university of health sciences strategic plan 2019-2023 · the university of health sciences thrives...

Together Towards Excellence in Health Sciences Training, Research, innovation and service provision

UNIVERSITY OF HEALTH SCIENCES

UNIVERSITY OF HEALTH SCIENCES

STRATEGIC PLAN 2019-2023

STRATEGIC PLAN 2019-2023

April 2020

Together Towards Excellence in Health Sciences Training, Research, Innovation and Service Provision


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Supported by

University of Health SciencesStrategic Plan 2019–2023

Together Towards Excellence in Health Sciences Training, Research, Innovation and Service Provision

April 2020


PREFACE

Being one of the oldest and leading University in Cambodia, the University of Health Sciences thrives on excellence in training, research and service provision in the field of health sciences.

Since its transformation into the status of Administrative Public Institution, the University of Health Sciences has developed and implemented successfully its two Strategic Plans. The University of Health Sciences Strategic Plan 2019–2023 is its 3rd Strategic Plan. This Strategic Plan is developed according to the Health Strategic Plan 2016-2020 and the National Development Strategic Plan 2019-2023 of the Royal Government of Cambodia under the wise leadership of Samdech Akka Moha Sena Padei Techo Hun Sen. Each strategic goal and strategy stated in this strategic plan are very clear. It shows clearly about the strong commitments of UHS leaders, staff and students in doing their further works for achieving its vision.

I hope that this Strategic Plan will serve as a basis for all UHS members in planning their respective annual activities in order to achieve the stated goals by the year 2023. I also hope that this Strategic Plan will become an important document for relevant parties such as our development partners, donor agencies and other stakeholders in order for them to be informed of, take part in and support the successful implementation of this strategy and to contribute to the strengthening of the quality of health professional education system in Cambodia.

Phnom Penh, 30 April 2020 Minister of Health

Professor Mam Bunheng

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ACKNOWLEDGEMENTS

The University of Health Sciences Strategic Plan 2019–2023 is a roadmap for all UHS leaders, staff and students in order to achieve the main strategic goals by the year 2023.

I would like to express my sincere thanks to all vice rectors, deans, director, vice deans, vice directors, head of bureau and units at all level, staff, students, development partners and those who are involved in the development of the University of Health Sciences Strategic Plan 2019–2023. Without their tireless efforts, this Strategic Plan would not have come to life.

I would like to extend special thanks to the Governing Board of the University of Health Sciences, chaired by His Excellency Professor Mam Bunheng and all the board members for their valuable advices and guidance.

Finally, I would like to thank the Fred Hollows Foundation, Eye care Foundation, Water Aid and China Medical Board for their financial supports for the development of this University of Health Sciences Strategic Plan 2019–2023. Phnom Penh, 30 April 2020 Rector University of Health Sciences

Professor Saphonn Vonthanak

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Table of Contents

PREFACE ............................................................................................................. 1ACKNOWLEDGEMENTS ......................................................................................... 3Table of Contents .................................................................................................. 5Section 1: Introduction ........................................................................................... 9Section 2: Strategic plan 2019-2023 development process ........................................ 13Section 3: Strategic Analysis ................................................................................ 17 3.1. Health Workforce Situation in Cambodia .......................................................... 17 3.2. Environmental Assessment ........................................................................... 19 3.3. Competitive Benchmark Analysis .................................................................... 21 3.4. Strengths, Weaknesses, Opportunities and Threats Analysis ................................ 22Section 4: Vision, Mission and Guiding Principles ................................................... 33

4.1. Vision ....................................................................................................... 33 4.2. Mission ..................................................................................................... 33

4.3. Guiding Principles ....................................................................................... 33Section 5: UHS 2019–2023 Strategic Goals, Strategies, Activities and time frame ........ 37

5.1. Strategic Goals ........................................................................................... 37 5.2. Strategies .................................................................................................. 37 5.3. Main activities and time frame ........................................................................ 41

Section 6: Financing ............................................................................................ 53 6.1. Resources Requirements for UHS Strategic Plan 2014–2018 ............................... 53 6.2. Projected Total Financing Needs and Available Resources Generated by the University ...54

Section 7: Monitoring, Evaluation and Indicators .................................................................57Appendix

Appendix 1: ..........................................................................................................89 Appendix 2: ..........................................................................................................94

Appendix 3: ..........................................................................................................99 Appendix 4: ........................................................................................................102

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Section 1

INTRODUCTION


Section 1:

Introduction

Established since 1946, The University of Health Sciences (UHS) became an administrative public institution in late 2001. UHS currently comprises the Faculty of Medicine, the Faculty of Pharmacy, the Faculty of Dentistry, and the Technical School for Medical Care. UHS also has Department of Foundation Year and Public Health Unit providing undergraduate and graduate program in public health.

The University of Health Sciences is directed by a Governing Board comprising the representatives from the Ministry of Health, the Council of Ministers, the Ministry of Education, Youth and Sport, the Ministry of Economy and Finance, the Rector of the University of Health Sciences, a dignitary with extensive experiences in health sector and a representative of the UHS’s staff.

After earning a public administrative institution status, the University of Health Sciences has successfully implemented two strategic plans: the first strategic plan from 2008 to 2013 and the second strategic plan from 2014 to 2018.

This strategic plan 2019-2023 is the third strategic plan of the University of Health Sciences.

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Section 2STRATEGIC PLAN

DEVELOPMENT PROCESS


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Section 2: Strategic Plan Development Process

The process of the development of UHS strategic plan 2019-2023 is divided in 7 steps:

• Step 1: The creation of the committee for the development of UHS strategic plan 2019-2023 comprising the all UHS’s leaders and representatives of all UHS’s Units.

• Step 2: The First Consultative Workshop was held on 27 and 28 June 2019. The objectives of this workshop are for the orientation of the development of UHS strategic plan 2019-2023, the situational analysis using SWOT method (strengths, weaknesses, opportunities, and threats) and the common determination of UHS’s vision. 90 participants from Ministry of Health leaders, UHS Governing Board, UHS leaders, all leaders of Faculties, School, Units at Rectorate and UHS development partners have participated in this workshop.

• Step 3: Different consultative workshops were held in July 2019 at Faculty/School/Rectorate level in order to receive the inputs from staff, faculty members and students:

o Faculty of Pharmacy on 19 July 2019o Faculty of Dentistry on 25 July 2019o Faculty of Medicine on 26 July 2019o Technical School for Medical care on 29 and 30 July 2019o Rectorate on 22, 30 and 31 July 2019

• Step 4: The second consultative workshop was held on 2 and 3 October 2019. 100 participants from Ministry of Health leaders, UHS Governing Board, UHS leaders, all leaders of Faculties, School, Units at Rectorate, UHS development partners and UHS stakeholders have participated in this workshop. The objectives of this workshop is to review the proposed Strategic Goals, Strategies, main activities, and indicators for the monitoring and evaluation.

• Step 5: From October 2019 till January 2020, the first complete draft of UHS strategic plan 2019-2023 was formulated.

• Step 6: The draft of UHS strategic plan 2019-2023 was reviewed during the 69th meeting of the UHS Governing Board on 24 January 2020 and

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endorsed by the board in the 70th meeting of the UHS Governing Board on 29 April 2020.

• Step 7: Official dissemination of the strategic plan


Section 3

STRATEGIC ANALYSIS


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Section 3: Strategic Analysis

Statement of Strategic Intent

The intention behind every aspect of the Strategic Plan is for the UHS to be recognized as the leading University in Cambodia in the field of health sciences and to contribute with the Royal Government of Cambodia in developing human resources in health sciences with high ethical and professional quality. UHS will also contribute to the service provision and research and innovation in order to provide important inputs for the development of health strategic directions and policies. With its historical and geographical assets, the UHS already enjoys the status of being the public university of health sciences. However, the UHS faces particular challenges in a new global and national environment.

