Kenya Healthcare Experience

1
HEALTHCARE EXPERIENCE
Not just better healthcare, but a better healthcare experience.
THE KENYA
In partnership with Kenya Association of Private Hospitals
DIRECTORY
2016/2017

INTRODUCTION
Beyond Zero Campaign is a platform on HIV Prevention,
Promotion of Maternal, New-born and Child Health issues initiated
and driven by Her Excellency, Margaret Kenyatta the First Lady of
the Republic of Kenya. Through this platform she hopes to make her
own contribution towards preventable deaths faced by mothers and
children in Kenya. She aspires to ensure the plight of mothers and
children are championed through policy prioritization, resource
allocation, improved service delivery in maternal, neo-natal and child
health including HIV.
Through the Campaign, Her Excellency committed to provide at
one mobile clinic in each of the 47 counties in Kenya as part of her
support to strengthening the health infrastructure. Her Excellency
has traversed the forty seven counties in the country witnessing the
different health landscapes and has accomplished her pledge by
donating and delivering a fully kitted mobile clinic to each of the 47
counties in Kenya. This milestone has been realized with support
from stakeholders including development partners, private sector,
civil society, the public sector and individuals.
A. Achievements
Beyond Zero mobile clinics
The Beyond Zero Campaign has donated forty seven fully kitted
mobile clinics to forty seven county governments to strengthen the
existing outreach programs and referral systems. The sustainability
of the mobile clinics is ensured through a formal handing over to the
County Government and the signing of Memorandums of
Understanding between the County Government, Ministry of
Health and Beyond Zero. This process demonstrates transfer of
ownership from Beyond Zero to County Governments. In addition,
each mobile clinic receives a master facility number to enable the
County Government allocate health workers, purchase drugs and
supplies, allocate budget and report on the national District Health
Information System.
Beyond Zero mobile clinic services
The forty-seven fully kitted mobile clinics have provided almost half
a million integrated services. The services include antenatal and
postnatal services; HIV testing, treatment and care; immunization,
basic treatment for common ailments, reproductive health cancers
screening and treatment (where applicable). Immunization of
children is in demand in the Beyond Zero mobile clinics.
Resource mobilization
The First Lady’s Half Marathon is the main platform for raising
funds for the Initiative. There have been 3 editions held to date with
constant increase of participants each year. Through the Marathons,
the Initiative has received funds (in kind and cash) to sponsor the
purchase 47 fully kitted mobile clinics.
B. Future Aspirations
Accountability platform for MNCH including HIV
The Beyond Zero Campaign seeks to establish a platform that would
to acknowledge actors across sectors in particular those that
demonstrate innovation, partnerships and integration, quality of
interventions around elimination of HIV transmission from mother
to child, maternal and child health.
Establishing a Beyond Zero Referral Hospital
The Hospital will focus on critical-care for neo-nates; assessment,
treatment and psycho-support for children with special abilities;
treatment and care for survivors of sexual and gender based violence;
screening and treatment of reproductive health cancers.
High level advocacy efforts in RMNCH
C. Replicating the model
This model has attracted interest beyond Kenya’s borders and has
been showcased in different forums such as TICAD VI; the
Organization of African First Ladies Against HIV/AIDS; Stop
Cervical, Breast & Prostate Cancer in Africa; World Assembly for
Women; SDG Philanthropy Platform; Novartis Social Development
Goals Dialogue Event; Project C.U.R.E; United Nations 60th
Session of the Commission on the Status of Women.
1
A Kenya Association of Private Hospitals Publication

e
d
alth
half
on,
rs
with
hons,
e
would
ther
t,
nce;
s
or
ment
NATIONAL AIDS
CONTROL COUNCIL
(NACC)
INTRODUCTION
In 2011, the country as a member state of the United
Nations, adopted the high level Political Declaration
on HIV and AIDS with 10 key targets to be achieved
by 2015. In June this year, the United Nations
General Assembly held a High-Level meeting on
Ending AIDS in New York.
The meeting marked the five year period since the
political declaration of 2011, and building on the
adoption of the Sustainable Development Goals
(SDGs) of 2015 where global leaders committed to
end the AIDS epidemic as a Public Health threat by
2030… SDG 3 calls for good health and wellbeing for
all.
The AIDS response has demonstrated
unprecedented success through global solidarity
towards a common goal. By the end of 2015, the
global target of 15 million people on life-saving
treatment, was surpassed by 2 million. Kenya is one
of the countries that has received global recognition
for providing antietroviral therapy to nearly 900,000
people making it the second largest treatment
programme in Africa.
In the last five years, Kenya has invested in high
level political leadership and ambitious national
plans such as the Prevention Revolution Roadmap
to reverse its AIDS epidemic. This report highlights
the progress the country has made on the 10
targets commitments of 2011 and provides
recommendationsbasedonitslocalisedexperience.
NACC
NATIONAL AIDS CONTROL COUNCIL
Landmark Plaza, 9th Floor, Argwings
Kodhek Road | P.O. Box 61307 - 00200
Nairobi, Kenya
Tel: 254 (020) 2896000, 2711261 Fax:
254 (020) 2711231, 2711072 | E-mail:
communication @ nacc.or.ke
www.nacc.or.ke
2

CIL
FACTORS CONTRIBUTING TO
KENYA’S ACHIEVEMENTS
KENYA AIDS PROGRESS REPORT AT A GLANCE
Since 2011 global commitments Kenya
has made impressive progress in her AIDS
response. declarations in the following:
H.E President Uhuru Kenyatta with Elijah and
Michel Sidibé, Executive Director UNAIDS during
the official launch of Kenya’s Fast-track Plan to
End Adolescent Aids and HIV situation Room.
HIGH LEVEL POLITICAL
ENGAGEMENT
Commitment of H.E. the President of Kenya to the
HIVresponse: HisExcellencythePresidentofKenya
has made local and international commitments to
make Kenya the 3rd country to achieve epidemic
control. He is also the champion of Kenya’s ant-
stigma and discrimination campaign to end
AIDS among adolescents and young people. His
Excellency the President continuously monitors
status of the HIV response thus, sustaining
attention of managers and implementers on the
status of the HIV response.
H.E the First Lady’s Beyond Zero Campaign: The
First Lady of Kenya’s initiative with the overall goal
of mobilizing and providing leadership towards
ZERO new HIV infections and reduce the number
of deaths of women and children in Kenya.
3

2014/2015- 2018/2019
2014/2015 - 2018/2019
KENYA AIDS
STRATEGIC
FRAMEWORK
NATIONAL
AIDS CONTROL
COUNCIL
Landmark
Plaza, 9th Floor, Argwings Kodhek Road | P.O. Box 61307 - 00200 Nairobi, Kenya
Tel: 254 (020) 2896000, 2711261 Fax: 254 (020) 2711231, 2711072 | E-mail: communica
tion @ nacc.or.ke
Ministry of Health
KENYAAIDSSTRATEGICFRAMEWORK2014/2015-2018/2019
2014/2015- 2018/2019
2014/2015 - 2018/2019KENYA AIDSSTRATEGICFRAMEWORK
NAT
IONA
L AIDS
CON
TROL
COU
NCIL
Land
mark
Plaza
, 9th Floor
, Argw
ings
Kodh
ek Road
| P.O.
Box
61307
- 0020
0 Nairo
bi, Keny
a
Tel: 254 (020
) 2896
000,
27112
61 Fax:
254 (020
) 27112
31, 27110
72 | E-ma
il: comm
unica
tion
@ nacc
.or.ke
Ministry
of Hea
lth
KEN
YAAIDSSTRATEGICFRA
MEWORK2014/2015-2018/2019
ONE HIV POLICY FRAMEWORK
Kenya is implementing the fourth strategic
framework which builds on the achievements
and lessons learnt over the years. The Kenya AIDS
Strategic Framework 2014/15-2018/19 has provided
guidance to partners and devolved 47 governments
AIDS strategic plans.
THE ONE MONITORING AND
EVALUATION FRAMEWORK (THE
KENYA HIV SITUATION ROOM)
A dashboard to monitor the Country’s HIV epidemic,
drawing data from different subsystems run by
different agencies indicating service delivery,
commodities, survey and surveillance for decision
making and action. This dashboard provides
graphical presentation of the response and
information is available at various political offices as
wellastechnicalofficersallowingforacommonview
and real-time re-dress to emerging challenges and
gaps in service delivery and commodity supplies.
INNOVATIVE, AGGRESSIVE HIV
SERVICE DELIVERY
Kenya has implemented many HIV services,
accelerating the translation of research into policy
and practice, implementing approaches that
create demand and promote uptake of services
and strategies that promote delivery of services
to all Kenyans, promote retention and adherence
to HIV health care services. Task-shifting options
that enhance uptake and utilization of community
systems have enhanced social aspects of HIV care
including follow up, literacy and adherence. Mobile
and e-health innovations have continued to be used
creatively for enhanced service delivery.
ACCESS TO AND AVAILABILITY OF
HIV COMMODITIES
Continued access to HIV related commodities and
availability without stock-outs, supporting through
a continuous commodity quantification and fore-
casting mechanism with routine monitoring have
enhanced capacity of health workers to provide the
spectrum of HIV services.
MAISHA MAARIFA RESEARCH HUB
A HIV, Sexual Reproductive Health and co-
morbidities Research hub dubbed “Maisha Maarifa”
to enhance access to research and information to
stakeholders and decision makers at all levels has
been developed. The hub is an online based site
that will amalgamate information and will provide
interactive forums through communities of practice
and webinars that will allow for deliberations on key
research issues.
HIV AS AN INDICATOR IN THE GOK
PERFORMANCE CONTRACTS
Key sectors to the HIV response have taken action
with specific responses for HIV and AIDS such as the
Ministry of Education, the Children’s department
etc. This is now possible because HIV as a dynamic
indicator and all Ministries, Departments and
Agencies report annually to NACC through the
Maisha Certification system.
DEVOLUTION
This has provided an opportunity for strengthening
leadershipandownershipoftheepidemicresponses
at the lowest level (community). All the 47 Counties
have developed and validated their County AIDS
Strategic Plans with more than half of these already
launched and ready for implementation.
4A Kenya Association of Private Hospitals Publication

