Division of Administration

Human Resource

Tuesday, 10 May 2011 14:34 | Written by Public Relations |

The Human Resource Department is key in facilitating the attainment of the Hospital vision and mission. The Department is committed to providing a supportive environment that contributes towards building relationships and a better working culture. Our vision of becoming a centre of excellence in the provision of specialized health care services, training and research hinges on having on board qualified and dedicated staff. The department strives to enable staff to attain their full potential through adequate support and provision of training opportunities.
To enable the Hospital attain its aims and objectives, the department ensures:
(1) Recruitment and development of staff that have the expertise and integrity to offer quality services.
(2) Ensure high standards of service provision by enhancing morale of staff through counseling, continuing Medical Education (C.M.E.) programmes, observing participatory management principles and carrying out staff training and development.
(3) Ensure that management policy and programs are in line with the current legislation relevant to labour provisions, hiring, occupational health and safety and human rights.
(4) Implement equitable polices on staff welfare

To enable the Hospital attain its aims and objectives, the department ensures:
(1) Recruitment and development of staff that have the expertise and integrity to offer quality services.
(2) Ensure high standards of service provision by enhancing morale of staff through counseling, continuing Medical Education (C.M.E.) programmes, observing participatory management principles and carrying out staff training and development.
(3) Ensure that management policy and programs are in line with the current legislation relevant to labour provisions, hiring, occupational health and safety and human rights.
(4) Implement equitable polices on staff welfare.

Staff Strength
The Hospital has a total workforce of 2135 of different cadres, training, qualification and expertise/specialities distributed in the various departments and units on either permanent, contract, or casual/locum employment.

Staff Training and Development
The Hospital policy is to offer training opportunities to all staff. The main objective is to improve as well as assisting employees gain competence in their fields of work. Employees are considered through the staff training and development committee for further training in various colleges tenable locally and abroad. Broadly, staff going for further training are granted: - paid Study Leave/full sponsorship, paid study, leave or partial sponsorship, paid study leave/self sponsorship and unpaid study leave. Training projections are prepared by the departmental training committees for consideration by the Staff Training and Development Committee.

Pension Scheme
The institution operates an occupational pension scheme. The hospital has since moved from defined benefit to a defined contribution scheme. The scheme is managed by a Board of Trustees. As the sponsor of the scheme the Hospital contributes 14% whereas employees contribute 6% of basic salary. The benefits payable are: pension on normal retirement, pension on retirement due to ill health, dependant pension, and early retirement pension

MTRH Referral SACCO
It was registered on 25th April 2002 as a Savings and Credit Society. The society has grown and currently has 550 members. It offers the development loans, school fees loans/other emergencies, and instant loans.

Hospital Wide Benevolent Fund Scheme
This is an Hospital benevolent fund contributed by all members of staff on probation/permanent and contract Terms of Service. This Fund was set up purposely to augment the benefits provided by the employer and other welfare groups in cases of bereavements. The Fund became operational with effect from 1st November 2006 and the benefit is limited to loss of:-

Staff (self)
Spouse
Biological/legally adopted children
Biological parent

Every member of staff contributes Ksh. 20/= in event of loss of a parent or child and Ksh. 50/= for staff or spouse through salary deduction.

Thanks to all MTRH employees for supporting our bereaved colleagues.

Performance Appraisal System
The Performance Appraisal System is a critical component of the overall Human Resource function and is predicated upon the principle of work planning, setting of agreed Performance targets, feedback and reporting. The overall objective of the appraisal system is to manage and improve the performance of MTRH services by enabling a higher level of staff participation and involvement in planning, delivery and evaluation of work performance.

As a result of the wider Public Service reform initiative, the appraisal tool (GP 47 2006) was revised to make it more relevant and to allow monitoring and subsequent evaluation of individual performance. The revised appraisal form allows negotiation of agreed targets, continuous monitoring, identification of training needs, mid and end year appraisal.

The performance appraisal system shall apply to all categories of the hospital employees and shall run from 1st July to 30th June of every year.

