1_AAU_need_for_autonomy_presented_to_AAU_Board_28_march_2021.pptx

1_AAU_need_for_autonomy_presented_to_AAU_Board_28_march_2021.pptx
The need for University Autonomy in Ethiopia: the case of Addis Ababa University Tassew Woldehanna (Prof.) Presentation to AAU Governing Board 02 April 2021 Addis Ababa Ethiopia “Seek wisdom, elevate your intellect and serve humanity”
Outline (ማውጫ) 1. የአአዩ ታሪካዊ ገጽታ 2. የአአዩ ወቅታዊ አቅምና እምቅ ሀብቶች 3. ተግዳሮቶች እና መሰናክሎች 4. የዩኒቨርሲቲ ራስ አስተዳደር ጽንሰ ሐሳቦችና አለም አቀፍ ተሞክሮ 5. የራስ አስተዳደር ጽንሰ ሐሳብ ወደ ተግባር ሲለወጥ 6. የአአዩን አስተዳደራዊ አካል ማጎልበት/ማብቃት 7. የመረጃ ምንጮች
Introduction  አአዩ በ1950 ሲመሰረት ቀዳማዊ ሃይለ ስላሴ ዩኒቨርሲቲ በሚል ስያሜ ዩኒቨርሲቲ ነበር  Alemaya college of agriculture, Hawassa College of Agriculture, Gonder public health college, Baher Dar Pedagoy, and recently Selalie university were under AAU  ቀዳማዊ ሃይለ ስላሴ ዩኒቨርሲቲ ራስ የማስተዳደር ቻርተር ነበረው  በ1977 በከፍተኛ ትምህርት ኮሚሽን ስር ሲደረግ የራስ አስተዳደር ነፃ አቋሙን አጣ  በ1993 በአዋጅ በት/ሚኒስቴር ስር እንዲሆን ተደረገ፤  አሁን በሳይንስና ከ/ት/ሚኒሰቴር ስር ነው  ከ1977 ጀምሮ የአውቶኖሚ ጉዳይ የአአዩ ጥያቄ ሆኖ ቆይቷል  ነገር ግን ዩኒቨርሲቲው ምንም ጥረት ቢያደርግ ሲመሰረት የነበረውን ውሱን የራስ አስተዳደር ነፃነት እንኳ ሊያስመልስ አልቻለም
Current Status and potentials of AAU • With very limited autonomy, AAU is trying its best to perform better and compete both worldwide and regionally. • AAU is currently among the best global universities and among the top 10 African Research Universities. • Given it number of graduate programs and the strong demand for research, teaching and community management, AAU should have performed better than this • AAU, understanding it potential, is currently striving to be a stakeholders- conscious university by adapting itself to requirements and aspirations of the new generation and the demands of the labor market. • This has been made evident in the recent ten-year strategic plan of the university.