interventions to deliver HIV prevention for hard
to reach populations and also address structural
determinant that drive HIV vulnerability.
Kenya urgently calls on the Global Community to
front-load resources for massive investments in
combination HIV prevention, increased focus and
funding on addressing structural issues that drive
the epidemic in these populations, 100% condom
programming, research, development and delivery
of new prevention options including microbicides,
long acting PrEP and an HIV vaccine, while making
maximum use of available effective prevention
approaches.
Kenya recommends that HIV prevention targets be
articulated in the global HIV response, with bold
targets for numbers of new HIV infections globally
and by region and by population groups; and
that the role of key sectors in the HIV response be
considered and promoted in HIV prevention efforts.
COMMITMENT TO SCALE UP
HIV TREATMENT TO COVER ALL
PERSONS INFECTED WITH HIV
Noting that Kenya has accelerated scale up of ART to
66% coverage of HIV positive individuals, initiating
all HIV positive pregnant women on lifelong ARVs
with 79% coverage, and that pediatric coverage
of HIV remains limited, that less than half of the
adolescents and young people who are HIV positive
are on treatment. Although 80% of HIV positive
individuals have been tested at least once for HIV,
many do not know their correct HIV status. A total
of 43% Kenyans had achieved viral suppression by
2015.
Kenya is committed to implement the global 90-90-
90 strategy with a focus on a test and treat strategy,
initiating all those screened positive for HIV on
anti-retroviral therapy immediately with a scale
up pediatric treatment. Such scale up treatment
requires health and community systems in order
to de-congest facilities and undertake multi-month
drug dispensing options with stronger community
based follow up for uptake, retention and
adherence with investments in treatment literacy,
home/community follow up, adherence support.
Additionally, ensure PLHIV and those affected by HIV
SIGNIFICANT INVESTMENTS IN
HIV PREVENTION ARE URGENTLY
REQUIRED
Noting that Kenya’s new infections are still higher
than the number of deaths at 77,647 against 35,821
in 2015, that there are disparities in new infections
by geographic location and populations including
key and priority population and that adolescents
and young people aged 15 – 24 years contribute
51%.
Thus, Kenya prioritizes combination prevention
options that meet the contexts and needs
of children, adolescents, young women, key
populations, migrant workers and other priority
populations with the highest risk of HIV infection to
reduce the new infections annually to levels below
annual AIDS related deaths. Such prioritization
includes the implementation of Kenya’s HIV
Prevention Revolution Roadmap focusing on: a)
needs of populations rather than driving available
interventions blindly towards all populations,
b) granulation of the epidemic at sub-national
level with appropriate interventions for each
sub-epidemic; c) leveraging non-health sector
KENYA’S POSITION
ON KEY HIV ISSUES
We have made tremendous progress as a
country since 2011, however, we still have
unfinishedbusiness.Thecountryhaspositioned
itself to fast track the HIV response to meet the
2020 targets through the commitment of the
national and county governments in addressing
the HIV response. Kenya’s priorities for the next
five years hinges on the following areas which
are key to achieving her targets as per the Kenya
HIV and AIDS Strategic Framework. These are:
5 A Kenya Association of Private Hospitals Publication

innovative products into the market and simplify
strengthen health regulatory procedures. Access
must include availability of treatment for other
diseases and conditions affecting PLHIV including
Non communicable diseases, TB, hepatitis B and C,
cervical cancer, STIs and depression.
INVEST IN EFFORTS TO REDUCE
HIV RELATED STIGMA AND
DISCRIMINATION
Recognizing that stigma and discrimination remains
at45%inKenyaandthatithasbeenidentifiedasthe
primary barrier to uptake of testing and treatment
and adherence among adolescents and young
people, making AIDS related deaths the leading
cause of mortality among adolescents, significant
investments in elimination of HIV related stigma and
discrimination is required.
TheGlobalcommunitymusttakeconcretemeasures
to eliminate HIV related stigma and discrimination
in all its forms and in all settings especially in health
care settings, work places and learning institutions;
among children, adolescents and young people, key
and marginalized populations with the political will
and resource allocation to implement interventions.
can access social and health care services.
Kenya calls on the Global Community to enhance
integration of non-communicable diseases into the
HIV response, especially among people living with
HIV.
TRIPS AND PUBLIC HEALTH
CONCESSIONS FOR HIV RELATED
Recognizing that the ART treatment anti-retroviral
treatment is for life and therefore Kenya and Africa
must think into the next 50 to 70 years, and that
the cost of ARVs while significantly reduced is still
a major burden, with the total costs of HIV being
equivalent to 2% of Kenya’s GDP in 2012, and an
increasing number of African countries graduating
to a middle income country status, we applaud the
extension of the LCD waiver and sustained TRIPS
flexibilities at the 10th Ministerial Conference of the
World Trade Organization in 2015.
KenyaurgestheGlobalcommunityprioritizeremoval
of all barriers and unfair trade or that which may
jeopardizeaccessandaffordabilityofanti-retrovirals
by countries with trade incentives that lower prices;
incubation of local industries for commodities and
pharmaceutical products, accelerate the entry of
Innovative means of
delivering health services
to remote parts of Kenya.
© FlicKr

In Kenya, H.E. the President is the Champion of the
anti-stigma and discrimination campaign to end
AIDS among adolescents. Legal recourse options
such as availed by Kenya’s HIV Tribunal remain key
to a sustained response.
Kenya therefore strongly suggests that eliminating
HIV related stigma and discrimination with
attendant resources for interventions be made a key
priority within the HLM Political Declaration.
LONG-TERM FINANCING OPTIONS
FOR HIV ARE A PRIORITY
Recognizing that the future costs for HIV treatment
across sub-Saharan Africa keep growing with the
high numbers of new infections, and that ARVs
constitute a significant cost in the HIV response that
is primarily donor funded, with Kenya contributing
27% of the cost of the HIV response.
Governments must increase domestic HIV
financing and Kenya has committed to increase her
contribution to at least 50% in the next 5 years and
ensure that 25% of all HIV resources are allocated
to prevention. Fast track implementation of key
declarations such as the Abuja Declaration which
calls for African countries allocating 15% of their
GDP to health and the Bamako Declaration that
calls for allocation of 2% of GDP to health research.
Innovative ideas for local resource mobilization
including funding ART through national social
insurance schemes and establishment of HIV funds
with contributions from the private sector that act as
pathfinder towards mobilizing domestic resources
for health are needed. Kenya will commit to
leverage the private sector and harness their reach,
competences and resources to promote access to
quality commodities and services to all persons
living with HIV.
The Global community recommends
accountability for commitment by Development
Partners to reach 0.7 percent GNP for
development assistance and fully fund the Global
Fund as per their commitment.
HIV SERVICES REQUIRE TO BE
DELIVERED WITHIN A HUMAN
RIGHTS AND GENDER LENS
The Global community must prioritize policies that
seek to eliminate gender inequalities, gender based
violence and reduction of violence towards key
populations and remove barriers to access to HIV
services by vulnerable populations including people
with disabilities, enhance access to justice and the
highestattainablestandardofhealthforallKenyans.
The Government, Civil society and partners need to
commit to working with communities and leaders to
change practices, modify aspects of culture harmful
to vulnerable and key populations and to create
an enabling environment for the uptake of health
outcomes. Restrictive laws, policies and practices
that act as barriers to accessing HIV services need to
be reviewed as they increase vulnerabilities, stigma
and discrimination.
A CROSS-SECTOR
ACCOUNTABILITY FOR HIV
OUTCOMES IS ESSENTIAL FOR
THE LONG-TERM SUCCESS OF HIV
Recognizing that as HIV has increasingly become
a bio-medical issue, a multi-sectoral response
has increasingly become diluted. The Global
Communityneedstoinvestincatalyzingactionofkey
identified sectors such as education, social services,
international trade, technology, whose actions have
implications for HIV outcomes of reduction of new
infections, uptake and adherence to HIV information
and services, surveillance and monitoring of the
epidemic, and access to commodities and drugs,
by providing clear strategies and targets for these
sectors.
Further, country leadership for the HIV response
requires development and implementing partner
functioning within, support to strengthening and
reporting through national systems including, but
not limited to, commodity supply management
systems and data management systems, with
deliberate efforts to eliminate parallel systems. A
global commitment for partners to align to national
targets in their technical, human and financial
resources will deliver the much needed efficiency
gains in the HIV response across countries and
promote accountability of commodities, efforts and
resources.
C
M
Y
CM
MY
CY
CMY
K