3.1. Health Workforce Situation in Cambodia

The health sector has grown considerably from year to year. The health of the Cambodian people is improving constantly. This improvement has been reflected through different health indicators such as: 1) the average mortality rate of inpatient in 2018 was 0.72% which is below the target (1%), 2) the HIV incidence rate declined from 0.05 per 1000 in 2015 to 0.03 per 1000 in 2018 3) the malaria mortality declined from 0.08 in 2015 to 0.01 per 100,000 persons in 2018 4) the TB mortality rate declined from 21 cases in 2015 to 19 cases in 2017 per 100,000 persons (Reference: Health congress report 2018 and way forward in 2019). In addition, the Royal Government of Cambodia offers social health protection for venerable and poor family such as providing poor ID card for the poor people to get free of charge health service, providing the financial support to pre and post-natal cares which are also free of charge (4 times of prenatal care and 10 times of postnatal care) to all poor women or garment female workers who deliver a child , as well as providing social security insurance to public servants, veterans, former civil servants, workers and anyone who are regulated by the Labor Law. This has led to better health for the people.

According to Ministry of Health data in 2018, there are totally 25,438 health personals1. Among them, there are 23,947 technical staff and 1,491 other types of staff2. The number of health staff is relatively stable between 2016 and 2018.

1 The data does not include health workers in the private sector.2 Health congress report 2018 and way forward for 2019

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In the academic year 2013-2014, there were 8,937 new intake students registered in the public and private health training institutions. This number of intake student has been decreased every year since the academic year 2016-2017 when the National entrance exam for undergraduate programs have been introduced. In the academic year 2018-2019, there were totally 3,782 new intake students registered in the public and private health training institutions. This decrease is partly due to the low number of high school graduates since the academic year 2013-2014 and due to the declining number of students of associate program.

Figure 1: Graph representing the data of new intake students in public and private health training Institutions from academic year 2013-2014 to academic year 2018-20193

According to the data from Department of Human Resource development of Ministry of Health, there are around 4000 and 6000 graduates from both public and private health training institutions each year. However, only around 700 health new staff are recruited each year into the public sector and no available data of the new recruitment of health staff each year for the private sector.

Although the number of human resources in the health sector is well-established, the situation of health officials in terms of geographical location and the quality of human resources in the health sector remains a challenge that the Ministry of Health has put in place. Various measures are required to address these challenges.

3 Data from Health congress report from 2013 to 2018


The Ministry of Health has launched the Health Sector Human Development Plan 2016-2020 with five strategic objectives, including:

• Adopt a unified approach to health workforce planning, to ensure health workforce development is responsive to population and service needs.

• Enable effective delivery of health services by promoting equitable distribution, ensuring retention and skill mix of health workers.

• Address workforce needs, including workplace environment, to ensure optimal staff productivity, motivation and participation.

• Improve the quality of education and training to meet the skill and development needs of the workforce in a changing demographic and epidemiological environment.

• Strengthen health workforce regulation and management to ensure quality of service delivery

Sub-decree 21 and amendment of Sub-decree 21 have direct implications to health sector education. These sub-decrees define clearly the criteria and measures of pathways and degree levels of health science education; the ending of the quota of student intake by each health training institution by the academic year 2018-2019. In addition, there are sub-decree on the nomination of professorship in the field of health sciences and professional pathways at the public and private institutions.The training in the field of health sciences is divided in two types: pre-service and in-service training.

3.2. Environmental Assessment

Being a member of ASEAN has provided Cambodia with opportunities for change: mobility of students, staff and faculty members and also curricula review. In addition, the Royal Government of Cambodia has put forward a policy of strengthening ownership and partnership in developing cooperation, integrating into the region and the world, which is a major driver of higher education for strengthening and expanding cooperation with international partners in order to improve the quality of learning and teaching, research and service delivery.The macro-economic stability and the healthy economic growth in Cambodia has enabled the public institution like UHS to invest and develop according to the requirements of nationally and internationally quality standards.

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The human resource development is the most priority strategic goals of the Royal Government of Cambodia in its sixth legislature of the National Assembly. The Royal Government of Cambodia aims to produce high quality human resource with equity, science and technology focused, job market oriented. Aiming to strengthen the health system with a sufficient number of competent, skill mix, motivated and professional ethical staff, the Ministry of Health has set up strategic priorities such as:

• Ensure introduction of competency-based curricula for the training of all health professions.

• Establish standardized criteria for the recognition of training hospitals, including development and implementation of SOPs for the clinical placement sites.

• Strengthen clinical practice training for all health profession. • Strengthen the capacity of faculties in health training institutions.• Strengthen design and implementation of the National Entrance and Exit

Examinations.• Strengthen the monitoring of the implementation of competency-based

curricula in health training institutions.• Strengthen the database on in-service trainings .• Ensure standardization and quality of all in-service trainings. • Introduce monitoring mechanisms to strengthen the quality of in-service

training. • Ensure in-service training are based on identified staff development needs

and training requirements to meet the objectives of the local institutions. • Develop and strengthen system for the coordination of in-service trainings • Establish academic accreditation body and regulatory systems to ensure

quality, quantity, relevance and competencies of health personnel. • Enforce IQA as a mandatory requirement for all health training institutions. • Establish a system and procedures for program accreditation.

Aiming to reform of higher education system in Cambodia, the Ministry of Education Youth and Sport has set up specific strategies to be implemented from 2018 and 2023 such as: 1) Explore the possibility of transforming public higher education institutions into public administration higher education institutions 2) Support


public higher education institutions to become fully autonomous on financial and human resource management 3) Develop a curriculum framework to link to industry developments 4) Promote research and encourage the establishment of research centers of excellence at higher education institutions 5) Implement IQA and assess the quality of education of higher education institutions4.

3.3. Competitive Benchmark Analysis

The UHS is operating in an increasingly competitive environment, within different national and regional universities in the field of health sciences. The ASEAN permits the free flow of labors among ASEAN member countries including health workers such as nurses, medical doctor and dentist. Some countries in the region do not require the entrance exam for the training in health sciences. Some health training programs in the region require shorter length of study than Cambodian health training programs. It has led to the strong competition between UHS and the Universities in the region.Refer to the data published by Ministry of Education, Youth and Sport there are totally 125 higher education institutions (HEIs) in Cambodia (48 public HEIs and 77 private HEIs)5. 20 HEIs provide the training in the field of health sciences. Among them, 7 are public HEIs (1. University of Health Sciences 2. National Institute of Public Health 3. Regional Training Center of Battambang 4. Regional Training Center of Kampong Cham 5. Regional Training Center of Kampot 6. Regional Training School of SteungTreng and 7. Health Science Institute for Royal Cambodia Arm Force) and 13 are private HEIs (1. International University 2. Bolino Institute of Kampong Chnang 3. University of Puthisastra 4. Norton University 5. Chenla University in Phnom Penh 6. Chenla University in Battambang 7. Life University 8. Asia Sciences Institute 9. Kampong Cham University 10. University of Angkor 11. Institute of health care of Battambang 12. International University in Battambang and 13. University of Sciences).

4 ReformStrategiesinthefieldofEducationandYouth2018-20235 EducationStrategicPlan2019-2023

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3.4. Strengths, Weaknesses, Opportunities and Threats AnalysisThe strategic planning process at the UHS engaged staff at all levels, Faculty members, students and UHS stakeholders in workshops and meetings held from June to October 2019. Below are the main findings of the SWOT analysis.

