COLLEGE OF ENGINEERING AND TECHNOLOGY

DEPARTMENT OF HYDRAULIC AND WATER RESOURCES ENGINEERING

OPERATIONAL PLAN

FOR

VICE OF RESEARCH, COMMUNITY SERVICE , TECHNOLOGY TRANSFER AND

INDUSTRY LINKAGE

BY

ZELEKE KUMBI BEDECHA (MSc in Hydraulic Engineering )

July 8 , 2024

DILLA UNIVERSITY, DILLA, ETHIOPIA

1. Background of Dilla University & Introduction

( As World ... University) ....In the Globalization World, the role of universities has expanded beyond
traditional academic pursuits. Applied science universities like Dilla University (University of Applied
Science, DU _ As Ethiopia Higher Education Institutions' Differntiation , Implemantation strategy (2022
_20232) _ UASs) in Ethiopia play a critical role in addressing the needs and challenges of industries by
fostering collaboration, Innovation , technology transfer, and Diversity and inclusiveness.

With its inception as Dilla College of Teachers’ Education and Health Sciences (DCTEHS) in
1996, the current Dilla University was organized as part of the then newly emerging Debub
(Literarily means South University) in the year 2001. In its early ages, the college began the
teaching-learning with small number of students, which gradually grew to host 12 departments.
Through process, the Council of Ministers granted DCTEHS certification as an independent and
full-fledged university in 2006 (Proclamation No.129/1999). At this junction, it is noteworthy to
mention that, the college has been the icon of quality graduates with great reputation both at
regional, national levels and even beyond, especially in the teaching profession until recently.

With rapid internal expansion of the universities to accommodate the geometrically increasing
number of students in the country, Dilla University has established four different campuses,
Seven Colleges (Technology and Engineering; Business and Economics; Health and Medical
Sciences; Social Science and Humanities; Law and Governance Studies; Agriculture and Natural
Resources; and Natural and Computational Sciences), two Institutes (Indigenous Studies; and
Education and Behavioral Sciences).

Vision statement

By 2030, DU aspires to be nationally competent and internationally recognized innovative

university for societal transformation”
 Mission Statement

To produce competent, practical oriented, and qualified graduates joining workforce, with
special emphasis in Agriculture, Natural resources, Health and Education to strengthen and
develop industry -linkage and engagement through collaborations, innovative researches,
divesity and industrness, real world Application and services with active leadership.

Core Values of Dilla University (UASs)

The core value of the University are:

Professionalism and ethics; recognition of innovation, Partnership and collaboration,

collaborated and multisensory learing ,diversity & inclusiveness, Entrepreneurship &
Greenness

Furthermore, as University of Applied Science ( UASs) , DU, located in South Ethiopia Regional
state of Ethiopia (SRSE) and currently, it is catagorized as an applied science university ( based on
Differentiation , implementation of the Higher Education System of Ethiopia, 2020) that will focus on
providing practical orrinted, industry-relevant education and research focused aisciplines such as
Agriculture, Health sciences, and Natural Sciences.

In Ethiopia, there is a growing emphasis on industrialization and economic diversification. The

government has identified the need to develop a knowledge-based economy and has set ambitious targets
for technological innovation, research and development, and industrial growth. In this context, applied
science universities like DU have a crucial role to play in supporting the country's economic
transformation agenda.

Motto: As University of Applied University Science (UASs) , We foster strong & sustainable research
engagement and community based trains based on the scope of Hydraulic and Water resource
Engineering;professions.

Collage of Engineering and Technology (DU _CoET ) & Department of Hydraulic Water
resource Engineering.
Dilla University College of Engineering and Technology (DU-CoET) is one of the colleges established in
the university in 2003 E.C to produce competent professionals that will support the realization of the
industrialized development of the nation. It is evident that Engineering and Technology education is a
pivotal importance for next industrial transtions & development of Ethiopia.

