20 Alumni of HSM selected for Mentorship

Wired4Ex (Wired for Excellence program) is a structured training and mentorship program by Health Systems Management Association. Our facilitators aid healthcare managers in fulfilling their mission of creating or developing their capacities while creating sustainable growth, for today and tomorrow’s healthcare industry.

We work closely with individuals to implement effective learning strategies through the delivery of professional courses and mentorship. We have partnered with local, regional, and global organizations available in the Partners Section. It’s meant for active healthcare managers who would like to transition from any level to excellence. The program officially opened doors in 2015 and has alumni from Kenya, Uganda, Nigeria, Tanzania, Somalia, and other developing countries.

Through a partnership with ABMA UK, HeSMA has selected 20 Alumni of Healthcare/Systems Management to go through a 9 months program. The students will take an online skills course to accelerate their business and communication skills before they can venture into micro-business projects in healthcare. These 2o participants have shown the desire to launch into business in healthcare instead of stepping into the world of the “unknown” of looking for Jobs.  In a Survey conducted by HeSMA in 2019, 10% of healthcare leaders/managers are in self-employment in small to medium enterprises. “Based on this fact we intentionally decided to launch the Wired4Ex program to provide tools and support to the health systems managers who desire to provide solutions and innovation in health” Peter Kinuthia- HeSMA Lobbying, and Advocacy Committee Member 

Find more about Wired4Ex Program on www.wired4ex.com 

 Any international student from developed countries can also take the up wired4ex programs to familiarize themselves with the healthcare landscape in Africa. The recruitment is done in cohorts of 25-30 participants. HeSMA and partners are now accepting the second cohort. To apply call us on email: info@wired4ex.com or call 0202330034 or 0729872543.

The application form is available here. 


Identifying Next Generation of Healthcare Leaders for East Africa

The science of medicine is thousands of years old. The discipline of management sciences, which includes the study of leadership, is less than 100 years old. The management sciences applied to health care are still in their infancy (MSH, 2014). The leaders of organizations representing government, the private sector, healthcare associations, and academic institutions must come together to raise the recognition of professional management in healthcare, by developing core competencies for healthcare leaders with the input of a diverse group of healthcare organizations. Adoption of these competencies in curricula development and delivery will inform and align healthcare management development programs at all levels of undergraduate, postgraduate, and ongoing education and professional development. The shared aim of all participants is professionalizing the leadership and management of health systems to improve patient care globally. For academic institutions, the shared goal must be to ensure that we produce adequate numbers of competent healthcare leaders at all levels, be it operational, tactical, and strategic. It’s based on these tenants that Health Systems Management Association is bringing together the players in academia and professional programs in East Africa for a regional network that will evolve into a structured body.

About HeSMA and her work towards this endeavor

Health Systems Management Association is a professional body registered under the Societies Act of 1968 with a sole mandate of influencing healthcare through competent health systems managers. Our primary goal is to improve the quality of health sector performance in East Africa by strengthening leadership and management knowledge and skills. Under Key Result Areas for the period between 2019-2023, HeSMA embarked on engaging training institutions (Higher Education Network) as early as 2012. Two Universities were involved as corporate members to help start off HeSMA in 2013. Through our work and that of other stakeholders, we have a total of 8 Universities and 2 Colleges training healthcare leaders. The list of these training institutions is available here 

The role of training institutions in strengthening health systems is to;

  • Support curricula development, training of healthcare managers as well as faculty development
  • Development of case studies and best practice
  • Establish students clubs and alumni circle

Under Targeted Support Healthcare Leadership and Management Mentorship Programs for Universities and Colleges we are/or have;

  1. Deploying experienced, senior-level healthcare managers/executives to training institutions
  2. Developed mentorship framework (SOPS and tools) that are in use
  3. Targeted programs on health systems marketing, communication for purposes of increasing demand for health systems/care management programs by the health sector
  4. Providing Higher Education network programs with the impetus of and identifying next-generation healthcare managers

Under objective 4(above) HeSMA is engaging all training institutions in East Africa to scale up programs to train and mentor healthcare leaders. Through Programs and faculty members, our goal is to meet the demand of the whole healthcare sector to deliver 15,000 professionals in healthcare management, leadership, and governance in Uganda, Kenya, and Tanzania.