Last Updated (Thursday, 09 June 2011 22:35)

ICT

Tuesday, 10 May 2011 14:33 | Written by Public Relations |

Information Communication Technology Department was established with the responsibilities of ensuring that proper systems, hardware and infrastructure are put in place to ease the transfer of data/information from one source to the other.

Systems in this context, refer to the software and application programs that have been tailored to enable the computer users to perform certain tasks that would otherwise be tedious to perform manually

Hardware would refer to the computer equipment and accessories used to run the application software and programs and Infrastructure would be the enabling environment for the transferring and sharing of data/information from one source to the other for easy access by all the users through a well defined and configured network.

The hospital has a well-established computer network which utilizes a Fibre Backbone and Ethernet Network cabling system. The network comprises of 2 servers; 1 Internet Server and 1 Hospital Revenue collection Server and over 300 workstations that perform different tasks as defined by the respective servers.
ICT Downloads
ICT Policy Guidelines
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Last Updated (Tuesday, 27 September 2011 11:31)

Monitoring & Evaluation

Tuesday, 10 May 2011 14:30 | Written by Public Relations |

Monitoring and Evaluation Unit was established in July 2005 with a core mandate of coordinating Performance Contracting (PCs), ensuring that progress reports reflect the actual situation and organizing for evaluations. The Unit has enabled learning in the organization and has ensured that MTRH remains faithful to its mission of providing accessible specialized quality health care services and teaching facilities through research, training, capacity building, innovation and participation in National Health Planning.
Monitoring and evaluation (M&E) defined, is a systematic way of learning from past experience and using the lessons learned to improve service delivery, planning and allocating resources, and demonstrating results as part of accountability to stakeholders by selection of alternatives for future action.
Departmental Vision
To be the leading department in the provision of Monitoring and Evaluation functions at MTRH and beyond
Departmental Mision
To provide timely information to facilitate evidence-based decision making in order to enable the provision of accessible specialized quality health care services and teaching facilities through research, training, capacity building, innovation and participation in National Health Planning.

QUALITY OBJECTIVES FOR MONITORING AND EVALUATION UNIT

1. To involve all departments, sections, Units and all Agents in the Hospital in the process of developing and executing their yearly Performance Contracts according to the institutional and Government of Kenya guidelines by generating quarterly feedback reports.

1. To support development of Monitoring and Evaluation staff by ensuring each member of the department attends at least six relevant CPD’s by the end of the financial year.

3. To meet statutory/institutional requirements deadlines in the preparation of performance reports to the Ministry of Medical Services within 30 days after the end of each quarter
The functions of Monitoring and Evaluation is carried out through existing structures – the Board of Management, Performance Contracts Steering Committee, and regularly scheduled Divisional and Departmental meetings where reports are expected on performance. The purpose of quarterly and annual reports is to validate performance, determine deviations and reasons then re-plan based on the available resources.
At the Board level, management submit quarterly financial and narrative reports. All reports to the Board emanates from the Divisions through Senior Management, after having been discussed by the respective departments. These reports are based on respective signed Performance Contracts.
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1. Receiving of monthly performance Reports from the agents before the 5th day of every month.

2. Consultation on performance contracting from Monday to Friday

3. Preparing a quarterly feedback reports to Agents at the end of each Quarter,

4. Preparation of Performance Report to the Ministry of Medical Services at the end of each quarter

5. Facilitate the process of developing Performance Contracts, Monitoring the implementation of the PCs and Evaluations the performs quarterly and annually

Performance Contracting
Performance Contracting is an effective and promising means of improving the performance of public enterprises as well as government departments. Essentially, a Performance Contract is an agreement between a government and a public agency which establishes general goals for the agency, sets targets for measuring performance and provides incentives for achieving these targets. They include a variety of incentive-based mechanisms for controlling public agencies—controlling the outcome rather than the process.
Performance Contract is defined as a freely negotiated performance agreement between a Principal and an Agent that clearly specifies their mutual performance obligations, intentions and responsibilities. It belongs to a branch of management science referred to as Management Control Systems.
It involves the setting of verifiable performance indicators (Targets) which are freely negotiated between the Principal and Agent at the beginning of a contract period (1st July – 31st June).These Performance Indicators are monitored on monthly basis and evaluated quarterly through Monitoring and Evaluation procedures.
During the 2009/2010 financial year individual staff were brought on board and were involved in Performance Contracting as they signed Performance Contracts with their respective Departmental Heads.

