strategic plan

STRATEGIC PLAN STRATEGIC PLAN 2017 - 2022 "Enriching Lives".

2017 - 2016 2022 December,

Tel: +251 940276887, +251 940276848 Email: [email protected] Address: Bole Sub-City, Wereda 03, Kebela 05 Addis Abeba, Ethiopia

“Enriching Lives”. www.adiucommunications.com

December, 2016 Tel: +251 940276887, +251 940276848 Email: [email protected] Address: Bole Sub-City, Wereda 03, Kebela 05 Addis Abeba, Ethiopia www.adiucommunications.com

ADIU Communication Service Plc STRATEGIC PLAN 2017 - 2022 "Enriching Lives".

December, 2016 Tel: +251 940276887, +251 940276848 Email: [email protected] Address: Bole Sub-City, Wereda 03, Kebela 05 Addis Abeba, Ethiopia

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Executive Summary

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his is the first Strategic Plan at ADIU Communication Service Plc., and it is in line with several dynamisms in the ICT service development sector in Ethiopia and the horn of Africa.The service sector in Ethiopia has resulted into increased opportunities to individuals, communities, corporate sector and the public institutions in the country, therefore requiring greater innovation. These opportunities to enrich telecommunication across the country will require an institutional framework and capacity that is responsive to the overwhelming needs of over 100 Million Ethiopians, particularly those at the grass root levels who have hitherto had limited access to ICT infrastructure. In order to fulfil its role as a facilitator of connectivity, ADIU Communication Service Plc., has developed this five -year Strategic Plan (2017-2022) to guide its business operations. The Strategic Plan is based on the role of ADIU Communication Service Plc., as a technical service operator that works and continues to invest in connecting communities across Ethiopia and beyond borders. While building on the recent positive developments in the service sector in Ethiopia, the Plan recognizes that ADIU Communication Service Plc., operates in an environment dictated by external and internal factors, which directly and indirectly impact on its operations. Overall achievement of this Strategic Plan will largely depend on how ADIU Communication Service Plc., as an emerging corporate entity competitively builds on its strengths, exploits the existing opportunities, minimizes weaknesses and manages threats. In this regard,ADIU Communication Service Plc. will require a lot of effort from both internal and external stake holders coupled with proper planning, monitoring and evaluation, change management, effective mobilization and utilization of resources, adequate and speedy use of information and communications technology, teamwork and capacity building of her staff on emerging global trends in service sector. This Strategic Plan provides a systematic framework on which to anchor the operations of ADIU Communication Service Plc. for the period, 2017-2022. During this strategic timeframe; ADIU Communication Service Plc., will focus on Six Key Priority Areas (priorities/thematic concerns) as the overall commitment to strengthen the company’s visibility, engagement and delivery of services to her customers. The whole process of preparing this strategy presented considerable challenges but all those who were involved took this as a learning process.The development of this Strategic Plan benefited immensely from the contributions, guidance and insight of many individual stakeholders, friends and organizations interacting directly or indirectly with the ADIU Communication Service Plc. Dilloyd Consultants Ltd Emmanuel Awuor – Business Management Consultant Edwins L. Saka – Policy and Development Consultant



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Foreword

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am pleased to present the first Strategic Plan for ADIU Communication Service Plc., for the period 2017 – 2022. This Strategic Plan has been prepared by Dr. Emmanuel Awuor and Dr. Edwins Saka of Dilloyd Consultants based in Nairobi. The two consultants worked with close support from with our Technical Director and the entire Management Team. The strategic planning process has involved considerable effort, analysis and honest introspection to identify the factors that have been impeding performance, and more importantly, to chart out a path for transforming ADIU Communication Service Plc. The company is now geared to change from its current status to a competitive institution that demonstrates excellence in promoting improved access to services, resources and opportunities for her staff and the vast clientele the company serves in Ethiopia and beyond borders.

I am pleased to present the firs Communication Service Plc., for the period 2017 – 2022. This Strategic Plan h Emmanuel Awuor and Dr. Edwins Saka of Dilloyd Consultants based in Nair worked with close support from with our Technical Director and the entire strategic planning process has involved considerable effort, analysis and hone the factorsThethat have performance, and emerging servicebeen sector inimpeding Ethiopia continues to witness increased levelsmore of inter-importantly, est from both local and international investors. This implies that the service sector is transforming ADIU Communication Service Plc. The company is now geared t facilitating greater opportunities for young budding Ethiopians of diverse training. In this status to adirection, competitive institution that demonstrates excellence in promoting imp ADIU’s Strategic Plan 2017–2022 provides a broad framework for improving engagement with the dynamic youthful population and government enriching lives resources the and opportunities for her staff and the vast clientele the company serv through ICT infrastructure. The lack of a performance management system in ADIU borders. Communication Service Plc., has hampered performance monitoring and implementation of corrective measures to deliver progressive improvement in the overall service delivery to the vast clientele it serves. ADIU Communication Service Plc., will henceforth implement a performance management approach that is consistent with Resultsbased management in order to have clarity on the company’s planned priorities to be delivered, the performance indicators to be used for assessing periodic performance, obtain baseline data and design strategies which will be implemented and monitored on a regular basis. This approach will be an important building block to make the company performance-driven and also serve as a basis for justifying greater partnerships in the telecommunication sector in Ethiopia. The preparation of this strategic plan is a new process at ADIU Communication Service Plc., but it shall be continuous towards embedding a culture of performance and accountability in the company.

The emerging service sector in Ethiopia continues to witness increased levels and international investors. This implies that the service sector is facilitating grea budding Ethiopians of diverse training. In this direction, ADIU’s Strategic Plan 20 framework for improving the engagement with the dynamic youthful population a lives through ICT infrastructure. The lack of a performance management system Service Plc., has hampered performance monitoring and implementation of corre progressive improvement in we theplanoverall service delivery to theframework vast clientele it serv In this strategic direction, to reorganize and expand our visibility and engagement with partners in Ethiopia as well as beyond borders. This momentum Service Plc., will henceforth implement a performance management approac will need to be sustained by all stakeholders who interact with us to ensure that the Results-based management order to have clarity on tothe company’s initiatives set out in this planinare translated into action and used carry along those planned pr that may not have been brought into the plan during the process. performance indicators to be used for assessing periodic performance, obtain would like to once again give credit to our team of consultants for leading the strategies Iplanning, which will be implemented and monitored on a regular basis. This app preparation process and overall coordination of this plan. Indeed, there’s renewed to recognize the need forperformance-driven internal transformation withinand ADIUalso Com- serve as a b building block toenergy make the company partnerships in the telecommunication sector in Ethiopia. The preparation of th ii process at ADIU Communication Service Plc., but it shall be continuous toward ADIU Communication Service Plc

STRATEGIC PLAN 2017 - 2022 "Enriching Lives".


munication Service Plc., to enhance efficiency, effectiveness and innovation to enable the company deliver improved services across the country through collaboration and partnerships. I would like to invite all stakeholders to support ADIU Communication Service Plc. in any form since from the strategic plan, the task ahead is enormous but we are determined to demonstrate real transformation to ensure maximum efficiency in service delivery in our operations. I take this earliest opportunity to appreciate any support towards realizing this strategic plan in the form of resources, technical assistance, partnerships or recommendations for improved service delivery. Mr. Angesom Teklay Founder & Chief Executive Officer



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Acknowledgement

Acknowledgement

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his Strategic Plan is the culmination of a detailed process by ADIU Communication Service Plc., with input gathered over time from various engagements and stakeholders within and beyond the telecommunication sector in Ethiopia. This is the first time, we have engaged in the process of preparing this Strategic Plan at ADIU CommuniServicePlan Plc., itis has in Thiscation Strategic thebeen culmination of a de itself an eye opener for all of us process by ADIU Communication Service Plc., with input gathered over time from various engage and results in marked change in the way we operate. As a dynamic team, the entire and stakeholders within and beyond sector inin Ethiopia. This is the first tim process enables us to obtain claritythe on telecommunication our roles and responsibilities the organizahave engaged in the process of preparing this Strategic Plan at ADIU Communication Service Plc., tion.

been in itself an eye opener for all of us and results in marked change in the way we operate. As a dy ADIU Communication Service Plc., as a vibrant company is ever determined to adteam, the entire process enables us to obtain clarity on our roles and responsibilities in the organizatio dress any emerging challenges in the course of its work towards our redefined direction. In this regard, we have identified a number of Key Priority Areas (KPAs) where

ADIU Communication Plc., a vibrant ever We determined to address any em our resources andService efforts will be as focused duringcompany the planedisperiod. will focus our energy internaloftransformation of theour company to deliver on time, challenges in on thethecourse its work towards redefined direction. In competitive this regard, we have ident and innovative services. We have resolved that the specific key outputs will number of Key Priority Areas (KPAs) where our resources and efforts will be bedelivfocused during the p ered based on these KPAs and it is against these outputs that the overall performance period. We will focus our energy on the internal transformation of the company to deliver on of all staff at ADIU Communication Service Plc. will be measured. competitive and innovative services. We have resolved that the specific key outputs will be delivered During this and strategic our that intention to focus on Six Key of all staff at on these KPAs it istimeframe against (2017-2022); these outputs the isoverall performance Priority Areas (priorities/thematic concerns) as our commitment to strengthen our Communication Service Plc. will be measured.

visibility, business portfolio and delivery of Services across the markets within Ethiopia and beyond borders. The development of this Strategic Plan benefited immensely During from this the strategic timeframe (2017-2022); intention to focus friends on Six Key Priority contributions, guidance and insight ofour many individualisstakeholders, (priorities/thematic concerns) as ourdirectly commitment to strengthen visibility, business portfolio and de and organizations that interact or indirectly with the our ADIU Communication of Services across Service Plc., the markets within Ethiopia and beyond borders. The development of this Strategic

benefited immensely from the contributions, guidance and insight of many individual stakeholders, f I take this opportunity to invite all actors involved in the ICT service sector in Ethiopia and organizations interact directlyADIU or indirectly with theService ADIU Communication Service Plc., and the hornthat of Africa to support Communication Plc., as it implements

this plan. In particular, I urge all our dear partners and the communities we serve to partner and cooperate with in all involved aspects necessary to service bridge the gap ofinaccess to and the horn of I take this opportunity to invite allus actors in the ICT sector Ethiopia ICT ADIU infrastructure. to support Communication Service Plc., as it implements this plan. In particular, I urge all ou

partnersLetand communities we serve partner and cooperate with usallinthose all aspects methe conclude and reiterate that ittomay not be possible to mention indi- necessary to the gapviduals of access to ICT infrastructure. and organizations that contributed to the final product of this strategy. I wish

to salute all our friends, partners and the communities that we serve for their tireless during entire strategic planning process. I wish to express to all Let me efforts conclude andthereiterate that it may not be possible to mention allgratitude those individuals and organiz those who were interviewed, those who took time to review the drafts and those that that contributed to the final product of this strategy. I wish to salute all our friends, partners an participated in the ultimate Nairobi consultative workshop which bore this Strategic communities that2022. we serve Plan 2017Thank for you!their tireless efforts during the entire strategic planning process. I w

express gratitude to all those who were interviewed, those who took time to review the drafts and thos participated the ultimate Nairobi consultative workshop which bore this Strategic Plan 2017- 2022. T DenisinRadonji you! Founding Partner & Technical Director 5

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ADIU Communication Service Plc

Adiu communication service plc: STRATEGIC PLAN 2017-2022 STRATEGIC PLAN 2017 - 2022 "Enriching Lives".


