uvri strategic plan

Acknowledgments

I would like to express my deep-est appreciation to all those who were involved in the revision of the Strategic Plan (2012-2015) for the Uganda Virus Research Institute. A special gratitude I give to the In-ternational Association of National Public Health Institutes (IANPHI) for kick starting the 2009 strategic plan process; and nancing the review in November 2012 and the printing process.Furthermore, I would like to acknowledge with much appreciation the crucial role of a repre-sentative of the Ministry of Health, the Director General UNHRO who took off time to work on this very important document. Special thanks go to the editorial team, UVRI se-nior staff, the seven heads of divisions/units and heads of on campus programmes for the enor-mous time they invested in re ning this document. Last but not least, many thanks go the consultant Mr. John Wanjala Wabwire of Busitema University who led this exercise and put up this policy docu-ment together. Finally, my appreciation goes to the company that has printed the strategic plan. The Strategic Plan for UVRI (2012-2015) will provide direction for health research in the next medium to long term period.

Dr. Edward Katongole MbiddeDIRECTOR UVRI

Purpose of the Revised Plan for UVRI

This Revised Strategic Plan serves the following related purposes:aTo develop a comprehensive strategic pathway that is well aligned to the National Development Plan (2010/11-2014/15), the Health Sector Strategic and Investment Plan 2010/11-2014/15, Second National Health Policy of July 2010, the six pillars in Uganda National Health Research organization (UNHRO) Strategic Plan (2010/11-2014/15) and the core functions of public health institutions,

To ensure that the recent developments in the country are captured in the vision, mission and core values of UVRI,

To articulate UVRI’s strategic issues and the strategic focus statement that highlights the key results areas and the corresponding strategic objectives and strategies for addressing strategic issues and the emerging health research agenda for the period 2012/13-2014/15,

To provide a systematic platform for the formulation of the Instititue’s rolling annual activity/work plans and budgets and

To develop a business plan for UVRI to achieve the set goal.

Goal The overall goal of the Revised Strategic Plan 2012/13-2014/15 is to reposi-

a otni IRVU noitdynamic, internationally competitive research institution, contributing as a centre of excellence to the global chal-lenge of addressing an expanded portfolio of diseases in order to achieve the corresponding Millennium Develop-ment Goals (MDGs) and contribute to economic growth and development at the national and international levels.

MandateUVRI engages in health research pertaining to human infections and disease processes associated with or linked to viral aetiology and provides capacity building to target bene ciaries. The Institute’s programmatic activities currently comprise of the following areas:

Basic researchApplied research (interventions, diagnostics, clinical, operational/implementation science)Social/economic researchApplied research (inter-

ventions, diagnostics, clinical, operational/implemen-tation science)

Social/economic research

To be a world class centre

of excellence in health research

Vision

To conduct scientific investigation on viral and other diseases to contribute to know

ledge, policy and practice and engage in capacity developm

ent for im

proved public health

Mission

Ethics & Integrity

Effectiveness & effi

ciency Team

work &

collaboration Innovativeness Biosafety and biosecurity Productivity and quality

Core Values

Innovation Capacity development

Advice for regulation,policy development and quality improvement

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Key Result Areas (KRA)KRA 1 Diversi cation of the research portfo-

lio to include other prevalent diseases in order to ful ll UVRI’s mandate and mission

Objective Increase UVRI’s involvement in research on other communicable and non-commu-nicable diseases

KRA2 Creation of a critical mass for middle level scienti c and technical staff

Objective To widen the research skills mix for middle level scienti c and technical staff

KRA 3 Contribution to the nancial sustainability of UVRI

Strategic objective a)

Widening the nancial resource base

Strategic objective b)

Improve ef ciency and effectiveness in the use of available resources

KRA 4 Development of a centralized, acces-sible and reliable sample repository system

Objective Improve sample management and utilization

KRA 5 Contribution to timely translation of research ndings into policy formula-tion

Objective To enhance the pro le of UVRI among policy makers

KRA 6 Improvement in coordination of pro-grams and core functions

Objective Optimize information and resource sharing among the different programs and projects

KRA 7 Increased production of health re-search workforce

Objective To expand the knowledge and skills base for public health research

KRA 8 Expansion of infrastructural and hu-man resources

Objective a) To improve the infrastructural capacity at UVRI

Objective b) To enhance the human resource capacity at UVRI

Core Competencies

Public health research and innovation (priority number 4 in the national development plan) with deliverables of peer-view publications, research reports, scientific presen-tations.

Public health surveillance (diseases & bio-risks) with deliverables of documented outbreaks investigated and controlled plus bio-risks averted.

Reference & specialized testing proficiency with deliv-erables of evaluated and validated testing algorithms and standard operating procedures (sops).

Health promotion and environmental health linked to cluster in the MOH health sector strategic & investment plan.

Disease prevention & control linked to the MOHclusters in its health sector strategic & investment plan: maternal and child health (cluster ii); communicable diseases (cluster iii) and non-communicable diseases (cluster iv).

Human resource and capacity development with deliverables of scientists trained/mentored, trainees handled through internships and staff retention plus motivation.

Research governance and quality assurance measur-able through policy contributions, number of grants, infrastructural developments, number of partnerships/collaborations, number of quality assurance schemes and resources mobilized.

Uganda Virus Research Institute (UVRI)

Strategic Plan 2012/2015

For more information: Visit our website: www.uvri.go.ug or Contact: The Director, Uganda Virus Research Institute Plot 51-59 Nakiwogo Road, Entebbe P. O BOX 49, Entebbe, Uganda Tel: +256414320385/6 Fax: +256414320483 E-mail: [email protected]

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Uganda Virus Research InstituteStrategic Plan 2012-2015

Repositioning the Institute as a World Class Centre of Excellence in Health Research

Uganda Virus Research InstitutePlot 51-59 Nakiwogo Road, Entebbe,

Tel: +256414320385/6 Fax: +256414320483

E-mail: [email protected]

Website: www.uvri.go.ug

P. O. Box 49, Entebbe, Uganda

MINISTRY OF HEALTH

VISIONTo be a world class centre of excellence in health research

MISSION

CORE VALUES

EDITORIAL TEAM

To conduct scientific investigation on vital and other diseases tocontribute to knowledge, policy and practice and engage in capacity

development for improved public health

.Effectiveness & Efficiency

.Team work & Collaboration

.Innovativeness

.Biosafety and Biosecurity

.Productivity and Quality

Ethics & Integrity

Dr. Edward Katongole-Mbidde, Dr.George Miiro, Mrs. Emily Nyanzi Kabuye,Dr. Christine Watera, Mr. Ronald Seguya, Mr. Paul Kato & Ms. Jennifer Bakyawa

.

The US Ambassodor to Uganda, Scott DeLisi interacts with the UVRI research community in Arua.

UVRI Strategic Plan 2012-2015 i

Foreword

The Uganda Virus Research Institute (UVRI) has revised its Strategic Plan to guide its operations for the period 2012/2015. Throughout my collaboration with several research organisations in Uganda first at the Ministry of Health and now as Director General of the Uganda National Health Research Organisation (UNHRO), I have discovered that a few organisations conduct health research based on strategic plan-ning. What makes the UVRI Strategic Plan unique is that it addresses the key chal-lenges facing Uganda’s health research and also sets priorities and key areas on which to focus research for health in the medium term, for both public and private partners.

The Strategic Plan aims to optimally contribute to the attainment of both the health sector goals and the national goals as directed by the UNHRO Act of 2009 and the National Development Plan (NDP) 2010/11-2014/15. It also arises from the National Health Policy on Health Research 2010/2020 and the National Health Research Strategic Plan 2010/2015.

Led by the Ministry of Health and UNHRO, the UVRI reviewed its Strategic Plan of 2009/2014 with moral and financial support of the International Association of National Public Health Institutions (IANPHI); Public Health England (PHE) and local and global partners. The review process was directed by the need to re-align the Strategic plan to the NDP 2010/11-2014/15, the second National Health Policy (NHP II, 2010), UNHRO pillars and functions of public health institutions.

The UVRI Strategic Plan review and development process was highly consultative, par-ticipatory and transparent. Stakeholders drawn from the Ministry of Health, UNHRO, the seven Heads of Divisions of UVRI and Heads of on Campus Programmes were involved at a very stage of refining this Strategic Plan. The process also benefited from the joint assessment of Public Health England (PHE), contracted by IANPHI to im-prove its focus and prioritization within Uganda’s national strategies. I am therefore, certain that the implementation of the this Strategic Plan shall be through a strong collaborative partnership guided by the principles outlined in the International Health Partnerships and Related Initiatives (IHP+), the Paris Declaration on Harmoniza-tion and Alignment and Accra Agenda for Action all to which Uganda is a signatory.

I wish to express my appreciation to all of you who worked tirelessly to review the Strategic Plan for UVRI on behalf of the UNHRO Board. I look forward to the acceleration of the implementation of the key result areas in this Strate-gic Plan towards the attainment of our national and international health goals.

Dr. Sam OkwareDIRECTOR GENERALUGANDA NATIONAL HEALTH RESEARCH ORGANISATION (UNHRO)

UVRI Strategic Plan 2012-2015ii

Acknowledgments

I would like to express my deepest appreciation to all those who were involved in the revision of the Strategic Plan (2012-2015) for the Uganda Virus Research Institute.

A special gratitude goes to the International Association of National Public Health Institutes (IANPHI) for kick starting the 2009 strategic plan process; and financing the review by Public Health England (PHE) in November 2012 and the printing process.

Furthermore, I would like to acknowledge with much appreciation the crucial role of a representative of the Ministry of Health, the UNHRO Board, Director Gen-eral UNHRO who took off time to work on this very important document. Special thanks go to the editorial team, UVRI senior staff, the heads of divisions and heads of on campus programmes for the enormous time they invested in refining this document.