Consequently, the Government of Ethiopia is establishing strong higher learning institutions, which focus
on Applied science University by compatabilting Engineering and technology with Applied science
University focusing Areas, research and technology transfer, to ensure the economic competitiveness of
future industry. In this regard, the Engineering and Technology education program in Dilla University
was upgraded from the so called, School of Engineering and Technology (SoET) to College of
Engineering and Technology (CoET) during 2005 E.C academic year and which in the near future
become Institute of Technology (IoT).

Currently, DU-CoET is offering eight/8/ undergraduate programs and the department of Hydraulic and
Water Resource Engineering (HWRE) one of it. The current Strategic Plan for Hydraulic and Water
Resource Engineering Department is a crucial and core elements of DU's mission to bridge the gap
between academia, students , researchers , industry linkage & agents , staff open participation, fairness,
openness, Partinership and holestic Collabortion with Communties and socio - economic enhancement
of Ethiopia.

Objectives and Core Values of Engineering

Under DU _CoET Objective will be :

1) A center of Excellence in teaching pratical orriented applied technology education in which its
graduater develop and acquire skills by industrial based apparentships.

2) Engaged in an interdisciplinary approach in applied science university research in technology and

technology transfer as its core task.

3)Establish suistainable partnership for stream development and enhancement, mutual support with
industry linkage as national and international levels.

Based on the Core Values of Engineering Collages such as, Innovation; professionalism; Team sprit,
Emphasis tn Quality ; partnership ; Acadamic freedom and Autonomy , Social Responsibility ;
Transparency & public Accountability will be the main focus of Department.
 Department of Hydraulic and Water Resource Engineering (HWRE) grounds

Hydraulic and Water resource Engineering is a study field that deals with collecting ; and distributing
water where and when it is needed , while protecting the communities , industries, infrastructures,
Environment s, and other resources from harmful and excessive flows or floods.

As general National demands of Water resource Management polcies & proclamations, Hydraulic and
Water resource Engineering stream related to Hydrology, fluid Mechanics, irrigation and drainage
systems, includes Water supply and sewerage systems, river training and flood protection works, Dam
and reservior design for Hydroelectric power generations , Water supply, Agriculture enhancment ,
irrigation propagation and recreational purposes of river.

The strategic plan for Hydraulic and Water Resource Engineering Department at DU is driven by the
recognition that research outcomes and technologies generated within the university have the potential to
create significant socio-economic impact if effectively transferred and included in Applied science
University focusing areas.. By enhancing strong and flexible, departmental collaborations and linkages
with external enviroments & international institutes, Dilla University, can ensure that its research and
innovation efforts are aligned with industry needs and can be practically applied to address industry
challenges.

Generally , the strategic plan path at Department level will foster the educational qualities, under
graduate and post graduate students will enhance their practical Skills, and tangible knowledge that fit
future industry directions.. It will focus on extending learning and teaching qualiti,; research and
Collabratios pivots that enhance industry- linkage, pratical laboratory and field based education and
short term trainings . In conclusion, the strategic plan for Hydraulic and Water Resource Engineering
Department will foster demand of international collaboration between academia and University .

Strategic Plan grounds

The two _-year (2024 _-2026/27) strategic plan for Hydraulic and Water Resource Engineering
Department was built based on Several grounds and or bases: DU senate legislation, CoET ground s,
Higher Education proclamations of 1152/2019 _ Article 69 (1), focusing directions, Ten-year (10)
development plan (2013-2022) of Dilla universitys' goals, objectives, and strategies, Ethiopian Higher
Education institutions for Exit Exam Competency focus area and Core course revised Version
March,2024, Differentiation & implementation of the Higher Education System of Ethiopia, 2020 that
support the draft of my strategic and operational plans. The Main strategic bases include:

1. Institutional Vision and Mission: The strategic plan for Hydraulic and Water Resource Engineering
Departmen is established based on the alignment with DU's overall vision and mission. This includes
recognizing the importance of industry collaboration and technology transfer in achieving the university's
goals and objectives. Furthermore, the ten-year (10) development plan (2013-2022) of our university
goals, objectives, and strategies was considered when the strategic plan was prepared.

