National Institute for Pharmaceutical Research and Development … · 2014-08-15 · The development of a Strategic Plan for the National Institute for Pharmaceutical Research and

Federal Ministry of Health,

Abuja, Nigeria

JULY 2011

National Institute for Pharmaceutical Research and Development

(NIPRD)

STRATEGIC RESEARCH AND DEVELOPMENT PLAN 2011 – 2015

(Our Plan, Our Goal, Our Work)

NIPRD Strategic Plan, 2011 - 2015

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FOREWORD

The Federal Ministry of Health has worked tirelessly to develop the National Strategic Health Development Plan (NSHDP), 2010 - 2015 that is consistent with our vision to improve life expectancy and change the course of health care provision through a careful focus on outcome and impact related strategies. Research for Health is one of the priority areas of the NSHDP.

Since 1989 when the National Institute for Pharmaceutical Research and Development (NIPRD) became operational, the vision and mission of the institute has evolved and expanded in keeping with the global trend on research and development of phytomedicines, pharmaceuticals and biological products, but lack of adequate resources has limited the performance of the institute. The NIPRD Strategic Plan, 2011 - 2015 has been carefully developed to guide its operations in the coming five years towards achieving the mandates of the Institute. The strategic plan is clearly focused on meeting the challenges of translating research and development (R&D) activities into service delivery and the achievement of the vision of the institute through carefully selected priorities; a challenge that is now beginning to lead to an anticipation and expectation that we are clearly addressing inherent weaknesses in our pharmaceutical research and development for the increased availability of quality drugs, sustainable growth of the Pharmaceutical industry and ultimately achieving success in combating endemic diseases and improving quality of life. In order to refocus NIPRD to achieve the desired impact, emphasis has been placed on priority Research and Development issues, Governance and Policy issues, Human Resource Management, Communication, as well as Monitoring and Evaluation issues. The interventions highlighted in this plan coupled with necessary process initiatives within the local context will ensure and assure success. Collaboration with national and international partners including the pharmaceutical industries, multilateral organizations, bilateral agencies and other research institutions as highlighted in this plan will promote NIPRD‟s ability to leverage on available resources and ensure the achievement of the goal of this Strategic Plan. Nigeria therefore faces a promising future with regard to research and development of phytomedicines, pharmaceuticals and biologicals for the service of humankind and the reduction of the ill-health and death. It is my conviction that this Strategic Plan is committed to the improvement of research and development of phytomedicines, pharmaceuticals and biologicals and eventually the health of Nigerians I wish to take this opportunity to thank all our Partners and other Stakeholders, and assure the General Public that Government is determined to bring general improvements in health care services and ultimately improve the health of Nigerians through appropriate support to pharmaceutical research and development.

PROF. C. O. ONYEBUCHI CHUKWU Hon. Minister, Federal Ministry of Health, Nigeria


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ACKNOWLEDGEMENT

The development of a Strategic Plan for the National Institute for Pharmaceutical Research and

Development has occurred after a long but very participatory process of desk reviews,

consensus meetings, stakeholders‟ workshops, feedback analysis, consultancy services and

finalization processes.

The enormous support and guidance provided by the Honourable Minister for Health, Prof. C.

O. Onyebuchi Chukwu, the Honourable Minister of State for Health, Dr. Muhammad Ali Pate

other principal officers of the FMOH and other research institutes is largely appreciated.

Similarly, the Governing Board of NIPRD provided the impetus needed to initiate and carry this

exercise to its logical end. The National Strategic Health Development Plan, 2010 – 2015 of the

Federal Ministry of Health formed the essential basis for this plan. The support of national and

international partners including the pharmaceutical industries, multilateral organizations,

bilateral agencies and other research institutions in developing this document is greatly

appreciated. I deeply appreciate all the stakeholders especially the team leaders of various

departments and units within NIPRD, key technical staff, the Management team and external

facilitators who have contributed in different ways to the development of this document.

As the Director General of the National Institute of Pharmaceutical Research and Development

in Nigeria, I have witnessed the constructive engagement and the enthusiasm of various

stakeholders in the development of this document. The consistent desire of all to support the

achievement of the Goal of the plan is greatly appreciated. The hard work of head and other

members of staff of the Monitoring and Evaluation Unit from the conceptualization of the idea to

the successful completion of this assignment are appreciated. The good work of other senior

members of the institute is gratefully acknowledged and I thank them for their commitment.

I wish to thank most sincerely, the lead consultant Dr. Babatunde Ipaye and other members of

staff of Peltom Global Services Limited for the technical support and useful management

guidance provided throughout the development and finalization of this Strategic Plan.

It is my hope and desire that this document shall be put to good use and shall guide our annual

operational plans and implementation of the various activities of the institute in years to come.

Prof. Karniyus S. Gamaniel PhD, OON, FPSN, FPCPharm. Director General and CEO, NIPRD


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CONTENTS

FOREWORD ................................................................................................................................................... 2

ACKNOWLEDGEMENT ................................................................................................................................... 3

CONTENTS ..................................................................................................................................................... 4

LIST OF CONTRIBUTORS ................................................................................................................................ 7

LIST OF ACRONYMS ....................................................................................................................................... 9

EXECUTIVE SUMMARY ................................................................................................................................ 11

CHAPTER ONE ............................................................................................................................................. 13

INTRODUCTION ........................................................................................................................................... 13

1.1 Establishment of NIPRD .................................................................................................................... 13

1.2 NIPRD’s Vision & Mission .................................................................................................................. 13

Vision Statement ................................................................................................................................. 13

Mission Statement .............................................................................................................................. 14

1.3 Mandates of the Institute ................................................................................................................. 14

1.4 Aim of the NIPRD strategic plan ........................................................................................................ 15

1.5 NIPRD Strategic Plan Development Process ..................................................................................... 15

1.6 Linkage with the National Strategic Health Development Plan (2011-2015) ................................... 16

CHAPTER TWO ............................................................................................................................................ 18

SITUATION ANALYSIS .................................................................................................................................. 18

2.1 Socio-demographic context .............................................................................................................. 18

2.2 Strengths ........................................................................................................................................... 19


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2.3 Weaknesses ...................................................................................................................................... 20

2.4 Opportunities .................................................................................................................................... 21

2.5 Threats .............................................................................................................................................. 22

CHAPTER THREE .......................................................................................................................................... 24

FUNCTIONS OF THE DEPARTMENTS AND UNITS ........................................................................................ 24

3.1. DEPARTMENT OF MEDICINAL PLANT RESEARCH AND TRADITIONAL MEDICINE (MPR &TM) ........ 24

3.2. DEPARTMENT OF MEDICINAL CHEMISTRY AND QUALITY CONTROL .............................................. 24

3.3. DEPARTMENT OF MICROBIOLOGY, VIROLOGY AND BIOTECHNOLOGY .......................................... 25

3.4. DEPARTMENT OF PHARMACOLOGY AND TOXICOLOGY .................................................................. 25

3.5. DEPARTMENT OF PHARMACEUTICAL TECHNOLOGY AND RAW MATERIALS DEVELOPMENT ........ 26

3.6. LIBRARY, INFORMATION AND DOCUMENTATION ........................................................................... 26

3.7. PHARMACY AND CLINIC ................................................................................................................... 26

3.8. ICT UNIT ........................................................................................................................................... 27

3.9. INTERNAL AUDIT UNIT ..................................................................................................................... 27

3.10. M and E UNIT FUNCTIONS ............................................................................................................. 28

3.11. PROCUREMENT UNIT ..................................................................................................................... 28

3.12. NIPRD CONSULTANCY .................................................................................................................... 29

3.13. DEPARTMENT OF FINANCE AND ACCOUNTS ................................................................................. 29

3.14. DEPARTMENT OF ADMINISTRATION ............................................................................................. 30

CHAPTER FOUR ........................................................................................................................................... 31

STRATEGIC PRIORITIES OF NIPRD ............................................................................................................... 31

4.1. PRIORITY AREA 1: Research and Development of Drugs, Phytomedicines and Pharmaceutical Raw

Materials (API and Excipients). ............................................................................................................... 31

4.2. PRIORITY AREA 2: Strengthening Institutional Support, Partnership and Collaboration with

Relevant Organizations ........................................................................................................................... 33


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4.3. PRIORITY AREA 3: Procurement and Logistic Management of Pharmaceutical Products and

Commodities ........................................................................................................................................... 34

4.4. PRIORITY AREA 4: Planning, Monitoring and Evaluation ................................................................. 35

4.5. PRIORITY AREA 5: Policy Development, Coordination and Quality Management System .............. 36

4.6. PRIORITY AREA 6: Human Capacity Development ........................................................................... 37

4.7. PRIORITY AREA 7: Building, Equipment and Infrastructural facility for Research and Development

................................................................................................................................................................ 38

4.8. PRIORITY AREA 8: Effective advocacy, communication and resource mobilization ........................ 39

CHAPTER FIVE ............................................................................................................................................. 41

LOGICAL FRAMEWORK, 2011 - 2015 .......................................................................................................... 41

Costed Implementation Plan ...................................................................................................................... 60

Cost Summary for NIPRD Strategic Plan. .................................................................................................... 71


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LIST OF CONTRIBUTORS

Staff of NIPRD

S/N Name Department/Unit E-mail address 1. Prof. K. S. Gamaniel DG/CEO [email protected] 2. Prof. O. O. Kunle PT&TMD [email protected] 3. Mr. S. C. Ugwuona LIDS [email protected] 4. Prof. K. Ibrahim MB&BT [email protected] 5. Mr. H. S. Mbonu Stores [email protected] 6. Mr. R. J. Joseph DA [email protected] 7. Dr. C. Y. Isimi PT&RMD [email protected], 8. Dr. D. Oladepo MB&BT [email protected] 9. Engr. (Dr) A. N. Anyakora Mtce [email protected] 10. Mr. A. E. Ibiebin ICT [email protected] 11. Mr. A. I. Jegede SSA to DG [email protected] 12. Dr. S. J. Ameh MC&QC [email protected] 13. Dr. (Mrs.) J. A. Ibrahim MPR&TM [email protected] 14. Dr. M. O. Emeje DMU [email protected] 15. Mr. E. R. Ekewuba PPRU [email protected] 16. Dr. H. Shittu P&T [email protected] 17. Mrs. M Giman C/CSU [email protected] 18. Alli, E. R. Esq Admin [email protected] 19. Dr. F. Osungwu NIPRD Clinic [email protected] 20. Dr. H. O. Egharevba MPR&TM [email protected] 21. Alh. R. A. Mairiga F&A [email protected] 22. Mr. D. Levis Audit [email protected] 23. Dr. M. O. Njoku MB&BT [email protected] 24. Mr. A. O. Ettoh F&A [email protected] 25. Mr. M. H. Bubah Procurement [email protected]

Board Members

1. Prof. Lateef A. Salako Chairman

2. Prof. Olusegun Ekundayo Member

3. Prof. Saidu Mohammed Gusau Member

4. Prof. Oluyemi Akinnadewo Member

5. Pharm. Auwal Abdulsalam Member

6. Pharm. Fatima Kyari Member

7. Dr. Joseph Odumodu (PMG-MAN) Member

8. Pharm. Azubuike B. Okwor (PSN) Member

9. Mrs. Nora Ibinye Boroh (TMP) Member

10. Prof. Uche A. Osunkwo Member


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11. Pharm. Joel Adagadzu (FMOH) Member

12. Mr. Rob-Colins Ughasora (FMST) Member

13. Mr. Patrick Odine (FMOH) Member

14. Alh. Abubakar Magaji (FMOH) Member

15. Prof. Karniyus S. Gamaniel Member/Secretary

Lead Consultant

Dr. Babatunde Ipaye, mph, fwacp

Peltom Global Services Limited


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LIST OF ACRONYMS

AAS - Atomic absorption spectrophotometer

ADME - Absorption, Distribution, Metabolism and Excretion

AGC - Accelerated Column Chromatography

ANDI - AFRICAN Network for Drugs and Diagnostics Innovations

API - Active Pharmaceutical Ingredient

CDC - Center for Disease Control

DDP - Drug Development Programme

DIS - Drug information service

DMU - Drug Manufacturing Unit

FCTA - Federal Capital Territory Authority

FMOH - Federal Ministry of Health

FMST - Federal Ministry of Science and Technology

FTIR - Fourier Transmitter Infra-red

GCMS, - GAS Chromatography, Mass Spectrophotometer

GDP - Gross Domestic Product

ICT - Information Communication Technology

JOPAT - Journal of Phytomedicine and Therapeutics

LCMS - Liquid Chromatography, Mass Spectrophotometer

M & E - Monitoring and Evaluation

MB&BT - Microbiology and Biotechnology

MDA - Ministerial Departments and Agencies

MDG - Millennium Development Goals

MOU - Memorandum of Understanding

MPR&TM - Medicinal Plant Research and Traditional Medicine

NACA - National Agency for the Control of AIDS

NAFDAC - National Agency for Food and Drugs Administration and Control

NAID - National Institute for Allergy and Inflammatory Disease

NANTMP - National Association of Nigerian Traditional Medicine Practitioners

NIH - National Institute of Health

NIPRD - National Institute for Pharmaceutical Research and Development

NMR - Nucleo Magnetic Resonance

NSHDP - National Strategic Health Development Plan

OAU - Obafemi Awolowo University

PHCN - Power Holding Company of Nigeria

PMG-MAN - Pharmaceutical Manufacturers Group of the Manufacturers Association of

Nigeria

PPP - Public Private Partnership

PSN - Pharmaceutical Society of Nigeria

QMS - Quality Management System


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R&D - Research and Development

R&DPC - Research and Development Programmes Committee

SCD - Sickle Cell Disease

SERVICOM - Service Commitment

SWOT - Strength, weakness, opportunities and threats

TMP - Traditional Medicine Practitioner

UNDP - United Nations Development Programme

WHO - World Health Organisation

WHO-TDR - World Health Organisation Tropical Disease Research


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EXECUTIVE SUMMARY

Nigeria has since recognised the role of R&D in the push to promote rapid economic

development, and has developed policies and programmes that support scientific R&D at the

national and state levels. Nigeria‟s Vision 20:2020 and the reform agenda of the present

government specifically prescribed that indigenous capability must be built up in S&T in order

that Nigeria might make progress. Nevertheless, research is generally poorly funded In Nigeria

and not given adequate attention by government at all levels. Most research institutions lack

essential infrastructural requirements and researchers are often poorly remunerated. As a

result there is paucity of local or contextual evidence to support policy and action for

pharmaceutical development.

