UNIVERSITY OF NAIROBI COLLEGE OF HEALTH SCIENCES REVISED STRATEGIC PLAN 2008 2013 DECEMBER 2011 ENSURING HEALTH CARE IN SAFE HANDS
FOREWORD The review of the College Strategic Plan 2008 2013 was necessitated by the critical changes that have occurred within the College, University and the country in line with global trends. It is aimed at re-aligning the College Strategic Plan to accommodate provisions of the revised University Strategic Plan 2008-2013, Vision 2030 and the New Kenyan Constitution. Further, it is intended to accommodate new trends in training of healthcare personnel, staff development and research activities. The College has registered tremendous growth and expansion over time from one faculty in 167 to a college housing the Schools of Medicine, Pharmacy, Dental Sciences, Nursing Sciences, Public Health, as well as UNITID and CHIVPR. This growth has brought with it increased number of undergraduate and postgraduate programmes and an upsurge of local and international collaborations and partnerships with reputable research institutions. These developments coupled with notable commitment of staff have lead to steady improvement of the College s performance. During the performance contracting period 2010-2011 the College was ranked the best in the University of Nairobi. This revised Strategic Plan is therefore compiled using information obtained following wide consultations with stakeholders whose interest is to see a better healthcare training institution. The Strategic Plan has five (5) major sections namely; Executive Summary, Introduction, Strategic Analysis, Strategic Issues and the Implementation Framework. The Strategic Plan continues to form a basis upon which the Schools, Institutes and the Center will be expected to review their own strategic plans through the cascading process. Once the cascading process is completed at all levels of the College, it will enable effective implementation of the lifespan of the University Strategic Plan. PROF. ISAAC O. KIBWAGE PRINCIPAL COLLEGE OF HEALTH SCIENCES December 2011
ACRONYMS AND ABBREVIATIONS AIDS CAB CHIVPR CHS CMB COD DARU DVC (AA) DVC (A&F) DVC (RPE) DVC (SA) HIV ICT KAVI KEMRI KNH MD MDRC PC PhD SMIS SPH SWA SWOT UNITID VC Acquired Immune Deficiency Syndrome College Academic Board Center for HIV Prevention and Research College of Health Sciences College Management Board Chairman of Department Drug Analysis and Research Unit Deputy Vice Chancellor Academic Affairs Deputy Vice Chancellor Administration & Finance Deputy Vice Chancellor, Research Production and Extension Deputy Vice Chancellor, Students Affairs Human Immunodeficiency Virus Information and Communication Technology Kenya Aids Vaccine Initiative Kenya Medical Research Institute Kenyatta National Hospital Doctor of Medicine Mitishamba Drug Research Centre Personal Computer Doctor of Philosophy Student Management Information System School of Public Health Student Welfare Authority Strengths, Weaknesses, Opportunities and Threats University of Nairobi Institute of Tropical & Infectious Diseases Vice Chancellor
COLLEGE STRATEGIC PLAN COMMITTEE MEMBERS Prof. Benson Estambale - Director, UNITID/Chairman Prof. Charles Omwandho - Dean, School of Medicine Dr. Dismas Ongore - Director, School of Public Health Dr. Evelyn Wagaiyu - Dean, School of Dental Sciences Dr. Grace Omoni - Director, School of Nursing Sciences Dr. Francis Macigo - Rep. School of Dental Sciences Prof. Ruth Nduati - Rep. School of Medicine Dr. Nelly Mungai - Rep. School of Pharmacy Dr. Kennedy Abuga - Rep. School of Pharmacy Prof. Elizabeth Ngugi - Director, Centre for HIV Prevention &Research Dr. James Mwaura - Rep. School of Nursing Sciences Mr. Kenneth Gitau - College Bursar Mr. Peter Wanyoike - College Auditor Mrs. Margaret Orwa - College Registrar/Secretary SECRETARIAT Mr. Macharia Waigwi - Assistant Registrar/Team Leader Ms. Annmaria Mahaga - Senior Administrative Assistant Mr. Bivorn Mogire - Senior ICT Officer Ms. Catherine Musyoka - Secretary, Principal s office
TABLE OF CONTENTS ACRONYMS AND ABBREVIATIONS...3 COLLEGE STRATEGIC PLAN COMMITTEE MEMBERS...4 EXECUTIVE SUMMARY...5 1.INTRODUCTION...7 1.2. CHALLENGES FACING THE COLLEGE...8 1.3. THE NEED FOR CHANGE...8 2.VISION, MISSION AND CORE VALUES...10 2.1. PHILOSOPHICAL FRAMEWORK...10 2.2. MANDATE...10 10 2.3. VISION...11 2.4. MISSION...11 2.5. CORE VALUES...11 3. STRATEGIC ANALYSIS...12 3.1. Evaluation of past performance...12 3.2 SWOT ANALYSIS...14 3.2.1 STRENGTHS... 14 3.2.2 WEAKNESSES...15 3.2.3 OPPORTUNITIES...16 3.2.4 THREATS...17 4.0 STRATEGIC ISSUES, OBJECTIVES, STRATEGIES AND OUTCOMES...18 4.1 Strategic issues...18 4.1.1 Resource and Governance...18 4.1.2 Teaching and Learning... 18 4.4.3 Research, Innovation and Technology Transfer...1 4.1.4 Competitiveness of the College...20 5.0 IMPLEMENTATION MONITORING & EVALUATION FRAMEWORK...21 5.1 Cascading the Strategic Plan...21 5.2 Financing the Strategic Plan...21 5.2.1 Revenue...21 3.2.3 Total...22 5.3 Monitoring and Evaluation...22 5.4 Monitoring Performance...22 IMPLEMENTATION MATRIX...23 Members of the College Strategic Plan Review Committee...28 EXECUTIVE SUMMARY The College of Health Sciences of the University of Nairobi is the leading tertiary healthcare training centre in Kenya. Since its establishment in 185, it has grown over time to become a complex entity. Currently, the College consists of the Schools of Medicine, Dental Sciences, Pharmacy, Nursing Sciences, the Institute of Tropical and