2. Government Priorities and Development Agenda:

The Ethiopian government has placed significant importance on the development of the applied sciences
sector as a means to drive economic growth and address societal challenges. This favorable environment
creates the impetus for universities like DU to actively engage with industries and contribute to the
country's development goals. Hence, when the strategic plan was prepared, the Ethiopian higher
education institutions' differentiation implementation strategy (2022-2032) for applied sciences
universities was considered.

3. Research and Innovation Capacities: Establishing a strategic plan is rooted in assessing DU's
research and innovation capacities. This includes evaluating the expertise, infrastructure, and resources
available to support ILTT activities. The university can effectively contribute to industry development
and address technological challenges by leveraging these capacities. Therefore, in preparing this strategic
plan, the ten-year development plan (2013-2022) of DU research, community service, and technology
transfer goals, objectives and strategies are considered.

Strategic plans focusing relevance

Based on University Mission grounds, to produce knowledge based , skillfull and effortful professional
, to extend research and technology transfer, to extend community services and to map university in
world ranks the following strategic plan directions are concerned :

*) Concering the continuous developmental goal

*) Based on Country's Economical, social and poletical directions mainly Agricultural to industry
focused transitions, water resources managment based polcies & proclamations

*) As Higher Education Differentiation & implimentations catagory of 2020 (Dilla University

Unversiversty of Applied Sciences _DU_ UASs) following focusing directions

*) Regarding to Ethiopia &DU basic goal, gaped Education quality, research and technology transfer ,
community services and instutitional leadership and Administration should focused in strategic plans.

4. Situational (SWOT) Analysis

The SWOT analysis provides an evaluation that can focus on institutional strengths and weaknesses and
an external review of opportunities and threats for the successful strategic plan implementation. The
analysis was done with the identification and critical review of DU's ten-year development plan (2013-
2022) and the ten-year development plan (2013-2022) of DU research, community service, and
technology transfer documents.

Strengths

 Strong Academic Reputation: DU has a strong academic reputation, with experienced faculty members
and quality academic programs that provide a solid foundation for ILTT.

 Research Capacity: The University has a growing research capacity, with dedicated research centers
and a focus on applied research that can address industry challenges and contribute to economic
development.

 Industry Engagement: DU has already established some level of industry engagement, with existing
partnerships and collaborations that can serve as a foundation for further ILTT initiatives.

 Entrepreneurial Culture: The University has fostered an entrepreneurial culture among students and
faculty, with initiatives such as entrepreneurship education and support for student-led startups, providing
a conducive environment for innovation and technology transfer (ITT).

Weaknesses
 Limited Industry-Academia Collaboration: The level of collaboration between the university and
industries may be limited, with a need for stronger partnerships and mechanisms to facilitate effective
collaboration and technology transfer.

 Infrastructure and Resource Constraints: The University may face infrastructure and resource
constraints, including the availability of research facilities (like research Laboratories and Technology
Incubation Centers), funding for technology transfer activities, and support for patenting and licensing
processes.

 Gap between Curriculum and Industry Needs: There may be a gap between the academic curriculum
and the evolving needs of industries, requiring a review and revision of academic programs to ensure their
relevance and alignment with industry requirements.

 Limited Technology Transfer Mechanisms: The University may lack dedicated technology transfer
offices or units and streamlined processes for the transfer and commercialization of research outcomes,
hindering industries' effective utilization of knowledge and technology.

 Inadequate funding: Limited financial resources can hinder the implementation of ILTT initiatives,
including establishing dedicated technology transfer offices and providing necessary resources and
support.

Opportunities

 Growing demand for industry- Academia collaboration: There is increasing recognition of the
importance of collaboration between academia and industries in driving economic growth and innovation,
providing opportunities for DU to strengthen its industry linkage initiatives.