The National Institute for Pharmaceutical Research and Development was established

principally to develop drugs, pharmaceutical raw materials and products from local natural

resources, for the growth of the pharmaceutical industries and treatment of tropical diseases.

This was to be achieved through the use of state-of-the-art scientific equipment and

internationally acceptable study protocols and procedures. The key function of the institute is to

undertake research and development work on phytomedicines, drugs, biological products

including vaccines and pharmaceutical raw materials from indigenous natural resources and by

synthesis using appropriate science and technology methodologies.

In order to address the numerous challenges facing the health system in Nigeria, the Federal

Ministry of Health developed a five year National Strategic Health Development Plan (NSHDP),

2010 – 2015. Accordingly, eight priority areas were identified for the NSHDP following series of

surveys, desk reviews, and widespread consultations with stakeholders. The priority areas

include:

1. Health Service Delivery 2. Human Resources for Health 3. Partnerships for Health 4. Health Financing 5. Leadership and Governance for Health 6. Community Participation and Ownership 7. National Health Information System 8. Research for Health

The goal for the priority area 8 is to utilize scientific research to generate knowledge that would

be relevant to good policy formulation, health improvement, achieving national and international

health-related development goals and contribute to the global knowledge platform.

In line with the NSHDP and the National Drug Policy (NDP) of the Federal Ministry of Health,

and in order to fulfill the R&D mission of the institute, the NIPRD Strategic Plan was developed

in collaboration with the relevant stakeholders to guide the entire process. In other words,


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NIPRD seeks to contribute to the National health agenda as outlined in the NSHDP and the

NDP. Accordingly, the NIPRD strategic plan (2011 – 2015) has been articulated around the

following specific priority areas:

Priority Area 1: Research and development of drugs, phytomedicines and pharmaceutical raw

materials (API and Excipients). Goal: To provide evidence based information, new technologies

and products for the management of locally endemic diseases by 2015.

Priority Area 2: Strengthening institutional support, partnership and collaboration with relevant

organizations: Goal: To strengthen institutional capacity, promote partnership and collaboration

with relevant organizations.

Priority Area 3: Procurement and logistics management of pharmaceutical products and

commodities Goal: To strengthen NIPRD procurement and logistic system by 2015

Priority Area 4: Planning, monitoring and evaluation: Goal: To establish and implement an

effective planning, monitoring and evaluation system by 2012

Priority Area 5: Policy development, coordination and quality management system: Goal: To

develop and implement relevant institutional policies that will promote a transparent, effective

governance and coordination of R&D in NIPRD by 2012

Priority Area 6: Human Capacity Development: Goal: Strengthen human capital development

in health research to achieve the mandate of the Institute (number, knowledge and skills)

Priority Area 7: Building, Equipment and Infrastructural facility for Research and Development

Goal: To ensure the availability, functionality of equipment and infrastructural facilities for

effective R & D by 2012.

Priority Area 8: Advocacy, communication and resource mobilization: Goal: To put in place an

effective advocacy, communication and resource mobilization strategy by 2013

Each priority area will be operationalized by multiple strategies and priority actions based on the

set objectives and the targets of the institute. The implementation of this Strategic Plan is

estimated to cost about N2.32 billion excluding salaries and allowances.


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CHAPTER ONE

INTRODUCTION

1.1 Establishment of NIPRD

The National Institute for Pharmaceutical Research and Development (NIPRD) was established

by the National Science and Technology Act CAP 276 of 1987 of the Federal Government of

Nigeria as a Parastatal under the Federal Ministry of Science and Technology (FMST).

The objectives of establishing the institute include:

1. To identify and conduct basic and applied scientific research into Nigeria‟s potential natural

resources for drugs and pharmaceutical raw material;

2. To evaluate and develop methods, quality standards and specifications for the production

and use of locally produced drug substances and pharmaceutical raw materials;

3. To act as Drug Information Centre and as a National Centre for Drugs and Pharmaceutical

Substances Reference Standard; and

4. To liaise with related research establishments, the petrochemical industry, government

agencies, universities, traditional healers and allied institutions, for the achievement of the

objects set out in this Order.

The Institution became operational in 1989 following strong commitment and support by the

Pharmaceutical Society of Nigeria (PSN) and the Federal Ministry of Science and Technology.

In 2001 following a Federal Executive Council decision to move all Research and Development

(R&D) agencies to their parent ministries, NIPRD was moved to the Federal Ministry of Health

(FMOH).

1.2 NIPRD’s Vision & Mission

Vision Statement

To build a Center of Excellence in research and development of phytomedicines

pharmaceutical and biological products, drugs and diagnostics towards improving the

health and well being of Nigerians and mankind.


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Mission Statement

To apply appropriate modern science and technological resources to stimulate local

production of drugs through effective collaboration with the industry and experts

within and outside Nigeria;

Develop herbal products and phytomedicines to pilot stage for commercialization;

Develop quality standards for drugs, herbal products, phytomedicines, and

diagnostics for the purpose of control and regulation;

Provide quality assurance services on drugs used in healthcare delivery as well as

herbal products and phytomedicines registered by the regulatory authorities;

Provide safety data and essential information on herbal and other drugs towards

achieving self-sufficiency in the production and control of essential drugs in such a

way that would guarantee the overall health of Nigerians and mankind in general.

1.3 Mandates of the Institute

The Institute, which formally took off in January 1989, has the following functions

1. To conduct research into and develop both old and new drug substances and

pharmaceutical agents, particularly for tropical diseases, from local materials and synthesis;

2. To carry out research and development into the pharmaceutical production of local raw

materials;

3. To evaluate, preserve, purify and standardize useful medicinal plant preparations into

suitable and generally acceptable dosage form;

4. To conduct bio-pharmaceutical and pharmacokinetic studies on both imported and locally

manufactured drugs, and provide specifications for the production and use in the

manufacture of pharmaceutical products;

5. To develop new or improved quality control methods, quality standards and specifications

for the production and use in the manufacture of pharmaceutical products;

6. To promote and sponsor the development of staff through workshops, seminars,

conferences and training courses, organized within or outside Nigeria;

7. To carry out research on drug distribution, storage, stability and shelf-life; and

8. To carry out such other functions or activities as are necessary or expedient for the

achievement of the objects of this Order


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1.4 Aim of the NIPRD Strategic Plan

Having due regard to the instrument that created NIPRD in 1987, and based on the

achievements and experiences of NIPRD in the past 20 years, this Strategic Plan is being put in

place to facilitate the institute‟s ability to consistently provide products/ services to meet its

mandates and to break new grounds in pharmaceutical R&D. Having examined a number of

options during the years of its existence as an R&D institution, management decided to set

operational frameworks and targets within the plan in such a way that they align with the

broader objectives of NIPRD while speaking to the NSHDP. The plan is meant to guide the

institutional approach by providing the framework for concerted action at the departmental and

institutional levels based on the principles of one plan and one basket.

1.5 NIPRD Strategic Plan Development Process

The idea of developing a strategic plan for NIPRD was first muted during a retreat held in

January 2010. Following the development and dissemination of the National Strategic Health

Development Plan by the FMOH, the M&E Unit in the office of the Director General set in

motion the processes for the development of a Strategic Plan for NIPRD. Priority areas were

identified and discussed at a meeting of Heads of Department and key focal persons of the

institute to ensure ownership and buy in by the staff. The Board of Management gave approval

to the development of the Strategic Plan by mid-2010.

The first draft of the plan was presented and further discussed at the Strategic Management

training which was facilitated by Peltom Global Services Limited in Minna, Niger State in August,

2010.

A technical workshop held early 2011 to identify priority areas based on the core mandates of

the institute and supportive cross-cutting strategies. This meeting also adopted the key

strategies for each priority area and set tentative timelines for achievement of these

interventions. The workshop was followed by several internal meetings and contributions from

various departments and units of NIPRD. The development process also provided an

opportunity for the Institute to review the job description of the different departments and units of

the Institute. A consensus meeting was called to finalize departmental terms of reference in the

context of the plan. A second draft of the plan was sent to Peltom Global Services for technical

review and for the appropriateness of the priority areas, strategic interventions, indicators,

means of verification, timelines and responsible persons or departments. This produced the

third draft of the plan which was submitted for review by the Top Management of NIPRD. A

finalization workshop was held in July, 2012 for final inputs by the technical and other

departments of NIPRD with support from Peltom Global Services Limited. Costing of the plan

was also done with support from costing and financial management experts.


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1.6 Linkage with the National Strategic Health Development Plan (2011-2015)

NIPRD was established principally, to identify and conduct basic and applied scientific research

into Nigeria‟s natural resources for the development of phytomedicines, drugs and

pharmaceutical raw materials. In keeping with emerging trends in global research and

development (R&D) in field of health and pharmaceuticals, the vision and mission of NIPRD has

evolved and expanded over the years. For instance, herbal medicine has become a multi-billion

dollar enterprise worldwide. The world market for herbal medicines based on traditional

knowledge is now estimated at US$60 billion, which is about 30 percent of total world

pharmaceutical sales. Africa accounts for only 2.1 billion dollars (1.2%) of the world‟s total

pharmaceutical sales. Therefore, one of the key missions of NIPRD today is to develop herbal

products and phytomedicines to pilot stage for commercialization, as well as to develop quality

standards /quality assurance services on them. The centrality of health to national development

and poverty reduction is self-evident, as improving health status and increasing life expectancy

contribute to long term economic development. The legitimacy of any national health system

depends on how best it serves the interest of the poorest and most vulnerable people for whom

improvements in their health status contributes towards the realization of poverty reduction

goals. R&D of phytomedicines would carry development to the grassroots communities.

On the other hand, the evolving national and global trends in policy formulation and

implementation, sustainability of pharmaceutical R&D and the strong desire to achieve goals

and visions, have necessitated a thorough review of activities to enable a systematic and

strategic approach for a sustainable R&D that will support achievement of the desired national

and global socio-economic impact of healthcare delivery. In this regard, the Federal

Government of Nigeria (FGN) through the FMOH developed the National Strategic Health

Development Plan (NSHDP) as a working document of the FMOH and its Department,

Agencies and Parastatals (DAPs). Eight priority areas have been identified for the NSHDP

(2010-2015). The priority areas are:

1. Leadership and Governance for Health

2. Health Service Delivery

3. Human Resources for Health

4. Partnerships for Health

5. Health Financing

6. National Health Information System

7. Community Participation and Ownership

8. Research for Health


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The NSHDP was developed through a participatory process involving personnel from the FMOH

departments, programmes, agencies and institutions. By identification of commonalities and

prioritization, specific activities and interventions were developed for each of the eight priority

areas of the national framework.

It is acknowledged that these interventions will not be equally applicable and would therefore be

interpreted and implemented differently by the different departments, programmes, agencies

and institutions under the FMOH, according to their respective mandates. In view of the above,

NIPRD aligned its current plans and operational objectives with the approved NSHDP. In doing

so, NIPRD proposes a new operational framework that would focus R&D programmes and

enhance activities towards achieving the research and effective / efficient service delivery goals

of the NSHDP (2010 -2015). NIPRD also aims to enhance capacity, leading to the

establishment of a critical mass of researchers, equipment, collaborators, etc. In working with

the NSHDP, NIPRD‟s role is focused on reducing disease burden amongst others, basically

through the “Research for health” and supporting “Efficient Healthcare Service Delivery”;

“Partnership for health”, “Human resource for health” “Community Participation and Ownership”

components of NSHDP.


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CHAPTER TWO

SITUATION ANALYSIS

2.1 Socio-demographic context

The Federal Republic of Nigeria has an estimated population of 167 million of which 49% are

female and 51% male. The country operates a three-tiered governance structure – a Federal

Government, 36 semi-autonomous State Governments grouped into six geopolitical zones, the

Federal Capital Territory and 774 Local Governments. There are wide regional, socio-cultural,

economic and geographical diversities across the country.

The health status indicators for Nigeria are among the worst in the world. The life expectancy at

birth is 49 years while the disability adjusted life expectancy at birth is 38.3 years; vaccine-

preventable diseases, infectious and parasitic diseases have remained the leading causes of

morbidity and mortality in the country.

Even though only 2% of the global population reside in Nigeria, the country with an estimated

infant mortality rate of 75 per 1000 live births, child mortality rate of 88 per 1,000 live births,

under 5 mortality rate of 157 per 1,000 live births and a maternal mortality ratio of 800 per

100,000 live births, contributes a disproportionate 10% to the global burden of maternal and

also infant mortality.