List of Acronyms and Abbreviations ADMIN

Administration

BDM

Business Development Manager

BOD

Board of Directors

BPO

Business Process Outsourcing

CSR

Corporate Social Responsibility

Ebr.

Ethiopian Birr

EPRDF

Ethiopian Peoples’ Revolutionary Democratic Front

F&A

Finance & Administration

FY

Financial Year

GDP

Gross Domestic Product

GM

General Manager

GTP

Growth Transformation Plan

HR

Human Resource

ICT

Information Communication Technology

ITM

Innovation & Technical Manager

KPAs

Key Priority Area(s)

LTM

Logistics & Transport Manager

M&E

Monitoring & Evaluation

Mgt Management MOUs

Memorandum(s) of Understanding

OHS

Occupational Health & Safety

P&L

Profit & Loss

Plc

Public Limited Company

PR

Public Relations

R&D

Research & Development

STIs

Science, Technology & Innovation(s)

SWOT

Strength Weakness Opportunities and Threats Analysis

VAT

Value Added Tax



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Operational Terms and Definitions Term Core values Goal

Key Priority Area(s) Mission Outputs Performance Indicator Situation Analysis

Strategic Action Plan

Strategic objectives

Vision

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Definition This the fundamental principles by which ADIU Communications Service Plc. wants to conduct its “business” It is highest level statements of what needs to happen to achieve a model company in ADIU Communication Service Plc. These are the areas where ADIU will focus in order to achieve results during this planned period. It is the reason for which ADIU as a company exists based on its organizational mandate This is the product or service that ADIU as a company offers to the public It is the measure used to assess the performance of ADIU in its program and service delivery It is the critical assessment of the environment in which ADIU operates. It explores the internal/external influences and trends, strengths and weaknesses; opportunities and threats/challenges. This sets out the parameters that lead to the fulfillment of the ADIU’s Vision and Goals. It contains three elements: Strategic Objectives, Strategies, and Service Delivery Targets These are the broad, long-term targets designed to achieve the ADIU’s mission. Ideally they are time bound, measurable and outcome oriented This is the vibrant and compelling image of what ADIU wants to create in the long term.



Table of Contents Executive Summary....................................................................................................................................... i Foreword.......................................................................................................................................................... ii Acknowledgement........................................................................................................................................ iv List of Acronyms and Abbreviations.......................................................................................................... v Operational Terms and Definitions.......................................................................................................... vi Chapter One: Introduction.............................................................................. 1 1.1 Overview............................................................................................................................. 1 1.2 Mandate............................................................................................................................... 1 1.3 Vision.................................................................................................................................... 1 1.4 Mission ................................................................................................................................ 2 1.5 Objectives........................................................................................................................... 2 1.6

Core Values......................................................................................................................... 2

1.7 Contribution to the Ethiopia’s (Vision 2025) Development Agenda..................... 3 1.8 The process of developing the strategic plan.............................................................. 3 1.9 Structure of the Plan......................................................................................................... 3 Chapter Two: Situation Analysis....................................................................... 4 2.1 Overview............................................................................................................................. 4 2.2 Current ADIU Management structure......................................................................... 4 2.3 Internal and External Challenges................................................................................... 5 2.4 SWOT Analysis.................................................................................................................. 6 2.5

Stakeholders Analysis........................................................................................................ 8

2.6 Revised ADIU Organizational Structure....................................................................10 2.7 The Departmental Mandates........................................................................................11 2.7.1 Board of Directors...............................................................................................11 2.7.2 Human Resource & Administration Department ........................................11 2.7.3 Logistics & Transport Department...................................................................12 2.7.5 Business Development........................................................................................12 2.7.6 Innovation and Technical Services.....................................................................13



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Chapter Three: Key Priority Areas................................................................ 14 3.1 Overview...........................................................................................................................14 3.2 Summary of Key Priority Areas....................................................................................14 3.2.1 Strategic Theme 1: Enhanced ICT Service delivery and Customer Support...............................................................................................14 3.2.2 Strategic Theme 2: Improved Visibility and Community Service...............14 3.2.3 Strategic Theme 3: Leverage on the Country’s ICT Infrastructure Capacity and Staff Development ..................................................................................15 3.2.4 Strategic Theme 4: Build Strategic Partnerships.......................................................16 3.2.5 Strategic Theme 5: Efficient Finance Management and Profitability......................17 3.2.6 Strategic Theme 6: Increase ADIU’s competitive Advantage, Innovation and reach......................................................................................................18 Chapter Four: Resource Requirements........................................................ 19 4.1 Overview...........................................................................................................................19 4.2 Financial Resources.........................................................................................................19 4.3 Physical Resources..........................................................................................................19 4.4 Human Resources...........................................................................................................19 Chapter Five: Monitoring and Evaluation..................................................... 20 5.1 Overview...........................................................................................................................20 5.2 Monitoring & Evaluation Plan.......................................................................................20 5.3 Implementation Framework of ADIU Strategic Plan 2017-2022..........................21 5.3.1 Strategic Priority 1: Enhanced ICT Service delivery and Customer Support..........................................................................................................21 5.3.2 Strategic Priority 2: Improved Visibility and Community Service.........................22 5.3.3 Strategic Priority 3: Leverage on the Country’s ICT Infrastructure Capacity and Staff Development .................................................................................24 5.3.4 Strategic Priority 4: Build Strategic Partnerships towards increasing ADIU’s competitive Advantage, Innovation and reach............................................25 5.3.5 Strategic Priority 5: Efficient Finance Management and Profitability....................27 5.3.6 Strategic Priority 6: Systems strengthening and organizational development .29 Conclusion....................................................................................................... 31

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1. Chapter One: Introduction 1.1 Overview The spread of ICT (information and communications technologies) can have substantial benefits for economic development. Telecommunications generates a dividend in terms of additional overall GDP growth and that this is becoming especially significant in developing countries. Telecommunications have significant impact in rural areas: an important use of mobile phones in rural areas is to access market information. Broadband networks, both fixed and mobile are necessary to deliver modern communication and information services that require high rates of data transmission. Enterprise file transfer, television, and high-speed Internet are examples of such services. Broadband networks enhance the efficiency and reach of existing services and provide spare capacity for unknown future applications. Indeed, broadband networks are the key to the ongoing transformation of the ICT sector through the convergence of telecommunications, media, and computing. Broadband has a considerable economic impact at all levels of individuals, firms, and communities. Individuals increasingly use broadband to acquire knowledge and skills to increase their employment opportunities. Where broadband has been introduced in rural areas of developing countries, villagers and farmers have gained better access to crop market prices, training, and job opportunities. Access to broadband supports the growth of firms by lowering costs and raising productivity. In countries where the telecommunications infrastructure is weak, this can act as a significant brake on development and imposes economic costs on all groups in society: these include increased transaction costs for business, reduced efficiency of markets; and lower productivity, amongst others. Ethiopia’s telecommunications infrastructure is weak acts as a severe constraint on the development of the Ethiopian business community and imposes additional costs on business activities. This both reduces the private sector’s competitiveness and impedes access to foreign markets (and even its own domestic market). The Ethiopian telecommunications network consists of an integrated system of cables, manual and automatic exchanges, VHF/UHF and microwave radio relay systems, satellite earth stations, and customer premises equipment. Ethiopia’s telecommunications today is the huge gap between the demand for the most basic telecommunications service and the existing capacity. Other problems of increasing importance include quality of service and the demand for new services. The provision of efficient, adequate, and reliable telecommunications services requires the availability of adequate resources--financial, human, and material. ADIU Communication Service Plc., is a medium level, limited company. The company remains committed to the overall achievement of its mandate; guided by its programming to facilitate access to ICT Infrastructure towards improving lives in the communities. Thus, ADIU’s work is guided by its mandate, vision, mission, and values, shared by its diverse partners and communities the company serves across Ethiopia and the horn of Africa.

1.2 Mandate ADIU’s mandate is to facilitate connectivity towards enhancing improved lives in the communities across Ethiopia and beyond borders.

1.3 Vision ADIU’s vision is “to enhance connectivity of communities in Africa through ICT Infrastructure solutions”. ADIU Communication Service Plc STRATEGIC PLAN 2017 - 2022 "Enriching Lives".


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1.4 Mission ADIU’s Mission statement is “to aim at delivering competitive, innovative and homegrown quality ICT infrastructure solutions”.