C
M
Y
CM
MY
CY
CMY
K
AHAIC 2017-KAPH.pdf 1 08/11/2016 2:29 PM

C
M
Y
CM
MY
CY
CMY
K
SURGICAL PACKAGE
NHIF introduces yet another benefit to its members to cover surgical cases. Members
will start enjoying the benefit as soon as the gazettement process is complete. This new
benefit is part of the NHIF continued commitment to improve the health outcomes of the
members.
This package will cover Major, Minor, Specialized surgeries and the Cancer related surgeries.
National Hospital Insurance Fund - officialSMS Number 21101
info@nhif.or.ke/customercare@nhif.or.keToll Free: 0800 720 601 2714806
www.nhif.or.ke
(020)- 2723255/6. 2723246, 2714783/94
@nhifkenya
Inpatient
Cover 1
Maternity
Package 2
Outpatient
Cover 3
Renal Dialysis
Package 4
Kidney
Transplant
Package 5
Radiology
Package:
MRI & CT
Scan 6
Rehabilitation
Package: Drug
& Substance
abuse 8
Foreign
Treatment
Package 9
Chronic
Disease
Package:
Diabetes &
Hypertension
10
Specialized
Lab test
Package 11
Surgical
Package 12
Oncology
Package:
Cancer
treatment
-Chemotherapy
& Radiotherapy
7
BENEFITS

C
M
Y
CM
MY
CY
CMY
K
NHIF.pdf 1 10/13/2016 9:36:29 PM
w

KN
an
de
fa
pe
of
10
da
le
Ze
be
th
Pr
re
be
is
an
w
tr
s
of
ai
to
P
E
C
an
wi
fo
ca
pe
th
of
Ho
pa
an
Vit
co
of
to
ca
an
C
M
Y
CM
MY
CY
CMY
K
new patients per year, with between 120 -150 diagnosed patients going
through radiotherapy everyday. Despite this load of work, there is a waiting
period of six to eight weeks for new patients to be reviewed, due to surging
number of new cases.
KNH, with 30 per cent of the radiotherapy equipment in the country,
handles 90 per cent of the patients who require radiotherapy. The hospital
charges Ksh500 for treatment per day, while the average charge in private
hospitals is Ksh10,000. That is why patients stream to KNH, leading to
prolonged waiting periods.
The hospital’s equipment are overstretched, yet the patient population is
increasing. The ideal situation is to have one radiotherapy machine serving
every one million people. Kenya is therefore in need of more machines
across the country. Besides treating cancer patients, KNH spearheads the
formulation of cancer policies in the country and trains oncologists for the
East African region.
In order to improve cancer services, the hospital in 2015 procured a
The only public hospital
An ISO 9001:2008 Certified Institution
CANCERTREATMENT CENTRE
The Accident and Emergency Centre
(A&E) manages trauma, disaster victims
and referred patients from other
medical facilities. It operates on a 24-
hour basis and attends to an average of
500 patients daily, with between 30-40
patients being referred from county
hospitals. The gures grow with the
occurrence of disasters.
Our A&E receives referral patients not
only from Kenya, but also from the rest
of East and Central Africa. It has two
trauma theatres, a minor theatre and six
critical care beds. Its six-bed emergency
ward and acute room are always fully
occupied.
Most referrals are from hospitals
within or neighbouring Nairobi.
Some public hospitals within Nairobi
sometimes do not serve patients
beyond 5pm, and KNH is the only
alternative for emergency patients.
Over time, KNH has witnessed an
increase in the number of patients
seeking services from the hospital
without referral letters. This has
prompted KNH to separate emergency
patients and walk-in patients in order to
decongest the Accident and Emergency
area. The newly established General
Outpatient Casualty receives over 200
non-referral patients.
This notwithstanding, KNH has a
quarter of the referring hospitals not
communicating prior to transferring
their patients. Prior communication
is important, as it ensures that all
prescheduled referrals are processed
without delays. It is also important to
note that late referrals are the major
cause of mortality at the A&E.
KNH is now focused on partnering
and mentoring county hospitals to
realise full implementation of the
referral strategy as we continue playing
our national referral and teaching role
within the health sector.
Leadership in Disaster,Trauma
and Emergency Care
ACCIDENT AND EMERGENCY DEPARTMENT
KNH has the largest renal facility in the
to patients. Since the establishment of
the Renal Unit in 1984, the facility has
witnessed signi cant advancement in
technology, quali ed workforce and
state of the art equipment, among
others.Ithas28bedswith22machines
dialyzing at least 60 patients a day.
The hospital has witnessed
increasing number of patients with
kidney ailments over the years. The
renalunitiscurrentlyattendingtoover
50 children in need of dialysis services
among other more than 350 adult
patients. Only half of the possible 75
patients can undergo dialysis daily.
KNH subsidizes dialysis, with each
session costing Ksh5,500 exclusive of
the more than Ksh3,000 for blood
boosting drugs. A patient will
require three sessions a week.
However, KNH’s capacity
is constrained due to
the high numbers
of patients being attended to. The
overuse of the machines sometimes
leads to breakdowns. Space is also a
constraint, especially when dialysis
machines in the county hospitals break
down or are inadequate.
To reduce the demand for dialysis
dependency, KNH, in collaboration
with partners, namely Novartis Pharma
and Hospital de Barcelona of Spain,
initiated the INTERLIFE Programme in
October 2009 with a view to improving
the kidney transplant systems and
the level of technological knowhow.
Since inception, the programme has
realised successful kidney transplants
in over 130 patients, nine of them being
children. The fee for a kidney transplant
at KNH is Sh500,000.
The INTERLIFE Programme is aimed
at improving the transplant system,
not only at KNH but also in the
country, through capacity building,
technological and skills transfer, and,
in the long run, building con dence
of patients in the Kenyan kidney
transplantation system. It was
initiated with a view to revamping
KNH as a centre of excellence in Kenya
on kidney transplant by improving
the transplant systems and the level
of technological knowhow.
KNH is also actively at the
forefront of training and continuing
professional development of renal
services providers, and has been
expanding the scope and quality of
nephrology care in the country. This
training of skilled renal manpower
will eventually decongest the KNH’s
renal unit. It is also aimed at achieving
better standards of renal care in the
country.
Through public-private
partnerships, the establishment of
the East Africa Kidney Institute and
the expansion of the Renal Unit, KNH
aims to build capacity, leading to
more kidney transplants.
Partnerships with private players to
enable more transplants
HAVEN OF HOPE
Linear Accelerator
(LINAC) machine
valued at over
Kshs250 million,
for the treatment
of cancer, in
additiontothetwo
Cobalt Machines
in use. KNH will
now treat about
50 more cancer
patients every day
from the current
150, following
installation of the
new machine.
The Cancer Treatment
Centre specialises in the
diagnosis,treatmentand
management of cancer
patients. It is the only
public cancer centre
providing radiotherapy,
chemotherapy and
nuclear medicine in the
country.
Radiotherapyinvolves
ionizing radiation,
generally as part of
cancer treatment, to
control or kill malignant
cells. Chemotherapy
usually refers to the use
of medicines or drugs to
treat cancer.
The Cancer Treatment
Centre and other cancer
units in KNH handle
between 3000- 4000
C
M
Y
CM
MY
CY
CMY
K
KNH.pdf 1 11/24/2016 5:43:03 PM

KNH has continued to receive a signi cant number of mothers seeking
antenatal and maternity services after the government in June 2013
decreed free maternal health care for all women in public health
facilities. This has resulted in maternal mortality reduction by over 30
per cent.
Theincreasednumbershavesubsequentlyledtoariseinthenumber
of neonates being attended to in the newborn unit to an average of
100 daily. The unit also receives an average of 10 new admissions per
day. The improvement of maternal health services has automatically
led to enhanced neonatal care, which equally supports the “Beyond
Zero Campaign”, whose objective is to raise awareness about the link
between good health and a strong nation, speci cally demonstrating
the importance of maternal, newborn and children’s health.
The hospital has also excelled in areas of research in HIV/AIDS and
Prevention of Mother to Child Transmission (PMTC), which have been
recognised by the World Health Organisation to being among the
best in Africa. The annual Vesico-Vaginal Fistula (VVF) Project, which
is organised in partnership with the Flying Doctors Society of Africa
and the Freedom from Fistula Foundation, has been a successful story
where thousands of women with Fistula have bene ted from free
treatment, completely transforming their lives.
stula surgery in order to reduce the biggest challenge in the country,
of the lack of specialists for repair of VVF cases.
The hospital additionally receives children with complicated
ailments. On average, 600 inpatients and 300 outpatients are attended
todaily.Onanannualbasis,KNHreceives10,000paediatricout-patients
More ICU beds expected to ease pressure
Critical care services are for critically
ill patients requiring life support care.
Currently, the Intensive Care Unit (ICU) has
21 beds, which is still inadequate, despite
being the biggest facility in the country.
These beds are always fully occupied,
patients require 1 ICU bed. Therefore, a
Hospital of KNH’s size should have at least
50 of these beds.
The neonatal intensive care unit
(NICU) cares for premature newborns
with extremely low birth weight, and
sick newborns with diagnoses ranging
from congenital anomalies to respiratory
distress. It currently has six incubators.
The neuro-intensive treatment area (NITA)
is a ve-bed establishment designed to
meet the needs of the neuro-medical and
neurosurgical patients who are critically
ill or with multisystem dysfunction.
Additional to critical care is the Cardiac
Intensive Monitoring Unit (CIMU),
currently with ve beds.
The numbers of ICU beds are set to rise
to 46 by mid this year. This will be a boost
in critical care services at the hospital.
hospitals to run ICU departments. This
is expected to ease pressure on KNH as
patients will be handled at the county
level.
PAEDIATRIC SERVICES
The KNH Nursing School was established in 1996 with the aim
house programmes in critical care and peri-operative nursing.
The School has grown and expanded and is currently
nursing, Nephrology nursing, Accident & Emergency, Neonatal
Enhancing Maternal and
Child health
and 50,000 paediatric in-patients,
with the latter staying on average
for two weeks. Given the available
capacity, this has led to a 120-150
per cent bed occupancy rate.
Among the future plans for
the hospital is the construction
of a 700-bed Public Paediatric
Hospital as a one-stop-shop for all
paediatric services at the hospital,
and the establishment of an In-
Vitro Fertilization (IVF) Centre in
conjunction with the University
of Nairobi as a centre of excellence
to deal with infertility issues that
cannot be addressed by medical
and surgical treatment.
Jubilee
Insurance
General
Manager,
Pensions
Mr. David
Ogega
donating
ten electric
beds, valued
at Ksh.3
million
to the
Paediatric
Cardiology
Ward on
13th April
2015.
NURSING SCHOOL
Focus on specialised Nursing training
CRITICAL CARE SERVICES
(Intensive Care Unit, Neonatal Intensive Care, Neuro Intensive Care Unit)
HAVEN OF HOPE
programme and short courses in nursing e.g Basic Life
Support/Advanced Cardiac Life Support.
It is worthy to note that the school has extended its
catchment area not only nationally but also across
East and Central Africa. It has admitted students
CONTINUED NEXT PAGE
leading to long waiting periods for
patients in need of vital care.
The Unit takes care of those patients
who are machine assisted in most of
the basic body functions. According to
the World Health Organisation, every 50
C
M
Y
CM
MY
CY
CMY
K
KNH.pdf 2 11/24/2016 5:43:04 PM