Main objective of the autonomy • (1) to create an enabling environment for unreserved and unwavering academic freedom and a vibrant and fertile ground for new ideas, challenges and political discourses so as to build democratic society; • (2) to be open to high level of government and public scrutiny, and sustained democratic participation including the university community; • (3) To increase the efficiency and effectiveness of university in achieving its mission and vison: • Equipped students with theoretical, practical and soft skills so as to increase employability • Achieve higher output/impact of research/technology transfer/scholarly community engagement • (4) Raise the share internal revenue while continuing to have increasing and flexible government funding
Black Lion Health Professionals= 1202 Administration staff= 4497 Academic staff Total =3034 (4.3% Professor) Total Student population = 34,873 70 UG programs and 373 Graduate programs (112 PhD) 15 Campuses 10 Center of Excellences 10 Colleges, 2 Institute of Technologies 11 Research Institutes B A S I C D A T A Addis Ababa University AAU 2020 Profile report 6
Colleges and Institutes of AAU • College of business and Economics • College of Education and Behavioral studies • College of Development Studies • College of Health Sciences • College of Humanities, language Studies, Journalism and Communications • College of Natural and Computational Sciences • College of Social Sciences • College of Veterinary Medicine and Agriculture • College of Visual and Performing Arts • College of Law and Governance Studies • Addis Ababa Institute of Technology • Ethiopian Institute of Architecture, Building and Construction AAU 2020 Profile report 7
Research Institutes • Institute of Ethiopian Studies - IES • Institute of Educational Research - IER • Institute for peace and security Studies - IPSS • Institute for Geophysics, Space science and Astronomy - IGSSA • Institute of Biotechnology - IoBT • Horn of Africa Regional Environmental center and networks - HoREC • Aklilu Lemma Institute of Pathobiology - ALIPA • Ethiopian Institute of Water Resources - EIWR • Institute of Development and Policy Research - IDPR • Water and Land Resources Center - WLRC • Academia of Ethiopian Languages and Culture - AELC AAU 2020 Profile report 8
Center of Excellences at AAU • African Centre of Excellence for Water Management (ACEWM) • African Railway Center of Excellence (ARCE) • Center for Innovative Drug Development and Therapeutic Trials for Africa(CDT-Africa) • ARUA Centre of excellence in post-conflict societies (50K USD contribution from AAU, rest ARUA) • ARUA Center of excellence in Good governance (50K USD contribution from AAU, rest ARUA) • Center of Excellence in Teacher Education (will run 12 DoE- PhD programs and several other BoE, MoE) • Institute for Peace and Security Studies • Institute of Biotechnology • Aklilu Lemma Institute of Pathobiology (Star in publication contribution) • Water and Land Resources Center (100% self financing) • Horn of Africa Regional Environmental Center and Networks (East African wide – 100% self financing) • Institute of Educational Research with Higher Education Research and Training Center • Ethiopian Institute of Water Resources AAU 2020 Profile report 9
አጠቃላይ የሰራተኛ ብዛት ተ.ቁ የሥራ አይነት ብዛት ጠቅላላ ድምር ሴት% ወንድ ሴት 1 የአካዳሚክ ሠራተኞች 2528 516 3044 16.95% 2 አስተዳደር ሠራተኞች 1516 3023 4539 66.60% 3 ቴክኒካል አሴስታንት 81 31 112 27.67% 4 ጤና ባለሞያዎች 449 740 1189 62.23% 5 ጠቅላላ ድምር 4574 4310 8884 48.51% የስድስት ወራት ዕቅድ ክንውን ዕቅድ አፈጻጸም ሪፖርት 10
Academic staff of AAU by degree level 72 - 2.4% are expatriate, 17% female N % of total Cum % %femal e PhD 999 32.8 32.8 8.2 DM/DVM 352 11.6 44.4 27.8 MSc/MA 1,149 37.7 82.1 16.3 BA 489 16.1 98.2 28.4 Diploma 55 1.8 100.0 18.2 Total 3,044 100.0 17.0