Last but not least, many thanks go the consultant Mr. John Wanjala Wabwire of Busitema University who led this exercise and put this policy document together.

Finally, my appreciation goes to the company that has printed the Strategic Plan. The Strategic Plan for UVRI (2012-2015) will provide direction for health research in the next medium to long term period.

Dr. Edward Katongole -MbiddeDIRECTOR UVRI

UVRI Strategic Plan 2012-2015 iii

Table of Contents

Acronyms..................................................................................................................................v

1.0 Introduction....................................................................................................................................11.1 Background.....................................................................................................................................11.2 Purpose of the Revised Plan........................................................................................................21.3 The Review Process of the UVRI Strategic Plan.....................................................................21.4 Structure of the Revised Plan......................................................................................................2

2.0 Strategic Direction........................................................................................................................32.1.Mandate...........................................................................................................................................32.2 UVRI’s Core Competences...........................................................................................................53.0 Performance Analysis....................................................................................................................63.1 Highlights of Past Performance..................................................................................................6

4.0 Environment Scan ......................................................................................................................84.1. Political.........................................................................................................................................84.1.1. Challenges of Health Research in Africa...............................................................................84 .1.2 Porous Regional Borders.............................................................................................................94.1..3 Instability in the Great Lakes Region.......................................................................................94.1.4 The Health Research Policy in Uganda .............................................................................94.1.5 Slow Pace of Political Will ..........................................................................................................94.1.6 Political Stability........................................................................................................................94.1..7 Unrealistic Expectation of Quick/Timely Research Evidence........................................94.1..8 Approved Organizational Structure......................................................................................104.2. Economic ...................................................................................................................................104.2.1. Global Economic Recession..................................................................................................104.2.2 Research Consortia...................................................................................................................104.2.3. Brain Drain...............................................................................................................................104.2.4. Insufficient Funding Trend by Government for Health Sector.... ...................................104.2.5. Scope for Product Innovation...............................................................................................104.2.6. Excessive Reliance on Donor Funding.................................................................................104.3.0 Social...........................................................................................................................................104.3.1. Acceptability of Research Projects by Communities.........................................................104.4.0 Technological.............................................................................................................................104.4.1. Developments in the Information Communication Technology (ICT) Sector.............104.4.2. Electricity Power Challenges..................................................................................................104.5.0 Legal............................................................................................................................................104.5.1. The UNHRO Act 2009..........................................................................................................104.5.2. Weak Intellectual Property Laws...........................................................................................114.6.0 UVRI’s Current SWOT Profile ..........................................................................................114.7.0 Distinctive Competence...........................................................................................................14

5.0 Strategic Issues and a Strategic Foci Statement Strategic Issues...........................................145.1 Strategic Foci Statement for 2012-2015...................................................................................145.1.1 Goal.............................................................................................................................................14

UVRI Strategic Plan 2012-2015iv

5.1.2 Key Result Areas (KRA)...........................................................................................................145.1.3 Key Result Areas (KRA) and Strategic Objectives.............................................................15

6.0 Strategic Plan Implementation Critical Assumptions.............................................................186.1 Implementation Modalities.........................................................................................................18

7.0 Monitoring and Evaluation Strategy.........................................................................................19

8.0 Appendices ...................................................................................................................................198.1 Appendix 1: Operational Plan Template for UVRI Revised Strategic Plan 2012-20151..........................................................................................................198.2 Appendix 2: Logical Framework for the Revised UVRI Strategic Plan 2012-2015.......................................................................................................... 208.3 Appendix 3: Pillars of the Uganda National Health Research Organisation.................308.4 Appendix 4: Stakeholder Analysis Table for UVRI...............................................................308.5 Appendix 5: Organisational Structure for UVRI....................................................................34

UVRI Strategic Plan 2012-2015 v

List of Acronyms

ACP AIDS Control Program AU African UnionCDC Centers for Disease Control and PreventionEAC East African CommunityEACCR East African Consortium for Clinical ResearchEACR European Association for Cancer ResearchEAHC East African High CommissionEAVRI East African Virus Research InstituteEDCTP European & Developing Countries Clinical Trials PartnershipEIA Environmental Impact Assessment EPI Expanded Program on ImmunizationESD Epidemiological Surveillance DivisionFAO Food and Agriculture OrganizationFY Fiscal YearGCLP Good Clinical Laboratory PracticeGCP Good Clinical PracticeGLR Great Lakes RegionGoU Government of UgandaHPV Human Papilloma VirusHRL HIV Reference LaboratoryHSSIP Health Sector Strategic and Investment PlanIANPHI International Association of National Public Health InstitutesIARC International Agency for Research on CancerIAVI International AIDS Vaccine InitiativeICRF Imperial Cancer Research Fund ICT Information Communication TechnologyIHP+ International Health Partnerships and related InitiativesKEMRI Kenya Medical Research InstituteKRA Key Result AreasLIMS Laboratory Information Management SystemMDGs Millennium Development GoalsMoH Ministry of HealthMOU Memorandum of UnderstandingMRC-UK Medical Research Council-UK NACCAP Netherlands-African Partnership for Capacity development and Clinical Interventions Against Poverty related DiseasesNCDs Non-Communicable DiseasesNDP National Development PlanNHP II The second National Health PolicyNIMR National Institute for Medical Research, NigeriaNRM National Resistance MovementOVIs Objectively Verifiable IndicatorsQAC Quality Assurance CommitteeRHSP Rakai Health Science ProgramsSEC Science and Ethics Committee

UVRI Strategic Plan 2012-2015vi

SIDA Swedish International Development AgencySOPs Standard Operating ProceduresTBC To Be CommunicatedUAB UVRI Advisory BoardUK United KingdomUNEPI Uganda National Expanded Program for ImmunizationUNHRO Uganda National Health Research OrganisationUSA United States of AmericaUVRI Uganda Virus Research InstituteVHF Viral Hemorrhagic FeverWHO World Health Organization

UVRI Strategic Plan 2012-2015 1

1.0 Introduction

1.1 Background The Uganda Virus Research Institute (UVRI) was established in 1936 by the Internation-al Division of the Rockefeller Foundation of the United States of America. It was then called the Yellow Fever Institute, as its focus was on yellow fever epidemiology with em-phasis laid on investigating the extent of spread of the yellow fever virus from West Af-rica eastwards. Over the years, a number of other, previously unknown, arbovirus-es were isolated, some of which proved to be of considerable medical importance.

By 1950, the Institute had gained regional recognition and became the East African Virus Re-search Institute (EAVRI) under the East Africa High Commission (EAHC). Due to the out-standing scientific contribution to the study of arboviruses, the Institute was designated as a World Health Organization (WHO) Regional Center for Arboviruses Reference and Research.

The Institute’s scientific mission continued to be enriched through growing collaboration with re-known research institutions including the Imperial Cancer Research Fund (ICRF) of the United Kingdom and the International Agency for Research on Cancer (IARC) in Lyons, France on the aetiology of Burkitt’s lymphoma. Following the arrival of a study team from the WHO in 1969, the Institute received enhanced status as a fully- fledged virus research laboratory capable of handling viral diseases deemed to be of public health significance. Dur-ing subsequent years, extensive and valuable data on entero-and-respiratory viruses and the efficacy of vaccination with oral polio virus vaccine and measles vaccine were accumulated.

The collapse of the East African Community (EAC) in 1977 marked the end of the “golden years” of research for UVRI as the Institute quickly deteriorated as international support was stopped. Many international and national staff left the country as civil strife raged in the coun-try till 1986. The Institute, now renamed Uganda Virus Research Institute, suffered adversely with damaging repercussions in its infrastructure, research policy direction and personnel.

Following takeover of government by the National Resistance Movement (NRM) in 1986, and with a steady return of peace and stability, efforts were initiated to revive research activities at UVRI. A major initiative was the sero-epidemiological study started in Rakai District in 1986, which later became the Columbia University Rakai Project with funding from the National Institutes of Health in USA. At the same time, WHO secured funding for the Uganda AIDS Control Program (ACP) which had just been initiated to tackle the AIDS problem in the country. Part of that funding was earmarked for the rehabilitation of UVRI as a National HIV Reference and Research Laboratory to support the work of ACP.

Over the following five years, the physical structures and human resource requirements to support surveillance activities were developed including a national serum repository. UVRI staff was trained in serology, data management, immunology and equipment management. In addition, facilities for cell culture and virus isolation were put back in place including a new P2/3 Laboratory, and a Liquid Nitrogen Plant. In the 1990’s HIV/AIDS activities continued to drive the recovery of the Institute through collaborative research projects with Medical Research Council (MRC-UK), Columbia University, Johns Hopkins University, Cambridge Biotech, WHO/GPA, the World Laboratory and the National Cancer Institute-

UVRI Strategic Plan 2012-20152

Naples, and the Centers for Disease Control and Prevention (CDC) laboratories, USA, Well-come Trust and International AIDS Vaccine Initiative, (RHSP) Rakai Health Sciences Program.

Whilst UVRI’s programmatic and institutional development has gathered impres-sive pace over the years, it has become imperative for the Institute to anchor this growth and development within the framework of a clear and dynamic Strategic Plan.