The health sector is grossly underfunded. Government allocation to health averaged 5% of the

national budget between 1999 and 2008. This is 10% below the 15% minimum agreed on by

African leaders at a special session of the OAU in Abuja in 2001, in consideration of the dismal

funding of health care delivery and the consequent poor health indices. Late and incomplete

release of the approved government allocations further compounds the problem and prevents

the FMOH from timely implementation of planned programmes.

In addition to inadequate funding, the low priority given to health research is arguably the bane

of development in the health sector in Nigeria. Health research provides the vital tools needed

for health systems development and sustenance. Scientific knowledge generated through

research and development (R&D) has been identified as the driving force for improving the

performance of health systems and the health of individuals and populations1. Scientific

1 Strengthening Health systems: The role and promise of policy and systems research, Geneva, Alliance

for Health Policy and systems Research, Global Forum for Health Research, 2004


19

research is the birthplace of virtually all new products, services and a good number of

innovations. Appropriate research can inform and accelerate the efficiency and effectiveness of

action for health.

The situation of health research in Nigeria at the moment can be best described by the words of

Bhushan and his colleagues2 who said about Cambodia a few years ago that health research

has often been fragmented, competitive and so highly specialized, with researchers in different

disciplines often working in isolation. Government has since realized this and has made efforts

to check the gap but the desired dramatic change is not yet in place due to:

• Limited local funding for research and infrastructural development

• Weak capacity in health research

• Research not focused on major contributors to disease burden

• Weak link: research-policy-practice

• Ineffective coordination among health institutions & research networks

• Ineffective interaction of stakeholders in research, policy & implementation processes,

lack of recruitment of adequate number and mix of research staff.

2.2 Strengths

The National Strategic Health Development Plan developed by the FMOH and the compact

signed by the states

NIPRD is structured into the core R&D arm and the administrative arm. The R&D arm

comprises 5 technical departments while the administrative arm comprises two departments

and the Director General‟s office.

The Institute has well trained manpower in the field of Pharmaceutical, Medical and

Biomedical research. There are 197 staff in the service of NIPRD (123 males, 74 female

including 6 Professors, 22 PhD holders, 40 MSc degree holders and 135 others)

Collaborations: The Institute has established effective and successful collaboration with

both local and international R&D organizations over the years. Some of the collaborators

include but not limited to United Nations Development Programme (UNDP), World Health

Organisation Tropical Disease Research (WHO-TDR), National Institute for Allergy and

Infectious Diseases of the National Institute of Health (NAID/NIH), Centre for Disease

Control (CDC), Atlanta USA, University of Maryland USA, Howard University, several

universities in Nigeria, National Food and Drug Administration and Control (NAFDAC)

Agency, National Agency for the Control of AIDS (NACA), National Institute for Medical

2 Strengthening Health systems: The role and promise of policy and systems research, Geneva, Alliance

for Health Policy and systems Research, Global Forum for Health Research, 2004


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Research (NIMR), National Association of Nigeria Traditional Medicine Practitioners

(NANTMPs), Pharmaceutical Manufacturers Group of the Manufacturers Association of

Nigeria (PMG-MAN), Zimbabwe university and Nigerian Natural Medicines Development

Agency (NNMDA), National Office for Technology Acquisition Protection ( NOTAP).

International recognition: NIPRD was recently assessed and recognized as a Centre for

the research and development of phytomedicine in Africa by the Africa Network for Drugs

and Diagnostic initiative,(ANDi); an initiative of the WHO/ TDR, in Geneva. There are only

three such centers in Nigeria. The institute is therefore part of an Africa wide network of

scientific institutions with focus on developing innovative products and providing services

that will lead to improved health and economic benefits for Nigerian and African in general.

Basic R&D: NIPRD is well established in basic research with the right mix of human

resource. The R&D personnel are well trained in various R&D field for effective basic and

translational research. Basic research like phytochemical screening, pharmacognostic

screening, finger printing, pharmacological screening, development of standard procedures

and other routine diagnostic analyses are well handled. However the harmonization of

Standard Operating Procedures for the entire institute is required for reputable and

dependable R&D results.

Drug Development Research: Although brain drain is a major challenge, NIPRD still

manages to retain and attract some of the best scientists within the country. This has helped

in strengthening its drug development research capacity especially in phytomedicines

development. As at today, the Institute boasts of five Research Professors in various field of

drug development process (DDP), which has helped in cross-fertilization of ideas for

enriched R&D processes. The strength in this capacity has yielded several positive results

which include NIPRISAN a phyto-drug developed for the management of sickle cell disease.

The product has been commercialized and patented. Other lead drug candidates are at

various stages of the drug development process chain.

Documentation: The Institute has established peer-reviewed Journal - Journal of

Phytochemistry and Therapeutics (JOPAT) for the publication of research findings.

JOPAT is well patronized by research scientists internationally.

2.3 Weaknesses

Research is poorly funded and not given much attention in Nigeria, this has resulted in

paucity of local or contextual evidence to support policy and planning. Late and incomplete

release of the approved government allocations further compounds the problem and

prevents the FMOH from timely implementation of planned programmes.

R&D Perception and Ownership: Although NIPRD has stamped its feet on the sand of

product R&D in Africa by the development of an anti-sickling drug, involvement in national


21

health research priority areas such as the “verification of HIV/AIDS cure claimants”, etc, the

R&D perception in the country is still very parochial. This may be directly connected with the

long gestation period for drug-product R&D from bench-top to shelf. On the average it takes

about fifteen to twenty years to develop one product, and sometime there may be a

research failure at the end. This has created a situation of apathy on the part of the

government and industry on funding and utilization of findings.

R&D Funding/Investment: R&D funding is largely the responsibility of government in most

countries especially developing countries and R&D spending in Nigeria is in the order of

0.001% of GDP. This is a far cry from the target set by the African Union which is 0.2% of

the health budget or 0.1% on GDP (ANDI 2009). Government funding of NIPRD has been

quite low over the past few years and sometimes there was no fiscal allocation for R&D

projects and programmes. The absence of a consistent R&D funding policy and process by

the government is a major challenge. The apathy in the industry has also withdrew funding

opportunities from R&D since the industry is an evolving one and are short-term profit

oriented, unlike the big multinationals in the developed countries.

Over-dependence on fiscal budgetary allocations by NIPRD is a major gap and funding from

other more stable sources like statutory allocation from Federation Accounts, grants and

donations from international donor agencies should be vigorously pursued.

R&D inputs: There is insufficient R&D infrastructure especially in the areas of analytical

equipments like spectroscopic equipment, chromatographic equipment, extraction

equipment, animal testing equipment, tissue culture equipment, microbiology and

biotechnology equipment, stable power source, etc. Other inputs like standard drugs and

chemicals, solvents and reagents are not readily available locally.

Knowledge Gap: There is still significant knowledge gaps in African disease information

especially the epidemiology of these diseases and also traditional recipes that could help in

the R&D of product development.

2.4 Opportunities

Although drug development from other sources than plants remains a challenge as the

institute is still developing its capacity in synthetic chemistry, the institute however recently

acquired a synthetic plant for the production of Active Pharmaceutical Ingredients (APIs). At

present only very little bench-top synthesis is ongoing especially in the area of Structure

Activity Relation (SAR) studies.

There are inherent social values associated with the use of traditional herbal medicines

which can be exploited as incentives along with scientifically valid studies towards the

conservation and economic empowerment of grassroots local communities.

Traditional medicine and medicinal plants play central roles in the healthcare systems of

majority of rural dwellers in Nigeria. Medicinal plants and traditional knowledge of their use

can be an important component of a national economic development strategy for the


22

promotion of general health and conservation, which are key indicators of poverty. Through

the scientific evaluation of key medicinal plant species used by local communities for the

treatment of HIV/AIDS, TB, Malaria SCD, Cancer and microbial diseases, NIPRD can use

medicinal plants as incentive to address two key-indicators of poverty (health and

environment).

Ethnobotanical and ethnomedical surveys should be carried out so as to identify and classify

the folkloric herbs used in the treatment of diseases. Key species will be identified, classified

and documented. Crude extracts obtained from them will be tested chemically and

pharmacologically. Active (leads) compounds or mixtures will be developed into drugs

preparations in such a way that the process does not impede their local application.

2.5 Threats

Unstable government policies and economic instability.

Most of the information used for decision making are international aggregates or from other

countries leading to generalized rather than country specific interventions.

Operational research is hardly built into project plans, therefore despite years of

implementing projects and using different approaches we have little evidence on what works

and what doesn‟t and why.

Low uptake of research results by Pharmaceutical industries leading to accumulation of

research results without commercialization.

Power Supply: Although the Institute is connected to the National grid, epileptic nature of

power supply from Power Holding Company of Nigeria (PHCN) has made it highly

dependent on self-power generation through many generating sets. The fueling,

maintenance and replacement of the old generating sets and their running cost has

remained a major challenge.

The strongest argument against traditional medicine today is the lack of scientific proof of its

efficacy. Most of the claims made by the traditional healers themselves have not been

investigated scientifically. A place for traditional plant-based remedies in the health care

system will be assured only if recommendations for their use are based on studies that

make them credible and show that they are safe. Proper and careful scientific documentation

will ensure successful exploitation of the medicinal plants and their conservation.

The increasing scarcity of medicinal plant species represents a trend that should be

addressed immediately. Medicines, foods and other natural resource products that have

sustained rural people for centuries are now seriously threatened and many potential

medicinal plant species may be lost forever. The loss of the medicinal plant resource-base

and biodiversity will have negative long-term impacts for the poor and mankind as a whole.

Brain drain: R&D personnel are spread into various areas of scientific specialization like

Pharmacology, Chemistry, Microbiology, Pharmacognosy, Pharmaceutical Technology,

Biotechnology, Clinical Research, etc. However, inadequate opportunities, equipment and

work environment has led to significant brain drain.


23

Almost all the solvents, reagent and standards used in the R&D process are petrochemicals.

This has led to major importation of otherwise locally available raw materials, and capital

flight, high cost of R&D and R&D products. This has also affected R&D planning to a great

deal as the procurement process or sourcing procedure may become very cumbersome and

sometimes products are not available due to restriction orders. The same problem extends

to the use and maintenance of specialized equipments, microorganisms and techniques.


24

CHAPTER THREE

FUNCTIONS OF THE DEPARTMENTS AND UNITS

3.1. DEPARTMENT OF MEDICINAL PLANT RESEARCH AND

TRADITIONAL MEDICINE (MPR &TM)

1. Collection, identification, analysis and documentation of herbal, traditional medicines and

the indigenous knowledge based on their utilization in the R&D of pharmaceutical raw

materials, drugs and phytomedicines.

2. Engage in partnership with the TMP to enhance their contribution towards implementation

of the national traditional medicine policy and improvement in the national health care

delivery system.

3. Application of good agricultural practices for propagation, harvesting and storage of

aromatic and medicinal plant in the nursery garden and plantation.

4. Collection of seeds, and development of gene bank for medicinal, aromatic and other useful

and endangered plants to support R &D.

5. Conduct botanical, phytochemical and pharmacognostic standardization of medicinal

plants and plant constituents used in the R &D as well as quality evaluation of drugs,

pharmaceutical raw materials and phytomedicines

6. Carry out extraction and isolation and structural elucidation of medicinal plant and plant

constituents.

7. Determination of Pharmacognostic parameters standards to support the development of

National and regional Pharmacopoeia standards.

8. Bulk processing of aromatic and medicinal plants using NIPRD multipurpose pilot plant

facility for industrial utilization of medicinal plant materials and essential oils.

3.2. DEPARTMENT OF MEDICINAL CHEMISTRY AND QUALITY

CONTROL

1. Qualitative and quantitative chemical analyses of drugs.

2. Determination of pharmacokinetic (ADME) parameters of drugs and phytomedicines in

humans.

3. Development of chemical methods, standards and techniques for the analyses of food,

water, drugs, cosmetics and pharmaceutical raw materials.

4. Determination of chemical specifications for raw materials, drugs /phytomedicines and

finished products.

5. Carry out extraction, isolation and characterization of pharmaceutical substances:


25

6. Structural modification of bioactive compounds for improved activity and safety. .

7. Determination of drug levels in biological fluids to support bioavailability, bioequivalence and

drug interaction studies of drugs and phytomedicine Provide analytical services to support

the assessment poisons and environmental contaminants.

3.3. DEPARTMENT OF MICROBIOLOGY, VIROLOGY AND

BIOTECHNOLOGY

1. Microbiological quality assessment of foods, water, raw materials drug preparations and

phytomedicines.

2. Determination of anti bacterial and anti fungal potency of extracts, bioactive compounds

and drugs.

3. Support the development of new antimicrobial and antifungal agents to address drug

resistance in the management of Malaria, TB and HIV/AIDS.

4. Bio screening for anti parasitic agents for the treatment of locally endemic disease e.g.

malaria, Oncocerchiasis, Trypasonomiasis, Schistosomiasis, etc

5. Determination of Viral load and CD4 count to support HIV/AIDS research and clinical

services.

6. Conduct clinical chemistry and Hematological analyses to support drug R &D and clinical

services.

7. In vitro screening of natural and synthetic products for the management of HIV/AIDS.

8. Development and evaluation of HIV diagnostic kits

3.4. DEPARTMENT OF PHARMACOLOGY AND TOXICOLOGY

1. Evaluation of efficacy and mechanism of action of drugs medicinal plant extracts, herbal

medicines and other substances to support their uses in the management of local endemic

diseases e.g. malaria, TB, HIV/AIDS etc.