1.5 Objectives Since establishment of ADIU Communication Service Plc., this is the first Strategic Plan and it comes in handy when the company has embarked on a program of comprehensive reforms aimed at improving efficiency and effectiveness in the overall delivery of its services. The Strategy seeks to inculcate initiatives towards improved efficiency, effectiveness and innovation of the company’s internal stakeholders towards strengthening its business portfolio in bid to improve lives of the communities across Ethiopia and beyond borders. ADIU’s overall objective is to work in partnership in order to facilitate connectivity towards improving lives in the communities across Ethiopia and beyond borders. This overall objective is reinforced by the following as the company’s specific objectives that are clearly stated in its articles of memorandum: • To improve lives at community level • To leverage on the vibrant youth with ICT skills in Africa and enhance ICT infrastructure development on the continent. • To foster collaboration and partnerships between ICT service providers, governments and communities for improving socio-economic potential of communities across Africa. • To obtain, collect and receive money, funds and grants by way of partnership, payments, subscriptions and other lawful methods for the purposes of furthering the company’s objectives.

1.6 Core Values For the achievement of ADIU’s vision and mission, there needs to be a visible transformation within the company guided by a set of core values that are entrenched in its operations. Part of the ADIU’s strategy to entrench these values is to publicly display them within the environs of ADIU Communication Service Plc., premises and constantly hold its internal stakeholders to account on exemplifying these values. ADIU Communication Service Plc., has committed itself to the following core values: • Integrity • Commitment • Professionalism • Competence • Customer satisfaction • Innovation • Quality • Team work • On time- First Time basis • Dedication • Secure • Low Risk • Accountability • Continuous Feed back

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• • • •

Equal opportunity employer Corporate governance and ethics Sustainability 7/24 Service

1.7 Contribution to the Ethiopia’s (Vision 2025) Development Agenda Ethiopia has experienced a 30% reduction in the number of people living below the national poverty line and a fourfold increase in GDP per capita between 2003 and 2012. In an effort to capitalise on this recent success, the ruling EPRDF government has set out an ambitious plan to become a middle-income country by 2025. Ethiopia’s five-year (2010-2015) Growth & Transformation Plan (GTP), costing US$75bn-$79bn, sets out targets for economic growth and poverty reduction. Its goals include the building of 16000km of roads and a 2400km rail network; the quadrupling of power generation from 2000MW to 8000MW, coupled with the laying of 132000km of new power distribution lines; and an increase in the number of mobile phone users from 7m to 40m and Internet service subscribers from 200000 to 3,7m. ADIU Communication Service Plc. shall strive to implement this strategic plan inclusive of those pillars in the Ethiopia’s new development blueprint, the Vision 2022.

1.8 The process of developing the strategic plan This Strategic Plan has been developed through an approach and using a methodology that was intended to ensure ownership, commitment and leadership by all internal stakeholders of ADIU Communication Service Plc. as a company. The development process was undertaken through a series of internal evaluations as well as consultations with the internal stakeholders including the Company Shareholders, Management and staff. This process was designed to engage the internal stakeholders of ADIU Communication Service Plc., in identifying the strategic issues facing it as a Medium level company and the initiatives necessary to transform it to be better aligned to the emerging and competitive service industry in Ethiopia.

1.9 Structure of the Plan This plan which is the outcome of concerted efforts from strategic players interacting directly or indirectly with ADIU Communication Service Plc., and is organized in the following five chapters; • Chapter One introduces to the public to ADIU Communication Service Plc., as a vibrant and dynamic company and its reasons for existence; • Chapter Two examines the situational, SWOT and stakeholder analyses of ADIU Communication Service Plc., organizational internal challenges as well as proposes an organizational structure chart; • Chapter Three defines the future strategic direction, covering the period 20172022 where strategic issues, objectives and strategies are outlined. The section also presents the Key Priority Areas on which ADIU Communication Service Plc. strategy will focus on; • Chapter Four gives the resource estimates for the overall implementation of the Plan and guides the desired implementation framework of the strategy; • Chapter Five outlines a monitoring and evaluation framework for the strategic plan which includes the mechanisms that will be used to manage the implementation process. The chapter also presents a detailed implementation matrix of this plan. ADIU Communication Service Plc STRATEGIC PLAN 2017 - 2022 "Enriching Lives".


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2. Chapter Two: Situation Analysis 2.1 Overview This chapter provides an analysis of how the internal and external environments impact on the operations of ADIU Communication Service Plc. The analysis of the internal environment has been carried out mainly through identification of the Strengths and Weaknesses of ADIU Communication Service Plc., as a dynamic middle level company operating in Ethiopia with interest in the horn of Africa and beyond. While the external analysis outlines the Opportunities available and the Threats that may affect operations of the company. ADIU Communication Service Plc. has undergone numerous changes dating from the time of establishment and is currently strengthening its business portfolio aimed at improving her staff development profile as well facilitating connecting across the communities the company serves. ADIU Communication Service Plc., works with various ICT solution service providers and governments to facilitate wider connectivity across rural and urban communities in Ethiopia. Currently, ADIU Communication Service Plc., is now better placed to engage with the International and local ICT service solution providers and governments to ensure accessible and affordable services to both rural and urban communities. Besides the envisaged improvements in service delivery,ADIU Communication Service Plc., has been working with her partners to ensure access quality and reliable connectivity across the country. In spite of numerous successes, the company continues to face a myriad of challenges of inadequate skilled staff in emerging ICT technologies, business development (e.g. penetrating new markets) and organizational development including leadership and operational policies and procedures. Further, there are challenges in especially areas of Occupational Health and Safety, Public Relations and branding as well as filing and storage. In total, ADIU Communication Service Plc. has 20 permanent members of staff against an idea establishment of over 100 staff leaving the company with staff workload against remuneration challenges.This has been occasionally been managed by hiring short contract and casual staff to fill the gap in times of work demand.There’s need for the company to re-think its sustainability in relation to work load, staffing and remuneration.

2.2 Current ADIU Management structure Over the last two years’ of establishment, ADIU Communication Service Plc. has been managed on a loose end governance structure that has seen the share-holders double up as staff. This was occasioned with the fact that the company was new to the Ethiopian market, there was need to ensure that staffs hired understand the technology, vision, mission and objectives of the intended business. This has since seen the company staff work from an ad hoc operational point of view thus encouraging overlap, conflict and duplication of duties, lack of respect of hierarchy/report lines, indiscipline and none performance. The following thus presents the ADIU’s current structure and organs which consist of: • Company Directors: This forms the shareholder-ship which currently stands at three Directors. Two of the shareholders are currently serving in the company in the positions of General Manager and Technical Director respectively. • Management Team: This comprises of the Deputy General Manager and the Departmental Heads. Currently there are four Departments; Finance, Human Resource, Logistics and Technical.

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• Staff Members: This is comprised of twenty (20) permanent staff and hired staff who come in either on short contract (between 3- 6 Months) and casual. This largely depends on the nature and volume at hand. Figure 1: Current Management Structure Technical Director

General Manager

Deputy General Manager

Human Resource Manager

Head of Finance

• • • •

General Accts (2) Cost & Budget (2) Risk (1) Cashier (1)

• • • •

Secretary (1) Reception (1) Drivers (2) Office Assistants (3)

Logistics Manager

• •

Logistics Officer Procurement Officer

Technical Manager

• • •

Engineers Technicians Field Coordinators

2.3 Internal and External Challenges 2.3 Internal and External Challenges

ADIU Communication Service Plc. faces a number of challenges in its endeavor to achieve the company’s

missionCommunication emanating from both the internal external environment. The challenges facing ADIU ADIU Service Plc. and faces a number of challenges in its endeavor to Communication Service Plc. include increased demand for expansion to new coverage areas/regions, the achieve the company’s mission emanating from both the internal and external envitough and rough terrains of the vast rural terrains, poor community supportive structures and lack of ronment. challenges facing ADIU Communication Service Plc.Service include adequate The resources for telecommunication service delivery. ADIU Communication Plc. increased has instituted various reforms and strategies to mitigate these challenges and spur it to deliver on its mandate. demand for expansion to new coverage areas/regions, the tough and rough terrains ADIU Communication Service Plc. has now identified a vibrant vision, a set of values and of Additionally, the vast rural terrains, poor community supportive structures and lack of adequate identified Key Priority Areas (KPAs) to guide its operations for the next five years. resources for telecommunication service delivery. ADIU Communication Service Plc. has instituted various reforms and strategies to mitigate these challenges and spur it to deliver on its mandate. Additionally, ADIU Communication Service Plc. has now identified a vibrant vision, a set of values and identified Key Priority Areas (KPAs) to guide its operations for the next five years.

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Adiu communication service plc: STRATEGIC PLAN 2017-2022



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2.4 SWOT Analysis The following presents the summary of the situation analysis that was conducted in the context of the framework illustrated below Table 1: Situational Analysis Framework Summary of Situation Analysis 1. INTERNAL ENVIRONMENT: The basis of reviewing the internal environment founded on key organizational components to identify the strengths and weaknesses facing ADIU Communication Service Plc. including leadership and strategy, organization structure, business development, human resource, infrastructure, systems and processes, and culture and values. The strengths and weaknesses identified are as here summarized Opportunities/strengthens Threats/Weakness Responding to the Challenges The following presents The numerous opportu- In order to address the isthe numerous opportuni- nities available to ADIU sues presented by this inties available within ADIU Communication Service ternal environment, ADIU Communication Service Plc., are countered by Communication Service Plc., that will continue to some threats that will re- Plc., will need to: guide the strategic period; quire specific attention during the strategic period; • Strive to build good relationships with partners • ADIU.’s registration with the Government of Ethi- • Competition for other • Seek new partnerships opia as an ICT infrastruc- players in the industry at both local and interture service provider • High inflation rate in national levels • A strong interest in ICT Ethiopia • Invest in business develinfrastructure solution opment in order to be • Lack of a long term partresearch and developnership strategy in order sustainable ment to avoid reliance on a • ADIU Communication single source of partnerService Plc. is widely rec- ship agreement. ognized in Ethiopia within the ICT Ministry and good working relations with Ethio-Telecom • Active Shareholders • Skilled staff • Adequate office space and equipment

