“When you change the way you look at things, the things you look at change.” — Wayne Dyer
Success can be looked at through a lens that examines the products and achievements. It can also be looked at through a lens that appreciates the systems and processes that produce the achievements. APHRC continued to refine its internal systems to ensure adaptability in a dynamic ecosystem. In 2024, the Center undertook a series of strategic initiatives to strengthen governance, optimize operations, and reinforce institutional capacity.
The Center conducted a Mid-Term Evaluation of the 2022- 2026 Strategic Plan, a critical reflection point to assess progress, recalibrate priorities, and refocus on our strategic direction. The exercise demonstrated good progress in many areas, indicating that our strategy remains relevant in a rapidly changing environment. It also unearthed some gaps, especially in our data capture systems. This will be a priority in the coming years.
Equity remains a cornerstone of our organizational ethos. We conducted our first-ever gender pay gap analysis. This was conducted with data drawn from (2021-2023) monthly salaries for all salary grades for both internationally recruited (IRP) and nationally recruited positions (NRP). It confirmed that APHRC upholds pay parity across NRP and IRP staff categories, reinforcing our commitment to fairness and inclusivity in our workforce. The analysis showed that APHRC’s position is close to parity in pay, with no more than 5% differences in the few job grades where a disparity was observed.
Through a targeted leadership development program, several leaders across the Center had an opportunity to sharpen and hone their skills. Five Managers completed training at Strathmore Business School, 15 completed training at The Lead Consortium (TLC), and 24 completed training by the Center for Creative Leadership (CCL).