A Brief History Of The College

With the objectives of implementing Developmental Social Welfare Policy

(DSWP), Community Development Workers Program was launched in 1996/97 in
Bishoftu Town by Oromia Labor and Social Affairs Bureau. Of course the program
was first instituted in Ethiopia in 1962 during Emperor Haile Selassie I in the form
of short term training at different centers. The program was terminated with the
coming to power of the Dergue regime.
Now it has been 27 years since the program is re-opened by Oromia Labour and
Social Affairs Bureau. Currently, the Training College has been shifted to the new
training program which matches with National Technical, Vocational, Educational
and Training (TVET) frame work. Accordingly, Occupational Standard (OS) from
Level II-V is developed by MoE, MoLSA, OBLSA and other relevant stake
holders with the consent to develop the program to National Level which was
formerly practiced by Oromia region alone

Thus today, through training and deployment of Community Development

Workers, about 200 of the 307 Districts of Oromia, have got at least two CDWs
whereby thousands of urban and rural communities most particularly,
disadvantaged and marginalized children, persons with disabilities, elders, women
and poor families have the potential opportunity to be provided with access to
social welfare and developmental services at the nearest government structure in
site. This could go along away in fostering government-community relations, build
up the much needed trust between these two big systems and eventually pave the
way for joint mobilization, coordination and management of resources towards
tackling the daunting problems of poverty and underdevelopment in the region.

In this regard, the current policy orientation of the Ethiopian government at all
levels towards decentralized service delivery and making accountable the local
governance offers a good opportunity towards facilitating Social protection policy
for CDWs. To facilitate the roles of CDWs in implementing social protection
policy to kebele level and serve the vast majority of vulnerable social groups in the
region through producing huge number of trained lower and middle level social
service workforce.
With an intention of developing to the current development level to national level
and to meet the demand for skilled social service workforce, the college has
conducted a need and impact assessment. Through the need and impact
assessment, the so far trained lower and middle level social service workforce are
fail to meet the demand at local level. Thus, strategies to implement the policy
begins with a demand driven approach where initial beneficiary needs and impacts
are analyzed and are conducted in cooperation with the Oromia Labor and Social
Affairs .
1.2 The Need for Strategic Plan

In the course of its history, Bishoftu community development poly technic

college has implemented few strategic plans. Now a days due to the
government gives due attention the college has constructed dormitory and
other class used for different purpose by the budget of one billion
Ethiopian birr. To equip with this the college has to plan to develop the
traninig level from Level V to VI . As well as delivering short term
training and expand different department Strategic Planning Task Force of
BCDPTC set up in October 2024 made a thorough analysis of the context of
contemporary higher education and reached the following observations as an
important step in developing the strategic plan.
First, students nowadays are not the same as students during previous generations,
so that the Bishoftu community development poly technic college like any other
forward-looking stakeholders-conscious college should adapt itself to requirements
and aspirations of the new generation and the demands of the labor market.
Students expect to learn using different teachinglearning styles and strategies and
in a system that addresses their personal preferences, especially via technology.
The demography of the student population is becoming increasingly diverse and
represents a broader variety of backgrounds. to be its prime missions.
second, in light of the rapid changes and developments in all aspects of life, the
College must respond to the expectations of the government, stakeholders, the
public at country, regional and global levels.).
. Findings and observations secured from the data collected were rigorously
analyzed to formulate the Strengths, Weaknesses, Opportunities, and Threats
(SWOT) of the college ’s core processes (strategic themes).
A Baseline (2003/2010) survey was also conducted as part of the SWOT analysis
and in order to use it for setting strategic targets, objectives and performance
indicators. The Plan has further been consolidated through face to face and on-line
workshops, discussions and public engagements with the college leadership,
management, senior professionals, high level experts and the college community.
Building on the successful accomplishments of the previous plans, this new
Strategic
.
1.3 Strategic planning methodology

The strategic planning process started in October 2024 with the development of
Strategic Plan Guideline by discussing with higher expert of labour and social
affairs on the way to organize strategic plan . Based on that our college
director and teachers exchange good experience in Adama poly technique
college

Because of the complexity and comprehensiveness of the work,the college dean

estabilish strategic planning teams (with total members of 10 academicians, senior
managers and professionals) were established to gather a good experience in
Adama poly techinic college

In parallel, the external stakeholder analysis was conducted by the assigned team.
After great efforts of analyzing and synthesizing the data by both teams, reports
were submitted to the main technical team as input for a further work. Then, the
technical team, which consist a college -wide representation, was charged with the
development of the five-year strategic plan for Bishoftu community
Development poly technic college. Then this team has submitted its first draft to
the top management for a comment. Based on the feedback obtained from the top
management, the technical team incorporated the comments and enriched the
document. The revised strategic plan was presented to the labour and social
affairs higher official and other stake holder for further discussion in
December 2024. During this session, valuable suggestions were obtained and
included in the main document, accordingly. Finally, a National Stakeholders‟
Workshop is organized for sensitization and awareness creation.

