Office of Academic Quality Audit and Assurance Directorate

Five Years Strategic Plan (2023/24-2028/29)

Damene Matsana (PhD)

SEPTEMBER, 2023

DILLA UNIVERSITY, ETHIOPIA

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 Office of Academic Quality Audit and Assurance Directorate

Five Years Strategic Plan (2023/24-2028/29)

Mission
It is the mission of the Office of Academic Quality Audit and Assurance Directorate to provide
clear and comprehensive measures of quality covering professional development of academic
staff, course contents, teaching-learning processes, student evaluation, assessment, and grading
systems, which shall also include student evaluation of course contents together with the
methods and systems of delivery, assessment, examinations, and grading systems.

Vision

The vision of Dilla University is to expand the quality learning programs that are an integral part
of youth’s education, engaging them in year-round learning opportunities that prepare them for
career development and life.

Values

 Service Excellence

 Collaboration and Partnerships

 Involvement and Leadership

 Responsibility and Consequences

Required Human and Material Resources

In line with the expectation that higher education institutions in Ethiopia should ensure proper
utilization of human and material capital for the development of the nation, DU works to attain
quality, relevance, and equitable education through well-organized human and material
resources. This entails a big investment in students, teachers, administrative staff, and the
university management, as well as in material resources. Hence, DU shall integrate and use these
resources for the realization of its vision.

Human and Material resources

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The required human resources are students, teachers, academic and administrative staff,
university leadership, the community, and stakeholders. The required material resources are
smart classrooms, well-organized offices, and ICT.

Strength of office for quality audit and assurance directorate

 Existing and well-organized office structure in all colleges and institutes;

 The existing human resources
Weakness of office for quality audit and assurance directorate

 Lack of regular supervision in different academic programs;

 Limited staff management practices;
 Lack of regular revision on the working guideline;
 Limited collaborative work with different stakeholders.
Introduction

Based on the vision of DU, the Academic Quality Audit and Assurance Directorate office will
follow both internal and external quality assurance mechanisms. Internal quality assurance, in
turn, will focus on guiding and controlling members of the university community and the
operating systems to strictly comply with the standards, regulations, legislation, and operational
and performance frameworks of the university while also continuously empowering the
university community to develop a culture of quality. Delivering high-quality products and
services is not a choice but a survival issue to outcompete and satisfy the dynamic needs and
aspirations of customers and stakeholders and exert a high impact on the overall societal
development of the country and beyond. In addition to the quality assurance mechanisms,
effective internal quality enhancement initiatives and activities will be put in place by the
different academic and research units of the university.

In its efforts to assure quality in DU, the directorate office will strictly observe the following
international standards in order to secure international accreditation and maintain a strong
internal quality assurance and enhancement system.

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  Approval, monitoring, and periodic review of programs and awards: the directorate
office will continuously develop and improve formal mechanisms for the approval,
periodic review, and monitoring of its programs.
 Assessment of students: DU’s students will be assessed using published criteria,
regulations, and procedures that are consistently applied.
 Quality assurance of teaching staff and continuous professional development: the
directorate office will develop a system to make sure that members of the teaching staff
are qualified and competent to teach.
 Learning resources and student support: the directorate office will ensure that the
resources available for the support of student learning are adequate, appropriate, and
technologically up-to-date for each program offered.
 Information systems: the directorate office will ensure that relevant information is
collected and analysed for effective quality management of its academic programs.
 Public information: the directorate office will regularly publish up-to-date, impartial,
and objective information about the programs and awards it offers in order to meet the
standards of accountability to public quality demands.
Purpose of the strategic plan
 Deepen and broaden the support system so that participants have equitable access to
consistently high-quality programs.
 Create or change policy guidelines, program requirements, and system elements to
increase program sustainability and quality.
 Promote collaborative partnerships to support the development and sustainability of
programs that are an integral part of the education system.
 Develop a diverse teaching-learning workforce that is prepared to support the growth of
youth, and deliver high-quality programming.

