DBU
Autonomous and Transition to University of Applied Sciences Directorate
Debre Berhan University (DBU) being
one of the second-generation Universities in the country was categorized by
MoSHE as university of applied sciences that gives more emphasis for programs
that are more practical oriented than the theoretical oriented teaching
learning. Debre Berhan University as an emerging applied university is entitled
to run applied science programs in college of Agriculture and Natural Resource
Sciences, Business and Economics, Engineering and Technology, and Health
Sciences.
Debre Berhan University, which is
now 18 years old university, envisions to produce competent alumni and solve
societal problems using scientific methods in the year 2030 G.C. To achieve its
vision, it is working and undertaking massive organizational activities in
terms of human resource development, research and community service, and
construction with an over view to further enhancing its institutional capacity
on areas of producing competent graduates, conducting problem-solving research
and offering effective community services.
Currently, the directorate is
following up the implementation of the strategic plan across all the colleges
to see what is being done, and what is being not implanted as per the
expectation from the university of applied sciences. That is to say, the directorate is closely
working with others to see the endeavor to provide practical oriented training
to produce competent graduates with appropriate knowledge, skill and behavior
preferred by employers, and to conduct applied research, transfer appropriate
technology and provision of effective community service to assure the benefit
of the community. Hence, the main duty of the directorate is to follow up the
implantations in making the transition from comprehensive university to applied
university practical. Above all, the
directorate is also responsible for initiating and collaborating with the
university community and stakeholders to realize the university’s intention of
being an autonomous university in the near future. The four pillars of
university autonomy are:
Organizational Autonomy, which focuses on enhancing the
university's effectiveness in management and leadership strategies, developing a new institutional structure and
implement based on the context of autonomous university, appoint ing capable
leadership in all positions, establishing a system for enhancing leadership
capacity, establishing administrative rules and regulations that will
increase work efficiency, decentralizing institutional leadership and
management system, creating a mechanism for effective collaboration and
partnership with relevant stakeholders, and ensuring the university
freedom to establish international relations
Staffing Autonomy, which
focuses on improving the
effectiveness of HRM practice, developing staff management guidelines,
frameworks and manuals to carry out the work of HRM, from recruitment to dismissal, establishing and implement an audit system for
personnel management and administration, devising and implement mechanisms to
attract and retain competitive staffs, preparing and
implementing Code of Conduct for academic and administrative staff, and establishing
and implement continuous support, monitoring and evaluation system
Academic and Research Autonomy comprises ensuring the
relevance and quality of education by formulating programs based on national
interest, setting up institutional continuous professional development
(CPD) system, ensuring that academic staffs receive professional certification, ensuring
that all academic staff to continuously receive and renew their professional
licenses. , developing a promotion guideline to provide academic ranks, devising
and implement an incentive mechanism to encourage academic staff with various
research and outstanding performance, ensuring conditions for academic
staff to engage in short practical training from industries, government
offices, and private institutions, increasing the number of professors
and associate professors, ensuring freedom of publication and
dissemination of research findings, and promoting technology
innovation and indigenous knowledge Transferring to the community
Financial Autonomy, comprises increasing the internal revenue of the
University , developing a system of income generating, utilization and
control own internal income autonomously, determining the amount of
different services tuition fee freely, establishing a system that allows
being able to borrow, and own land and buildings, increasing the number
of enterprises by introducing new different alternative income generating
mechanisms, diversifying collaborative funding sources for research and
community services, eExpanding different academic and trainings programs based
on human resource market need, establishing research centers, consultations,
laboratories, testing centers to generate additional revenue, developing a
joint technology transfer system with other companies, diversifying sources of
funding through participation of entrepreneurship, businesses, partnerships,
industry, donations or endowments, improving financial and material
resources management and utilization capacity, developing financial and
procurement guideline based on the nature of the University system, and establishing
a monitoring and control system for effective financial utilization and
administration.
Let’s Stand Together to Achieve DBU’S Vision!