Organization of the document

This Strategic Plan of Bishoftu community Development poly technic college

for the years 2024-2036 has major sections; namely, background to the strategic
plan, an analysis of the existing situation of BCDPTC resources, ˆ resources
`identification of strategic issues ,strategy formulation , strategy
implementation ,monitoring and evaluation

Section 2: Analysis of the Existing Situation (Environmental Scanning)

Of BCDPT college

SWOT analysis aims to identify the strengths and weaknesses of the college and
the opportunities and threats in the environment. Having identified these factors
strategies are developed which may build on the strengths, eliminate the
weaknesses, exploit the opportunities or counter the threats.
SWOT is a tool that combines perceptions of individuals inside the college to identify issues
during the early stages of a planning process. The diagram above depicts the relationships
between SWOT categories. Strengths are the strong parts of the college that can be directly
controlled. Weaknesses, on the other hand, are those elements of the college that are not positive
but can also be controlled. Weaknesses represent areas that BCDPT College can improve.
Opportunities and threats operate outside the college and while they are usually beyond control,
BCDPT College may be able to influence their impact. The most productive use of energy,
however, is on those elements that the college can control, i.e., strengths and weaknesses.

Analysis of the internal and external environment is a critical stage to understand the current
situation of BCDPT college in terms of its strengths, weaknesses, opportunities and threats. To
decide on the strategic plan BCDPT College, strategic plan developer team has identified the
following strategic focus on strength, weakness, opportunity and threats.

2.1 Strength of BCDPT Colleges (Internal Locus of Control – Positive)

 Massive Investment in Infrastructure: reduced prevailing problem of space and improve

quality of training and research.

 Assertive gender policy and conducive environment

 Effective leadership of links and collaborations

 Being the oldest and model college in our country with rich experience

 Strong networks and collaborations with Governmental organization and NGO partners

 Free Dormitory, Cafeteria, and health service for trainees

 Good teacher-student relationship

 Select trainees from oromia region by preparing College Entrance test

  Availability of limited but experienced staff that can discharge responsibilities and handle
tasks with diligence.

 Significant contribution to ˜national economic, political and social affairs

 Employment commitment/engagement

 Participate to provide job placement services

 Having Partnerships with other colleges and donor(UNICEF)

 OLSA support the college mission

 The College strives to expand opportunities for training and research.

 Improve student success through the effective use of technology in teaching and learning

 Increase trainees, staff and administration participation in community activities

 Advocate for initiatives, projects and funding in support of the College mission

 interest in developing the employees' entrepreneurial mindset and support taking

responsibility

 increase the (added) value of social sciences in other research fields

 Facilitating distinguished guest speaker series

2.2 Weaknesses (Internal Locus of Control – Negative)

 Lack of Diverse Academic Programs

  Lack of Establishment of new organizational structure and management systems, e.g.,
Human Resource (HR), Finance, Registrar, Publication Management

 Our admission & records processes need improvement

 Our student advising & counseling services need improvement

 has a significant number of old and poorly functioning facilities

 Highly dependent on government budget

 Lack of maintaining a dignified balance between theoretical and practical training

 Limited resources for faculty and staff development

 Inability to hire & retain

 Lack of strong and active boards

 Lack of Self-supporting outreach activities

 No Replacement found of retiring members of supporting staff and Trainers who have
left the college for opportunities elsewhere

 Little use of modern learning methods, including digital forms of study

2.3 Opportunities (External Locus of Control – Positive)

 Growing industry sectors in our region

 Colleges are centrally located in ethnically diverse region

  The college Located within a future smart city

 Application of technology to learning and assessment (IT LAB,WI-FI, COMPUTERS)

 We have provided office space, professional development and other opportunities to

these valued colleagues.