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2. EXTERNAL ENVIRONMENT The external analysis has focused on the political and legal, economic, social and cultural, and technological factors that impact on the ADIU’s performance as relates to service provision in the market within Ethiopia.A review of these factors was conducted to identify the opportunities/strengths and threats/weaknesses that ADIU Communication Service Plc., will need to take into account as part of the strategy. The opportunities/strengths and threats/weaknesses facing ADIU Communication Service Plc., from this external environment are summarized as follows Opportunities/strengths Threats/Weaknesses Responding to the Challenges The following presents The numerous opportu- In order to address the isthe numerous opportuni- nities available to ADIU sues presented by this exties available within ADIU Communication Service ternal environment, ADIU Communication Service Plc., are countered by Communication Service Plc., that will continue to some threats that will re- Plc., will need to: guide the strategic period; quire specific attention during the strategic period; • Strive to build good relationships with partners • Partial privatization processes of the Ethio-Tele- • Political instability within the country due to con- • Seek new partnerships com flicts between tribes and at both local and international levels • The STI development in ethnicity Ethiopia • Insecurity due to the • Invest in business devel• The ongoing realization insurgent of the terror opment in order to be of Vision 2025; the Ethio- groups in some parts of sustainable pia’s Development Blue the country e.g. Gambelprint la • Inaccessibility in some parts of the country e.g. Gambella



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2.5 Stakeholders Analysis Drawing from the establishment of ADIU Communication Service Plc., the service industry in Ethiopia and the company’s competitive nature, this makes the company staff to interact with an array of stakeholders. As the core of the ADIU’s activities, the staff is bound to interact with stakeholders who are drawn from all walks of life seeking varied engagements with ADIU. In summary the following table dissects through the stakeholders, their roles and responsibilities. Table 3: Stakeholder Analysis Stakeholder Cluster

Roles and Responsibilities

ADIU Communication Service Plc., Shareholders (Board of Directors)

• Interact with the ADIU Communication Service Plc. • Adhere to set terms and conStaff ditions of service for ADIU • Formulation of Communication policies relatService Plc. ing to Human Resource Management and development as well as provision of staff

ICT Infrastructure Solution Providers

Stakeholder Expec- ADIU’s Expectations tations from ADIU from Stakeholder Communication Service Plc. • High level of hos- • Interaction and Cooperation; pitality;

• High level of • Interact with networking and ADIU Communication partnership; Service Plc. for networking and • Project Delivery and Accountabilpartnerships. ity;

• Board and Staff harmony; • Initiate Reforms, Human resource management and development; • Training Opportunities and Performance management; • Terms and Conditions of service. • Partnerships, Participation and Accountability; • Business Development

• Contract Management • Monitoring and Evaluation on projects Government Minis- • Enabling Busi• Compliance with • Involvement level on procurement tries, Departments ness Operating set government processes and and Agencies environment, tendering policies implementation. and procedures; • Tendering issues and good • Partnership/ sub- • Coordination of government proworking relacontracting grammes. tions • Information shar• Collective action. ing.

8



Stakeholder Cluster


Media Organizations

• Documenting and Reporting on the ADIU’s corporate contribution to the ICT and Telecommunication infrastructure development in Ethiopia and beyond

Staff of ADIU Com- • To effectively munication Service deliver qualPlc. ity services to ADIU Communication Service Plc. as a competitive company,

Corporate, Investors and Business Community

Stakeholder Expectations from ADIU Communication Service Plc. • Access to information on the ICT and Telecommunication infrastructure development and emerging dynamics;

ADIU’s Expectations from Stakeholder

• Professional and objective documentation and reporting.

• Provide mass education as well as disseminate information on • Prompt and apbenefits of connecpropriate reporttivity to ICT and Telecommunicaing. tion services. • Competitive and • Appropriate high absorption facilitation. rate of work • Enabling environdemands among ment. Staff; • Effective leader• Implementation of ship. ADIU Communi-

cation Service Plc. • Two-way commuwork plans. • Meet the nication strucperformance ture. • Efficient utilization demands of the of ADIU resources. shareholders, management, • Cooperation with Colleague staff, other stakeholders varied stakein the ICT service holders visitsector. ing the ADIU offices and the general public. • Establish busi- • Enabling environ- • Compliance with ness opporment for collabostate legislations; tunities and ration; • Believe and trust ventures in ADIU Communisupport of the • Joint advocacy in reducing red tape cation Service Plc., ADIU business measures in the to deliver services; portfolio overall Government legislations • Work in line with the priorities of and tax exempADIU Communition. cation Service Plc. Strategic Plan.



9

Stakeholder Cluster


Stakeholder Expec- ADIU’s Expectations tations from ADIU from Stakeholder Communication Service Plc. • Collaborate and • Believe in ADIU’s work philosophy. promote ADIU’s work on the ground;

Members of the Public

• To effectively facilitate ADIU Communication Service Plc. Business • Information sharagenda of ing; improving lives of communities • Participate in across Ethiopia ADIU.’s field/site and beyond. activities.

2.6 Revised ADIU Organizational Structure Following the challenges of staffing and the fact that ADIU Communication Service Plc. is dependent on working with government in ICT infrastructure installation to support its operations, there’s need to have a small competitive and sustainable team at the office to coordinate programs across the country. To implement this strategy, the following isRevised the proposed new structure to support the overall operations of ADIU 2.6 ADIU Organizational Structure Following the challenges of staffing Communication Service Plc. and the fact that ADIU Communication Service Plc. is dependent on working with government in ICT infrastructure installation to support its operations, there’s need to have a small competitive and sustainable team at the office to coordinate programs across the country. To implement this strategy, the following is the proposed new structure to support the overall operations of ADIU Communication Service Plc.

Figure 2: Proposed Organization’s Structure Figure 2: Proposed Organization’s Structure

Board of Directors (BOD)

General Manager

Auditor/Financial Controller

Business Development Manager

-

R&D supervisor Tendering & Marketing Supervisor PR Officer Communications officer Branding Officer Business Account Executives

Deputy General Manager

HR & ADMIN Manager

-

-

-

Recruiting, Selection Induction Supervisor Performance Management Appraisal Supervisor Training Development Supervisor Office Administration

Company Secretary

Finance & Accounting Manager

&

-

& &

-

General Accounts Supervisor Risk Assessment Officer Cost and Budget Supervisor Accountant I Accountant II

Innovation & Technical Manager

-

Project Coordinators Engineers Field Supervisors Quality Control & Assurance Officer OHS Officer

Logistics & Transport Manager

-

Purchasing Officer Supplies Officer Stores Officer Verification Officer Transport/ Fleet Mgt Officer

20

10

ADIU Communication Service Plc

Adiu communication service plc: STRATEGIC PLAN 2017-2022 STRATEGIC PLAN 2017 - 2022 "Enriching Lives".


2.7 The Departmental Mandates ADIU Communication Service Plc., as a competitive company has its headquarters in Bole area in Addis Ababa and is headed by the General Manager. The General Manager is supported by one Deputy General Manager alongside five Departmental HeadsManagers. The General Manager is both the Accounting and Authorized officer for the company.The General Manager reports directly to the Board of Directors (Shareholders) and is in charge of all the following departments at ADIU Communication Service Plc., through the Deputy General Manager. Currently Adiu Communication Service Plc. has six departments. These departments are the entities at Adiu Communication Service Plc. to organize people, reporting relationships, and work in a way that best supports the accomplishment of the company’s goals. Departments are organized by functions i.e. human resources and administration, Innovation and Business Development, Finance and Accounting, Technical and Logistics and Transport. Adiu Communication Service Plc. has organized these departments in a way that makes sense to best serve the company’s vast clientele. As a dynamic company, Adiu Communication Service Plc. has organized departments by the company’s customer, by product, or by region across the Horn of Africa, where the company has operations.

2.7.1 Board of Directors It shall be expanded to include professionals of diverse background as non-executive directors.

2.7.2 Human Resource & Administration Department Performance based management is fairly new in ADIU Communication Service Plc., and thus it is faced with a myriad of challenges. Since ADIU Communication Service Plc., is medium business enterprise, the administration and Human Resource Management are in one amalgamated department. The responsibilities of the department fall into three major areas: staffing, employee compensation and benefits, and defining/designing work. The mandate of the department is to acquire, develop, and retain talent; align the workforce with the business; and be an excellent contributor to the business. The forward-thinking human resource department at Adiu Communication Service Plc. is devoted to providing effective policies, procedures, and people-friendly guidelines and support within the company.Additionally, the human resource function serves to make sure that Adiu Communication Service Plc. mission, vision, values or guiding principles, the company metrics, and the factors that keep the company guided toward success are optimized. The Department also receives visitors of the company, as well as plan and facilitate the management and shareholders activities out of office. The Department handles security and protocol functions and ensures security of the staff and visitors.The Department is coordinated with the one Manager; essentially, his role is to maximize the productivity of Adiu Communication Service Plc. by optimizing the effectiveness of the employees. Under the HR and Admin Manager, the department has other staff members who are organized around providing a specific component of Human Resources and administrative services including compensation, training, organization development, and customer relations.

2.7.3 Finance & Accounting Department ADIU Communication Service Plc. has a Finance and Accounting Manager who is in charge of the overall processes of payments for goods, works and services pursuant to existing company as well as the Ethiopian Government financial regulations and proceADIU Communication Service Plc STRATEGIC PLAN 2017 - 2022 "Enriching Lives".


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dures. At Adiu Communication Service Plc. the department of Finance and Accounting is responsible for the preparation of financial statements, closing the books of accounts at the end of the month and preparing any necessary paperwork. Additionally, the department is charged with the preparation of Annual Accounts for every Financial Year before submitting to the company Auditor in preparation of the Audit. The accounting department is also responsible for paying employees and vendors. The Department is charged with collection of accrual of funds pending outside as well as taxes and other government compliance procedures (VAT etc.). The Finance Manager is supported by three Accounting Officers to prepare interim financial reports to the shareholders. To ensure efficient provision of financial services at ADIU Communication Service Plc., and in accordance with Ethiopian Government Financial regulations and procedures, the Finance Manager ensures budgetary planning, preparation, implementation and control. The Finance Manager supported by various Departmental heads supports the coordination of the institution’s Strategic Planning, all geared towards the institutionalization of Results Based Management and strengthening the company’s expenditure and budgeting process.