2. Investigating the pharmacodynamic actions of drugs, phytomedicines and substances of

interest.

3. Evaluation of the safety profile of drugs, medicinal plants preparations and other substances

for the purpose of meeting regulatory requirements.

4. Conduct toxicological studies such as: Safety pharmacology; Acute/ Sub-chronic/chronic

(Immunotoxicity, mutagenicity carcinogenicity, cytotoxicity, etc) and others toxicities to

support R & D of synthetic compounds, drugs and phytomedicines.

5. Determination of pharmacokinetic (ADME) parameters of drugs and phytomedicines in

animals to support R & D as well as drug quality studies.

6. Investigate mechanisms of drug actions and effects based on established experimental

models, cellular and molecular targets

7. Maintain a functional Animal Facility Centre to support R & D activities of the Institute.


26

3.5. DEPARTMENT OF PHARMACEUTICAL TECHNOLOGY AND RAW

MATERIALS DEVELOPMENT

1. Determination of the compatibility of Excipients with other Excipients and bioactive

substances to be used in formulations.

2. Determination of physicochemical and organoleptic properties (Densities, flow properties,

moisture content, solubility profile , etc) of pharmaceutical raw materials, biologically active

substances and other substances to support R & D as well as quality studies .

3. To develop stable pharmaceutical preparations by applying modern technology to support R

& D.

4. Prepare suitable drug forms including micro-nano formulations to support clinical trials l

and other uses.

5. Conduct Stability studies at all phases of the drug development process to support R & D as

well as quality assessment.

6. Conduct pharmaceutical Quality Assessment tests on dosage forms.

7. Determination of shelf life and storage conditions for pharmaceutical dosage forms and

phytomedicines to support R & D activities.

8. Extraction, purification, characterization and modification of Excipients particularly starch,

cellulose and gums/polysaccharides for use in drug delivery.

3.6. LIBRARY, INFORMATION AND DOCUMENTATION

1. To plan & organize a research library & information centre necessary to meet the

information needs of researchers in the research development aspect of the Institute

2. To develop routine methods for the discharge of information services

3. To establish close and continuous contacts with all research fellows and other users of the

services so that their interests may be identified and properly catered for.

4. To organize and plan strategies for running the research library and information centre.

5. To provide policy guidelines for the administration of the research library.

3.7. PHARMACY AND CLINIC

1. Conduct Phase I and II clinical trials

2. Participation in specialized health care delivery programmes

3. Provide routine health care and laboratory safety services to staff of NIPRD and the public

4. Running of Medical outpatient clinic;

5. Emergency/day care;

6. Management and Monitoring of HIV cases

7. Management of TB cases;

8. Study physician clinical trial


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9. Sorting of patients; Health talk; Measurement and monitoring of vital signs; Temperature;

Weight; Blood pressure.

10. Pulse; Respiratory rate; Body mass index; Immunization; Drugs Administration; Ante natal

care services;

11. Diagnostic Laboratory services

12. Patient pharmacy counseling; Dispensing; Drug stock monitoring; Drug procurement; Drug

storage; Drug logistics

13. Adverse drug reaction reporting; Drug information services; Medication data capturing;

Medication data collation

14. Medication data presentation; Medication data reporting; Review of clinical trial protocols;

Post exposure prophylaxes

3.8. ICT UNIT

1. Software and Hardware acquisition, development , installation or maintenance

2. Server Installation, Maintenance, Upgrade, and Migration

3. Website Design, Maintenance, and Upgrade

4. Video Conference

5. Updating of NIPRD website as a tool for effective publicity for the Institute.

6. Computer networking and database management

3.9. INTERNAL AUDIT UNIT

1. Provide managerial control which functions by measuring and evaluating the effectiveness

of other controls.

2. Safeguard the assets of the Institute

3. Maintain and improve the efficient use of resources including capital assets and labour.

4. Audit the financial records and documents of the Institute, the receipts, payments, asset and

liabilities

5. Prevent and detect fraud

6. Police the operation of established procedures and sees that they are adequate not wasteful

and are observed.

7. Carry out Pre-Audit and Post Audit all payment vouchers and their supporting documents,

loans/advances and their deductions and retirements

8. Prepare quarterly Audit report to the Management

9. Ensure probity; accountability and transparency in financial transactions

10. Conduct cash count from time to time in order to confirm compliance with laid down financial

rules and regulations

11. Conduct market survey from time to time in order to establish the current market prices of all

items and materials consumed by the Institute

12. Conduct quarterly stock taking, inventory count and assets verification


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13. Ensure the application of fair, competitive, transparent, value-for money standards and

practices for the procurement and disposal of public assets and services.

3.10. M and E UNIT FUNCTIONS

1. Develop annual Planning, Monitoring and Evaluation plans including budget implications

2. Carry periodic performance evaluation / audit of the various interventions in the strategic

plan.

3. Coordinate activities leading to the development of annual NIPRD work / implementation

plans

4. Carry out midterm review of the strategic plan to ensure effective implementation.

5. Co - ordinate all Planning, Monitoring and Evaluation activities in the Institute , including

development of M & E tools, data collection, analysis, storage, production and

dissemination of quarterly, yearly or annual reports.

6. Develop relevant database for the effective storage of NIPRD data and reports.

7. Prepare and present periodic reports of evaluations carried out to Top Management

Committee of NIPRD

8. Liaise with the Federal Ministry of Health„s Department of Planning Research and Statistics

and M & E unit towards Institute‟s effective alignment with the NHSDP and submission of

required reports.

9. Liaise with the National Planning Commission to ensure the Institutes activities are in line

with the relevant Government‟s plans and policies.

10. Carry out any other assignment that may be assigned by NIPRD management.

3.11. PROCUREMENT UNIT

1. Submission of Procurement plan prepared by the Procurement Planning Committee to the

Tender Board for approval:

2. Preparation of Tender notifications and request for expression of interest.

3. Preparation and submission to advertising media of documents for: soliciting quotations,

prequalification, bidding and request for proposals;

4. Issuing documents for: soliciting quotations, prequalification, bidding and request for

proposals;

5. Receiving and arranging opening of prequalification documents, bids quotations and request

for proposals:

6. Submission of evaluation report to Tender Board for prequalification, bids quotations and

consultant‟s proposals for approval:

7. Submission of quotations for minor valve Procurements (below naira 1.0 million) to the

Accounting Officer for approval:

8. Making arrangements for contract negotiations:

9. Making arrangement for contract signing by the Accounting Officer

10. Preparing documentation for submission to the Bureau for approval:


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11. Preparing responses to complaints for submission to the Tenders Board, for approval.

12. Preparation of documentation on complaints for submission to the Bureau.

13. Preparation of all data and information required by the Bureau.

14. Any other assignment that will be given by the Accounting Officer that may be necessary to

enhance performance of the Procurement function.

3.12. NIPRD CONSULTANCY

a) Research & Development

NIPRD‟s consultancy services will co ordinate technical, professional and other expert services

to the public and private sectors through the utilization of the Institute‟s seasoned manpower

and state-of-the-art facilities. The consultancy services will also enhance skill development for

in-house experts assigned to work on particular consultancy projects.

b) Community Service

The Institute needs to impact positively on its immediate and professional communities.

Consultancy Services Unit would identifies activities by which NIPRD can meet the needs of the

host communities, not only in R&D, but also in other areas that will positively impact on the lives

of the people. Consultancy services in this category are not projected to be commercially high

yielding.

c) Income Generation

Consultancy services are expected to contribute significantly to the financial wellbeing of the

Institute. This would be achieved by carrying out projects at the lowest economic cost while

maximizing the profit accruable from them. This additional source of revenue should provide the

much needed buffer when and where government funding needs augmentation.

d) Public Relations Service for NIPRD

By virtue of its functions, consultancy services are a positive public relations outlet for the

Institute. The positive effect of the successful and prompt execution of projects for clients by the

Institute will result in opening other opportunities for collaboration with NIPRD.

3.13. DEPARTMENT OF FINANCE AND ACCOUNTS

1. Capturing, classifying, analyzing and reporting financial transactions for management

decision making and other statutory requirements.

2. Financial management of the assets and liabilities to ensure the reliability of accounting

records and information.

3. Provides financial advice to support management functions

4. Prepare annual fiscal budget and implementation plan

5. Have custody and handle the Institute‟s funds


30

6. Responsible for control, probity financial accountability and processing of financial

information

7. Relate with relevant financial and regulatory institutions on financial issues.

3.14. DEPARTMENT OF ADMINISTRATION

1. Interpret and operate the rules as well as the guidelines provided in the administrative

framework of the Institute

2. Guide management on rewards and discipline for effective personnel administration

3. Coordinate training and skill development programmes for the Institute in conjunction with

the relevant department (s).

4. Advise management and coordinate an effective appraisal system for the Institute

5. Provide support for the Institute‟s pension scheme and insurance matters

6. Oversee personnel and establishment matters.

7. Liaise with relevant MDAs and other organizations on personnel and establishment matters

8. Provide secretariat support for the governing board, management and ad hoc committees

of the institute

9. Maintain the institute‟s infrastructural facilities

10. Maintain and run of the institute‟s store.

11. Carry out any other duties that may be assigned by management.


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CHAPTER FOUR

STRATEGIC PRIORITIES OF NIPRD

Over the years, the priorities of the National Institute for Pharmaceutical Research and

Development have been limited to research and development of phytomedicines. In order to

strategically reposition the institute to systematically achieve its mandate, other supportive and

crossing cutting priorities are highlighted by the strategic plan and responsibilities for all the

priorities are clearly redefined.

The NIPRD Strategic Plan, 2010 – 2015 is designed to address the following eight identified

priority areas of the institute. The priority areas are:

1. Research and Development of Drugs, Phytomedicines and Pharmaceutical Raw Materials

2. Strengthening Institutional Support, Partnership and Collaboration with relevant

Organizations

3. Procurement and Logistic Management

4. Planning, Monitoring and Evaluation

5. Policy Development, Coordination and Management

6. Human Capacity Development

7. Building, Equipment / Infrastructural Facility for Research and Development

8. Advocacy, Communication and Resource Mobilization

4.1. PRIORITY AREA 1: Research and Development of Drugs,

Phytomedicines and Pharmaceutical Raw Materials (API and Excipients).

Our R&D focus for the next five years is on six disease areas namely, Malaria, Sickle Cell

Disease (SCD), Diabetes, Tuberculosis (TB), HIV/AIDS and Cancer. These are the main

disease areas where there has remained a high rate of mortality in Nigeria and Africa at large.

Preliminary investigations on some plant based herbal recipes and other products reveal their

potential for development into efficacious products. The focus is to generate about 3 leads

annually and move the drug development programme (DDP) for new products for at least two

disease areas up to clinical trials phase II and III so that the institute will be open for

collaborations in these areas. Such collaboration may include access to collaborators‟

laboratory, direct funding, equipment donation, manpower development, R&D protocol

development, actual laboratory analysis/field work, etc. NIPRD will in addition to the above

disease areas undertake routine policy-directed research such as the bioequivalence and

bioavailability (BA/BE) studies, drug stability studies and other research needs of national

priority for policy and action. Some of these policy-directed researches will be aimed at

satisfying existing MOUs with NAFDAC, NANTMPs, etc. The institute will also develop an


32

updated drug information library (DIS) for on-line access nation-wide which will speak to goal 2

of the NSHDP.

Broad Objective

To provide evidence based information, new technologies and products for the management of

locally endemic diseases by 2015.

Specific Objectives:

Develop new drugs, phytomedicines, traditional and herbal medicines for the management

of locally endemic diseases.

Become a centre of excellence in areas phytomedicines and pharmaceutical raw R & D as

well as drug quality assessment. Center of Excellence for the evaluation of drugs in

experimental animals for acute, sub-acute and chronic toxicity

Serve as a centre for the assessment of toxic materials and toxicity

Provide R & D support on pharmaceutical raw materials (Active Pharmaceutical Ingredients

and Excipients) to the local industry for sustainable growth and development.

Promote and support the commercialization of technologies and products resulting from R &

D activities.

Develop a data base on drug information to support national Health information system

Provide evidence based information to support food and drug products development,

regulation as well as formulation and implementation of national health policies

Support the growth of local pharmaceutical industry in the area of drug development to

enhance their contribution to health.

Support the growth of local herbal medicine industry in the area of product development.

Targets

1. At least three new products developed and commercialized by 2015 to be driven by five

research teams constituted and activated by 2011

2. At least twenty products supported for registration (listing), including one developed to full

registration by NAFDAC by 2015.

3. Accreditation of 3 laboratories in the area of phytomedicine and raw materials R & D and

drug assessment by 2015

4. At least three operational research projects identified, initiated, conducted and concluded to

address national health issues by 2015.

5. Quality assessment studies of approved drugs used in the treatment of TB, HIV/AIDS and

malaria (50% TB, 50% HIV/AIDS and 50% malaria) define the figures based on relevant

data availability)


33

6. A national survey on the role and state of traditional medicine practice by Traditional Medical

Practitioners towards implementation of the National Traditional medicine policy (2007)

integration of the practice into the national health care delivery system.