 Partnerships in support of college initiatives

 new attractive buildings and grounds with growth potential

 Expanded possibilities for the workforce in the woredas

 Engage in recruitment, hiring and promotion practices to develop a more diverse college
workforce

2.4 Threats (External Locus of Control – Negative)

Societal and student perception of education as solely a means to a job

Low unemployment rates discourage college attendance

Increasing cost of education keeps potential students from attending

Limited number of faculty with international backgrounds and experience

Human Resource

Bishoftu Community Development Polytechnic College has a total of 38 staff. These are 6

academic staff, 1 technical assistant, and 31 supportive staff .Bishoftu Community Development
 Polytechnic College has significant challenges in the college’s overall development because of

lack structured human resource management . Many employees demonstrate a lack of interest in

their work, absenteeism from work; come only for signature that indicates his/her presence rather

than actively contributing something for the college, the absence of clear developmental

objectives, lack of initiatives to create new things and etc. These issues collectively undermine

the college’s efforts to achieve its plan.

Academic Staff and supportive staff

Bishoftu Community Development Polytechnic College has a total of 6 academic staff, of which

3% are masters, 14% are BA and below in academic rank. The academic rank of the technical

staff is low compared to the academic staff

Educational level Academic Staff and supportive staff

Quantity
 M F

Diploma - 1 1

First degree 7 8 14

Master’s degree 3 - 3

Level V 3 1 4

Level IV 2 3 5

L-III - 1 1

L-II 1 1 2

Others 1 7 8

Total 17 22 38

From the perspective of increasing capacity-built human resources:

20 instructors will have the opportunity of pursuing their master’s degree education in Ethiopia

and abroad

10 instructors will have the opportunity of pursuing their second degree education in Ethiopia

and abroad,

 All instructors and workers will plan private training of short and long term,

 instructors will be given various skill and professional development trainings,

  Some teachers will have a training of higher diploma program,

 instructors will be trained about research skills, strategy of finding research fund,

research input utilization and management,

 Newly employed teachers will have a teaching method enhancing training,

 instructors and leaders will participate in education and research conferences conducted

inthe country and outside

 Leaders of different level will have management development skill,One training center

building will be constructed and will be organized in manpower and material inputs

Financial Resources

Bishoftu Community Development Polytechnic College is a government funded college. It has

received close to 2.6 billion birr for 2012-2017 fiscal year from the government as recurrent and

capital budget . The college also raises additional 1000000 million as internal revenue and

training grants. The college has implemented Integrated Financial Management Information

system to support the management of budgetary, financial and accounting operation

This helps the college to produce timely relevant and reliable financial data to promote fiscal

principle, assist resource allocation improve operational Efficiency and transparence

The following are the main resource of funding for Bishoftu Community Development

Polytechnic College:

 Government Funding: Even though there are government resource constraints

every year, education is still the major priority area for government budget

allocation.

 Internal Revenue: BPTC generates substantial amount of revenue from internal

Sources. However, the effort needs much improvement.

 Grants: BPTC gets substantial amount of grant funds from its strategic partners.

However, utilization and reporting needs improvement to maintain the trust and

the attention of donors as strategic partners.

 Property/Physical asset: The physical assets or investment in infrastructure is

the result of effort made by Bishoftu polytechnic development college for more than

twenty years.However, the library equipment are out of date and worn

out which require serious maintenance or replacement

4. Strategic Issues
The following strategic issues of BCDPTC are identified to be addressed in the
Strategic plan:

 Institutional autonomy,Governanceand leadership;

 Teaching-learningaccess,relevance,qualityandgraduateemployability;
 Researchcapabilityandprioritizationofagendatostakeholdersneeds;

 Collegeindustrylinkage,partnershipandcommunityengagement;

 Internationalization (student, staffmix) and visibility;

 Centerofexcellencesandcapacity development;

 Information communications technology capacity

 TotalQualityManagement andstakeholders’ satisfaction;

 Talent management,equityandperformance;

 Internalrevenuegenerationandresource mobilization;
 Collegecity agenda and transforming engineering and technology programs.
 Ensuring quality
 Expanding postgraduate education programs
 Internet-based education System
 Research and Development
 Quality, Relevance and participatory of Community Service
 Innovation and digitalization
 Entrepreneurship and Enterprises Development
 CollegeIndustry linkage
 Human Resource Development
 Conduct of Peace Building and Security Students
 Modern Infrastructure, Input Supply, Accessibility and Exploitation
 Favorable Working Condition
 Modern Service Delivery
 Integration of Organizations and Decentralized Administration
 Alternative Income source and resource Utilization/management
  National and international partnership
 Inclusiveness of Multi-sector Issues
 Academic Excellence
 Excellence in Research and Technology Transfer
 Excellence in Community Service and Engagement
 Internationalization and institutional collaboration

