business plan example for university in ethiopia

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Objective of SMU Strategic Planning

The objective of preparing this strategic planning document is to develop a five-year (2007/08 to 2011/12), forward-looking plan that will serve SMU as a guide. Vision

The Vision of St. Mary’s University is to become among the leading higher education centers of academic excellence in teaching-learning, research, publications and community services, and contribute to Ethiopia’s development.

The Mission of St. Mary’s University is to offer regular, extension, and distance education accessible to the society at large with reasonable tuition and scholarships, and with optimal focus on  quality and standards  in teaching, research and services.

SMU aims at offering quality higher education, training, services and conducting research and publications that meet and exceed the requirements of students and stakeholders enhancing sustained and mutually beneficial relationships.

Core values

Belief in and Commitment to:

a)  Excellence  (individual, team and organizational) in undertaking teaching, research and community services;

b)  Integrity  while performing duties, exercising rights, learning from mistakes and good practices of oneself and others;

c)  Positive Thinking  towards the achievability of SMU’s vision, mission, departmental and institutional goals and specific course objectives;

d)  Maintaining   Quality and Standards  by putting in place and observing pertinent quality assurance, monitoring and evaluation mechanisms;

e)  Team Work and Team Spirit  among members of the academic staff, support staff and students;

f)  Transparency, Trustworthiness and Accountability  in the performance of all tasks, goals and objectives of the University and responsiveness to feedback, peer review, monitoring, evaluation and sustained personal and institutional development towards excellence.

Policy Framework

The Transitional Government Education and Training Policy (April 1994) states that “The government will create the necessary conditions to encourage and give support to private investors to open schools and establish various educational and training institutions”. Subsequent to the Proclamation, the Education Sector Strategy was formulated in September 1994 with the objective of “increasing the financing of education by encouraging community participation, introducing cost-sharing mechanisms, involving the private sector in the provision of education.”

The 1997 E.C. Education Statistics Annual Abstract of MoE shows that the overall student population attending undergraduate programs at a national level up until the end of 1997 E.C was 46,574. This figure attests that PHEIs have embraced more than half of the student population in the diploma programs. PHEIs also enroll 22% of the degree program students at a national level.However, the actual number of degree and diploma program students in PHEIs is greater than what is presented in the Annual Abstract of MoE owing to the fact that official records at MoE do not include figures that have not been reported.

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Business Plan for a Commercial Teff Farm in Ethiopia

Related Papers

Guta regasa

Zelalem Fikadu, Amsalu Mitiku, Guta Regasa 1Lecturer at Assosa University, College of Agriculture and Natural Resource, Department of Agricultural Economics, P. O. Box 18, Assosa, Ethiopia. 2Associate Professor at Jimma University, College of Agriculture and Veterinary Medicine, Department of Agricultural Economics and Agri-business Management, P. O. Box 307, Jimma, Ethiopia. 3Assistant Professor at Jimma University, College of Agriculture and Veterinary Medicine, Department of Rural Development and Agricultural Extension, P. O. Box 307, Jimma, Ethiopia.

habtamu mossie

Background: Teff is only cereal crop Ethiopia’s in terms of production, acreage, and the number of farm holdings. It is one of the staples crops produced in the study area. However, the farm productivity, commercialization and level of intensity per hectare is low compared to the other cereals , Despite, smallholder farmers are not enough to participate in the teff market so the commercialization level is very low due to different factors. so, the study aimed to analyze determinants of smallholder farmer’s teff commercialization in west north, Ethiopia.Methods; A three-stage sampling procedure was used to take the sample respondents, 190 smallholder teff producers were selected to collect primary data through semi-structures questionnaires. Combinations of data analysis methods such as descriptive statistics and econometrics model (double hurdle) were used.Results: The average level of teff commercialization index of sampled Teff producers in the study area was 11.97%. The model res...

Alemayehu Seyoum Taffesse

yimer aragaw

Rafael Vásquez

JOURNAL OF EXTENSION EDUCATION

Debella Deressa Bayissa

By any measure, teff is an important crop in Ethiopia. It is estimated that one-fifth of all land under cultivation in the country, approximately 2.7 million hectares, is used to grow teff. However, while teff has been grown and consumed in Ethiopia for centuries, relatively little is known about the economics of teff production and the postfarm teff value chain that supplies this staple to millions. This is set to change with more time and effort being devoted to building the value chains surrounding its production, marketing, and consumption in various ways. People in government, agriculture, health, research, and other areas are becoming more aware that by increasing teff productivity through research, application, and training, this drive could turn around the lives of many poor people in rural communities.