3.4.1. Related to the training3.4.1.1. Strengths

• UHS training programs are competency based and updated.

• Existing skill and simulation laboratories.

• Existing qualified human resources and experienced faculty members.

• Existing national and international clinical placement.

• UHS library have been improved for the service delivery.

• Existing of UHS Pedagogy Unit and the pedagogy training of UHS faculty members.

• Existing of International programs.

• Existing of many bridging programs for associate graduates.

• Existing own service provisions facilitating the internship of students and research activities.

• Existing the community service enhancing the clinical skill practice and the community experiences of students.

• UHS Hospital University will be established in the near future for service provision, research and training.

• All exam at UHS have been done electronically.

• Increasing the numbers of staff and students exchange.

• Existing the integrated courses between theory and simulation.

• Many foreign visiting professors.

3.4.1.2. Weaknesses• Limited budget for the training and research.

• There’ve not been yet the integration between research and training.


• Limited human resource for the monitoring evaluation administrative management and internship.

• Limited training materials.

• University hospital is still not operated.

• Lack of good collaboration between University and clinical placements.

• The pedagogy training is still limited.

• Limited foreign language skills of faculty members.

• Lack of modernization of skill and simulation teaching.

• Programs and course syllabus are not totally updated.

• No training programs for preceptors.

• Some logbooks are still not responded to the expected learning outcome.

• Checklists and Scenario for the simulation teaching are still not revised and need to be developed.

• Limited assessment tools for the student assessment at clinical placement.

• Limited number of permanent faculty members.

• Limited dissemination of professions among public.

• Lack of short course training related to professional development.

• Lack of the evaluation of the quality of course syllabus, lesson plan and check list.

• Lack of specific unit for providing the counselling for supporting need students and careers.

• Number of Skill and simulation laboratories are not enough.

• Lack of scholarship of continuous training of faculty members.

• Library size does not meet the standard required of higher education institutions.

• Limited of student’s space for self-study and group work.

• Long time process of faculty member recruiting.

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3.4.1.3. Opportunities

• Many active partners providing national and international scholarship.

• Increasing trends in collaboration with regional and international university partners.

• National and international support for the construction of University hospital.

• Be the first choice for excellent students who wish to study in the field of health sciences.

• Students have many job offers.

• Accreditation by ACC and the labor flow among ASEAN give UHS opportunities of making efforts to strengthen its quality of education.

• Fourth industrial revolution led UHS to strengthen artificial intelligence and IPE.

3.4.1.4. Threats

• Many universities in the same field of health sciences can compete and use the same clinical placement.

• The number of existing clinical placement are not sufficient for the internship of students from all Universities.

• Outflow of UHS human resources.

• The national entrance examination in the health sector has been organized lately comparing to other fields, causing the loss of good students registered to the field of health science training.

• Decreasing of the number of students in the field of health sciences.

3.4.2. Related to the research3.4.2.1. Strengths

• Existing the facilities and Unit in charge of research.• Existing library equipped the connection to electronic scientific document

resources.


• Existing many international partners.

• Existing motivation policy for research.

• Students can involve in research activities which are a required competence.

3.4.2.2. Weaknesses

• Limited national budget for research.

• There’ve not been yet the integration between research and training.

• Limited quality of thesis.

• No research agenda, SOP for research.

• Limited research fund.

• Limited infrastructure and available documents.

• Limited Master and PhD degree holders.

• Limited contribution of faculty members and staff in research.


• Support from Ministry of Health and Government.• Existing collaboration with national partners (hospital/ rehabilitation

center...).• Increasing trends in collaboration with regional and international university

partners.

• Research is one of the priority areas in the world university ranking that motivates UHS to strengthen its research.

• The Increased the national economy lets the government to have the possibility to provide resources for research.

• New challenges (climate change, lifestyle, and potential disease…) provide opportunities to create new research projects.

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3.4.2.4. Threats

• New challenges (climate change, lifestyle, and potential disease…) require the regular research coordination.

• Limited number of partners for research.

3.4.3. Related to the service provision3.4.3.1. Strengths

• Management system of library have been improved for the service provision with quality and efficiency.

• One window service for student administrative service and payments which facilitate the service provision with efficiency and transparency.

• Existing dental clinic, Culture Making Media Laboratory, Medical Diagnostic Center deliver the service on site.

• Existing the community program for providing health service without any charge and improving the clinical skills of students.

• University hospital will be available soon for the training, research and service provision.

• Existing the student support service at all Faculties and School.

3.4.3.2. Weaknesses

• Currently University hospital is not yet available for the health service provision.

• Process of student administrative documents is not on time.• The service delivery (Dental clinic, Canteen, safe guard for moto bicycles,

hygiene) is still not fulfill the satisfaction of customers.• Limit quality of communication, hospitality.• Limit of counseling service for students in need and career.• Non regularly community service provision.• Weak marketing and no competitive strategy for customer attraction.• Existing services do not fulfill the current needs in the field of health (no

pharmaceutical manufacture).



• Support from the government for construction of University hospital which let UHS to provide the efficient health service, to welcome students for internship and to do research.

• Existing facilities for the health service provision.• Economic growth in next 5 years is expected in average 7%. • Public Private Partnership for the service provision is prioritized by the

Royal Government of Cambodia.• The free flow of labors among ASEAN let UHS to strengthen the quality of

service for the competitiveness.• Epidemiologic changes related to people’s age and new / chronic diseases

provide opportunities to design new specialized health services.

3.4.3.4. Threats

• People’s confidence in local health servicest.• Fake news on social media cause the loss of public confident in national

health service, leading to decrease the number of students in health sector. • Epidemiologic changes related to people’s age and new / chronic diseases

which we do not have enough capacities to treat cause the flow to abroad.• The free labor flow among ASEAN cause the loss of local job market.• Increasing of big and modern hospital in the most favorable location is

threat to the university hospital.

3.4.4. Related to the governance3.4.4.1. Strengths

• Existing staff performance-based incentives based on Performance-based evaluation.

• Existing electronic management system.• Existing vision, mission and strategic plan with clear strategic goals and

clear time frame of implementation and monitoring.• Clear management structure.• Smart management leaders with clear vision.• Existing strategic plan 2014-2018.

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3.4.4.2. Weaknesses

• Limited number of competent and experiences human resource for implementation and achievement of expected target (monitoring, assessment, management and internship).

• Internal communication, work flow and cooperation still need to be improved.

• Formal communications between clinical placement and UHS take time.• No clear direction for some staff.• Insufficient training on administration and other skills for staff.• Performance-based evaluation have been incompletely for whole staff.• Limited staff with competence of using effectively human resource

management system.• Process of faculty members recruitment take long time.


• Increasing the number of staff and student exchange.• Support from Ministry of Health.• Possibility for staff to exchange experience abroad.

3.4.4.4. Threats

• Many non-expected tasks from outside causing the timeframe of the implementation planned.

3.4.5. Related to the resources and facilities3.4.5.1. Strengths

• Many excellent faculty members holding post graduate degree.• Good location.• Technical and Final supports from development partners.• Existing skill and simulation laboratories equipped.• Renovated library.• Available national budget for supplying the equipment.


• Existing electronic exam center.• Existing research laboratories (LRMC, Phytochemistry).• Existing Medical Diagnostic Center and Culture Media Making Laboratory

for service provision.

3.4.5.2. Weaknesses

• Insufficient staff and faculty members.• Insufficient classroom, skills and simulation laboratories and simulation

teaching equipment.• Small space.• Some deteriorated buildings.• Equipment supply is not on time.• Few research laboratories.• Limited reference books available in library.• Limited warehouses and rooms for damaged equipment.


