The Strategic Plan 2025 to 2030 is the first strategic plan in the history of the Kenya Association of Clinical Pathologists. It was developed by the Strategic Planning Committee in consultation with the Executive Council and the membership, with coordination from Medics Management Services. It honours what the Association has built, takes stock of where pathology in Kenya stands today, and sets out where KACP intends to go next.
Theme, vision and purpose
Theme
Changing pathology practice within the region.
Vision
To attain the status of excellence in pathology practice by 2030.
Our purpose. KACP has no political objectives. It was formed solely to further the public interest by encouraging the study, advancing the science and improving the practice of pathology in Kenya. Through this plan the Association chooses to become more than a membership body: a promoter of professional standards and a facilitator of capacity in pathology practice.
Core values
- Integrity
- Teamwork
- High standards of practice
- Training and mentorship
- Community social responsibility and outreach
Where we stand
The plan is candid about the gap the profession has to close. Kenya has about 200 practising pathologists serving a population of roughly 50 million people, a ratio of about one pathologist to every 250,000 people. The plan notes a recommended benchmark of one pathologist to every 20,000. Closing that gap, so that every county has access to sound pathology services, runs through every objective below.
Four strategic objectives
1. Promote the highest professional standards of pathology practice in Kenya
Strengthen ethics and professionalism and set up subspecialty working groups. Advocate for health policy that affects pathology. Promote continuing professional development, practice guidelines, a local reference pathology database and the responsible use of artificial intelligence. Support pathology training through programme audits, curriculum development and closer alignment of training, regulation and practice. Build continuous improvement and a diagnostic health information system.
2. Strengthen collaboration with national and international partners
Engage pathology associations, institutes and industry through exchange programmes and active networking. Promote collaborative research through agreements with industry, universities and practitioners, and encourage the uptake of research findings. Expand outreach to remote and underserved areas through partnerships with county governments, hospitals, professional boards and other agencies.
3. Improve the Association’s financial resources and administration
Put in place an efficient subscription collection system and a fundraising strategy. Establish and run a KACP Trust Fund with sound investment and administration. Build the capacity to help members acquire and service laboratory equipment by pooling their needs and agreeing service contracts with suppliers.
4. Improve the welfare of KACP members
Run a functioning secretariat with standing committees, an annual calendar of events and a way for members to give feedback. Strengthen membership benefits and welfare, including negotiated discounts. Widen access to scientific information by supporting a KACP journal and building members’ capacity to publish and conduct research.
How the plan will be delivered
- Standing committees prepare annual work plans and budgets for the activities under each objective, approved by the Executive Council.
- Resources come from member subscriptions together with fundraising, donations and partnerships.
- Monitoring is led by the Secretariat and the Strategic Planning Committee, which track key performance indicators through the year.
- Review takes place every three months at the Executive Council, and progress is reported to members at the Annual General Meeting.