Infectious Diseases (UNITID), the Centre of HIV Prevention and Research and the School of Public Health. With this growth, the College has had to contend with an ever changing external environment with dwindling resources against the background of rising demand for higher education in health sciences. All Colleges of the University are competing for the scarce resources from the Central Administration which, in turn, is largely reliant on Government funding. The College is also facing remarkable competition from the emerging institutions both locally and internationally. In order to ward off this competition, there is need for continued creation of products of superior value. As various stakeholders increasingly demand more from the College, continued performance improvement is now a basic requirement. This together with other challenges compels the College to embrace change. Effective response will involve the re-thinking of old assumptions of healthcare education that may have worked well in the past but could trap and immobilize institutions in the future. Innovative healthcare-oriented research activities constitute the key to future success. The College will have to be responsive to those it serves. Customer focus and engagement with the community specifically need to be urgently incorporated in most of its activities. To confront these challenges, the College has revised its current Strategic Plan. The new plan spells out the vision, mission and objectives of the institution.
1. INTRODUCTION The College of Health Sciences (CHS) of the University of Nairobi was established in 185. Prior to this it existed as a faculty of medicine established on the 3 rd July 167. The College comprises of the Schools of Medicine, Pharmacy, Nursing Sciences, Dental Sciences and the School of Public Health; the Centre for HIV Prevention and Research and the Institute of Tropical and Infectious Diseases (UNITID). Except for the School of Dental Sciences located one km away on Argwings Kodhek Road and the pre-clinical departments of the School of Medicine located in Chiromo Campus approximately 6 km away, all others units of the College are located on the Kenyatta National Hospital (KNH) grounds. The location of the College within the same proximity of KNH which is the largest referral hospital in East and Central Africa, gives it an advantage over other institutions involved in the training of health professionals. It, therefore, tends to set standards in the region. The College takes the challenge of meeting its expected leadership role in training and academic excellence in matters of healthcare. The College offers the most diverse range of healthcare academic and professional programmes within the country and the region. Currently, it has a large number of alumni serving in various position in health institutions in the East, Central and Southern Africa region. The College continues to be the centre of intellectual life and a focus of human health research thereby extending the boundaries of knowledge, a resource for medical professional development and a key player in the growing global network of health science scholarship. By virtue of its history and position, CHS finds itself with the inherent role of providing leadership in health sciences. This role, however, has now to be fulfilled in the context of changing paradigms. The leadership demanded of the College has to be demonstrated at the national and international level. This is because the external environment within which this role has to be performed has changed dramatically acquiring a regional and global character. The College must take stock of this new dimension and come to terms with the special challenges and obligations brought about by the changes. Indeed, this international network of knowledge and exchange is increasing opportunities within and across disciplines and; creating new partnerships and collaborations resulting in remarkable improvements in higher healthcare science education worldwide and strengthening the quality of life. These changes have
necessitated a review of the College Strategic Plan. In undertaking this exercise, the College has adopted the Revised University Strategic Plan as a template. 1.2. CHALLENGES FACING THE COLLEGE The College is facing major challenges characterized by diminishing resources set against the background of increasing demand for training in the healthcare disciplines. All Colleges of the University now have to compete for scarce resources from the Central University administration which is dependent on the Exchequer to continue meeting the financial needs of universities. Remarkably, other factors including national economic downturns, decline in the central administration financial releases, inadequate endowment funds, limited philanthropy, corporate and alumni contributions coupled with the need to keep tuition fees affordable, have at the same time seriously reduced the financial resources of the College. The College is constrained in space for teaching, recreational and accommodation facilities for staff and students. In addition, the College lacks its own teaching hospital and as such utilizes facilities at the Kenyatta National Hospital. This presents administrative challenges that impact on the quality of training. Even though the College staff members are experts in diverse disciplines who can offer consultancy services, there are no administrative policies to facilitate this in a manner that could benefit it. Due to the high cost of training facilities, the College is not able to acquire new teaching equipment to respond to change. Coupled with these are threats that the College must deal with, for instance, escalating costs of education, increasing competition for higher education within the Kenyan market, a limited human resource base for quality academic staff and decreased funding for research activities. 1.3. THE NEED FOR CHANGE At its inception, the College consisted of the Faculty of Medicine whose mandate was to train personnel in medicine, dentistry and pharmacy. Over the years, the scope of this mandate has expanded to include comprehensive academic, research and professional studies in all the disciplines of healthcare sciences. To this extent, it is evident that the College has to embark on