Last Updated (Monday, 19 March 2012 08:59)

Public Relations

Tuesday, 10 May 2011 14:29 | Written by Public Relations |

PUBLIC RELATION DEPARTMENT. THIS PAGE IS UNDER CONSTRUCTION.

Last Updated (Monday, 19 March 2012 09:00)

Telephone

Tuesday, 10 May 2011 14:27 | Written by Public Relations |

The department has a work force of 26 personnel .It is the hub of the Hospital’s communication link. The department has two sections namely the Exchange and PABX that serves as the main link of the Hospital for both internal and external clients. The main activities of Telephone Services at the Moi Teaching and Referral Hospital include receiving and making of Telephone calls. The other main duty is to ensure that all departments are networked and the telephones are in good working conditions.

The department has qualified professionals who work as a team to enhance quality services through effective communication to our customers. The department also facilitates quick communication skills incase of emergencies thus saving lives.

The department operates on a 24hour service. The personnel work in three (3) shifts because of the high rate of Telephone calls made. The department has 733 extensions; 10 land lines, 2 Safaricom lines and 2 Zain lines all hooked at PABX Machine. The following are telephone contacts of the hospital.

LAND LINES
053 – 2061749 – Fax line
053 – 2031244 – Emergency line
053 - 2031874
053 - 2033471
053 - 2033472
053 - 2033473
053 - 2033474
053 – 2030000
053 – 2030040

SAFARICOM LINES
0722 – 201277
0722 – 209795
ZAIN LINES
0734 – 600461
0734 – 683361
These lines are hooked on the consoles(switchboards) and are manned by five Telephone Operators simultaneously.

PABX SECTION (Private Automatic Branch Exchange)

A telephone network links up all the telephones in a particular entity; private or public. The network may also provide some means of linking up with other telephone and/or computer networks. At the heart of every telephone network is a switching machine. Such a machine can either be manual, automated or both.

The very first telephone machine was manually operated. It had a maximum capacity of 160 extensions (a far cry from the currently used 733 extensions). Because of the simplicity of the machine, the only work of a technical person would be to repair it in case of breakdown. The likelihood of such an eventuality was low thereby negating the need for employing such a person on a full time basis. Being an analogue electronics item, the few simple programs that this machine used were those permanent ones embedded onto it by the manufacturer. Such programs are not required by the average telephone operator.

The current telephone machine (the second one for the MTRH), was installed in 1995. It is both an analogue electronics and a digital electronics machine. With a maximum capacity of 1500 extensions, automation was/is a must. With automation comes an increase in the number and sophistication of the programs required by the machine. A few of these programs are required by the operators but the majority of these are required by the technician for the manipulation of the machine. These programs are required for:

1. The repair of faults caused by software malfunction,

2. The repair of faults caused by catastrophic or partial hardware failure,

3. Virtually swapping telephone lines between users without any physical intervention and

4. The introduction of features onto a line so as to modify the functionality of that line with view to increase customer satisfaction.

In addition’ a technician rectifies those faults not reparable by programming. Furthermore technicians in collaboration with the operators to provide up-dates that concern the extensions, their users and any other information pertaining to them (extensions and/or their users). The PABX machine is hooked to the power supply and connected to the UPS(Uninterrupted Power Supply) which has power stipples; this is then linked to the PABX machine then generates tones, which is converged to the MDF(Main Distribution Frame), then distributes tones to varies place within the institution, the PABX machine also handles the GSM services that popular remote, mobile and broadband wireless connection .The system has a computer terminal which monitors varies exercise including diagnosing problems wherever you lock in, it also provides for varies programming.

Last Updated (Monday, 19 March 2012 09:01)

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Saturday, 19 May 2012

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