AHRI STRATEGIC PLAN all files/AHRI Strategic... · 2 AHRI Strategic Plan (2016 - 2020) NORAD and...

AHRI STRATEGIC PLAN 2016-2020

Table of Contents1. Introduction 1

1.1. TheInstitute 1

1.2. TheneedfortheBalancedScoreCard(BSC) 2

1.3. ReviewofAHRI’sStrategicPlan(2011-2015)performance 2

1.3.1. BasicandAppliedResearch 3

1.3.1.1. ImprovequalityofHealthpolicyadvice 3

1.3.2. ImproveHealthknowledge 3

1.3.3. DevelopandEvaluateNewTools 3

1.3.4. Conductbasicbiomedicalandappliedresearch 4

1.3.5. FosterPartnership 5

1.3.5.1. Strengthennetworkingandpartnership 5

1.3.6. EnhanceuseofICT 6

1.3.7. CapacityBuilding 7

1.3.7.1. Improvehumancapital 7

1.3.7.2. Improveresearchskills 7

1.3.7.3. ImprovequalityofResearch 8

1.3.7.4. ImproveResearchinfrastructureandEquipment 8

1.3.7.5. Improveincomemobilizationandutilization 9

1.4. MandatesofAHRI 10

1.5. Mission,Vision,andCoreValuesofAHRI 10

1.5.1. Mission 10

1.5.2. Vision 10

1.5.3. Corevalues 10

2. OrganizationalAssessment 11

2.1. Strength,Weakness,OpportunitiesandThreats(SWOT)analysis 11

2.2. InternalAssessment 13

2.3. ExternalAssessment 15

2.4. EnablersandPains 16

2.5. Customersandstakeholdersanalysis 17

2.6. Customervalueproposition 19

3. StrategicThemes 21

3.1. StrategicIssues 21

I. Qualityresearchanddevelopment 21

II. Institutionalcapacitybuilding 21

3.2. StrategicTheme1:Excellenceinmedicalresearch 21

3.3. StrategicTheme2:Excellenceinmedicalresearchtraining 22

3.4. StrategicTheme3:Excellenceinpartnershipandnetworking 22

3.5. Strategictheme4:Excellenceinmanagementandgovernance 22

3.6. SummaryofStrategicThemesandResults 23

4. StrategicObjective 23

4.1. OrganizationalStrategicObjectivespereachperspectives 23

5. OrganizationalMap 26

6. Strategicmeasuresandtargets 27

6.1. StrategicmeasuresforeachObjectives 27

7. StrategicInitiatives 40

8. AHRI’sStrategicThemesandStrategicObjectivesalignmentwithHSTP 45

9. AHRI’sStrategicPlanImplementationandManagement 55

9.1. StrategicPlanImplementationprocess 55

9.1.1. Evaluatethestrategicplanandcreatecommonvision 55

9.1.2. Owningstrategicobjectives 55

9.1.3. Coordinationcommittee(DDGandDirectorates) 55

9.1.4. Taskforce 56

9.2. MonitoringandEvaluationFramework 56

10. Humanresourcerequirement 64

11. Costing,FinancingandResourceMapping 66

11.1. Budgetmappingbasedonstrategicobjectives 66

11.2. ResourceMappingandGapanalysis(inUSD) 67

ANNEX1:StrategicObjectivesundereachstrategictheme 68

ANNEX2:AHRI’sneworganogram 73

AHRI Strategic Plan (2016 - 2020) 1

1. IntroductionThis strategic plan is prepared in the context of the Balanced Score Card (BSC) which is currently being implemented nationwide generally and by Federal Ministry of Health (FMOH), Ethiopia, particularly. BSC is a strategic planning and management system designed to help everyone in an organization understand and work towards a shared vision and strategy. A completed scorecard system aligns the organization‘s shared vision with its business strategy, desired employee behaviors, and day-to-day operations.

The BSC Strategic Planning starts with the organizational Mission, Vision, and Core Values which are translated into desired Strategic Results. Strategic Themes (organization’s Pillars of Excellence) are selected to focus effort on the strategies that will lead to success. Strategic Objectives are the DNA of a strategy and are used to deconstruct strategies into actionable components that can be monitored using Performance Measures. Finally, Strategic Initiatives translate strategy into a set of high-priority projects that need to be implemented to ensure the success of a strategy.

The strategic plan presented here will be implemented in the next five years (2016-2020) to strengthen the Institute capacity and thereby to accomplish its mission.

The current strategic plan takes in to account the transformation and restructuring of the Institute to a higher level research and training institution with a full autonomous status in accordance to the mandate given by the Ethiopian Government to better accomplish its mission.

1.1. The Institute The Armauer Hansen Research Institute (AHRI) was established in 1970 with the support of Save the Children Organizations of Norway and Sweden in collaboration with the Ethiopian government, with the objective of contributing to the better understanding of the pathogenesis and human immune response to leprosy, caused by the bacillus Mycobacterium leprae. A major focus was directed towards improving the diagnostic capacities for leprosy and gaining new knowledge required for the eventual development of a leprosy vaccine.

With the overall decline of the global leprosy prevalence and incidence due to the introduction of Multi Drug Therapy (MDT) and the re-emergence of Tuberculosis as a global threat that was exacerbated by the HIV/AIDS pandemic, the research agenda of AHRI has expanded over the years to include TB, Leishmania and HIV/AIDS taking advantage of the recent developments related to the successful implementation of new ARV treatment center established in ALERT Campus.

AHRI is also engaged in capacity building activities in the area of clinical research since 2001. Since then, there is an increasing trend in the clinical trial activities with six to seven clinical trials running for some time now. Beside the research activities, AHRI has been also involved in different short term and long term (MSc and PhD) trainings in collaboration with different National and International Universities and Institutes contributing to the national capacity building in medical research. The training is given for MSc and PhD students who are registered in different local and international universities. AHRI also organizes several multidisciplinary short courses for undergraduate students as well as for university staffs.

Since its establishment, for about 35 years, AHRI had been functioning as an independent research institute and during those years the research agenda was mainly donor driven and primarily focused on basic research. AHRI has undergone an important transition in its status in Ethiopia in July 2004, when it joined the Ethiopian Ministry of Health as part of the ALERT Centre. Since its establishment, the main funding sources have been

AHRI Strategic Plan (2016 - 2020)2

NORAD and SIDA and in recent years, AHRI is diversifying its funding sources including major project grants from the European Union, EDCTP, World Health Organization, Wellcome Trust, WOTRO/NACAAP, Bill and Melinda Gates Foundation Grand Challenges, Union Banques Suisse and others.

In 2009, the Institute conducted a Business Process Reengineering (BPR) but the way the Institute was structured as a department within ALERT didn’t allow functioning as an independent Institute. As a result, most of its units didn’t stand out by themselves so there was no room to expand. Even the Scientific Director was functioning at the Directorate level and there was no possibility for other Directorates to emerge. Since the focus and priorities of a hospital and a research Institute are different, the research institute didn’t benefit that much from the reengineering. The strategic plan which was prepared following the reengineering has also faced difficulty because of the problem of the structure of the Institute. The current strategic plan, however, is prepared following the Ethiopian Government commitment to make AHRI full autonomous organization. Following this autonomy, the Institute is expected to strengthen itself in terms of human resource and physical facility to meet its mission.

Currently, the Institute is run by a Scientific Director and the different functional units are organized under 8 case teams (TB, Leprosy, Malaria NTD, Bacteriology, HIV/STD, clinical trial, Laboratory, and project management teams). The new AHRI will have a different structure (See annex)

At present, the institute has 123 contract and permanent staff and a modest laboratory facility (Immunology, Molecular Biology, bacteriology, pathology, TB lab and clinical trial labs). In the coming five years this number is expected to grow to more than 300 staff and expanded physical and laboratory facilities. In terms of research projects, AHRI has currently 52 projects. These projects are being conducted by AHRI researchers and postgraduate students (MSc and PhD). The expansion in the number of senior researchers and physical facility will also help to increase the number of postgraduate students attached to AHRI for their theses research.

In order to prepare this strategic plan document, a strategic plan team was established and worked together with the Ethiopian Management Institute as a consultant. The team did a rigorous situational analysis of the past strategic plan and also conducted SWOT and Stakeholder analyses, strategic issues were identified and the strategic themes and objectives were prepared accordingly. The plan also considered GTP II and the health sector transformation plan HSTP.

1.2. The need for the Balanced Score Card (BSC) The BSC is an essential tool to analyze the existing situation, identify the bottlenecks and design strategic themes and objectives as well as taking the strategy to action. Also BSC emphasizes on bringing idea of shared vision among all individual workers in the institution. The BSC is an essential component of AHRI’s activity because although AHRI has been strong in some areas, still other important functions and units remain weak and that compromises the overall performance of the Institute. Using the BSC as a tool, those identified weak areas will be strengthened; activities will be streamlined and ultimately facilitates the performance of the Institute to meet its objectives and mission.

1.3. Review of AHRI’s Strategic Plan (2011-2015) performance AHRI’s strategic plan (2011-2015) was structured under the following strategic objectives, and major activities and results are reviewed as follows


1.3.1. Basic and Applied Research

1.3.1.1. Improve quality of Health policy advice

To improve the evidence based policy decision making, the institute’s research findings have been disseminated through various channels. During the last five years, 2 policy briefs were made available to stakeholders and concerned bodies and this include; we demonstrated that bleach microscopy method for sputum concentration in smear microscopy improved detection of Mtb bacilli. This can ultimately help to improve TB case detection in the field. On the other hand, an oral Cholera vaccine, ®Shanchol, bridging trial was conducted to facilitate extrapolation of the data from Asian to African population. We demonstrated that the vaccine was safe and immunogenic in Ethiopian population. The result was compiled and submitted to EFMHACA for decision making thus ®Shanchol is currently in use for a pilot mass vaccination in Shashemene area. Furthermore, the Institute managed to disseminate more than 111 research findings in peer reviewed Journals and several preliminary and final research findings have been presented in national and international conferences and workshops.

1.3.2. Improve Health knowledge

The community health improvement process should include two principal interacting cycles based on analysis, action, and measurement. The problem identification and prioritization cycle focuses on identification and prioritization of health problems in the community, and the analysis and implementation cycle on a series of processes intended to devise, implement, and evaluate the impact of health improvement strategies to address the problems. The overall process differs primarily because it emphasizes on measurement to link performance and accountability on a community-wide basis. To this effect, AHRI tried to create awareness around the institute on identified diseases of public health importance such as TB by inviting high school students and their teachers on world TB day celebrations for three consecutive years. On the other hand, community health awareness on leishmaniasis was organized in Ankober area where AHRI has conducted a clinical trial on the treatment of coetaneous Leishmaniasis through engaging the community at different stages of the study.

1.3.3. Develop and Evaluate New Tools

In collaboration with several partners, the Institute has been engaged in various research activities on identification of novel Mtb antigens as potential candidates to TB vaccine development. The findings from multi-site study subjects gave promising antigens for future vaccine development. Moreover, the evaluation of Mtb specific host cytokine signatures in whole blood culture supernatants as diagnostic biomarkers for active TB infection as well as biomarkers of protective Immunity against TB in the context of HIV/AIDS in Africa have successfully been completed. These activities have followed a Systems biology approach to identify signatures of risk for TB disease in Gates Global Challenge 6 cohorts aimed at identifying markers that can be used for detection of different groups of TB patients. In addition to this, the institute is also working in collaboration with European and African countries on vaccine trials (TBTEA).

Similarly, in collaboration with international partners, potential M. leprae antigens and host biomarkers were identified in the last couple of years. The potential for use in UCP-LF assay was analyzed for early detection (diagnosis) of M. leprae infection.


1.3.4. Conduct basic biomedical and applied research

The Institute has been engaged in several research projects on infectious and non-infectious diseases of public health importance through its research case teams to improve the health care and wellbeing of the public. In the past five years, AHRI researchers conducted locally initiated research projects, collaborative research projects and large consortium projects. The last SPM year is also marked by completion of most large consortium projects from which significant findings were reported that includes the identification of new Mtb lineage called Lineage 7. Lineage 7 is restricted to Ethiopia (or the Horn of Africa) and appears to have emerged about 60-70, 000 years ago around the period of human migration out of Africa. The findings indicate that Ethiopia is an exceptionally well suited country for the investigation of TB immune response in humans. In another development, it was possible to finalize the national risk map of visceral leishmaniasis (VL) which for the first time provides information on where VL is endemic or is likely to be present in the country.

Investigation of the immune response to hepatitis B virus (HBV) and other vaccines in HIV infected children have brought up findings that were relevant to policy makers in the health sector. Knowledge, attitude and practice (KAP) assessment of health professionals in the management of leprosy, initiation of active case detection and contact tracing are also among the several other basic and applied research activities at AHRI.