• Government support for University hospital construction.• Fund support for European commission for higher education through

Erasmus plus program.• Job offered by national hospital for UHS graduates.• Being member of ASEAN.

3.4.5.4. Threats• Competition with other Universities for clinical placement. • Part time faculty members are working outside UHS. It become threats if

they do not collaborate with UHS.

3.4.6. Related to international cooperation3.4.6.1. Strengths

• Existing national and international cooperation network.• Increasing active partners with clear annual action plan.

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3.4.6.2. Weaknesses

• Limited short and long-term scholarships.• Limited financial support for inviting visiting professors and staff exchange.


• Globalization.• Member of SEAN.• French Speaking Network.

3.4.6.4. Threats

• ASEAN integration.• Strong competition in employment seeking and market needs.


Section 4VISION, MISSION AND GUIDING PRINCIPLES


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Section 4: Vision, Mission and Guiding Principles

4.1. Vision

Devoted to excellence in training, research, innovation and health service provision, the University of Health Sciences (UHS) become the leading national higher education institution in Cambodia in the field of health sciences.

4.2. Mission

Under the direction of Ministry of Health, UHS mission are to:1. Develop competent and professionalism human resources in the field

of health sciences through training that meets national and international standards responding to the national, regional and international needs.

2. Conduct excellent research and innovation responding to the revolution of modern technology and according to national and international standards.

3. Provide services with quality, effective, equity and professionalism responding to market needs without racism of ethic, color or political behavior.

4.3. Guiding Principles

1. Aim high for reachable goals.2. Value continued learning, excellence and quality. 3. Act with accountability, transparency, professionalism and responsible

stewardship. 4. Treat each other with dignity, according to hierarchy, respect and Khmer

culture.5. Foster innovation, creativity and team work spirit.6. Implement performance-based motivation.7. Promote equal partnership.8. Embrace the use of information technology as much as possible.

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Section 5UHS 2019–2023 STRATEGIC

GOALS, STRATEGIES, ACTIVITIES

AND TIME FRAME


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Section 5: UHS 2019–2023 Strategic Goals, Strategies, Activities

and Time Frame

5.1 Strategic Goals In order to achieve the vision of University of Health Sciences, UHS has determined strategic goals as below:

Goal #1: Strengthen and broaden the quality and the scope of training.

Goal #2: Strengthen and broaden the quality and the scope of the service provision recognized nationally and internationally.

Goal #3: Be recognized nationally and internationally as an excellence research and innovation center.

Goal #4: Promote good governance and management.

Goal #5: Strengthen and broaden national and international cooperation.

Goal #6: Enhance the prestige of UHS at national, regional and international levels.

5.2 StrategiesTo achieve Goal #1: Strengthen and broaden the quality and the

scope of training .

1. Update all training programs at UHS to be competency and interprofessional education based.

2. Develop new training program according the need of job market and population health.

3. Strenthen and braoden the international program at UHS to become fully international program.

4. Improve the quality and the efficiency of the assessment tools according to its expected learning outcome.

5. Enhance and broaden the cooperation with national, provincial and community clinical placements in order to improve the quality of internship

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6. Update regularly the teaching methodologies for faculty members.

7. Integrate online teaching and learning when and where appropriate.

8. Create innovation center for strengthening partnership and entrepreneurship and job market study.

To achieve Goal #2: Strengthen and broaden the quality and the scope of the service provision recognized nationally and internationally.

1. Establish a university hospital and train staff in order to well prepare this hospital operation.

2. Strengthen and broaden the quality and scope of services at UHS dental clinic, Rodolphe Merieux Laboratory and Culture Media Making Laboratory.

3. Establish National Clinical Reference Laboratory.

4. Strengthen and broaden the community service provision in collaboration with community and development partners.

5. Enhance student and customer satisfactions through the service improvement.

To achieve Goal #3: Be recognized nationally and internationally as an excellence research and innovation center

1. Create main research teams for 8 main topics:

i. Communicable diseaseii. Non communicable diseaseiii. Antibiotic resistanceiv. Maternal child healthv. health Informatic

vi. Health Financingvii. Substandard medicine and toxicologyviii. One health and Climate changes

2. Establish a policy for strengthening the linkage between the teaching research and innovation.


3. Promote Good Research Practices and disseminate the research results.

4. Mobilize national and international resources for the training and conduct research and innovation in order to produce high quality pharmaceutical products.

To achieve Goal #4: Promote good governance and management1. Strengthen the staff management based on the principle of performance

based merit.

2. Strengthen the student management through the application of UHS rules and regulations.

3. Strengthen the management of the infrastructure and the public assets with effectiveness.

4. Strengthen the financial and procurement management with transparency, accountability and effectiveness.

5. Strengthen the planning, monitoring and evaluation of each trimester, semester, annual plans and mid-term and end term of strategic plan.

6. Establish and operate the UHS internal audit.

7. Promote the principle of “Green University”.

To achieve Goal #5: Strengthen and broaden national and international cooperation.

1. Enhance and broaden the cooperation with national, provincial and community clinical placements for quality improvement and increasing number of national clinical placements.

2. Enhance and broaden the cooperation with international partners for quality improvement, increasing number of international clinical placements and number of faculty member and student exchange.

3. Create and run the join degree program between UHS and national or international higher education institutions.

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4. Develop and implement credit recognition and credit transfer between UHS and national or international higher education institutions.

5. Enhance and broaden the cooperation with international partners for joint research, publication and innovation.

To achieve Goal #6: Enhance the prestige of UHS at national, regional and international levels

1. Be accredited by the Accreditation Committee of Cambodia.

2. ISO accredited for UHS Dental clinical and UHS laboratories providing the services.

3. Active regional and international partners of UHS are increased in term of number and the scope of collaboration.

4. UHS health products are officially registered at Food, Drug, Medical device and Cosmetic Department of Ministry of Health and are legally on market.

5. Explore and register at a convenient time to the regional and world ranking system (QS World University Rankings, AUN…).

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nd p

rogr

ams

with

the

full

com

plet

ion

of

expe

cted

cre

dits

xx

xx

x

Inte

grat

e sk

ills a

nd s

imul

atio

n on

all

cour

ses

at U

HS

xx

xx

xPr

epar

e co

urse

syl

labu

s w

ith s

cena

rio, p

roce

dure

or c

ase

base

d in

tegr

ated

and

less

on p

lan

for a

ll tra

inin

g pr

ogra

m a

t U

HS

follo

win

g U

HS

stan

dard

form

at o

f cou

rse

sylla

bus

and

less

on p

lan

xx

x

Dev

elop

4 IP

E pr

ogra

ms

(ON

E H

EALT

H, P

harm

acy

prac

tice,

C

linic

al P

harm

acy,

Pub

lic H

ealth

)x

xx

x

Mod

erni

ze li

brar

y w

ebsit

e co

nnec

ted

with

ele

ctro

nic/

digi

tal

libra

ry m

anag

emen

t sys

tem

xx

x

Dev

elop

SO

P on

the

use

of a

ll se

rvic

e at

Lib

rary

xPr

omot

e th

e pa

rtici

patio

n of

stu

dent

s an

d st

uden

t alu

mni

in

soci

al re

spon

sibi

lity

whi

ch re

spon

d to

the

soci

al n

eed

and

the

requ

est o

f Min

istry

of H

ealth

and

UH

S pa

rtner

s in

ord

er to

im

prov

e th

e so

ft sk

ills o

f stu

dent

s.

