Strategic Plan


Reference to SWOT analysis as part of review exercise… also other evaluations (SQA, COLRIM) plus Ag. Dir as part of review exercise…


To provide quality education and training in health and social studies at tertiary level, in order to produce reflective, empathic, self-motivated, highly resourceful professionals, who can be at the forefront of developments in their respective fields of work.


NIHSS will be the institution of choice for the preparation of specialists in the health and social service sectors, including those training to degree level. It will be a vital partner in the ongoing transformation of services in Seychelles, to incorporate the best that can be learned from research and global experience. NIHSS training programmes will meet the highest standards, earning the institute a reputation for excellence in the region and beyond.

Values / Ethos

Accountability: We believe that health and social service professionals must acknowledge that they share responsibility for the outcomes of the services that they offer to the community, and that they must strive at all times to give the best of themselves within the teams in which they operate. This call to accountability will be mirrored, therefore, in the expectations which NIHSS will have with respect to the behaviour and performance of its staff and students.

Integrity: We recognise that practice within the health and social service professions is regulated by well established codes of ethics and relies for its success on the strict application of set policies and procedures, the observance of moral principles, and the uncompromising maintenance of confidentiality. The NIHSS will therefore set high standards for its staff and students in relation to the observance of regulations and the practice of honesty, fairness and confidentiality.

Pursuit of Excellence: We believe that the quality of service in the professions cannot be maintained, much less improved, if staff do not constantly engage in upgrading their knowledge and skills, and looking critically at their practice in the light of new insights. Consequently, the NIHSS will commit to the maintenance of strict professional and academic standards; require staff to be au-fait with developments across services; adopt training approaches that encourage trainees to critique their own work, and secure commitment across the board to a process of life-long learning.

Respect: We believe that a profound respect for individuals, a tolerance of differences, and a genuine desire to experience reality from the perspective of the other person are fundamental to the delivery of services within the caring professions. The NIHSS will strive, therefore, to develop the emotional intelligence of its trainees, while at the same time building their confidence, their sense of self-worth and their receptiveness to others.

Empowerment: We believe that the success of health and social programmes relies to a large extent on the empowerment of individuals to take the initiative in the management of the issues affecting their wellbeing, and their acknowledgement of personal responsibility in this regard. The NIHSS will strive, therefore, to adopt practices that promote a pro-active approach to problem-solving, as well as the development of life skills that graduates can model for their clients and immediate community.

Scientific rigour: We believe that a proper assessment of situations in the social field, with a view to planning an intervention, relies on the collection of objective evidence and the rigorous analysis of that evidence. In recognition of this fact, the NIHSS will endeavour to model this approach in its internal quality assurance processes, while also promoting research by staff and students, and setting high standards for this activity.

Engagement: We believe that the core of our mission is to prepare competent professionals who are adaptable and who can begin to make a positive contribution to the services to which they are assigned from the start of their employment. With this end in view, the NIHSS will prioritise the reinforcement of links with the services in the planning and delivery of training, seek to build strong alliances with representatives of employers and professional councils, and take steps to be more visible and engaged at community level.

Team work: We believe that cooperation and team work among professionals who can bring different perspectives to bear on problems is vital for the success of interventions in health and social services. The NIHSS will therefore expect its staff to work together as a team and to be consistent in applying agreed policies and procedures, in order to project an image of unity in the pursuit of common goals.


The NIHSS strategic plan for the period January 2015 to December 2017 will focus on the following priority areas: (reword the priorities)

  • Establishing effective structures for the governance of the NIHSS under its Charter
  • Reinforcing consultation and collaboration with the services and professional bodies
  • Reviewing and expanding professional training programmes
  • Improving the physical environment and material resources for teaching and learning
  • Embedding quality assurance in all NIHSS operations
  • Increasing the visibility of the NIHSS and its appeal to prospective candidates
  • Enhancing the human resource capabilities of the NIHSS

Strategic Objective 1

Establish and consolidate structures, policies and protocols for the governance of the NIHSS, in line with its Charter

Specific Objectives:

  • Establish protocols for major decision making processes, identifying matters reserved for the Board and those that can be taken by management
  • Advocate for greater representation of the NIHSS on governance and coordination structures within the health and social services sectors
  • Update policies and procedures in relation to key operational issues
  • Establish structures for monitoring the implementation of policies
  • Establish structures to optimise the contribution of NIHSS representatives on the governing board to operational and policy decisions

Strategic Objective 2

Consolidate links with the services and professional councils to ensure the timely and efficient delivery of training programmes which meet the requirements of the services

Specific Objectives:

  • Review structures and procedures to enable early identification of the training and development needs of the service areas
  • Review programme management structures with a view to reinforcing the link with the service areas
  • Develop clear policies and procedures for the involvement of the professional councils in the programme development and programme validation process
  • Design a scheme, in consultation with the professional bodies concerned, to enable the NIHSS to tap into the pool of expertise within the professions
  • Establish structures for NGOs to be actively involved in programme development in the social services domain

Strategic Objective 3

Review programme content, modes of delivery and support structures for pre-service and post-basic training in order to enhance quality, relevance and accessibility

Specific Objectives:

  • Develop and implement a foundation year programme for trainees who do not meet criteria for direct entry into Advanced Certificate and Diploma programmes
  • Introduce core modules for the training of health/social service assistants
  • Introduce health statistics, epidemiology and research methods as core subjects on diploma programmes in health
  • Introduce additional specialist and degree level programmes at NIHSS, with involvement of external partners
  • Provide appropriate modern educational technology to support high quality instruction and scholarship
  • Reinforce student support services, taking into consideration all the factors that impinge on performance
  • Ensure continuity of learning as trainees move between the institute and the service areas for work experience
  • Implement an internship programme for NIHSS graduates entering employment
  • Implement a programme, in association with NGOs and community groups, to support the development of the social/interpersonal skills and community awareness of NIHSS trainees

Strategic Objective 4

Provide appropriate, state of the art facilities, equipment and materials that meet the standards of an institute of advanced learning.

Specific Objectives:

  • Ensure that the infrastructure and overall physical environment of the NIHSS are safe, attractive and conducive to work and study
  • Upgrade facilities, resources and equipment at existing site to meet students’ educational needs
  • Undertake the groundwork for the creation of a purpose-built training facility in a location that facilitates the closer integration of training and clinical practice
  • Create reliable structures on Praslin to coordinate and facilitate the clinical placement of students in services on the neighbouring islands
  • Undertake a feasibility study for the creation of an extension of the NIHSS on Praslin