Transform Institutional leadership and Good Governance

Acronyms and abbreviations

Message from the Heads

Executive Summary

1. Introduction

1.1 A brief history of the college

1.2 The need for strategic plan

1.3 Strategic planning methodology

1.4 Organization of the document

2. Analysis of the existing situation of the college (Environmental Scanning)

2.1 Assessment of the External Environment – PESTL

2.1.1 Policy environment

2.2 Assessment of the Internal Environment

3. Resources (Human, Financial, Physical, Information)

 3.1 Human Resource

3.1.1 Academic Staff

3.1.2 Administrative and Support Staff

3.1.3 Physical resources

4. Strategic Issues

5. Strategy Formulation

5.1 Strategic Intent

5.1.1 Vision

Become a top class college in the region and contribute to the socio-economic transformation of
Ethiopia.

5.1.2 Mission

To provide accessible, high-quality vocational and technical education that equips students with

the skills, knowledge, and values to thrive in their careers and contribute to the development of

their communities. We are committed to fostering innovation, excellence in teaching and

learning, and building strong partnerships to support sustainable development.

5.1.3 Core Values

Bishoftu Community Development Polytechnic College adheres to the following core values:
  Integrity: The College upholds the highest standards of ethics, honesty, and transparency
in all our actions.
 Excellence: The College strives for excellence in education, research, and community
engagement.
 Inclusivity: The College promotes equal access to education and opportunities for all,
irrespective of background or status.
 Innovation: The College embraces creativity and encourages innovative solutions to
societal challenges.
 Sustainability: The College prioritizes practices that promote long-term, sustainable
growth and environmental stewardship.
 Collaboration: The College believes in the power of partnerships and community
engagement to achieve collective goals.

5.1.4 Motto

Empowering Minds, Enriching Communities

5.1.5 Strategic Themes and Results

Strategic themes are the key focus areas that represent the “Pillars of Excellence” through which

the college achieves success and creates value for its students, staff, and other stakeholders.

These themes break down the college’s vision into actionable components. Thus, the vision of

Bishoftu Community Development Polytechnic College will depends on some key areas of

excellence:
 1. Teaching and Learning: Focusing on providing high-quality education and fostering
student-centered learning environments.
2. Research and Innovation: Promoting research excellence and the development of
innovative solutions to community challenges.
3. Community Engagement: Strengthening partnerships with local and global
communities through impactful collaborations and projects.
4. Governance, Resource Management, and Sustainability: Ensuring effective
leadership, efficient resource management, and sustainable growth through strategic
planning and partnerships.

These strategic themes will guide the college’s progress and development, ensuring that it fulfills
its mission while driving long-term success for both the college and the communities it serves.

5.2 Strategic Goals

This new strategic plan of Bishoftu Community Development Polytechnic College consists of

corporate goals.

No Goals Objectives

1 Expand Academic programs Introduce new departments aligned with

community and market needs.
Develop competency-based curriculum for all
programs.
Conduct market research to identify high-
demand skills and courses.
Establish accreditation for new programs to
 ensure quality and credibility.
Establish short-term certificate courses in
proposed fields to gauge demand and interest.
Hire professionals employees for all programs

Create bridge programs to help current

students transition into new fields of study.
Upgrade teaching resources for Social Work
and Community Development programs.
Enhance faculty qualifications through
2 Strengthen Existing Departments
training and advanced studies.
Introduce specialized short-term training
programs in the current fields
3 Enhance Academic excellence Develop and upgrade the curriculum to meet
national and international standards.
Develop and upgrade the TTLM to meet

national and international standards.

Develop professional capacities of the

academic staff and all supportive staff
Give capacity building all staff of the college
Attract high profile industry professionals for
graduate teaching and academic advising.
Develop the information/digital literacy of
staff, researchers and learners
Introduce digital learning system.
 Develop skills and practice based teaching
Create student admission and course
management systems
Expand Library Collections that support the
teaching learning
Develop E-library platform/system
Expanding internet line(wired connectivity)
for all staff and WiFi connectivity in the
college
Providing easy access to library resources and
Services
Develop entrepreneurship soft skills
Enhance quality and relevance of higher
education

Increase access and equity to higher education

Establish a Research Office to coordinate and
manage research activities.
Open a Research Methodological Center
(RMC) to provide training on research design,
Excellence in research, digitalization and
methodologies, and ethics.
4
innovation Design and implement community-driven
research projects addressing local challenges
such as unemployment, environmental
sustainability, and education.