xx

xx

x

Esta

blis

h fri

end

club

at a

ll Fa

culty

/sch

ool a

nd im

plem

ent

activ

ities

as

men

tione

d cl

early

in a

nnua

l act

ion

and

budg

et

plan

xx

xx

Incr

ease

the

addi

tiona

l inv

estm

ent o

n sk

ills a

nd s

imul

atio

n la

bora

tory

in o

rder

to im

prov

e th

e sk

ills a

nd s

imul

atio

n te

achi

ng a

nd th

e as

sess

men

ts b

y O

SCE

and

OSP

E

xx

xx

1.2

Dev

elop

new

trai

ning

pro

gram

ac

cord

ing

the

need

of j

ob m

arke

t and

po

pula

tion

heal

th

Dev

elop

sho

rt co

urse

pro

gram

(Dru

g se

ller t

rain

ing

prog

ram

, Ba

chel

or o

f Die

titia

n an

d N

utrit

ion )

xx

xx

Toge

ther

Tow

ards

Exc

ellen

ce in

Hea

lth S

cienc

es T

rain

ing,

Res

earc

h, in

nova

tion

and

serv

ice p

rovis

ion

42

Nº

Stra

tegy

Mai

n ac

tiviti

es

Year

of i

mpl

emen

tatio

n

2019

2020

2021

2022

2023

Dev

elop

12

new

pro

gram

s 1)

Ass

ocia

te p

rogr

am o

f Med

ical

Bi

oeng

inee

ring

2) M

aste

r of P

ublic

Hea

lth 3

) Mas

ter o

f In

fect

ious

dis

ease

4) M

aste

r of E

pide

mio

logy

5) M

aste

r of

Phy

siot

hera

py 6

) Bac

helo

r of R

adio

logy

7) B

ache

lor o

f La

bora

tory

tech

nolo

gy 8

) Adu

lt nu

rsin

g 9)

Pha

rmac

eutic

al

Tech

nolo

gy 1

0) P

harm

acok

inet

ic, P

harm

acog

nosy

11)

To

xico

logy

and

12)

Clin

ical

pha

rmac

y

xx

xx

x

Dev

elop

and

run

the

cont

inuo

us tr

aini

ng p

rogr

am (C

PE) i

n co

llabo

ratio

n w

ith h

ealth

pro

fess

iona

l cou

ncils

x

xx

x

1.3

Stre

ngth

en a

nd b

road

en th

e in

tern

atio

nal p

rogr

am a

t UH

S to

be

com

e fu

lly in

tern

atio

nal p

rogr

am

Dev

elop

the

Inte

rnat

iona

l pro

gram

of D

entis

try in

col

labo

ratio

n w

ith U

HS

deve

lopm

ent p

artn

ers

xx

Prov

ide

prio

rity

to IP

stu

dent

s fo

r the

par

ticip

atio

n in

the

acad

emic

exc

hang

e in

ord

er to

pro

vide

mor

e ex

perie

nces

x

xx

xx

Urg

e th

e us

e of

100

% o

f for

eign

lang

uage

in te

achi

ng a

nd

lear

ning

in IP

pro

gram

s x

xx

x

1.4

Impr

ove

the

qual

ity a

nd th

e effi

cien

cy

of th

e as

sess

men

t too

ls a

ccor

ding

to it

s ex

pect

ed le

arni

ng o

utco

me

Impr

ove

the

stud

ent a

sses

smen

t too

ls in

clud

ing

MC

Q, O

SPE

and

OSC

E in

ord

er to

eva

luat

e th

e st

uden

t com

pete

nces

with

qu

ality

, effe

ctiv

enes

s an

d tra

nspa

renc

e fo

llow

ing

the

bloo

m

taxo

nom

y

xx

xx

x

Stre

ngth

en th

e O

SCE

and

OSP

E as

sess

men

t at a

ll ye

ar a

nd

all p

rogr

amx

xx

xx

1.5

Enha

nce

and

broa

den

the

coop

erat

ion

with

nat

iona

l, pr

ovin

cial

and

com

mun

ity

clin

ical

pla

cem

ents

in o

rder

to im

prov

e th

e qu

ality

of i

nter

nshi

p

Cre

ate

mec

hani

sms

and

proc

edur

e to

det

erm

ine

clin

ical

pl

acem

ent w

hich

resp

ond

to th

e ne

ed o

f the

stu

dent

inte

rnsh

ip

and

acco

rdin

g to

trai

ning

pro

gram

xx

Upd

ate

the

sche

dule

of t

he in

tern

ship

acc

ordi

ng to

the

need

of

the

site

pra

ctic

e in

ord

er to

ens

ure

the

fulfi

ll re

quire

men

ts

for s

tude

nt p

ract

ices

com

parin

g to

the

dete

rmin

ed c

heck

list

xx

xx

Stre

ngth

en th

e m

onito

ring

to e

nsur

e th

e st

uden

ts re

spec

t ful

ly

the

rule

and

regu

latio

ns a

t clin

ical

pla

cem

ent

xx

xx

x

43

Toge

ther

Tow

ards

Exc

ellen

ce in

Hea

lth S

cienc

es T

rain

ing,

Res

earc

h, in

nova

tion

and

serv

ice p

rovis

ion

Nº

Stra

tegy

Mai

n ac

tiviti

es

Year

of i

mpl

emen

tatio

n

2019

2020

2021

2022

2023

1.6

Upd

ate

regu

larly

the

teac

hing

m

etho

dolo

gies

for f

acul

ty m

embe

rsC

reat

e th

e m

echa

nism

s fo

r the

mot

ivat

ions

of f

acul

ty

mem

bers

in c

ontin

uous

pro

fess

iona

l dev

elop

men

t (ex

: all

requ

irem

ent o

f lec

ture

s qu

alifi

catio

n...)

x

Dev

elop

sho

rt co

urse

s on

clin

ical

teac

hing

new

teac

hing

m

etho

dolo

gy (B

lend

ed le

arni

ng, p

robl

em-b

ased

lear

ning

...)