2.7.4 Logistics & Transport Department The mandate of the section includes scheduling of local travel, maintenance and repair of all vehicles at ADIU Communication Service Plc., liaising with external suppliers of technical department tools and contracted external logistic companies to ensure timely and efficient repairs, and planning and ensuring that the field/site materials, the staff and visiting dignitaries have comfortable and timely local transport at all times. Despite the inadequacy, the section also identifies vehicles for purchase, renewal and boarding in order to maintain a serviceable and efficient fleet. In a general business sense, at ADIU Communication Service Plc., the department of Logistics and Transport supports the overall supply chain management in planning, implementing, and controlling the efficient, effective forward, and reverse flow and storage of goods, services, and related information between the point of origin and the point of consumption in order to meet customer’s requirements. The Logistics and Transport Manager is in charge of other officers in the department including but not limited to Purchasing Officer, Supplies Officer, Stores Officer,Verification Officer and Transport/ Fleet Mgt Officer.

2.7.5 Business Development This department is the company’s backbone since it does ensure an ongoing and persistent improvement of the existing business and contributes to identify and develop new business opportunities. The department is concerned with the analytical preparation of potential growth opportunities for the senior management or board of directors as well as the subsequent support and monitoring of its implementation. Both in the development phase and the implementation phase, the business department collaborates and integrates the knowledge and feedback from the company’s other departments, for example, research and development, production, marketing, and sales to assure that the company is capable of implementing the growth opportunity successfully. The department routinely addresses the business development tasks of ensuring the company makes money and its analytical backup and roadmap for implementation, is in the business plan. The Department is headed with one Manager and works closely with the top management and directors of company. The Business Development Manager is supported with Research & Development supervisor, Tendering & Marketing Supervisor, Public Relations Officer, Communications officer, Branding Officer and three Business Account Executives. Since ADIU Communication Service Pls., is a service provider in technology-related sector, thus the team in business development often sets up and

12



manages strategic relationships and alliances with other, third-party companies to leverage on each other’s expertise, technologies or other intellectual property to expand capacities for identifying, researching, analyzing and bringing to market new businesses and new products. Currently, the team is focused on implementation of this strategic business plan through equity financing, acquisition/divestiture of technologies, enhancing connectivity, plus the establishment of strategic partnerships where appropriate. The objectives of the department include branding, expansion in markets, new user acquisition, and awareness as well as creating opportunities for value to be ongoing in the long-term.

2.7.6 Innovation and Technical Services The Department plays an integral role in the life cycle of ADIU Communication Service Plc. While the department usually is separate from Business Development, Logistics and Transport and other departments, the functions of these areas are related and often require collaboration. Before a new business venture is developed, the department conducts a thorough study to support the project. The research phase includes determining installation specifications, installation site costs and a completion time line. The research also is likely to include an evaluation of the need for the product before the design begins to ensure it is a functional product that customers want to use. The research paves the way for the installation phase. This is the time when the new site is actually set up based on the requirements and ideas created during the research phase. The set up site must meet the site installation guidelines and any regulatory specifications. The department regularly evaluates the products offered by the partner companies to ensure they are still functional. Potential changes or upgrades are considered. In some cases, the department is asked to resolve a problem with an existing site that malfunctions or to find a new solution if the site set up process must change. The department team handles the quality checks on sites set up. The Technical department team aids the company in staying competitive with others in the industry. The department is able to research and analyze the products other businesses are creating, as well as the new trends within the industry.The Technical Manager oversees the coordination of all technical programs related with all departments for the smooth running of the company. The Manager supervises Site Project Coordinators, Engineers, Field Supervisors, Quality Control & Assurance Officer and the OHS Officer to develop new sites in line with the sector requirement. The department works closely with Business Development department to constantly review the company’s fee and cost structure to ensure that margins are optimal while remaining competitive, liaise with Government and regulatory agencies to oversee site installations.The department prepares and submits routinely plans and reports of achievements of installation of sites across the region.



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3. Chapter Three: Key Priority Areas 3.1 Overview ADIU Communication Service Plc. has identified Six Key Priority Areas (KPAs) to focus on during this strategy period. These Key Priority Areas have been broken down into goals, strategic objectives and strategies. The specific strategies have been broken down into detailed action plans outlining the various activities, resource requirements, timeframes and responsibilities for the delivery of each strategy.These are here briefly outlined.

3.2 Summary of Key Priority Areas 3.2.1 Strategic Theme 1: Enhanced ICT Service delivery and Customer Support Strategic Issues Inefficiencies in connectivity, access to ICT services, need to attendant customer care, increased need for connectivity and ICT demand on business and other key issues in access to ICT infrastructure continuum including but not limited to inadequate skills on telecommunication, after service customer support and sustainability. Strategic Objective To facilitate inclusive broadband connectivity by enabling the government and infrastructure providers to roll out affordable connectivity to rural areas largely remaining underserved as they are deemed unprofitable to investors.This is geared towards contributing to the increase in the number of ICT infrastructure users and to foster socioeconomic development of the nation. This shall be achieved through working with the Ethio Telecom on the installation and/or expansion/ roll out of affordable connectivity to rural areas largely remaining underserved. Strategies i. Facilitate Installation, maintenance and upgrading of rural connectivity across underserved areas; ii. Undertake in-house after care service training needs assessment to ensure customer satisfaction; iii. Provide end-users with reliable and adequate access to e-government services iv. Develop standards for acquisition, maintenance and disposal of ICT equipment

3.2.2 Strategic Theme 2: Improved Visibility and Community Service Strategic Issues Improving the company’s visibility and developing a corporate social responsibility (CSR) strategy means ADIU Communication Service Plc. is ready to conduct her business involving initiatives that benefit the society. The ICT sector and the service industry present industry in Ethiopia thus ADIU’s business’s CSR shall need to encompass a wide variety of tactics, from giving away a portion of a company’s proceeds to charity, to implementing “greener” business operations.

14



Strategic Objective To efficiently and effectively conduct business through creating value for the company’s shareholders and the society at large.

Strategies i. Enhancement of the company brand with customers by building better relations with governments, local communities and Partners in order to establish competitive advantage over rivals. ii. Enhance our Environmental efforts: One primary focus of corporate social responsibility for ADIU Communication Service Plc. shall be the environment since businesses regardless of size have a large carbon footprint. Any steps they can take to reduce those footprints are considered both good for the company and society as a whole. iii. Philanthropy: ADIU Communication Service Plc. shall practice social responsibility by donating to national and local charities. Since our business ventures have a lot of resources that can benefit charities and local community programs. iv. Ethical labor practices: ADIU Communication Service Plc. will strive to treat her employees fairly and ethically, which typical demonstrates their staffs’ contribution to corporate social responsibility. v. Volunteering: ADIU Communication Service Plc. shall structure regular attendance programmes of her staff to volunteer events to practically exhibit the company’s sincerity. By doing good deeds without expecting anything in return; ADIU Communication Service Plc. is able to express her concerns for specific issues and support for certain organizations and communities.

3.2.3 Strategic Theme 3: Leverage on the Country’s ICT Infrastructure Capacity and Staff Development Strategic Issues While the Ethiopian Government has been investing heavily in the ICT infrastructure, there has comparatively been little investment in the human resources required to design, develop and operate this infrastructure and the associated e-applications. With the increasing sophistication of ICT and its applications, high-end skill sets are increasingly required and availability presents a challenge to growth and to achieving the Ethiopia’s vision 2025. The local universities and tertiary colleges continue to develop ICT human capital and workforce that is neither guided by a human resource development policy nor well aligned to the industry needs, especially at the high end. Strategic Objective To contribute to strategies for developing and sustaining high-end talent by removing the skills gap between industry requirements and the capabilities of the local workforce through reducing the need for foreign expertise in ICT projects, retaining current high-end talent, and creating a mechanism for effective skills transfer and training.



15

Strategies I. Institutionalize industry-driven high-end graduate capacity support initiatives/programmes; II. Incentivize the Staff through competitive employment, training, welfare fund and staff retreats; III. Form and manage an effective partnership with universities and other academic partners to promote production of quality manpower for the ICT sector

3.2.4 Strategic Theme 4: Build Strategic Partnerships Strategic Issues The service sector in Ethiopia is rapidly becoming very competitive thus ADIU Communication Service Plc. needs to invest in building strategic Partnerships. There’s need to explore how to work together with other entities to achieve a common purpose or undertake a specific task and to share risks, responsibilities, resources, competencies and benefits.This is founded on the power behind business partnerships where two or more parties leverage their assets (resources, capabilities, expertise, client base etc.) for the mutual benefit of all. Meaningful partnerships are the foundation for success; Partnerships is what enables many companies to make continuous improvements. By sharing with others, you can direct your resources and capabilities to projects you consider most important. Especially fast-growing companies rely heavily on alliances to extend their technical and operational resources. In the process, they save time and boost productivity by not having to develop their own, from scratch. They are thus freed to concentrate on innovation and their core business Strategic Objective To gain competitive advantage through access to other partners’ resources, including markets, technologies, capital and people. Further, in the new markets we shall be exploring; teaming up with other adds complementary resources and capabilities, enabling all parties to grow and expand more quickly and efficiently. Strategies: i. Establish Joint ventures for mutual benefit with other partners in new as well as existing markets.This is founded in the fact there are good business and accounting reasons for ADIU Communication Service Plc. to create joint ventures with other companies that have complementary resources, skills or assets, such as distribution channels, technology, or finance. ii. Create New Employer-Employee Partnership. ADIU Communication Service Plc. is cognizant of the fact that a successful people partnership is a coherent set of people systems and processes that reflect the business environment, the enterprise strategy, and organizational values. Each one will be unique to an organization and its employees, but there are some key principles that are common to all the companies that are exploring the New People Partnerships. Today, people are the firm’s most precious and underutilized resource. They are our firm’s repository of knowledge and they are central to our company’s competitive advantage. Well coached, and highly motivated people are critical to the development and execution of strategies, especially in today’s faster-paced, more perplexing service sector in Ethiopia, where top management alone can no longer assure the firm’s competitiveness.