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 Table 1. Strategic Themes, Strategic Objectives, Outcome Indicators and Target Matrix

Strategic Strategic Outcome indicators Measures Baseline Target

Theme Objective 2023/24 2024 2025 2026 2027 2028
/25 /26 /27 /28 /29
Enhancing 1.1. Deepen 1.1.1. Develop
high-quality and broaden University level
teaching and the support quality standard,
system so
learning undertake academic
that
practices in participants quality audit on
DU have periodic basis, follow
equitable up and rectify the
access to deficiencies revealed
consistently by the audit, maintain
high-quality appropriate
programs.
documentation of the
audit; and submit such
document regularly to
President office Percent - 100 100 100 100 100
1.1.2. Overview and
facilitate the
management of
external academic
quality audits and
similar events Percent - 95 100 100 100 100
1.1.3. Facilitate the
implementation of
standardized
admission and
placement strategies Percent - 95 100 100 100 100
1.1.4. Facilitate the
implementation of
newly introduced
academic programs
based on market
demand and global
condition Percent - 95 100 100 100 100
1.1.5. Facilitate the - 80 85 90 95 100
implementation of
industry initiated
academic programs
Percent

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Strategic Strategic Outcome indicators Measures Baseline Target
Theme Objective 2023/24 2024 2025 2026 2027 2028
/25 /26 /27 /28 /29

1.1.6. Ensure the

quality of the
postgraduate
programs that deliver
additional courses
based on the
prescriptions of
professors and
students over and
above the courses in
the curriculum
Percent - 90 95 100 100 100

1.1.7. Ensure the

quality and relevance
of PG programs newly
introduced based on
market demand Percent 100 100 100 100 100
-

1.1.8. Working on
updating and revising
the PG curriculum
based on the need
assessment
Percent
80 85 90 95 100

1.1.7. Following day-

one-class one program
in all semesters of the
academic year
Number 2 2 2 2 2

1.1.8. Facilitate the

implementation of
joint programs run
along with nationally
and internationally
prominent universities
Number 2 3 4 5 6
1.1.9. Use quantitative - 95 100 100 100 100
and qualitative data to
showcase the impact of

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Strategic Strategic Outcome indicators Measures Baseline Target
Theme Objective 2023/24 2024 2025 2026 2027 2028
/25 /26 /27 /28 /29
teaching-learning
programs and strengthen
the country will to
maintain and improve
programs.
Percent
1.1.10. Ensure the
participation of
stakeholders in the
Percent
curricula preparation - 95 100 100 100 100

1.1.11. Working to
improve the Teacher:
Student Ratio at
undergraduate level
Ratio 1:60 1:50 1:45 1:40 1:35 1:30

1.1.12. Working to
improve Teacher:
Student Ratio at
postgraduate level Ratio
1:15 1:13 1:11 1:9 1:7 1:5
1.1.13. Ensure the
relevance and quality
of undergraduate
programs that deliver 100 100 100 100 100
distance and
continuing education Percent -
1.1.14. Ensure the
relevance of graduate
programs that deliver
distance and 100 100 100 100 100
continuing education Percent -

1.1.15. Ensure the

participation of
students involved in
co-curricular and
extra-curricular
activities 100 100 100 100 100
Percent -
1.1.16. Ensure the
establishment of smart
class rooms for PG
programs
Percent - 80 85 90 95 100

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Strategic Strategic Outcome indicators Measures Baseline Target
Theme Objective 2023/24 2024 2025 2026 2027 2028
/25 /26 /27 /28 /29

1.1.17. Ensure
students satisfactions
on the available
programs
Percent 100 100 100 100 100

1.1.18. Ensure the

presence of academic
programs with
international
accreditation
Number 1 2 3 4 5

1.1.19. Follow, record

and reduce class
wastage
Percent 100 100 100 100 100
1.2. Create or 1.2.1. Develop and
change maintain clear,
policy relevant policies that
guidelines, support quality
program programs. Percent 95 100 100 100 100
requirements, 1.2.2. Coordinate and
and system monitor the
elements to development and
increase implementation of
program academic quality
sustainability assurance internal
and quality. system that shall be
continuously improved Percent - 95 100 100 100 100
1.2.3. Provide
appropriate guidance
and support to ensure
the University quality
assurance procedures,
policies and strategies Percent - 100 100 100 100 100
1.2.4. Overview and
facilitate the
management of
external academic
quality audits and
similar events Year - 1 2 3 4 4
1.2.5. Prepare plan and - 1 1 1 1 1
budget for quality
assurance and related
office activities Year