7. A functional database on drug information established and maintained by 2013

8. At least new 5 products and technologies patented by 2015

4.2. PRIORITY AREA 2: Strengthening Institutional Support, Partnership

and Collaboration with Relevant Organizations

R&D world over is based on collaboration as no laboratory or centre has all that it takes for a

complete DDP. It is very difficult to have a facility with the exploratory research facility and also

facility for drug development including clinical trials. Where such facilities exist there is still the

need for collaboration in the phase III drug trials. NIPRD intends to strengthen the existing

collaborations that are in place and build new ones. Of priority is collaboration with stakeholders

in the herbal industry. We intend to develop analytical laboratories in collaboration with one

university each per geo-political zone of Nigeria. We also intend to initiate and sustain south-

south collaboration in Africa and Asia. Here we intend to leverage on the R&D Mapping

conducted by ANDI in 2009.

The focus of our collaboration will be on manpower ex-change and training programmes,

product development, equipment maintenance/training, Laboratory access,

conferences/workshop training on new development in the field, policies issues, etc.

Furthermore, right from the inception of ANDI, NIPRD has provided full support to its aims and

objectives to the extent that NIPRD was the pioneer host for the launch of the initiative in

October 6-8, 2008. NIPRD believes that the ANDI initiative is needed to drive health product

R&D in Africa. The initiative is aimed at supporting health products R&D innovation in Africa

through support to south-south cooperation, and R&D innovation funding and product

commercialization. NIPRD hopes to serve as the ANDI regional hub and also feature as a

centre of excellence in the research and development of phytomedicines.

Broad Objective

To strengthen institutional capacity, promote partnership and collaboration with relevant

organizations.


1. Establish public private partnerships (PPP) to boost funding for research, product

development and commercialization

2. Improve institutional research and development capacity


34

3. Improve institutional capacity to access local and international funding for research and

development activities

4. Contribute to the global knowledge platform

5. Establish a machinery for the initiating and sustaining partnerships and collaborations

Targets

1. At least 3 Public Private Partnership platforms established by 2015

2. 30% increase in the number new research techniques , models and technologies

introduced, established and adopted

3. 30 % increase in level of patronage (professional services, contract research, and

membership of national committee) by public and private organizations.

4. 30 % increase of peer reviewed scientific publications

5. At least 40% increase in the number institutional and national seminars /workshops and

conferences held and documented

6. At least 20% increase in the number of international scientific seminars / workshops and

conferences held and documented

7. At least 30 % increase in the level implementation of Quality Management System policy

8. At least 20 competitive research proposals written and submitted by 2015

9. At least five new MOUs developed and signed by 2015

10. NIPRD affiliated to at least two other National universities by 2015.

11. Serve as a regional hub for ANDI and similar relevant networks by 2015 (Include in the

implementation strategy)

4.3. PRIORITY AREA 3: Procurement and Logistic Management of

Pharmaceutical Products and Commodities

To improve efficiency in the utilization of scarce resources and adherence to the Public

Procurement Act, NIPRD is repositioning the Procurement unit for better performance on

procurement of goods and services and improve logistic management of relevant raw materials

and products of the Institute.

The Bureau of Public Procurement has set the national processes and standards which will be

adapted for the peculiar needs of NIPRD.

Broad Objective

To strengthen NIPRD‟s procurement and logistic system by the year 2015


1. Enhance the efficiency of the procurement unit.


35

2. Establish and achieve an effective logistic management systems of products and

commodities

Targets

1. Procurement unit and Committee reconstituted according to procurement act by 2013 and

appropriate staff deployed

2. National procurement protocol adapted by 2013.

3. Procurement unit computerized by 2011

4. Effective logistic management system operationalised by 2014

4.4. PRIORITY AREA 4: Planning, Monitoring and Evaluation

Monitoring and Evaluation unit will provide a good summary of key performance indicators to

assess the progress of the Institute‟s strategic plan. It will comprise of several indicators

covering targets, process and inputs, outputs, outcomes and impact. A Monitoring and

Evaluation (M & E) Framework for the Strategic Plan will encourage the participation of different

actors (within the public sector, private-for-profit, private-not-for-profit, NGOs, even within the

Institute, etc.). For improved efficiency, members of the M & E unit will be empowered with

necessary skills in planning, monitoring and evaluating to facilitate their work. There will be

periodic review of the overall progress of the implementation of the plan; an effective M & E

team will facilitate this.

Broad Objective

To establish and implement an effective planning, monitoring and evaluation system by 2012


1. Engage in activities that will support effective planning and implementation of the Institutes

programmes.

2. Establish a functional and effective M & E unit by end of 2010

3. Establish an institutional baseline on all indicators in the Institute‟ strategic plan by 2011.

4. Develop and operationalise the M & E Framework by end of 2011

5. Establish regular feedback mechanism relevant to the implementation of the Institutes

strategic plan by 2012

6. Provide relevant linkages with the relevant departments of the FMoH„s on Health

Management Information System for effective monitoring and reporting

Targets

1. Planning, monitoring and evaluation unit established by 2011

2. M&E Framework to track performance developed by 2011


36

3. Baselines for key Performance Indicators developed by end of 2012

4. M & E database developed by 2012

5. Periodic review of the Strategic and Annual Plans conducted.

4.5. PRIORITY AREA 5: Policy Development, Coordination and Quality

Management System

Towards the establishment of sustainable Institutional culture of excellence in conduct of

research, the Institute decided to develop necessary policies that will enable it meet the defined

goals and remain relevant in the national health care system of the country. These include:

Research and Development Planning Committee (R&DPC) Policy

Quality Management System Policy

Scheme and Conditions of Service

Intellectual Property Rights Policy

Consultancy Policy

Central Laboratory Policy

Institutional Monitoring And Evaluation Framework

NIPRD SERVICOM Policy

Infrastructural Development Policy

Institutional Review Board and Ethics Committee Policy

NIPRD Strategic Plan

Broad Objective

To develop and implement relevant institutional policies that will promote effective management

and improve coordination of NIPRD‟s activities by 2012.


1. Broaden and strengthen NIPRD management processes

2. Develop and review relevant policies.

3. Establish a participatory management system.

4. Institutionalise effective coordination and implementation mechanisms in accordance with

the National Drug Policy and NSHDP.

Targets

1. 70 % of top management committee trained in leadership and good governance by 2012.

2. Impact of effective governance, policy development and review process increases by 60 %

for NIPRD by 2012

3. Input into policies and decision making from departments and units/sub-committees

improved.


37

4. Institute‟s policies and guidelines implemented to at least 70% compliance level by 2013.

5. All policies and guidelines are in line with the National Drug policy and NSHDP by 2015.

4.6. PRIORITY AREA 6: Human Capacity Development

All over the world, R&D of drugs has evolved rapidly due to the rapidity in the development of

technologies, equipment and methodologies. On yearly basis, new methods and analytical tools

and equipment are developed. Hence researchers at NIPRD need to catch up with the changing

trends in order to enjoy mutual acceptance of data by colleagues in the field. This has resulted

in the need for frequent interaction among scientists to discuss new innovations, challenges and

foster partnerships.

Manpower development with regards to on-the-job training, equipment hands-on training, and

attendance of scientific conferences, workshops and seminar has remained a major challenge

in NIPRD due to poor funding. NIPRD intend to develop a good manpower development plan for

training and retraining of her R&D manpower on new technologies and methodologies over the

next five years. Core areas of manpower development will include tissue culture research,

compound isolation and characterization tools such as NMR, FTIR, HRMS analysis,

electrophysiology, nanotechnology, etc, as well as in vitro through-put biological and

pharmacological analysis. As in evolving trends, this would be achieved through effective

collaboration and improved direct funding.

Broad Objective

Strengthen human capital development in health research to achieve the mandate of the

Institute (number, knowledge and skills)


1. Establish a strategy for sustainable human capital development in the Institute

2. Stem brain drain and ensure retention of critical mass of human resource for health

research

3. Engage professional bodies and educational institutions to update knowledge and skill for

health research.

Targets

1. Training needs assessment conducted by end of 2011

2. 20% of the identified training needs met by 2012

3. At least 80% of workforce of NIPRD retained within the period of the plan.

4. Minimum staffing requirements for health research activities achieved by end of 2011

5. Establishment positions determined and approved by the year 2011

6. All NIPRD personnel paid their benefits and salaries promptly and regularly by end of 2011


38

7. All professional groups in NIPRD encouraged to participate in Mandatory Continuous

Professional Development by 2015

4.7. PRIORITY AREA 7: Building, Equipment and Infrastructural facility

for Research and Development

The trend in R&D equipment is an understanding or collaboration with analytical equipment

manufacturers to have an understanding of the kind of research undertaken; the challenges

involved and expected results in order to develop a suitable tool or equipment at a reasonable

cost. Sometimes an in-depth evaluation of R&D projects and equipment needs are undertaken

by the experts including the manufacturers or their agents to assess the situation. The IFS-

PRISM group has already done this for some universities and agencies in Nigeria and we intend

to leverage on this. NIPRD has offered to allocate office/operational space to IFS-PRISM group

at its new laboratory complex for the purpose. This we hope will solve some of the equipment

purchase and maintenance challenges. A second approach will be to seek donation and

collaborative support from organizations and governments all over the world. This has yielded

some positive impact in the past; example was the Japanese government grant. These are

needed for us to acquire modern analytical equipment which are often very expensive. Over the

next five years, the institute intends to acquire and maintain the following machines: NMR,

LCMS, FTIR, AAS, GCMS, prep-HPLC, refrigerated centrifuge, rotary evaporators, incubators

and laboratory hoods/cabinets equipped with gas mix facilities for tissue culture, AGC, etc. In

addition to the care of R&D equipment, the institute also intends to develop a sustainable 24-

hour uninterrupted power system for specific laboratories like the central laboratory, through

power generation by solar panels, inverter batteries, etc. Water supply, cleaning and security

facilities are also to be improved upon.

Broad Objective: To ensure the availability, functionality of equipment and infrastructural

facilities for effective R & D by 2012.

Specific Objectives

1. To establish effective Quality Management System for all units of the Institute (information

technology, accounts and finance, human resources, audit, laboratories, etc.)

2. To develop an effective infrastructure management, maintenance and service plan

(maintenance unit, lab facilities), estates (buildings, works, gardens, roads, etc), works

(power, water, wastes, etc)

3. Establish an operational central laboratory facility, procurement, maintenance and service

units.

4. Establish a bio safety class three (P3) laboratory facility by 2012

Targets


39

1. A functional Quality Management System established in 2011

2. NIPRD Quality system policy manual, SOPs and other related professional code of practice

manuals developed and adopted by 2012

3. Inventory of all NIPRD equipment and materials developed by 2011

4. Infrastructure management committee in place by 2011

5. NIPRD infrastructure management policy and other relevant professional codes developed

and adopted 2011

6. 80 % of all infrastructural needs provided by 2015

7. 60 % of all infrastructures and facilities functional by 2015

4.8. PRIORITY AREA 8: Effective advocacy, communication and resource

mobilization

Funding trends have show that we are 95% dependent on government funding through fiscal

allocation. Although this is also the trends in most African countries, statistics has shown that

this trend is changing fast and NIPRD should not be left behind. While government spending on

research all over the world is on the increase, funding through international donor agencies and

multinational investing companies are also on the rise. This has significantly reduced the

percentage of government spending in some countries especially the developed countries like

the USA, Canada, United Kingdom, etc. There has been a growing consensus that the level of

funding from donors and multinationals coming to Africa is low and this has to change through

collaboration and access by African R&D institution. In the forefront of this is the WHO

sponsored African Network for Drug and Diagnostic Innovation (ANDI). So NIPRD is working

relentlessly to harness the advantages ANDI intends to offer. In order to do this while ensuring

that the principle of value for money is maintained, NIPRD intends to institute an effective

advocacy, communication and resource mobilization strategy.

Broad Objective

To put in place an effective advocacy, communication and resource mobilization strategy by

2013

Specific Objectives

1. To establish functional strategies for advocacy, communication and resource mobilization.

2. To create avenues for NIPRD to utilize tools of modern technology for advocacy and

communication

3. Publicize the expert services and potentials of the Institute towards increased income

generation and stakeholders‟ participation.

Targets


40

1. A strategy for advocacy, communication and resource mobilization developed by 2013.

2. Functional interactive fora with relevant stakeholders established by 2013

3. 60% of identified relevant staff of NIPRD trained on Strategic Communication and Resource

Mobilisation.

4. 100 % of staff becomes computer literate and able to utilize the ICT facilities by 2015.

5. Functional website, 24 h internet service and regular publications/dissemination of NIPRD

newsletter by 2012


41

CHAPTER FIVE

LOGICAL FRAMEWORK, 2011 - 2015

Priority Area 1: Research and Development of Drugs, Phytomedicines and Pharmaceutical Raw Materials (Api And Excipients).

BROAD OBJECTIVE: To provide evidence based information, new technologies and products for the management of locally endemic diseases by 2015.

Specific objectives

Interventions Indicators Targets Means of Verification

Timeframe Responsible Stakeholders

Funding Sources

Assumptions

YR 1

YR 2

YR 3

YR 4

YR 5

Objective 1: To

develop new drugs, phytomedicines, traditional and herbal medicines for the management of locally endemic diseases

1. Identify, five priority research problems/projects, constitute corresponding research groups across departments, provide necessary support

1. Number of research priority identified and initiated.

1. At least Three New Products Developed and commercialized by 2014

Research Priority document and minute of meetings

x x x x x

DG/CEO, TMC,

Research team

leaders, R&DPC

NIPRD and sponsoring

stake holders

NIPRD mandate remains a priority

of FMOH/FGN

2. Number of functional research team constituted.

Number of product dossier submitted to NAFDAC

Sustained commitment of

the management, research teams and technical department

MoU signed on commercialisation

Objective 2: To

provide R & D support on pharmaceutical raw materials (Active Pharmaceutical Ingredients and Excipients) to the local industry /entrepreneurs for sustainable growth and development

Establish regular interactive fora with the pharmaceutical industry to identify key challenges and recommendations

Number of meetings held

2 meetings per annum (Biannual)

Minutes of meetings,

x x x x x

DG/TMC, Industry liaison officer, Head of

Research teams.