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iii. Enhance Customer Partnership. The customer is the foundation of the success of ADIU Communication Service Plc. success. In today’s turbulent times of rapid and chaotic change, “no force is more grounding and stabilizing than a partnership with customers. Creating a partnership with customers will help ADIU Communication Service Plc. maintain the focus needed to make good decisions and harness the power and commitment needed to weather volatile times. Customer partnership for ADIU Communication Service Plc. is more than “putting customers first”, or finding mutually satisfactory solutions to shared problems, or a dedication to excellence in every sale or service encounter. It also requires commitment to forging long-term relationships that create synergies of knowledge, security, and adaptability for both parties. iv. Extended Enterprise: ADIU Communication Service Plc. will invest in Virtual Integration- Through virtual integration, the walls between enterprises crumble. Companies stop being self-contained business units that produce products or services, and become integral elements in a larger system. In the new world of virtual integration, no matter who signs the cheque, all the people are working together for a common cause.Vertical integration performs, virtual integration innovates. v. Business Process Outsourcing (BPO) - ADIU Communication Service Plc. will enhance using offshore delivery to achieve significant improvements in business performance - transforming outsourcing from a tactical and technical point solution to a long-term business strategy for creating and defending competitive advantage. ADIU Communication Service Plc. will be looking to leverage global sourcing to gain long-term process optimization, business-oriented measurements, and enhanced control over IT assets and activities.

3.2.5 Strategic Theme 5: Efficient Finance Management and Profitability Strategic Issues Profitability is an important element that helps a business gain market share, giving corporate managers the means to innovate and produce better goods. The team at ADIU Communication Service Plc. understands the need to strategically manage the company’s profit and loss (P&L). A positive P&L plants the seeds for a stable economic future for ADIU Communication Service Plc. to the company shareholders and to staff. Strategic Objective To manage the company’s cash effectively by establishing procedures to control customer receipts, vendor remittances, and petty cash balances. At ADIU Communication Service Plc., effective money management shall refer to how the company saves money, grows its existing cash, and averts financial meltdown.The company shall strive to have enough cash in the company’s bank account so that gradually it gives the shareholders a sigh of relief and a chance to make the necessary changes to get the company to required competitive heights. Strategies i. Combine Profit & Loss Tracking and Money Management to effectively administer the company’s income and save money in the long term. ADIU Communication Service Plc. shall start by devising a plan and then setting a deadline to achieve the goal. It will be important to determine the resources needed to reach it and establish what it will take to have those in place. ii. Conduct Routine Thanksgiving marketing campaign geared towards how to increase sales by giving discounts, rebates, and special exchange programs to customers, and which products or services to launch. iii. Strategic Competing on Service, Portfolio and Brand ADIU Communication Service Plc STRATEGIC PLAN 2017 - 2022 "Enriching Lives".


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3.2.6 Strategic Theme 6: Increase ADIU’s competitive Advantage, Innovation and reach Strategic Issues Inefficiencies in service delivery, increased demand for performance contracting and accountability as well as inadequate infrastructure for effective operations and expansion of ADIU Communication Service Plc. outreach activities. Businesses are constantly seeking competitive advantages in the marketplace.There are many different ways in which this can be done, but many will focus on a few tried and true methods of gaining a leg up on the competition. Strategic Objective To expand and improve the efficiency and effectiveness of services within the ADIU Communication Service Plc. and beyond its operational areas. Strategies i. Capacity building of the human resource; ii. Strengthening of infrastructure for effective operations and expansion; iii. Development and Mainstreaming of cross-cutting issues and policies.

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4. Chapter Four: Resource Requirements 4.1 Overview The resources required to implement the strategy are huge considering the big gap between the level of ICT infrastructural inaccessible rural areas of Ethiopia and the vast market demand of the horn of Africa. ADIU Communication Service Plc. as a dynamic service company requires vast resources to build the organizational in terms of staffing, skill development and equipment capacity. This will enable the organization to competitively improve its business portfolio. Human, physical and financial resources are required for the implementation of the plan. In this regard, ADIU Communication Service Plc. shall need to put in place concerted efforts to mobilize resources from internal and external sources through putting in place an environment that enables for the government, local and international ICT service providers to invest in their planned business partnerships. This chapter gives a projection of the planned financial requirements, staffing levels and physical assets for ADIU Communication Service Plc., in the strategic period.

4.2 Financial Resources ADIU Communication Service Plc., is a dynamic and competitive company and its business volume largely depends on intermediary service support through subcontracting from ICT solution service providers. The bulk of ADIU’s business financial base is through its array of business partners. In this strategic period ADIU Communication Service Plc., has planned renewed partnerships with both ICT infrastructure service providers and governments across the horn of Africa in order for the company to benefit from the vast ICT and telecommunication opportunities that the region presents. Within the planned period, ADIU Communication Service Plc. will require a total budget of Ebr. 73,500,000.00 to implement activities identified in this plan. Based on this budget, ADIU Communication Service Plc. will need to continuously engage the governments across the horn of Africa and its business partners to provide the required business volume to ensure full implementation of the planned activities. This plan has a detailed costing of the planned activities as captured in the implementation matrix, which will in essence form ADIU Communication Service Plc. budgets and work plans within the given period.

4.3 Physical Resources An analysis of the physical resource in the possession of ADIU Communication Service Plc., as a competitive company mainly includes physical office space, furniture, equipment and the vehicles. ADIU Communication Service Plc., annually conduct an audit of its inventory of the physical assets and is maintained for safeguarding of the same. ADIU Communication Service Plc., is determined to acquire its own physical space for accommodating its offices and stores to develop the required infrastructure to mitigate on the challenges in terms of office accommodation and storage expenses. In this direction, there’s need to initiate effective mechanism on additional financial resource mobilization to meet the need for increased funding for this infrastructure development.

4.4 Human Resources ADIU Communication Service Plc. has in place a revised Policy and Operations Manual which has centralized all matters as regards the terms of service of the staff and the board of Directors (Shareholders). However, ADIU Communication Service Plc. will need in this plan period to focus on performance management, training and development and human resource planning. It is hoped that mid-way this plan period, ADIU Communication Service Plc. will be in a position to achieve optimal and appropriate staffing levels which is meant to enable competitive service delivery. ADIU Communication Service Plc STRATEGIC PLAN 2017 - 2022 "Enriching Lives".


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5. Chapter Five: Monitoring and Evaluation 5.1 Overview The strategic action plans will act as the tools for monitoring the progress of implementing the strategic plan. Additionally the following tasks will be carried out to strengthen the monitoring and evaluation of the strategic plan: • All Staff members will need to develop a set of performance indicators to be used for periodic reporting for each output. The strategy will be translated into performance responsibilities for all staff against which their performance will be evaluated; • Quarterly review meetings will be held to report progress over the implementation of the plan; • ADIU Communication Service Plc., will carry out a service delivery survey early in the strategy period and conduct a mid-term review to monitor performance of the plan. Specific issues will be identified and action plans prepared to address any bottlenecks in the implementation of the strategy; and • ADIU Communication Service Plc., as a dynamic company will establish a Monitoring and Evaluation team which will develop mechanisms and instruments to gather performance information against set performance indicators and targets (outputs).

5.2 Monitoring & Evaluation Plan A comprehensive framework for monitoring and evaluation of this strategy shall be developed to track indicators and report on them sufficiently. Involvement of partners and stakeholders in monitoring and evaluation process shall be a priority. The information collected shall be used for effective program planning.The Strategic action plans include sufficient detail to enable the monitoring of progress of implementing the strategy for each key Priority area. In bid to realize the full implementation of this strategic plan, ADIU Communication Service Plc., requires huge resources considering the need to respond to growing demand of the ICT infrastructure services across the country and the horn of Africa. ADIU Communication Service Plc., is quite aware of the vast challenges ahead to implement this strategy and thus the shareholders will need to put in place concerted efforts to mobilize additional financial, human and physical resources to complement the ongoing organizational and system strengthening plans establishment of a comprehensive Board of Directors (None and Shareholders). The Strategic Plan will be evaluated during and after implementation to gauge the extent of achievement of the intended results. The evaluation will be carried out using relevance, efficiency, effectiveness, sustainability and impact measures. A mid-term review will also be carried out.The logical framework will help track and monitor progress in the implementation of the Plan. For effective and efficient M&E, clear indicators have been identified based on the planned strategy and activities. The indicators have to be shared with all staff members for the purpose of facilitating relevant data collection. The success of this strategic direction needs to be positioned well to provide a service delivery medium through which stakeholders alongside the government agencies, ICT Infrastructure Service Providers and corporate entities will enhance connectivity towards improved lives of the community across Ethiopia and the horn of Africa.