a process of change involving rejuvenation and revitalization to embrace new strategies in healthcare training. The need for strategic planning within the College is thus conditioned by the need for greater societal, community and industrial relevance of programmes and in the manner in which the College fulfills its mandate. The catalyst for this is the agenda at the University level that requires Colleges to become more focused to their stakeholders expectations and redefine their obligations. Undoubtedly, higher education in the healthcare disciplines is facing escalating expectations and demands while at the same time experiencing serious economic shortfalls. Planning must, therefore, take cognizance of these challenges and respond to them adequately. The College is increasingly moving into the realms of greater responsibility and accountability in order to display greater sensitivity to the needs of stakeholders. A terse reality arises whereby the College is taking on greater responsibility while the level of financial support remains static or is dwindling. This compels the College to chart a new strategic direction guided by its vision, while at the same time being increasingly aware of its role nationally. The diversity within the College must inform the entire planning effort in order to build on synergies that will, in turn, transform it into an international centre of excellence. In order to address the healthcare needs of the country, the College needs to promote competence based integrated multidisciplinary training involving all the healthcare professions. This involves review of curricula to incorporate courses in leadership, management and social skills to prepare the graduates for the future. Above all, there is need to revise the available strategies and the organizational structure of the College and put emphasis on research so as to attract and retain staff.
2. VISION, MISSION AND CORE VALUES 2.1. PHILOSOPHICAL FRAMEWORK Strategic planning involves a careful consideration of the aspirations of the institution, articulation of its goals, identification of the strengths and weaknesses, setting priorities and devising the means to achieve them. Periodically a review is necessary. The review process offers an opportunity to take stock and to challenge the conventional wisdom based on experience and changing dynamics. It provides the inspiration to modify the strategic plan and to ultimately determine the best fit in the prevailing circumstances. In approaching the review task, the College will be guided and energized not only by the concrete achievements of the past years, but also by its experiences and expectations in the core business of undertaking training and research in the various disciplines of healthcare sciences. The guiding principles of the philosophical framework for reviewing the strategic plan are to be in line with the perceptions of the stakeholders and a need to recast its vision and mission to be able to face the challenges of the 21 st Century. The College administration will be held accountable for effective monitoring and maintaining international standards of the College as a whole based on benchmarks which are consistent with its values. The lower level units will be expected to excel within their various disciplines beyond the set standards. In addition, the College will endeavor to improve the welfare of its employees and to meet the aspirations of stakeholders and the general community. The College should position itself to respond to national challenges including challenges caused by the adoption of the new constitution and the country s vision 2030. In this respect, the College will need to work with parent Ministry of Health and the Ministry of Higher Education, Science and Technology. 2.2. MANDATE The mandate of the College of Health Sciences shall be to Train high calibre health-care professionals. Offer health-related services to the community. Conduct research.
2.3. VISION An internationally recognized centre committed to scholarly and professional excellence in healthcare 2.4. MISSION To provide quality medical education and training through creation, preservation, integration, transmission and utilization of health knowledge 2.5. CORE VALUES To realize the stated vision and mission, the College aspires to nurture values that are vital to its mandate. The College is thus guided by the right values derived from moral standards required of healthcare professionals, which is in line with those of the Kenyan society. In respect to this, the core values of the College are: 1) Freedom of thought and expression: The College shall promote and defend freedom of thought and expression in academic inquiry and activities. 2) Integrity: In its interactions, the College shall be guided by the virtues of truth, honesty, tolerance and accountability. 3) Professionalism and ethics: The College shall nurture responsible professionalism, promote mentorship, maintain ethical behaviour and etiquette. 4) Leadership: The College shall provide leadership in setting the national and international health agenda. 5) Research culture: The College shall initiate and sustain relevant, creative, innovative and inventive research and ethical for the benefit of mankind. 6) Meritocracy and team-work: The College shall promote meritocracy and foster a work environment characterized by team spirit and teamwork. 7) Corporate governance and social responsibility: Good corporate governance, sensitivity to needs of the society and respect for human rights shall be the hallmark of the College. 8) Respect for and conservation of the environment: The College promotes protection of the environment.
