COLLEGE OF HEALTH SCIENCESchs.uonbi.ac.ke/sites/default/files/chs/chs/CHSStrategicPlan.pdf · UNITID University of Nairobi Institute of Tropical & Infectious Diseases ... 3.2 SWOT

UNIVERSITY OF NAIROBI

COLLEGE OF HEALTH SCIENCES

REVISED STRATEGIC PLAN 2008 – 2013

DECEMBER 2011

ENSURING HEALTH CARE IN SAFE HANDS

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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

1967 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. KIBWAGEPRINCIPAL COLLEGE OF HEALTH SCIENCES

December 2011

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ACRONYMS AND ABBREVIATIONS

AIDS Acquired Immune Deficiency Syndrome

CAB College Academic Board

CHIVPR Center for HIV Prevention and Research

CHS College of Health Sciences

CMB College Management Board

COD Chairman of Department

DARU Drug Analysis and Research Unit

DVC (AA) Deputy Vice Chancellor Academic Affairs

DVC (A&F) Deputy Vice Chancellor Administration & Finance

DVC (RPE) Deputy Vice Chancellor, Research Production and Extension

DVC (SA) Deputy Vice Chancellor, Students Affairs

HIV Human Immunodeficiency Virus

ICT Information and Communication Technology

KAVI Kenya Aids Vaccine Initiative

KEMRI Kenya Medical Research Institute

KNH Kenyatta National Hospital

MD Doctor of Medicine

MDRC Mitishamba Drug Research Centre

PC Personal Computer

PhD Doctor of Philosophy

SMIS Student Management Information System

SPH School of Public Health

SWA Student Welfare Authority

SWOT Strengths, Weaknesses, Opportunities and Threats

UNITID University of Nairobi Institute of Tropical & Infectious Diseases

VC Vice Chancellor

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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

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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

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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 ...........................................................................................................................................143.2.1 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 ......................................................................................... 19 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 1985, 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

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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.

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1. INTRODUCTION

The College of Health Sciences (CHS) of the University of Nairobi was established in 1985.

Prior to this it existed as a faculty of medicine established on the 3rd July 1967. 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

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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

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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.

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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 21st 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.

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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.

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3. STRATEGIC ANALYSIS

3.1. Evaluation of past performance

Since inception as a Faculty of Medicine in 1967, 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).

NB: The figures were extracted from SMIS and other College documents

In the last three years, the College has invested Ksh45.9 Million in infrastructure (Table 2). In addition, donor funding has contributed significantly to the improvement of the infrastructure and assets.

Table 2. Infrastructure Investments

2008/09 2009/10 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

Source of Revenue 2005/06 2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13Module I fees 11 19 21 20 20 21 21 21

Module II fees 526 529 538 528.3 640 717 720 756

Research funding 111 247 340 488.5 604.3 848 1099 1115

Other income/IGAs 52 61 89 93.2 167.70 141 148 155

Total 702 858 990 1130 1432 1727 1988 2082

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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 2008-2009 2009-2010 2010-2011 2011-2012

UNDERGRADUATESMod I Mod II Mod I Mod II Mod I Mod II Mod I Mod II

Medicine 746 892 611 929 756 1242 731 1227Dental 81 57 93 46 89 61 84 63Pharmacy 178 122 200 132 193 140 196 154Nursing 139 134 136 186 140 212 136 243Sub total 1144 1205 1040 1293 1178 1655 1147 1687Total 2349 2333 2833 2834

MASTERSMedicine 425 465 419 415Dental 17 22 20 22Pharmacy 19 9 13 20Nursing 19 21 32 34UNITID 12 16 17 16Public Health - 18 17 19Total 492 551 508 516

PHDsMedicine 4 5 8 13Dental - - - -Pharmacy 2 2 2 -Nursing - 2 3 -UNITID 1 - 1 1Public Health 2 2 3 2Total 7 9 17 16

Post graduate DiplomasMedicine 6 4 5 8Dental - - - -Pharmacy - - - -Nursing - - - -UNITID 10 13 4 7Public Health 16 17 9 15

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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 STRENGTHS3.2.1.1 The strategic location of the CollegeThe 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 institutionThe 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 sciencesThe 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 researchThe 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 facilitiesThe College has adequate extensive physical facilities for teaching and research with the possibility for expansion.