የመምህራን እና ተመራማሪዎች ቁጥር በአካዳሚክ ማዕረግና በጾታ Total % of total Cum % % female Professor 131 4.3 4.3 2.3 Associate Professor 327 10.7 15.0 5.2 Assistnat Professor 863 28.4 43.4 13.4 Lecturer 1,194 39.2 82.6 19.4 Assistant Lecturer 329 10.8 93.4 18.8 Graduate Assistant 80 2.6 96.1 70.0 Technical Assistant 120 3.9 100.0 25.0 Total 3044 100 17.0
የዘጠኝ ወራት ዕቅድ አፈጻጸም ሪፖርት 13 የፕሮግራሞች ብዛት 71 219 102 23 41 385 ቅድመ ምረቃ ድህረ ምረቃ(2ተኛ ዲግሪ) ድህረ ምረቃ(3ተኛ ዲግሪ) ስፔሻሊቲ ሰብ-ስፔሻሊቲ አጠቃላይ ድህረ ምረቃ 0 50 100 150 200 250 300 350 400 450 የፕሮግራሞች ብዛት ቅድመ ምረቃ ድህረ ምረቃ(2ተኛ ዲግሪ) ድህረ ምረቃ(3ተኛ ዲግሪ)
የዘጠኝ ወራት ዕቅድ አፈጻጸም ሪፖርት 14 መሰረታዊ መረጃዎች የቀጠለ… ቅድመ-ምረቃ (Undergraduate ድህረ-ምረቃ (Masters) ድህረ-ምረቃ (PhD) አጠቃላይ ድህረ-ምረቃ ጠቅላላ ሴት 7853 3297 263 3560 11413 ጠቅላላ 21002 11463 2134 13597 34599 7853 3297 263 3560 11413 21002 11463 2134 13597 34599 0 5000 10000 15000 20000 25000 30000 35000 40000 Axis Title አጠቃላይ ተማሪዎች ብዛት (በፕሮግራምና በጾታ) 26% 37%
Trends in students’ enrollment at AAU in ,000 43.3 44.7 37.3 39.2 39.2 35.2 35.2 35.7 36.3 34.8 32.2 30.0 21.0 7.7 10.4 12.2 13.5 15.8 16.5 16.7 18.3 17.7 13.6 46.9 49.6 47.4 48.7 51.5 52.9 51.5 50.5 47.7 34.6 0.0 10.0 20.0 30.0 40.0 50.0 60.0 Y2008 Y2009 Y2010 Y2011 Y2012 Y2013 Y2014 Y2015 Y2016 Y2017 Y2018 Y2019 Y2020 UG PG Total
AAU Invest on AI based Tools 16 • Overall research performance evaluation tool • Anti-Plagarism Policy effective as of march 01, 2020 • Digital library: • 240 thousand electronic book, • 230,000 thesis and dissertation collection • Ethiopian Journal Online – EJOL  Online publishing platform  Local Journals from AAU and Other Universities (Gonder, Haromaya, Bahir Dar)  More than 25 journals hosted  Open Access Journals: More than 50,000 Journals  Subscribed journal : More than 10,000 Journal Titles  Spend 1.2 million USD per year (cover the FC) AI-Research Intelligence Tools
Automation and Technological service at AAU • Conversis – reseacrh grant and publication incentive • IFMIS – Integerated financial mananment Information System • ICMIS – human resource • ISMIS- grade submsission, Registaration and digital Id card for staff and studnets • Libray - service • Anti-palagrism software • AAU IDALTU NET: 2020 project • Soon we will have state of the art camera system – main campus– designed is completed, donated equipments worth of 2.5 million USD will come over the next 3-5 months AAU 2020 Profile report 17
Other service targeting inequality • Female scholarship – from grant • Female scholarship tuition free • Disablity scholarship • Disablity support from projects (SIDA) and internal reveneu (500 Birr while 200 birr is covered from government budget • Female Research grant • Special previlege to female staff in hiring
Trends in Peer Reviewe Articles Produced by AAU (gathered via publication incentive scheme) 411 630 883 1462 1600 1818 2014 2015 2016 2017 2018 2019
Trend in the # of Scopus indexed scholarly output of AAU 111 118 101 121 96 116 120 122 145 152 195 256 236 291 372 362 459 561 620 604 662 832 950 1014 1258 Trend in # of Scopus indexed scholarly output of AAU
# of scholarly output of AAU indexed in Scopus 372 362 459 561 620 604 662 832 950 1014 1258 272 Y2010 Y2011 Y2012 Y2013 Y2014 Y2015 Y2016 Y2017 Y2018 Y2019 Y2020 Y2021 # of scholarly output of AAU indexed in Scopus
Trends in Scopus indexed scholarly output of Eth univ 372 362 459 561 620 604 662 832 950 1014 1258 2 12 14 36 24 46 57 68 112 131 217 42 38 41 65 116 142 201 237 312 413 660 32 58 111 144 159 169 218 342 421 533 752 44 59 91 129 122 102 166 203 250 252 320 90 102 98 143 135 97 126 165 229 267 376 86 142 149 171 204 191 215 271 288 387 540 41 60 77 106 159 191 183 290 316 410 549 Y2010 Y2011 Y2012 Y2013 Y2014 Y2015 Y2016 Y2017 Y2018 Y2019 Y2020 Trends in Scopus indexed scholarly output of Eth univ AAU AMU BDU GU HRU HWU JM MU
Y2020 Scopus Indexed scholarly output 1258 752 660 549 540 376 320 217 Addis Ababa University Gondar University Bahar Dar University Mekelle University Jimma University Ethiopia Hawassa University Haramaya University Arba Minch University Y2020 Scopus Indexed scholarly output