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Strategic Strategic Outcome indicators Measures Baseline Target
Theme Objective 2023/24 2024 2025 2026 2027 2028
/25 /26 /27 /28 /29
1.2.6. Solicit and
manage funding for
academic quality
assurance and program
design at DU Year - 1 1 1 1 1
1.2.7. Play active role
towards the
implementation of
[Higher Education
Proclamation (Pro No
650/2009), part II,
section one: articles
22] in DU Percent - 100 100 100 100 100
1.3. Promote 1.3.1. Establish the
collaborative teaching-learning
partnerships programs in
to support the partnership with the
development class day, as an
and integral component of
sustainability the colleges and career
of programs education continuum. Percent - 100 100 100 100 100
that are an
integral part 1.3.2. Support and
of the promote the role of
education Teaching-Learning as
system. critical partners in
community
engagement.
Percent - 100 100 100 100 100
1.3.3. Guide staff
towards more
sustainable and
authentic partnerships
to ensure quality
education and services
in DU. Percent - 100 100 100 100 100

1.3.4. Improve the

communication
systems to ensure
quality audit and
relevance in education
and services provision
in DU.
Percent - 95 100 100 100 100
1.3.5. Working to
ensure the

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Strategic Strategic Outcome indicators Measures Baseline Target
Theme Objective 2023/24 2024 2025 2026 2027 2028
/25 /26 /27 /28 /29
postgraduate programs
that provide admission
for international
students Number - 10 12 15 18 20
1.3.6. Enhancing the
delivery of project-
supported graduate
programs Percent - 95 100 100 100 100
1.3.7. Represent the
University regarding
quality assurance
design to external
bodies Percent - 95 100 100 100 100
1.3.8. Facilitate
training regarding
quality assurance
design to the
community Number 1 2 3 4 5
1.4. Develop 1.4.1. Facilitate
a diverse awareness raising
Teaching- training workshops
Learning regarding academic
workforce quality assurance
that is procedures, policies
prepared to and strategies to the
support the University academic
growth of staff Number 1 2 3 4 5
children and 1.4.2. Incentivize and
youth, and attract a diverse
deliver high- Teaching- Learning
quality workforce through a
programming flexible and accessible
organization system. Percent - 25 35 55 75 100
1.4.3. Strengthen
career pathways and
professional
development for
Expanded Learning
workforce. Percent - 95 100 100 100 100
1.4.4. Build the - 100 100 100 100 100
capacity of college
quality education and
relevance coordinators
through professional

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Strategic Strategic Outcome indicators Measures Baseline Target
Theme Objective 2023/24 2024 2025 2026 2027 2028
/25 /26 /27 /28 /29
development and peer
support system. Percent
1.4.5. Develop a data
collection system that
informs initial and
ongoing work related
to workforce
development. Percent - 95 100 100 100 100

Monitoring and Evaluation of the Strategic Plan

The strategies set for monitoring and evaluation of this five year strategic plan (2023/24-
2028/29) are as follows:

 Monthly performance evaluation report should be done in each College academic quality
audit and assurance coordinators and will be submitted to the office of the academic
quality audit and assurance directorate.
 Quarterly performance evaluation report should be done all over the office of academic
quality audit and assurance directorate structure and the report document will be
submitted to the vice president office for academic affairs.

Reporting

The flow of reporting throughout the strategic plan will be as follows:

 All College academic quality audit and assurance coordinators shall report to
office of the academic quality audit and assurance directorate twice a month.
 Office of the academic quality audit and assurance directorate will report to the
vice president office monthly.
 Consolidated report document will be submitted to the Plan Department at the end
of the quarter.

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