In collaboration with international and local partners, AHRI has been engaged in undertaking several clinical trials of which the evaluation of a shorter regimen for the treatment of MDRTB is expected to shade light for possible breakthrough in MDRTB management. It was also possible to establish a bioequivalence (BE) clinical center in 2013 which in collaboration with the regional bioequivalence center in AAU has successfully completed two clinical studies on locally and regionally produced generic oral antibiotics. The BE clinical studies are expected to continue in a regional scope on top of securing recognitions from international organizations such as WHO for meeting international requirements for quality and GCP-compliance.

The tables below summarizes the institute’s performance in research and grant applications during the last three years.

Table1.NumberofresearchprojectsandgrantapplicationsYear On-going New Total Grant applied Granted Unsuccessful

2011 7 3 10 - - -2012 10 12 23 5 2 32013 19 9 28 8 5 32014 21 2 23 6 4 22015 12 2 14 7 5 2

Table2.NumberofPublications

Year Total No. of Publ. No. in local journals % AHRI’s 1st Authorship 2011 21 3 712012 33 0 822013 36 4 782014 53 13* 722015 51

N.B.*In2014,11articleswerepublishedinEthiopianMedicalJournalasasupplement.


1.3.5. Foster Partnership

1.3.5.1. Strengthen networking and partnership

AHRI has made strong partnership with considerable local and international research and academic institutions on agreements basis at different levels. Fostering partnership has been mainly focusing on building capacity in local Universities and AHRI through enhancing learning and research. The primary objective is thus to support local Universities in medical research training and conduct collaborative research projects that foster networking in medical research and training.

In the last couple of years, AHRI has been networked with Addis Ababa University, Gondar University, Jimma University, Hawassa University, Mekelle University, Saint Peter’s Hospital, Arba Minch University, Arba Minch General Hospital, Oromia health bureau, SNNR health bureau, Amhara Regional Health bureau, EPHI, Jig Jiga University and Haramaya University. Internationally, it has been networked with London School of Hygiene & Tropical Medicine (LSHTM), International Vaccine Institute (IVI), University of Bergen, Norway, KIT (Biomedical Research Institute, Amsterdam, the Netherlands), Leiden University Medical Center (LUMC), Karoliniska Institute (KI), Sweden, Infectious Diseases Research Institute (IDRI), USA, The Norwegian Institute of Public health (NIPH), Medical Research Council Clinical Trial Unit of the UK (MRC-CTU-UK), and IULTD (International Union Against TB and Lung Diseases).

AHRI has capacitated regional health professionals through providing executive capacity building trainings relevant to newly emerged Universities such as to Jig Jiga University (JJU) and ESRS through one health program. These include trainings on subjects related to project development, training of community representatives to create awareness on health systems, methods and tools, establish and run well equipped integrated health database, diagnostic facilities and training centers at JJU. Delivery of adequate diagnostic, therapeutic and prophylactic inputs for research and outreach services were also included in the program. On the other hand, AHRI has been involved in service delivery in designing, testing and implementing community centered methods and tools for sustainable integrated health surveillance and reporting system, as well as designing and evaluating pilot packages for integrated preventive and curative health service. This has been clearly demonstrated in one health interventional program in Ethiopian Somali regional state and meningitis vaccine study in Arba Minch of the Southern Nations and Nationalities People Regional state.

Most pathogens that prevailed in underdeveloped countries are shared by people, animals (domestic and wild) and the environment, their control has to include a holistic approach, and thus, AHRI has hand on the One-Health concept. The positive impact on public health is often highest when the disease is controlled in the animal reservoir (For example Brucellosis, Bovine tuberculosis, rabies etc). To circumvent the zoonotic diseases, there is a need to have new research group with the aim of performing One-Health research in zoonoses that include rabies, BTB, and Brucellosis. The group has conducted several “One Health meetings” in Ethiopia to share their expertise (Universities, FAO, SNV, DFID, IMC, CDC). Networking, synergistic activities with among others EWCA, FAO, WHO and publishing manuscripts were further priorities. In a related story, the Ethiopia Control of Bovine Tuberculosis Strategies (ETHICOBOTS) is a 5 years consortium project funded by the UK government with multiple partners in Ethiopia including AHRI, AAU, NAHDIC and EARI with AHVLA and Cambridge University in the UK.

The Ethiopia-Emory TB Research Training Program (EETB-RTP) represents a partnership between Emory University in Atlanta (USA) and three Ethiopian institutions in Addis Ababa including AHRI, AAU, and EPHI. The EETB-RTP is focused on providing didactic and mentored TB research training for promising Ethiopian


investigators; the goal is to provide either short or long term training for MSc, PhD, and post-doctoral trainees and their institutions with the skills and capacity to carry out internationally relevant TB-related research (e.g., clinical and/or translational research, epidemiologic research, implementation science (operational research), behavioral/social sciences research, and laboratory based research). Thus, this partnership could play a pivotal role in qualifying TB researchers through distant training on grant writing that can complement the effort in curbing tuberculosis.

Program-based operational research is instrumental for the enhancement of tuberculosis (TB) control. In 2012, the Federal MoH launched an initiative for capacity building in operational research (OR) with the aim to develop capacity in a multiyear initiative. The initiative was developed in collaboration with regional, national and international experts. Teams representing regions in Ethiopia conducted OR addressing national and regional priorities. To make use of local expertise and increase sustainability, a domestic mentor training program was provided through strengthening The Ethiopian Tuberculosis Research Advisory Committee /TRAC/ functions. Fifty-two people were trained and conducted 13 OR projects, of which six have been published. In addition, 8 protocols were supported through grants. Ethics review bodies were strengthened in all regions. In 2014, the Capacity Building for Operational Research in TB (CORE-TB) program hosted at AHRI with financial support from TBCARE/USAID successfully achieved a milestone: all six first cohort research teams presented their findings at the 2014 International TB Conference in Barcelona and published articles in the peer review online journal Public Health Action. The second cohort of six other regions has completed its data collection and entered the analysis phase. The evidence generated by each team is likely to be of immediate benefit in solving the local problems because the research was led by program managers and responded to research questions posed by them.

A collaboration agreement was signed between AHRI and RBEC for the conduct of bioequivalence clinical studies. This collaboration envisages to establish an internationally recognized center with regional scope for BE testing of generic drugs against their comparators. This can potentially grow to a multilateral partnership with local and regional pharmas, regulatory bodies and international organizations such as WHO. Other initiatives include, AHRI researchers have contributed to national and international scientific conferences and participated in several committee tasks at various levels. AHRI contributed to the WHO Meningitis Epidemic Guideline development in 2014. The AHRI Neglected Diseases Team is a member of the National Taskforce for NTD Control and has contributed to the national Master Plan and mapping of the national NTD distribution. The Leprosy team is similarly involved in the National Leprosy Program. The TB team promotes close links with regional programs and supports government initiatives.

Table 3. Number of partners/collaboratorsYear Total New

2011 35 52012 21 72013 31 62014 27 42015 29 5

1.3.6. Enhance use of ICT

Efforts have been made in improving ICT services at AHRI through enhanced server capacity and improving the overall internet infrastructure. In the last SPM year, the overall IT and LAN system was assessed and major gaps were identified. A new and upgraded server, routers and other necessary accessories have been


installed thus the broadband width speed has been upgraded from 2MB to 15MB. Furthermore, a project proposal has been developed for further expansion of service in the new TB lab building and its integration to the existing ICT system. In parallel, four ICT staff members from AHRI/ALERT were supported to upgrade themselves to BSc. (three staff) and MSc. (one staff) degrees. Access to uninterrupted and high quality internet services is yet to be achieved however.

1.3.7. Capacity Building

1.3.7.1. Improve human capital

As a research institute, AHRI has been heavily engaged in human capacity building by providing and/or facilitating training opportunities to its staff and collaborators. Staff training includes long and short term trainings in collaboration with local and international universities. Staff members were given opportunities to participate in several local and international training courses, conferences and workshops as an effort to capacity building. The table below summarizes the number of staff participated in such events. Training/event topics that were covered during the past years may include; monitoring and evaluation, research ethics, entrepreneurship & intellectual property rights, Good Clinical Practice (GCP), Good Clinical Laboratory Practice (GCLP), molecular & immunological lab techniques, RT-PCR techniques, vaccinology, Bioinformatics, Innate immunity, training on different statistical software packages, management of MDRTB, Flowcytometry, project and financial management, database management & biostatistics, Fluorescence microscopy, etc.

Table4.Numberofstaffwhoparticipatedinlocal&internationalTrainingCourses,Conferencesand

WorkshopsYear 2011 2012 2013 2014 2015

No. of staff participated 29 52 70 39 59

1.3.7.2. Improve research skills

Research skill development is a continuous process in AHRI throughout accomplishment its mission. On top of providing on-job training to staff, AHRI has given short term trainings on lab practicals for 813 students who came from different Universities in the country. It has also enrolled more than 33 PhD and 14 MSC students who are affiliated to different local universities including AAU, Gonder University, Hawassa University, Jimma University, Jig Jigga University, Bahir Dar University, Arba Minch University, etc. Please summary in table 5 below.

AHRI has also been engaged in providing skill based trainings that are tailored to particular professional groups such as health practitioners. In this regard, it was possible to provide training to 14 health professionals (i.e. health officers, B.Sc. nurses and laboratory technologists) from different health facilities in Ethiopia on examination of fine needle aspiration (FNA) from cervical lymph nodes for diagnosis of TB. This was conducted with the objective of task sharing and/or shifting from pathologists with the intention to expand the service to primary and secondary health care facilities thereby increase TB case detection in the field. Therefore, all of the trainees were finally qualified for the task by theory and practice thereby it was considered as a landmark initiative in health practice in the future.


Table5.PostgraduateresearchtrainingprofileinthepastSPM

YearM.Sc. PhD

Total New Total New

2011 28 4 22 32012 24 10 13 42013 17 5 14 32014 13 - 112015 12 3 9 10

1.3.7.3. Improve quality of Research

Efforts have been made in the preparation of SOPs for all activities and quality assurances. The clinical trial team has established a QA system and produced basic documents for ensuring quality in its activities. Moreover, a QA officer who is primarily taking care of the systems (organizational) and study audit has been recruited. Thus, a QA unit will soon be strengthened at the institutional level to envisage quality in all research and training activities. Efforts have been in place to monitor projects’ performance through a quarterly project evaluation meeting and lab meeting presentations. In parallel, the close supervision, mentorship and project evaluation system have been strengthened to ensure quality and timeliness of delivery in M.SC. and PhD research projects. This was primarily possible due to increased number of post doctoral scientists. In addition, the institutional ethics committee is also playing a vital role in ensuring the quality of research through initial review and continuous monitoring of project activities.

1.3.7.4. Improve Research infrastructure and Equipment

With the financial support from TBCARE/USAID, AHRI has equipped its laboratory with heavy duty auto-calves in wash room and TB laboratory that ensures safety and facilitates the institute’s work load. Through some collaborative projects, lab equipment such as -150 freezer, bench top centrifuges, and real time PCR machine are also obtained. Furthermore, the engineering unit has been strengthened and its preventive and repairing maintenance performance tremendously improved. Efforts have been made to upgrade the skill of the lab engineer by providing hand-on training locally and abroad on maintenance of specific medical equipments. It was possible to restrict access to the main laboratory facilities through installing automated electronic security door systems. On the other hand, with the help of TBCARE/USAID, AHRI has got a ground plus two building for expansion of Tb laboratory and rooms for bioinformatics and bio-repository researches. In relation to the establishment of bioequivalence clinical center, AHRI has got a study ward with 12 bed rooms and ancillary facilities to study participants that upgraded the clinical site having a phase I clinical facility.


1.3.7.5. Improve income mobilization and utilization

In the past SPM period, project funds are exceeding core-support that has been obtained mainly from SIDA. The support from NORAD resumed from 2014 that created better environment in terms of financial security and improvement of core functions. In general the income that was obtained from both the core and project grants has been increasing from year to year.

Table6.Financialflow,revenuevs.expenditure(inBirr)

Descriptions2012 2013 2014 Total

Income Expense Income Expense Income Expense Income Expense SIDA 10,178,727.00 13,548,806.00 49,267,101.00 26,202,713.00 24,138,572.00 35,292,601.00 83,584,400.00 75,044,120.00 NORAD - - - - 30,428,530.00 - 30,428,530.00 -Other Project Income 14,304,796.00 13,068,616.00 16,423,728.00 15,761,419.00 28,859,455.00 14,942,855.00 59,587,979.00 43,772,890.00

Total 24,483,523.00 26,617,422.00 65,690,829.00 41,964,132.00 83,426,557.00 50,235,456.00 173,600,909.00 118,817,010.00


1.4. Mandates of AHRIThe Establishment of AHRI by the Council of Ministers Regulation No. 376/2016 specifies that the Institute shall be governed by the Ministry of Health.

