A collage of Kemsa chairman Samuel Tunai and Authority CEO Waqo Ejersa/KEMSA
This is after the Authority Board, led by chair Samuel Tunai and management by Waqo Ejersa, held a leadership alignment workshop in Mombasa last week.
The event marked the start of the Kemsa Strategic Plan 2025–2030 formation journey.
The team dissected past performance, identifying the strengths, weaknesses, opportunities, and threats impacting the business.
They also discussed suitable approaches to transform the authority into a national healthcare supply chain leader.
The authority said that stakeholder mapping will allow them to know how to better treat their stakeholders.
They plan to implement constant change in board and management, long-standing debts, unfavourable procurement laws and low stock turns.
Kemsa said they also need to catalogue the frameworks and rules that constrain their business model.
They agreed to implement radical measures to reduce costs while improving income generation.
According to the authority, the development of the new strategy allows rethinking of the business model.
To track performance management Kemsa agreed to keep in constant view of KPIs, consider dashboard reporting, assign clear roles and targets for members, know the risks and have mitigation measures for them.
On the issue of debt management, Kemsa said that a team will be set up to negotiate the issue of SHA at source discussions to clear county debts.
For leadership, there will be a development of an orientation package for managers and board and explore training opportunities for board and leadership.
Kemsa said that in change management, there will be the dissemination of the culture audit and the development of a plan to improve challenging areas
For strategic plan development, Kemsa agreed that workshops will be organized to better refine objectives and targets to follow and also monitor and evaluate plans to ensure they are on target.
According to Kemsa, findings from the culture change audit showed positive scores for stakeholder engagement at 7 per cent and strategic direction at 22 per cent.
There were also negative scores for leadership, organisation team dynamics, structure policy and procedure, saying they need improvement moving forward.
“There is a need to disseminate the results from the audit and make deliberate efforts to improve them,” Kemsa said in a statement.