and

stud

ent a

sses

smen

t

xx

xx

1.7

Inte

grat

e on

line

teac

hing

and

lear

ning

w

hen

and

whe

re a

ppro

pria

teEs

tabl

ish

E-le

arni

ng c

ente

r and

dev

elop

the

e-le

anin

g te

achi

ng a

nd le

arni

ng p

rogr

am

xx

xx

1.8

Cre

ate

inno

vatio

n ce

nter

for

stre

ngth

enin

g pa

rtner

ship

and

en

trepr

eneu

rshi

p an

d jo

b m

arke

t stu

dy

Prom

ote

partn

ers

with

ap

prop

riate

nu

mbe

r fo

r th

e im

plem

enta

tion

of p

roje

cts

of In

nova

tion

cent

erx

xx

x

Prom

ote

the

partc

ipat

ion

of s

tude

nts

in th

e po

tent

ila p

roje

cts

of In

nova

tion

cent

erx

xx

Ope

rate

the

Inno

vatio

n ce

nter

with

acc

ount

abilit

yx

xx

2.1

Esta

blis

h a

univ

ersi

ty h

ospi

tal a

nd

train

sta

ff in

ord

er to

wel

l pre

pare

this

ho

spita

l ope

ratio

n

Con

stru

ct th

e un

iver

sity

hos

pita

lx

xx

Cre

ate

the

man

agem

ent s

truct

ure

and

train

sta

ff as

nee

ded

for t

he o

pera

tion

of th

e un

iver

sity

hos

pita

l x

x

2.2

Stre

ngth

en a

nd b

road

en th

e qu

ality

and

sc

ope

of s

ervi

ces

at U

HS

dent

al c

linic

, R

odol

phe

Mer

ieux

Lab

orat

ory

and

Cul

ture

Med

ia M

akin

g La

bora

tory

Prep

are

busi

ness

pla

n fo

r lab

orat

orie

s or

clin

ic p

rovi

ding

the

serv

ices

x

xx

x

Cre

ate

new

add

ition

al s

ervi

ces

resp

ondi

ng to

the

mar

ket

need

(viru

s/ba

cter

ial i

dent

ifica

tion,

Ant

ibio

tic re

sist

ant t

est a

nd

vira

l loa

d te

st, d

eter

min

atio

n of

dru

g co

ncen

tratio

n in

pla

sma,

de

ntal

app

lianc

e at

den

tal c

linic

xx

x

2.3

Esta

blis

h N

atio

nal C

linic

al R

efer

ence

La

bora

tory

Equi

p ne

w te

chno

logi

es (G

C-M

S, L

C-M

S…) f

or s

tudy

on

the

infe

ctio

us d

isea

ses

(Mic

robi

olog

y C

ultu

re, A

ntim

icro

bial

R

esis

tant

, Cel

le c

ultu

re) a

nd fo

r ana

lysi

s of

aqu

eous

, ai

rbor

ne, b

lood

, urin

e sa

mpl

es

xx

xx

x

Prep

are

stru

ctur

e an

d re

sour

ce fo

r the

est

ablis

hmen

t of

Nat

iona

l Clin

ical

Ref

eren

ce L

abor

ator

y x

xx

x

Toge

ther

Tow

ards

Exc

ellen

ce in

Hea

lth S

cienc

es T

rain

ing,

Res

earc

h, in

nova

tion

and

serv

ice p

rovis

ion

44

Nº

Stra

tegy

Mai

n ac

tiviti

es

Year

of i

mpl

emen

tatio

n

2019

2020

2021

2022

2023

2.4

Stre

ngth

en a

nd b

road

en th

e co

mm

unity

se

rvic

e pr

ovis

ion

in c

olla

bora

tion

with

co

mm

unity

and

dev

elop

men

t par

tner

s

Inte

rgra

te th

e co

mm

unity

pro

gram

in a

ll de

gree

trai

ning

pr

ogra

m a

t UH

Sx

xx

xx

2.5

Enha

nce

stud

ent a

nd c

usto

mer

sa

tisfa

ctio

ns th

roug

h th

e se

rvic

e im

prov

emen

t

Impr

ove

the

qual

ity o

f all

serv

ices

at U

HS

incl

udin

g th

e H

ospi

talit

y Se

rvic

es

xx

xx

x

3.1

Cre

ate

mai

n re

sear

ch te

ams

for 8

mai

n to

pics

:i.

Com

mun

icab

le d

isea

se

ii.

Non

com

mun

icab

le d

isea

se

iii.

Antib

iotic

resi

stan

ce

iv.

Mat

erna

l chi

ld h

ealth

v. he

alth

Info

rmat

ic

vi.

Hea

lth F

inan

cing

vii.

Subs

tand

ard

med

icin

e an

d to

xico

logy

viii.

O

ne h

ealth

and

Clim

ate

chan

ges

Gat

her U

HS

rese

arch

ers

on 8

mai

n re

sear

ch to

pics

:

i. C

omm

unic

able

dis

ease

ii.

Non

com

mun

icab

le d

isea

se

iii.

Antib

iotic

resi

stan

ce

iv.

Mat

erna

l chi

ld h

ealth

v.

heal

th In

form

atic

vi.

Hea

lth F

inan

cing

vii.

Subs

tand

ard

med

icin

e an

d to

xico

logy

viii.

O

ne h

ealth

and

Clim

ate

chan

ges

x

Cre

ate

UH

S re

sear

ch c

ompe

titiv

e gr

ants

for q

ualif

y re

sear

ch

proj

ects

and

for g

athe

ring

mix

ed re

sear

cher

s fro

m F

acul

ty

and

scho

ol

xx

xx

3.2

Esta

blis

h a

polic

y fo

r stre

ngth

enin

g th

e lin

kage

bet

wee

n th

e te

achi

ng re

sear

ch

and

inno

vatio

n

Dev

elop

rese

arch

pol

icy

for U

HS

facu

lty m

embe

rs a

nd s

taff

xC

reat

e re

sear

ch a

ctiv

ities

of s

tude

nts,

sta

ff an

d fa

culty

m

embe

rs a

nd im

plem

ent i

t reg

ular

ly e

very

yea

rx

xx

xx

Cre

ate

and

impl

emen

t pol

icy

of e

ffect

ive

usin

g la

bora

torie

s in

ord

er to

attr

act U

HS

lect

urer

s, re

sear

cher

s an

d pa

rtner

s to

im

plem

ent p

roje

cts

in la

bora

torie

s

x

Dis

sem

inat

e w

idel

y th

e ex

istin

g m

otiv

atio

n po

licy

for r

esea

rch

xx

xx

x

45

Toge

ther

Tow

ards

Exc

ellen

ce in

Hea

lth S

cienc

es T

rain

ing,

Res

earc

h, in

nova

tion

and

serv

ice p

rovis

ion

Nº

Stra

tegy

Mai

n ac

tiviti

es

Year

of i

mpl

emen

tatio

n

2019

2020

2021

2022

2023

3.3

Prom

ote

Goo

d R

esea

rch

Prac

tices

and

di

ssem

inat

e th

e re

sear

ch re

sults

Dev

elop

UH

S R

esea

rch

agen

da a

nd R

esea

rch

Bank

for t

he

orie

ntat

ion

and

prom

otin

g th

e re

sear

ch a

ccor

ding

the

natio

nal

and

com

mun

ity n

eeds

x

Dev

elop

and

impl

emen

t the

ele

ctro

nic

adm

inis

tratio

n sy

stem

fo

r res

earc

h pr

ojec

ts in

ord

er to

ens

ure

all r

esea

rch

proj

ects

w

ith re

quire

d do

cum

ents

are

sub

mitt

ed fo

r app

rova

l and

tim

ely

subm

itted

to fu

nder

s.

