CHAK's strategic issues are carefully themed to not only position the organisation as an influential regional faith-based leader and centre of excellence in health service provision, but also to promote the functions and competitive edge of our member health units, academic and training institutions.
1. Health programming
CHAK's health programming is sustainable, inclusive and gender-responsive. It emphasises primary health care as a gateway to Universal Health Coverage. The specific focus areas are:
a. Reproductive maternal neonatal, child care and nutrition
b. Infectious disease prevention and treatment programmes like HIV, Tuberculosis, Malaria, and other emerging infectious diseases
c. Non-communicable disease prevention and management programmes targeting diabetes, hypertension, cardiovascular diseases, chronic obstructive airway diseases, among others, and advocacy for affordable medicines and health products
d. Programming around neglected tropical diseases (NTDs) and emerging infectious diseases using one-health approach
e. Integrated mental health programmes
f. Organisational gender and disability responsive programmes
g. Global health programmes addressing social determinants of health
2. Health systems strengthening
CHAK continues its endeavours to strengthen health systems for all member health units by establishing systems of governance and stewardship through management Boards and Regional Coordinating Committees, as well as developing governance guidance and facilitating capacity building.
Recognising the centrality of human resources for health and policy gaps, CHAK is committed to strengthening policy development and creating a responsive and competitive human resources for health system that promotes staff retention, motivation and performance outputs at all levels.
CHAK also focuses its efforts on medical equipment and health products sourcing, installation and maintenance and quality assurance and provides technical support in infrastructural development in member health units.
3. Advocacy, partnerships and networking
Advocacy remains a tool for CHAK to influence a healthy public policy through strategic partnerships with religious leaders, state, and non-state actors in health. Through advocacy and partnerships, CHAK influences adoption and rollout of universal health coverage, implementation of NHIF and other state health priorities for social inclusion.
CHAK advocates for MHUs’ inclusion in the UHC agenda and networking to create synergies.
4. Sustainable financing and resource management
CHAK continues to invest in strategies to diversify donor funding and secure sustainable income streams through domestic resource mobilisation. CHAK builds the capacity of MHUs in responding to donor requests for proposals, collaboration with government and other non-state actors and establishes symbiotic partnerships with communities.
Further, CHAK drives efficiencies in resource management through in-built, coordinated internal and external controls and enhances technological innovations and systems to improve performance.
CHAK continues to pursue strategies for domestic resource mobilisation through the special purpose vehicle, CHAK Business Services Ltd. Effort has been put in to strengthening partnerships with NHIF, supporting MHUs through the accreditation process and addressing contractual issues for sustainable financing of UHC.
5. Strategic information management
CHAK has institutionalised strategic learning and adaptation and use of data for decision-making.
Technology has been integrated in data management and information dissemination at MHU and organisational level. Utilisation of the CHAK Hospital Management System supports enhanced efficiency in management of patient records, revenue, inventory control and report generation for decision making. Innovations are supported through encouraging development of new products, optimisation and adaptation of existing systems.
6. Branding, marketing and communications
Central to CHAK’s existence in a competitive and dynamic market is communication, branding and marketing. CHAK has drawn lessons from the past strategic plan periods and seeks to reposition itself through a well thought-out branding and marketing plan.
CHAK is committed to improving visibility, marketing and information sharing at the secretariat and MHUs through branding and awareness creation and strategic sector-level communication.