1.2 Purpose of the Revised PlanThis Revised Strategic Plan serves the following related purposes:i. To develop a comprehensive strategic pathway that is well aligned to the National Devel-opment Plan (2010/11-2014/15), the Health Sector Strategic and Investment Plan 2010/11-2014/15, Second National Health Policy of July 2010, the six pillars in Uganda National Health Research organization (UNHRO) Strategic Plan (2010/11-2014/15) and the core functions of public health institutions.ii. To ensure that the recent developments in the country are captured in the vision, mission and core valuesiii. To articulate UVRI’s strategic issues and the strategic focus statement that highlights the key results areas and the corresponding strategic objectives and strategies for addressing strategic issues and the emerging health research agenda for the period 2012/13-2014/15. iv. To provide a systematic platform for the formulation of the Institute’s rolling annual activity/work plans and budgets.v. To develop a business plan to achieve the goals

1.3 The Review Process of the UVRI Strategic Plan The Strategic Plan was reviewed through a planning retreat by the UVRI management, staff, and representatives from Uganda’s Ministry of Health, UNHRO Board and the Director General of UNHRO. The retreat, also attended by some of the Institute’s on-campus part-ners was facilitated by an external consultant. The process started with the assessment of the achievements and challenges registered by all divisions, which were presented at a three-day retreat that was held on November 22nd, 23rd and 26th 2012 at the Sanctum Hotel, Entebbe with sponsorship from the International Association of National Public Health Institutes, Emory University, Atlanta, Georgia (IANPHI). In his opening remarks to the retreat partici-pants, the Institute Director underscored the review initiative as a major landmark in strength-ening and repositioning UVRI as an innovative, sustainable world class research centre.

1.4 Structure of the Revised PlanFollowing the introductory part, section two outlines UVRI’s strategic direction in terms of the mandate, vision, mission, core values and core competencies that shape the fundamental corporate character of the organization.

Section three reviews UVRI’s performance over the last decade and more, giving an overview of the main Institute’s achievements as it implemented its health research and capacity development programs in the past.


Section four reviews UVRI’s environment to establish the key external forces (political, economic, socio-cultural, technological, legal and environmental) likely to impact on the successful implementation of this Plan; and identification of the current organizational pro-file of strengths, weaknesses and distinctive competence which UVRI has to use harness a more productive future.

Section five presents the corporate key strategic issues that must be confronted over the next three years and the strategic focus statement that shows the Institute’s strategic priorities in form of key results areas, strategic objectives and the strategies to be pursued during the next three years.

While section six presents the modalities for implementing UVRI’s strategic intent includ-ing an implementation template that is in appendix 1 section seven presents the monitoring and evaluation strategy whose details are captured by a logical framework in appendix 2.

2.0 Strategic Direction UVRI’s strategic direction is defined by its mandate, vision, mission, core values, core competences, key results area, and the strategic objectives. It also arises from the National Health Policy on Health Research 2010/2020 and principles of the National Health Research Strategic Plan 2010/2015.

2.1.MandateUVRI is a constituent institute of UNHRO an autonomous organization within the Ministry of Health and it contributes to its overall goal of the National Health Policy vision and goal namely: the attainment of a good standard of health by all people in Uganda to promote a healthy and productive life.

The UNHRO Act 2009 puts in place a framework for coordination and harmonisation of health research and its application in the country. UVRI is, therefore, part of a common re-search institutional structure of UNHRO.

UVRI engages in health research pertaining to human infections and disease processes as-sociated with or linked to viral aetiology and provides capacity building to target benefi-ciaries. The Institute’s programmatic activities currently comprise of the following areas:l Basic researchl Applied research (intervention, diagnostics, clinical, operational/implementation science or IS)l Social/economic researchl Capacity developmentl Advice for regulation, policy development and quality improvement andl Innovation

The Institute is organized under five (5) major technical and two (2) administrative programmes which are closely inter-related. Each programme is headed by a Senior Principal Research Of-ficer assisted by a Principal Research Officer, all of whom are under the supervision of the Institute’s Director. The scientific programmes are facilitated by administration and finance support services. There is, in addition, a major function of training that is spearheaded by a Training Committee and the UVRI Clinic that serves both Institute staff and the surround-ing community; and also undertakes research (details in the new structure in appendix 5).


The programmes include:l Immunologyl Arbovirology/merging and re-emerging viral infectionsl General virologyl Ecology/Zoologyl Entomology/Vector biology and;l Finance and administration l Planning and resource mobilization

To be a world class centre of excellence in health research

Vision

To conduct scientific investigation on viral and other diseases to contribute to knowledge, policy and practice and engage in capacity development for improved public health

Mission

Ethics & Integrity Effectiveness & efficiency Team work &

collaboration Innovativeness Biosafety and biosecurity Productivity and quality

Core Values

Legend on the UVRI mandate

Ethics and IntegrityThis includes upholding generally accepted high standards of social and ethical behavior and demonstrating acceptable levels of transparency and accountability in use of resources entrusted to the individual either by the organization or on behalf of the publics served.

Effectiveness and EfficiencyThese are essential demonstrable elements of the professionalism that are expected from staff at all levels of the organizational structure. Effectiveness and efficiency call for a thorough knowl-edge of one’s work, skilful work behavior, respect for others and commitment to high standards of quality assurance and control in achievement of the Institute’s objectives, and timeliness.

Teamwork and CollaborationThe Institute recognizes that sustainable success is a collective endeavor based on mutu-al trust, complementary effort and shared objectives by members of the ‘corporate fam-ily’- bound the same destiny Furthermore, UVRI attaches great importance to professional and institutional collaboration as a major strategy for achieving the Institute’s mission and objectives.


InnovativenessUVRI is a learning institution that takes pride in the ability and willingness of its staff to initi-ate innovative approaches that add value to the institutional mandate and work relationships resulting in improved public health.

Biosafety and biosecurity UVRI is a responsible corporate institution that seeks to avoid, or otherwise minimize, the poten-tial adverse effects of its activities on individuals, communities and the environment in general.

Productivity and qualityUVRI aspires in all its undertakings to generate tangible results in terms of services and prod-ucts which must be of high quality to its clients.

2.2 UVRI’s Core CompetencesIn accordance with the stated core functions of the National Public Health Institutions by the Pan-American Health Organization, UVRI embeds its competences in the following areas:i) Public health research and innovation (priority number 4 in the NationalDevelopment Plan) with deliverables of peer-view publications, research reports,scientific presentations.

ii) Public health surveillance (diseases & bio-risks) with deliverables of documented out-breaks investigated and controlled plus bio-risks averted.

iii) Reference and specialized testing proficiency with deliverables of evaluated and validated testing algorithms and standard operating procedures (SOPs).

iv) Health promotion and environmental health linked to cluster I in the MoH Health Sector Strategic & Investment Plan.

v) Disease prevention & control linked to the MoH clusters in its Health Sector Strategic & Investment Plan: maternal and child health (cluster II); communicable diseases (cluster III) and non- communicable diseases (cluster IV).

v). Human resource and capacity development with deliverables of scientists trained/ mentored, trainees handled through internships and staff retention plus motivation.

vii) Research governance and quality assurance measurable through policy contributions, number of grants, infrastructural developments, number of partnerships/collaborations, number of quality assurance schemes and resources mobilized.


3.0 Performance Analysis

3.1 Highlights of Past Performance Some of the major achievements recorded by the Institute during the last decade or so include the following:a) It established a resource center, strategic plan, telephone system and a research sup-port office to increase UVRI`s capacity to manage, coordinate and execute large projects.

b) It developed an independent eight-member scientific advisory board (SAB) comprised of four East African professionals and four international professionals.

c) It is a key source of expertise for many of the country`s infectious disease functions, in-cluding monitoring and investigating outbreaks, clinical trials, scientific research and labora-tory science.

d) It has participated in disease control and surveillance at both regional and na-tional levels in regard to control of outbreaks of viral haemorrhagic fever, mea-sles, polio, rubella and yellow fever, and is helping the Ministry of Health exam-ine trends over time for other communicable and non communicable diseases.

e) It has grown considerably since 2007 with new positions including a Deputy Direc-tor as well as research officers, grants support staff, and, laboratory assistants. Its staff hold honorary appointments with Makerere University, among whom are PhD and post-doc supervisors. Some of UVRI’s staff supervise students who come to UVRI for ap-prenticeships. To interest young people in science careers UVRI held an Open Day in 2009 for 2,700 senior secondary schools and universities. UVRI has some of its staff on master`s, PhD and post-doc scholarships to attend Makerere University, the London School of Hygiene and Tropical Medicine and South African universities.

f) It is a founding member of the newly constituted East-African Consortium for Clini-cal Research (EACCR), a network of 35 regional institutions from five countries and their northern partners. The Network focuses on workforce development, infrastructure up-grades, project management strengthening, and development and implementation of north-south and south to south collaborative efforts in support of communicable disease control.

g) It also has strong partnerships with Wellcome Trust-UK, European and Developing coun-tries Clinical Trials Partnership (EDCTP), Rakai Health Sciences Program/NIH, IANPHI, Canada–Africa Prevention Trials Network, and Makerere University among many others (e.g. CDC, IAVI, WHO, Liverpool School of Tropical Medicine, Public Health England).

h) Within the past four years, it has added new facilities, including totally refurbishing bio-security Level 2 and three laboratories funded by CDC and WHO and a resource centre funded by IANPHI.

i) The EPI laboratory was fully accredited for polio diagnosis by WHO in 1999 and has con-tinued to be fully accredited annually. The laboratory was also designated as a Measles Regional Reference Laboratory in 2000, initially serving Eastern and Southern African region. Current-ly the laboratory serves seven countries from the Eastern and Central WHO AFRO region.


j) UVRI was designated by WHO as a National Influenza Center, Arbovirology Reference Laboratory.

k) Two phase 1 HIV vaccine candidates were successfully evaluated for safety and immunogenic-ity. Evaluation of HIV induced antibodies in HPTN 027 vaccine trial has also been completed.

l) Completed the first phase of new HIV rapid kits for use in a new national rapid HIV test-ing algorithm.

m) Capacity for performing molecular biology has been developed. A centralized molecular lab has been set up.

n) Capacity for performing neutralization assays has been established and staff have been trained.

o) In partnership with MRC and IAVI, capacity for flow cytometry assays has been set up and developed.

p) It has expanded the scope of activities for the HIV Reference Laboratory (HRL) and established a National HIV Quality Assurance/Quality Control project.

q) National/ Reference Laboratory for HIV Drug Resistance Genotyping was accredited by WHO.

r) It conducted two HIV/AIDS indicator surveys (2004/2005 and 2010/2011)

s) In collaboration with its partners, it has published at least 500 peer-review publications in the past five years

t) UVRI has also experienced notable infrastructural developments. These include: con-struction of a new influenza laboratory with support from the World Bank; a new train-ing centre with support from the Wellcome Trust-UK; a new 250 KVA generator with support from IANPHI and CDC; a boosted department of information technology with an e-library, website, teleconference and video conference facilities with support from Wellcome Trust, EDCTP and IANPHI and enhance security with support from CDC.

u) It has received funding to buy seasonal influenza vaccines for adults because of the confi-dence of its collaborators in the on-going influenza work.

v) It has contributed to innovation through rigorous evaluation of a new point-of-care device for monitoring CD4 counts among HIV-infected persons (PIMA ma-chine with a rechargeable battery) in collaboration with Alere Technologies.

w) In addition to the financial support from the Government of Uganda through the wage bills and some non-wage recurrent costs, UVRI has leveraged and tremendously increased funds for its operations. US Government has provided funds through CDC for the expanded scope of work on HIV, arbovirology and VHF. This is also reflected by the various contribu-tions from the different sponsors in the litany of selected achievements mentioned above.