Y2021 up to 10th March Scopus Indexed scholarly output 272 154 111 82 111 83 75 52 Addis Ababa University Gondar University Bahar Dar University Mekelle University Jimma University Ethiopia Hawassa University Haramaya University Arba Minch University Y2021 up to March 10 Scopus Indexed scholarly output
Trends in Scopus indexed scholarly outputs among East African universities: Leading since 2018 111 118 101 121 96 116 120 122 145 152 195 256 236 291 372 362 459 561 620 604 662 832 950 1014 1258 61 67 72 77 99 105 102 143 213 214 233 321 360 440 514 556 567 571 687 729 722 845 831 971 1155 66 48 47 61 62 52 69 87 89 93 99 119 143 142 146 160 141 184 204 227 219 282 305 361 390 281 263 262 282 277 245 336 316 354 346 434 171 190 175 154 171 171 155 176 213 211 217 268 292 351 359 393 427 486 459 444 556 597 614 686 769 10 5 7 7 2 1 3 3 10 9 20 33 40 46 69 66 96 120 168 167 195 212 269 286 423 Y1996 Y1997 Y1998 Y1999 Y2000 Y2001 Y2002 Y2003 Y2004 Y2005 Y2006 Y2007 Y2008 Y2009 Y2010 Y2011 Y2012 Y2013 Y2014 Y2015 Y2016 Y2017 Y2018 Y2019 Y2020 trends in Scopus indexed scholrly outputs among East African universities Addis Ababa University Makerere University University of Dar Es Salaam University of Khartoum University of Nairobi University of Rwanda
AAU in Y2020 among East African Universities 1258 1155 434 769 423 390 Addis Ababa University Makerere University University of Khartoum University of Nairobi University of Rwanda University of Dar Es Salaam AAU in Y2020 among East African Universities
AAU in Jan-10th March 2021: East African Universities 272 235 112 147 100 77 Addis Ababa University Makerere University University of Khartoum University of Nairobi University of Rwanda University of Dar Es Salaam AAU in Jan-March 10, 2021 among East African Universities
Trend in income from research and consultancy (billion Birr) (more than 80% of internal revenue comes from research grant in Foreign currency) 2.411 2.877 2.620 2.481 2.612 0.379 0.580 0.760 0.786 1.118 2.789 3.456 3.380 3.267 3.731 2016 2017 2018 2019 2020 AAU’s income from research and consultancy Income (Billion birr) AAU total government Budget AAU Research grant ans consultency income AAU total gov budget + grant
Share of research grant and consultancy income from total AAU income % 5years average is 21.4%: more than 80% of internal revenue comes from research grant in Foreign currency 13.6 16.8 22.5 24.0 30.0 2015/16 2016/17 2017/18 2018/19 2019/20 Trend in the share of grant (internal revenue) % from total AAU’s total income (grant+gov budget)
STRENGTHS Weaknesses Opportunities Threats SWOT ANALYSIS OF AAU A Ten-year Draft SP of AAU 30 • Attractive brand, better visibility and good reputation/image of the University • 10th ranking from African top Universities • 70 years of excellence and rich experience/resource in all domains • The availability of national museum of Ethiopian studies, the natural history museum, the national herbarium for tourism attraction and biodiversity • Management and Leadership appointment based on merit and competition. • Admission of high performing and disciplined students • Availability of qualified and experienced academic staff • Unique programs (like visual arts) quality • Founder and chair of Ethiopian Quality award(UNIV-industry linkage ) • Inability to capitalize on the existing good image, • Low visibility in international arena/affairs, especially in the teaching-learning aspects • Inability to fully utilize AAU’s alumni • Low level of staff engagement and commitment • High unemployment rate of graduates • Poor recreational services (catering, cafes, sport facilities, laundries, beauty salons, etc.) • Inadequate research funding and poor-quality graduate research outputs • Membership of African Research University Alliance(ARUA), Association of African Universities(AAU), member of Global Academy