NIPRD, Pharmaceu

tical industry,

Development Partners

Stakeholders commitment

Communiqués

Report of pharmaceutical industry

Develop needed raw material (API & Excipients) to pharmaceutical industries based on identified gaps

Number of relevant raw materials developed

At least 3 materials developed by 2014

Materials produced

- x x x x

DG/TMC, Industry liaison officer, Head of

Research teams.

Stakeholder commitment

Annual Reports


42

Objective 3: To

promote and support the commercialization of technologies and products resulting from R & D activities.

Develop and disseminate the Institutes‟ IPR policy

Number of policy document disseminated

50% of identified stakeholders reached by the documents by 2012

IPR Policy

x x x -

DG/ TMC, IPTTO Officer, NOTAP,

Dev. Partners

NIPRD and Partners


of FMOH/FGN


Reports of stakeholders engagement

Improve Institutional structure and capacity for managing IPR issues including establishment of a functional IPTTO office

Functional IPTTO office established by 2013

At least 50% of IPR issues identified resolved

Equipped IPTTO office

- x x x x

Operationlize the institute‟s IPR Policy

Number of Patent filing application done

At least five filings completed

Submitted forms

x x x x x

Objective 4: To

support the growth of local herbal medicine industry in the area of product development

Conduct regional Ethnobotanical Survey for selected diseases

Number of ethnobotanical surveys conducted

At least twenty recipes on each disease collected by 2011

Survey Reports

x x x x

DG/CEO, and

relevant heads of

departments

Research Team, P&T,

MPR&TM, M&E team

Research team/

Collaborating Trail

NIPRD, Pharmaceu

tical industry,


NIPRD mandate remains a critical

element of the FGN NSHDP for

2010 to 2015.

Partner with the TMPs to identify challenges of their practice and support their mitigation

Number of TMPs engaged

At least 2 SMEs based on herbal products

Report of meetings

x x x x x

Establish and maintain relevant laboratories, medicinal plant gardens in strategic ecological zones of Nigeria as may be necessary for the performance of this function.

Number of Laboratories/office and medicinal plant gardens established

At least 3 regional laboratories and medicinal plant gardens established by 2015

Laboratories and medicinal gardens. Activity Report

- x x x x


43

Scientific evaluation of the quality and safety of herbal recipes

Number of technical report and efficacy Data available

Twenty recipes screened by 2011

Reports

x x x x

Centres/Expert

Consultants

Sustained Support and

commitment by the management,

Collaborating stake holders,

research teams and technical department

Preclinical studies of selected recipes.

Number of preclinical studies conducted

Five preclinical studies conducted by 2014

Laboratory notebooks and formulated products

x x x x x

Application for approval from the regulatory agency (NAFDAC).

Number of applications done

4 drug master file or investigators brochure submitted by 2015

Acknowledge letter of application and drug master file x x x x x

NIPRD, Pharmaceu

tical industry,


Application for products and processes Patency

Number of patency certificate received

At least one patent certificate from selected disease area

Acknowledgment of receipt of application by 2012

- x x x

Availability of fund,

stakeholders commitment

Clinical Studies Number of clinical trials conducted

Clinical Trials Phases 2 and 3 Completed by 2014

Clinical Trials Report

x x x x

Sustained Support by

Stake Holders and Availability of

Funds when needed + Industrial Harmony

Pilot Scale production (cGMP) of Formulated Phytomedicines

Number of batches of formulated products produced and GMP documentation

Five batches of formulated products that meets cGMP criteria validated by 2014

Reports

x x x x

Objective 5: To

become a centre of excellence in areas of phytomedicines and

Promote availability of adequate resources as well as establish an effective QMS to

Numbers of Laboratories accredited

Accreditation of 3 laboratories in the area of phytomedicine and raw

QMS manual.

x x x x

DG/CEO, TMC,

Research team

leaders, R&DPC

NIPRD, Pharmaceu

tical industry,


Sustained Support by

Stake Holders and Availability of

Funds when needed +

QMS training and audit reports.


44

pharmaceutical R & D as well as drug quality assessment

ensure accreditation of institutes‟ laboratories

materials R & D and drug assessment by 2015

Certificates of accreditation

and relevant heads of

department

Industrial Harmony

Identify relevant national key health issues, prioritise and design operational research projects to address them.

Report on identified national health issues, report of research teams to address the problems, evidence of report for feedback.

At least three operational research projects identified, initiated, conducted and concluded

Minutes of meetings.

x x x x x Form research groups, engage relevant stakeholders and conduct operational research.

Objective 6: To

serve as a centre for the assessment of toxic materials and evaluation of drugs for acute, sub-acute and chronic toxicity

Improve services and infrastructural capacity for assessment of toxic materials

Number of materials and drugs assessed for toxicity and safety limits

At least 75% of identified materials and drugs assessed

Reports of assessment

x x x x

DG/CEO, TMC,

Research team

leaders, R&DPC

and relevant heads of

department

NIPRD and Partners


of FMOH/FGN


45

PRIORITY AREA 2: Strengthening Institutional Support, Partnership and Collaboration with Relevant Organizations

BROAD OBJECTIVE: To strengthen institutional capacity, promote partnership and collaboration with relevant organizations.

Specific objectives

Interventions Indicators Targets

Means of Verification


Funding Sources

Assumptions

YR 1

YR 2

YR 3

YR 4

YR5

Objective 1: To

establish public private partnerships (PPP) to boost funding for research, product development and commercialization

Develop guidelines for the Institute‟s engagement with the private sector

Number of MOUs signed

At least 3 PPP stakeholders meeting annually

Minutes of meetings.

x x x x

DG, TMC, manufacturing

sector

FGN/NIPRD and Private

sector stakeholders


NIPRD and Private sector stakeholders

Identify and implement projects/processes suitable for partnership

% of PPP projects completed

At least 3 PPP funded activity/projects completed by 2015

Reports of PPP Project

x x x x x Functional PPP Forum established

Availability of PPP manual and MOU,

Dissemination of information to relevant stake holders

Number of stake holders indicating interest to partner with the institute

70% of mapped stakeholders reached

Reports

x x x x x

Objective 2: To

strengthen institutional capacity to access local and private sector funding for research and development activities

Establish a desk for Institute‟s research grants application process.

Number of proposal submitted

At least 20 competitive research proposals written and submitted by 2015

Grant desk established

x x - - -

DG, TMC, Pharmaceutical and related

industries, Heads of relevant

departments and units


sector stakeholders

Sustained support from stakeholders, availability of

funds and industrial harmony

% of successful proposals

Copies of proposals submitted

Conduct and facilitate regular training and skill upgrade in proposal writing

Number of staff trained

100% of relevant staff trained by 2013

Training reports

- x x x x

Appoint research staff as grant reviewers for in-house training

Number of staff trained by the grant reviewers

50% of mapped staff trained

Training reports

x x x x x


46

Develop a closer relationship with relevant professional associations

30% increase in the number of engagements with relevant professional and scientific association

Number of conferences co organized/co sponsored with professional associations

Signed MoUs

x x x x x

Facilitate staff attendance of national and international conferences

40% increase in the number of staff facilitated to attend national and international meetings

Number of presentation/conference/workshop reports submitted by staff

Report of attendance, Certificate of Participation

x x x x x

Ensure the regular production and distribution of NIPRDs publications

To achieve 50% increase in the international patronage and impact factor of JOPAT

Number of journal indexing organisations citing JOPAT; Impact factor. Number of international papers accepted

Publications produced

x x x x x

Specific Objective 3: To

improve institutional research and development capacity to enhance effective collaboration and partnership

Upgrade existing facilities, capacities and training resources towards attracting partnership and collaboration.

30% increase in the number of papers and presentations towards policy formulation and implementation

30% increase in level of patronage (professional services, contract research and membership of national committees) by public

Minutes of meetings, Quarterly and Annual reports

x x x x x

DG, TMC, manufacturing sector, Heads

of relevant departments

and units

FGN/NIPRD, Developmen

t Partners and Private

sector stakeholders

Sustained support from stakeholders, availability of

funds and industrial harmony


47

Strengthen human capacity and physical infrastructure for research service delivery to the community

30% increase in level of patronage (professional services, contract research and membership of national committees) by public and private organizations

Number of Research staff participating in operational research; number of additional equipment procured

Relevant reports

x x x x x

30% increase in number of peer reviewed scientific publications

x x x x x

At least 30% increase in the level of implementation of QMS policy

x x x x x

Objective 4:

Develop and maintain a sustainable knowledge exchange platform

Organize regular departmental and Institute seminars

At least 40% increase in the number of institutional and national seminars/workshops and conferences held and documented

Availability of departmental and Institute seminar reports

Reports

x x x x x DG, TMC,

manufacturing sector, Heads

of relevant departments

and units


sector stakeholders


NIPRD and Private sector stakeholders Develop a closer

relationship with relevant professional associations

30% increase in the number of engagements with relevant professional and scientific association


MoUs or agreements signed

x x x x

Objective 5:

Develop a reliable system for initiating/ sustaining partnerships and collaborations

Develop and implement specific partnership and collaborations arrangements with relevant organizations

At least five new MOUs developed and signed by 2015

Five new MOUs available


x x x x

DG, TMC, and Heads of

relevant departments

and units

FGN/NIPRD and relevant

Partners


NIPRD and Partners


48

Pursue institutional affiliation with Universities that have strong activities in areas relevant to the institute

NIPRD affiliated to at least 2 Universities by 2015

Affiliation agreement with 2 Universities available


x x

x


49

Priority Area 3: Procurement and Logistic Management of Pharmaceutical Products and Commodities

BROAD OBJECTIVE: To strengthen NIPRD procurement and logistic system by 2015

Specific objectives



Funding Sources

Assumptions

YR 1

YR 2

YR 3

YR 4

YR 5

Objective 1: To

establish an effective procurement and supply management (PAM) unit for NIPRD

Create a separate PSM Unit and ensure appropriate staffing

Number of dedicated staff

Functional PSM unit by 2012

Staff Job Schedule

x x x x x

DG/CEO, TMC

NIPRD Sustained political will by the board and TMC

75% of all Procurement managed by the unit by 2015

Unit TOR

Constitute/Reactivate the procurement committee to be chaired by the DG


At least 2 meetings per annum

Minutes of meetings

x x x

DG/CEO NIPRD Stakeholders commitment

Adopt/adapt National Procurement Act and the LMIS

Proportion of PSM activities conducted based on national documents

All relevant documented adopted and made available by 2012

Report of adaptation workshop

x x x

DG/CEO, TMC

NIPRD Stakeholders commitment

Relevant documents

Head of Unit

Objective 2: To

enhance the efficiency of the procurement unit

Train relevant staff on Procurement, Quantification, LMIS, Storage & Distribution

Number of relevant staff trained

100% of seconded staff trained on PSM by 2013

Training report

x x x x x

DG/CEO, TMC

NIPRD Sustained commitment of NIPRD Management

Certificate of training

Head of Unit

Develop Logistic Management tools

Number of tools developed and in use

Logistic management tools disseminated by 2013

Copies of the tools x x x x x

Head of Unit NIPRD Stakeholders commitment

Acquire relevant software and infrastructural support for Logistic management

Number of software, hardware and other infrastructure acquired

At least one Logistic Management software operational on all unit computers

PSM Report

x x x x x

DG, Procurement Committee,

NIPRD Sustained commitment of NIPRD Management

Acquired software and hardware

Head of Unit


50

Priority Area 4: Planning, Monitoring and Evaluation

BROAD OBJECTIVE: To establish and implement an effective planning, monitoring and evaluation system by 2012

Specific objectives



Funding Sources

Assumptions

YR 1

YR 2

YR 3

YR 4

YR 5

Objective 1: To

promote effective planning, monitoring and evaluation of the Institutes programmes

Develop Planning and M&E Framework for NIPRD in line with NHMIS

NIPRD Planning and M&E Framework developed

Framework developed and disseminated by 2012

Reports of workshops

x x x x x

DG/CEO, DPRS/FMOH NIPRD

and Partners

NIPRD mandate remains a priority of

FMOH/FGN Stakeholders

commitment is sustained

Finalized document

Head M&E unit

Develop yearly operational plan from the NIPRD strategic plan

Number of annual operational plans developed

Yearly operational plan developed

Operational plan

x x x x x

DG/CEO, Head Planning and M&E unit NIPRD Report of

planning workshop

Develop and utilize Result/Performance Framework to track progress

Proportion of the result framework updated

All domains of the result framework updated yearly

Updated document

x x x x x

DG/CEO, Head Planning and M&E unit, M&E TWG

NIPRD

Ensure periodic and regular review of the strategic and operational plans

Number of periodic review conducted

At least 2 periodic reviews of operational and strategic plan

Review Report

x x x x x

DG/CEO, TMC,

NIPRD and

Partners Revised Plan Head M&E

Unit

Compile and disseminate periodic report of the institute

Number of quarterly/annual reports disseminated

At least one annual report and 2 quarterly report per annum

Copies of the report

x x x x x

Head M&E Unit

NIPRD

Objective 2: To

strengthen the institutional M&E system

Equip and staff the Planning and M&E Unit

Number of designated staff seconded

At least 4 staff seconded

Job schedule of staff x

x x x

DG/CEO, TMC,

NIPRD and

Partners Stakeholders

commitment is sustained

Number of computers provided

80% of required infrastructure provided

Infrastructures provided

Train relevant officers on Planning,

Number of staff trained

All designated staff trained by 2012

Training report

x

x x x DG/CEO, TMC,


51

Monitoring and Evaluation

Certificate of training

Develop and disseminate M&E tools for data generation and transmission

Proportion of identified tools developed and disseminated

80% of M&E tools developed and disseminated to all stakeholders by 2013

Workshop Reports

x

x x x

Head M&E Unit

Tools developed

Acquire relevant software for data management and create a database

Proportion of data managed with the software

Functional software and data base by 2012

Installed software and data bank

x x x

DG/CEO, Head Planning and M&E unit, M&E TWG NIPRD

and Partners

Objective 3:

Generate information for action

Conduct biannual review meetings of M&E TWG to generate information for action.