Patients in some parts of the country will no longer have to travel
from very far- ung areas around Kenya to access medical services
at the Kenyatta National Hospital. This is after a pilot Ksh10.2 million
e-diagnostic system was set up at the Kenyatta National Hospital and
the Machakos Level Five Hospitals, linking the two health facilities.
With the system, doctors at the two major hospitals are now able to
consult instantly via a video link.
KNH has established the e-consultation clinic or the so-called Tele-
medicine, with the assistance of the Ministry of Health on a pilot basis.
Upon successful testing, it will be rolled out across all the hospitals in
Kenya.
The Ministry of Health, German pharmaceutical MERCK and the
Nairobi and Machakos county governments have teamed up in a
bid to reduce patients crowding and stretching the national referral
facility even with cases that can be dealt with through telemedicine
procedures.
The system will enable doctors to reach more patients in rural areas
by eliminating distance and time barriers.This is a key milestone, with
cases of referrals expected to reduce signi cantly.
E-consultation key to
reaching more patients
TELEMEDICINE
Building on partnerships
& collaborations
Health care services are indeed expensive, and more so specialised
referral cases. We need to appreciate that few Governments can
provide adequate health care for its citizens without support from
individuals and private entities. With this realisation, KNH is clear on
the need to establish links with private sector players and individuals
who can help bridge our resource de cit.
KNH is now embarking on a process to facilitate public-private
partnerships (PPP). This structured framework is geared at mobilizing
resources from the private sector to facilitate service delivery. In a 21st
century economy, such a public institution will only manage to serve
its customers better through these mutually bene cial partnerships.
The hospital has signed a memorandum of understanding for
research, and provides facilities for training with both local and
international teaching institutions, as well as individuals and
governments
Development (AID) Division as a deliberate move to strengthen
collaborations and partnerships.
Cabinet Secretary for Health Dr Cleopa Mailu and the Old Mutual
Foundation Chairman Dr Peter Muthoka unveil the renovated
Accident and Emergency Centre on February 2, 2016. The
Centre was refurbished at a total cost of Ksh18.7 million by the
Foundation.
Refurbished KNH Accident and Emergency
Centre Unveiled
The Group Managing Director of Dalbit Petroleum Margaret
Mbaka and the KNH team are all smiles during the handover of
the refurbished state-of-the-art Children’s Ward 3A on January
27, 2016, that the rm renovated at a cost of Ksh.15 million
through the‘Adopt aWard’programme.
Boost in the Fight Against Gender BasedViolence
The Gender Based Violence Recovery Centre, whose renovation
was supported by the German Development Cooperation
throughtheSexualandGenderBasedViolenceNetworksProject,
was opened on December 8, 2015.
Family Bank Unveils Multi-Million Cancer
Children’s Playground
of the children playground facility at the Paediatric Oncoloyy
Ward on December 21, 2015. The playground was established at
a cost of Ksh4.3 million
Donation of CancerTreatment Equipment
The Classic 105 FM under the umbrella of the Radio Africa Group
donated cancer treatment equipment worth Ksh10 million. The
equipment were procured following a media campaign dubbed
“Maina’s 10 Million Mission”. The initiative was championed by
Maina Kageni, a renowned radio presenter.
Dalbit Group Hands Over Renovated PaediatricWard
HAVEN OF HOPE
from Rwanda, Zambia,Tanzania, Uganda and Namibia. More than 950
students having so far graduated from the School. It is also important
to note that all these programmes have been duly approved by the
Nursing Council of Kenya.
Focus on specialised Nursing training
FROM PREVIOUS PAGE
C
M
Y
CM
MY
CY
CMY
K
KNH.pdf 3 11/24/2016 5:43:05 PM
Canc
Israe
The Isr
of two
wasco
congre
and co
I9th Ju
Grou
The gr
Surgic
centre
Naush
equipp
C
M
Y
CM
MY
CY
CMY
K

nce
ation
ation
oject,
oloyy
ed at
Group
n. The
bbed
ed by
Articles by EVANS ONGWAE, eongwae@ke.nationmedia.com
MIRACULOUS: Baby Hope Odongo together with her parents
Lawrence andWinfrida during her rst birthday at KNH in August
2012. Hope weighed 400grams at birth, the lowest surviving
weight to have ever been reported in Kenya. The rare birth and
survival of Hope is a milestone in the provision of enhanced
maternal health care services at KNH. “I kept shedding tears
on seeing the child that I had given birth to,” said her mother
Winfrida, with a broad smile, symbolising special victory.
Baby Hope
Baby Satrin Osinya
Baby Satrin Osinya on April 10, 2014, after his discharge from the
hospital. Baby Satrin had gone through a delicate but successful
operation to remove a bullet lodged in his head following an
attack in a church in Mombasa in March 2015.
Fatuma Ibrahim
Fatuma
Ibrahim,
the patient
who was air-
lifted from
Wajir District
Hospital in
January 2016
with a knife
implanted in
the temporal
region, was all
smiles during
her discharge
from KNH after
undergoing
a successful
surgery that
removed the
knife. She
expressed
gratitude to
the multi-
disciplinary
team of
specialists that
was led by
maxillofacial
experts.
Cancer Survivor DanielMuriithigivinghistestimonial
and encourament during the
International Childhood Cancer
Day on February 15, 2016. He was
discharged from the KNH 16 years
ago after spending one-year stay at
the Paediatric CancerWard on cancer
treatment.
Years after his discharge, he
graduatedandearnedhimselfaplace
at a Public University, thereafter
launching several businesses. But
even as he set up his business
ventures, Daniel says he owes his
life to the KNH Children Cancer
Ward for taking care of him on all
matters, including his physical and
psychological needs as a patient.
Israel Embassy Support Paediatric OncologyWards
The Israeli Embassy has facilitated the renovation and equipping
of two KNH children’s ward at a cost of Ksh10 million. The project
wasco-sponsoredbyCrownPaint,Merskshipping,NairobiHebrew
congregation and women association among other individuals
and corporate institutions. The ward was handed over to KNH on
I9th June 2014 by the Honourable Avigdor Liberman, the Deputy
Nation Media Group Supports CancerTreatment
during the handover of the refurbished thyroid cancer isolation
ward at Kenyatta National Hospital at a cost of Ksh4.2 million.
The thyroid ward, which was opened on May 8, 2015, is the only
facility in Kenya where patients with cancer of the thyroid are
given iodine treatment regimen. The ward accommodates two
patients at a time during the ve day treatment period.
Enhanced Maternal and New Born Care
Her Excellency the First Lady Margaret Kenyatta unveiled the
refurbished New Born Unit on February 3, 2015. The unit was
a Kenya @50 legacy project funded and implemented by the
Safaricom Foundation at the cost of Ksh51 million to improve
quality health care for our mothers and newborns.
HAVEN OF HOPE
Benson Osinya, Satrin’s father, says he shall forever be indebted
to the KNH Neurosurgical team for their dedication in performing
the successful operation that saved his child’s life.
Ground Breaking For Surgical Day Care Centre
The ground breaking ceremony for the proposed “Zarina Merali
Surgical Day Care Centre” was held on December 17, 2015. The
centre is named in honour of Mrs Zarina Merali, the wife to Mr
Naushad Merali, who has co-sponsored the construction and
equipping of the facility.
C
M
Y
CM
MY
CY
CMY
K
KNH.pdf 4 11/24/2016 5:43:06 PM