of Liberal Arts (GALA), and Africa UNInet • Reclassification of higher education institutions based on mission • Introduction of exit exam for graduates in all programs • Growing attention to higher education • Rising demand for problem solving research, innovative products and consultancy services from stakeholders • High demand for continuing education and more revenue from the services •Lack of full autonomy and interventions •Poor educational background of students and poor readiness •Risks and uncertainties being caused by the COVID-19 pandemic •High unemployment rate of graduates •Restrictive regulations (finance, human resource, purchasing, job evaluation and placement, salary scale, use of internal revenue, …) that inhibits the internal operations of the University T O W S
SWOT Analysis • Stregth and Opportunity • Attractive brand, better visibility and good reputation/image nationally and internationally especially in research • 10th ranking from African top Universities • Members of several network (for example, ARUA, AAU,) • Have museums, herbariums , research is culture in AAU • Weakness and Threat • Inablity to use AAU Almuni • Poor recreational services • Labs, building and facilities are old – university expansion under threat? • Poor educational background of stduents amd poor readiness • Lack of autonomy (student admission) and interventions • Restrictive regulations (finance, procurmemt, salary scale, etc.) AAU 2020 Profile report 31
AAU Challenges and impediments • Despite the achievements and the promising potentials in AAU, there are challenges and threats. Most of these challenges and threats could be attributed to lack of autonomy • The challenges include but not limited to the following ones. • Interferences from the government, in student admission, type of courses to be provided for undergraduate programs, curricular decision; • low level of graduate competence and rising employer dissatisfaction emanating from lack of autonomy in student placement, harmonization and lack of differentiation among universities; • lack of student freedom to choose what to study and the University is not free to choose which courses to run or offer; • worsening brain drain and high staff turnover as staff prefer to move and work in universities elsewhere especially outside the country where there is autonomy and academic freedom as well better compensations; • the lack of university autonomy resulting to declining accountability and responsibility in administration;
AAU Challenges and impediments • the accumulation of unproductive administrative staff resulting from low salary • isomorphism resulting from copying programs of studies and curricula by new universities from older universities; • low and inflexible public funding for research which results in ever decreasing research outputs per academic staff; • limited financial support to graduate students resulting in poor graduate competencies and university research output; • low salary scale of academic staff and worsening working environment resulting from deteriorated infrastructure and resulting into reduced enthusiasm, diminished dynamism, and low participation of university staff on their own affairs; • Inflexible government procumrent and financial polocies • It be come apparent that autonomy is very impirtant to deal with many of the above challeges and threates
Defination of University autonomy • There are various definitions of university autonomy, • “the degree of freedom of the university to steer itself” or “a condition where academia determines how its work is carried out” (Raaza, 2010). • “independence in formulating a strategy for the university, and in choosing the tools and approaches to achieve the goals set. • “the freedom of institution to run its own affairs without direction or influence from any other level of government” (Anderson & Johnson, 1998).