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3.2.1.8 Local linkages and collaborationsThe 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.

3.2.1.9 International linkages and collaborationsInternational collaborations have greatly enhanced the imaging, research and intervention output of the College.

3.2.1.10 Capacity for consultancyThe 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 serviceThe College provides valuable community outreach services in various health disciplines.

3.2.1.12 Improved ICT resourceThe 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 graduatesAlthough 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,

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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 perceptionThe 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 ConstraintsOver 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 proceduresThe 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.

3.2.2.9 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 generationThe 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 studentsThe 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 educationThe 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

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in comparison with similar institutions abroad. The College should seize this opportunity to enhance student enrollment.

3.2.3.5 Growing demand for consultancyThe 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 autonomyThe 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 educationThe 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 fundingInadequate 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.

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4.0 STRATEGIC ISSUES, OBJECTIVES, STRATEGIES AND OUTCOMES

4.1 Strategic issuesBased 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 GovernanceThe 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 9001:2008 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 LearningThe 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.

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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 TransferIn 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

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4.1.4 Competitiveness of the CollegeCurrently 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

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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 PlanThe 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 2008/09 to 2012/13

Sources of Revenue

Projected Revenue (Ksh. Millions)

2008/09 2009/10 2010/11 2011/12 2012/13Tuition 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 1099 1150

Other Revenues/IGAs 93.2 167.7 141 148 155

Total 1130 1432 1727 1988 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.

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Table 6. Projected Expenditure for the period 2008/09 to 2012/13

Sources of expenditure

Projected Expenditure (Ksh. Millions)

2008/09 2009/10 2010/11 2011/12 2012/13

Medical Scheme 8500000 8.5 8.5 8.5 8.5Operational & Maintenance

22600000 23.7 24.7 25.8 26.9

Teaching 22600000 24.08 24.2 24.6 26.3Income Generating Units 85600000 89.7 93.7 97.8 101.9Capital Development 16400000 17.2 18.0 19.0 19.93.2.3 Total 155700000 163.2 169.0 175.7 183.5

NB: Assumed it will grow by 5% percent every year

5.3 Monitoring and EvaluationPerformance monitoring and evaluation will be the responsibility of those charged with implementation. In this respect, heads of Departments/Units, Deans/Directors 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.

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IMPLEMENTATION MATRIX

Strategic Issue 1: Resources and Governance

Objective 1: To manage the College resources efficiently

EXPECTED OUTCOME PERFORMANCE INDICATORS

BASELINE TARGETS TIME FRAME RESPONSIBILITY

1.1 GOVERNANCE Good governance, efficient and effective management of the College

Timely and efficient processes as per the College service charter and ISO 9001:2008 standard

100% 100% 2008-2013 PrincipalDeans/DirectorsHoDs

% key decisions documented in the minutes


Level of compliance with statutory requirements, policies, procedures, rules and regulations


1.2 FINANCESound financial base Compliance with set

budgetary levels100% 100% 2008-2013 Principal

Deans/DirectorsHoDs

Increase in revenue 5% 5% 2013 PrincipalDeans/DirectorsHoDs

Appropriate physical facilities and equipment

Procured appropriate facilities

100% 100% 2013 PrincipalDeans/DirectorsHoDs

College assets are maintained as per ISO 9001:2008 standard

100% 100% 2013 PrincipalDeans/DirectorsHoDs

1.3 HUMAN RESOURCESProductive and motivated workforce

Service delivery 100% 100% 2008-2013 PrincipalDeans/Directors & HoDs

Customer satisfaction

65% 1 2013 PrincipalDeans/DirectorsHoDs

% of qualified staff retained

- 95% 2013

Decline of disciplinary cases

- 2 2008-2013

Employee satisfaction index 67.9% 68.6% 2013

Principal, Deans/Directors & HoDs

1.4 PHYSICAL FACILITIES AND EQUIPMENT

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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