Calling Training Institutions and Partners into Action

The purpose of this concept is to mobilize training institutions from East Africa Universities that are training Healthcare leaders/managers to action. HeSMA will engage, as a professional body in the harmonization of training programs to meet the needs in East African Countries as it pertains to health systems.  Together with Chairs of respective departments and partners, the network will re-look at the following needs that are immediately required;

  • Nomenclatures of the training programs, curricula, and post-training support including Alumni and role in the Association
  • A fresh review of the competency framework as recommended by HeSMA
  • Support to students taking management and leadership programs
  • recognition of the profession by other stakeholders including the realization of Scheme of Services and professional development of healthcare leaders

Target & Timelines

All colleges and universities offering the following courses and programs are invited to join this network;

  • Certificate/Diploma in Healthcare/Systems/Services Management
  • Bachelors in Healthcare/Systems/Services Management/Diploma
  • Post Graduate Degrees in Healthcare/Systems/Services Management
  • MBA in Healthcare Management/ Healthcare Law etc.
  • MSc. Health Economics
  • MPH (Strategic Management)
  • MA/MBA in Healthcare Administration
  • Any other Healthcare/Services Management or leadership Program accredited by commissions in respective countries

The initial meeting date is 23rd July 2021 

East Africa (regional meeting) 22nd August 2021

Regional Network Launch & Conference October 29th and 30th 2021 

For an updated list of Universities already in the network click here 

To join the list please write to us at hesma2013@gmail.com cc to kimemiafred@hesma.or.ke. You could also call us on +2540202330034

Let’s flatten the infodemic curve, WHO says


 We are all being exposed to a huge amount of COVID-19 information on a daily basis, and not all of it is reliable. Here are some tips for telling the difference and stopping the spread of misinformation.

Due to COVID-19, most of us have a new word in our vocabulary: epidemiology. It is the branch of medical science that deals with the ways diseases are transmitted and can be controlled in a population. Now it is time to learn another new word: infodemiology.

As humans, we are a curious and innovative species. We want to understand the world around us and stay up to date on the challenges we face and how to overcome them. One of the ways we do this is by seeking out and sharing information – lots of it. Even scientists around the world are working hard to keep up with the thousands of studies that have come out since COVID-19 appeared.

But it is not only scientific studies. There are also official communications from governments and health agencies around the world. Then there are news articles and opinion pieces, and messages from vloggers, bloggers, podcasters and social media influencers. You may also see information shared by friends and family on social media or messaging apps.

All of this is called the infodemic: a flood of information on the COVID-19 pandemic. Infodemiology is the study of that information and how to manage it.

Navigating the infodemic: top tips to identify misinformation or disinformation

Misinformation Infographic_V4

Here are seven steps you can take to navigate this wave of information and decide who and what to trust:

1. Assess the source

Who shared the information with you and where did they get it from? Even if it is friends or family, you still need to vet their source. To check for fake social media accounts, look at how long profiles have been active, their number of followers and their most recent posts. For websites, check the “About Us” and “Contact Us” pages to look for background information and legitimate contact details.

When it comes to images or videos, make it a habit to verify their authenticity. For images, you can use reverse image search tools provided by Google and TinEye. For videos, you can use Amnesty International’s YouTube DatViewer, which extracts thumbnails that you can enter into reverse image search tools.

Other clues that a source may be unreliable or inaccurate include unprofessional visual design, poor spelling and grammar, or excessive use of all caps or exclamation points.