The importance of university autonomy • Universities with full autonomy have better performance in terms of effectiveness and efficiency • However, evidences shows state funding are also very important important. • Higher education performs better if they are freed from micro-management and have substantial discretion to take decision independently • Hence autonomous universities can make a contribution to the development by providing better graduates equipped with theoretical, practical and soft skills that can transform the economy of a country • Autonomous university can produce better problem-solving research outputs together with qualified graduates can transform the economy of a country
Relationship between autonomy and accountability • To ensure that university autonomy is translated into productive university, universities should be accountable to fulfil their visions and mission and goals set by society and law • Increased autonomy of universities must be accompanied with increased accountability • Accountability involves, for example, • the state authorities on behalf of the society ensures that universities operate effectively, in accordance with their mission, • Ensure public universities use public and private resources carefully and efficiently, and • Ensure public universities operate according to proper ethical standards, combining efficiency with equity
Relationship between autonomy and accountability • Some of the ways of ensuring university accountability are • performance-based funding/budgeting: output based • For example in Europe universities get attractive fund based on the number PhD graduates • impose participation of external representative in the governance structure (such as board with external members) and • Developing quality assurance system is one way of ensuring accountability • introducing licensing, accreditation, audit procedures, and assessment of learning and research outcomes periodically
Balance between autonomy and accountability • Exaggerated bureaucratic state control mechanisms introduced by the excuse of ensuring accountability are detrimental to the work of universities as they slow down innovations and creativity. • If accountability is matched with too many bureaucracies, it leaves higher education busy doing administrative paper work instead of focusing on teaching, research and knowledge production to achieve their vision and missions. • Moreover, it is good to understand that university autonomy does not necessarily mean universities are financially independence. In Europe, for example, universities are given high level autonomy, but funding remain to a large extent provided by the state. • However, evidences show that autonomous universities generates substantial amount of fund from the entrepreneurial activities. For example, Cambridge and Oxford universities generate up to 40% of their fund from non-state sources. But state funding is still important
Autonomy should come with academic freedom • Academic freedom refers to the right of the scholars in their teaching and research to follow truth where it seems to lead without the fear of punishment for having violated some political, social or religious orthodoxy • This principle is widely accepted both in the west and rest of the globe. • No one boldly challenges the provision of HEIs with academic freedom • However, in practice, universities in developing countries are denied of full academic freedom • Hence when decision is passed to make universities autonomous, academic freedom has to be respected • University’s integrity to work only on its missions is also important in this regard
Dimension of university autonomy • University autonomy is multidimensional. • Literature identifies eight dimensions of university. • Some of the dimensions of autonomy are granted while some of are denied when we come specifically for each country and Ethiopia
Dimension of university autonomy • 1. Institutional autonomy to decide on internal governance & organizational structures a. Freedom to set up internal governance structures (including governing bodies and selection of external members) b. Freedom to determine internal academic structures c. Freedom to select institutional leadership d. Legal status of universities: establishing legal entities within university • 2. Institutional autonomy to decide about curriculum, academic programs, & teaching methods a. The ability to decide on teaching methods, examinations, textbooks b. The ability to decide on program introduction, supply and content c. The ability to decide on curriculum design, and course content d. The ability to organize and take part in academic events
Dimension of university autonomy • 3. Institutional autonomy to decide about issues related to quality assurance – controversial a. Decision making with regard to academic standards: degree standards, quality audits, accreditation b. Decision making with regard to internal and external quality assurance mechanisms • 4. Institutional autonomy to decide about issues related to research and freedom to publish a. The ability to decide on the design of research programs and setting research priorities b. The freedom to publish c. The ability to decide on participation in international research collaborations