3.1. Evaluation of past performance 3. STRATEGIC ANALYSIS Since inception as a Faculty of Medicine in 167, and subsequent creation of the Faculties of Pharmacy and Dental Sciences, the College of Health Sciences has continued to meet demand for personnel in various health sectors of many countries in the diaspora. Most of the countries with large numbers of alumni from the College are in sub-saharan Africa where they continue offering essential services. In Kenya, CHS continues to be the institution of choice for high school applicants wishing to pursue degrees in medical sciences Despite the achievements and the growth in training, the College continues to experience challenges due to increased demands for admission against inadequate physical facilities, human and financial resources which have remained the biggest obstacles against improving the performance of the College. Regardless of these, the College has continued to produce quality graduates and conduct relevant research in diverse areas. The major sources of funds for the College have been tuition fees, research grants and income generation as shown in Table 1. Table 1: Revenue (KES Million). Source of Revenue 2005/06 2006/07 2007/08 2008/0 200/10 2010/11 2011/12 2012/13 Module I fees 11 1 21 20 20 21 21 21 Module II fees 526 52 538 528.3 640 717 720 756 Research funding 111 247 340 488.5 604.3 848 10 1115 Other income/igas 52 61 8 3.2 167.70 141 148 155 Total 702 858 0 1130 1432 1727 188 2082 NB: The figures were extracted from SMIS and other College documents In the last three years, the College has invested Ksh45. Million in infrastructure (Table 2). In addition, donor funding has contributed significantly to the improvement of the infrastructure and assets. Table 2. Infrastructure Investments 2008/0 200/10 2010/11 2011/12 2012/13 Assets/ICT 15.20 15.20 15.50 15.70 15.80 ICT is one of the prime movers of performance improvement within the College. Informed from this, the College has invested significantly in this area. This includes the provision of desktop computers to all Chairmen of departments and professors. In addition there is an improvement in accessibility to internet through the University website. However, there is still a need to increase the bandwidth, internet terminals and the ratio of computers to staff and students. Another mover of performance is a modern library. In keeping with this, the College library continues to subscribe to both print and electronic journals and acquire more textbooks. There has been a steady increase in student enrollment in the last five years (Tables 3 and 4) thus straining the existing human and physical resources including the library. There is, therefore, a
need for the establishment of satellite School libraries and upgrading of the existing one to a College reference library. Table 3. Students enrolment for the period 2008-2012 of the Strategic Plan School 2008-200 200-2010 2010-2011 2011-2012 UNDERGRADUATES Mod I Mod II Mod I Mod II Mod I Mod II Mod I Mod II Medicine 746 82 611 2 756 1242 731 1227 Dental 81 57 3 46 8 61 84 63 Pharmacy 178 122 200 132 13 140 16 154 Nursing 13 134 136 186 140 212 136 243 Sub total 1144 1205 1040 123 1178 1655 1147 1687 Total 234 2333 2833 2834 MASTERS Medicine 425 465 41 415 Dental 17 22 20 22 Pharmacy 1 13 20 Nursing 1 21 32 34 UNITID 12 16 17 16 Public Health - 18 17 1 Total 42 551 508 516 PHDs Medicine 4 5 8 13 Dental - - - - Pharmacy 2 2 2 - Nursing - 2 3 - UNITID 1-1 1 Public Health 2 2 3 2 Total 7 17 16 Post graduate Diplomas Medicine 6 4 5 8 Dental - - - - Pharmacy - - - - Nursing - - - - UNITID 10 13 4 7 Public Health 16 17 15
3.2 SWOT ANALYSIS The need to chart out a path for the future requires a critical evaluation of internal and external factors that would influence the College in achieving its stated mission and goals during the plan period. This is achieved through the process of SWOT analysis. 3.2.1 STRENGTHS 3.2.1.1 The strategic location of the College The College is located within Nairobi city, which is the business centre and capital of Kenya. An elaborate transport and telecommunications network makes the College easily accessible. In addition, the College is in close proximity with the KNH complex which is the largest teaching and referral hospital in the East and Central African region. 3.2.1.2 An established and widely recognized institution The College houses the largest medical school in Kenya. The Schools of Pharmacy, Dental Sciences Centre for HIV Prevention and Research (CHIVPR) and School of Public Health are the premier institutions of their kind in the country. UNITID is a centre of excellence in postgraduate training in medical sciences. The School of Nursing was among the first of its kind to be established in the country. The College has numerous alumni in strategic and influential positions nationally and internationally. Accordingly, the College has gained a reputation as one of the best training centres in Africa. 3.2.1.3 A large pool of expertise in diverse disciplines in medical sciences The College has a highly qualified complement of staff and represents the highest concentration of healthcare trainers in the region. Most of the academic staff are specialists in their fields many of whom are internationally recognized. This is one of the factors that make the College the preferred institution for training of undergraduate and postgraduate students in healthcare. 3.2.1.4 Diverse and specialized academic programmes The College offers numerous programmes at the undergraduate and postgraduate levels medicine, pharmacy, nursing, dentistry and public health it has the highest output of graduates in masters degrees in health sciences within the region. 3.2.1.5 Quality and relevant research The College engages in relevant biomedical social behavioral research which attracts the largest research funding to the University. Notable among the research projects are those involved in HIV/AIDS which have gained international recognition. The School of Medicine houses the Kenya Aids Vaccine Initiative (KAVI) and the CHIVPR. The School of Pharmacy houses the Drug Analysis and Research Unit (DARU) and the Mitishamba Drug Research Centre (MDRC). At UNITID, the ultra-modern Level III laboratory has been built to cater for emerging pathogens especially the viral haemorrhagic fevers. This facility will be the third of its kind in Africa. 3.2.1.6 Intellectually stimulating environment The College has the best performing students for the undergraduate and postgraduate programmes. This cadre of students stimulates an intellectual () and competitive culture within the College. 3.2.1.7 Established physical facilities The College has adequate extensive physical facilities for teaching and research with the possibility for expansion.