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5.3 Implementation Framework of ADIU Strategic Plan 2017 - 2022 5.3.1 Strategic Priority 1: Enhanced ICT Service delivery and Customer Support Strategic Issues: Inefficiencies in internet connectivity, access to ICT infrastructure, and other key issues in Telecommunication service sector continuum. This is coupled with the ICT demand on business as well as need for attendant customer - after service customer support and sustainability. Strategic Objective: To facilitate inclusive broadband connectivity and quality through developing transformational products and services relevant to different customer segments. This is meant to enable the governments and infrastructure providers to roll out affordable connectivity to rural areas largely remaining underserved as they are deemed unprofitable to investors. The objective is meant to contribute to the increase in the number of ICT infrastructure users and foster socio-economic development of the nation. This is to be done in coordinate with the Ethio Telecom on the installation and/or expansion/ roll out of affordable connectivity to rural areas largely remaining underserved; Strategies: i. Facilitate Installation, maintenance and upgrading of rural connectivity across underserved areas; ii. Undertake in-house after care service training needs assessment to ensure customer satisfaction; iii. Provide end-users with reliable and adequate access to e-government services iv. Develop standards for acquisition, maintenance and disposal of ICT equipment Strategies

Major Activities

Output(s)

Performance Indicators

Responsibility/ Actors

Structured Installation Programme

Installation Programme/ Calendar

ADIU- BDM/ITM/ LTM

5 FY1, FY2, FY3, FY4, FY5

Calendar for the Site Launches

Launch Report

ADIU-ITLM/LTM

1 FY1, FY2, FY3.FY4, FY5

Documentation and sharing of best practices

M&E Calendar

Case studies

ADIU- BDM

Maintenance and Upgrading of sites

Requests for maintenance & Upgrading of Sites

Maintenance and Upgrading Report

ADIU-ITLM/LTM

2 FY2,FY3,FY4,FY5

Conduct Training Needs Assessment

Training Needs Assessment Schedule

Training Needs Assessment Report

ADIU- HR&ADM

0.5 FY2,FY3,FY4,FY5

Conduct Training on Customer Care

Training Calendar

Training Report

ADIU- HR&ADM Consultant

2 FY2, ,FY4

Enhance Customer Support

Install Call Center for Customer Support

Call Center in operation

ADIU-BDM

2 FY3

Installations 1. Facilitate Installation, maintenance and upgrading of rural connectivity across Site Launches underserved areas

2. Undertake in-house after care service training needs assessment to ensure customer satisfaction

Budget Time frame (Million Ebr.)

FY2,FY3,FY4,FY5

M&E Reports

List of Participants

Consultant



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Strategies

Major Activities

Output(s)



3. Provide end-users with reliable and adequate access to egovernment services

Set up on record time connections to deliver the best network

Timely Installations

Number of Installations set up on record time

ADIU-ITM/LTM

Maintain and enhance network quality

Quality and du- Number of Inrable Installations stallations well maintained

ADIU-ITM/LTM

Support the growth of mobile and fixed data

Secure Installations

Number of secure Installations

ADIU-ITM/LTM

Minimize business disruptions to our business ecosystem

Development of business ecosystem plan

Ecosystem plan

ADIU-ITM

1.5 FY 2, FY 4

Maintain a productive, supportive and safe working environment

Secure work place and field sites

Number of incidents and accidents reported

ADIU-ITM/ HR&ADMIN

0.5 FY 1, FY 3

Protect our reputation by complying with regulatory requirements

Compliance with Country Regulatory requirements

Certificates of Compliance

ADIUHR&ADMIN/ F&A

4. Develop standards for acquisition, maintenance and disposal of ICT equipment

Total Financial Requirement Theme (1)

Partners

Budget Time frame (Million Ebr.) 2.5 FY1, FY2, FY3, FY4, FY5

2 FY1, FY3, FY5

Community 1.5 FY1, FY3, FY5

Community

Community Partners 1 FY1, FY2, FY3, FY4, FY5

Government 22.5

5.3.2 Strategic Priority 2: Improved Visibility and Community Service Strategic Issues Improving the company’s visibility and developing a corporate social responsibility (CSR) strategy means ADIU Communication Service Plc. is ready to conduct her business involving initiatives that benefit the society. The ICT sector and the service industry present industry in Ethiopia thus ADIU’s business’s CSR shall need to encompass a wide variety of tactics, from giving away a portion of a company’s proceeds to charity, to implementing “greener” business operations. Strategic Objective To efficiently and effectively conduct business through creating value for the company’s shareholders and the society at large. Strategies i. Enhancement of the company brand with customers by building better relations with governments, local communities and Partners in order to establish competitive advantage over rivals. ii. Enhance our Environmental efforts: One primary focus of corporate social responsibility for ADIU Communication Service Plc. shall be the environment since businesses regardless of size have a large carbon footprint. Any steps they can take to reduce those footprints are considered both good for the company and society as a whole.

22



iii. Philanthropy: ADIU Communication Service Plc. shall practice social responsibility by donating to national and local charities. Since our business ventures have a lot of resources that can benefit charities and local community programs. iv. Ethical labor practices: ADIU Communication Service Plc. will strive to treat her employees fairly and ethically, which typical demonstrates their staffs’ contribution to corporate social responsibility. v. Volunteering: ADIU Communication Service Plc. shall structure regular attendance programmes of her staff to volunteer events to practically exhibit the company’s sincerity. By doing good deeds without expecting anything in return; ADIU Communication Service Plc. is able to express her concerns for specific issues and support for certain organizations and communities. Strategies

Major Activities Output(s)


1. Enhancement of the company brand with customers

Develop a plan to enhance company brand with customers

Structured programme for enhancement Plan

Enhancement ADIU- BDM Plan

1 FY2, FY3, FY4, FY5

Build better relations with governments, local communities and Partners

Public Relations Strategy

Functional PR strategy

ADIU-BDM

1 FY2, FY3. FY4, FY5

Establish competitive advantage over rivals

Competitive advantage Plan

Increase in Business Volume

ADIU- BDM


Environment Conservation Plan

Training Needs Assessment Schedule

Training Needs Assessment Report

ADIUHR&ADM

Post Installation Waste Management Plan

Training Calendar

Training Report

ADIU- ITM

Inculcate a culture of “greener” business operations

Greener Business Operation Plan

Functional Plan

Donations to national and local charities

Charities listed for donations

Number of charities benefited

ADIUHR&ADM

2 FY1,FY3, FY5

Community Mentorship Programme

Structure a programme of community mentorship

Number of community mentorship programmes

ADIUHR&ADM

1 FY2FY4

Support to Community Sports and other Cultural Events

Calendar or community sports and cultural events

List of entities reached

ADIUHR&ADM


2. Enhance our Environmental efforts

3. Philanthropy

Responsibility/ Budget Timeframe Actors (Million Ebr.)

0.5 FY1,FY3, FY5

Consultant 1 FY2 ,FY4

Community


Report

ADIU- ITM

0.5 FY2, FY4,FY5

Community Partners



23

Strategies



Responsibility/ Budget Timeframe Actors (Million Ebr.)

4. Ethical labor practices

Attendance programmes of staff to community volunteer events

Planned Community volunteer events

Number of Attendance of staff

ADIUHR&ADM

Improve attractiveness to the vibrant ICT youth employment market

Open competitive job opportunities

Number of ICT Skilled youth on board

ADIUHR&ADM

4 FY2, FY4

Staff investment in the company through a common pool of shares

Common Poll of shares established

Number of staff in the pool of shares

ADIUHR&ADM



0.5 FY2, FY3, FY4, FY5

15.5

5.3.3 Strategic Priority 3: Leverage on the Country’s ICT Infrastructure Capacity and Staff Development Strategic Issues While the Ethiopian Government has been investing heavily in the ICT infrastructure, there has comparatively been little investment in the human resources required to design, develop and operate this infrastructure and the associated e-applications. With the increasing sophistication of ICT and its applications, high-end skill sets are increasingly required and availability presents a challenge to growth and to achieving the Ethiopia’s vision 2022. The local universities and tertiary colleges continue to develop ICT human capital and workforce that is neither guided by a human resource development policy nor well aligned to the industry needs, especially at the high end. Strategic Objective To contribute to strategies for developing and sustaining high-end talent by removing the skills gap between industry requirements and the capabilities of the local workforce through reducing the need for foreign expertise in ICT projects, retaining current high-end talent, and creating a mechanism for effective skills transfer and training. Strategies i. Institutionalize industry-driven high-end graduate capacity support initiatives/programmes. This is through Formation and management of an effective partnership with universities and other academic partners to promote production of quality manpower for the ICT sector ii. Incentivize the Staff through competitive employment, training, welfare fund and staff retreats;

24



Strategies

Major Activi- Output(s) ties



1. Institutionalize industry-driven high-end graduate capacity support initiatives/ programmes

Establish University Partnership

Structured MOU with Universities

Partnership/ MOUs in place

ADIU- BDM/ ITM

0.5 FY2, FY3, FY4, FY5

Launch University Graduate Mentorship Programme

Programme for the University Graduate Mentorship

Beneficiaries of the Programme

ADIU-BDM/ ITLM


ICT Youth Award Scheme

List of Awardees

Report

ADIU- BDM


Staff retreat and Team Building

Schedule of Retreats/ Team Building sessions

Report

ADIUHR&ADM

2 FY1, FY2, FY3, FY4, FY5

Staff Exposure Visits

Calendar of planned Exposure Visits

Report of Exposure Visits

2. Incentivize the Staff through competitive employment, training, welfare fund and staff retreats.


Budget Timeframe (Million Ebr.)

Consultant ADIUHR&ADM


ADIU-BDM


List of staff benefitting Enhance Staff Welfare

Institutionalize the Staff welfare


Functional Staff Welfare

7.5

5.3.4 Strategic Priority 4: Build Strategic Partnerships towards increasing ADIU’s competitive Advantage, Innovation and reach Strategic Issues The service sector in Ethiopia is rapidly becoming very competitive thus ADIU Communication Service Plc. needs to invest in building strategic Partnerships. There’s need to explore how to work together with other entities to achieve a common purpose or undertake a specific task and to share risks, responsibilities, resources, competencies and benefits.This is founded on the power behind business partnerships where two or more parties leverage their assets (resources, capabilities, expertise, client base etc.) for the mutual benefit of all. Meaningful partnerships are the foundation for success; Partnerships is what enables many companies to make continuous improvements. By sharing with others, you can direct your resources and capabilities to projects you consider most important. Especially fast-growing companies rely heavily on alliances to extend their technical and operational resources. In the process, they save time and boost productivity by not having to develop their own, from scratch. They are thus freed to concentrate on innovation and their core business outreach activities. Businesses are constantly seeking competitive advantages in the marketplace. There are many different ways in which this can be done, but many will focus on a few tried and true methods of gaining a leg up on the competition. Strategic Objective To gain competitive advantage through access to other partners’ resources, including markets, technologies, capital and people. Further, in the new markets we shall be exploring; teaming up with other adds complementary resources and capabilities, enabling all parties to grow and expand more quickly and efficiently.