Dimension of university autonomy • 5. Institutional autonomy to decide about students-related issues a. Overall student numbers b. Student selection process and admission • 6. Institutional autonomy to decide about staff employment issues (academic & non- academic staff) a. Staff recruitment and appointment procedures b. Capacity to decide on staff salaries c. Capacity to decide on staff promotions and dismissals • 7. Institutional autonomy to decide about issues related to internationalization or enhance the degree of decisional freedom and responsibility regarding a. International partnerships: entering into international university partnerships and cooperation, assessing, adjusting, and terminating such partnerships and cooperation. b. opening of branch campuses
Dimension of university autonomy • 8. Institutional autonomy to decide about finances and administration a. Allocation of public funding – flexibility b. Income-generating activities (diversification of income sources) c. The right to keep a surplus d. The right to borrow money e. Ability to create legal entities f. The right to charge tuition fees g. The right to own buildings
Specific Autonomy need for AAU 1. Institutional autonomy to decide on internal governance & organizational structures • a. Freedom to set up internal governance structures including setting up a governing board and its members so as to include government officials and other external members from private sector and professional societies • b. Freedom to determine internal academic structures • c. Freedom to select institutional leadership • d. provision of legal status of institutes within the universities so that AAU can give full autonomy to certain colleges and research institutes 2. Institutional autonomy to differentiate itself from other universities with respect to priority areas and hence to decide on curriculum, academic programs, & teaching methods so as to make academic program relevant to society • a. The ability to decide its own teaching methods, examinations, textbooks, but still following higher education general directives on final output requirements, • b. The ability to decide on program introduction at undergraduate program to differentiate itself and make it consistent with its priority areas of the university
Specific Autonomy in need for AAU 3. Institutional autonomy to decide about students-related issues • a. Overall student numbers and freely select students for admission in both undergraduate and post graduate programs • b. differentiate admission and scholarship 4. Institutional autonomy to decide about staff employment issues (academic & non-academic staff) • a. Staff recruitment and appointment procedures for both academic and non- academic staff • b. to decide on staff salaries • c. to decide on staff promotions and dismissals without interference from the civil service commission
Specific Autonomy in need for AAU 5. Institutional autonomy to decide about finances and administration • a. right to receive public funding in the form block grant and the right for the university to distribute among research, teaching and community engagements • b. the right to involve in any Income-generating activities, establish endowment fund and diversify its income sources as well as the right to keep a surplus in both local and foreign currencies obtained from the block grant, internal revenues and endowment funds. • c. The right to determine and charge tuition fees and its level from teaching, research, technology transfer and community engagement activities • d. The right to develop its own procurement of materials and human resources and financial procedures following the experiences of public enterprises in Ethiopia such as Ethiopian airlines, the Commercial Bank of Ethiopia and Ethiopian Metal Corporation (METEK).
Specific Autonomy needed for AAU 6. Institutional autonomy to decide about issues related to internationalization such as on the degree of decisional freedom and responsibility regarding • a. continue to have autonomy entering into international university partnerships and cooperation, assessing, adjusting, and terminating such partnerships and cooperation • b. Branching of campuses within Ethiopia and aboard 7. Entitled to obtain government budget for tertiary health services • Black Lion Hospital acts as referral hospital of referral hospitals in the country and hence provides tertiary health services for the Ethiopian people. • The best health professionals are found at the College of Health of Science of AAU. • So far no budget is allocated to AAU for tertiary health services which results into dilapidated services • Hence AAU should be entitled to obtain sufficient budget to conduct tertiary health services.