Develop grant funding mechanisms and

graduate research fund management systems
to support research activities.
Establish core research laboratories that meet
international standards, offering centralized
resources for diverse research initiatives.
Organize regular research conferences,
seminars, and publication opportunities to
enhance visibility and impact.
Develop an online repository system to store,
manage, and share research outputs and
institutional data.
Establish a digitalization team to oversee and
implement digital transformation initiatives.
Transition administrative processes to a fully
digitized system for improved efficiency and
transparency.
Introduce a digital learning management
system (LMS) to support online and hybrid
education models.
Equip classrooms and labs with modern
technology to enable smart teaching and
innovative research.
Create an institutional dashboard for real-time
monitoring of research, academic, and
administrative metrics.
 Create an innovation hub equipped with
resources and tools to support creative
solutions to local problems.
Develop partnerships with industries and
technology companies to bring real-world
applications to innovations.
Introduce innovation competitions to develop
creative thinking among students and staff.
Establish an incubation center to support
startups and entrepreneurial ventures arising
from the college community.
Train students and faculty in emerging
technologies such as AI, and renewable
energy systems.
Design and implement pilot projects that
leverage innovative technologies for
community development, such as smart
agriculture and e-health systems.
5 Create national and global partnerships, Create collaborative platforms and run joint
networking and collaboration. programs with national and international
polytechnic college/universities/institutions.
Collaborate with government, NGOs, and
local industries for shared goals and
opportunities.

Partner with Ethiopian educational institutions

 for resource and expertise sharing.
Establish MoUs with international universities
and research organizations.
Join global networks and secure funding from
international organizations.
Host and participate in national and
international conferences and expos.
Conduct joint research with institutions on
global challenges.
Partner with tech companies for innovation
and advanced solutions.
Use digital tools for virtual networking and
collaborative research.
Create an online presence to attract and
manage partnerships.
Plan and construct facilities for new
departments (labs, workshops, classrooms).
Develop an e-library with resources
supporting both current and future programs.
Build Physical-Infrastructure, Technology Ensure all new buildings are eco-friendly and
6
and community service system sustainable.
Establish dedicated spaces for extracurricular
activities to promote holistic development.
Set up a campus-wide digital infrastructure,
including Wi-Fi access and smart classrooms.
 Create accessible facilities for students with
disabilities to promote inclusivity.
Create ICT-supported teaching system
Create student and employee management
system
Create ICT supported research
system/repository system
Create facilitated classrooms and establish
labs for all programs
Create E-library and online registration
system to support learning process
Install security camera for protecting the
security of the college
Improve water supply
Create conducive working environment, green
and clean campuses
Create conducive classrooms, lecture halls
toilets
7 Ensure Financial Sustainability Attract funding for expansion from
government, NGOs, and international
partners.
Develop income-generating units joined to the
new programs (example, consulting, training
centers and etc).
Launch different initiatives to support
 fundraising efforts.
Establish partnerships with local businesses
and industries to secure sponsorships and
donations.
Apply for competitive grants supporting
education and community development.
Introduce fee-based short-term certification
courses to generate additional revenue.
Create a donation fund to ensure long-term
financial stability.
8 Strengthen leadership and good Introduce professional development programs
governance for administrative staff to enhance leadership
skills.
Establish a committee to oversee departmental
expansion.
Implement a monitoring and evaluation
system to track progress on the expansion
strategy.
Develop policies and procedures for efficient
decision-making in a growing institution.
Develop a culture of transparency and
accountability in governance
Engage stakeholders, including students,
faculty, and community members, in
governance through participatory platforms.
 Train leadership teams on modern
management practices.
Improve the efficiency and effectiveness of
the internal processes
Introduce a feedback mechanism to involve
staff, students, and community members in
decision-making.
Provide efficient and effective budget and
finance service
Update the communication skill of the
leadership

5.2.1 HRM Strategy

Bishoftu Community Development Polytechnic College has significant challenges in the

college’s overall development because of lack structured human resource management system.
Many employees demonstrate a lack of interest in their work, absenteeism from work; come only
for signature that indicates his/her presence rather than actively contributing something for the
college, the absence of clear developmental objectives, lack of initiatives to create new things
and etc. These issues collectively undermine the college’s efforts to achieve its mission.
Depending on the challenges listed above the college will take the following strategy to manage
human effectively:
  Assessment of Current Staff Performance: BCDPTC’s will conduct a
comprehensive evaluation of staff performance through immediate academic units to
identify strengths, weaknesses and areas for improvement.
 Employee Engagement Programs: We will develop initiatives such as team-
building activities, recognition and reward systems, and open communication forums
to create a sense of belonging and motivation among employees.
 Clear Developmental Objectives: The College will set well-defined, measurable
goals for staff, aligning their individual roles with the college’s broader objectives.
Regularly review and update these goals to keep them relevant.
 Employee Well-being Initiatives: BCDPTC’s will address workplace satisfaction by
ensuring a supportive work environment, offering flexible working arrangements
when feasible, and promoting work-life balance.
 Training and Development: We will offer professional development programs,
workshops, and mentoring opportunities to enhance skills and develop a culture of
growth.
 Attendance and Accountability Policies: The College will implement clear policies
to address absenteeism, including attendance tracking systems and consequences for
non-compliance, coupled with support mechanisms for those facing genuine
difficulties.
5.2.2 Procurement Strategy