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Strategies: i. Establish Joint ventures for mutual benefit with other partners in new as well as existing markets. This is founded in the fact there are good business and accounting reasons for ADIU Communication Service Plc. to create joint ventures with other companies that have complementary resources, skills or assets, such as distribution channels, technology, or finance. ii. Create New Employer-Employee Partnership. ADIU Communication Service Plc. is cognizant of the fact that a successful people partnership is a coherent set of people systems and processes that reflect the business environment, the enterprise strategy, and organizational values. Each one will be unique to an organization and its employees, but there are some key principles that are common to all the companies that are exploring the New People Partnerships. Today, people are the firm’s most precious and underutilized resource. They are our firm’s repository of knowledge and they are central to our company’s competitive advantage. Well coached, and highly motivated people are critical to the development and execution of strategies, especially in today’s faster-paced, more perplexing service sector in Ethiopia, where top management alone can no longer assure the firm’s competitiveness. iii. Enhance Customer Partnership. The customer is the foundation of the success of ADIU Communication Service Plc. success. In today’s turbulent times of rapid and chaotic change, “no force is more grounding and stabilizing than a partnership with customers. Creating a partnership with customers will help ADIU Communication Service Plc. maintain the focus needed to make good decisions and harness the power and commitment needed to weather volatile times. Customer partnership for ADIU Communication Service Plc. is more than “putting customers first”, or finding mutually satisfactory solutions to shared problems, or a dedication to excellence in every sale or service encounter. It also requires commitment to forging long-term relationships that create synergies of knowledge, security, and adaptability for both parties. iv. Extended Enterprise: ADIU Communication Service Plc. will invest in Virtual Integration- Through virtual integration, the walls between enterprises crumble. Companies stop being self-contained business units that produce products or services, and become integral elements in a larger system. In the new world of virtual integration, no matter who signs the cheque, all the people are working together for a common cause.Vertical integration performs, virtual integration innovates. v. Business Process Outsourcing (BPO) - ADIU Communication Service Plc. will enhance using offshore delivery to achieve significant improvements in business performance - transforming outsourcing from a tactical and technical point solution to a long-term business strategy for creating and defending competitive advantage. ADIU Communication Service Plc. will be looking to leverage global sourcing to gain long-term process optimization, business-oriented measurements, and enhanced control over IT assets and activities.

26

Strategies

Major Activities

Output(s)


1. Establish Joint ventures

Establish joint venture with ICT Equipment distribution channels

Map and estab- Available lish ventures in and signed ICT Equipment ventures distribution channels

Responsibility/ Actors ADIU- BDM

Budget Timeframe (Million Ebr.) 1 FY2, FY3, FY4, FY5



Strategies

Major Activities

Output(s)

Establish joint venture with ICT Service providers

Map and estab- Available lish ventures and signed in ICT Service ventures providers

ADIU-BDM/ ITLM


Establish joint venture with financing institutions

Map and estab- Available lish ventures and signed with financing ventures institutions

ADIU- BDM/ F&A


Develop staff reward scheme

Institutionalize Staff Reward Scheme

Functional Scheme

ADIUHR&ADM

Offer staff Training opportunities

Establish Training Calendar and Support Fund

List of Beneficiaries

ADIUHR&ADM

2 FY2, FY4

Enhance Staff Retention

Staff Motivational Plan

List of Beneficiaries

ADIUHR&ADM


3. Enhance Customer Partnership

Retain and reward loyal customer base

Plan to retain and award loyal customers

List of awardees

ADIU- BDM

2 FY2, FY4

4. Extended Enterprise

Invest in Virtu- Company’s al Integration capacity to be an integral element in a larger business system

Performance of Vertical integration

ADIU- BDM

1 FY3, FY5

5. Business Process Outsourcing (BPO)

Enhance using offshore delivery

Number of successful ventures

ADIU- BDM

1 FY2,FY3,FY4

2. Create New Employer-Employee Partnership

Company to leverage global sourcing to gain long-term process optimization




Budget Timeframe (Million Ebr.)

1.5 FY1,FY3, FY5

12.5

5.3.5 Strategic Priority 5: Efficient Finance Management and Profitability Strategic Issues Profitability is an important element that helps a business gain market share, giving corporate managers the means to innovate and produce better goods. The team at ADIU Communication Service Plc. understands the need to strategically manage the company’s profit and loss (P&L). A positive P&L plants the seeds for a stable economic future for ADIU Communication Service Plc. to the company shareholders and to staff. Strategic Objective To manage the company’s cash effectively by establishing procedures to control customer receipts, vendor remittances, and petty cash balances. At ADIU Communication Service Plc., effective money management shall refer to how the company saves money, grows its existing cash, and averts financial meltdown.The company shall strive to have enough cash in the company’s bank account so that gradually it gives the shareholders a sigh of relief and a chance to make the necessary changes to get the company to required competitive heights.



27

Strategies i. Combine Profit & Loss Tracking and Money Management to effectively administer the company’s income and save money in the long term. ADIU Communication Service Plc. shall start by devising a plan and then setting a deadline to achieve the goal. It will be important to determine the resources needed to reach it and establish what it will take to have those in place. ii. Conduct Routine Thanksgiving marketing campaign geared towards how to increase sales by giving discounts and special exchange programs to customers, and which products or services to launch. iii. Strategic Competing on Service, Portfolio and Brand Strategies


1. Combine Profit & Loss Tracking and Money Management

Develop Long term Finance Management Plan Map Resource Requirements to Develop the Finance Management Plan Profit & Loss Tracking and Money Management System 2. Conduct Strategy of increasRoutine Thanksgiving ing service volume by marketing giving discampaign counts Conduct special exchange programs to customers Enhance product or service launches

28

Performance ResponsibilIndicators ity/ Actors

Structured Programme of developing the Plan

Functional ADIU- F&A Finance Management Plan

List of Resource Requirements to Develop the Plan

Mapping Report

ADIU-F&A

Requisition/ procurement of the System

System in Place

ADIU- F&A Supplier/ Contractor

Budget Timeframe (Million Ebr.) 1 FY2,

0.75 FY1


Schedule for Report on the Season increased of Discounts service volume

ADIU-BDM

0.5 FY2, FY3, FY4, FY5

Schedule for Exchange Programs to customers

Number of exchange Programs to customers

ADIUHR&ADM

1.5 FY1, FY3, FY5

Calendar for Product and Service launches

Number of Product and Service launches

ADIU-BDM

0.5 FY2, FY4



Strategies



3. Strategic competing on Service, Portfolio and Brand

Exhibition and Diversification of Services

Number of Exhibitions and enhanced services Number of new Businesses on board Number of Visibility materials produced

Plan for Exhibitions and Diversification of services Strategy Expand Business to expand Portfolio Business Portfolio improve the Plan to visibility of improve the the Brand visibility of the Brand Total Financial Requirement Theme (5)

ADIU-BDM/ ITM

Budget Timeframe (Million Ebr.) 1 FY2, FY3, FY4, FY5

ADIU-BDM/ ITM

0.25 FY2

ADIU-BDM

0.5 FY3

7

5.3.6 Strategic Priority 6: Systems strengthening and organizational development Strategic Issues Inefficiencies in service delivery, increased demand for performance contracting and accountability as well as inadequate infrastructure for effective operations and expansion of ADIU Communication Service Plc. Strategic Objective To expand and improve the efficiency and effectiveness of services within the ADIU Communication Service Plc. and beyond its operational areas. Strategies i. Capacity building of the human resource; ii. Strengthening of infrastructure for effective operations and expansion; iii. Development and Mainstreaming of cross-cutting issues and policies.



29

Strategies



1. Capacity building of the human resource

Conduct Job Analysis/ Evaluation Exercise

Well defined Jobs

Job Analysis/ Evaluation Report

Recruitment and deployment of staff

Optimum No. of staff Staffing Levels recruited and deployed Training Gaps TNA Report ADIUIdentified HR&ADMIN

Training Needs Assessment

ADIUHR&ADMIN Consultant ADIUHR&ADMIN

Consultant

2. Strengthening of infrastructure for effective operations and expansion

Implementation of Training Programs

Structured Training Programme

Training Programme/ Calendar

ADIUHR&ADMIN

Performance Contracting

Well documented Quarterly, Bi-Annual, Annual and Quarterly Reports Training Programme

Reports

ADIUHR&ADMIN

Training Report

ADIU – HR&ADMIN

Strengthened emerging ICT skills Improved ICT equipment and tools

3. Development and Mainstreaming of cross-cutting issues and policies

Procurement Procured of ICT equip- ICT equipment ment

Implementation Operaof Service De- tional Service livery Charter Delivery Charter DevelopFunctional ment of waste Policies management, Gender, HIV&AIDS and Child Protection Policies Development Structured of Business programme Diversification diversificaand Expansion tion of ADIU Strategy Communication Service Plc. Business and Brand Portfolio ImplementaRevision of tion of Policy Policy and & Operations Operations Manual Manual Total Financial Requirement Theme (6)

30

Reports on implementation of service charter Developed Policies

Consultant

ADIU-ITM Contractors/ Suppliers ADIU – HR&ADMIN

Budget Time(Million frame Ebr.) 1 FY1

0. 2 FY2, F4

0.5 FY2, FY3, FY4, FY5 4 FY2, FY3, FY4, FY5 0. 5 FY1, FY2, FY3, FY4, FY5

1 FY2, FY4 4 FY2, FY3, FY4, FY5 0.5 FY1

Consultant ADIU

0.5 FY2

Consultant

Business Diversification and Expansion Strategy

ADIU-BDM

Functional Policy and Operations Manual

ADIU – HR&ADMIN

Consultant

2 FY2, FY4

0.5 FY2

Consultant 8.5



Conclusion In conclusion, The Strategic Plan has identified a number of priority areas to be implemented over the years of the Plan period. The identified areas directly addresses priorities in key areas aligned to ADU’s Vision; to enhance connectivity of communities in Africa through ICT Infrastructure solutions. The success of this Plan calls upon the entire stakeholder’s effective and efficient participation thus needs to be positioned well to provide a service delivery medium through which stakeholders alongside the government agencies, ICT Infrastructure Service Providers and corporate entities will enhance connectivity towards improved lives of the community across Ethiopia and the horn of Africa.



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