3.2.1.8 Local linkages and collaborations The College has a collaborative partnership with the KNH which acts as a teaching facility. Numerous professional linkages also exist including those with local pharmaceutical industry, other universities, KEMRI, other research institutions, other government ministries and civil society. 3.2.1. International linkages and collaborations International collaborations have greatly enhanced the imaging, research and intervention output of the College. 3.2.1.10 Capacity for consultancy The College has high calibre professionals who are available for consultancy opportunities within the country and internationally. Potential clients include government ministries, the local industry, non-governmental organizations and other international agencies. 3.2.1.11 Capacity for community service The College provides valuable community outreach services in various health disciplines. 3.2.1.12 Improved ICT resource The computer infrastructure network coverage within the College is about 72.5%. In addition, the College has acquired new computers for teaching and administrative staff. The PC to user ratios are 1:2 for staff and 1:8 for students. The student management information system (SMIS) is operational for convenient management of student records including online registration and clearance. The improved ICT facilities have enhanced access to information and accelerated global communication, e-learning, teleconferencing and e-medicine. 3.2.2 WEAKNESSES 3.2.2.1 Low output of PhD/MD degree graduates Although the College has a large postgraduate enrolment, the training periods are sometimes too long partly due to poor supervision. Graduate studies enrolment at doctoral level is still very low. Inadequate financial support for postgraduate programmes has also contributed to the low output in terms of numbers as well as research and fellowships/specialized training. 3.2.2.2 Overstretched physical facilities The physical facilities in various units are currently overstretched. Some of the physical facilities are dilapidated. The equipment available is inadequate and in some instances, old and obsolete. 3.2.2.3 Unattractive remuneration The University pay packages are currently strictly structured according to grades for the entire University. The reality, however, is that academic disciplines from the College as well as individual staff, command higher remuneration in the open market for their services. The inability of the University to respond to this discrepancy undermines the College s ability to attract and retain highly qualified professionals. This has led to low staff motivation and eroded the sense of belonging. 3.2.2.4 The link between academic and welfare issues Presently, the facilities and management of non academic student affairs are managed by various units within the University. There is need for greater co-ordination between these units. Clearly defined common goals are required to enhance delivery of services and support towards a healthy students community. This is important as it nurtures the development of life skills,
confidence to face the larger society, linkages with society with moral integrity, teamwork and responsibility through association. 3.2.2.5 Lack of clear strategy for staff development Inadequate operationalization of staff development policy has hampered staff progression and succession planning within the units. 3.2.2.6 Poor image perception The College does not have adequate communication support system to enhance branding and marketing. Hence, it is unable to create a consolidated, consistent and efficient front in upgrading its contemporary corporate and social image. This disadvantages the College in the contemporary competitive environment, professional advancement and dynamic global change and concerns. 3.2.2.7 Budgetary Constraints Over the years, the College has operated on a constrained budget. This arises from inadequate financial resources allocated to the College. Where funds have been generated within the College, a substantial amount has been put to other University uses as the College lacks the administrative and financial autonomy in this regard. This situation complicates financial management of the College and impairs the achievement of the desired objectives. 3.2.2.8 Complex procurement procedures The current procurement procedures have proved to be bureaucratic and tedious resulting in massive delays in meeting set targets and deadlines. This greatly impairs efficiency and undermines collaborative endeavours. 3.2.2. Shared Teaching Hospital For several years, the College has had a poorly defined association with Kenyatta National Hospital complex as a teaching facility. The lack of a university teaching hospital has impaired the full exploitation of the potential of the staff, hampering optimal teaching and denying potential income to the College. 3.2.3 OPPORTUNITIES 3.2.3.1 Potential for income generation The various health specialties in the College have great potential to generate income through the sale of services. Numerous income-generating activities are already in place that generates considerable revenue to the College. 3.2.3.2 Low enrolment of international students The number of international students registered for various programmes in the College is very low. Plans should be put in place to attract more international students. Furthermore, student exchange programmes are not active. 3.2.3.3 Opportunity in industry collaboration The College should endeavor to enhance collaboration with the industry for example in products, equipment development and research. 3.2.3.4 Growing demand for higher education The demand for higher education from qualified high school graduates has been on the increase. The same applies to postgraduate training. The College has been the premier institution offering high quality training in the healthcare professions and is competitively priced
in comparison with similar institutions abroad. The College should seize this opportunity to enhance student enrollment. 3.2.3.5 Growing demand for consultancy The College harbours the greatest concentration of expertise and knowledge in health care that can be gainfully utilized through consultancy and innovation. There are now increased consultancy opportunities arising from the Millennium Development Goals, Vision 2030 and regional developments as pertains to health care. 3.2.3.6 Access to new technology The rapid and continuing growth and development of information technology (IT), has had a major impact in the country. The existing ICT infrastructure of the College provides great opportunities to improve the quality, effectiveness and the flexibility of teaching, training and research activities. In addition, the College Global visibility can be enhanced and more income generated through web-based activities. The contemporary technological advances have transformed the way people live and work. The College should embrace these changes in order to enhance the quality of academic programmes and the competitiveness of its graduates in the job market. 3.2.4 THREATS 3.2.4.1 Competition Existing and emerging institutions offering training in health sciences compete with the College for undergraduate and postgraduate students. These institutions may offer modernized physical structures and facilities and would be more attractive to potential students. 