Tunza Family Health Network
The Tunza Family Health Network is a health social
franchise launched in December 2008 with the aim of
improving the quality of health care for low income
and underserved populations in Kenya. Now in its’ 8th
year, the Tunza network has a membership of over 320
network clinics across 40 counties.
The private clinics within the Tunza network act as a
seamless component of the overall health care system,
playing a truly complimentary role in the delivery of
quality health care in Kenya. The Tunza network
contributes to a private sector that is well coordinated,
operating with harmonized service delivery quality
standards in a cost effective manner. The Tunza
franchise promises friendly, quick and affordable
services offered by qualified healthcare providers.
Family planning, with a focus on the more
cost-effective, long-term and reversible methods
namely
intrauterine devices (IUCDs) and implants was
Tunza’s flagship service. Over the years, PS Kenya has
integrated other services into the network; these
include Cervical Cancer Screening and Preventative
Treatment (CCS&PT), HIV Testing and Counseling
(HTC), HIV Care and Treatment, Integrated
Management of Childhood Illnesses (IMCI), and
Voluntary Male Medical Circumcision (VMMC),
SafeMotherhood, Tuberculosis, and Hypertension
screening & management.
A double pronged approach is taken in managing
Tunza, on the supply side, providers are equipped with
skills through training, subsidized commodities and
continuous support supervision to provide quality
services. Priority is placed on maintaining quality
and compliance with core principles—technical
competence; client safety; informed choice; privacy
and confidentiality; continuity of care; and quality
and consistency of data. Tunza supports providers
to holistically improve clinic quality through Safe-
Care International Health Standards - a certified,
step-wise quality improvement process. PS Kenya
also carries out business training and support to
equip Tunza providers with the necessary skills and
tools to enable them manage their facilities profit-
ably and hence a better return on their investment.
On the demand side, the Tunza network has a
dedicated Behavior Change Communications
(BCC) team of 210 community mobilizers referred
to as Tunza Mobilizers (TMs). Their mandate is to
create a robust and informed demand for the fran-
chise by mainly targeting women of reproductive
age individually or through small group sessions to
educate them on PS Kenya’s supported health areas
and refer them to franchised clinics. The Tunza
Mobilizers are recruited, trained and supervised by
PS Kenya staff. PS Kenya also carries out facility
branding to increase brand visibility and extensive
mass media communication to create awareness of
the franchise and drive traffic to Tunza health facil-
ities.
PS Kenya through the Tunza social franchise plans
to grow strategically in scale and scope in order to
continue serving vulnerable and low income popu-
lations in Kenya.
C
M
Y
CM
MY
CY
CMY
K
Tunza.pdf 1 10/17/2016 1:41:11 PM
T
C
M
Y
CM
MY
CY
CMY
K

To register for NHIF SupaCover, dial *263# on your phone, visit www.nhif.or.ke or go to your nearest NHIF branch or Huduma Centre.
www.nhif.or.ke
Be a health hero
for you & your family
500/-Ksh
FOR JUST
A MONTH
Out-Patient
Maternity package
In-Patient
Renal dialysis
Chronic illnesses covered
No age limits
C
M
Y
CM
MY
CY
CMY
K
Tunza.pdf 2 10/17/2016 1:41:12 PM

KENYA ASSOCIATION OF PRIVATE HOSPITALS
CHAIRMAN MESSAGE
Dr. Abdi Mohamed
KENYA ASSOCIATION OF
PRIVATE HOSPITALS
members are fast developing
digitized systems and workflows.
The association is determined to
get all the member hospitals
digitized across Kenya. Indeed,
members are committed to increase
efficiency and effectiveness in their
operations across the board.
Providing quality healthcare per excellence
It is my great pleasure to present the
Kenya Association of Private Hospi-
tals (KAPH), Kenya Healthcare Experi-
ence Publication. This publication
was necessitated by a felt need
within KAPH to have a publication
that has the ability to bring members
together to meaningfully engage
with other health sector players for
purposes of improving the health
status of Kenyans. KAPH is recog-
nized as a key stakeholder in the
Kenyan health sector and the most
ideal model for coordination of
private hospitals and facilitation of
their effective engagement within
the health sector.
This premier publication is indeed
focused on establishing a strong
foundation and subsequent
substantive KAPH engagement in
healthcare delivery throughout
Kenya. Through combined efforts of
the entire Membership, the Execu-
tive Board and the Secretariat, KAPH
is strategic placed to positively influ-
ence significantly the ongoing
implementation of the Universal
Health Coverage despite the many
challenges along the way.
KAPH is very fast moving towards
the establishment of an exceedingly
effective platform that is providing
opportunities for members to speak
with one voice, evidenced in
increased advocacy and in the
increased policy engagement across
the private hospitals fraternity, work-
ing in very close partnership with the
National Healthcare Insurance Fund
(NHIF).
In order to ensure that members are
well informed of health sector
policies, the association is continual-
ly increasing access to sector infor-
mation through production and
dissemination of key health sector
documents, posting key periodic
publications and reports on the
KAPH website. The same documents
are also periodically send to KAPH
members through mails and shared
during focused meetings, thus,
ensuring the membership is fully
engaged in key sector policy and
planning development, such as the
Health Sector Strategic and Invest-
ment plan III, among other docu-
ments.
KAPH is currently undergoing
changes to align its strategy, leader-
ship, and corporate image to mem-
ber’s perceived needs. The dynamic
nature of the environment within
which both individual and corporate
healthcare providers in Kenya
currently operate, demands KAPH
must learn to effectively respond in a
timely fashion, and in the best inter-
ests of its members. In essence,
KAPH is determined to streamline
healthcare delivery processes. This
should make it possible for members
to efficiently operate and manage
highly structured transactions by
applying content management prin-
ciples.
KAPH members are fast developing
digitized systems and workflows.The
association is determined to get all
the member hospitals digitized
across Kenya. Indeed, members are
committed to increase efficiency and
effectiveness in their operations
across the board.

The Kenya Association of Private Hospitals
Destination branding guide is KAPH’s top
priority in creating an information platform,
both in print and online, that would support
the Kenya Association of Private Hospitals
(KAPH), in achieving its core mandate. Indeed,
to publish a directory of all existing hospitals
goes a long way in empowering the KAPH
member hospitals as well as other potential
member association (in the health sector); to
diligently endeavor to always deliver quality
healthcare to all and sundry, throughout the
length and breathe of the Republic.
In close liaison with KAPH, Perception
Concepts Limited is to offer comprehensive
publishing services of the Destination brand-
ing guide; which should include publication
management and administration, advertising
sales, writing and editing, design and art
production; printing and distribution, in print
and electronic format. The KAPH partner in
this project is the Perception Concepts
Limited-a full-service agency with experienced
staff in marketing, advertising, public relations
customized strategic campaigns, that is known
for producing high level creativity, client
service, branding and image enhancement
campaign.
The Government acknowledges the fact that
good health is a prerequisite to socio-econom-
ic development and private healthcare is
critical. In this regard, the Kenya Association of
Private Hospitals (KAPH) -a Government-regis-
tered, national association of both medium
and small private hospitals and other allied
healthcare facilities- has its hospitals spread
across the length and breadth of Kenya, where
the majority of Kenyan population reside and is
determined to work with the Government to
deliver affordable quality healthcare, to all
Kenyans. As a general rule, to become a
member of KAPH, besides being registered,
one must be holding a current Kenya Medical
Practitioners and Dentist Board, operating
license. Indeed, it is an added advantage for a
healthcare facility to be accredited and
working with NIHF.
KAPH endeavours, at all times to provide
affordable quality healthcare to all Kenyans.
For this reason, it brings its members together
to effectively champion and accelerate the
provision of integrated and better quality
healthcare, irrespective of the location where
the population live, throughout Kenya. Above
all, the health of each individual patient who
comes through a KAPH Member facility doors,
is paramount at all times. It is no accident
therefore, that quality and prompt treatment
are the hallmark at all KAPH member health
facilities. Therefore, KAPH is going out of its
way, to bring together the efforts, talents and
resources of its members for purposes of
vigorously promote the delivery of accessible,
equitable quality healthcare, in urban, peri-ur-
ban and rural areas throughout the Republic;
that are all integrated into the National
Government and the Forty Seven (47) Counties
health development agendas.
KAPH is currently undergoing changes in a
concerted effort to align its strategy, leader-
ship, and corporate image to KAPH member’s
perceived needs. In retrospect it would like to
engage its members in establishing the unmet
needs not currently being addressed using the
KAPH plat form. The dynamic nature of the
environment within which both individual and
corporate healthcare providers in Kenya
currently operate, calls upon KAPH to develop
the ability to effectively respond in a timely
fashion, and in the best interests of its
members, both, in the short and long term
basis.
It is for this and many other reasons, the KAPH
Executive is appealing for its members to
provide list of opportunities that they would
wish to see KAPH exploited on their behalf, in
the present and in the future. With an effective
re-launched new Executive Committee at the
helm, and a fully-fledged Secretariat, KAPH is
indeed, making every effort to effectively play
a catalytic role in helping the Government,
bridge the enormous gap that exists between
preventive and curative healthcare services,
throughout the Republic of Kenya. Indeed,
KAPH members are ready and willing to lend a
helping hand through government appointed
ad-hoc committees and task forces, etc.
KAPH Executive is not only committed to move
and unite KAPH members beyond a narrow,
partisan focus, but also entering into a national
arena, where they will establish themselves in
helping Kenya in the transformation of its
healthcare system, in accordance with the
Government-stated health goals and aspira-
tions, guided by the Kenya Vision 2030.
KENYA ASSOCIATION OF
PRIVATE HOSPITAL
Executive is not only committed to
move and unite KAPH members
beyond a narrow, partisan focus, but
also entering into a national arena,
where they will establish themselves
in helping Kenya in the transforma-
tion of its healthcare system, in
accordance with the Govern-
ment-stated health goals and
aspirations, guided by the Kenya
Vision 2030.
KENYA ASSOCIATION OF PRIVATE HOSPITALS
CEO’S MESSAGE
Providing quality healthcare per excellence
18