The mandates given to AHRI are to undertake biomedical, clinical and medical biotechnology research and adopt and implement scientific technologies to improve clinical care, health and well-being of the public; conduct clinical trials on new and improved medical diagnostic methods, vaccines and drugs to improve public health; build capacity of higher education and related institutions in the areas of biomedical, clinical and medical biotechnology research; and serve as a center of excellence in medical research and training in Ethiopia and Africa.

1.5. Mission, Vision, and Core Values of AHRI

1.5.1. Mission

The mission of AHRI is to improve medical care; health and wellbeing of the public by generating and delivering scientific evidence, developing new tools and methods through biomedical, clinical and translational research, and to serve as a hub for technology transfer and capacity building in medical research and training

1.5.2. Vision

A leading medical research and training institute in Africa by 2025

Overarching results

Leading:-

Among the top ten medical research institutes in terms of

• Number and quality of research publications

• State of the art lab facility

• Number of highly skilled manpower

1.5.3. Core values

• Uphold professionalism

• Operate proactively

• Work in teams

• Committed to continuous learning

• Scientific excellence

• Resource conscious


2. Organizational Assessment

2.1. Strength, Weakness, Opportunities and Threats (SWOT) analysis

STRENGTH WEAKNESS

• Well trained and skilled human power • Well equipped laboratory facility • Good track record in securing

competitive grants• Staff access to technology, training

and research environment in highly competitive and regarded overseas institutions

• Networking with National and International partners

• Capable of conducting biomedical research and clinical trials

• Capacity to provide research training in multiple biomedical and clinical disciplines

• Many years of experience in mycobacterial diseases research

• Presence of annual scientific reviewsystem

• Well established research ethics review system

• Implementing BSC and Health development army

• Presence of excellent team work and committed staff

• Staff tolerance to challenging work environment

• Presence of research data management unit

• Delay in adopting new technologies• Weakinupdatingourselveswithnovelscientificinformation

and achievements• No accredited laboratory • Lack of state of the art lab facility• Poor adherence to GLP and GCLP• Poor lab security system• delay in maintenance of lab equipment and infrastructure• Few senior scientists• Lack of continuous, focused, innovative and goal oriented

research • Absence of effective research projects monitoring and

evaluation system• Projects driven by donor initiatives and interests • Poor participation in local professional associations• Lack of clarity in recruiting postgraduate research students • Lack of regular supervision system for students• Inefficientstaffevaluationsystem• Weak management system• Lack of staff career development • Lack of career ladder • Lackofattractivesalaryscaleandbenefitpackages• High staff turnover• Lack of clear task distribution • Poor resource utilization • Weakplanninginfinanceandprocurement• Inefficientlogisticsystem• Delay in ordering and receiving supplies• Lackofqualityandtimelydeliveryoffinancialandactivity

reports• Dependency on foreign funding• Absence of regular institutional information dissemination

forum• Shortageoflabandofficespace• Poordocumentationsysteminfinance,administrationand

research


OPPORTUNITY THREAT

• Location of AHRI in a hospital setting• Placement in disease endemic country• Being part of MOH• Reputation of AHRI/many years of

experience and productivity in medical research

• Continuous support from international partners

• Current policy in health research including non-communicable diseases

• Favorable national health system • Government innovation and

manufacturing policy • Economic growth of the country• National growth and transformation

plan• Expansion of higher learning institutes

• Global economic crisis may compromise international funding

• Ambitious expectations of research outcome by stakeholders • Competition with rapidly growing global biomedical

research • Lack of local suppliers and agents providing materials for

medical research• Lack of appropriate training in local universities in the area

of AHRI’s research disciplines• Unsuitable procurement and customs system• Non-functional national Waste disposal system (biological,

chemical and radioactive wastes


2.2. Internal AssessmentInternal Assessments

Framework Strength Weakness

Human resource (Staff and skill)

• Well trained and skilled human power • Staff access to technology, training and research

environment in highly competitive and regarded overseas institutions

Few senior scientistsLessdiversifiededucationalbackgroundHigh staff turnoverLess commitment in search for new information and technologiesPoor participation in local professional associations

System (Including IT) • Networking with National and International partners • Presenceofannualscientificreviewsystem• Well established research ethics review system• Growing culture in implementing BSC and Health

development army• Presence of research data management unit

• Weak research projects monitoring and evaluation system• Lackofcareerladder,attractivesalaryscaleandbenefitpackages• Lack of clear task distribution • Lack of clarity in recruiting postgraduate research students and weak

supervision system • inappropriate staff evaluation system• Weakplanninginfinanceandprocurement• Inefficientlogisticsystem• Absence of regular institutional information dissemination forum• Lackofqualityandtimelydeliveryoffinancialandactivityreports• Delay in adopting new technologies• Poor IT infrastructure and management• Poor documentation system• Weak biostatistics unit (absence of senior biostatistician, software

availability…)• Lack of training outcome assessment

Shared Values (Culture) • Presence of excellent team work and committed staff• Staff tolerance to challenging work environment

• Inefficiencyinresourceutilization

Style (management and leadership)

• Capable and committed• Inspirational

• Less participatory


Internal Assessments Framework Strength Weakness

Strategy • Strengthening existing mycobacterial and other infectious diseases research

• Expanding biomedical research and clinical trials • Expanding medical research training (using

postgraduate students….) • Including capacity building component in research

projects

• Lack of continuous, focused, innovative and goal oriented research • Donor driven research projects• Lackoffinance/fundsecuringstrategy(selfsufficient)• Lack of staff recruitment and career development plan• Closure of pre-clinical facilities • Lack of capacity in advanced basic biomedical research

Physical (Infrastructure and facility)

• Well equipped laboratory facility • No accredited laboratory• Lack of state of the art lab facility• Poor adherence to GLP and GCLP• Poor lab security system• delay in maintenance of lab equipment and infrastructure• Shortageoflabandofficespace

Financial • Securing competitive grants • Dependency on foreign funding • Fewcorefundingsources(lackofdiversifications)


2.3. External Assessment

External Environment Assessment Opportunities Threats

Political and legal • Being part of MOH• Current policy in health research including medical care and non-

communicable diseases• Favorable national health system • Government policy for innovation and manufacturing • Favorable HSTP for medical research and training• Government policy in expansion of higher learning institutes in

training of qualifiedmanpowerasinputforbiomedicalresearch

• Lack of appropriate training in local universities in the area of AHRI’s research disciplines

• Limitation of the procurement and customs system for research

• regional political instability• non-functional national Waste disposal system

Economical • Continuous support from international partners• Economic growth of the country• Global focus in health initiatives

• Global economic crisis may compromise international funding

• Lack of local manufacturers and suppliers providing materials for medical research

• Competition for funding with similar research organizations in Africa and beyond

• Less commitment of the government to provide financialsupport for medical research

Social • reputation in medical research• increased community awareness in public health (trained

community)• population increment

• Inadequate community awareness about medical research and AHRI’s contribution to healthcare improvement

• Failure of partners to meet expectations stated in bilateral and multilateral agreements

Technological • Emergence of local biotech companies • Growth of ICT to facilitate bioinformatics, networking, dissemination

ofscientificinformation)

• Competition with rapidly growing global biomedical research

Environmental • Location of AHRI in a hospital setting• Placement in disease endemic country and region

• non-functional national Waste disposal system (biological, chemical and radioactive wastes)


2.4. Enablers and Pains

Enablers Pains• Conducive government policy to promote medical

research • Experiencedandqualifiedstaff insomedisciplinesand

lab facilities to conduct quality research and training • Staff commitment to work in challenging environment• International linkage and networking for quality research

and medical training • Availability of core funding and capacity to attract

competitive grants • Economic growth of the country leads to increased

medical research need and technology adoption• Located in a disease endemic setting • Positive image to attract local and international research

collaborators• Established scientificandethicsreviewsystemfacilitate

quality research

• Limitedempowermentofscientificleadershiptomakehumanresourceandfinancialdecisions

• Shortageofqualifiedandexperiencedstaffinsomedisciplinesaffectthediversity and quality of research and mentorship

• Inefficient human resource, financial and procurement management system compromises performance of the institute

• Lack of state of the art lab facility and standardized laboratory management system affect international competence

• Limited number of demand driven research restricted contribution to the national healthcare system

• fragmented and unfocused research strategy prevent from delivering applicable research outputs

• Weak ICT affects local and international communication, data processing anddelayindisseminationofresearchfindings

• Less government funding affects research direction and continuity • Poor documentation system in finance, administration and research

affects relationship and on time delivery of research outputs to customers and stakeholders


2.5. Customers and stakeholders analysis

No. Customers and stakeholders Behaviors we desire Their needs Resistance issues Their level

of influence Institutional responses

Primary CustomersFMOH, MOST

• Identify research needs• Extension, application

and utilization of relevant researchfindings

• problem solving findings

• timely delivery of new and improved interventions

• Dissatisfaction• Avoidance

High Put in place strong M&E system, comprehensive capacity building mechanisms, strengthening need based research

MOE, higher learning institutions

• Identifiedtrainingareasaligned with our mission and capacity

• Provision of competent students

• quality training • Dissatisfaction• Withdrawal

Medium Advocacy, ensure quality training aligned with their need

Other CustomersCommunity

• Participation• Ownership• Engagement

• access to evidence based health information

• Dissatisfaction Low Advocacy, ensure participation, quality information

Stakeholders FMOH, Parliament,

Ratificationofpolicy,regulations, resource allocation

• execution of policy-efficiencyand effectiveness

• good governance• committed to

accomplish mission and vision

• administrative measures

• restructuring• influenceon

budget

High Put in place strong M&E system, Compliance with rules and regulations

MOFED, PP resource allocation and procurement processing

• execution of policy• efficiencyand

effectiveness• good governance

influenceonbudget medium Put in place strong M&E system, Compliance with rules and regulations

NORAD, SIDA and other development partners (USAID, WHO etc )

Resource allocation,collaboration in research and technology transfer, alignment with national research agenda,Commitment

Commitment, efficiency,timely delivery of reports

Influenceonbudgetand research activities

High Improve communication and coordination,timely delivery of reports


FMHACA, PFSA, Biodiversity, MOEF, NERC

Regulatory approval, cooperation

Implementation of policy, regulations, guidelines

Jeopardizing and influenceontheactivities

High Compliance with regulations and guidelines

National bank, Customs, Insurance companies

Cooperative, timely response in foreign purchase request and customs clearance

Complete documentation

delay/rejection High Comply with procurement and customs regulations

ALERT, regional health bureaus, regional health facilities, EPHI and local research institutes, MOARD

collaboration, participationCommitment

common ground setting, supportive action, capacity building

influenceontheactivities, rejection

Medium abide to the agreed common ground Diplomatic solution

International research Institutes and Universities

Commitment,participation ,collaboration in research and technology transfer, alignment with national research agenda

Commitment, collaboration on research, technology transfer, ethical and scientificmanagementTimely delivery of reports

Termination of collaboration

Influenceonresearchactivities

Medium Improve commitment andtimely delivery of reports

Staff Commitment, proactive, participation

Motivation schemes, conducive working environment, transparency and clear guidance

Dissatisfaction,Less productive,attrition

High Revise administrative guidelines

Improve working condition

Directorate Visionary, commitment, transformational leadership

Commitment, Shared responsibilities, directional clarity

Frustration,Less productive,attrition

High Solving problems timely and in a transparent wayTaking administrative measures

Public wing • Participation• Ownership

good governance, transparency, participatory forum, effective use of public resources

Dissatisfaction,Influenceonmanagement

Medium Advocacy, ensure participation


2.6. Customer value proposition

Customer segment Required/ Expected product or service

Service attributes relationship Image

Function Quality Timeliness Price /cost

Primary CustomersFMOH, MOST

Diagnostic tools

Vaccines

Therapeutics

Scientificinformationfor policy: algorithms (diagnostics and treatment)

Scientificinformationin disease mapping

Research reagents ,New/modifiedresearchtechnologies (lab equipment)

Improve disease diagnosis (detection)Improve disease prevention and controlImprove treatment of diseasesImprove clinical and laboratory modalities

Locate high disease burden areas

Promote medical research

Valid, safe and reliable

Safe and efffective

Safe and efffective

Simple and valid

reliable

valid and reliable

Within minimum period of time

Minimum cost, affordable andefficientservice delivery

DependableProfessional, complementary

Trustworthy

MOE, Higher learning institute

quality training trained manpower

Productive, competitive

timely cover expenses

Dependable Professional, reliable

Other CustomersCommunity Accessible information Improved

health care

Satisfaction/increased productivity/ change in quality of life

affordable Reliable, professional Responsive and respectful


Customer segment Required/ Expected product or service

Service attributes relationship Image

Function Quality Timeliness Price /cost

StakeholdersRegulatory bodies Comply to the different

regulations/policiesAcceptance approval Timely/

According to thespecificproject plan

Transparent, professional

Trustworthy

Research partners Ontimescientificandfinancialreporting,proper resource utilization, demand driven research

Successful accomplishment of tasks

Effective and efficient,Authentic research, problem solving

Timely/According to the specificproject plan

Proffessional, dependable, transparent, responsive, respectful and ethical, harmonious

communicative, trustworthy

Staff Conducive working environment

Increased productivity

Competence, proacivity

Cost effective responsive, cooperative, respectful, harmonious, equitable,flexible

Communicative, Trustworthy, supportive

Public wing Evidence based information

Increased participation

Participatory,ownership

Cooperative, responsive, harmonious

Trustworthy, community focused, problem solver


3. Strategic Themes

3.1. Strategic Issues

I. Quality research and development

• Focused and demand (need based) driven research

• Innovation and translation

II. Institutional capacity building

• Monitoring and evaluation system

• Data management and Biostatistics

• ICT and PR

• Supply chain and logistics management

• Finance and procurement

• Lab management system

• Lab and office space expansion

• Institutional structure?