xx

Man

age

and

mon

itor t

he a

dmin

istra

tive

impl

emen

tatio

n of

all

fund

ed p

roje

cts

in o

rder

to e

nsur

e th

at a

ll pr

ojec

ts im

plem

ent

regu

larly

the

natio

nal a

nd fu

nder

’s ru

les

xx

xx

x

Cre

ate

annu

al s

cien

tific

foru

ms

such

as

conf

eren

ce p

rovi

ding

op

portu

nity

to a

ll re

sear

cher

s to

pre

sent

thei

r res

earc

h re

sults

an

d to

pro

mot

e re

sear

ch

xx

xx

x

Prep

are

the

UH

S sc

ient

ific

jour

nal f

or re

sear

ch re

sults

di

ssem

inat

ions

xx

3.4

Mob

ilize

natio

nal a

nd in

tern

atio

nal

reso

urce

s fo

r the

trai

ning

and

co

nduc

ting

rese

arch

and

inno

vatio

n in

ord

er to

pro

duce

hig

h qu

ality

ph

arm

aceu

tical

pro

duct

s

Allo

cate

bud

get f

or s

uppo

rting

rese

arch

pro

ject

s of

facu

lty

mem

bers

, sta

ff an

d st

uden

tsx

xx

xx

Stre

ngth

en th

e ca

paci

ty b

uild

ing

of s

taff

for r

esea

rch

and

inno

vatio

n pr

opos

al d

evel

opm

ent

xx

xx

x

Cre

ate

Biob

ank

for c

onse

rvat

ion

of Is

olat

ed h

igh-

risk

path

ogen

and

sam

ples

for r

esea

rch

x

4.1

Stre

ngth

en th

e st

aff m

anag

emen

t ba

sed

on th

e pr

inci

ple

of p

erfo

rman

ce-

base

d m

otiv

atio

n

Dev

elop

and

impl

emen

t SO

P of

per

form

ance

-bas

ed

eval

uatio

n sy

stem

for s

taff

xx

x

Dev

elop

the

elec

troni

c m

onth

ly p

erfo

rman

ce-b

ased

eva

luat

ion

syst

em w

hich

is in

tegr

ated

to s

taff

atte

ndan

ce m

anag

emen

t sy

stem

x

Stre

ngth

en th

e ap

plic

atio

n of

inte

rnal

regu

latio

n an

d le

gal

fram

ewor

k in

ord

er to

ens

ure

the

wor

king

env

ironm

ent

with

tran

spar

ency

, acc

ount

abilit

y, p

rofe

ssio

nalis

m a

nd

resp

onsi

bilit

y ac

cord

ing

to h

iera

rchy

and

job

desc

riptio

n

xx

xx

x

Toge

ther

Tow

ards

Exc

ellen

ce in

Hea

lth S

cienc

es T

rain

ing,

Res

earc

h, in

nova

tion

and

serv

ice p

rovis

ion

46

Nº

Stra

tegy

Mai

n ac

tiviti

es

Year

of i

mpl

emen

tatio

n

2019

2020

2021

2022

2023

Dev

elop

and

impl

emen

t car

rot a

nd s

tick

polic

y w

ith

effec

tiven

ess

and

trans

pare

ncy

xx

xx

x

Dev

elop

and

im

plem

ent

regu

larly

ann

ual

pers

onal

tra

inin

g pl

anni

ng b

ased

on

the

resu

lts o

f the

act

ual n

eed

of tr

aini

ngx

xx

xx

Anal

yze

the

wor

king

situ

atio

n an

d pr

epar

e th

e im

prov

emen

t m

easu

re in

ord

er to

stre

ngth

en th

e w

ell-b

eing

of s

taff

whi

le o

n th

e jo

b

xx

Stre

ngth

en th

e ev

alua

tion

of th

e eff

ectiv

enes

s of

wor

k th

roug

h th

e im

plem

enta

tion

of b

ench

mar

king

am

ong

the

staff

xx

x

Dev

elop

, upd

ate

and

impl

emen

t ele

ctro

nic m

anag

emen

t sys

tem

(F

inan

cial

m

anag

emen

t, H

uman

R

esou

rce

man

agem

ent,

mon

itorin

g sy

stem

, IR

D m

anag

emen

t sys

tem

, Tra

ckin

g sy

stem

, E

Tran

scrip

t, D

enta

l C

linic

m

anag

emen

t sy

stem

Li

brar

y m

anag

emen

t sy

stem

, re

ques

t sy

stem

for

rep

air

of e

lect

roni

c eq

uipm

ent…

)

xx

xx

x

4.2

Stre

ngth

en th

e st

uden

t man

agem

ent

thro

ugh

UH

S ru

les

and

regu

latio

nsSt

reng

then

cap

acity

bui

ldin

g of

sta

ff at

stu

dent

affa

irs u

nit

as re

quire

d an

d ac

cord

ing

to th

e re

sults

of w

ork

situ

atio

n an

alys

is

xx

xx

x

Stre

ngth

en m

echa

nism

s fo

r rec

eivi

ng fe

edba

ck o

r stu

dent

co

ncer

ns th

roug

h th

e ex

istin

g w

ork

flow

xx

xx

x

Stre

ngth

en t

he r

egul

ar r

esea

rch

amon

g st

uden

t al

umni

on

stre

ngth

and

wea

k po

ints

rel

ated

to th

e tra

inin

g pr

ogra

m a

nd

the

job

mar

ket

xx

xx

x

4.3

Stre

ngth

en th

e m

anag

emen

t of t

he

infra

stru

ctur

e an

d th

e pu

blic

ass

ets

with

eff

ectiv

enes

s

Prep

are

regu

larly

the

inve

ntor

y bo

ok a

nd c

ompa

ring

tabl

e of

pu

blic

ass

ets

acco

rdin

g th

e pr

oced

ures

of M

inis

try o

f Eco

nom

ic

and

Fina

nce

xx

xx

x

Stre

ngth

en t

he m

anag

emen

t of

cen

tral

and

sub

war

ehou

se

ensu

ring

the

effec

tive

use

of in

frast

ruct

ure

and

publ

ic a

sset

sx

xx

xx

47

Toge

ther

Tow

ards

Exc

ellen

ce in

Hea

lth S

cienc

es T

rain

ing,

Res

earc

h, in

nova

tion

and

serv

ice p

rovis

ion

Nº

Stra

tegy

Mai

n ac

tiviti

es

Year

of i

mpl

emen

tatio

n

2019

2020

2021

2022

2023

Dev

elop

and

impl

emen

t the

ele

ctro

nic

requ

est s

yste

m fo

r in

frast

ruct

ure

mon

itorin

g x

xx

Stre

ngth

en th

e re

pair

and

regu

lar m

aint

enan

ce a

s sc

hedu

lex

xx

xx

Stre

ngth

en th

e eff

ectiv

e us

e of

ski

ll an

d si

mul

atio

n eq

uipm

ent

for t

each

ing

and

lear

ning

x

xx

xx

4.4

Stre

ngth

en th

e fin

anci

al a

nd

proc

urem

ent m

anag

emen

t with

tra

nspa

renc

y, a

ccou

ntab

ility

and

effec

tiven

ess

Prep

are

the

finan

cial

repo

rt tro

ugh

elec

troni

c sy

stem

xx

x

Prep

are

3 ye

ars

and

annu

al b

udge

t pla

ns w

ith th

e pa

rtici

patio

n of

rela

ted

inst

itutio

ns

xx

xx

x

Impl

emen

t fina

ncia

l and

pro

cure

men

t pro

cedu

res

with

tra

nspa

renc

y ac

cord

ing

to th

e pr

oced

ures

of M

inis

try o

f Ec

onom

ic a

nd F

inan

ce

xx

xx

x

4.5

Stre

ngth

en th

e pl

anni

ng, m

onito

ring

and

eval

uatio

n of

eac

h tri

mes

ter,

sem

este

r, an

nual

pla

ns a

nd m

id-te

rm

and

end

term

of s

trate

gic

plan

Dev

elop

the

actio

n an

d bu

dget

ann

ual p

lan

for a

ll fa

culty

, sc

hool

and

uni

ts

xx

xx

x

Org

aniz

e th

e re

gula

r eva

luat

ion

of th

e im

plem

enta

tion

of th

e an

nual

pla

n of

all

facu

lty, s

choo

l and

uni

ts a

t the

end

of y

ear

xx

xx

x

Mid

-term

and

end

term

revi

ew o

f stra

tegi

c pl

an a

nd re

vise

th

e st

rate

gic

plan

acc

ordi

ng th

e re

com

men

datio

n fro

m th

ese

eval

uatio

ns

xx

4.6

Esta

blis

h an

d op

erat

e th

e U

HS

inte

rnal

au

dit

Esta

blis

h an

d op

erat

e th

e in

tern

al a

udit

of U

HS

xx

xx

4.7

Prom

ote

the

prin

cipl

e of

“Gre

en

Uni

vers

ity”