Beyond Zero – Inside front cover
National Aids Control Council ................................................. 2
Kenyatta National Hospitals......................................................
10NHIF...................................................................................................
11
15Tunza Family Health Network ................................................
KAPH Chairman............................................................................
KAPH CEO......................................................................................
Prof Cheserem Bio .......................................................................
17
18
Kenya Red Cross ........................................................................... 21
22
Medical Board Chief (Daniel Yumbya CEO)........................ 23
Minister Of Health (Andrew Mulwa)..................................... 25
Project Manager............................................................................. 27
KTB Woo Partners........................................................................ 28
The National Hospital Cancer Treatment............................ 29
The Karen Hospital.......................................................................
Database At a glance Kenya......................................................
The World Bank.... .......................................................................
Dr. Njeri Mwaura Bio .................................................................
Kenya Medical Practitioners Board CEO.............................
31
33
37
39
41
The Technical University of Kenya......................................... 43
Expenditure..................................................................................... 44
The Technical University of Kenya.........................................
Dr. Wesley Too...............................................................................
45
47
Kabarak University........................................................................ 48
50
53
61
63
Sportpesa..........................................................................................
Mount Kenya University Prof. Simon Gicharu.................
A&K Global CEO...........................................................................
Nairobi Universitiy........................................................................
65Maasai Mara University..............................................................
76Moi UNiversity...............................................................................
79Egerton UNiversity........................................................................
80Commission For University Education (CUE).....................
82Africa Centre of Excellence........................................................
97Bed Bugs & Cimicosis..................................................................
97The Mater Hospital Services.....................................................
CONTENTS
PUBLISHER
Perception Concepts Limited
P.O.BOX 61600-00200,NAIROBI
Tel:+254-729 662 119/ 0703 199 701
Email: info@perceptionconcepts.co.ke
PROJECT MANAGER
Chrispus Muthiani
PROJECT LAYOUT &DESIGN
Joseph M. Kibiyi (mkibiyi@gmail.com)
BUSINESS DEVELOPMENT MANAGER
Dorothy Mwakisha
MARKETING MANAGER
John Muteti
Content Creator
Jackline Maina
THE TEAM

January - March 201329
Reach Out Issue No. 47
6

WE DO NOT REINVENT THE WHEEL,
We Reinvent Kenya Healthcare
Perceptions.
AFYATAP
www.afyatap.com

23
HEALTHCARE EXPERIENCE.
Prevention is better than cure
Healthcare globally is trending towards
prevention than cure. It is a cliché but it
makes a lot of sense. If we took our health
seriously, we would see an entire paradigm
shift in the health expenditure. Early detec-
tion and prevention would significantly
reduce the suffering as well as the overall
cost of healthcare. Our health sector has
declared margins which are published in
the annual reports of most large institu-
tions. Like every other sector, healthcare
also has its issues around increased costs,
high attrition, etc. We are trying to plough
back a lot of margins in continuously
upgrading the facilities and re-investing in
technology to bring the best possible care
to our patients.
The trend lines and KPIs are changing in
healthcare too. In most reputed hospitals in
the country, excellent medical care is
obviously a given fact, now the expectation
is to match the service standards of a hotel.
This new blend is very interesting, particu-
larly when you are trying to mix and match
talent of the workforce available. There is a
lot more emphasis on communication,
bedside manners and small talk to bring
about two human beings together during
the course of the treatment. Workshops and
seminars have been held in order to encour-
age recruiting and training people on this
aspect continuously to make hospitals
friendlier and to ensure that the patients as
well as the attendants who walk in are met
with ‘people first’ and it is one of the most
important pillars of care and compassion. It
is crucial that you connect first, the care and
compassion automatically follows.
Healthcare in Kenya has evolved over the
years and today we can boast of having a
robust healthcare system both in private
and public sectors. Government provides
free maternity care and there is the
overwhelming input by Her Excellency the
First Lady’s Beyond Zero Campaign to
reducing maternal and child mortality to
the people of Kenya which is commendable
and a tall order to maintain even in other
developed economies across the world.
Additionally the government has also
introduced a National Patients Act of 2013
that categorically gives the patient the carte
blanche to seek earnest the first right as
stipulated in the charter which is to access
health care; where health care shall include
promotive, preventive, curative, reproduc-
tive, rehabilitative and palliative care.
When Perceptions Concepts Limited was
formed our keen mission was analyze for
gaps and identify areas for feedback to
ensure that most of the chores we would
be given were meeting the needs of those
that it we designed to serve. Our key target
market were startups but when Kenya
Association of Private Hospitals gave the
task of producing a platform for the hospi-
tals in form of a directory we transformed
that idea into an organization focused on
helping to market Kenya as a compelling
ground for medical tourism rather than
solely providing a database of the practi-
tioners and facilities.
Medical tourism is defined as travel
outside one’s home place (mainly outside
one’s home country) in search of health-
care services along with a medical
package offered in a given destination. If
managed properly, it offers a development
opportunity not only for the entities
directly involved in the provision of
services to health-seeking tourists, but for
the whole region as well. This contributes
to the development of tourism and a
positive image of a given place as an
attractive locality for investors, residents
and tourists alike. As we start the journey
of publishing this premier guide by the
Kenya Association of Private Hospitals it’s
my hope that Kenyans can re-examine the
prayers of most healthcare practitioners:
the prayers that we can believe in them
that we can change our perceptions about
them and most importantly believe in the
healthcare system we have.
Finally I personally would like a higher
emphasis on prevention than cure, a more
significant movement to International
benchmarked standards, published
outcomes, more focus on service
standards, stronger connect with the
patients post so called ‘discharge’ which is
not acceptable in the concept of continu-
um of care, more investment in training
and technology and, last but not the least,
Kenya to not only deliver just better
healthcare, but a better healthcare experi-
ence.
By Chrispus Muthiani
Project Manager
A Kenya Association of Private Hospital
Prevention is better than cure,
a more significant movement to
International benchmarked
standards, published outcomes,
more focus on service standards,
stronger connect with the patients
post so called‘discharge’which is not
acceptable in the concept of
continuum of care, more investment
in training and technology and, last
but not the least, Kenya to not only
deliver
just better healthcare, but a
better healthcare experience.

A Kenya Association of Private Hospitals Publication 24
KTB WOO PARTNERS TO BOOST MEDICAL TOURISM
Kenya Tourism Board has partnered with A&K Global Health to
position Kenya as the choice destination for health tourism in
the region. With growth in technology, high quality & special-
ised medical practitioners and top of the range facilities and
accommodation in the country, many patients in in the East
African region are now opting to come into the country as it is
nearer home for the same medical treatment they seek abroad.
“The signing of this MOU is a step towards growing the number of
visitors coming into the country and growing the revenue contribu-
tion from medical tourism, which has great potential,” said KTBs
Managing Director Muriithi Ndegwa.
A&K Global Health Kenya has in the past couple of years been
working on bringing patients from five key regional countries
into Kenya for medical treatment. The patients, who mainly
travel on Kenya Airways, an A&K partner, are mainly drawn from
Burundi, Djibouti, Ethiopia, Rwanda and South Sudan and
mostly seek medical services that include vitro fertilisation (IVF),
open heart surgery, cancer treatment, kidney transplant, neuro-
logical disorders and diagnostics services among others.
It is estimated that the number of Africans leaving the continent
to seek medical services abroad spend an average of between
$20,000 to $40,000 (Ksh 184,000 to Ksh 368,000) per visit making
this a high revenue earning tourism product. In the MOU, A&K
Global Health Kenya, will seek to market the available medical
services, cost and state of hospitals in the country to potential
clients in neighbouring countries. This will include preparing
health packages from the local hospitals highlighting the key
needed medical procedures, wellness packages and diagnostic
procedures.
A&K Global Health Kenya will also be responsible for patient’s
logistics that includes the bookings for accommodation and
medical billing issues “We seek to connect patients to best health-
care options in the country, where they can evaluate the various
options of treatment, access a wider range of experts and the best
treatment at the lowest cost.” Said A&K Global Health Kenya,
National Director Stephen Masinde. A&K Global Health was
founded with a vision to improve health care access for global
patients.
MEDICAL TOURISM IMPLEMENTATION PLAN
Kenya’s Product Oﬀering and key competencies
- Kenya has 1700 doctors in key areas of specialization
- Fertility centers
- Orthopedic centers
- Hospitals with good facilities (Aga Khan, NBI hosp.
Kenyatta, Mater, Karen, st. Luke (Eldoret), MP Shah
- Partnership with KMA, to establish doctor’s credibility.
- Kenyatta has an MOU with Rwanda/Burundi
Competencies - Hospitals
- High end: 1st tier hospitals: AGKH NAIROBI, NAIROBI,
MATER hosp
- Mid End: 2nd Tier; AGKH KSM AND MSA, MPSHAH, NBI
WEST (Equipment e.g. CT Scan the best in EAC, ST.
LUKES
(Orthopedics), MEDIHILL (Medihill, IVF)
- Agha Khan USP: Cardiac, specialized machines)
- Kenyatta University and its hospital
Kenya’s key competencies- Speciﬁc Surgeries (Part
of Travel Packages)
- All aspects of orthopedics (General surgeries best in
Africa)
- OBGYN reduced time in theatre
- Cardiology
- Cardio-vascular
- Neurology
- Plastic surgery (Colboraphy, Silicon, breast reduction
and enlargement using own tissues)
- Urology
- Maxillofacial surgery
Wellness
- General wellness (Enashipai, Lake Bogoria)
The Joint Marketing & Promotion
- Online including Social Media
- Advertise in the East Africa Newspaper
- Africa 24TV
- BBC
- Foreign missions
- Citizen TV
- Nation media
- Medical conferences
- National medical associations
- Targeted medical camps
- Road shows targeting hospitals
- Partnerships with airlines
- Medical brochure
- Banks (equity, KCB, BoA)
- Target insurance companies (UAP, AAR)
- Target corporate
- Target NHIF for EAC countries
- MKTE Travel expo
Geographic Scope
- Core markets:
- EAC countries (Uganda, Ethiopia, Tanzania)
- Nigeria
- DRC
- Development markets
- Somaliland