• Human resource development and management

• Quality medical research training (Postgraduate and short term courses/modules)

• Collaboration and networking (local, regional and international)

3.2. Strategic Theme 1: Excellence in medical research The aim of this strategic theme is to generate evidence based information on infectious and non infectious diseases of public health importance; to develop new/improved tools including, but not limited to, diagnostics, vaccines, therapeutics, algorithms (diagnostic and therapeutic), through adaptation or conducting basic biomedical, clinical, translational, clinical trial and operational studies. The theme also aims at discovery and innovation research that may progress to product development which could potentially be linked to industries. The research findings will be disseminated to promote knowledge and communicated to customers/stakeholders for decision making.

It includes: Conductadvancedmedicalresearch,analyzeandsynthesizeinformation,communicateresearchfindings,communityengagement,competentstaffandresources.

Strategic result: evidence based information and developed medical intervention tools for improved medical care.


3.3. Strategic Theme 2: Excellence in medical research trainingThe aim of the theme is to strengthen the capacity of higher learning/research institutions in Ethiopia and the region to conduct quality medical research through training of postgraduate students/researchers in Ethiopia and the region. The medical research training involves providing technical expertise in molecular, immunological, medical microbiology, molecular epidemiology, bioinformatics, research ethics and other related areas.

It includes: postgraduate (MSc and PhD) research training , theoretical and hands on tailored training in immunology, molecular biology, molecular epidemiology, clinical trial, bioinformatics, medical microbiology, research ethics, GCP, GCLP and other related fields.

Strategic result: Improved institutional and individuals competence in developing and implementing high level medical research.

3.4. Strategic Theme 3: Excellence in partnership and networking The aim of the theme is to strengthen the existing partnership with national, regional and international collaborators and identify new potential partners for excellence in medical research and training. It ensures the efficiency and sustainability of high quality medical research and training by fostering collaboration & strategic partnership through networking. It facilitates AHRI’s role to serve as a hub in fostering knowledge, skill & technology transfer by strengthening common platform for joint research agenda setting, review and experience sharing with collaborative institutions.

It includes: improve ICT infrastructure, efficient communication, and increase participation in national,regionalandinternationalscientificconferences

Strategic results: Increased partners and improved networking

3.5. Strategic theme 4: Excellence in management and governanceThe aim of the theme is to strengthen human resource, technology and infrastructure to achieve excellence in medical research and training by implementing sustainable and effective management system.

It includes: human resource development system,, lab management system, supply and logistics, ICT /PR, monitoring and evaluation system,, infrastructure (maintenance), organizational restructuring, datamanagement,documentationandarchiving

Strategic result: strengthened institutional capacity


3.6. Summary of Strategic Themes and Results

No Strategic Themes Strategic results

1 Excellence in medical research Evidence based information and developed medical intervention tools for improved medical care.

2 Excellence in medical research training Improved individuals’ and their home institutes’ competence in developing and conducting medical research

3 Excellence in networking and partnership Increased partners and improved networking

4 Excellence in management and governance Strengthened institutional capacity

4. Strategic Objective

4.1. Organizational Strategic Objectives per each perspectives

Perspectives Organizational Strategic Objectives (after merging strategic Theme objectives)

Customer/stakeholder/community

1. Improvescientificknowledgeandevidencefordecisionmakingandtechnology utilization

2. improve community engagement and medical research capacity of partner institutions

Finance/Budget/Economy 1. Improveeffectivenessandefficiency

Internal Process/Process 1. Increase generation of evidence based information, innovation and development of new/improved tool

2. Improve medical research training 3. Improve medical research and training quality assurance 4. System5. Improve program/ project management6. Improve resource mobilization7. Improve partnership and networking

Capacity Building/Learning and Growth/Institutional Capacity

1. Improve human resource development, management and governance2. Improve institutional infrastructure


Commentary for Organizational objectives

Organizational Objectives (Overall) Scope Expected Result

Improve scientific knowledge andevidence for decision making and technology dissemination

Thisincludessynthesisanddisseminationofscientificknowledge,policybriefsandimproved technologies/tools in the control and prevention of infectious and non-infectious diseases of public health importance to the community, stakeholders/ policy makersthroughpublications,scientificandcommunitymeetings,demonstrationsandadvocacy.

Increased uptake of research findingsbythepublicandpolicy makers

Improve community engagement and medical research capacity of partner institutions

Joint planning, execution and Monitoring and evaluation: research problem identification,studentselection,supervision,researchfindingdissemination;

Improved medical research participation, skill and research culture

Improveeffectivenessandefficiency Ensure efficient utilization of fund through proper allocation and implementingmonitoring and evaluation system in tbfinance, procurement and logistics, timelyaccomplishment of projects milestones.

Equitable resource allocationSignificantimprovementsinresource absorptive capacity, timely accomplishment of projects milestones

Increase generation of evidence based information, innovation and development of new/improved tool

Includes generatingnew knowledge for the advancement of science; developnew/improved medical technologies for diagnostics and therapeutics (including drugs, vaccines, antibodies…..) by conducting basic biomedical, clinical, translational, clinical trial and operational studies for the control and prevention of infectious and non-infectious diseases of public health importance and dissemination of research findings, promote innovations through implementing Grand Challenges Ethiopia(GCE)

New knowledge discovered/generatedimproved intervention toolsInformation translated to policy

Improve medical research training Serving as a hub for medical research, training, technology transfer nationally and regionally: training need assessment, advocacy of training areas, provide medical research skill development package (development and execution of research proposal, laboratory techniques, research ethics, data analysis, and scientific paper writing…) topostgraduatetrainees;researchprojectmanagement, mentorship and supervisionProviding short courses (immunological, molecular and mycobacterial techniques, research ethics, GCP/GCLP, clinical trial and related areas) for national and regional institutions.

Improved medical research capacity


Organizational Objectives (Overall) Scope Expected Result

Improve medical research and training quality assurance system

EstablishedSOPs,GCP/GCLP,datamanagement,researchethics,scientificreviewsystem, monitoring and evaluation, internal quality control and management system

Quality assurance system in placed

Improve program/ project management

Improve programs/projects monitoring and evaluation (project initiation to closure) system;ensuringtaskdistribution;developinstitutionaltrainingpolicy/guidelines

Improved performance

Improve resource mobilization Proactive way of resource mobilization. Identifying potential funding sources, grant writing and securing funds.

Secured adequate fund

Increase partnership and networking Identify strategic partners, establish and strengthen North-South and South-South (regional) collaboration in medical research, training and technology transfer;national and regional regular scientific forums and increase involvement ofAHRIin relevant consortia. In addition, increase research staff involvement in teaching/learning process through adjunct/joint position; active participation in national,regional and international scientific conferences; strengthening communicationthroughwebsite,resourcecenter;useof multimediatodisseminateresearchfindingsand promote AHRI, access partners’ and global information;

Improved networking, information resource access and institutional visibility

Improve human resource development and governance system

Avail high quality human resource and improving systems for human resource development and management (recruitment, promotion, training, performance management, education and other retention and development mechanisms), good governance (transparency, accountability…..) and strengthening Health Development Army;

Increasedefficiencyandeffectiveness

Improve institutional infrastructure Expansion of research labs and offices (building new complex); equippingthe lab with state of the art facilities including animal facility for pre-clinical testing;improvingmaintenancecapacity(strengtheningtheengineeringunit);strengthening institutional ICT infrastructure,

Improved capacity and effectiveness


5. Organizational Map

Community

Financial Stewardship

InternalProcess

Capacity Building

Improve scientific knowledge and evidence for decision making and technology utilization

Improve medical research capacity of partner institutions

Improve program and project management

Increase generation of evidence based information, innovation

Improve medical research training

Improve Resource Mobilization

Improve Effectiveness&efficiency

Improve medical research and training quality assurance system

Improve institutional infrastructure

Improve human resource development and governance system

Improve partnership, information and communication


6. Strategic measures and targets

6.1. Strategic measures for each Objectives

C1. Strategic Objective: Improve scientific knowledge and evidence for decision making and technology utilization

Expected result: Increased uptake of research findings by the public and policy makers

Performance indicator:

1. number of policy briefs

2. numberofresearchfindingsusedindecisionmakings

3. number of new/improved technologies transferred

Performance measure for Strategic objective 1

Name of strategic objective

Measure Data source Formula Units of measure

Collection frequency Baseline Target Validated by Verified by

C1 Number of policy briefs/synthesized information

AHRI’s annual report

Number of targeted policy briefs minus baseline over base line policy briefs

Number Annually 2 8 Directorates KMD/RIDDG/DG

Number of researchfindingsused in decision makings

AHRI’s annual report

Number of researches/policy briefs considered in decision making/ Total number of researchfindings,policy briefs

Number Annually 0 4 Directorates RIDDG/DG

Number of transferred technologies

Benchmark Target minus baseline number Annually 0 3 Directorates RIDDG/DG


C2. Strategic Objective: Improve community engagement and medical research capacity of partner institutions

Expected result: Improved public engagement in planning, implementation and monitoring and evaluation and improved medical research participation, skill and research culture

Performance indicators:

1. numberofworkshops(researchprioritizationanddissemination)

2. number of trainees

3. customersatisfaction

4. numberofpublicwingmeetingsconducted





C2 Number of workshops, conferences, seminars, research day

Annual report Target minus baseline

Number annual 20 62 Knowledge management (KMD)

DDG

Number of trainee Annual report Target minus baseline over baseline

Number annual Training Directorate DDG

Long term 46 81 Training Directorate DDGShort term 20 40 Training DirectorateCustomer satisfaction rate

Feedback from partners

Numberofsatisfiedover total number of partners

% annually Not applicable

90% Partnership, Planning and Grant Management (PPGMD)

DADDG/DG

Number of public wing meetings conducted

Regular report number of public wing meetings conducted

Number quarterly 18


F1. Strategic Objective: improve effectiveness and efficiency

Expected result: Efficiently utilized fun, increased absorptive capacity of funds


1. Fundutilization(Burnrate)

2. Timelyfinancialreporting

3. Foreignprocurementleadtime

Performance measures for strategic objective 3




F1

Fund utilization (Burn rate)

Financial reports

Utilized/planned percent annual 50% 90% over 5 years

Finance Director, PI

DADDG/RIDDG/DG

Timelyfinancialreporting

Financial reports

Timely report/planned reports

percent monthly 20% 100% Finance head, PI

DADDG/RIDDG/DG

Foreign Procurement lead time

Financial reports

Baseline minus target

Number of days

Quarterly 180 days 90 days Procurement head

DADDG/DG

Local Procurement lead time

Financial reports

Baseline minus target

Number of days

Quarterly 90 days 30 days Procurement head

DADDG/DG


P1. Strategic Objective: increase generation of evidence based information, innovation and development of new/ improved tool

Expected result: New knowledge generated /discovered and new/ improved intervention tools developed


1. numberofpublication

2. numberofnew/improvedmedicalinterventions

3. number of new/improved tools (reagents, devices…)for research



Measure Data source Formula Units of

measureCollection frequency Baseline Target Validated

by Verified by

P1 Number of publications PubmedAnnual report

Target minus baseline

number annually 51 250 RIDDG DG

Number of new/improved medical interventions/tools for clinical application

Annual report



Number of new/improved tools (reagents, devices…) for research

Annual report




P2. Strategic Objective: Improve medical research training

Expected result: Improved medical research capacity


1. number of trainees (postgraduate and researchers)