2. Go beyond headlines

Headlines may be intentionally sensational or provocative to get high numbers of clicks. Read more than just the headline of an article – go further and look at the entire story. Search more widely than social media for information – look at print sources such as newspapers and magazines, and digital sources such as podcasts and online news sites. Diversifying your sources allows you to get a better picture of what is or is not trustworthy.

3. Identify the author

Search the author’s name online to see if they are real or credible.

4. Check the date

When you come across information, ask yourself these questions: Is this a recent story? Is it up to date and relevant to current events? Has a headline, image or statistic been used out of context?

5. Examine the supporting evidence

Credible stories back up their claims with facts – for example, quotes from experts or links to statistics or studies. Verify that experts are reliable and that links actually support the story

6. Check your biases

We all have biases, and these factor into how we view what’s happening around us. Evaluate your own biases and why you may have been drawn to a particular headline or story. What is your interpretation of it? Why did you react to it that way? Does it challenge your assumptions or tell you what you want to hear? What did you learn about yourself from your interpretation or reaction?

7. Turn to fact-checkers

When in doubt, consult trusted fact-checking organizations, such as the International Fact-Checking Network and global news outlets focused on debunking misinformation, including the Associated Press and Reuters.

 Information, misinformation and disinformation

Information is what we call things that are accurate to the best of our current knowledge. For instance, COVID-19 stands for coronavirus disease 2019 and is caused by the SARS-CoV-2 virus. One of the difficulties with any new pathogen, like this coronavirus, is that information changes over time as we learn more about the science.

Misinformation, on the other hand, is false information. Importantly, it is false information that was not created with the intention of hurting others. Misinformation is often started by someone who genuinely wants to understand a topic and cares about keeping other people safe and well. It is then shared by others who feel the same. Everyone believes they are sharing good information – but unfortunately, they are not. And depending on what is being shared, the misinformation can turn out to be quite harmful.

At the other end of the spectrum is disinformation. Unlike misinformation, this is false information created with the intention of profiting from it or causing harm. That harm could be to a person, a group of people, an organization or even a country. Disinformation generally serves some agenda and can be dangerous. During this pandemic, we are seeing it used to try to erode our trust in each other and in our government and public institutions.

How to navigate misinformation and disinformation

It helps to think of misinformation and disinformation spreading in the same way as viruses. One person might share fake news with their friends and family, and then a handful of them share it with more of their friends and family, and before you know it, potentially harmful or dangerous information is taking over everyone’s newsfeed.

But just as we can protect against COVID-19 with hand washing, physical distancing and masks, we can slow down the spread of misinformation and disinformation by practising some information hygiene. Before sharing something, ask yourself these questions:

How does this make me feel?

Why am I sharing this?

How do I know if it’s true?

Where did it come from?

Whose agenda might I be supporting by sharing it?

If you know something is false, or if it makes you angry, don’t share it to debunk it or make fun of it. That just spreads the misinformation or disinformation further. Learn more about how you can report misinformation online.

Good places to go for reliable information are the websites of your national Ministry of Health or the World Health Organization. Remember, though: information will change as we learn more about the virus.

WHO on COVID-19 and attainment of SDGs

The World Health Organization officially declared the outbreak of the coronavirus disease 2019 (COVID-19) a public health emergency of international concern on 30 January 2020.1 A few months later, the world is dealing with a crisis of immense proportions. The pandemic has shown that this crisis is fuelled by poverty, hunger, weak health systems and lack of clean water and sanitation, education and global cooperation.2,3 The global recession caused by the COVID-19 response is alarming and has made researchers question whether the sustainable development goals (SDGs) are fit for the post-pandemic age.4 Some have even claimed that certain SDG targets might be counter-productive because they enhance growth rather than development.4 While the SDGs do not have a dedicated pandemic response plan, we believe it is essential not to delink the response to the pandemic from the SDGs. We argue that the COVID-19 crisis demonstrates the need to integrate the SDGs at the national level as well as in individual health-care decisions. We also call for a focus on sustainable health decisions, meaning decisions that are made in the present do not compromise future needs, whether local or global. Making such decisions requires adapting to the current context, anticipating future impact, and using a rights-based framework.