What eﬀort is the Ministry of
health, Makueni County doing
to make health insurance
known to their people?
Hon. Andrew Mulwa: The Nation-
al Health Insurance Fund (NHIF)
as an entity is established under
laws of Kenya to be the national
health insurance of choice for
Kenyans. NHIF basically covers
the employed as well as the
unemployed. In public health
facilities, NHIF is able to cover
100% of outpatient and inpatient
services. In Makueni county
anyone who has NHIF is not
charged anything, whether surgi-
cal operative, lab, radiological
investigative or admissions are
not charged anything. NHIF is the
statutory insurance of choice. The
coverage of NHIF countrywide is
about 18-20 % specifically in
Makueni 17% of the population is
covered by NHIF. The county
government recognizes that, in
order to achieve the sustainable
development goals that were
passed by the United Nations
general assembly in 2015, the
issue of universal health coverage
is at the center stage to the over-
all achievement of the sustain-
able development goals. As a
county government, we have
close collaboration with the
National government.
Since the county was devolved
we have been thinking of the
whole issue of the journey to
universal health coverage. This is
at very tentative stages. We are
designing a program and the
national government has already
secured a loan from the JAICA.
The World Bank is very keen on
this to scale up the number of
people or the population that is
covered by any form of insurance.
This program, will it cover the
vulnerable people?
Hon. Andrew Mulwa: he elderly
and vulnerable people program
run by the Ministry of social
services, The National Ministry of
health and the World Bank are
covering about 2000 vulnerable
households per county under
NHIF. Which is a substitute
program.We recognize it as an
effort the central government is
doing. Here at Makueni County,
we take the issue of social health
insurance very seriously because
we know that about 22% of
Kenyans who get sick end up
getting impoverished due to
hospital bills. There are other
programs that have cushioned
the other population like the free
Jubilee primary health care, rural
health centers and dispensaries
are free.
From the last quarter of this year,
Makueni County started a pilot
program that covers everyone
over 65 years that are not covered
by NHIF or any form of insurance.
That means any person who is
over 65 years can walk in any
public health facility and get
treatment free of charge. We
recognize this as a journey
towards Universal health cover-
age with the aim of starting a
community social health insur-
ance fund. We are looking to
cover the whole population of
Makueni so by end of July people
will be able to access healthcare
with no out of the pocket expen-
diture.
How will this work?
Hon. Andrew Mulwa: We are
going to organize the communi-
ties to pay a membership fee at
the community level and this
fund will create a community
social health care fund. This will
make the community self-sus-
tainable.
How many public health
centers are there in Makueni
County?
Hon. Andrew Mulwa: We have 9
Public health centers. Our private
healthcare facilities coverage is
low, it is under 3%
Is your ministry providing any
sustainable health education to
the youths?
INTERVIEW WITH MAKUENI
Minister of Health
Andrew Mulwa
When Dr. Andrew Mulwa took over Chair-Council of Governors Health Caucuses, he pledged to move forward on
reducing health inequalities within the Kenya. We asked him, about the overall situation in Makueni County and
the whole country as a whole, about what he considers to be the most urgent policy priorities, and about his
expectations from the other county Ministers of Health.
What eﬀort is the Ministry of
health, Makueni County doing
to make health insurance
known to their people?
Hon. Andrew Mulwa: The Nation-
al Health Insurance Fund (NHIF)
as an entity is established under
laws of Kenya to be the national
health insurance of choice for
Kenyans. NHIF basically covers
the employed as well as the
unemployed. In public health
facilities, NHIF is able to cover
100% of outpatient and inpatient
services. In Makueni county
anyone who has NHIF is not
charged anything, whether surgi-
cal operative, lab, radiological
investigative or admissions are
not charged anything. NHIF is the
statutory insurance of choice. The
coverage of NHIF countrywide is
about 18-20 % specifically in
Makueni 17% of the population is
covered by NHIF. The county
government recognizes that, in
order to achieve the sustainable
development goals that were
passed by the United Nations
general assembly in 2015, the
issue of universal health coverage
is at the center stage to the over-
all achievement of the sustain-
able development goals. As a
county government, we have
close collaboration with the
National government.
Since the county was devolved
we have been thinking of the
whole issue of the journey to
universal health coverage. This is
at very tentative stages. We are
designing a program and the
national government has already
secured a loan from the JAICA.
The World Bank is very keen on
this to scale up the number of
people or the population that is
covered by any form of insurance.
This program, will it cover the
vulnerable people?
Hon. Andrew Mulwa: he elderly
and vulnerable people program
run by the Ministry of social
services, The National Ministry of
health and the World Bank are
covering about 2000 vulnerable
households per county under
NHIF. Which is a substitute
program.We recognize it as an
effort the central government is
doing. Here at Makueni County,
we take the issue of social health
insurance very seriously because
we know that about 22% of
Kenyans who get sick end up
getting impoverished due to
hospital bills. There are other
programs that have cushioned
the other population like the free
Jubilee primary health care, rural
health centers and dispensaries
are free.
From the last quarter of this year,
Makueni County started a pilot
program that covers everyone
over 65 years that are not covered
by NHIF or any form of insurance.
That means any person who is
over 65 years can walk in any
public health facility and get
treatment free of charge. We
recognize this as a journey
towards Universal health cover-
age with the aim of starting a
community social health insur-
ance fund. We are looking to
cover the whole population of
Makueni so by end of July people
will be able to access healthcare
with no out of the pocket expen-
diture.
How will this work?
Hon. Andrew Mulwa: We are
going to organize the communi-
ties to pay a membership fee at
the community level and this
fund will create a community
social health care fund. This will
make the community self-sus-
tainable.
How many public health
centers are there in Makueni
County?
Hon. Andrew Mulwa: We have 9
Public health centers. Our private
healthcare facilities coverage is
low, it is under 3%
Is your ministry providing any
sustainable health education to
the youths?