2. number of graduates/trainees engaged in medical research and training




Collection frequency Baseline Target Validated

by Verified by

P2 Number of trainees Annual report

number annual 46 81 Training Directorate

DDG/DG

Proportion of graduates/trainees engaged in medical research and related tasks

AluminiTracing study report

Number of graduates/trainees engaged in medical research and related tasks/total number of trainees enrolled in research

% Every 2 years

50% 75% Training Directorate

DDG/DG


P3. Strategic Objective: Improve medical research and training quality assurance system

Expected result: Quality assurance in placed and ensure quality of medical research and training/meeting the standards


1. number of accredited lab

2. number of courses having recognition


Name of strategic objective Measure Data source Formula Units of

measureCollection frequency Baseline Target Validated

by Verified by

P3 Number of accredited lab

CertificatesAnnual report

number annual 0 3 LMC RIDDG/DG

Number of courses recognized

Recognition/certificate

number annual 0 2 TD DADDG/DG


P4. Strategic Objective: Improve program/project management

Expected result: Improved performance


1. Frequency of monitoring

2. Number of evaluations conducted

3. Timely accomplishment of milestones of the project





P4 Frequency of project monitoring

PPGMD Avg. frequency of monitoring (all projects)/4 X 100

% quarterly 2 monitoring/year

4 monitoring time/year

PPGMD, PI DADDG/RIDDG/DG

Number of technical evaluations conducted

PPGMD, DDGoffice

number annually 1 1evaluation/ year

Core Directorates, PPGMD

DADDG/RIDDG/DG

Timely accomplishment of milestones of the project

PPGMD Number of timely accomplished over total projects

% annually75% 90% over 5

years

PPGMD, PI DADDG/RIDDG/DG


P5. Strategic Objective: improve resource mobilization

Expected result: adequate fund secured


1. Fund secured





P5Fund secured Financial

reportsGrant letters

Mobilized fund/planned fund

percent annual 10,000,000 Birr per year

90% per each year

PPGMD , PI DADDG/RIDDG/DG


P6. Strategic Objective: Increase networking and partnership

Expected result: Improved networking, information resource access and institutional visibility


1. Project agreement signed

2. Number of partners aligned with institution’s priorities

3. Number of new institutions networked

4. Number of information dissemination media



Measure Data source Formula Units of

measureCollection frequency Baseline Target Validated by Verified by

P6 Project agreement signed

PPGMD Number of Project agreement signed

Number annually 3/year 20 over 5 years

PPGMD RIDDG/DADDG/DG

proportion of partners aligned with institution’s priorities

Number of partners aligned with institution’s priorities/ Project agreement signed

% annually 10% PPGMD RIDDG/DADDG/DG

Number of new institutions networked

PPGMD Target-baseline over baseline

number annually 3/year 25 over 5 years

PPGMD RIDDG/DADDG/DG

Number of information dissemination media

KMD Number annually 1 3 KMD RIDDG/DADDG/DG


CB1. Strategic Objective: Improve human resource development and good governance system



1. trained manpower (long term)

2. trained manpower (short term)

3. Performance evaluation with HDA

4. Staff satisfaction rate




Collection frequency Baseline Target Validated

byVerified

by

CB1 Trained manpower long term (MSc and PhD)

HRAnnual report

Number of trained over total number of employees eligible for long term training

% X X 80% HRMD DADDG

Trained manpower medium / short term

HRAnnual report

Number of trained over total planned number trainings

% 25% 90% HRMD DADDG

Performance evaluation

HR Number of employees achieving “A” level over total number of employees

% Bi annual 80% HRMD DADDG

Staff satisfaction rate

Assessment report/ HR

Number of satisfied over total number of employees

% annual NA 90% HRMD DADDG

Staff attrition rate HR Number of resigned employees at the end of the year/total number of employees at the beginning of the year

% annual 5% 2% HRMD DADDG


CB2. Strategic Objective: Improve institutional infrastructure

Expected result: Improved capacity and effectiveness


1. Newly installed state of the art equipment

2. Repaired non-functional equipment

3. Newly built laboratories and offices

4. Automated system





CB2 Newly installed state of the art equipment

Engineering Unit

Number number annually 4 20 LMC DADDG/RIDDG/DG

Repaired equipment

Engineering Unit

Number of repaired over total number of equipment require repair

percent annually 60% 90% over 5 years

LMC DADDG/RIDDG/DG

Newly built laboratories and office

Physical inventory

number Within 5 years

3 lab spaces (TB. Bio-informatics, HLA)

50 lab and offices(1newcomplex)

PPAD DADDG/RIDDG/DG

Automated system IT Unit number annual 0 5 over 5 years KMD DADDG/RIDDG/DG


Preparing target and threshold

Measure Baseline TargetThresholds

Bad Caution Goodnumber of policy briefs 2 8 <2 2-4 >4

number of new/improved technologies transferred

0 3 0 1 >1

number of workshops (research prioritization and dissemination)

20 62 <20 20-40 >40

number of trainees (long term)

46 91 <46 46-60 >60

number of trainees (short term)

20 40 <20 20-40 >40

number of publication 51 250 <150 150-160 >160

number of new/improved medical interventions

0 3 0 1 >1

number of new/improved tools (reagents, devices…) for research

0 3 0 1 >1

number of trainees (postgraduate and researchers)

46 81 <46 46-60 >60

Percentage of graduates/trainees engaged in medical research and training

50% 75% <50% 50%-60% >60%

number of accredited lab 0 3 0 1 >1

number of courses having recognition

0 2 0 1 >1

Frequency of monitoring 2/year 4/year <2 2 >2

Number of technical evaluations conducted

1 1 0 1 >1


75% 90% <75% 75%-85% >85%

Fund secured (USD) 10,000,000/year 80, 000,000 <50,000,000 50-72,000,000

>72,000,000

Fund utilization (Burn rate) 50% 90% <50% 50%-75% >75%

Timelyfinancialreporting 20% 100% <50% 50%-75% >75%

Foreign procurement lead time

180 days 90 days >180 days 180 to 100 days

<100 days

Local procurement lead time 90 days 30 days >90 days 60 -90 days <60 days


Measure Baseline TargetThresholds

Bad Caution GoodNumber of short term trainings over total planned number trainings

25% 90% <50% 50%-90% >90%

Performance evaluation with HDA

- 80% <70% 70%-75% >75%

Staff satisfaction rate NA 90% <70% 70%-80% >80%

Staff attrition rate 5% 2% >5% 5%-3% <3%

Newly installed state of the art equipment (number)

4 20 4 5-10 >10

Repaired non-functional equipment

60% 90% <60% 60%- 80% >80%

Newly built laboratories and office(number)

NA 1 (research complex)

<50% 50%-90% >90%

Automated system 0 5 functional units

<2 2-3 >3

Project agreement/MOU signed collaborators

3 20 <5 5-15 >15

proportion of partners aligned with institution’s priorities

10% <5% 5-10% >10%

Institutions Networked 3/year 25 over 5 years

<15 15-25 >25


1 3 1 2 >2

Customer satisfaction NA 90% <50% 50%-75% >75%


7. Strategic InitiativesOrganizational Objectives

(Overall) SI Scope Deliverables

C1.improvescientificknowledge and evidence for decision making and technology dissemination

C1.SI1.EstablishscientificKnowledge management and technology dissemination strategy

communicateresearchfindingsandtransfernew/improvedtechnologies through resource center, preparing and disseminatingresearchdigestandpolicybriefs;organizeplatforms (annual review and dissemination fora, new/improved technologies demonstration days, research day) with healthcare professionals, policymakers, community and other stakeholders to; participate in local andinternational conferences.

Established institutional scientificfora

Synthesized evidence based information

Established research-industry link

C2. Improve medical research capacity of partner institutions

C2.SI1. Increase training and collaborative research opportunity to partner institutions

Assess capacity , knowledge and skill gap in medical research; providing better opportunity and access to local and regional institutions with limited research capacity

trained staff in partner institutions

increased collaborative research

increased number of partner institutions

F1. improve effectiveness andefficiency

SI2.Strengthenfinancialutilization system

Strengthenthefinancialunit,developinstitutionalmanualsbasedongovernmentalguidelines,directivesandfinancialmodels that facilitate proper resource utilization, prepare budgetplan;timelydeliveryoffinancialreporting,developautomateddocumentationandtrackingsystem;strengtheninternal auditing system.

Efficientandeffectivefinancialutilization system developed

SI3. Strengthen logistics, supply chain management and property administration

Proper implementation of government regulations, guidelines, directives to ensure transparency and accountability;developinternalprocurementandpropertyadministration guideline, prepare annual procurement plan; develop automated documentation and trackingsystem;provisionofplannedandorganizedtransportationsystem; minimize resource wastage, proper waste disposal (consider recycling)

Uninterruptedandsufficientsupply

properly administered properties


P1. increase generation of evidence based information, innovation and development of new/improved tool

P1SI1. Strengthen and conduct biomedical research

Identify research thematic areas and develop research programs; conduct innovative, experimental/preclinical,translational and operational research on infectious and non infectious diseases which includes tuberculosis, HIV and other STDs, malaria, leishmania, meningitis, leprosy, hepatitis, NTDs, cancer, genetic disorders, diabetes, allergy, zoonotic diseases of public health importance in the context of one health, and other emerging and reemerging diseases using various disciplines (cellular and molecular biology, immunology, biotechnology, bioinformatics, genetics, genomics, systems biology, microbiology, observational and systems epidemiology..); disease mapping; casedetection/incidence studies; validation and verificationof new /improved interventions. The research needs to be primarily demand driven; focused and non-fragmentedthat ensures continuity.

Scientificknowledgegeneratedandpublished Policy briefs/technical reports deliveredProduced monoclonal antibodies and taq polymerase; synthesizedOligos/primers Tested interventions/ tools

P1SI2. Strengthen and conduct clinical research

This includes research that can be translated to clinical application or patient/clinical care including maternal and child health, psychiatry/mental health, gyn/obs., antimicrobial resistance conducted in hospital/research settings in collaboration with physicians/researchers for patient management such as using immunological and molecular methods for clinical diagnostics/therapeutics (improved algorithms , PCR based diagnostics, HLA typing…)

New/improved therapeutic/diagnostic interventions

P1 SI3. Strengthen and conduct clinical trials and bioequivalence studies

Conduct clinical trials (vaccines, drugs, medical devices/tools) for infectious and non infectious diseases. Vaccines, drugs or devices could be developed at AHRI or from local (EPHI, Universities or other industries) and or internationalcollaboratinginstitutions;testingofdifferentgeneric drugs to determine the pharmacokinetics

New/improved vaccines, drugs, and devices tested and/or developedTested generic drugs

P1 SI4. Implement Grand Challenges Ethiopia

Introduce acceptable innovation by the community, Support the testing of local innovations, Look for new innovations, Support post-award activities, Provide funding for selected innovations

5 innovations supported for Proof-of-Concepts


P2. improve medical research training

P2 SI1. Strengthen and provide medical research training

It includes provision of training to postgraduate students on biomedical and clinical research including proposal development, research ethics (GCP, GCLP), lab skills/techniques, data management, biostatistics, grant and manuscript writing and presentation skills to increase the research capacity of their home institutions.