Empowerment of the AAU Board and Management • To ensure that the autonomous university goes in line with the national higher education proclamation and ensure accountability and obtain support, • Since AAU is the pioneer and leading university in the country and east Africa, make PM as chancellor of AAU • the board should be assigned by the Chancellor • The board is composed Ministers from MoSHE, Finance, Health, and Major of AA City admonition ; • one from the private sector and one from professional associated to be presented by the president for approval by the government; • Senate will nominate two experienced academic staff • The University and its governing body has to accountable to the PM or Parliament • Modalities for selecting the president by board to be approved by PM must be developed after wide consolations with stakeholder and university community • The president will nominate VPs to be approved by the board. Modalities of selecting VPS from staff and wider stakeholders must be developed with wide consolations • Appointment of middle and lower-level managements should be left to AAU
Empowerment of the AAU Board and Management • For University to effectively carry out the accountability, it is advisable that the top management have better remuneration and power • This will make to successfully embrace the autonomy which implies a huge responsibility entrusted on them
Activities of AAU at early stages of its autonomy • The Leadership of AAU shall do key activities at the early stage of the autonomy of the university to pave the way for upgrading its current status and transform itself to a world class university. • The activities may include but not be limited to • develop its own standard operating procedures (SOPs) for procurement, financial management, personnel administration and other major activities that are suitable to establish a research university; • Develop an internal market for use of university untilities so as to use univerity resources efficiently • work out entrance regulations for admission of students at all levels including undergraduate and post graduate students • revise the existing procedures so as to ensure the current merit based appointing of the top management, and the deans of colleges and directors of research institutes continues; • Develop a modality on how to appoint university governing board
Activities of AAU at early stages of its autonomy • mobilize the academic community to design internationally accredited programs and curricula • reach at mutual agreements and sign contracts with partners at home or abroad, including establishment of programs in collaboration with international universities; • acquire finances for the university activities including budget secured from the government through block grants; and • redesign the university structure, change academic and administrative staff composition to cater for an autonomous and world class university • Smooth Exit plan (grace period) to replace administrative staff with competent people and reduce the size of administrative staff
Conclusion • Addis Ababa Univesrsity has the capacity to take resposiblity and fullfil HE proclamations and societal needs • Has capable academic staff • Found in the heart of the country – strong demand • Highly demanded by stduents • Astonishing research output , quite famous in Africa and the world • Good income generation capacity (up to 26% of total budget) • Capacity to handle equity issues in academic and research: support disabilities and provide female scholarship, gender related research grants such as female grant • Has higher integrity to work only on its missions • Hence AAU should be the first university in the counry to be granted full autonomy • This will encourage other 1st generation universties to work hard to fullfil requirments for autonomy • Government should continue providing capital budget to expand infrastructure, for which AAU has been less favored in the past
Thank you “Seek wisdom, elevate your intellect and serve humanity”
Discussion • Dr Habtamu • Identify what is given and what is not given • What is the negative impact of autonomy? • Diversity • Inequality • Fairness and justice • How do government control the budget • Which autonmy type you need: is it gradual or immediately • Concept of independnece and autonomy? • How much depth the study has • How do you conduct the study • If chanceller, the preseint will be Vice chancellor • What change will it bring new thing by assigning chancellor • Role of baord • What is the role of miistry of finance • We need to have wide consultation • Ministry of finance did not obejct the HESC document????
Discussion • Prof. Berhanu • Big effect of the proposal is the need for autonomy: is it instrumental? • University autonomy should start from how it is important to society. Now as it is It is temporal and opportunistic • The main reason for autonomy is because Democratic society requires open research, dialogue , hence by their very nature • University communbity need to have sucffieint consultation • Ratio of the baord is not acceptable: ministers are too many • Need to discuss some legitmate issues • Universities need be vibrant in terms of ideas • Show how you deal with inefiienceies and theft …
Discussion • Prof. Berhanu • AAU research output is not an argument for autonomy … • The argument must be to serve the intSATrest of the society • Even macromanagment can harm, university must be largely autonmous • Eac university cannot give different test? Reply: SAT?other criteria • Board composition: we do not need government officials • Ministers have many duties , better tio bring other vibrant people • Why president and V.presdinet to the rank of minister or state minister (see context) Why addis Ababa University the first to be autonomous? Start the dialogue
Discussion • Prof. Solomon • How was the study conducted????? • Ato Belayneh • International experience on benefits • Make the document very strong • Ato Bekele • Accountability comes when university starts to be autonomous • 7 points autonomy. Does it goes with out condition. Does it go who our condition (civil service) • Right to choose its leadership, hire and dismiss workers • Determine nots own teaching method, curriculum … when AAU others will follow. We cannot bring European experience once

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