4.0 Environment Scan

4.1. Political 4.1.1.Challenges of Health Research in AfricaThe Millennium Development Goals (MDGs) are described as ambitious for sub-Saharan Africa and are a real barometer to assess countries’ efforts towards im-proving the health of populations. These universal goals target, among oth-er priorities, poverty-related diseases such as tuberculosis, malaria and HIV/AIDS.

Although Africa bears the greatest burden of these three major diseases with potential for global transmission, the continent is characterized by weak and under-resourced health in-frastructure, health interventions inappropriate to the scale of the problem, and benefits of health not reaching those with the greatest disease burden. In addition, African health research institutions are crippled by fragmentation, lack of coordination, diminishing criti-cal mass of qualified African researchers, inadequate research infrastructure, and incon-sistent and limited funding opportunities. Such challenges hamper the contribution of African leadership to impact on research about diseases of global health importance.

To address some of these challenges, the European and Developing Countries Clinical Tri-als Partnership (EDCTP), a European Union-funded and peer-review grant awarding agen-cy has strategically invested in transformative health research led by African profession-als to champion capacity development, research excellence and networking for improved global health and economic development while concurrently contributing to the MDGs.

Other like-minded international development partners (such as Wellcome Trust, the Swedish In-ternational Development Agency (SIDA), Netherlands-African Partnership for Capacity Devel-opment and Clinical Interventions Against Poverty related Diseases (NACCAP), National Insti-tutes of Health (NIH) and Bill and Melinda Gates Foundation) have also invested in such initiatives.

Some of the MDGs addressed by 2015 include MDG 4: reducing child mortality; MDG 6: combating HIV/AIDS, malaria and other diseases, and MDG 8: developing global partner-ships. Expected benefits of such investments include:

a) Efficient multi-site research coordination and grant management capabilities for greater impact,

b) Enhanced production capacity for scaling up the number of qualified African scientists and health practitioners and

c) Incremental infrastructure, partnerships, co-ownership and funds capable of respond-ing sustainably to diseases and threats through synergy and multi-disciplinary collaboration.

4 .1.2 Porous Regional BordersThe porous regional borders increase risk for disease outbreaks such as polio, vi-ral haemorrhagic fevers and plague. This creates prospects for strengthening joint disease surveillance by East African partner states through the East Africa Inte-grated Disease Surveillance Network within the East African Community (EAC).


4.1.3 Instability in the Great Lakes RegionSomalia instability increases risk for disease outbreaks e.g. dengue hemorrhag-ic fever and bio-terrorism. There are potential prospects for increased access-ing of funds from the Government of the United States of America (USA) for joint disease surveillance and controlling potential risk of bio-terrorism.

4.1.4 The Health Research Policy 2010/2020 and the National Health Research Strategic Plan 2010/2015 in UgandaThis policy strengthens stewardship and governance of health research in the country and es-tablishes a mechanism for alignment, harmonisation and coordination of health research with-in the context of Uganda’s National Development Plan (NDP), the second National Health Policy, HSSIP 2010/11 – 2014/15 and UNHRO Act 2009. It also provides a framework for application of evidence in policy development and practice. It is supposed to set the tone at the top for all parties involved in health research in the country over the period 2012 – 2020.

The strategic plan for research has now been approved. It focuses on six major pillars namely; governance, priority setting, enhancing ethical practices, facilitating information sharing and stakeholder dialogue, and knowledge translation and harnessing innovations (Appendix 3). It also emphasises capacity building infrastructure and human resources.

4.1.5 Slow Pace of Political Will There is slow pace of implementing written policies and plans (NDP, HS-SIP, Second National Health Policy & UNHRO) into actual practice. Re-duced budget for health sector in Fiscal Year (FY) 2012-2013 has translat-ed into reduced government funds for health research and health interventions.

4.1.6 Political StabilityThere is political stability which has ushered in a conducive environment, creat-ing confidence among stakeholders for smooth execution of UVRI’s mission.

4.1.7 Unrealistic Expectations of Quick/Timely Research Evidence Very high and unrealistic expectations of quick/timely research evidence that is de-mand driven for pressing health challenges have tended to redirect focus on immediate results for policy and operational research. This tends to crowd out attention from clini-cal trials and observational studies which take a longer gestation period to yield evidence.4.1.8 Approved Organizational StructureThe Ministry of Public Service has approved a new organizational structure through the Ministry of Health. This structure has helped to clarify the institutional man-agement organogram and guide recruitment for key personnel posts (appendix 5)

4.2. Economic 4.2.1. Global Economic Recession Effects of economic recession have persisted especially in the United States of America, the Eurozone and in Uganda. This has reduced prospects for mobili-zation of grants from corporates especially from the aforementioned countries.


4.2.2. Research Consortia International corporate and development agencies are now moving away from consideration for single (institutional) funding applications to joint funding and multi institutional and trans-national programming.

4.2.3. Brain Drain Economic brain-drain syndrome in context of poor remuneration for health research-ers is likely to lead to mass exodus of promising health research professionals from poor government institutions and countries like Uganda to better paying projects/pro-grammes and resource-rich countries thereby, widening the human resource capacity gaps.

4.2.4. Insufficient Funding Trend by Government for Health Sector There has been decreasing funding trend by government for health sector over the last three years since FY 2009/10.

4.2.5. Scope for Product InnovationThere is no national sample repository (e.g. for samples from survivors of Ebola, Mar-burg, yellow fever) to encourage biotechnology transfer and potential product innovation.

4.2.6. Reliance on Donor Funding Over 90% of institutional funding is external, which is amenable to possible fragility and non-sustainability if influenced by adverse political factors of donor countries. Over reli-ance on donor funding tends to make health research agenda to be externally influenced.

4.3.0 Social 4.3.1. Acceptability of Research Projects by CommunitiesThere is increasing acceptability of research projects by communities supported by their representatives on cross-institutional Community Advisory Boards (CABs).

4.4.0 Technological 4.4.1. Developments in the Information Communication Technology (ICT) Sector The proliferations of ICT platforms such as CISCO intercom, NAVISION, internet connectivity, video conference facilities have created scope for the Institute to upgrade the lab information management systems.

4.4.2. Electricity ChallengesThe protracted electricity/power challenges have increased expenditure on fuel for big gen-erators and hence created a need for exploring alternative power sources such as solar energy.

4.5.0 Legal4.5.1. The UNHRO Act 2009The UNHRO Act 2009 has put in place a framework for coordina-tion and harmonisation of health research and its application in the coun-try. This plan is based on the National Health Research Strategic Plan 2010/2015.


4.5.2. Weak Intellectual Property LawsThere are very weak intellectual property laws and weak bargaining power in contract negotia-tions with funders in the country.

4.6.0 UVRI’s Current SWOT Profile During the retreat, UVRI staff and their partners present identified the key external and internal factors or drivers likely to impact the successful implementation of the Institute’s Strategic Plan. These drivers-opportunities, threats, strengths and weaknesses-are presented in the matrix below.