 Government Support: The Ethiopian government has shown support for industry-academia
collaboration and technology transfer, providing policy frameworks, funding opportunities, and incentives
for universities to engage with industries.
 Emerging Industries: There are emerging industries in Ethiopia, such as renewable energy,
agribusiness, and information technology, which present opportunities for DU to contribute through
research, skill development, and technology transfer.

 Regional Development Initiatives: The University can leverage regional development initiatives, such
as industrial parks and special economic zones, to establish partnerships and provide expertise and
support to industries in the region.

 Global partnerships and networks: The University can leverage international partnerships and networks
to enhance ILTT, accessing expertise, funding, and collaborative opportunities.

Threats

 Limited Awareness and Engagement: Industries may have limited awareness of the university's
capabilities and potential for collaboration, which may hinder the establishment of partnerships and
technology transfer activities.

 Competing Universities and Institutions: Other universities and research institutions in Ethiopia may
also be actively pursuing ILTT initiatives, creating competition for partnerships and resources.

 Rapid Technological Changes: Rapid technological advancements may pose challenges in keeping up
with industry needs and effectively transferring the latest technologies, requiring continuous monitoring
and adaptation.

 Economic and Political Instability: Economic and political instability in Ethiopia may create
uncertainties and impact industry development and investment, affecting the potential for ILTT
initiatives.

5. Way Forward: Strategic Plan

The way forward for a strategic Plan for ILTT involves a comprehensive and integrated approach that
addresses the identified challenges and capitalizes on the opportunities. The following steps outline the
way forward for the next three years:
 Develop a Clear Roadmap: Establish a clear roadmap for ILTT, outlining the objectives, strategies, and
action plans for the next three years. This roadmap should be aligned with the university's vision, mission,
and strategic priorities.

 Strengthen Industry Engagement: Actively engage with industries through industry advisory boards,
regular forums, and targeted outreach programs. Collaborate with industry stakeholders to identify their
needs, challenges, and opportunities, and incorporate industry input into curriculum development,
research projects, and joint initiatives.

 Establish Technology Transfer Mechanisms: Develop and implement mechanisms for effective
technology transfer and commercialization, including the establishment of dedicated technology transfer
offices or units. These mechanisms should facilitate the protection of intellectual property, licensing, and
the transfer of research outcomes to industries.

 Enhance Industry-Relevant Research: Foster a culture of industry-relevant research by promoting

applied research, interdisciplinary collaborations, and the establishment of industry-focused research
centers. Encourage faculty and researchers to address industry challenges, develop innovative solutions,
and generate research outputs that have practical applications and can drive industry growth.

 Integrate Entrepreneurship Education: Integrate entrepreneurship and innovation education into the
curriculum to foster an entrepreneurial mindset among students and researchers. Offer entrepreneurship
courses, provide incubation and mentorship programs, and support student-led startups to encourage the
development of innovative solutions and the creation of new ventures.

 Foster Industry-Ready Graduates: Enhance industry readiness among graduates by incorporating

practical training, internships, and industry placements into academic programs. Establish industry
partnerships to provide students real-world experiences, mentorship, and job placement opportunities.
Offer continuous professional development programs for faculty and staff to ensure they stay updated
with industry trends and demands.

 Advocate for Supportive Policies and Resources: Advocate for supportive policies that incentivize
industry engagement, protect intellectual property rights, and allocate resources for industry-focused
research and infrastructure development. Collaborate with government agencies, industry associations,
and other stakeholders to create an enabling environment that facilitates effective industry-academia
collaboration and technology transfer.
 Measure and Evaluate Progress: Establish a robust monitoring and evaluation system to track the
progress and impact of ILTT initiatives. Regularly assess the outcomes and effectiveness of

the strategies implemented, make necessary adjustments, and celebrate success stories to inspire further
engagement and collaboration.