Nat. Volatiles & Essent. Oils, 2021; 8(4): 5552-5562

B.k Rao , Dilgasa Bedada

Agriculture is one of the significant sectors in low-income countries like Ethiopia. It is the backbone of an economy to meet the food requirements of its people. It provides sources of employment to the people of the country, and it is a vital contribution to national income. In the African continent, a large number of people depend on the agriculture sector. 85% of the labour force has been working in agriculture, 50% GDP, 90% of total export, and 70% supply of raw material to the country agro-industrial sector from agriculture sector (World Bank, 2011). Teff is a small-grained cereal that was grown as a food crop. Its' cultivating in East Africa for thousands of years (D. Andrea 2008). It is a required food in African countries like Ethiopia and Eritrea. It has been growing specific environmental conditions like from sea level up to 2800 m above sea level, required temperature, rainfall, and soil conditions (Seyfu 1997). In Ethiopia, the average teff grain yield was 1228 kg ha-1. It is expecting 2500 kg ha-1 to improve the production use sophisticated cultivations and management practices (Tefera and Belay 2006). Hence, this study focuses on studying the determining factors of teff production of small farmers in Oromia regional state; investigate various issues and challenges of teff production, to give appropriate suggestions to overcome the problems in teff production of small farmers. The researcher conducted a farmer survey and collected a questionnaire from the respondents. Out of total household heads, the sample size determined 72 from three kebele. It includes 33 samples in Kebele, 23 sample households in Ayala Kebele, and 16 Households in GomboreKebele considered. From their response, required recommendations are to be given to the policymakers to take important decisions for improving teff production in Ethiopia.

Edosa Tadesa

Mengistu Negussie Amare

Mengistu Negussie

Although some production and marketing restrictions are barely defined, Dera area is a potential teff producer in Ethiopia's Southern Gondar zone. The study analysed teff production, focusing on factors that affect the volume of teff sold, based on data collected from household surveys, respondent interviews, and focus group discussions. Both descriptive and econometric analyses were used. The results show that teff grown in the study area is mixed, practised by 34.5% of households, followed by red teff (32.16%) with commonly used storage facilities such as Gota, Gotera, and Sack. In terms of marketing, the results show that 57.7% of teff produced in the 2019 sowing season was delivered to the market through rural retailers, wholesalers, and directly from producers to consumers. The result of the ordinary least squares estimates of the multiple linear regression model indicates the gender of the head of household, the experience of the head of household, the amount of teff produced, the lag in the market price of teff, on-farm income, in addition to payment outside the teff farm, positively affects the volume of teff sales. In contrast, livestock ownership and distance from the market have a negative and considerable impact. The paper also examines the main limitations and opportunities faced by farmers. The lack of an organised market and price setting is the most common limitation for farmers in the marketing system. Therewith, fraud and fluctuations in supply and demand, as well as insufficient working capital are considerable limitations for traders. However, the growth of urbanisation, continued price increases, and government investment in infrastructure development are great opportunities for both farmers and merchants. Thus, to have better results in the teff market, it is necessary to implement improved negotiation power, accurate market information, and infrastructure development. This study dictates a large number of further studies related to the impact of urbanisation on the consumption of processed teff products

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The University of Chicago The Law School

April miller boise, ’94: a business lawyer always ready for the next challenge.

In the spring of 2022, April Miller Boise, ’94, was confronted with a momentous decision. She loved everything about her job as executive vice president and chief legal officer at Eaton—the company, the work, her boss, her team, and Eaton’s location in the Midwest, where she had grown up and had worked for most of her career.

“I was sure that Eaton was where I was going to finish my career, and I was completely satisfied with that,” she said.

Then Intel called. The chip-making giant had begun making massive strategic changes—the new CEO, hired in 2021, called 2022 the company’s “year of transformation”—and Miller Boise had been identified as the right person to help lead those changes as executive vice president and chief legal officer.

“I told them that I knew something about tech, but the core of my experience was in manufacturing,” she recalled, “and they said: ‘We know. That’s perfect.’”

Soon she was in Silicon Valley, helping to guide what one business publication has described as an “audacious 43.5-billion-dollar plan to revive Intel.” She wasn’t alone in being new in her job: 70 percent of the company’s top leadership team was replaced as part of the transformation.

“Everything I’ve done and learned is in play here at Intel,” she said. “I knew I wanted to be a business lawyer when I came to the Law School, so I took every course in that area that I could, and I got a great grounding in understanding and thinking through key issues. Not long after I graduated, my work at Cleary Gottlieb involved very big transactions with a lot of international clients.”

After Cleary Gottlieb, she joined Thompson Hine in Cleveland, serving as managing partner during the final two years of her 11 years there. American Lawyer named her as one of the 45 best women lawyers under 45.

Her first corporate job was in 2011, as general counsel of the manufacturing company Veyance Technologies. “I had worried about the risk of leaving the firm and going in house, but Veyance was a spin-off from one of our biggest clients, Goodyear, so I knew it well,” she said. She led the sale of Veyance to another company and then moved on to a nine-month job leading the sale of another Goodyear spinoff, AVINTIV. Next came more than three years at Meritor, a Fortune 500 manufacturer of parts for large commercial vehicles.

While she was at Meritor, she cofounded the Black General Counsel 2025 Initiative, which provides training, mentoring, and other guidance to aspiring black GCs. “We see the GC role not only as an important goal in itself, but also as a way of helping to ensure that diversity, equity, and inclusion are prominently reflected in companies’ plans and actions,” she said.

As Intel makes huge investments—its planned new manufacturing facilities in Arizona and Ohio, for example, will constitute the largest private-sector investments ever made in those states—she has helped sustain a DEI focus, including a hundred million dollars committed to research toward identifying and supporting the training and career paths necessary for people of color to build careers with the company.

Of her overall experience at Intel, she said, “It has been an incredible journey, helping an iconic company to carry out very bold strategies that will affect not only Intel but American national security, and in fact the lives of every person on the planet. I tell my wonderful children—Ella, Ethan, Maxwell, and Zoë—that you never know where your life is going to take you, but if you put in the work every day, you will be ready for challenges that you might never have expected.”