Transforming our world: the 2030 agenda for sustainable development5 emphasizes that achieving the SDGs requires balancing three dimensions of sustainable development: economic growth, social inclusion and environmental protection. Moreover, sustainable development requires us to balance our needs with the ability of future generations to meet their own needs. Although the SDGs were the outcome of dialogues held at all levels of government and civil society, the related discourse has been criticized for an assumption that governments can and should be the primary custodians of any sustainable development agenda.6 This assumption risks consolidating a macrooriented understanding of sustainable development – that is, that sustainable development concerns only nations, not individuals.


The COVID-19 pandemic shows that sustainable development goes beyond national strategies. Every individual needs to make health decisions that meet personal needs as well as the needs of the broader community, such as using facemasks on public transport, observing social distancing advice and self-quarantining when necessary. Such decisions can help to curb transmission and reduce illness, deaths and economic impacts.

Similarly, this global crisis reveals that community needs can be immediate in contrast to the 2030 horizon of the SDGs. Lack of health insurance, reduced access to water during lockdown situations or chronic diseases have suddenly become factors that determine chances of survival. To manage the COVID-19 pandemic, governments have had to balance the need for mitigation, control and eradication. Should such responses entail enforcing states of emergency, or should they involve a mitigation strategy built on the premise of eventually reaching herd immunity, while being sustainable over time?8,9 How could emergency strategies be consistent with targets such as universal health coverage that might reduce the risk for future pandemics? Such issues must be addressed in national strategies and in the individual choices that we all make when we comply with health authorities’ recommendations.


  1. WHO Director-General’s statement on IHR Emergency Committee on Novel Coronavirus (2019-nCoV). Geneva: World Health Organization; 2020.Available from: https:// www .who .int/ dg/ speeches/ detail/ who -director -general -s -statement -on -ihr -emergency -committee -on -novel -coronavirus -(2019 -ncov) [cited 2020 Jul 14].
  2. Horton R. Offline: COVID-19 and the NHS – “a national scandal”. Lancet. 2020 03 28;395(10229):1022. doi: http:// dx .doi .org/ 10 .1016/ S0140 -6736(20)30727 -3 PMID: 32222186
  3. Bedford J, Enria D, Giesecke J, Heymann DL, Ihekweazu C, Kobinger G, et al.; WHO Strategic and Technical Advisory Group for Infectious COVID-19: towards controlling of a pandemic. Lancet. 2020 03 28;395(10229):1015–18. doi: http:// dx .doi .org/ 10 .1016/ S0140 -6736(20)30673 -5 PMID:
  4. 32197103
  5. Time to revise the sustainable development goals. Nature. 2020 07;583(7816):331–2. doi: http:// dx .doi .org/ 10 .1038/ d41586 -020 -02002 -3 PMID: 32665631
  6. Resolution A/RES/70/1. Transforming our world: the 2030 agenda for sustainable development. In: Seventieth United Nations General Assembly, New York, 25 September 2015. New York: United Nations; 2015. Available from: http:// www .un .org/ ga/ search/ view _doc .asp ?symbol = A/ RES/ 70/ 1 & Lang = E [cited 2020 Jul 14].
  7. El-Zein A, DeJong J, Fargues P, Salti N, Hanieh A, Lackner H. Who’s been left behind? Why sustainable development goals fail the Arab world. Lancet. 2016 Jul 9;388(10040):207–10. doi: http:// dx .doi .org/ 10 .1016/ S0140 -6736(15)01312 -4 PMID: 26782981
  8. Anderson RM, Heesterbeek H, Klinkenberg D, Hollingsworth TD. How will country-based mitigation measures influence the course of the COVID-19 epidemic? Lancet. 2020 03 21;395(10228):931–4. doi: http:// dx .doi .org/ 10