3.2.4.2 Increased autonomy The Government has directed that State Corporations must now embrace modern business management practices. To this end State Corporations Boards have been accorded relative autonomy in running their respective organizations. The College should seize this opportunity as it re-positions itself as a major player in teaching, research and service provision in healthcare. 3.2.4.3 Escalating cost of education The high cost of healthcare education prevents qualified candidates from joining the College because of the general poverty in the country. Inadequate government support and diminished external funding has compounded this situation thereby denying deserving students an opportunity to pursue higher education. 3.2.4.4 Inadequate research funding Inadequate research funding from government sources limits sustained research activities within the College. Most of the staff in the College have to rely on external funding to initiate and expedite viable projects. The uncertainty on the availability of such funding makes planning difficult and discouraging. 3.2.4.5 Inadequate student s accommodation The College has inadequate secure accommodation to cater for the increasing numbers of students. This may discourage prospective students.
4.0 STRATEGIC ISSUES, OBJECTIVES, STRATEGIES AND OUTCOMES 4.1 Strategic issues Based on the SWOT analysis the following strategic issues have been identified to be relevant to the College: Resources and Governance Teaching and Learning Research, Consultancy, Innovation and Technology Transfer Competitiveness of the College Objectives and corresponding strategies were formulated for these strategic issues 4.1.1 Resource and Governance The College acknowledges the fact that efficiency and effectiveness are key to success. The College also appreciates that to develop and maintain good governance, a productive and motivated workforce, and a culture of accountability and responsibility; it must be committed to efficiency and effectiveness as part of its overarching management ethos. To become a leading College that promotes excellence in teaching, training, research and consultancy, it must embrace efficiency and effectiveness as part of its commitment to its vision and mission, and the provisions of Vision 2030, the Constitution of Kenya 2010, ISO 001:2008 and other international best practices. Objective 1: To manage the College Resources efficiently Strategies Promote a leadership and performance culture based on tenets of good corporate governance. Increase and diversify revenue base. Safeguard, upgrade and fully exploit college assets. Provide conducive working environment for all staff in the College Improve performance through retention of qualified and experienced staff. Renegotiate the Memorandum of Understanding with Kenyatta National Hospital. The expected outcomes to be achieved are: Good governance, and efficient and effective management of the College Sound financial base Productive and motivated workforce Appropriate physical facilities and equipment Modern facilities for teaching, learning and research Support for learning and research programmes Harmonized management and utilization of teaching and research facilities 4.1.2 Teaching and Learning The College plays a central role in providing knowledge, skills and value systems necessary in addressing current and emerging health care challenges nationally and internationally. There is need to intensify investment in programmes where it has competitive advantage. These shall be achieved through use of modern delivery methodologies and library resources.
Objective 2: Produce holistic healthcare professionals Strategies Develop and implement innovative programmes based on market demand Implement policies and practices to enhance teaching and learning Regularly review curriculum to address emerging market needs Enhance integration of ICT into teaching and learning Strengthen co-curriculum activities for students Expected outcomes Enhanced quality of academic programmes Increased alignment of programmes to Vision 2030 and the new constitution Competent holistic graduates Accredited College programmes by regulatory bodies 4.4.3 Research, Innovation and Technology Transfer In order to remain relevant in its pursuit to extend the frontiers of knowledge, the College is committed to Research, Innovation and Consultancy as key strategic issues. The College in collaboration with KNH, one of the largest tertiary hospitals in sub-saharan Africa has a large patient population with varied disease spectrum thereby providing an enormous potential for health research, innovation and consultancy. Objective 3: Contribute to knowledge development and technological innovations in health care Strategies Increase research activities in all academic units Promote opportunities for local and international interactive fora. Mainstream consultancy into the core business of the College; Enhance diversified links and collaboration with public and private sectors. The expected outcomes to be achieved are: Enhanced research capacity and output innovations, inventions and commercialization Enhanced commercialization of consultancy services
4.1.4 Competitiveness of the College Currently the College is faced with competition from other institutions. It is therefore, critical to enhance the image of the College and develop a unique culture within the College community. In order to meet its corporate responsibility, the College will continue to interact with immediate and distant communities through outreach activities. Objective 4: To enhance the Competitiveness of the college Strategies Enhance partnerships and collaborations locally and internationally Participate in University open days, national exhibitions, local and international ranking systems. Undertake outreach activities. Maintain accreditation of College programmes by regulatory bodies The expected outcomes are: Consistent high ranking and visibility Consistent positive College image Accredited programmes
5.0 IMPLEMENTATION MONITORING & EVALUATION FRAMEWORK This section outlines how the revised College strategic plan will be cascaded to the lower units, the appropriate structure for its implementation, the funding of the strategic plan, monitoring and evaluation of the implementation process. 5.1 Cascading the Strategic Plan The revised strategic plan will be cascaded to Schools, Institute and Centre for implementation. 5.2 Financing the Strategic Plan 5.2.1 Revenue This strategic plan will be funded from traditional revenue streams namely: Tuition Fees (Module I and II) Research Grants Consultancy Income generating activities Central Administration Table 5: Projected revenue for the period 2008/0 to 2012/13 Sources of Revenue Projected Revenue (Ksh. Millions) 2008/0 200/10 2010/11 2011/12 2012/13 Tuition Fees - Module I 20 20 21 21 21 Tuition Fees - Module II 528.3 640 717 720 756 External Research Grants 488.5 604.3 848 10 1150 Other Revenues/IGAs 3.2 167.7 141 148 155 Total 1130 1432 1727 188 2082 The college will be aligned to specific requirements of this strategic plan and performance contracts to ensure that financial resources are used to drive designated strategic development and growth of in accordance with projected expenditure outlined in Table 6.