Number of TWG meeting conducted

At least one meeting per annum

Minutes of meeting

x

x x x

DG/CEO, Head Planning and M&E unit, M&E TWG

Stakeholders commitment is

sustained


52

Priority Area 5: Policy Development, Coordination and Quality Management System

BROAD OBJECTIVE: To develop and implement relevant institutional policies that will promote a transparent, effective governance and coordination of R&D in NIPRD by 2012 Specific Objectives

Intervention Indicators Targets Means of Verification


Funding Source

Assumptions

YR 1

YR 2

YR 3

YR 4

YR 5

Objective 1: To put

in place an effective Quality Management System for all units of the Institute

Develop and revise QMS policy and plans

QMS Policy developed

QMS Policy developed by 2012

Revised QMS Policy and Plans

x x x x x

DG, T M C, DA

NIPRD and Partners

Funding will be provided and

sustained; Stakeholders‟ commitment

assured

International or local (SON) Corporate ISO certification attained by 2014

Implement the QMS Plans and track progress

Proportion of planned activities accomplished

70% of QMS plan implemented by 2014

Plan evaluation report

x x x x x

DG, T M C, DA and Head of Units

NIPRD

Train relevant staffs on QMS in all units.

Number of people trained

At least 70% of mapped staff trained

Training Report

x x x x x

TMC, HOOD and HOUs

NIPRD and Partners

Functional Quality Management System by 2014.

QMS Report

Objective 2: To

strengthen NIPRD management capacity

Review the scheme/conditions of service; Job description of key management staff

Number of documents reviewed

All relevant documents including JD reviewed by 2013

Revised Scheme of service and other documents

x x x x

DG, T M C, DA and Head of Units

NIPRD

Stakeholders‟ commitment

assured Conduct management training for members of TMC

Number of people trained

All management staff received at least one management training by 2013

Training report; Certificate of training

x x x x

DG, T M C, DA

NIPRD


53

Objective 3: To

develop/review and adapt relevant policies/guideline based on the mandates of the institute

Establish a platform for policy/guidelines review and adaptation

Number of Policy/Guidelines developed or adapted

75% of identified policy and guide for review/adaptation finalized

Revised documents; Activity Report x x x

DG/CEO, TMC and Head of Departments and Units

NIPRD and Partners Stakeholders‟

commitment assured

Objective 4: To

strengthen/constitute and operationalize coordination platforms/committees

Institutionalize regular meeting of TMC and implementation of decisions

Number of TMC meeting held

80% of all meetings and all decisions achieved

Minutes of meetings

X x x x x

DG/CEO; TMC

NIPRD and

Partners

Stakeholders‟ commitment

assured

Proportion of decisions implemented

Constitute and operationalize Research and Development programmes committee (R&DPC)

Number of meeting held

At least two meetings per annum

Minutes of meeting

x x x x x

DG/CEO, TMC and Head of Departments and Units


54

PRIORITY AREA 6: Human Capacity Development

BROAD OBJECTIVE: Strengthen human capital development in health research to achieve the mandate of the Institute (number, knowledge and skills) Specific objectives Interventions Indicators Targets Means of

Verification Timeframe Responsible

Stakeholders Funding Sources

Assumptions

YR 1

YR 2

YR 3

YR 4

YR 5

To develop capacity building plan for officers of NIPRD

Conduct a training needs assessment for key officers of NIPRD

Proportion of the relevant staffs assessed

Training needs assessment of all key officers completed by 2012

Report of Assessment

x x - - -

DG, DA, TMC NIPRD

Stakeholders commitment is

assured

Develop and Implement a capacity development plan based on identified needs

Proportion of identified staffs trained

80% of mapped staff received appropriate trainings

Training Report

- x x x x

DG, DA, TMC, HODs

NIPRD and Partners Training

certificate

Objective 2: To

establish mechanism for maintaining human capital requirement for the institute

Operationalise the Institutes „ appointments and promotion guidelines to meet minimum staffing requirement

Number of deserving staff appointed and promoted

80% of deserving appointments and promotion completed

A&P committee report, NIPRD Annual Report

x x x x x

DG, DA, TMC NIPRD

Objective 3: To

institutionalize performance based Human Resource Management

Conduct annual performance evaluation for key officers based on performance target and Job Description

Number of key management and technical staff appraised

At least 90 % key officers of NIPRD appraised annually

Report of Appraisals; Departmental report

x x x x x

DG, DA, TMC NIPRD

NIPRD mandate remains a priority of

FMOH/FGN Establish mechanism/platform for reward and disciplinary system

Number of staff rewarded/sanctioned

At least 50% of deserving officers are rewarded or sanctioned

Committee reports

- x x x x

DG, DA, TMC, HODs

NIPRD


55

Objective 4: To

promote exchange programs and facilitate external postings for on-the-job training

Institutionalize external posting of technical staff to relevant organization

Number of staff sent for external postings/ attachments

50% of mapped research officer must have participated in a posting or an attachment by 2014

Report of postings; Departmental Report x x x x x

DG, DA, TMC, HODs

NIPRD and Partners

Relevant stakeholders

will be committed


56

PRIORITY AREA 7: Building, Equipment and Infrastructural facility for Research and Development

BROAD OBJECTIVE: To ensure the availability, functionality of equipment and infrastructural facilities for effective R & D by 2012.

Specific Objectives

Interventions Targets Indicators Means of Verification


Funding Sources

Assumptions

YR 1

YR 2

YR 3

YR 4

YR 5

Objective 1:

Furnishing and equipping of the NIPRD Laboratory Complex

Procurement and installation of office /laboratory equipment and furniture

Office /laboratory equipment, furniture and sundry items provided and installed

Number of office /laboratory equipment, furniture and sundry items provided, installed and put to use

Activity report and physical inspection

- x x x x

DG, T M C, DA and Procurement Unit

Annual Budget; Grants and donations

Require funds and materials will

be made available

Provision of essential sundry items and commissioning of the NIPRD Laboratory complex

NIPRD laboratory Complex commissioned by year 2012

Number of offices and laboratories put to use

Activity report and physical inspection

- x x x x

DG, T M C, DA

Annual Budget Grants and donations

Objectives 2:

To establish an effective infrastructure management, equipment service/ maintenance

Develop an infrastructure management guidelines and plan

Number of product ISO certification.

NIPRD Infrastructure management plan implemented by 2011

Activity Report

- x x x x

DG, T M C, HODs

Annual Budget; Grants

and donations

Stakeholders will be committed

Number meetings of infrastructural management committee.

Equipment and Infrastructure

Conduct annual equipment and infrastructural facility census and review for gap identification, carry out activities to fill the gaps

Number of new equipments and other infrastructure acquired

Eighty (80) % of all equipment and infrastructures required functional by 2014.

Functional Equipment and Infrastructure

x x x x x

Central Laboratory Committee


57

Objective 3:

Establish an operational central laboratory system for ease of maintenance and efficiency

Develop guidelines for NIPRD central laboratory

Availability of guidelines

To have a functional central lab facility for the Institute

Guideline developed

x x - - -

Central Laboratory Committee

Annual Budget; Grants

and donations

Stakeholders will be committed

Establish management and coordination teams to manage NIPRD central laboratory system

Committee in place and functional

To put in place a sound laboratory management and coordination system

Committee reports

x x x x x

DG, T M C, DA


58

PRIORITY AREA 8: Advocacy, Communication and Resource Mobilization

BROAD OBJECTIVE: To put in place an effective advocacy, communication and resource mobilization strategy by 2013

Specific Objectives

Strategic Interventions

Targets Indicators Means of Verification

Timeframe Responsible Stakeholder

Funding Sources

Assumptions

YR 1

YR 2

YR 3

YR 4

YR 5

Objective 1: To

develop an institutional strategic framework for advocacy, communication and resource mobilization

Create and second staff to the Advocacy, Communication and Resource Mobilization (ACRM) unit

Number of staff seconded to ACRM unit

A functional ACRM unit by 2013

ACRM Unit; Unit Reports

x x x x x

DG, T M C, DA

NIPRD

NIPRD Management is committed

Develop and operationalize ACRM Framework and Implementation Plan

ACRM Framework and Implementation Plan operationalized

50% of Planned ACRM activities

ACRM Framework and Implementation Plan document

x x x x x

DG, T M C, Head of Unit

NIPRD

Constitute and operationalize ACRM Committee


A functional committee operationalized by 2013

Minutes of meetings

X x x x x

DG, Head of Unit

NIPRD

Objective 2: To

develop and disseminate advocacy, communication and Resource mobilization tools for NIPRD

Develop, adapt and disseminate ACRM tools to meet the needs of NIPRD.

Number of tools developed

50% of identified tools developed and disseminated

Tools and other materials developed

x x x x x

TMC, Head of Unit

NIPRD and

others Partners


Establish a platform for data collection, storage, analysis and dissemination.

Availability of accessible drug information.

Establishment of a functional online database on drug information developed and maintained by 2013

x x


59

Development of a functional online drug information database management system for use by public, regulatory bodies and policy makers.

Availability and accessibility of drug information

Establishment of a functional online data base on drug information by 2013

x x x

Objective 3:

Publicize the expert services and potentials of the institute

Develop and disseminate quarterly newsletter of the institute

Number of newsletter published per annum

At least 3 newsletter published per annum

Published newsletter

x x x x

DG, DA, Head of Unit

NIPRD and

other Partners


Develop and place media materials on mass media on activities, successes on TV, Radio, brochures, consultancy flier, NIRA, JOPAT, etc )

Number materials placed on TV, Radio, brochure, etc

50% of media plan accomplished by 2015

Copies of materials in place

x x x x x

DG, T M C, Head of Unit

Organize regular departmental and Institute seminars

At least 40% increase in the number of institutional and national seminars/workshops and conferences held and documented


Reports

x x x x x

DG, TMC, HODs/HOUs.

Objective 4:

Improve ICT infrastructure, automate management of Human resource, finance, man Library, clinic, research laboratories etc

Develop/upgrade and maintain NIPRD website

Functional website available

Functional website in place by 2012

NIPRD website x x x x x

DG, DA, Head of Unit

NIPRD, Develop

ment Partners

and Private sector

stakeholders

Utilise ICT, Press and Media resources to enhance capacity, services, security and popularize NIPRD programmes and projects

NIPRD visibility enhanced by 60% by 2013

x x x x x


60

Costed Implementation Plan


61

PRIORITY AREA 1: Research and Development of Drugs, Phytomedicines and Pharmaceutical Raw Materials (Api and Excipients).

BROAD OBJECTIVE: To provide evidence based information, new technologies and products for the management of locally endemic diseases by 2015.

Specific objectives Strategic Interventions Targets Cost

Objective 1: To develop new drugs, phytomedicines, traditional and herbal medicines for the management of locally endemic diseases

1.1. Identify, five priority research problems/projects, constitute corresponding research groups across departments, provide necessary support

At least Three New Products Developed and commercialized by 2014

11,148,000.00

Objective 2: To provide R & D support on pharmaceutical raw materials (Active Pharmaceutical Ingredients and Excipients) to the local industry /entrepreneurs for sustainable growth and development

2.1. Establish regular interactive fora with the pharmaceutical industry to identify key challenges and recommendations

2 meetings per annum (Biannual)

3,690,000

2.2. Develop needed raw material (API & Excipients) to pharmaceutical industries based on identified gaps

At least 3 materials developed by 2014

81,600,000.00

Objective 3: To promote and support the commercialization of technologies and products resulting from R & D activities.

3.1. Develop and disseminate the Institutes‟ IPR policy

50% of identified stakeholders reached by the documents by 2012 3,600,000.00

3.2. Improve Institutional structure and capacity for managing IPR issues including establishment of a functional IPTTO office

At least 50% of IPR issues identified resolved

1,800,000.00

Objective 4: To support the growth of local herbal medicine industry in the area of product development

4.1. Conduct regional Ethnobotanical Survey for selected diseases

Number of ethnobotanical Reports 32,710,500.00

4.2. Engage in partnership with the TMPs towards identifying the challenges of their practice and support their mitigation

Establishment of at least 2 SMEs based on herbal products 8,400,000.00

4.3. Establish and maintain relevant laboratories, medicinal plant gardens in strategic ecological zones of Nigeria as may be necessary for the performance of this function.