According to our college, one of the highest challenges we face is the procurement process. This
difficulty primarily stems from the lack of competitor organ. I.e. we were not got competitor
organ because of our financial operations are managed and disbursed through the Bishoftu
Administration Finance Bureau, limiting our autonomy in handling funds. Furthermore, the low
budget allocated to our institution discourages potential competitors from participating in our
procurement strategies. As a result, we often face difficulties in attracting bids for required goods
and services, which ultimately hampers our ability to meet institutional needs efficiently. To
address the procurement challenges face us, the college will take the following strategies.
 Enhance budget allocation: The College will work on advocating for an increased
budget allocation from the government or other sources to create a more competitive
environment for procurement and attract more suppliers and service providers,
encouraging them to participate in our procurement processes.
 Enhance Transparency and Communication: The College also will improve the
transparency of our procurement processes by clearly communicating the opportunities
and requirements by public announcements, advertisements, and sharing procurement
documents well in advance.
 Establish clear and efficient procurement procedures: BCDPTC’s will develop clear,
standardized procurement procedures that minimize bureaucratic delays. Streamlining the
process can reduce the time it takes for potential suppliers to engage, making it more
attractive for them to apply.
 Encourage Small and Medium Enterprises (SMEs) Participation: BCDPTC’s will
facilitates for small and medium-sized enterprises (SMEs) to participate in the
procurement process.
 Create E-procurement: We will implement an online procurement platform to
simplify the submission and review process and make it easier for suppliers to submit
bids, improving participation.
 Long-term contracts and framework agreements BCDPTC’s will establish long-term
contracts or framework agreements with vendors, which may motivate them to participate
in our procurement process, knowing they will have a consistent revenue stream.
  Engage in Public-Private Partnerships (PPPs): The College will explore opportunities
for public-private partnerships, especially for large infrastructure or development
projects.
 Procurement training and capacity building: the college will invest in training for both
procurement staff and potential suppliers to ensure that the process is understood by all
parties. This can reduce misunderstandings and build trust in the system.

5.2.3 Research and Training Strategy

BCDPTC’s has no structured research and training center, but now the college understand the
importance of research and training in advancing knowledge and developing institution as well
as solve many problems of our community nationally and globally. However, the absence of a
dedicated research center poses a significant challenge to achieving the goal of the college.

BCDPTC will take the following strategy to ensure its success through research and training:

 Establishment of research center: The College will establish research center with all
facilities necessary such like research office, research laboratory and etc.
 Community-oriented research: BCDPTC’s will prioritize applied research addressing
the immediate needs and challenges of the Bishoftu community, ensuring the research
has practical and impactful outcomes.
 Collaborative research: BCDPTC’s will partner with local, national, and international
organizations, NGOs, and academic institutions to conduct joint research projects and
leverage external expertise.
 Funding and Grants: The College will actively pursue grants from government
agencies, international donors, and development organizations to support research
initiatives.
 Research Capacity Building: The College will provide training for staff on research
methodologies, data analysis tools, and academic writing to ensure high-quality research
outputs.
 Publication and Dissemination: BCDPTC’s will establish a platform for publishing
research findings, such as a college journal or blog, and organize regular conferences or
symposiums to share insights with stakeholders.
 E-Learning Integration: The College will incorporate digital tools and platforms to
deliver research and training programs, ensuring accessibility and scalability.
 Workshops and Seminars: The College will Host regular workshops on emerging
trends in community development and social work, inviting experts to share their
knowledge.
 AI Research Centre: One of the critical elements in the fourth Industrial Revolution is
Artificial Intelligence. So BCDPTC will establish AI Research center by coordinating
relevant academic units. As AI is applied in diverse fields, the AI Research centre will
serve all academic units in BCDPTC. Its team members must be mobilized from various
academic units. The AI Research Centre, among others, shall be engaged in organizing
relevant data from multiple domains identify and build capacity in computational
hardware and platforms, develop relevant rules and policies, build staff and student
capacity, solicit funders and partners, and coordinate high impact AI researches.

