CERHI, University of Benin: 2019 and Beyond

CERHI’s Key Strategic Objectives 11/14/2018 CERHI’s Key Strategic Objectives PhDs in reproductive health, public health, health economics, and nursing Masters in reproductive health, public health, health economics, and nursing Short courses in reproductive health policy topics in the region. Develop regional laboratory capacity to support HIV/AIDS and other reproductive health related problems. 11/14/2018

CERHI’s Vision post-2019 To be recognized as a leading University-based Centre providing essential information and services relating to reproductive health, population sciences and social development in the African Region

Strategic Objectives beyond 2019 Yearly outputs of quality masters, PhDs, and short courses in health economics, public health, reproductive health, and nursing Post doctoral fellowships in specialized areas of reproductive health High quality laboratory services in reproductive health serving the entire West African region Research outputs that address reproductive health, population and related development issues in the region

High level Actions for SO 1 & 2 and Resources Yearly outputs of quality masters, PhDs, and short courses in health economics, public health, reproductive health, and nursing as well as post-doctoral fellowships in specialized areas of reproductive health

  High Level Actions Annual Resources (Financial and human capacity) 1 Recruitment of high quality national, regional, and international students for Masters programmes Annual university budget, scholarships, school fees, grants from research proposals; Faculty members from departments and partner institutions 2 Recruitment of high quality national, regional, and international students for PhD programmes and post-doctoral fellowships 3 Recruitment of national, regional, and international students for short courses from government and non-governmental arenas Annual university budget, short course fees; collaborations with government and non-governmental bodies; Grants; Faculty members from departments and partner institutions 4 Faculty exchange and student internships with industry (internships from partner institutions to CERHI will be encouraged) Annual university budget, scholarships, grants from research proposals; Industry partnerships

High level Actions for SO 3 and Resources High quality laboratory services in reproductive health serving the entire West African region

  High Level Actions Annual Resources (Financial and human capacity) 1 Proper and effective management of medical and research laboratory equipment Annual university budget, ongoing maintenance/servicing contracts with equipment suppliers; Laboratory Committee, Laboratory Manager 2 Proper and effective management of medical and research laboratory services Annual university budget, enforcement of the Centre approved business plan, commercialization of medical and research laboratory services; Laboratory Committee, Laboratory Manager 3 Ensuring quality assurance, securing local and international certification, and establishing consultancy services Annual university budget, commercialization of consultancy services; Laboratory Committee, Laboratory Manager, Faculty members from departments 4 Expanding the laboratory through collaboration with regional and international partners Annual university budget, commercialization of research laboratory services, grants from proposals; Laboratory Committee, Laboratory Manager, Faculty members from departments

High level Actions for SO 4 and Resources Research outputs that address reproductive health, population and related development issues in the region

  High Level Actions Annual Resources (Financial and human capacity) 1 High quality research by Masters, PhD, and post-doctoral students Annual university budget, grants from proposals; patents/products; Faculty (including from partner institutions) and students 2 High quality research by Faculty from CERHI research groups 3 Multidisciplinary research with national, regional, and international partners 4 Translational research and effective knowledge transfer (KT) of research outputs, and effective industry linkage Annual university budget, grants from proposals; patents/products; engagement with local, national, and international government agencies to drive evidence based policy change; industry partnership; Faculty (including from partner institutions) and students

The achievement of these strategic objectives will be assured by: Government and institutional ownership of the Centre Strengthening of Centre’s governance, including strategic business management Increasing regional and international partnerships with academia and industry such as Universities/Research institutions, Federal Ministries of Health, WAHO, UNFPA, WHO etc. Pursuing grants from organizations like the WHO, Ford Foundation, MacArthur Foundation, Bill and Melinda Gates Foundation, Medical Research Foundation UK etc.

Conclusion CERHI-UNIBEN is one of the ACEs that started de novo; yet in the last three years, it has not only laid a solid foundation, it has grown steadily. We are confident that in the next few years, CERHI will experience an exponential growth that will place it at the heart of reproductive health service delivery in West and Central Africa.

Thank you for listening!!!