Level of automation in the College

App. 72.5% 2010

73% 2011-12 Principal, Deans/Directors & HoDs

Adequacy of ICT facilities

PC Students ration -1:8PC Staff ration-1:2

PC Students ration -1:7PC Staff ration-1:1

2011-13 Deans/DirectorsHoDs

Teaching facilities Optimal use of existing facilities


1.6 LIBRARY

Support for learning and research programmes

% staff and students using electronic library

65 67 2008-13 Librarian, Principal, Deans/Directors & HoDs

% staff and students using print library

59 60 2008-13 Librarian, Principal, Deans/Directors & HoDs

No. of e-journals 59 62 2008-13 Librarian & Principal

Size of collection Books-26733Journals-22051

2276322056

2008-13 Librarian & Principal

Seating capacity 300 300 2008-13 Librarian & Principal

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Strategic Issue 2: Teaching and Learning

Strategic Objective 2: Produce holistic healthcare professionals

EXPECTED OUTCOME PERFORMANCE INDICATOR


Enhanced quality of academic programmes

No. of programmes reviewed per year

1 2 2011-2013 Deans/DirectorsHoDs

No. of new curricula developed and benchmarked


No. of Flagship programmes benchmarked


No. of programmesaccredited byProfessional bodies.

All 1 2008-2013 Deans/DirectorsHoDs

No. of course units with teaching notes on the e-learning platform


Increased alignment of programmes to Vision 2030 and the Constitution of Kenya 2010

Additional students enrolled in science

All 21 students

2008-2013 PrincipalDeans/DirectorsHoDs

Additional resourceallocated to scienceprogrammes

100% 1% Principal and Bursar

% of Policies andpractices aligned tothe Constitution


% governance organs sensitized on Vision 2030 and New Constitution


Competent holistic graduates

% graduatesabsorbed to relevantprofessions withinthe first year ofgraduation


No. of courses engaging guest lecturers

7 7 2008-2013 PrincipalDeans/DirectorsHoDs

No. of students on industrial attachment


No of studentsgetting national,regional andinternational awardsor recognition

10 10 2008-2013 PrincipalDeans/DirectorsHoDs & Staff

% teaching staffwith pedagogicalskills

90% 90% 2008-2013 PrincipalDeans/DirectorsHoDs & Staff

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% students participating professional associations

85% 85% 2008-2013 PrincipalDeans/DirectorsHoDs & Staff

% studentsparticipating in sports and games

35% 35% 2008-2013 PrincipalDeans/DirectorsHoDs & Games Tutor

Students satisfaction index

57.6 65 2008-2013 PrincipalDeans/DirectorsHoDs

Accredited College programs by regulatory bodies

% students registered by professional bodies


Strategic Issue 3: Research, Consultancy, Innovation and Technology Transfer

Objective 3: To contribute to knowledge development and technological innovations in health care



Enhanced research capacity and output

No. of academic publications


No. of staff attending conferences and other academic fora


College Research Coordinating Office established

- 1 2011-2013 PrincipalDeans/Directors

No. of funded research projects


No. of papers presented in conferences and other academic fora


Increased innovations and inventions derived from research

No. of patent applications

- 1 2011-2013 PrincipalDeans/DirectorsHoDs

No. of products commercialized


No. of services commercialized


Increased numbers of consultancies

No. of Consultancies 43 43 2011-2013 PrincipalDeans/DirectorsHoDs

Increased numbers of outreach activities

No. of free medical camps


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Strategic 4: Competitiveness of the College

Objective 4: To enhance competitiveness of the College



Enhanced Visibility of the College

No of successfullocal andinternationalpartnerships andlinkages


Events hosted by the College open to the public


Better ranking of the College in the Performance contracting

Top 3 among UoN Colleges


No. of website hits 1m 1.2m 2011-2013 PrincipalDeans/DirectorsHoDs

Consistent positive corporate image

Branding of Vision 2030 Flagship projects

3 3 2011-2012 PrincipalDirector, SPHDirector, CHIVPRDean, SDS

No. of times the College appears positively in the media per year

5 6 2008-2013 All staff

Accredited programmes No. of accredited programmes

4 5 2008-2013 PrincipalDeans/Directors

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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

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College of Health Sciences

University of Nairobi

P.O Box 19676 – 00202

Nairobi, Kenya

E-mail: [email protected]

Website: www.uonbi.ac..ke

ENSURING HEALTH CARE IN SAFE HANDS

mailto:[email protected]

Documents

COLLEGE OF HEALTH SCIENCESchs.uonbi.ac.ke/sites/default/files/chs/chs/CHSStrategicPlan.pdf · UNITID University of Nairobi Institute of Tropical & Infectious Diseases ... 3.2 SWOT