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buy cialis super active:The first area that I focused on was our operation systems. I noted that there were several documents meant to enable us operate efficiently and transparently that were either not in place or not up to date. The lack of relevant policy documents presents opportunities for systems to be abused. One of the things I did was to constitute a committee to develop a finance manual to streamline handling of funds from donors, exchequer and from other sources like the income generating activities that we run. We now have a Finance Manual in place.

We next focused on a very critical area - the human resource. Although we have been running the human resource (HR) department for many years, we felt there was a need to review some of the documents in use at the HR department. This became necessary because the government has also been very pro-active in ensuring that the terms and conditions of service of its labour force is constantly reviewed to enhance effectiveness, competitiveness and fairness in the discharge of assigned responsibilities

. It is under this context that a new Employment Act was enacted in the year 2007. We therefore had to revise our human resource documents to be in line with this Employment Act. We now have a revised KEMRI Staff Service Regulations document. Preparation of a revised Human Resource Manual is now complete and awaiting Board approval.

We also embarked on a review of our Training programme. So, what I did was again to institute a committee to look at our training policies and procedures. I’m happy to say that we now have a Training Policy which is very clear on who should be trained, which kind of training one should undertake, and when.

We have also updated and re-designed our website. We needed to create a website which is interactive, and which contains more functionalities. We have succeeded in achieving this. There are plans to strengthen our ICT functions even further in the coming months. Soon we shall be introducing an Enterprise Resource Planning system that will integrate accounts, finance and human resource departments. We shall also introduce VOIP services and enhanced email solutions, among other ICT services that will be brought on board. Through the support of Hewlett-Packard (HP) and Clinton Health Access Initiative (CHAI), we have already installed a multi-million shilling Server at the KEMRI Headquarters, which will provide a platform to support these ICT changes.

We have revised our Strategic Plan to align it with the Government’s Mid-Term Expenditure Framework, the Vision 2030 and other national health policy documents. We have expanded our core research programmes to include research on the rather rapidly emerging national and global health challenges due to non-communicable diseases, often called lifestyle diseases – hypertension, diabetes, cardiovascular diseases, mental and dental health and cancer. The Institute will continue to intensify her research on traditional medicines, infectious and parasitic diseases, public health and health systems and continue to embrace modern biotechnology.  A programme on Sexual Reproductive and Child Health has been initiated in order to accelerate efforts to achieve Millennium Development Goals (MDGs), specifically MDGs 4, 5 and 6.

Again in line with the need to make service delivery more efficient and responsive to customer needs, we have revised our service charter, including running a Kiswahili translation of it.  Other documents that we have been able to develop include the intellectual property rights policy and the income generation policy. The latter is particularly important in that it allows a mechanism where the efforts of individual staff members can be rewarded. If there is a particular laboratory, for example, which has developed a product that has commercial value and the product is actually being sold; then it is only fair that the people who have developed that product are appropriately appreciated. The income generation policy attempts to address issues of staff motivation. The document is, however, still under preparation.

Overall, it is my belief that we have made very good efforts to put in place systems backed by written policies. It may be necessary to begin to measure the impact of these changes. I am aware our collaborators have been monitoring closely the developments at the Institute, noting that over 75 per cent of our funding is from international collaborators.

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buy cialis super active:All funding

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buy cialis super active:Yes. In fact the figure can even be higher. For 2009/2010 financial year, the figure was about 83 per cent in external funding, even though there was still an increase in exchequer funding of about 22 per cent during the same financial year. That is during the first year as acting director, we witnessed an increase in externally-sourced funds from a target of Kshs 3.76 billion shillings to actual receipts of Kshs 6.15 billion.

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buy cialis super active Almost doubling it. That is clear evidence that the confidence amongst our collaborators has been restored, and that there are now systems in place to manage increased funding.

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buy cialis super active: Yes it is. And then of course there was also translation of research into products, publications and services. So many publications are rolling out right now; so are many research projects. There has been a phenomenal growth in research at the Institute as evidenced by returns of the performance contract indicators.

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buy cialis super active And then in addition to that I have received quite a number of delegations from various universities and research institutions  in Europe, in the US and even Australia. Australians who have not had a conspicuous presence in research in Africa have shown interest in collaborating with KEMRI, and I’ve already signed a Memorandum of Understanding with one of the universities in Australia. We hope this will open up more opportunities for additional funding, and even more research activity.

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buy cialis super active:You are absolutely right. Definitely there is that public element in whatever that we are doing, and I would say at the very outset that one area that has really suffered, and where KEMRI has lost quite a bit of mileage is in the public arena. Since the special audit was carried out by the Inspectorate of State Corporations, the only stories that have been associated with KEMRI are negative damaging stories - negative stories of loss of huge sums of money and other malpractices.

KEMRI that has received such negative publicity is not the institution that we all know. KEMRI has handled huge sums of money from our collaborators for many years; we are handling even larger amounts right now as alluded to earlier. I want to change that negative perception, and I call upon the press to take a walk along the many achievements of the Institute.

There is a lot of work that we are doing. Perhaps, it is we who are not taking it outside our gates or perhaps, it not juicy enough for publication in the press. Regardless, there is some very important work we are doing that merits the public to know and appreciate.

Look at, for example, the work that was recently launched by His Excellency President Mwai Kibaki. This is the pneumococcal vaccine. Before the launch of the pneumococcal vaccine, a lot of work was done to ensure that the vaccine was effective, and safe to be given to children, not to mention an assessment of the logistics for effective delivery of the vaccine.

Now that work was done in KEMRI by KEMRI scientists – of course with support from our collaborators. When this vaccine was launched very few people knew that most of the research towards the successful launch was actually done in KEMRI. We probably missed an opportunity to articulate our role in that.
 

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