UV

RI S

trate

gic

Plan

201

2-20

1512St

reng

ths

l

A st

rong

cohe

sive t

eam

of hi

ghly

com

pete

nt sc

ientis

ts an

d sup

port

team

l

A w

ell-e

stab

lishe

d E

PI la

bora

tory

enj

oyin

g in

tern

atio

nal s

tatu

sl

Avai

labl

e st

ate-

of-a

rt h

ealth

rese

arch

equ

ipm

ent

l

A st

rong

trac

k re

cord

of

scie

ntifi

c fin

ding

s, in

form

atio

n ge

nera

-tio

n an

d di

ssem

inat

ion

l

A re

lativ

ely

wel

l est

ablis

hed

cultu

re o

f pu

blic

atio

ns in

resp

ecte

d m

edic

al a

nd sc

ient

ific

peer

-rev

iew

jour

nals

l E

ngag

ing i

n co

untr

y-w

ide a

nd re

gion

al-w

ide r

esea

rch

netw

orks

UV

RI

is de

vote

d to

res

earc

h on

vira

l dise

ases

and

epi

dem

ic r

espo

nses

l

A la

rge w

ell m

aint

aine

d in

fras

truc

ture

of

build

ings

and

othe

r phy

si-ca

l ass

ets

in a

prim

e lo

catio

n ne

ar E

nteb

be I

nter

natio

nal A

irpor

t l

Com

pete

nt m

anag

emen

tl

Ene

rget

ic st

aff

l

Stro

ng e

xper

ienc

e in

han

dlin

g co

llabo

rativ

e re

latio

nshi

psl

Cre

dibl

e an

d po

sitiv

e re

latio

ns w

ith th

e lo

cal c

omm

uniti

es w

here

th

e In

stitu

te c

ondu

cts i

ts a

ctiv

ities

Wea

knes

ses

l

Wea

k fin

anci

al b

ase

l

Ove

r con

cent

ratio

n on

HIV

/AID

S re

sear

ch a

gend

al

Inad

equa

te st

affin

g at

mos

t lev

els

l

Ineq

uity

of

tech

nolo

gy a

cces

s with

in th

e In

stitu

tel

Exc

essiv

e bu

reau

crac

y an

d pr

ocra

stin

atio

nl

Inad

equa

te c

orpo

rate

visi

bilit

y at

nat

iona

l, re

gion

al a

nd

inte

rnat

iona

l lev

el

UV

RI S

trate

gic

Plan

201

2-20

1513

O

ppor

tuni

ties

l

Inst

itutio

nal c

ompe

tenc

ies i

n lin

e w

ith th

e M

illen

nium

D

evel

opm

ent G

oals

l

Stro

ng p

olic

y su

ppor

t at v

ario

us le

vels

of g

over

nmen

tl

Stro

ng in

tere

st b

y fu

nder

s to

colla

bora

te w

ith U

VRI

l

Stro

ng li

nkag

es w

ith n

atio

nal a

nd in

tern

atio

nal r

esea

rch

and

aca

dem

ic in

stitu

tions

l

Out

brea

ks –

abi

lity

to in

vest

igat

e an

d re

spon

d ap

prop

riate

lyl

Mot

ivat

ion

stra

tegy

for h

ealth

wor

kers

by

MoH

to a

ddre

ss st

aff

wel

fare

l

U

gand

a H

SSIP

201

0/11

-201

4/15

and

Nat

iona

l Dev

elop

men

t

P

lan

in p

lace

l

Uga

nda

enjo

ys si

gnifi

cant

inte

rnat

iona

l int

eres

t and

resp

ect f

or it

s

su

cces

s in

heal

th re

sear

ch e

spec

ially

in H

IV/A

IDS

l

Gov

ernm

ent o

f U

gand

a is

a si

gnat

ory

to th

e A

buja

Dec

lara

tion

l

Stro

ng in

tere

st b

y in

tern

atio

nal r

esea

rch

& fu

ndin

g in

stitu

tions

to

col

labo

rate

with

UV

RIl

Stro

ng li

nkag

es w

ith n

atio

nal r

esea

rch,

hea

lth, a

cade

mic

ins

titut

ions

l

Gro

win

g re

gion

al c

oope

ratio

n an

d in

tegr

atio

n (E

AC,

AU

)l

Dem

and

for s

peci

aliz

ed c

onsu

lting

, tes

ting

and

train

ing

serv

ices

l

Con

tinue

d m

acro

-eco

nom

ic g

row

thl

Favo

rabl

e fis

cal p

olic

yl

Incr

easin

g co

mm

unity

inte

rest

and

supp

ort i

nclu

ding

com

mun

ity

le

ader

sl

Inte

rest

in e

valu

atin

g em

ergi

ng te

chno

logi

esl

Impr

oved

secu

rity

in U

gand

a

Thr

eats

l

Hig

h de

pend

ency

on

dono

r sup

port

l

Gov

ernm

ent’s

failu

re to

mee

t its

obl

igat

ions

l

Lack

of

auto

nom

y re

quire

d to

supp

ort t

imel

y de

cisio

n m

akin

g l

Wea

k su

perv

ision

and

coo

rdin

atio

n by

UN

HRO

secr

etar

iat

l

Glo

bal fi

nanc

ial c

risis

influ

ence

s fun

ding

l

Rapi

dly

chan

ging

tech

nolo

gies

l

Cha

ngin

g re

sear

ch p

riorit

ies

l

Pote

ntia

l con

flict

s in

som

e pa

rts o

f th

e co

untr

y an

d re

gion

l

Irre

gula

ritie

s in

utili

ty su

pplie

s (w

ater

and

ele

ctric

ity)

l

The

age

nda

crea

ted

by in

dust

rializ

ed c

ount

ries/

dono

rs la

rgel

y

influ

ence

s the

nat

ure

of re

sear

ch l

Gro

win

g co

mpe

titio

n fo

r res

ourc

es w

ithin

a g

loba

lized

wor

ld l

Em

ergi

ng in

flatio

nary

tren

d co

mpo

unde

d by

vol

atile

ene

rgy

cost

s in

Uga

nda

and

glob

ally

l

Tech

nolo

gy o

bsol

esce

nce

l

Polit

ical

inte

rfer

ence

l

Pote

ntia

l con

flict

in so

me

part

s of

the

Gre

at L

akes

regi

on


4.7.0 Distinctive CompetenceUVRI is currently the only such specialized research institute in Uganda and the Great Lakes Region with a large concentration of local and international researchers working in unique col-laboration on viral diseases of public health importance. This distinctive competence, if effectively exploited, should give UVRI significant competitive advantage in terms of realizing its vision of becoming a world class centre of excellence in health research.

5.0 Strategic Issues and a Strategic Foci Statement Strategic Issues A strategic analysis of UVRI revealed eight strategic issues that, if not addressed, will fundamen-tally impact on UVRI’s delivery of her mandate and mission and, consequently, blight her profile among her key stakeholders. Details regarding stakeholders are in appendix 4.

The strategic issues are:1. There is over concentration on HIV/AIDS research hence not fully fulfilling UVRI’s mandate

and mission, neglecting other prevalent diseases;2. There is inadequate middle level scientific and technical capacity at UVRI, which poses a threat to

its growth;3. There is inadequate funding for UVRI which constrains the delivery of its mandate and mission;4. There is currently no centralized and accessible sample repository system, which has constrained

proper sample management and utilization;5. There is inadequate dissemination and utilization of its research findings, which constrains its

contribution to evidence based policy formulation and practice;6. There is inadequate coordination of programs, projects and core divisions leading to replication

thereby causing resource wastage and dilution of impact to the population;7. There is inadequate health research workforce in the country and region , which hampers evi-

dence based policy , practice and interventions; and8. There is insufficient infrastructure and human resource, which hold back the ability of UVRI to

deliver on her mission.

5.1 Strategic Foci Statement for 2012-2015 5.1.1 Goal The overall goal of the Revised Strategic Plan 2012/13-2014/15 is to reposition UVRI into a dy-namic, internationally competitive research institution, contributing as a centre of excellence to the global challenge of addressing an expanded portfolio of diseases in order to achieve the corresponding MDGs and contribute to economic growth and development.

5.1.2 Key Result Areas (KRA)UVRI has identified eight major key results areas to address the identified strategic issues. These are:1. Diversification of the research portfolio to include other prevalent diseases in order to fulfill UVRI’s mandate and mission;2. Creation of a critical mass for middle level scientific and technical staff;3. Contribution to the financial sustainability of UVRI;4. Development of a centralized, accessible and reliable sample repository system;5. Contribution to timely translation of research findings into policy formulation;6. Improvement in coordination of programs, projects and core divisions;7. Increased production of health research workforce and8. Expansion of infrastructural and human resources.

UV

RI S

trate

gic

Plan

201

2-20

1515

5.1.

3 K

ey R

esul

t Are

as (K

RA

) and

Str

ateg

ic O

bjec

tives

Spec

ific

stra

tegi

c ob

ject

ives

and

cor

resp

ondi

ng st

rate

gies

wer

e id

entifi

ed to

impa

ct o

n ea

ch k

ey re

sult

area

as f

ollo

ws:

Key

Res

ult A

rea

1 D

iver

sifica

tion

of th

e re

sear

ch p

ortfo

lio to

incl

ude

othe

r pre

vale

nt d

iseas

es in

ord

er to

fulfi

ll U

VRI

’s m

anda

te a

nd

miss

ion

Stra

tegi

c O

bjec

tive

Incr

ease

UV

RI’s

invo

lvem

ent i

n re

sear

ch o

n ot

her c

omm

unic

able

and

non

-com

mun

icab

le d

iseas

esSt

rate

gies

l

Exp

and

the

mal

aria

rese

arch

cap

acity

l

Exp

and

on T

B re

sear

ch c

apac

ityl

Exp

and

rese

arch

and

surv

eilla

nce

on v

iral d

iseas

es e

.g. h

epat

itis,

rota

viru

s, hu

man

pap

illom

a vi

rus (

HPV

)l

Est

ablis

h re

sear

ch o

n no

n-co

mm

unic

able

dise

ases

(NC

Ds)

l

Inve

stig

ate

fact

ors a

ssoc

iate

d w

ith v

iral h

emor

rhag

ic fe

ver (

VH

F) o

utbr

eaks

Key

Res

ult A

rea

2C

reat

ion

of a

crit

ical

mas

s for

mid

dle

leve

l sci

entifi

c an

d te

chni

cal s

taff

Stra

tegi

c O

bjec

tive

To w

iden

the

rese

arch

skill

s mix

for m

iddl

e le

vel s

cien

tific

and

tech

nica

l sta

ffSt

rate

gies

l

Stre

ngth

en e

xist

ing

men

tors

hip

prog

ram

sl

Supp

ort t

rain

ing

for l

ong

and

shor

t ter

m c

ours

esl

Join

tly d

evel

op a

nd c

ondu

ct tr

aini

ngs i

n ar

eas o

f in

tere

st fo

r UV

RI st

aff

with

rele

vant

rese

arch

and

trai

ning

in

stitu

tions

Key

Res

ult A

rea

3C

ontri

butio

n to

the

finan

cial

sust

aina

bilit

y of

UV

RISt

rate

gic

Obj

ectiv

e a)

Wid

enin

g th

e fin

anci

al re

sour

ce b

ase

Stra

tegi

esl

Div

ersif

y do

nor f

undi

ngl

Gen

erat

e in

com

e fr

om se

rvic

es re

nder

edl

Incr

ease

ove

rhea

ds o

n re

sear

ch g

rant

s Lev

y a

fee

on c

onsu

ltanc

y se

rvic

es o

ffer

ed b

y U

VRI

staf

fl

Est

ablis

h a

natio

nal s

ampl

e re

posit

ory

for b

iote

chno

logy

inno

vatio

nl

Lobb

y go

vern

men

t fo

r inc

reas

ed fu

ndin

gl

Levy

a fe

e fo

r tra

inin

g co

urse

s con

duct

edSt

rate

gic

Obj

ectiv

e b)

Impr

ove

effic

ienc

y an

d ef

fect

iven

ess i

n th

e us

e of

ava

ilabl

e re

sour

ces

Stra

tegi

esl

Stre

ngth

en m

echa

nism

s for

ratio

nal u

tiliz

atio

n of

reso

urce

sl

Enf

orce

acc

ount

abili

ty a

nd tr

ansp

aren

cy in

the

use

of re

sour

ces.