Establishment of at least 3 regional laboratories/offices and medicinal plant gardens

37,500,000.00

4.4. Scientific evaluation of the quality and safety of herbal recipes

Number of technical report and efficacy Data available 27,120,000.00

4.5. Preclinical studies of selected recipes. Laboratory notebooks and formulated products 32,887,710.00


62

4.6. Development and Submission of DMF/brochure to NAFDAC.

Acknowledge letter of application and drug master file 2,080,000.00

4.7. Application for products and processes Patency

At least one patent certificate from selected disease area 5,000,000.00

Clinical Studies Clinical Trials Data Available 133,572,000.00

4.8. Pilot Scale production (cGMP) of Formulated Phytomedicines

Number of batches of formulated products produced and GMP documentation 60,000,000.00

4.9. Application for Registration by regulatory agency (NAFDAC)

Acknowledgement letter of application and drug master file 3,270,000.00

Objective 5: To become a centre of excellence in areas of phytomedicines and pharmaceutical R & D as well as drug quality assessment

5.1. Promote availability of adequate resources as well as establish an effective QMS to ensure accreditation of institutes‟ laboratories

Accreditation of 3 laboratories in the area of phytomedicine and raw materials R & D and drug assessment by 2015 22,500,000.00

5.2. Identify relevant national key health issues, prioritise and design operational research projects to address them.

At least three operational research projects identified, initiated, conducted and concluded

4,600,000.00

5.3. Form research groups, engage relevant stakeholders and conduct operational research. 18,750,000.00

5.4. Establish a dissemination mechanism to feed back stakeholders relevant to implementation of national health policies. 4,200,000.00

Objective 6: To serve as a centre for the assessment of toxic materials and evaluation of drugs for acute, sub-acute and chronic toxicity

6.1. Improve services and infrastructural capacity for assessment of toxic materials

At least 75% of identified materials and drugs assessed

30,000,000.00

Total for Priority Area 1 524,428,210.00


63

PRIORITY AREA 2: Strengthening institutional support, partnership and collaboration with relevant organizations

BROAD OBJECTIVE: To strengthen institutional capacity, promote partnership and collaboration with relevant organizations.


Objective 1: To establish public private partnerships (PPP) to boost funding for research, product development and commercialization

1.1. Develop guidelines for the Institute‟s engagement with the private sector

At least 3 PPP stakeholders meeting annually 11,991,000.00

1.2. Identify and implement projects/processes suitable for partnership

At least 3 PPP funded activity/projects completed by 2015 6,181,500.00

1.3. Dissemination of information to relevant stake holders

Number of minutes of meetings held 7,614,000.00

Objective 2: To strengthen institutional capacity to access local and private sector funding for research and development activities

2.1. Establish a desk for Institute‟s research grants application process.

At least 20 competitive research proposals written and submitted by 2015 750,000.00

2.2. Conduct and facilitate regular training and skill upgrade in proposal writing

100% of relevant staff trained by 2013

25,800,000.00

2.3. Second research staff as grant reviewers for in-house training

50% of mapped staff trained

-

2.4. Develop a closer relationship with relevant professional associations

Number of conferences co organized/co sponsored with professional associations -

2.5. Facilitate staff attendance of national and international conferences

Number of presentation/conference/workshop reports submitted by staff 129,096,000.00

2.6. Ensure the regular production and distribution of NIPRDs publications

Number of journal indexing organisations citing JOPAT; Impact factor. Number of international papers accepted 13,242,000.00

Specific Objective 3: To improve institutional research and development capacity to enhance effective collaboration and partnership

3.1. Upgrade existing facilities, capacities and training resources towards attracting partnership and collaboration.

30% increase in level of patronage (professional services, contract research and membership of national committees) by public 194,580,000.00

3.2. Increase human capacity and physical infrastructure for research service delivery to the community

Number of Research staff participating in operational research; number of additional equipment procured 118,890,000.00

Objective 4: Develop and maintain a sustainable knowledge exchange platform

4.1. Organize regular departmental and Institute seminars

Quarterly departmental and Institute seminars 12,000,000.00

4.2. Develop a closer relationship with relevant professional associations



64

Objective 5: Develop a reliable system for initiating/ sustaining partnerships and collaborations

5.1. Develop and implement specific partnership and collaborations arrangements with relevant organizations

Five new MOUs available

5,000,000

5.2. Pursue institutional affiliation with Universities that have strong activities in areas relevant to the institute

Affiliation agreement with 2 Universities available

11,295,000.00

Total Cost for Priority Area 2 536,439,500.00


65

PRIORITY AREA 3: Procurement and Logistic Management of Pharmaceutical Products and Commodities

BROAD OBJECTIVE: To strengthen NIPRD procurement and logistic system by 2015

Specific objectives Strategic Interventions Targets Cost for SP

Objective 1: To establish an effective procurement and supply management PSM) unit for NIPRD

1.1. Create a separate PSM Unit and ensure appropriate staffing

Functional PSM unit by 2012

Nil 75% of all Procurement managed by the unit by 2015

1.2. Constitute/Reactivate the procurement committee to be chaired by the DG

At least 2 meetings per annum 664,000.00

1.3. Adopt/adapt National Procurement Act and the LMIS

All relevant documented adopted and made available by 2012 750,000.00

Objective 2: To enhance the efficiency of the procurement unit

2.1. Train relevant staff on Procurement, Quantification, LMIS, Storage & Distribution

100% of seconded staff trained on PSM by 2013 5,505,999.00

2.2. Develop Logistic Management tools All Logistic management tools developed and disseminated by 2013 10,600,000.00

2.3. Acquire relevant software and infrastructural support for Logistic management

At least one Logistic Management software operational on all unit computers 15,000,000.00



66

PRIORITY AREA 4: Planning, Monitoring and Evaluation BROAD OBJECTIVE: To establish and implement an effective planning, monitoring and evaluation system by 2012


Objective 1: To promote effective planning, monitoring and evaluation of the Institutes programmes

1.1. Develop Planning and M&E Framework for NIPRD in line with NHMIS

Framework developed and disseminated by 2012 3,340,500.00

1.2. Develop yearly operational plan from the NIPRD strategic plan

Yearly operational plan developed

2,475,000.00

1.3. Develop and utilize Result/Performance Framework to track progress

All domains of the result framework updated yearly 1,531,500.00

1.4. Ensure periodic and regular review of the strategic and operational plans

At least 2 periodic reviews of operational and strategic plan 3,320,000.00

1.5. Compile and disseminate periodic report of the institute

At least one annual report and 2 quarterly report per annum 5,950,000.00

Objective 2: To strengthen the institutional M&E system

2.1. Equip and staff the Planning and M&E Unit

At least 4 staff seconded

3,750,000.00 80% of required infrastructure provided

2.2. Train relevant officers on Planning, Monitoring and Evaluation

All designated staff trained by 2012

7,125,000.00

2.3. Develop and disseminate M&E tools for data generation and transmission

80% of M&E tools developed and disseminated to all stakeholders by 2013 3,750,000.00

2.4. Acquire relevant software for data management and create a database

Functional software and data base by 2012

4,350,000.00

Objective 3: To generate information for action

3.1. Conduct biannual review meetings of M&E TWG to generate.

At least one meeting per annum

1,275,000.00



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PRIORITY AREA 5: Policy Development, Coordination and Quality Management System BROAD OBJECTIVE: To develop and implement relevant institutional policies that will promote a transparent, effective governance

and coordination of R&D in NIPRD by 2012

Specific Objectives Activity / Intervention Targets Cost

Objective 1: To put in place an effective Quality Management System for all units of the Institute

1.1. Develop and revise QMS policy and plans

QMS Policy developed by 2012

10,304,600.00

International or local (SON) Corporate ISO certification attained by 2014

1.2. Implement the QMS Plans and track progress

70% of QMS plan implemented by 2014 126,000,000.00

1.3. Train relevant staffs on QMS in all units.

At least 70% of mapped staff trained

5,000,000.00 Functional Quality Management System by 2014.

Objective 2: To strengthen NIPRD management capacity

2.1. Review the scheme/conditions of service; Job description of key management staff

All relevant documents including JD reviewed by 2013

8,880,000.00

2.2. Conduct management training for members of TMC

All management staff received at least one management training by 2013 10,500.00

Objective 3: To develop/review and adapt relevant policies/guideline based on the mandates of the institute

3.1. Establish a platform for policy/guidelines review and adaptation

75% of identified policy and guide for review/adaptation finalized

-

Objective 4: To strengthen/constitute and operationalize coordination platforms/committees

4.1. Institutionalize regular meeting of TMC and implementation of decisions

80% of all meetings and all decisions achieved

1,800,000.00

4.2. Constitute and operationalize Research and Development programmes committee (R&DPC)

At least two meetings per annum

1,800,000.00

Total for Priority Area 5 153,795,100


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PRIORITY AREA 6: Human Capacity Development

BROAD OBJECTIVE: Strengthen human capital development in health research to achieve the mandate of the Institute (number, knowledge and skills)


To develop capacity building plan for officers of NIPRD

1.1. Conduct a training needs assessment for key officers of NIPRD

Training needs assessment of all key officers completed by 2012 600,000.00

1.2. Develop and Implement a capacity development plan based on identified needs

80% of mapped staff received appropriate trainings

71,609,000.00

Objective 2: To establish mechanism for maintaining human capital requirement for the institute

2.1. Operationalise the Institutes „ appointments and promotion guidelines to meet minimum staffing requirement

80% of deserving appointments and promotion completed

-

Objective 3: To institutionalize performance based Human Resource Management

3.1. Conduct annual performance evaluation for key officers based on performance target and Job Description

At least 90 % key officers of NIPRD appraised annually

12,450,000.00

3.2. Establish mechanism/platform for reward and disciplinary system

At least 50% of deserving officers are rewarded or sanctioned 7,620,000.00

Objective 4: To promote exchange programs and facilitate external postings for on-the-job training

4.1. Institutionalize external posting of technical staff to relevant organization

50% of mapped research officer must have participated in a posting or an attachment by 2014

154,827,000.00



69

PRIORITY AREA 7: Building, Equipment and Infrastructural facility for Research and Development

BROAD OBJECTIVE: To ensure the availability, functionality of equipment and infrastructural facilities for effective R & D by 2012.

Specific Objectives Strategic Interventions Targets Cost

Objective 1: Furnishing and equipping of the NIPRD Laboratory Complex

1.1. Procurement and installation of office /laboratory equipment and furniture

Office /laboratory equipment, furniture and sundry items provided and installed 624,420,000.00

1.2. Provision of essential sundry items and commissioning of the NIPRD Laboratory complex

NIPRD laboratory Complex commissioned by year 2012 41,160,000.00

Objectives 2: To establish an effective infrastructure management, equipment service/ maintenance

2.1. Develop an infrastructure management guidelines and plan

NIPRD Infrastructure management plan implemented by 2011 978,000.00

2.2. Conduct annual equipment and infrastructural facility census and review for gap identification, carry out activities to fill the gaps

Eighty (80) % of all equipment and infrastructures required functional by 2014.

18,450,000.00

Objective 3: Establish an operational central laboratory system for ease of maintenance and efficiency

3.1. Develop guidelines for NIPRD central laboratory To have a functional central lab facility for the Institute 1,878,000.00

3.2. Establish management and coordination teams to manage NIPRD central laboratory system

To put in place a sound laboratory management and coordination system

1,023,000.00

Total for Priority 7 687,909,000.00


70

PRIORITY AREA 8: Advocacy, Communication and Resource Mobilization

BROAD OBJECTIVE: To put in place an effective advocacy, communication and resource mobilization strategy by 2013

Specific Objectives Strategic Interventions Targets Cost for SP

Objective 1: To develop an institutional strategic framework for advocacy, communication and resource mobilization

1.1. Create and second staff to the Advocacy, Communication and Resource Mobilization (ACRM) unit

A functional ACRM unit by 2013 11,247,000

1.2. Develop and operationalize ACRM Framework and Implementation Plan

50% of Planned ACRM activities 1,500,000.00

1.3. Constitute and operationalize ACRM Committee

A functional and supportive committee operationalized by 2013

-

Objective 2: To develop and disseminate advocacy, communication and Resource mobilization tools for NIPRD

2.1. Develop, adapt and disseminate ACRM tools to meet the needs of NIPRD.

50% of identified tools developed and disseminated

8,900,000

2.2. Establish a platform for data collection, storage, analysis and dissemination.

Establishment of a functional online database on drug information developed and maintained by 2013

-

2.3. Development of a functional online drug information database management system for use by public, regulatory bodies and policy makers.

Establishment of a functional online data base on drug information by 2013

13,730,000

Objective 3: Publicize the expert services and potentials of the institute

3.1. Develop and disseminate quarterly newsletter of the institute

At least 3 newsletter published per annum

15,000,000.00

3.2. Develop and place media materials on mass media on activities, successes on TV, Radio, brochures, consultancy flier, NIRA, JOPAT, etc )

50% of media plan accomplished by 2015

31,797,000.00

3.3. Organize regular departmental and Institute seminars


7,140,000.00

Objective 4: Improve ICT infrastructure, automate management of Human resource, finance, man Library, clinic, research laboratories etc

4.1. Develop/upgrade NIPRD website Functional website in place by 2012 10,280,000

4.2. Utilise ICT, Press and Media resources to enhance capacity, services, security and popularize NIPRD programmes and projects

NIPRD visibility enhanced by 60% by 2013

4,140,000.00

Total for Priority Area 8 103,734,000


71

Cost Summary for NIPRD Strategic Plan.

Area Estimated cost, 2011-2015 (Naira)

Priority Area 1 524,428,210








Total cost for all Priority Areas 2,322,798,809

Documents

National Institute for Pharmaceutical Research and Development … · 2014-08-15 · The development of a Strategic Plan for the National Institute for Pharmaceutical Research and