results in total failure of the Faculty in its mission. The magnitude of their impact could also grow with time.
As a new faculty, the Faculty of Natural Sciences is suffering very much from the shortage of qualified staff and equipments. Even for the second semester of this academic year, where the Faculty is only into its second year, departments like Computer Science and Information Technology, for example, had to ask other sisterly universities for instructors to handle certain courses. Unless this problem is solved immediately, its impact would be far-reaching.
If the teaching process is to be student-centered and more practical-oriented, the lab facilities need to be improved. The quantity as well as the quality of lab facilities at present is below standard.
The lengthy bureaucratic procedure is, to say the least, frustrating. It suffices to mention the time taken to purchase equipments and recruit staff to show the lengthy bureaucratic procedure and inefficient administration. We are in a position where purchasing easily available equipments like computers takes more than 6 months. It was not possible to recruit academic staff in the fields of Computer Science and Statistics because new graduates were already employed by other institutions when Debub University released its advertisement for employing staff.
Some of the indicators of quality education include presence of carefully prepared curriculum, qualified staff in an acceptable student to staff ratio, laboratory facilities, books, etc. When we look at the quality of education offered in the FNS of the DU against these indicators, it is unsatisfactory.
Save for a few senior instructors who carried over the culture of conducting researches from the Awassa College of Agriculture, most FNS staff members are not involved in research activities. Immediate measures should be taken to change the current situation.
The mobility of staff and students has been severely restricted due to poor transportation facilities. Research activities that the faculty wants its staff to be engaged it could also be negatively affected unless the problem is solved immediately.
The faculty could not purchase equipments and books necessary for the smooth running of the teaching process.
Communication, counseling, photocopy, recreation and other student services are either poor or non-existent. In the absence of these services, students cannot be expected to behave or perform, as they should.
The faculty did not establish a relationship with local and foreign educational institutions. External relations are necessary for exchanging experiences, sharing resources, acquiring scholarship opportunities for staff, etc.
The recurrent drought this country is confronted with is a result of environmental degradation. The culture of work is also fading away partly because our young generation is not adequately trained to be creative. These problems need be addressed if we are to move forward.
The most important objectives as derived from the critical issues and the corresponding strategies and sub strategies are listed below.
1.
Produce Highly Qualified
Graduates Committed to Contribute Their Share in the Poverty Reduction Process
of the Country
Strategies
a) Improve quality and quantity of academic staff
· Recruit local and expatriate staff with the required qualification and in the required number
· Have a carefully planned strategic plan and implement it
· Retain quality staff by improving the working condition (introduce competitive salary, incentives and fringe benefits)
·
Get rid of staff who
repeatedly prove to be irresponsible and incompetent
§ Create strong collaboration with different academic institutions
b) Exploit current technology
§ Work vigorously to introduce and expand ICT
§ Make ICT extensively available to staff and students
§ Assist the teaching process with E-teaching and E-learning by establishing faculty-level intranet and designing appropriate web sites
§ Make equipment like photocopiers available to students
c) Make sure that the curriculum is always relevant
· Conduct regular curriculum reviews
· Make the teaching/learning process student-centered and more practical-oriented.
d) Instill sense of responsibility among students
- Introduce such courses as ethics to the curriculum
- Show students that becoming responsible and role model is rewarding
- Increase interaction between staff and students
- Involve students in voluntary services through attachment programs
- Assist disadvantaged students (disabled students, female students and students coming from disadvantaged regions)
e) Improve student services
- Assist disadvantaged students (disabled students, female students and students coming from disadvantaged regions)
- Expand and improve health facilities
- Expand recreation facilities
- Improve counseling & guidance services
- Encourage students to be organized into different clubs
2.
Conduct Relevant Researches
that Have Meaningful Impact in Improving the Livelihood of
Society
Strategies
a) Encourage staff to be involved in researches by:
- introducing incentives, and
- providing training on research methodologies to those who did not take any
b) Carefully select research projects that are relevant and community-based
c) Vigorously work towards securing funds by producing project documents, expanding collaborations, etc
d) Involve students in research activities
3.
Diversify the Undergraduate
and Graduate Programs Based on Capacity and Need
Strategies
a) Explore and open programs that play important roles in the process of poverty reduction
b) Start graduate programs in selected fields
4.
Improve and Change the
Lengthy Bureaucratic Procedures and
Administration Practices
Strategies
a) Decentralize the purchasing and finance process by:
-
Letting each faculty to have
its own finance and purchasing sections to process financial and purchasing
activities up to a certain level
-
Introducing petty-cash to
purchase components whose value does not exceed a certain
amount
b) Create common understanding among the academic and administrative staff about the administrative, finance and purchasing processes
c) Improve the administration system through computerization and training
5.
Improve Efficiency of
Resource Utilization and Management
Strategies
a) Develop efficient management information system (MIS) by providing management training for the administrative staff and academic staff with administrative commitments
b) Create a system of accountability and transparency at various administration levels
c) Strengthen activity-based planning, monitoring and evaluation
6.
Create Income Generating
Schemes to Support the Financial Capacity of the
Faculty
Strategies
a) Introduce or expand evening, distance education, summer and weekend training programs
b) Explore areas in which the faculty can provide short-term training and consultancy services and implement the same
c) Explore and introduce other potential income generating projects
Currently functioning
Academic Programs of the Faculty of Natural Sciences
are:
|
Departments |
Programs | |
|
Diploma |
Degree | |
|
Applied Biology |
|
√ |
|
Applied Chemistry |
|
√ |
|
Applied Mathematics |
|
√ |
|
Applied Physics |
|
√ |
|
Computer Science & Information Technology |
√ |
√ |
Planned Academic and
Research Programs of the College of Science and
Technology
* It is anticipated that a college by the name of College of Science and Technology, comprising the Faculties of Natural Science and Technology and School of Pharmacy will be formed
|
|
Phase I
(2003-2007) |
Phase II (2008 -
2012) | ||
|
|
B.Sc. |
M.Sc. |
B.Sc. |
M.Sc. |
|
1)
Faculty of Natural
Sciences |
|
|
|
|
|
Department of
Biology |
|
|
|
|
|
- Applied biology |
√ |
|
||