UV

RI S

trate

gic

Plan

201

2-20

1516Key

Res

ult A

rea

4 D

evel

opm

ent o

f a

cent

raliz

ed, a

cces

sible

and

relia

ble

sam

ple

repo

sitor

y sy

stem

Stra

tegi

c O

bjec

tive

Impr

ove

sam

ple

man

agem

ent a

nd u

tiliz

atio

n.St

rate

gies

l

Est

ablis

h a

lab

info

rmat

ion

man

agem

ent s

yste

m (L

IMS)

l

Ens

ure

suffi

cien

t sto

rage

spac

el

Relia

ble

pow

er b

acku

p sy

stem

l

Util

ize

the

avai

labl

e liq

uid

nitro

gen

capa

city

for m

ore

relia

ble

long

term

stor

age

l

Dev

elop

an

effic

ient

nat

iona

l bio

-ban

kK

ey R

esul

t Are

a 5

Con

tribu

tion

to ti

mel

y tra

nsla

tion

of re

sear

ch fi

ndin

gs in

to p

olic

y fo

rmul

atio

nSt

rate

gic

Obj

ectiv

eTo

enh

ance

the

profi

le o

f U

VRI

am

ong

polic

y m

aker

sSt

rate

gies

l

Dev

elop

and

ope

ratio

naliz

e a

com

mun

icat

ion

stra

tegy

l

Est

ablis

h a

mec

hani

sm a

t UV

RI to

dev

elop

pol

icy

brie

fs fr

om re

sear

ch fi

ndin

gsl

C

ontri

bute

to th

e na

tiona

l kno

wle

dge

plat

form

for h

ealth

rese

arch

age

nda,

evi

denc

e an

d ap

plic

atio

n in

par

tner

ship

with

UN

HRO

l

Con

tribu

te to

the

natio

nal d

iseas

e su

rvei

llanc

e da

taba

seK

ey R

esul

t Are

a 6

Impr

ovem

ent i

n co

ordi

natio

n of

pro

gram

s and

cor

e fu

nctio

nsSt

rate

gic

Obj

ectiv

e O

ptim

ize

info

rmat

ion

and

reso

urce

shar

ing

amon

g th

e di

ffer

ent p

rogr

ams a

nd p

roje

cts

Stra

tegi

esl

Stre

amlin

e ro

les,

func

tions

and

resp

onsib

ilitie

s of

the

diff

eren

t pro

gram

sl

Ope

ratio

naliz

e th

e m

onito

ring

and

eval

uatio

n un

itl

Revi

taliz

e jo

int t

echn

ical

, adm

inist

rativ

e an

d su

ppor

t mee

tings

Key

Res

ult A

rea

7Im

prov

e ef

ficie

ncy

and

effe

ctiv

enes

s in

the

use

of a

vaila

ble

reso

urce

sSt

rate

gic

Obj

ectiv

eTo

exp

and

the

know

ledg

e an

d sk

ills b

ase

for p

ublic

hea

lth re

sear

chSt

rate

gies

l

Div

ersif

y th

e tra

inin

g po

rtfo

lio fo

r hea

lth re

sear

chl

Dev

elop

and

ope

ratio

naliz

e qu

ality

ass

uran

ce m

echa

nism

s for

trai

ning

l

Stre

ngth

en c

oord

inat

ion

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6.0 Strategic Plan Implementation Critical AssumptionsSuccessful implementation of the Strategic Plan is predicated on the following pre-conditions:

i) A supportive legal and policy environmentii) Requisite commitment by key stakeholders iii) Implementation of the various international and regional declarations on health research to which Uganda is a signatoryiv) Attainment of long term sustainable networksv) Sustainable peace and stability in the country and region vi) A committed cohesive UVRI workforce

6.1 Implementation ModalitiesA Strategic Plan Implementation Committee headed by the Director and composed of Heads of Divisions will be put in place to steer the implementation of the strategic plan. It is expected that three months prior to the beginning of every financial year, the Committee will be undertaking operational planning to ensure that the strategies in the strategic plan are broken down into activities for inclusion into the recurrent budget. For those strategies whose implementation will span several years, detailed projects will be formulated with their corresponding project profiles and logic models.

The Strategic Plan Implementation Committee will develop an implementation matrix as shown in the operational plan template in Appendix 1. The Committee will also put in place a resource mobilization strategy to raise different types of resources to support the implementation of UVRI strategy over the next three years.

7.0 Monitoring and Evaluation StrategyEffective delivery on the set objectives will be monitored, evaluated and reported based on Objectively Verifiable Indicators (OVIs) that have been identified for each Key Result Area (KRA), strategic objectives and strategies as captured in the logical framework for the strategic plan. Provision for frequency of strategic data collection and analysis and the responsibility for collection is included in the logic framework matrix in appendix 2. The logic framework matrix for the strategic plan will support results based management at the Institute. The tool therefore provides for monitoring and evaluation at the Institute level. At the micro level, it is expected that the various strategic interventions will each have a logic model to provide for the tracking of outcomes.

Overall organizational oversight is currently provided by the Ministry of Health and UNHRO through periodic meetings and annual reporting while regular operational moni-toring, performance evaluation and reporting is the responsibility of pertinent committees comprised of top and senior management.