 Foster Collaboration and Networks: Strengthen collaboration and networks by establishing partnerships
with local and international universities, research institutions, and industry associations. Leverage these
collaborations to access expertise, funding, and collaborative opportunities that can further enhance ILTT.

 Promote Community Engagement: Engage with the community and contribute to socio-economic
development by addressing community needs through research and development projects, providing
technical assistance and consultancy services to local industries, and collaborating with government
agencies and stakeholders to drive positive change.

6. Three Years (2023/24-2025/26) Strategic plan Goals, Objectives and Activities

Three Years (2023/24-2025/26) strategic goals, objectives, activities, and action plan for UG, PG &
Continous Education of DU:

Goal 1 : Enhance Industry Collaboration and Partnerships

Goal 2 : Enhance Industry Collaboration and Partnerships

Goal 3 : Enhance Industry Collaboration and Partnerships

Goal 4 : Enhance Industry Collaboration and Partnerships

Goal 5 : Enhance Industry Collaboration and Partnerships

Goal 6 : Enhance Industry Collaboration and Partnerships

Goal 1 : Enhance Industry Collaboration and Partnerships

Objective 1.1 :

Objective discrption :

Starting Time: 2024

Strategic Year: 2024 _2025/2026

Implementation strategies

a)

b)

c)

Objective 1.2 :

Objective discrption :

Starting Time: 2024

Strategic Year: 2024 _2025/2026

Implementation strategies

a)

b)

c)

Objective 1.3 :

Objective discrption :

Starting Time: 2024

Strategic Year: 2024 _2025/2026

Implementation strategies

a)

b)
c)

Objective 1.4 :

Objective discrption :

Starting Time: 2024

Strategic Year: 2024 _2025/2026

Implementation strategies

a)

b)

c)

Objective 1.5 :

Objective discrption :

Starting Time: 2024

Strategic Year: 2024 _2025/2026

Implementation strategies

a)

b)
c)

Objective 1.6 :

Objective discrption :

Starting Time: 2024

Strategic Year: 2024 _2025/2026

Implementation strategies

a)

b)

B) Goal 2 : Enhance Industry Collaboration and Partnerships

Objective 2.1 :

Objective discrption :

Starting Time: 2024

Strategic Year: 2024 _2025/2026

Implementation strategies

a)

b)

c)

Objective 2.2 :

Objective discrption :

Starting Time: 2024

Strategic Year: 2024 _2025/2026

Implementation strategies
a)

b)

c)

Objective 2.3 :

Objective discrption :

Starting Time: 2024

Strategic Year: 2024 _2025/2026

Implementation strategies

a)

b)

c)

Objective 2.4 :

Objective discrption :

Starting Time: 2024

Strategic Year: 2024 _2025/2026

Implementation strategies

a)

b)
c)

Objective 2.5 :

Objective discrption :

Starting Time: 2024

Strategic Year: 2024 _2025/2026

Implementation strategies

a)

b)

c)

Objective 2.6 :

Objective discrption :

Starting Time: 2024

Strategic Year: 2024 _2025/2026

Implementation strategies

a)

b)
c)

Goal 3 : Enhance Industry Collaboration and Partnerships

Objective 3.1 :

Objective discrption :

Starting Time: 2024

Strategic Year: 2024 _2025/2026

Implementation strategies

a)

b)

c)

Objective 3.2 :

Objective discrption :

Starting Time: 2024

Strategic Year: 2024 _2025/2026

Implementation strategies

a)

b)

c)

Objective 3.3 :

Objective discrption :

Starting Time: 2024

Strategic Year: 2024 _2025/2026

Implementation strategies

a)

b)

c)

Objective 3.4 :

Objective discrption :

Starting Time: 2024

Strategic Year: 2024 _2025/2026

Implementation strategies

a)

b)

c)

Objective 3.5 :

Objective discrption :

Starting Time: 2024

Strategic Year: 2024 _2025/2026

Implementation strategies

a)

b)

c)