Trained researchers

SI2. Develop and provide short term trainings to local /regional researchers

Need assessment, documentation, preparing modules on immunological and molecular techniques, research ethics, clinical trial identifying trainees from local and regional institutions; supervision, monitoring and evaluation,follow up assessment

Developed short term training modules

Trained researchers

SI3. Develop and run joint postgraduate programs

Establish joint postgraduate programs with local universities on Immunology, Molecular biology, Bioinformatics and Clinical trial: need assessment, curriculum design and development, recognition from MOE, signing MOU

Joint post graduate programs developed

improve medical research and training quality assurance system

SI1. Establish and sustain institutional quality assurance (QA) system

Develop/adapt and implement internal and external medical research and training quality assurance system: regular supervision, proficiency panel testing, randomblind rechecking, establish bio-safety mechanism, ensure functionality of equipment and uninterrupted supplies, putting inplacedocumentationandinformationmanagementsystem;monitoring of traineesand trainersperformance; strengthenthe data management and biostatistics unit

Established and maintained IQA and EQA system Accredited research lab

Improve program/ project management

SI1.Strengthen Project /Program management system

This includes strengthening of research projects/ programs; strengthening of monitoring and evaluationsystem: effective tracking of implementation of project plans through preparing annual review meetings, progress reporting, grant management, providing supportivesupervision;projectcommunication,resourcesmanagement(projectspecificprocurementplan)

Efficient and effectivemanagement system developed


improve resource mobilization

SI1. Strengthen fund/resource mobilization

Identify potential resources on relevant research areas through efficient communication system, identify grantcalls and write grants in collaboration with local and regional institutions, increase participation in relevant consortia, diversifying resource base including core funding

Adequate budget available

Increase networking and partnership

SI1. Establish research communication and networking unit

establishment of research communication and networking unit; develop partnership policy;main streaming networkingand collaboration; follow grant calls; identify potentiallocal, regional and international collaborators and establish partnerships (considering legal issues related to project agreements,IP…); maintainexistingpartnership;participateinlocalandinternationalconferences;develop communication strategy; website development andadministration, implementation of ICT and use of multi-media (newsletter, brochures, TV and radio) to increase visibility of the institute, access global information and communicate researchfindings;documentinginstitutionalandrelatedevents(capacitatewiththenecessarymediaequipment);

Research communication and networking unit established and made operationalPartnership policy developedVibrant website developedScientific informationand researchfindingscommunicated

improve human resource development and governance system

SI1. Strengthen the human resource development and management

Develop and implement institutional HR manual: career ladder, benefit packages, staff performance evaluation…;identifyhumanresourceneed;hiringqualifiedandcompetentpersonnel, prepare staff development plan (e,g. develop long and short term training guidelines…)

Human resource development plan prepared and implementedAdequate and competent staff availableSatisfiedstaff

SI2. Strengthen good governance

Strengthen HDA, establish regular and transparent communication between management and staff; implementstaff satisfaction assessment tools; value stakeholders’need; implement accountability, participation, equity andinclusiveness, transparency, integrity, responsiveness, effectivenessandefficiency,consensusoriented,ruleoflaw

Conducive working environment createdSatisfiedstaff



SI1. Expand work space This includes construction of new research and officebuilding (for molecular, immunological, microbiology, TB lab, animal house, pathology, clinical trial, data management, biostatistics, bioinformatics, bio-repository, engineering unit (maintenance/workshops), wash room, laundry, administrative offices, archive, gymnasium,daycare…);renovationandmaintenanceof theexistingbuilding;staffandguesthousing

Adequate lab and office spacebuilt

SI2. Equip the lab, workshopsandoffices

This includes purchasing of lab equipment (LSR II with cell sorting capacity, confocal microscopy, Luminex, multicolor ELISPOT, sequencer, oligo synthesizer, HPLC, liquid nitrogen plant, CO2 plant, real time PCR, mass-spectrophotometry, lyophilizer, sonicator, microtome, cryostat, nanodrop, Automated DNA and RNA extraction equipment, MACS, UV transluminator, electroporation machine, BACTEC 460It also includes machineries for the electrical, metal and woodworkshops. Equip offices with necessary facilities(tables, chairs, computers, printers, scanners, FAX machines, telephones, photocopy machines…)

research lab equipped with state of the art equipment

SI3. Strengthen institutional IT capacity and systems

Strengthening institutional IT infrastructure; establish intra-networksystemstofacilitateinterdepartmentalcommunication;implement automated systems (lab and office); provision ofnecessary softwares to different units

Efficient/advanced IT capacity developed

Automated systems


8. AHRI’s Strategic Themes and Strategic Objectives alignment with HSTP

HSTP strategic objectives AHRI strategic themes aligned with HSTP strategic objectives (SOs)

AHRI SOs ,cascaded from HSTP

C1. Improve health status

Excellence in medical research

C1.improvescientificknowledgeandevidence for decision making and technology dissemination


P3. Enhance good governance Excellence in management and governance

CB1. improve human resource development and governance system

P6. Improve community participation and engagement

Excellence in medical researchExcellence in medical research training

C1.improvescientificknowledgeandevidence for decision making and technology dissemination

P8. Improve research and evidence for decision making

Excellence in medical research


CB1. Enhance use of technology and innovation

Excellence in medical researchExcellence in medical research training




CB2. Improve development and management of HRH

Excellence in medical research trainingExcellence in management and governance


CB1. improve human resource development and governance system


SI Major activities

Specific activities Unit

Implementation year

2016 2017 2018 2019 2020

C1.SI1. Establish scientificKnowledge management and technology dissemination strategy

MA1. Synthesis and dissemination of Scientificinformation

annual report number 1 1 1 1 1

policy briefs number 3 1 2 2

research digest number 1 1 1 1workshops number 2 4 6 4 4AHRI’s annual ScientificConference

number 1 1 1 1 1

Research day /open day

number 1 1 1 1 1

Newsletter number 1 1 2 2 2

TV/radio program number 1 3 3 3 3

Agenda/calendar number 1 1 1 1

MA2. technology transfer of new/improved tools

Transferred new/improved tools (Universities, research institutes, health institutions and industries)

number 2 2 5

C2.SI1. Increase training and collaborative research with partner institutions

MA1. Engage partner institutions in medical research (Universities, research institutes, health institutions)

Conduct need assessment (training and research)

number 1 1

Clinical research forum

number 1 6 6 6 6

Locally initiated joint research projects with local and regional partner institutions

Percent 20 30 35 40 50

Conduct joint assessment of post graduate trainees

Number/student/year

2 2 2 2 2

Evaluate post-training contribution of trainees to the research capacity of partner institutions

number 1 1


FSI2. Strengthen financialutilization system

MA1. Ensure proper utilization of financialresources

Implement automated tracking system

percent 50 100 100 100 100

Prepare budget plan

Number 1 1 1 1 1

Prepare financialreport

Percent 100 100 100 100 100

Conduct internal audit

Number 4 4 4 4 4

Conduct external audit

Number 1 1 1 1 1

FSI3. Strengthen logistics, supply chain management and property administration

MA 1.Establish efficienttransport service and vehicle maintenance system

Provide efficienttransport service

Percent 75 85 90 100 100

Purchase and avail vehicles

Number 8 4 4 5 3

Provide efficientmaintenance service

percent 80 90 100 100 100

Implement automated transport management system

percent 50 90 100 100 100

MA 2. Establish efficientprocurement system

Implement automated procurement system

percent 50 90 100 100 100

Prepare procurement plan

number 2 2 2 2 2

On time procurement (local purchase)

Days 60 60 50 45 30

On time procurement (foreign purchase)

Days 180 120 120 90 90

reduce custom clearance time

days 7 7 5 5 5

MA 3. Establish efficient propertyadministration system

implement automated property administration system

percent 50 75 80 100 100

Conduct regular inventory

number 1 1 1 1 1


P1SI1. Strengthen and conduct biomedical research

MA1. Conduct basic infectious diseases research

Immunopathogenesis number 4 4 4 4 4

Antigen selection/Antibody detection

number 1 3 2 3 2

Biomarkers (prognosis and diagnostics)

number 3 5 3 4 3

Co-infections number 4 5 5 5 4

Molecular epidemiology

number 4 5 3 4 3

Transmission;human-animal interface

number 2 1 2 1 2

Host and pathogen genetics

number 1 2 2 2 2

Drug compounds and targets

number 1 3 1 4 1

MA2. Conduct basic non-infectious diseases research

Genetic disorder/susceptibility

number 1 1 2 2 2

Immunological/molecular mechanisms

number 2 2 2 2 2

Biomarkers (prognosis and diagnostics)

number 2 2 2 2 2

Co-morbidity number 2 2 2 2 2

Molecular epidemiology(risk factor assessment)

number 2 2 2 2 2

Drug compounds and targets

number 1 1 1 1 1

Diagnostics and therapeutics

number 1 1 1 1 2

MA4. Conduct operational research

Programmatic operational research including improved diagnostics and therapeutics

number 1 4 1 2 1

Disease mapping number 2 2 2 3 1Disease modeling number 2 3


P1SI2. Strengthen and conduct clinical research

MA1. Conduct clinical research

Identification ofetiologic agents with clinical diagnosis limitations

number 1 2 1 2

Drug resistance in hospital settings

number 3 1 3 1 3

Evaluation and delivery of diagnostics and therapeutics for clinical management

number 2 3 2 3 1

P1 SI3. Strengthen and conduct clinical trials and bioequivalence studies

MA1. Conduct clinical trials

Vaccine trial number 1 2

Drug trial number 1 1 1

Device trial number 1

MA2. Conduct bioequivalence studies

Bioequivalence studynumber 2 3 5 5 5

P2 SI1. Strengthen and provide medical research training

MA1. Provide research training to MSc. and PhD students

Training package on research methodology(Proposal writingGCP/GCLPResearch ethicsData management and biostatisticsScientific paperwritingHands on training on basic research lab techniques)

number 2 2 2 2 2

MSc. thesis research

number 10 8 10 10 10

PhD thesis research number 5 5 8 7 8

P2SI2. Develop and provide short term trainings to local /regional researchers

MA1. Prepare Modules and conduct short term trainings

Immunology number 1 1 1 1 1Molecular techniques number 1 1 1 1 1

Clinical trial number 1 1 1 1 1Research ethics number 1 1 1 1 1Grant and manuscript writing

number 1 1 1 1 1

Advanced course on mycobacterial diseases (TB and leprosy)

number 1 1 1 1 1


P2SI3. Develop and run joint courses and postgraduate programs

MA1. Identify potential Universities

Need Assessment number 1postgraduate courses /programs prioritization (e.g. immunology, molecular biology, Clinical trial and Research Ethics)MoU 1

MA2. Prepare Curriculum Development and conduct training

Identify potential instructors

8

Prepare syllabus 4

Identify trainees x xDeliver courses/programs

4 4

Deliver postgraduate program

4

Recognition from MoE

1


P3SI1. Establish and sustain institutional quality assurance (QA) system and safety

MA 1. Establish QA unit

Prepare QA policy document

number 1

Prepare QA scope and SOPs

number 1

MA2. Implement medical research and training quality assurance system

Prepare annual audit plan

number 1 1 1 1 1

Develop and implement training and research quality assessment tools

number 1

Enroll research labs for accreditation

number 1 1 1 1

Enroll laboratories in proficiency paneltesting

number 1 1 1 1 1

Ensure availability of qualified personneland laboratory equipment

percent 65 80 90 95 96

Ensure the preparation and implementation of SOPs for every institutional activities

percent 75 85 95 98 100

Ensure the quality of the institutional research ethics committee through external accreditation

Percent 100 100 100 100 100

MA3. Establish institutional documentation and information management system

Establishing recording and archiving unit (central activities, Ethics, data management, Finance, Library)

Number 1 4

Scaling up the institutional recording and archiving to electronic data base system

percent 30 70 80 90 100

MA4. Establish institutional biosafety and biosecurity system

Proper waste disposal (consider recycling) and sewerage system

percent 25 50 75 90 100

Monitoring the utilization and disposal of chemicals and reagents

percent 30 50 75 90 100

Ensure restricted access to laboratories and other buildings

percent 50 75 100 100 100


P4SI1.Strengthen planning and Project /Program management office

MA1. Prepare institutional plans

Develop 5 year strategic plan

percent100 100

Develop annual plan Percent 100 100 100 100 100

Monitor and evaluate the strategic plan implementation annually

number 1 1 1 1 1

Compile budget and procurement plans

number 1 1 1 1 1

MA2. project/program management

Develop project/program management guidelines

number 1

Project communication and documentation

percent 75 80 85 90 95

Conduct monitoring and evaluation:Progress review meetings (timeliness, financialutilization,HR, Quality and risk…)

percent 75 80 85 90 95

Prepare technical andfinancialreport(timing and quality)

percent 80 85 95 100 100

Prepare annual report

number 1 1 1 1 1

P5SI1. Strengthen fund/resource mobilization

MA 1. Develop resource mapping and diversify resource base

Identify funding sources (including grant calls, donors/partners, government funding…) and Communicate with potential funders

number 15 20 20 20 25

MA 2. Design Financial resource mobilization strategy

Grant writing number 10 10 12 15 15Increase core funders number 1 1


P6.SI1. Establish research communication and networking unit

Prepare and compile human resource development plan

number 1 1 1 1 1

Provide short term training opportunity

Percent-total staff

25 50 50 50 50

Provide long term training opportunity PhD

number 2 4 2 2

MSc number 8 2 2 2 2MA 2. Develop human resource management strategy

Prepare and implement HR management manual

number 1

Prepare annual staff recruitment plan

number 1 1 1 1 1

Prepare and implement career ladder

number 1

CB1SI2. Strengthen good governance

MA 1. Develop and implement good governance plan MA 2. Strengthen and implement HDA