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S) e

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lishe

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east

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f-fic

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ba

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nd

cold

room

s bui

ltLa

b m

anag

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mm

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annu

al

UV

RI S

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Plan

201

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1525

Item

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arra

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mar

y O

bjec

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2013

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2015

Stra

tegy

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nfor

ce a

ccou

ntab

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an

d tra

nspa

renc

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the

use

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sour

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num

ber o

f au

dit

quer

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educ

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y 60

% fr

om b

asel

ine

Aud

it re

port

s Fi

nanc

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tratio

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13 -Q

4

20

15

Key

Res

ult A

rea

4: D

evel

opm

ent o

f a

cent

raliz

ed, a

cces

sible

and

relia

ble

sam

ple

repo

sitor

y sy

stem

Stra

tegi

c ob

ject

ive

4. 1

Sam

ple

man

agem

ent

and

utili

zatio

n im

prov

edPr

opor

tion

of c

ul-

ture

d/dr

yIn

com

e fr

om sa

mpl

e m

anag

emen

t and

uti-

lizat

ion

acco

unts

for

3% o

f U

VRI

fund

ing

base

Reco

rds o

f ac

coun

ts

or re

posit

ory

reco

rds

Repo

sitor

y m

anag

er

and

gran

ts o

ffice

Q1

2013

-Q4

2015

Stra

tegy

4.1

A

lab

info

rmat

ion

man

agem

ent s

yste

m

(LIM

S) e

stab

lishe

d

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east

75%

of

the

tech

nica

l sta

ff a

re

usin

g th

e La

b In

for-

mat

ion

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agem

ent

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luat

ion

repo

rt %

us

age

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IMS

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rmat

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f-fic

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T M

anag

erQ

1 20

13 -Q

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15

Stra

tegy

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Suf

ficie

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orag

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ace

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red

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age

spac

e in

-cr

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by

30%

from

ba

selin

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room

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ltLa

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mm

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annu

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Item

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mar

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rifiab

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a

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f on

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r m

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min

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Q1

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4

201

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Stra

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tiliz

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aila

ble

liqui

d ni

troge

n ca

paci

ty fo

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e re

liabl

e lo

ng te

rm st

orag

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hase

larg

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lum

e liq

uid

nitro

gen

stor

age

tank

s

Num

ber

of L

iqui

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troge

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nks a

vail-

able

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nten

ance

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cer,

Fina

nce

&A

dmin

istra

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cers

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2013

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4

201

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Key

Res

ult A

rea

5: C

ontri

butio

n to

tim

ely

trans

latio

n of

rese

arch

find

ings

into

pol

icy

form

ulat

ion

Stra

tegi

c ob

ject

ive

5. 1

UV

RI c

ontri

butio

n to

po

licy

enha

nced

as w

ell a

s its

pro

file

Com

preh

ensiv

e re

gim

e of

app

rove

d po

licie

s in

plac

e an

d be

ing

impl

emen

ted

to

impr

ove

publ

ic h

ealth

Ann

ual r

epor

ts, p

oli-

cy b

riefs

, & q

uart

erly

ne

ws l

ette

rs

Com

mun

icat

ion

and

know

ledg

e m

anag

emen

t of

ficer

Ann

ual

Stra

tegy

5.1

.E

stab

lish

a m

echa

nism

at

UV

RI to

dev

elop

pol

icy

brie

fs fr

om re

sear

ch fi

nd-

ings

Num

ber

of p

olic

y br

iefs

to M

OH

&

UN

HRO

Polic

ies o

r cha

nge

of

prac

tice

by M

oH/

UN

HRO

in p

lace

ba

sed

on U

VRI

re-

sults

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inist

ratio

n &

U

NH

ROA

nnua

l

Stra

tegy

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Dev

elop

and

ope

ratio

n-al

ize

a co

mm

unic

atio

n st

rate

gy

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tiona

l com

mu-

nica

tion

stra

tegy

in

plac

e

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mun

icat

ion

impr

oved

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mun

icat

ion

&

Kno

wle

dge

Man

agem

ent

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cer

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e in

th

ree

year

s

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RI S

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Plan

201

2-20

1526Item

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arra

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bjec

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llect

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ata

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tegy

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tribu

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na-

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l kno

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plat

-fo

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lth re

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agen

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and

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rts

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inist

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ivisi

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ual

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tegy

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tribu

te to

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natio

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iseas

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rvei

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data

base

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ubm

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feed

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port

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ult A

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6: Im

prov

emen

t in

coor

dina

tion

of p

rogr

ams a

nd c

ore

func

tions

Stra

tegi

c O

bjec

tive

6.1

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rmat

ion

and

re-

sour

ce sh

arin

g am

ong

the

diff

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gram

s an

d pr

ojec

ts o

ptim

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lar m

eetin

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f co

ncer

ned

part

ies

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utes

& a

nnua

l re

port

sA

dmin

istra

tion

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ision

sW

eekl

y, m

onth

ly &

an

nual

Stra

tegy

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amlin

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les,

func

-tio

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litie

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ft &

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whe

n M

OU

s ar

e sig

ned

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ratio

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onito

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mon

thly,

qu

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i ann

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nnua

l

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201

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Item

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sear

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ject

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kno

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qual

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rogr

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pape

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wor

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an

Qua

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port

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aini

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ffice

ran

nual

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whe

n M

OU

s ha

ve b

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signe

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Key

Res

ult A

rea

8: E

xpan

sion

of in

fras

truc

tura

l and

hum

an re

sour

ces

Stra

tegi

c O

bjec

tive

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infr

astr

uctu

ral

capa

city

at U

VRI

im-

prov

ed

Func

tiona

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rast

ruc-

ture

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pit

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cord

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vent

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repo

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HRO

, MoH

, U

VRI

A

nnua

l

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tegy

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.1

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elop

and

impl

emen

t a

UV

RI m

aste

r pla

n Fu

nctio

nal m

aste

r pl

anPl

an im

plem

ente

d U

NH

RO, M

oH,

UV

RI

Ann

ual

UV

RI S

trate

gic

Plan

201

2-20

1528It

em

Nar

rativ

e Su

mm

ary

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ectiv

ely

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able

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icat

ors

Mea

ns/S

ourc

e of

Ve

rifica

tion

Res

pons

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llect

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Tim

e fr

ame

for D

ata

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olle

ctio

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rate

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vent

ory

and

sam

-pl

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thog

ens

Div

ision

s/la

bs

Ann

ual

Stra

tegy

8.1

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stitu

te a

sust

aina

ble

equi

pmen

t mai

nten

ance

pr

ogra

m

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l equ

ippe

d &

m

aint

aine

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bs

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rt sh

owin

g Pr

o-gr

am im

plem

ente

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tim

e

Mai

nten

ance

offi

cer

Ann

ual

Stra

tegy

8.1

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xpan

d th

e IC

T in

fra-

stru

ctur

e Re

quire

d ite

ms

boug

ht a

nd in

stal

led

Inve

ntor

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ICT

Equ

ipm

ent

IT M

anag

er

Ann

ual

Stra

tegy

8.1

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bby

the

Min

istry

of

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lth a

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tner

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supp

ort t

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rkin

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ace

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teen

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Requ

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irect

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HRO

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ctor

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VRI

Ann

ual

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tegy

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The

hum

an re

sour

ce

capa

city

at U

VRI

en-

hanc

ed

Num

ber o

f cr

itica

l st

aff

incr

ease

d to

full

capa

city

Per

form

ance

Con

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Inve

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shor

t &

long

term

cou

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offic

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in-

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, U

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; Dire

ctor

Gen

-er

al, U

NH

RO

Ann

ual

UV

RI S

trate

gic

Plan

201

2-20

1529

Item

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arra

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en-

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view

and

mai

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ort c

ours

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re

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f

% o

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RI S

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201

2-20

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8.3

App

endi

x 3:

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ars

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gand

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atio

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h O

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sion

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fliat

ed

inst

itutio

ns

SA

2: D

evel

op a

nd im

plem

ent

a na

tiona

l hea

lth re

sear

ch

plan

with

spe

cific

prio

rity

area

s

SA

3: D

evel

op m

anag

emen

t sy

stem

s an

d to

ols

to s

uppo

rt

gove

rnan

ce a

nd le

ader

ship

SA

4: D

evel

op s

kills

for

lead

ersh

ip &

man

agem

ent &

te

chni

cal s

uppo

rt su

perv

isio

n S

A 5:

Stre

ngth

en

trans

pare

ncy

& a

dvoc

acy

SA

1: D

evel

op a

nd

mai

nstre

am a

n et

hica

l co

de o

f con

duct

for h

ealth

re

sear

ch

SA

2: D

evel

op a

n ov

er

arch

ing

fram

ewor

k fo

r te

chni

cal s

uper

visi

on,

mon

itorin

g an

d ev

alua

tion

at

all l

evel

s

SA

3: D

evel

op a

nd m

aint

ain

mec

hani

sms

for q

ualit

y as

sura

nce

in re

sear

ch

SA

1: P

ro a

ctiv

ely

enga

ge

exis

ting

and

pote

ntia

l pa

rtner

ship

s in

nat

iona

l he

alth

age

nda

SA

2: D

evel

op

com

mun

icat

ion

and

info

rmat

ion

exch

ange

m

echa

nism

s to

sup

port

colla

bora

tion

at a

ll le

vels

SA

3: D

evel

op a

fram

ewor

k fo

r sta

keho

lder

s co

oper

atio

n an

d co

here

nce

at a

ll le

vels

SA

1: D

evel

op a

dat

a m

anag

emen

t sys

tem

for

the

colla

bora

tion,

ana

lysi

s,

stor

age,

arc

hivi

ng, a

nd

retri

evia

l of i

nfor

mat

ion

SA

2: D

evel

op d

isse

min

atio

n m

echa

nism

s, fo

ra a

nd

com

mun

icat

ion

netw

orks

for

shar

ing

of re

sear

ch fi

ndin

gs

SA

3: S

et u

p a

natio

nal

know

ledg

e tra

nsla

tion

plat

form

for h

ealth

rese

arch

ev

iden

ce a

nd a

pplic

atio

n

SA

4: T

rain

pol

icy

mak

ers

and

rese

arch

ers

in a

cces

s,

synt

hesi

s an

d us

e of

re

sear

ch e

vide

nce

SA

1: D

evel

op a

nd im

plem

ent

finan

cial

pla

n

SA

2: E

xerc

ise

prud

ence

in

dep

loym

ent,

use

and

acco

unta

bilit

y of

fina

ncia

l re

sour

ces

SA

3: D

evel

op a

nd im

plem

ent

a hu

man

reso

urce

cap

acity

bu

ildin

g pl

an

SA

4: M

ains

tream

bas

ic

spec

ialis

ed a

nd a

dvan

ced

heal

th re

sear

ch tr

aini

ng

acro

ss d

isci

plin

esS

A5:

Inve

st in

infra

stru

ctur

e th

roug

h ph

ased

reha

bilit

atio

n an

d m

oder

nisa

tion,

pr

ocur

emen

t of l

ogis

tics

and

equi

pmen

t

SA

1: H

arne

ss a

nd in

nova

te

loca

lly a

ppro

pria

te

tech

nolo

gies

and

tool

s in

he

alth

car

e de

liver

y sy

stem

s

SA

2: D

evel

op tr

aditi

onal

and

co

mpl

emen

tary

med

icin

e fo

r ap

plic

atio

n an

d in

tegr

atio

n in

to h

ealth

car

e de

liver

y S

A3:

Sup

port

the

com

mer

cial

isat

ion

of n

ew

tool

s, in

nova

tions

and

te

chno

logi

es in

hea

lth c

are

incl

udin

g th

e pr

otec

tion

of

inte

llect

ual p

rope

rty ri

ghts

and

ot

her i

ncen

tives

SA

4: E

nact

app

ropr

iate

en

ablin

g le

gisl

atio

n on

tra

ditio

nal a

nd c

ompl

emen

tary

m

edic

ine

Cor

e Va

lues

In

tegr

ity a

nd A

ccou

ntab

ility

Com

mun

ity R

espo

nsiv

enes

s

C

ompe

titiv

enes

S

O=

Stra

tegi

c O

bjec

tive

SA

= S

trate

gic

Act

ion

Vi

sion

: A

cultu

re in

w

hich

hea

lth p

olic

y an

d ap

plic

atio

n is

driv

en b

y re

sear

ch

evid

ence

to im

prov

e he

alth

soc

io-e

cono

mic

dev

elop

men

t for

the

peop

le o

f Uga

nda

UV

RI S

trate

gic

Plan

201

2-20

1531

8.4

App

endi

x 4:

Sta

keho

lder

Ana

lysi

s Ta

ble

for U

VR

I

Stak

ehol

der

Stak

ehol

der

rela

tions

hip

and

Rol

e

Perf

orm

ance

cr

iteria

UV

RI

perf

or-

man

ce a

ccor

ding

to

crit

eria

Wha

t UV

RI

shou

ld

do to

impr

ove

per-

form

ance

Exp

ecta

tions

of

UV

RI

from

st

akeh

olde

rs

Wha

t UV

RI

sho

uld

do to

real

ize

its

expe

ctat

ions

from

st

akeh

olde

rsSt

aff

l E

mpl

oyee

s

l

Lead

, in

vest

igat

e an

d im

plem

ent

orga

niza

tiona

l ob

ject

ives

l D

esig

ners

an

d im

plem

ent-

er o

f ac

tiviti

es

l

Regu

lar

staf

f ap

prai

sals

l

Dev

elop

ed

prot

ocol

s

l

Re-

port

s and

publ

icat

ions

l

How

wel

l st

aff

perf

orm

ac

cord

ing

to

job

desc

riptio

n

Targ

ets s

etl

Cap

acity

bui

ld-

ing

of st

aff

l

Prov

ide

ap-

prop

riate

term

s and

co

nditi

ons o

f se

rvic

e (in

cent

ives

)l

Con

duct

regu

lar

staf

f ap

prai

sals

l

Staf

f sh

ould

be

info

rmed

regu

larly

in

serv

ice,

good

renu

-m

erat

ion

pack

age,

prov

ide

equi

pmen

t an

d ot

her p

rote

ctiv

e ge

ar, o

ffice

spac

e

l

Em

brac

e th

e vi

sion

, miss

ion

and

upho

ld c

ore

valu

es

l

To p

erfo

rm

and

mee

t tar

gets

l

Ded

icat

ion

l

Cre

ate

a b

enefi

-ci

al w

orki

ng e

nviro

n-m

ent f

or c

ondu

ctin

g he

alth

rese

arch

l

Inst

itute

ann

ual

perf

orm

ance

agr

ee-

men

ts

l

Con

duct

ing

regu

-la

r rev

iew

s and

per

for-

man

ce a

ppra

isals

On

cam

pus c

ol-

labo

rato

rsPr

ovid

ing

fund

s an

d th

ey a

re c

o im

plem

ente

rs

l

Leve

l of

fund

ing

Rese

arch

out

-pu

tl

Leve

l of

capa

city

bui

ld-

ing

met

Leve

l of

fund

ing

Rese

arch

out

puts

l

Mai

ntai

n co

rdia

l m

utua

lly b

enefi

cial

re

latio

nshi

p

l

Full

coop

era-

tion

and

focu

s on

capa

city

bui

ldin

g of

staf

f an

d in

fra-

stru

ctur

e

l

Scal

ing

up jo

int

rese

arch

l

Impr

oved

com

-m

unic

atio

n an

d

l

Visi

bilit

y of

UV

RI

UV

RI S

trate

gic

Plan

201

2-20

1532Stak

ehol

der

Stak

ehol

der

rela

tions

hip

and

Rol

e

Perf

orm

ance

cr

iteria

UV

RI

perf

or-

man

ce a

ccor

ding

to

crit

eria

Wha

t UV

RI

shou

ld

do to

impr

ove

per-

form

ance

Exp

ecta

tions

of

UV

RI

from

st

akeh

olde

rs

Wha

t UV

RI

sho

uld

do to

real

ize

its

expe

ctat

ions

from

st

akeh

olde

rsU

NH

ROl

Ove

rsig

ht

coor

dina

ting

& su

perv

ision

ro

le fo

r hea

lth

rese

arch

l

Fund

s ra

ised

and

guid

-an

ce p

rovi

ded

UV

RI st

rate

gic

plan

is in

line

with

U

NH

RO o

ne

Be re

spon

sive

to

UN

HRO

rese

arch

ag

enda

and

per

form

w

ithin

the

prov

ision

of

the

UN

HRO

Act

20

09

l

Fund

ing

from

G

oU su

ppor

t for

gr

ants,

MO

U a

nd

cons

titue

ncie

s

l

Impl

emen

ting

rese

arch

age

nda

l

Adh

eren

ce to

/po

licie

s and

gui

delin

es

MO

HPr

ovisi

on o

f re

sour

ces,

set-

ting

polic

y an

d st

anda

rds

l

Fund

s and

ot

her r

esou

rces

pr

ovid

ed

l

Polic

ies

and

stan

dard

s de

velo

ped

Prio

rity

rese

arch

co

nduc

ted;

oth

er

func

tions

of

publ

ic

heal

th in

stitu

tions

im

plem

ente

d

Dia

logu

e w

ith p

olic

y m

aker

s to

cond

uct

rele

vant

rese

arch

pa

rtic

ipat

e in

out

-br

eak

inve

stig

atio

ns,

deve

lop

appr

opria

te

inte

rven

tions

/inn

o-va

tions

Requ

ired

reso

urce

s pr

ovid

ed, p

oliti

cal

and

supp

ort s

uper

-vi

sion

prov

ided

Con

duct

bus

ines

s in

acc

orda

nce

with

U

NH

RO st

rate

gic

plan

, NH

pol

icy,

HS-

SIP

and

ND

P, c

olla

bo-

rate

and

supp

ort o

ther

he

alth

inst

itutio

ns

MFP

ED

UN

CST

Impl

emen

t A

buja

dec

la-

ratio

n, c

ol-

labo

ratio

n w

ith

UN

HRO

in

prov

idin

g ov

er-

sight

UV

RI fu

nded

ad

equa

tely,

re

sear

ch c

on-

duct

ed a

ccor

d-in

g to

nat

iona

l gu

idel

ines

l

Thr

ough

U

NH

RO c

ontin

ue

lobb

ying

for f

unds

;

l

Act

ive

mem

ber

of U

NC

ST

l

Ade

quat

e fu

ndin

g;

l

Supp

ort f

or

rese

arch

con

-du

cted

l

Usin

g fu

nds a

s ex

pect

ed;

l

Prod

uce

high

qu

ality

rese

arch

UV

RI S

trate

gic

Plan

201

2-20

1533

Stak

ehol

der

Stak

ehol

der

rela

tions

hip

and

Rol

e

Perf

orm

ance

cr

iteria

UV

RI

perf

or-

man

ce a

ccor

ding

to

crit

eria

Wha

t UV

RI

shou

ld

do to

impr

ove

per-

form

ance

Exp

ecta

tions

of

UV

RI

from

st

akeh

olde

rs

Wha

t UV

RI

sho

uld

do to

real

ize

its

expe

ctat

ions

from

st

akeh

olde

rsO

ther

min

istrie

s &

Gov

ernm

ent

Dep

artm

ents

Col

labo

rate

w

and

prov

ide

cond

uciv

e

envi

ronm

ent

Col

labo

rate

re

sear

ch to

im

prov

e pu

blic

he

alth

Mul

tisec

tora

l re

sear

ch w

ith

m

ultip

le im

pact

Mai

ntai

n go

od

wor

king

rela

tions

hip

Tap

UV

RI

expe

rtise

in v

ari-

ous fi

elds

Dev

elop

join

t

rese

arch

pro

posa

ls

MO

HPr

ovisi

on o

f re

sour

ces,

set-

ting

polic

y an

d st

anda

rds

l

Fund

s and

ot

her r

esou

rces

pr

ovid

ed

l

Polic

ies

and

stan

dard

s de

velo

ped

Prio

rity

rese

arch

co

nduc

ted;

oth

er

func

tions

of

publ

ic

heal

th in

stitu

tions

im

plem

ente

d

Dia

logu

e w

ith p

olic

y m

aker

s to

cond

uct

rele

vant

rese

arch

pa

rtic

ipat

e in

out

-br

eak

inve

stig

atio

ns,

deve

lop

appr

opri-

ate

inte

rven

tions

/

in

nova

tions

Requ

ired

reso

urce

s pr

ovid

ed, p

oliti

cal

and

supp

ort s

uper

-vi

sion

prov

ided

Con

duct

bus

ines

s in

acc

orda

nce

with

U

NH

RO st

rate

gic

plan

, NH

pol

icy,

HS-

SIP

and

ND

P, c

olla

bo-

rate

and

supp

ort o

ther

he

alth

inst

itutio

ns

Aca

dem

ial

Col

labo

rate

w

ith U

VRI

,

l P

rovi

de

ho

nora

ry a

p-po

intm

ents

l

Supe

rvi-

sion

of P

hD,

post

-doc

tora

l an

d m

aste

r’s

stud

ents

Col

labo

rativ

e re

sear

ch c

on-

duct

ed

Num

ber o

f st

aff

with

hon

-or

ary

appo

int-

men

t

Join

gra

nts o

b-ta

ined

l

Num

ber o

f st

aff

appo

inte

d

l

Num

ber o

f st

uden

ts jo

intly

su

perv

ised

Prov

ide

expe

rtise

w

here

nee

ded

Effi

cien

t col

labo

-ra

tion;

Crit

ical

mas

s of

scie

ntist

s

Util

izat

ion

faci

litie

s re

ason

able

l

Cam

pus

join

t men

tors

hip

and

supe

rvisi

on

l

Join

t app

licat

ion

for f

unds

;

l

Com

plem

enta

lity

rath

er th

an c

ompe

ti-tio

n

UV

RI S

trate

gic

Plan

201

2-20

1534

Min

istr

y of

Hea

lth

Dir

ecto

r

(Hea

d of

Pro

gram

s and

Pa

rtne

rshi

ps)

Dep

uty

Dir

ecto

r (C

hief

Res

earc

h O

ffic

er (C

RO

))

Inte

rnal

A

udit

Ento

mol

ogy

Vec

tor

Biol

ogy

Imm

unol

ogy

Epid

emio

logy

Uni

t

Col

labo

rato

rs &

D

evel

opm

ent

Plan

ning

&Re

sour

ce

Mob

iliza

tion

Ecol

ogy/

Zo

olog

yG

ener

al

Viro

logy

Fina

nce

&

Adm

in

IT &

C

orpo

rate

In

t’n R

elat

ions

&

Tra

inin

g

Arb

oviro

logy

Em

ergi

ng &

Re

em

ergi

ng

U

NH

RO

UV

RI A

dvis

ory

Boa

rd

(UA

B)

CU

R

(Clin

ic)

IDU

(EPI

)Q

AU

nit

Bio

tech

nolo

gy/

Infra

struc

ture

M

aint

enan

ce

8.5

App

endi

x 5:

Org

anis

atio

nal S

truc

ture

for U

VR

I

uvri strategic plan

Documents