Objective 3.6 :

Objective discrption :
Starting Time: 2024

Strategic Year: 2024 _2025/2026

Implementation strategies

a)

b)

c)

Goal 4 : Enhance Industry Collaboration and Partnerships

Objective 4.1 :

Objective discrption :

Starting Time: 2024

Strategic Year: 2024 _2025/2026

Implementation strategies

a)

b)

c)

Objective 4.2 :

Objective discrption :

Starting Time: 2024

Strategic Year: 2024 _2025/2026

Implementation strategies

a)

b)
c)

Objective 4.3 :

Objective discrption :

Starting Time: 2024

Strategic Year: 2024 _2025/2026

Implementation strategies

a)

b)

c)

Objective 4.4 :

Objective discrption :

Starting Time: 2024

Strategic Year: 2024 _2025/2026

Implementation strategies

a)

b)

c)

Objective 4.5 :

Objective discrption :

Starting Time: 2024

Strategic Year: 2024 _2025/2026

Implementation strategies

a)

b)

c)

Objective 4 .6 :

Objective discrption :

Starting Time: 2024

Strategic Year: 2024 _2025/2026

Implementation strategies

a)

b)

c)

Goal 6 : Enhance Industry Collaboration and Partnerships

Objective 6.1 :

Objective discrption :

Starting Time: 2024

Strategic Year: 2024 _2025/2026

Implementation strategies

a)
b)

c)

Objective 6.2 :

Objective discrption :

Starting Time: 2024

Strategic Year: 2024 _2025/2026

Implementation strategies

a)

b)

c)

Objective 6.3 :

Objective discrption :

Starting Time: 2024

Strategic Year: 2024 _2025/2026

Implementation strategies

a)

b)

c)

Objective 6.4 :

Objective discrption :

Starting Time: 2024

Strategic Year: 2024 _2025/2026

Implementation strategies

a)

b)

c)

Objective 6.5 :

Objective discrption :

Starting Time: 2024

Strategic Year: 2024 _2025/2026

Implementation strategies

a)

b)

c)

Objective 6.6 :

Objective discrption :

Starting Time: 2024

Strategic Year: 2024 _2025/2026

Implementation strategies

a)

b)
c)

Goal 7; : Enhance Industry Collaboration and Partnerships

Objective 7 .1 :

Objective discrption :

Starting Time: 2024

Strategic Year: 2024 _2025/2026

Implementation strategies

a)

b)

c)

Objective 7.2 :

Objective discrption :

Starting Time: 2024

Strategic Year: 2024 _2025/2026

Implementation strategies

a)

b)

c)

Objective 7.3 :

Objective discrption :

Starting Time: 2024

Strategic Year: 2024 _2025/2026

Implementation strategies

a)

b)

c)

Objective 7.4 :

Objective discrption :

Starting Time: 2024

Strategic Year: 2024 _2025/2026

Implementation strategies

a)

b)

c)

Objective 7.5 :

Objective discrption :

Starting Time: 2024

Strategic Year: 2024 _2025/2026

Implementation strategies

a)

b)
c)

Objective 7 .6 :

Objective discrption :

Starting Time: 2024

Strategic Year: 2024 _2025/2026

Implementation strategies

a)

b)

c)

Objective 1: Establish Strong Industry Partnerships

Activities:

 Conduct market analysis and stakeholder consultations to identify key industry sectors aligned with
DU's applied science disciplines.

 Develop a database of potential industry partners, their needs, and areas of expertise.

 Initiate and maintain regular communication channels with industry stakeholders.

 Organize industry-academia forums and networking events to foster relationships and identify
collaborative opportunities.

 Establish industry advisory boards to provide guidance on curriculum development and research
priorities.

Objective 2: Facilitate Knowledge Exchange and Internship Opportunities

Activities:

 Foster regular engagement between industry professionals and faculty/students through seminars,
workshops, and guest lectures.