Conduct regular management meeting

number 52 52 52 52 52

Conduct interface meeting

number 52 52 52 52 52

transformation forum number 12 12 12 12 12

Public wing number 3 4 4 4 4

Perform staff satisfaction assessment

number 1 1 1 1 1

Conduct staff performance evaluation

number 2 2 2 2 2

Recognizing best performing staff

number 1 1 1 1 1


CB2SI1. Expand work space

MA1. Avail research labs, office,workshop,staff and guest house space

Building new complex:(research labs, animal house, office,conference hall, training rooms, canteen)

number 1

warehouse and archive

number 5

Building staff house number 1

basic utility facilities (parking, gym, daycare)

number1

Workshops number 1

MA2. Renovating the existing buildings

Renovate the existing labs and offices

number 2 2

Maintenance of metal, electrical and wood workshop buildings

number 3

CB2SI2. Equip labs, workshops andoffices

MA1. Equip the lab with state of the art equipment (please indicate the number and names of equipment)

Equip: molecular lab number 1 6 4 2 1

immunological lab number 2 5 3 2 1TB lab number 1 2 2 2 1Pathology lab number 2 4 2Clinical lab Number 2 3 1 1 1

Animal lab Number 1 1Bacteriology lab Number 2 4 4 4 3P4 lab Number 1Virology lab Number 3 2 2

Mycology lab Number 1 2

MA2. Equip workshops with necessary machineries

Equip workshops Number 4

MA3. Equip offices

Purchase and avail officeequipment(Tables and chairs, Computers, Photocopy machines, FAX machines, scanner…)

Number X X X X X


CB2SI3. Strengthen institutional IT capacity and systems

MA1. Improve the IT capacity

Upgrade server capacity

Percent 90 100

Expansion of internet lines

Percent 90 100

Intra and inter networking

Percent 90 100

MA2. Automate institutional operations

Automate institutional functional units (Finance,Procurement, Store/property, administration, data management, project management, research departments, lab management system,Transportation…)

Percent 30 65 85 90 100

9. AHRI’s Strategic Plan Implementation and Management

9.1. Strategic Plan Implementation processIt is essential to ensure the realization of the strategic plan by applying the following mechanisms:

9.1.1. Evaluate the strategic plan and create common vision

The first step in the implementation process is to make sure that the staff, customer and stakeholders have common understanding on the 5 years strategic plan of AHRI. The SP development team organizes meetings with the staff and major stakeholders for discussion and follow up.

9.1.2. Owning strategic objectives

Each strategic objective has one objective owner. The objective owners are responsible to monitor progresses towards targeted output through regular communication with Directorates, to provide guidance as needed regarding implementation, and document performance outcomes for biannual progress reports. These objective owners meet with the top management (Director General, Deputy Director General, Directorates, Department heads and others) of the institute on a regular basis to provide updates on progresses and also to discuss other issues pertinent to the implementation of the SP.

9.1.3. Coordination committee (DDG and Directorates)


Under each strategic objective and its corresponding strategic initiatives, one or more directorates are responsible for different activities. The Deputy Director coordinates the implementation of the initiatives under each objective by working with the Directorates and departments through continuous communication with the Objective owners. A committee comprising DDG, Directorates and Department heads will follow and monitor the progress and implementation issues that need attention at DDG level.

9.1.4. Task force

Directorates and case teams are responsible to execute various activities and thereby to meet the institutional initiatives and objectives respectively. Directorates, case teams and staff representatives will follow the progresses and implementation issues that need attention at Directorate level through regular meetings.

9.2. Monitoring and Evaluation FrameworkAHRI’s Planning, Monitoring and Evaluation office uses the balanced scorecard tool to monitor and evaluate planned activities. The Institute’s annual planning is based on prioritized thematic areas explained in the strategic plan. The plan will be used as a footing for the implementation of medical research and training.

The institute`s monitoring and evaluation framework is developed based on the identified performance measures. By using this framework, continuous monitoring of progresses will be conducted through the health development army forums and bottom up approach at all level starting from case team, transformation, directorate and the management. Following this, a consolidated report will be prepared on quarterly basis and it will be discussed at the Institute’s general staff meeting and it will also be submitted periodically to concerned stakeholders, customers and/or collaborators. To efficiently follow the effective accomplishments of tasks, annual joint progress review with prioritized stakeholders for joint supervision on collaborative projects will be conducted. Midterm and final year evaluation will be conducted on the strategic plan to assess its proper progress and also to see the impact of the institute’s outputs for stakeholders, customers and the public at large.

The input, output, outcome and impact indicators are listed in the M&E matrix including baseline data and targets for the next five years. The input and process indicators will be monitored routinely at every stature of the institute to ensure efficient availability and utilization of resources and activities are getting done while the output indicators will be assessed to check the delivery of outputs to the end users. The outcome and impact indicators will be validated with the midterm and final evaluation of the strategic plan to assess the institute’s contribution towards the HSTP’s universal health coverage as well as its impact in improving the status of conducting medical research at higher learning institutions in Ethiopia and the region.

Furthermore, the institute’s scientific conference will be organized every year to validate and disseminate the institute medical research and training outputs. Project validation workshops will also be prepared in collective manner by the different research teams. Documentation of lessons learned and organized experience sharing with national and international collaborators will be conducted. Ongoing research projects will also be reviewed periodically to confirm that they are being conducted ethically and as planned and approved through the project document.


Monitoring and Evaluation Framework

Indicator level Input Process Output Outcome Impact

Indicator Domain

Governance and availability of SufficientHuman, Financial and Physical Resources.

Conducting Quality Medical Research

Providing advanced Medical Research Training

Strengthening networking and partnership

Improving management and governance

Evidence based information, Vaccines, Therapeutics, Diagnostic tools, Antibodies and oligonucleotides for Research

Medical Research Trained Researchers and Instructors

Increased/improved Evidence based information, Vaccines, Therapeutics, Diagnostic tools, Antibodies and oligonucleotides for ResearchImproved research and training outputs{ both are mentioned above}

Uptake of generated evidence based information, vaccines, Therapeutics, antibodies, oligos and others

Quality Medical Research and Quality Education

Improved Uptake of generated evidence based information, vaccines, Therapeutics, antibodies, oligos and others

Improved research and training outcomes { both are mentioned above}

Improved health policies and , improved health care

Improved health Policy, health care and higher educationImproved health policy and care

Improved health policy, care and education

Data Analysis and collection

Administrative record and sources

Financial Report

Administrative record and sources

Joint planning and Supervision

HDA reports

Synthesized Review

Communications and use


C1. Strategic Objective: Improve scientific knowledge and evidence for decision making and technology utilization

Result: Increased community engagement and uptake of research findings by the public and policy makers

S/n Indicators Type of measures

DataSource

Unit of Measure

Target 2016 2017 2018 2019 2020 Assumptions

C1 Number of policy briefs/synthesized information dissemination strategies

Outcome AHRI’s annual report

Number 10 14 18 14 16 Good Governance and availability of SufficientHuman,Financial andPhysicalResources

Number of new improved technologies transferred Output Benchmark Number

2 2 5 Good Governance and availability of SufficientHuman,Financial andPhysicalResources

C2. Strategic Objective: Improve community engagement and medical research capacity of partner institutions

Results: Improved medical research participation, skill and research culture


DataSource

Unit of measures

Target2016 2017 2018 2019 2020 Assumptions

C2 Number of workshops output Annual report

Number 1 7 6 7 6 Good Governance and availability of SufficientHuman,Financial andPhysicalResources

Number of research trainees graduated/completed

output Annual Report

% 90% 95% 95% 95% 95% Good Governance and availability of SufficientHuman,Financial andPhysicalResources

Customers Satisfaction in medical research training

Outcome Annual Assessment

Number 90% 90% 90% 90% 90% Good Governance and availability of SufficientHuman,Financial andPhysicalResources


F1. Improve effectiveness and efficiency

Expected result: efficiently utilized fund

S/n Indicators Type of Measures

Means of Verification/Data Source

Unit of measures

TargetAssumptions

2016 2017 2018 2019 2020

F1 Fund utilization (Burn rate) Output Financial reports

percent 80 85 85 90 90 Working Financial system

90% over 5 years

Timelyfinancialreporting Output Financial reports

percent 100 100 100 100 100 Working Financial system

Procurement lead time(I and L)

Output Financial reports

Number of months

180

90

150

90

120

60

90

60

90

30

Organized and skilled procurement unit

P1. Strategic Objective: increase generation of evidence based information, innovation and development of new/ improved tool

Expected result: New knowledge generated /discovered and new/ improved intervention tools developed


DataSource Unit Target

2016 2017 2018 2019 2020 Assumptions

P1 Number of publications Output Pubmed/Annual report

Number 50 50 50 50 50 Good Governance and availability of Sufficient Human, Financial and PhysicalResources

Number of new/improved medical interventions Output

Annual report

Number 1 1 1 Good Governance and availability of SufficientHuman, Financial and Physical Resources

Number of new/improved tools (reagents, devices…)for research

output Annual report

Number 1 1 1 Good Governance and availability of SufficientHuman, Financial and Physical Resources


P2. Strategic Objective: Improve medical research training

Expected result: Improved medical research capacity


DataSource

Unit of measure


P2 Number of trainees included in the Medical research training

output Annual report

Number 15 13 18 17 18 GoodGovernanceandavailabilityofSufficientHuman, Financial and Physical Resources

Number of graduates/trainees engaged in medical research and related tasks

output AluminiTracing study report

% 60% 75% Good GovernanceandavailabilityofSufficientHuman, Financial and Physical Resources

P3. Strategic Objective: improve medical research and training quality assurance system

Expected result: Quality assurance in placed


DataSource

Unit of measures


P3 Number of accredited lab

output Certificates Number 0 0 1 1 1 GovernanceandavailabilityofSufficientHuman,Financial and Physical Resources

Number of courses recognized

output Certificatesofrecognitions

Number 0 0 0 1 1 GovernanceandavailabilityofSufficientHuman,Financial and Physical Resources


P4. Improve program/project management


No Indicators Types of Measures Means of Verification/Data Source Unit of

measuresTarget

Assumptions2016 2017 2018 2019 2020

P4 Frequency of project monitoring rounds

Output ReportsfromProjectmanagementoffice number 4 4 4 4 4

Number of evaluations conducted Output ReportsfromProjectmanagementoffice number 1 1 1 1 1


Output ReportsfromProjectmanagementoffice % 75 80 83 85 90

P5 improve financial mobilization

Expected result: fund secured

S/n Indicators Type of Measures


Unit of measures

TargetAssumptions

2016 2017 2018 2019 2020F1 Fund secured Output Financial reports

Grant letterspercent 90 90 90 90 90 Relevant institutes willing to

collaborate


P6. Strategic Objective: increase networking and partnership

Expected result: Improved networking, information resource access and institutional visibility

S/n Indicators Means of Verification/Data Source

Unit of measures

TargetAssumptions

2016 2017 2018 2019 2020

CB3 Project agreement signed Projectmanagementoffice number 3 4 4 4 5 Relevant Institutes willing to collaborate

Institutions networked Projectmanagementoffice number 3 5 5 6 6 Platforms for networking created


IT Unit number 3 3 3 3 3

CB1. Strategic Objective: improve human resource development and good governance system


S/n Indicators Types of Measures

Means of Verification/Data

Source

Unit of measures

TargetAssumptions

2016 2017 2018 2019 2020

CB1 Trained human power / long term/ Outcome HR unit reportsAnnual report

% 50 60 60 70 80 Sufficientfunding

Trained human power/ medium , short term/

Outcome HR unit reportsAnnual report

% 25 30 40 50 50 Sufficientfunding

Performance evaluation Output HR unit reports % 2 2 2 2 2

Staff satisfaction rate Output Assessment report/ HR unit reports

% 80 80 90 90 90 Staffneedsfulfilled

Staff attrition rate Output HR unit reports % 5 2 2 2 2 Staffneedsfulfilled


CB2. Strategic Objective: Improve institutional infrastructure

Expected result: Improved capacity and effectiveness

S/n Indicators Types of Measures


Unit of measures

TargetAssumptions

2016 2017 2018 2019 2020

CB2 Newly installed state of the art equipment

outcome Engineering Unit

number 3 5 4 5 3 Availability of und and Quick procurement process

Repaired non-functional equipment

outcome Report of the Engineering Unit

percent 60 65 75 85 90 Presence of necessary maintenance equipments and professionals