5.2.4 Community engagement Strategy

The Bishoftu Community Development Polytechnic College (BCDPTC) was established to serve
the community. When the Bureau of Labor and Social Affairs of Oromia founded the college in
1989 E.C., its primary mission was to train Community Development Professionals and Social
Workers to promote social security, development, and the resolution of societal challenges.
Although community engagement has been a key focus, the level of collaboration between the
college and the community has not reached its full potential. Recognizing the critical role of
community engagement, the college is now committed to embedding it as a core responsibility
across all academic and administrative units.

To enhance and institutionalize community engagement, the college will undertake the following
steps:

 Establishing a Community Engagement Office: The College will set up an office to

coordinate, monitor, and evaluate community engagement activities and develop policies
and frameworks to ensure consistency and sustainability in engagement efforts.
 Strengthening Partnerships: the college will establish strategic partnerships with local
government, NGOs, and community organizations to co-develop and implement
programs that address local challenges.
 Promoting Awareness and Participation: Host regular community forums and events
to showcase the college's work and invite community input and use digital platforms and
social media to raise awareness about engagement opportunities.
 Cultivate a Culture of Engagement: The College will encourage and nurture a culture
of community engagement among staff, faculty, and students. This will be promoted
through workshops, events, and projects that raise awareness about the importance of
engaging with the local and broader community.
  Support Academic Units in Community Engagement: The College will assist
academic units in identifying and assessing community needs. Faculty and students will
be encouraged to design, implement, monitor, and evaluate projects that serve the
community and address its challenges.
 Investing Capacity Building: The College will provide the necessary training and
resources to ensure effective community engagement. This includes offering workshops
on project management, community development, and partnerships.
 Monitoring and Evaluation: the college will develop measurable indicators to assess
the impact of community engagement activities and use feedback from the community
and stakeholders to continuously improve engagement strategies

5.2.5 Communication Strategy

Bishoftu Community Development Polytechnic College (BCDPTC) was established around

three decades ago, but still now the college relatively unknown both locally in Bishoftu and
nationally as expected. This challenge stems from several critical weaknesses in its
communication practices, including absence of a clear communication strategy, limited
understanding and adoption of modern communication systems, Under utilization of social
media by staff, Ineffective dissemination of relevant information to staff and students, Lack of
guidelines for public representation and also insufficient professional platforms for dialogue,
innovation, and institutional promotion. To solve the problem listed, the college will propose the
following strategy to improve its communication problem.
1. Develop a comprehensive communication plan: BCDPTC’s will draft and adopt a
formal communication strategy that aligns with the college's mission, vision, and goals
and will define clear objectives, target audiences, and key messages for internal and
external communications.
2. Enhance digital presence: BCDPTC’s will create and maintain active social media
accounts to share updates, achievements, and events with the broader public, regularly
update the college website with relevant news, academic programs, and resources for
students and stakeholders and train staff and students in effective use of digital tools for
communication and engagement.
3. Improve information dissemination: BCDPTC’s will establish reliable internal
communication channels, such as email , telegram, notice boards, and online portals, to
ensure staff and students are well-informed and create a public relations unit to manage
and distribute news, publications, and announcements.
4. Build a public representation framework: BCDPTC’s will develop guidelines and
protocols for staff and students representing the college in public forums, ensuring
consistent messaging and professionalism and identify and train spokespersons to
effectively communicate the college’s values and initiatives.
5. Create platforms for engagement and dialogue: BCDPTC’s will organize regular town
hall meetings, workshops, and forums for staff, students, and the public to develop
dialogue and partner with local and national media outlets to showcase the college's
achievements and initiatives.
6. Invest in capacity building: The College will provide training to staff and students on
communication skills, public speaking, and media engagement and recruit or assign
communication professionals to oversee and guide the strategy's implementation.
 7. Monitoring and Evaluation: The College will set measurable targets to track the
effectiveness of the communication strategy and gather feedback from staff, students, and
external stakeholders to identify areas for improvement.

5.2.6 Quality management and assurance strategy

Bishoftu Community Development Polytechnic College is committed to maintaining high

standards in education, administration, and student services through the application of Quality
Management and Assurance (QMA) principles. However, while we have made efforts to
implement QMA, these efforts are currently less structured and face challenges that hinder the
effectiveness of the system. These challenges include the lack of a dedicated QMA office,
limited resources, fragmented quality assurance processes, and inconsistent engagement across
departments. Despite these weaknesses, our college recognizes the importance of building a
more robust and coordinated QMA framework to ensure continuous improvement and meet both
internal and external quality standards.