 Establish internship programs with industry partners to provide students with practical experience
 Encourage faculty to participate in industry conferences and workshops to stay updated with industry
trends.

 Organize job fairs and recruitment events to connect students with industry professionals.

 Facilitate collaborative research projects with industry partners to address industry challenges.

Goal 2: Promote Technology Transfer and Commercialization

Objective 1: Streamline Technology Transfer Processes

Activities:

 Establish a Technology Transfer Office (TTO) to manage intellectual property, patents, and technology
commercialization.

 Develop a streamlined process for evaluating, protecting, and licensing university-developed

technologies.

 Provide training and support to faculty and researchers on technology transfer, patent filing, and
commercialization strategies.

 Establish partnerships with technology transfer offices of other universities and research institutions.

 Facilitate the creation of spin-off companies based on university research and innovation.

Objective 2: Enhance Research Commercialization

Activities:

 Conduct regular technology assessment and evaluation to identify research outputs with
commercialization potential.

 Provide support and resources for researchers to develop business plans and pitch their innovations to
potential investors.

 Establish funding mechanisms and grants to support technology commercialization projects.

 Foster collaboration between researchers and industry partners to bring university-developed

technologies to the market.
 Promote entrepreneurship and innovation culture among students and faculty through incubation
support and mentorship programs.

Goal 3: Foster a Culture of Innovation and Entrepreneurship

Objective 1: Nurture Student Innovation and Entrepreneurship

 Develop and implement programs that promote innovation and entrepreneurship among students.

 Provide training and mentorship opportunities for students interested in starting their own ventures.

 Establish innovation hubs and incubation centers to support early-stage startups.

 Organize innovation challenges, hackathons, and entrepreneurship competitions to foster creativity and
collaboration.

 Connect students with industry mentors and advisors to provide guidance and real-world insights.

Objective 2: Encourage Applied Research and Development

Activities:

 Encourage faculty members to engage in applied research that addresses industry needs.

 Provide resources and support for faculty to collaborate with industry partners on research projects.

 Establish funding mechanisms to incentivize faculty involvement in industry-focused research.

 Promote industry-focused publications, technical reports, and knowledge sharing among faculty and
industry partners.

 Organize workshops and seminars to facilitate the transfer of research findings and knowledge to
industry stakeholders.

By focusing on these strategic goals, objectives, and activities, DU can strengthen its industry linkages,
facilitate technology transfer, and foster a culture of innovation and entrepreneurship. This will lead to
increased collaboration with industry partners, enhanced research and development outcomes, and
contribute to the economic growth and development of the region.

7. Monitoring and Evaluation

The monitoring and evaluation mechanisms of the three-year (2023/24-2025/25) strategic Plan for ILTT
in DU can include the following:

Key Performance Indicators (KPIs): Develop a set of measurable KPIs that align with the strategic goals
and objectives of the plan. These indicators should be specific, measurable, achievable, relevant, and
time-bound. Examples of KPIs for ILTT may include the number of industry collaborations established,
the number of technology transfer agreements signed, the number of patents filed, and the amount of
revenue generated through commercialization activities.

Data Collection and Analysis: Establish a systematic process for collecting relevant data and information
related to ILTT activities. This can include surveys, interviews, and documentation of partnership
agreements, research projects, and technology transfer processes. Analyze this data to assess the
effectiveness and impact of the initiatives.

Regular Reporting: Develop a reporting system to provide regular updates on the progress of ILTT
initiatives. This can include quarterly or annual reports that highlight achievements, challenges, and areas
for improvement. Reports should be shared with relevant stakeholders, including university leadership,
industry partners, and funding agencies.

Stakeholder Feedback: Seek feedback from key stakeholders, including industry partners, faculty,
researchers, and students, to assess their satisfaction and identify areas for improvement. Conduct
surveys, focus groups, or interviews to gather qualitative feedback on the effectiveness of industry
linkage and technology transfer efforts.