Table 6. Projected Expenditure for the period 2008/0 to 2012/13 Sources of expenditure Projected Expenditure (Ksh. Millions) 2008/0 200/10 2010/11 2011/12 2012/13 Medical Scheme 8500000 8.5 8.5 8.5 8.5 Operational & 22600000 23.7 24.7 25.8 26. Maintenance Teaching 22600000 24.08 24.2 24.6 26.3 Income Generating Units 85600000 8.7 3.7 7.8 101. Capital Development 16400000 17.2 18.0 1.0 1. 3.2.3 Total 155700000 163.2 16.0 175.7 183.5 NB: Assumed it will grow by 5% percent every year 5.3 Monitoring and Evaluation Performance monitoring and evaluation will be the responsibility of those charged with implementation. In this respect, heads of Departments/Units, and Principal will carry out quarterly performance assessment and submit reports to the relevant authorities. 5.4 Monitoring Performance The various management organs, (departments and thematic units/ institute, CAB, CMB) will monitor progress of implementation through quarterly reports tabled during meetings of their respective governance organs. Quarterly reports from the various units will be consolidated and forwarded to the College.
IMPLEMENTATION MATRIX Strategic Issue 1: Resources and Governance Objective 1: To manage the College resources efficiently EXPECTED OUTCOME 1.1 GOVERNANCE Good governance, efficient and effective management of the College 1.2 FINANCE Sound financial base Appropriate physical facilities and equipment PERFORMANCE INDICATORS Timely and efficient processes as per the College service charter and ISO 001:2008 standard % key decisions documented in the minutes Level of compliance with statutory requirements, policies, procedures, rules and regulations Compliance with set budgetary levels BASELINE TARGETS TIME FRAME RESPONSIBILITY 100% 100% 2008-2013 Principal 100% 100% 2008-2013 Principal 100% 100% 2008-2013 Principal 100% 100% 2008-2013 Principal Increase in revenue 5% 5% 2013 Principal Procured appropriate facilities College assets are maintained as per ISO 001:2008 standard 100% 100% 2013 Principal 100% 100% 2013 Principal 1.3 HUMAN RESOURCES Productive and motivated workforce Service delivery 100% 100% 2008-2013 Principal & Customer satisfaction % of qualified staff retained Decline of disciplinary cases 1.4 PHYSICAL FACILITIES AND EQUIPMENT 65% 1 2013 Principal - 5% 2013-2 2008-2013 Employee satisfaction index 67.% 68.6% 2013 Principal, &
Adequate and appropriate physical facilities and equipment % of Staff with offices Timely response to repair and maintenance requests Clean work environment Safe work environment 1.5 ICT AND TEACHING FACILITIES Modern and adequate facilities for teaching, learning and research Teaching facilities 1.6 LIBRARY Support for learning and research programmes Level of automation in the College Adequacy of ICT facilities Optimal use of existing facilities % staff and students using electronic library % staff and students using print library 100% 100% 2012-13 Principal 100% 100% 2008-13 Principal 100% 100% 2008-13 Principal 100% 100% 2008-13 Principal App. 72.5% 2010 PC Students ration -1:8 PC Staff ration- 1:2 73% 2011-12 Principal, & PC Students ration -1:7 PC Staff ration-1:1 2011-13 100% 100% 2008-13 Principal 65 67 2008-13 Librarian, Principal, & 5 60 2008-13 Librarian, Principal, & No. of e-journals 5 62 2008-13 Librarian & Principal Size of collection Books-26733 22763 2008-13 Librarian & Principal Journals-22051 22056 Seating capacity 300 300 2008-13 Librarian & Principal
Strategic Issue 2: Teaching and Learning Strategic Objective 2: Produce holistic healthcare professionals EXPECTED OUTCOME Enhanced quality of academic programmes Increased alignment of programmes to Vision 2030 and the Constitution of Kenya 2010 Competent holistic graduates PERFORMANCE INDICATOR No. of programmes reviewed per year No. of new curricula developed and benchmarked No. of Flagship programmes benchmarked No. of programmes accredited by Professional bodies. No. of course units with teaching notes on the e-learning platform Additional students enrolled in science Additional resource allocated to science programmes % of Policies and practices aligned to the Constitution % governance organs sensitized on Vision 2030 and New Constitution % graduates absorbed to relevant professions within the first year of graduation No. of courses engaging guest lecturers No. of students on industrial attachment No of students getting national, regional and international awards or recognition % teaching staff with pedagogical skills BASELINE TARGETS TIME FRAME RESPONSIBILITY 1 2 2011-2013 1 1 2011-2013 3 3 2011-2013 All 1 2008-2013 1 1 2011-2012 All 21 students 2008-2013 Principal 100% 1% Principal and Bursar 100% 100% 2008-2013 Principal 100% 100% 2008-2013 Principal 100% 100% 2008-2013 Principal 7 7 2008-2013 Principal 60 60 2008-2013 Principal 10 10 2008-2013 Principal & Staff 0% 0% 2008-2013 Principal & Staff
Accredited College programs by regulatory bodies % students participating professional associations % students participating in sports and games Students satisfaction index % students registered by professional bodies 85% 85% 2008-2013 Principal & Staff 35% 35% 2008-2013 Principal & Games Tutor 57.6 65 2008-2013 Principal 100% 100% 2008-2013 Principal Strategic Issue 3: Research, Consultancy, Innovation and Technology Transfer Objective 3: To contribute to knowledge development and technological innovations in health care EXPECTED OUTCOME Enhanced research capacity and output Increased innovations and inventions derived from research Increased numbers of consultancies Increased numbers of outreach activities PERFORMANCE INDICATOR No. of academic publications No. of staff attending conferences and other academic fora College Research Coordinating Office established No. of funded research projects No. of papers presented in conferences and other academic fora No. of patent applications No. of products commercialized No. of services commercialized BASELINE TARGETS TIME FRAME RESPONSIBILITY 75 150 2011-2013 Principal 250 450 2011-2013 Principal - 1 2011-2013 Principal 5 5 2011-2013 Principal 40 80 2011-2013 Principal - 1 2011-2013 Principal - 1 2011-2013 Principal - 1 2011-2013 Principal No. of Consultancies 43 43 2011-2013 Principal No. of free medical camps 10 10 2011-2013 Principal
Strategic 4: Competitiveness of the College Objective 4: To enhance competitiveness of the College EXPECTED OUTCOME Enhanced Visibility of the College Better ranking of the College in the Performance contracting PERFORMANCE INDICATOR No of successful local and international partnerships and linkages Events hosted by the College open to the public Top 3 among UoN Colleges BASELINE TARGETS TIME FRAME RESPONSIBILITY 48 50 2011-2012 Principal 5 7 2011-2013 Principal 1 1 2011-2013 Principal No. of website hits 1m 1.2m 2011-2013 Principal Consistent positive corporate image Accredited programmes Branding of Vision 2030 Flagship projects No. of times the College appears positively in the media per year No. of accredited programmes 3 3 2011-2012 Principal Director, SPH Director, CHIVPR Dean, SDS 5 6 2008-2013 All staff 4 5 2008-2013 Principal
Members of the College Strategic Plan Review Committee Prof. Benson Estambale - Director, UNITID/Chairman Prof. Charles Omwandho - Dean, School of Medicine Dr. Dismas Ongore - Director, School of Public Health Dr. Evelyn Wagaiyu - Dean, School of Dental Sciences Dr. Grace Omoni - Director, School of Nursing Sciences Dr. Francis Macigo - Rep. School of Dental Sciences Prof. Ruth Nduati - Rep. School of Medicine Dr. Nelly Mungai - Rep. School of Pharmacy Dr. Kennedy Abuga - Rep. School of Pharmacy Prof. Elizabeth Ngugi - Director, Centre for HIV Prevention &Research Dr. James Mwaura - Rep. School of Nursing Sciences Mr. Kenneth Gitau - College Bursar Mr. Peter Wanyoike - College Auditor Mrs. Margaret Orwa - College Registrar/Secretary SECRETARIAT Mr. Macharia Waigwi - Assistant Registrar/Team Leader Ms. Annmaria Mahaga - Senior Administrative Assistant Mr. Bivorn Mogire - Senior ICT Officer Ms. Catherine Musyoka - Secretary, Principal s office --------------------------------------------------------------------------------------------------------------------------------- ----------------------- College of Health Sciences University of Nairobi P.O Box 1676 00202 Nairobi, Kenya E-mail: principal-chs@uonbi.ac.ke Website: www.uonbi.ac..ke ENSURING HEALTH CARE IN SAFE HANDS