Our current approach to QMA has achieved some positive outcomes, such as occasional faculty
reviews, feedback collection from students, and ad-hoc course evaluations. However, the
absence of a formal, structured QMA system has made it difficult to establish clear
accountability, monitor performance effectively, and ensure a consistent approach across all
departments. As we continue to strive for excellence, we will address these challenges and move
towards the college will take the following quality management and assurance strategy.

 Establish a Dedicated QMA Office: BCDPTC’s will appoint QMA Officer/Manager

who qualified individual to oversee the college's QMA activities and coordinate efforts
across departments and establish a clear structure for quality management that integrates
 all aspects of the college’s operations, from teaching and learning to administrative
processes.
 Standardize Quality Assurance Practices: The College will create standardized
processes for curriculum development, teaching evaluation, assessment, and student
services to ensure consistency across departments and implement regular reviews and
audits to evaluate the effectiveness of quality management processes and ensure
compliance with standards.
 Invest in Resources and Tools: We will invest in digital tools or platforms that can help
track and analyze quality data, such as feedback from students, faculty performance, and
course evaluations and provide training to staff and faculty on quality management
principles and the tools available to them to improve quality across the college.
 Set Clear Performance Indicators: We will develop KPIs that measure the quality of
education, student satisfaction, faculty performance, and administrative efficiency and
compare the college’s performance against national or international standards to identify
gaps and areas where the college can improve.
 Stakeholder Engagement and Collaboration: BCDPTC’s will develop regularly seek
feedback and involve stakeholder in decision-making related to curriculum changes,
assessment standards, and student support services and regularly collect and act upon
student feedback to improve teaching methods, course content, and student services.
 Continuous Improvement and Adaptation: We will create a system for continuous
feedback and improvement where quality issues are identified early and addressed in a
timely manner.
 Establish Accountability: We will assign clear roles and responsibilities for quality
management across the college, ensuring that all departments are held accountable for
 maintaining quality standards and conduct regular performance reviews for faculty and
staff, with a focus on quality management practices and outcomes.

5.2.7 Stakeholder Engagement Strategy

The table below provides the goals and/or interests of each stakeholder/customer and
corresponding strategies to realize them

No. Stakeholder /Customer Goal/interest Strategies

Allocating adequate
Oromia Bureau of Labour and Strengthening the college budget and creating
1
Social Affairs in all its mission areas peaceful working
environment
Supporting the
Working collaboratively
college’s finance
with the college and
2 UNICEF problem and create
improving the college’s
good environment
status
for learning process
Working collaboratively Preparing manuals of
Oromia Women and Children
3 and preparing manuals child protection and
Affairs Bureau
with the college. psychosocial support
Working towards ensuring Qualifying the
4 Adama COC center quality of education by students of the
giving exam college
 Providing
Working collaboratively
5 Oromia TVT appropriate policy
with the college
guidance
Providing
appropriate
Working collaboratively
6 Bishoftu Polytechnic College information and
with the College
Sharing experience
for the college
Working collaboratively Sharing experience
7 Adama Polytechnic College
with the College for the college

Working collaboratively Serving as caring

8 Bishoftu Hospital patient students of
with the college
the college.
Working collaboratively Preparing manuals of
9 Oromia Justice bureau and preparing manuals child protection and
with the college. psychosocial support
Serving as a linkage
Facilitating the college’s
between the college
effort to work with the
& local community;
10 Administration of Bishoftu City local community and
working to solve
supporting the college as
staff problem in
the need arises
community
11 Oromia innovation science bureau Strengthening the college Installing internet
line for the college
in direction of technology.
by covering payment
 monthly
Constructing the
12 Oromia Construction Corporation Building new college G+4 floor building
for the college
Enhancing the overall
excellence and creating a Providing timely and
13 Leadership of the college
conductive working fair leadership
environment.
Professionally
Working towards ensuring
developing and
Academic staff quality in the all mission
offering high quality
areas
Staff of the teaching process.
14
college Developing
Proving/working skillfully
administrative
Administrative staff with the leadership and
knowledge, skill, and
academic staff
integrity.
Acquiring saleable
Working hard in
16 Students knowledge, skill and
every discipline.
attitude.

Working collaboratively Creating relevant

17 Public
with college linkage as appropriat
18 Local community Working collaboratively creating relevant
linkage as
with college
appropriate and
identifying possible
areas of support from
the college