Impact Assessment: Conduct periodic impact assessments to evaluate the broader socio-economic impact
of ILTT initiatives. This can include assessing the economic growth generated, job creation, industry
competitiveness, and the extent to which industries have successfully adopted university innovations.

Review and Adaptation: Regularly review and evaluate the strategic plan for industry linkage and
technology transfer to ensure its alignment with evolving industry needs and changing circumstances. Use
the monitoring and evaluation findings to identify areas for improvement and make necessary adjustments
to the plan.
Benchmarking and Best Practices: Benchmark against other universities or institutions that have
successfully implemented ILTT initiatives. Identify best practices and lessons learned that can be applied
to enhance the effectiveness of DU's efforts.

Continuous Improvement: Use the monitoring and evaluation findings to drive continuous improvement
in ILTT activities. Identify areas of success and replicate those strategies while addressing areas of
weakness or underperformance through targeted interventions and capacity-building initiatives.

8. Conclusion

The strategic plan for ILTT in DU is a comprehensive and forward-thinking framework that aims to foster
strong partnerships between academia and industries, promote knowledge exchange, and facilitate the
transfer of technology. By aligning with industry needs, promoting innovation and entrepreneurship, and

enhancing industry-ready skills, the plan seeks to create a mutually beneficial collaboration that drives
economic growth and contributes to the socio-economic development of Ethiopia.

The plan recognizes the importance of continuous improvement, evaluation, and feedback mechanisms to
ensure the effectiveness and relevance of ILTT activities. By continuously monitoring outcomes,
gathering feedback from industry partners, and implementing necessary improvements, DU can enhance
the quality and impact of its initiatives.

The strategic plan aims to create an environment that encourages innovation, entrepreneurship, and
lifelong learning by fostering collaborations, promoting technology transfer, and facilitating knowledge
exchange. By nurturing a culture of innovation and providing students with industry-relevant skills and
experiences, DU endeavors to prepare graduates for successful careers in industries and contribute to the
growth and competitiveness of the Ethiopian economy.

The implementation of this strategic plan requires strong leadership, dedicated resources, and active
engagement from all stakeholders, including faculty, students, industry partners, and government
agencies. By working together and leveraging the strengths and opportunities outlined in the plan, DU can
position itself as a hub for industry-academia collaboration, technology transfer, and innovation, making a
significant impact on the development of Ethiopia's applied science sector.

In conclusion, the strategic plan for ILTT at DU sets a clear direction for the university's efforts to foster
collaborations, transfer technology, and promote innovation. By embracing this plan, DU can play a
pivotal role in driving socio-economic development, creating a skilled workforce, and contributing to the
overall prosperity of Ethiopia.

References

1. Differentiating the Higher Education System of Ethiopia (2020), Addis Ababa, Ethiopia.

2. The ten-year development plan of DU (2013-2022) (2020), Dilla, Ethiopia.

3. The ten-year development plan (2013-2022) of DU research, community service, and technology
transfer (2020), Dilla, Ethiopia.

4. The Ethiopian higher education institutions differentiation implementation strategy (2022-2032) for
applied sciences (2022), Addis Ababa, Ethiopia.
Table of Contents

Table of Contents ............................................................................................................................. i

Abbreviations .................................................................................................................................. ii

1. Introduction .............................................................................................................................. 1

2. Strategic Plan Bases ................................................................................................................. 2

3. Mission, Vision and Core Values ............................................................................................. 3

3.1. Mission .............................................................................................................................. 3

3.2. Vision ................................................................................................................................ 3

3.3. Core values ........................................................................................................................ 3

4. Situational (SWOT) Analysis ................................................................................................... 3

5. Way Forward: Strategic Plan ................................................................................................... 5

6. Strategic Goals, Objectives and Activities ............................................................................... 7

7. Monitoring and Evaluation ....................................................................................................... 9

8. Conclusion .............................................................................................................................. 10

References ...................................................................................................................................... 11
Abbreviations