Tech

nolo

gy b

ased

and

pap

erle

ss w

ork

xx

xx

xIm

plem

ent t

he s

ave

of w

ater

and

ele

ctric

ity

xx

xx

x

Toge

ther

Tow

ards

Exc

ellen

ce in

Hea

lth S

cienc

es T

rain

ing,

Res

earc

h, in

nova

tion

and

serv

ice p

rovis

ion

48

Nº

Stra

tegy

Mai

n ac

tiviti

es

Year

of i

mpl

emen

tatio

n

2019

2020

2021

2022

2023

5.1

Enha

nce

and

broa

den

the

coop

erat

ion

with

nat

iona

l, pr

ovin

cial

and

com

mun

ity

clin

ical

pla

cem

ents

for q

ualit

y im

prov

emen

t and

incr

easi

ng n

umbe

r of

natio

nal c

linic

al p

lace

men

ts

Org

aniz

e re

gula

rly a

nnua

l par

tner

mee

ting

with

UH

S pa

rtner

x

xx

Dev

elop

MoU

and

Agr

eem

ent D

atab

ase

faci

litat

ing

the

upda

ted

and

valid

col

labo

ratio

nx

x

5.2

Enha

nce

and

broa

den

the

coop

erat

ion

with

inte

rnat

iona

l par

tner

s fo

r qua

lity

impr

ovem

ent,

incr

easi

ng n

umbe

r of

inte

rnat

iona

l clin

ical

pla

cem

ents

and

nu

mbe

r of f

acul

ty m

embe

r and

stu

dent

ex

chan

ge

Prep

are

the

prof

esso

rshi

p po

licy

for f

orei

gn le

ctur

ers

xO

rgan

ize

the

acad

emic

exc

hang

e w

ith n

atio

nal a

nd

inte

rnat

iona

l par

tner

s ac

cord

ing

the

clea

r pla

nnin

gx

xx

xx

Broa

den

the

exis

ting

partn

ers

for t

he in

tern

ship

of

unde

rgra

duat

e st

uden

ts a

t abr

oad

xx

xx

x

5.3

Cre

ate

and

run

the

join

deg

ree

prog

ram

bet

wee

n U

HS

and

natio

nal

or in

tern

atio

nal h

ighe

r edu

catio

n in

stitu

tions

Dev

elop

join

Mas

ter p

rogr

am in

col

labo

ratio

n w

ith re

gion

al

Uni

vers

ities

and

net

wor

k x

xx

Dev

elop

PhD

pro

gram

of I

nfec

tious

dis

ease

, Pub

lic H

ealth

an

d Ph

arm

acog

nosy

xx

5.4

Dev

elop

and

impl

emen

t cre

dit

reco

gniti

on a

nd c

redi

t tra

nsfe

r bet

wee

n U

HS

and

natio

nal o

r int

erna

tiona

l hi

gher

edu

catio

n in

stitu

tions

.

Stre

ngth

en th

e co

llabo

ratio

n w

ith n

atio

nal o

r int

erna

tiona

l hi

gher

edu

catio

n in

stitu

tions

for t

he c

redi

t rec

ogni

tion

and

cred

it tra

nsfe

r

xx

xx

x

5.5

Enha

nce

and

broa

den

the

coop

erat

ion

with

inte

rnat

iona

l par

tner

s fo

r joi

nt

rese

arch

, pub

licat

ion

and

inno

vatio

n

Con

duct

the

supe

rvis

ion

of P

hD s

tude

nts

who

are

join

tly

regi

ster

ed a

t UH

S an

d at

Uni

vers

ity p

artn

ers.

xx

x

Join

tly d

evel

op re

sear

ch p

ropo

sal a

nd jo

intly

impl

emen

t re

sear

ch p

roje

cts

with

nat

iona

l and

inte

rnat

iona

l par

tner

sx

xx

xx

6.1

Be a

ccre

dite

d by

the

Accr

edita

tion

Com

mitt

ee o

f Cam

bodi

aSt

reng

then

the

impl

emen

tatio

n of

IQA

at F

acul

ty s

choo

l offi

ce

and

Uni

ts a

t Rec

tora

te in

ord

er to

fulfi

ll th

e re

quire

men

t of

qual

ity s

et b

y th

e Ac

cred

itatio

n C

omm

ittee

of C

ambo

dia

xx

xx

x

6.2

ISO

acc

redi

ted

for U

HS

Den

tal c

linic

al

and

UH

S la

bora

torie

s pr

ovid

ing

the

serv

ices

.

Impr

ove

and

stre

ngth

en th

e w

ork

at U

HS

Den

tal c

linic

and

La

bora

torie

s pr

ovid

ing

the

serv

ices

acc

ordi

ng th

e re

quire

men

t of

ISO

acc

redi

tatio

n IS

O

xx

xx

49

Toge

ther

Tow

ards

Exc

ellen

ce in

Hea

lth S

cienc

es T

rain

ing,

Res

earc

h, in

nova

tion

and

serv

ice p

rovis

ion

Nº

Stra

tegy

Mai

n ac

tiviti

es

Year

of i

mpl

emen

tatio

n

2019

2020

2021

2022

2023

Stre

ngth

en c

apac

ity b

uild

ing

of s

taff

for t

he fu

lfill

requ

irem

ent

of IS

O a

ccre

dita

tion

of U

HS

Den

tal c

linic

and

all

labo

rato

ries

prov

idin

g th

e se

rvic

es

xx

xx

Prov

ide

the

natio

nal a

nd in

tern

atio

nal q

ualifi

ed s

ervi

ces

(ISO

15

189/

ISO

900

1) fo

r cus

tom

erx

xx

Stre

ngth

en th

e fu

lly im

plem

enta

tion

of L

QM

Sx

xx

6.3

Activ

e re

gion

al a

nd in

tern

atio

nal

partn

ers

of U

HS

are

incr

ease

d in

te

rm o

f num

ber a

nd th

e sc

ope

of

colla

bora

tion

Build

cap

acity

of s

taff

in c

harg

e of

inte

rnat

iona

l affa

irs th

roug

h th

e pa

rtici

patio

n in

app

ropr

iate

wor

ksho

px

xx

xx

Dev

elop

the

proc

edur

es, S

OP

and

syst

em fo

r the

inte

rnat

iona

l co

llabo

ratio

n at

UH

Sx

Dev

elop

and

impl

emen

t the

join

ann

ual w

orkp

lan

with

eac

h pa

rtner

x

xx

xx

Org

aniz

e re

gula

rly th

e an

nual

ste

erin

g co

mm

ittee

mee

ting

with

eac

h pa

rtner

x

xx

x

Prep

are

for n

etw

orki

ng w

ith th

e di

ffere

nt fa

culti

es in

ASE

AN

(Ase

anPh

arN

et a

nd D

ean

Foru

m)

xx

xx

Con

tinue

mem

bers

hip

of F

renc

h sp

eaki

ng F

acul

ty o

f Ph

arm

acy/

Med

icin

e (C

IDPH

AMEF

/ CID

MEF

)x

xx

xx

Incr

ease

the

diss

emin

atio

n of

UH

S ac

hiev

emen

ts a

nd

activ

ities

in n

atio

nal a

nd fo

reig

n la

ngua

ges

on U

HS

web

site

an

d so

cial

med

ia in

ord

er to

incr

ease

the

visi

bilit

y of

UH

S at

na

tiona

l and

inte

rnat

iona

l lev

el

xx

xx

x

6.4

UH

S he

alth

pro

duct

s ar

e offi

cial

ly

regi

ster

ed a

t Foo

d, d

rug,

Med

ical

de

vice

and

cos

met

ic D

epar

tmen

t of

Min

istry

of H

ealth

and

university of health sciences strategic plan 2019-2023 · the university of health sciences thrives...

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