Newlybuiltlaboratoriesandoffice outcome Physical inventory

number 1 1 1 Availability of Land and fund

Automated system outcome IT Unit Percent 30 65 85 90 100


10. Human resource requirement AHRI’s staff requirement over the five years is shown in a table below

No Staff Type Baseline Year I

Year II Year III Year

IV Year V

1 1.1 Director General 3 3 3 3 3 3

1.2 Deputy Director for Research and Innovation

- 3 3 3 3 3

1.3 Deputy Director for Development and Administration

- 3 3 3 3 3

2 2.1 Training Directorate 1 2 2 2 2 2

3 3.1 Strategic relations, policy and plan Directorate

1 2 2 2 2 2

3.2 Projects Management & Grants case team

1 2 2 2 2 2

3.3 Policy case team - 2 2 2 2 23.4 Planning case team - 1 2 2 2 2

4 4.1 Human Resource Directorate 2 7 8 8 9 9

5 5.1 Finance Directorate 6 7 7 8 8 9

6 6.1 Procurement and property administration Directorate

- 2 2 2 2 2

6.2 Procurement Case team 6 7 7 7 7 7

6.3 General Service case team 7 54 73 83 90 90

6.4 Property administrator case team 2 4 4 6 6 6

7 7.1 Knowledge Management Directorate - 2 2 2 2 2

7.2 Data management and Biostatistics 15 13 15 18 20 22

7.3 Research communication - 6 6 6 6 6

7.4 Clinical Epidemiology case team - 2 3 3 3 4

7.5 ICT 2 3 3 3 3 3

8 Laboratory Management Center

8.1 Lab manager 1 1 1 1 1 1

8.2 Core laboratory case team 30 30 32 33 35 37

8.3 Lab engineering case team 4 5 5 5 6 7

8.4 Safety and logistics case team 3 8 9 9 9 9


No Staff Type Baseline Year I

Year II Year III Year

IV Year V

9 Research Directorates

9.1 Biotechnology & Bioinformatics Directorate

1 5 7 10 10 12

9.2 Bacterial and Viral Diseases Research Directorate

3 6 9 12 12 12

9.3 Clinical Trial Directorate 17 25 33 41 49 49

9.4 Mycobacterial Diseases Research Directorate

5 10 13 15 15 15

9.5 Non-communicable Disease Research Directorate

- 5 8 10 10 10

9.6 Malaria and NTD Research Directorate

5 5 8 10 10 10

10 Reform and quality Directorate - 2 2 2 2 2

11 Audit Service 2 2 2 2 2 2

12 Ethicsandanticorruptionoffice - 1 1 1 1 1

13 Legal Advisor 1 1 1 1 1 1

14 Women and youth affair - 1 1 1 1 1

15 AHRI/ALERT ethics review committee

2 2 2 2 2 2

Total 120 234 283 320 341 350


11. Costing, Financing and Resource Mapping

11.1. Budget mapping based on strategic objectives

Organizational Objectives 2016 2017 2018 2019 2020 Total

C1. improve scientificknowledge and evidence for decision making and technology dissemination

100000 100000 125000 135000 150000 610000


27500 27500 30000 32500 35000 152500

F. Improve effectiveness and efficiency


2500000 3750000 7500000 10000000 12500000 36250000


150000 250000 300000 375000 450000 1525000

P3.improve medical research and training quality assurance system

50000 100000 150000 200000 250000 750000

P4 Improve program/ project management

25000 50000 90000 100000 125000 390000

P5. Improve resource mobilization

500000 600000 750000 750000 600000 3200000

Increase networking and partnership

100000 150000 210000 250000 275000 985000

improve human resource development and governance system

1650000 1950000 2550000 2250000 2050000 10450000


3000000 15000000 5000000 1500000 2000000 26500000

Total (USD) 8102500 21977500 16705000 15592500 18435000 80812500


11.2. Resource Mapping and Gap analysis (in USD)

Total Cost

Funding sources

GapGov’t

Core Funders

(NORAD, Sida)

Other Partners

Competitive grant Total

2016 8,102,500 2,500,000 2,000,000 750,000 500,000 5,750,000 2,352,5002017 21,977,500 10,000,000 2,000,000 500,000 250,000 12,750,000 9,227,5002018 16,705,000 7,500,000 2,000,000 1,000,000 750,000 11,250,000 5,455,0002019 15,592,500 10,000,000 2,000,000 1,250,000 1,000,000 14,250,000 1,342,5002020 18,435,000 10,000,000 2,000,000 1,500,000 1,250,000 14,750,000 3,685,000Total (USD)

80,812,500 40,000,000 10,000,000 5,000,000 3,750,000 58,750,000 22,062,500


ANNEX1: Strategic Objectives under each strategic theme

Strategic Theme 1: Excellence in medical research

Strategic Result: Evidence based information and developed medical intervention tools for improved medical care.

What to be included to attain the intended result? Conduct advanced medical research, analyze and synthesize information, communicate research findings, community engagement, competent staff and resources.

How do we know that we are successful? Number of publications (including technical reports, peer reviewed journal, policy briefs, guidelines, algorithms…), number of developed products/tools delivered to and utilized by the community/stakeholders

Objectives for strategic Theme 1

Perspectives Objectives for strategic Theme 1

Customer/stakeholder/community improvescientificknowledgeandevidencefordecisionmakingand technology utilizationincrease community engagement in medical research

Internal Process/Process increase generation of evidence based informationincrease innovation and development of new/improved toolsimprove research quality assurance system

Finance/Budget/Economy improvefinancialmobilizationandutilization


improve competence of research staff

improve research lab facility and infrastructure


Objective commentary for Strategic Theme 1

Objective for Strategic Theme 1 Scope Expected Result

1. improve scientific knowledgeand evidence for decision making and technology transfer/dissemination

This includes synthesis and dissemination of scientificknowledge, policy briefs and improved technologies/tools to the community, stakeholders/ policy makers through publications, scientific and community meetings in thecontrol and prevention of infectious and non-infectious diseases of public health importance.

Increased uptake of research findings bythe public and policy makers

2. increase community engagement in medical research

Engage the community, policy makers and other stakeholders in prioritization of research questions and communicationofresearchfindings;promote the importance of medical research via multi-media,

Increased participation of the public and policy makers

3. increase generation of evidence based information

generate new knowledge by conducting basic biomedical, clinical, translational, clinical trial and operational studies for the advancement of science and control and prevention of infectious and non-infectious diseases of public health importance, efficientreporting,internalprogressreviewsystem

Information translated to policy/ practiceNew knowledge discovered/generated

4. increase innovation and development of new/improved tools

develop cost effective and user friendly medical technologies for diagnostics and therapeutics (including drugs, vaccines, antibodies…..) through conducting basic research, clinical evaluation and validation of products(clinical trials)

improved intervention tools

5. improve research quality assurance system

Established SOPs, GCP/GCLP, data management, research ethics, scientificreviewsystem,monitoringand evaluation, internal quality control and management system,

Quality assurance system in placed

6. improve financialmobilization and utilization

identifying potential funding sources, grant writing and securing funds as well as efficient utilization of fund through planned procurement and logistic, financialmonitoringandevaluation

secured and efficientlyutilized fund

7. improve competence of research staff

Training need assessment, knowledge and skill development including provision of on job training, experience sharing, short, medium and long term training


8. improve research lab facility and infrastructure

Maintenance of research laboratory equipmentExpansion of research labs (building new complex) and equip with state of the art equipment including animal facility for pre-clinical testing

established state of the art laboratory


Strategic Theme 2: Excellence in medical research training

Strategic Result: Improved individuals’ and their home institutes’ competence in developing and conducting medical research

What to be included to attain the intended result? postgraduate (MSc and PhD) research training , theoretical and hands on tailored training in immunology, molecular biology, molecular epidemiology, clinical trial, bioinformatics, medical microbiology, research ethics, GCP, GCLP and other related fields.

How do we know that we are successful? Number of trained individuals, number of MSc and PhD graduates leading research projects at their home institutes, scientifically sound and ethical research, number of publications from trainees in peer reviewed journals.

Objectives for strategic Theme 2

Perspectives Objectives for strategic Theme 2

Customer/stakeholder/community Improve the medical research capacity of partners’ institutionsInternal Process/Process Improve medical research training Finance/Budget/Economy Improve financial mobilization and utilization for research

training (consider procurement)Capacity Building/Learning and Growth/Institutional Capacity

Improve research staff competence and lab facility/infrastructure


Objective for Strategic Theme 2 Scope Expected

Result

1. improve the medical research capacity of partners’ institutions

joint planning (research problem identification, supervision) andexecution

Improved medical research skill and culture

2. Improve medical research training

Training need assessment, advocacy of training areas, improve institutional training policy/guidelines, provide medical research skill development package (development and execution of research proposal, laboratory techniques, research ethics, data analysis, and scientificpaperwriting…)topostgraduatetrainees,researchprojectmanagement, mentorship and supervisionProviding short courses (immunological, molecular and mycobacterial techniques, research ethics, GCP/GCLP ,clinical trial);implementtrainingqualityassurancesystem

Improved provision of quality training

3. improve financialmobilization and utilization for research training

identifying potential funding sources, grant writing and securing funds as well as efficient utilization of fund through planned procurementandlogistic,financialmonitoringandevaluation

secured and efficiently

utilized fund

4. improve research staff competence and lab facility/infrastructure

Gap identification in linewith planned trainingareas, shortand long term training of staff, avail laboratory materials, manuals …)

Increased training capacity


Strategic Theme 3: Excellence in strategic partnership and networking

Strategic Result: Increased partners and improved networking

What to be included to attain the intended result: improve ICT infrastructure, efficient communication, and increase participation in national, regional and international scientific conferences

How do we know that we are successful? Increased number of collaborators and collaborative medical research, number of new funders

Objective for strategic Theme 3

Perspectives Objective for strategic Theme 3

Customer/stakeholder/community Improve performance through partnership

Internal Process/Process Increase national, regional, international collaborators in medical research and training

Finance/Budget/Economy Increase resource base


Improve information communication (website, resource center, multimedia…)



improve collaboration Identify common research and training areas, adhering to collaborative agreement

Increased partnership

increase national, regional, international collaborators in medical research and training

Identify strategic partners, establish and strengthen North-South and South-South (regional) collaboration in medical research, training and technology transfer; national andregionalregularscientificforumsandincreaseinvolvementof AHRI in relevant consortia. In addition, increase research staff involvement in teaching/learning process through adjunct/joint position; active participation in national,regionalandinternationalscientificconferences.

Improved networking

Increase resource base Identify potential funders align with AHRI’s research direction

Increased and diversifiedfundingsource

improve information communication

Strengthening institutional ICT infrastructure, website, establishing resource center, use of multimedia in order to promote AHRI and also access partners’, global information

Improved information access and institutional visibility


Strategic Theme 4: Excellence in management and governance

Strategic Result: Strengthened institutional capacity and improved management and governance system/created conducive working environment

What to be included to attain the intended result: human resource development system,, lab management system, supply and logistics, ICT /PR, monitoring and evaluation system,, infrastructure (maintenance), organizational restructuring, data management, documentation and archiving

How do we know that we are successful? Number of competent/qualified staff in diversified discipline, presence of state of the art research facility and management, efficient finance and procurement, efficient and transparent management and good governance

Objective for strategic Theme 4

Perspectives Objective for strategic Theme 4

Customer/stakeholder/community Improve working environment

Internal Process/Process Improve resource management and governance system

Finance/Budget/Economy Improve finance, logistics and suppliesmanagement system


Improve human resource and research infrastructure



improve working environment Transparent and timely responsiveness of the management; conducive office and lab facility,attractivesalaryandbenefitpackages

Satisfiedcustomers

improve finance, logistics andsupplies management system

Automation, data base and online communication

Improved provision of research inputs

Improve resource management and governance system

Strengthening Health Development Army, monitoring and evaluation, systems for human resource development, lab management, good governance (transparency, accountability…..)


Improve human resource and research infrastructure

Avail high quality human resource through recruitment, promotion, staff retention mechanism, training; expansion of lab and officespace

improved work environment


ANNEX 2: AHRI’s new organogram

AuditGenderLegalPR GC EthiopiaEthics and anti-corruption

Non communicable Diseases Directorate

Clinical Trial Directorate

Mycobacterial Diseases Directorate

Bacterial & viral diseases Directorate

Malaria & NTD Directorate

Ministry of Health

Director General

Training Directorate

Partnership, Planning and Grant Management Directorate

Laboratory Management Center

Biotechnology & Bioinformatics Directorate

AAERC

AHRI Structure

KnowledgeManagementDirectorate

ICT

Data Mgt & Biostatistics

Research Communication

DDG (Development and administration)

Finance Directorate

HRMDirectorate

DDG(Scientific

Director for Research and Innovation)

Scientific Advisory Board

Procurement and propertyadministration Directorate

Strategic partnership

Planning and policy

Grant Management

Procurement Property administration

General service

Clinical Epidemiology

Armauer Hansen Research Institute (AHRI)ALERT Campus, Jimma RoadAddis Ababa, Ethiopia

P.O. Box: 1005Telephone: +(251) 113 483752/ 118 962 183Fax: +(251) 113 211563E-mail: [email protected]/ [email protected] Website: www.ahri.gov.et

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