d
e.
is
y
et
e
y
r-
a
r-
o
of
e
e
n-
e
i-
at
is
y
ll
s-
h
ni
9
e
is
y
o
Hon. Andrew Mulwa: We have
youth-friendly activities and
services in public hospitals but of
course we know most youths are
school going and we believe
school is where health and repro-
ductive messages should be
passed. So we have a program
that targets the youths in school.
The First Lady of Makueni runs a
sanitary towels program that
touches on the girls which has a
health impact; we also have an
aggressive school health program
with a county coordinator that
touches school going programs in
upper primary and high school.
Have you penetrated much to
the non-school going youths?
Hon. Andrew Mulwa: We may not
have penetrated enough this
group because the youths are
hard to reach out. They are not
readily available, we reach out to
them through the Gender and
Social services department which
we integrate ourselves in. We
target sports leagues, county foot-
ball tournaments. So to target the
youth we use other activities to
reach out to them.
How prepared is Makueni
County for health emergencies
and outbreaks?
Hon. Andrew Mulwa: Here in
Makueni we are very keen in
surveillance, as the minister all
surveillance reports come to me. It
gets the highest commitment.
Early detection is the first thing
and we have a surveillance team,
disaster management and contin-
gency teams that are always
ready.
Apart from the public hospitals
do you have special health insti-
tutes for example AIDS or
Diabetes?
Hon. Andrew Mulwa: fThe global
approach is to integrate. Simply
the more we integrate the better
we utilize these facilities. The
health system should look at the
patient in totality, for example, the
doctor who treats an HIV patient
can be able to recognize any other
disease and be able to treat it
instead of referring the patient to
another hospital. We can establish
what we call centers of excellence,
For example, we are trying to
make Makueni Hospital as a
center of excellence for Maternal
Healthcare so if you have maternal
and child health issues you are
able to come to Makueni. We are
also trying to make Makindu a
center of excellence for trauma
management. We are building the
concept of centers of excellence
instead of institutes that deal with
a particular thing.
How many ambulances does
Makueni County have?
Hon. Andrew Mulwa: We had like 5
ambulances before we came in as
county government. When we
came in we decide to acquire 12
ambulances which are communi-
ty-based referral ambulance
system that deals with the com-
munity so that each sub-county
has 2 ambulances. The interna-
tional standards require that 1
ambulance should serve 50,000
people so with a population of
about 1 million, we require 20
ambulances. With 12 ambulances
we are probably three-quarter
way. There is a toll-free call center
and they are able to locate the
ambulance in the nearest public
facility.
All our hospitals have ambulances
but we are focused more on the
community-based ambulances
because once we depend on the
hospital ambulances some people
will never get the facility because
of the large population.
In regards to healthcare in
Makueni County how are other
counties coping up?
Hon. Andrew Mulwa: I have an
advantage of having worked for
the ministry of health particularly
in Makueni. I did not have time to
look into health problems of
Makueni. I was fixing known prob-
lems.There are other counties that
have done better than Makueni
but we are balanced. The biggest
challenge has been health care
financing.
Agriculture plays the greatest
role in the country; tourism and
health come second, how does
the health sector collaborate
with the agriculture sector?
Hon. Andrew Mulwa: : Quality of
food produced has an effect to
health-how food is handled has an
effect on health. We work in
collaboration with the health
department because agriculture is
the backbone of our economy.
The thing is that as long as Kenya
relies on rainfall agriculture, then
undernutrition and malnutrition is
here with us to stay. We can do
irrigation farming in order to start
cracking the issue of malnutrition.
Lastly, how would you honestly
rate your performance in the
health sector compared to other
counties?
Hon. Andrew Mulwa: From my
own perspective, we have given it
our best. Where lobbying advoca-
cy is needed like budgeting, we
get 30% of the county budget to
the health sector, we exercise due
diligence in terms of expenditure
and employee satisfaction. This is
the only county that health work-
ers have never gone on strike
neither have they ever threatened
with a strike notice because they
are able to feel that they belong
here. I was the only doctor then
but right now we have 25 doctors.
If your guess is as good as mine
that is to mean that we are 25
times better than we were before.
n
d
Hon. Andrew Mulwa: We have
youth-friendly activities and
services in public hospitals but of
course we know most youths are
school going and we believe
school is where health and repro-
ductive messages should be
passed. So we have a program
that targets the youths in school.
The First Lady of Makueni runs a
sanitary towels program that
touches on the girls which has a
health impact; we also have an
aggressive school health program
with a county coordinator that
touches school going programs in
upper primary and high school.
Have you penetrated much to
the non-school going youths?
Hon. Andrew Mulwa: We may not
have penetrated enough this
group because the youths are
hard to reach out. They are not
readily available, we reach out to
them through the Gender and
Social services department which
we integrate ourselves in. We
target sports leagues, county foot-
ball tournaments. So to target the
youth we use other activities to
reach out to them.
How prepared is Makueni
County for health emergencies
and outbreaks?
Hon. Andrew Mulwa: Here in
Makueni we are very keen in
surveillance, as the minister all
surveillance reports come to me. It
gets the highest commitment.
Early detection is the first thing
and we have a surveillance team,
disaster management and contin-
gency teams that are always
ready.
Apart from the public hospitals
do you have special health insti-
tutes for example AIDS or
Diabetes?
Hon. Andrew Mulwa: fThe global
approach is to integrate. Simply
the more we integrate the better
we utilize these facilities. The
health system should look at the
patient in totality, for example, the
doctor who treats an HIV patient
can be able to recognize any other
disease and be able to treat it
instead of referring the patient to
another hospital. We can establish
what we call centers of excellence,
For example, we are trying to
make Makueni Hospital as a
center of excellence for Maternal
Healthcare so if you have maternal
and child health issues you are
able to come to Makueni. We are
also trying to make Makindu a
center of excellence for trauma
management. We are building the
concept of centers of excellence
instead of institutes that deal with
a particular thing.
How many ambulances does
Makueni County have?
Hon. Andrew Mulwa: We had like 5
ambulances before we came in as
county government. When we
came in we decide to acquire 12
ambulances which are communi-
ty-based referral ambulance
system that deals with the com-
munity so that each sub-county
has 2 ambulances. The interna-
tional standards require that 1
ambulance should serve 50,000
people so with a population of
about 1 million, we require 20
ambulances. With 12 ambulances
we are probably three-quarter
way. There is a toll-free call center
and they are able to locate the
ambulance in the nearest public
facility.
All our hospitals have ambulances
but we are focused more on the
community-based ambulances
because once we depend on the
hospital ambulances some people
will never get the facility because
of the large population.
In regards to healthcare in
Makueni County how are other
counties coping up?
Hon. Andrew Mulwa: I have an
advantage of having worked for
the ministry of health particularly
in Makueni. I did not have time to
look into health problems of
Makueni. I was fixing known prob-
lems.There are other counties that
have done better than Makueni
but we are balanced. The biggest
challenge has been health care
financing.
Agriculture plays the greatest
role in the country; tourism and
health come second, how does
the health sector collaborate
with the agriculture sector?
Hon. Andrew Mulwa: : Quality of
food produced has an effect to
health-how food is handled has an
effect on health. We work in
collaboration with the health
department because agriculture is
the backbone of our economy.
The thing is that as long as Kenya
relies on rainfall agriculture, then
undernutrition and malnutrition is
here with us to stay. We can do
irrigation farming in order to start
cracking the issue of malnutrition.
Lastly, how would you honestly
rate your performance in the
health sector compared to other
counties?
Hon. Andrew Mulwa: From my
own perspective, we have given it
our best. Where lobbying advoca-
cy is needed like budgeting, we
get 30% of the county budget to
the health sector, we exercise due
diligence in terms of expenditure
and employee satisfaction. This is
the only county that health work-
ers have never gone on strike
neither have they ever threatened
with a strike notice because they
are able to feel that they belong
here. I was the only doctor then
but right now we have 25 doctors.
If your guess is as good as mine
that is to mean that we are 25
times better than we were before.

In brief, who is Mr. Daniel Yumbya?
I am the CEO of the Kenya Medical Practitioners
and Dentists Board; I have been on this board
for a while. I also chair the Finance committee
from The Association of Medical Councils of
Africa (AMCOA), which is an organization that
brings in 24 countries in Africa and both
councils in the 21 partner’s team. The Northern
region has no representation for now. Prof.
Magoha is the current president of that organi-
zation. I have been the chair of the finance
committee for the last 10 years.
That is a good record of accomplish-
ments.Tell us more about the other associa-
tions you are in charge.
This year in January, I was appointed a member
of the management committee of the IAMLA
(originally known as the International Associa-
tion of Medical Licensing Authorities [IAMLA])
International Association of Medical Regulatory
Authority. This brings in over 40 countries and
100 organizations together in order to create a
relevant, effective medical regulatory system
that can address the dynamics of global and
rapidly changing medical practice environ-
ments, technologies and health care delivery
systems.
How many people have you fired? How do
you go about it?
I have not fired any in the organization. Howev-
er, we have deregistered one doctor due to
medical malpractice.
If I called a member of your current staff and
asked them to tell me about you, what would
they say?
Am sure they would say that I am a stickler to
details with a photographic memory who
leaves nothing to chance.
So AMCOA is headed in Pretoria.
AMCOA is in Africa and IAMRA is in the US. They
both play almost equal roles but in different
demographics with AMCOA solely focused on
the African continent while IAMRA is on the
international stage. For instance in AMCOA
where there’s indiscipline from an HCP from
one country we exchange and we benchmark
to see what can be done and hence similarly
the same can be applied to other similar
boards.
How do you ensure your organization
delivers the best care, for every patient and
practitioner, every time?
This is no mean task. It is quite a challenging
task as it involves not just the Board, but other
stakeholders. We are just a single piece in this
jig-saw puzzle called healthcare in Kenya.
Nonetheless, the Board is mandated by the
Medical Practitioners and Dentists Act (CAP
253) to regulate the training, practice and
licensing of medical practitioners in Kenya. In
addition, we also take into account the
principles espoused
in the Constitution of Kenya (2010). Therefore
we work within the legal framework that is
provided for us. We do our best to ensure that
standards in institutions are at their best; we do
our best to ensure that the doctors produced
by our institutions are not only of high technical
capability but also of high moral standing; we
do our best to give redress to patients that have
been wronged by practitioners or institutions.
So you have a database and you can share
this information amongst board members?
Yes, of course, we can share this information
amongst us. If a doctor is de-licensed from a
member state the information is availed hence
baring the same HCP from practicing in another
state. Kenya is a strong regulator in the Eastern
African region with our record of accomplish-
ment bettered only by South Africa in terms of
regulation and terms of policy documents.
What are the policies of regulation? Do we
have a code of professional conduct for
doctors? Is it on the website?
Yes! Do we have guidelines for these charges for
these doctors and is it available? Yes! Do we
have patient in the right channel and is it on the
website? Yes! These are some of the things we
fight for. In fact, we have a database for each
doctor in the country.These are some of the
things we have been able to showcase and say
this is where we are and our neighbors are
learning from us.
What are your short-term and long-term
objectives in Medical Board?
Firstly, our long-term objective was building
the headquarters for the board (we have
already achieved). Secondly, another strategy is
to strengthen the secretariat. Some posts aren’t
filled in, in terms of operations. We are looking
at strengthening the inspectorate departments
by getting county offices, vehicles, dedicated
officers in the countryside so inspections can
be continuous.
So you can at least say you have officers in
the 47 counties in the republic.
Yes, that is a long-term strategy but in the short
term is to get the country to solve, get quick
feet. Like we have an office in Kilifi, Meru,
Kakamega where we are sharing with the other
board of councils in terms of patient safety kind
of project. So those offices will be used as a pilot
project for us to move to the next level.
How did you find yourself in this industry?
I think I have a passion for regulation. I aspired
to be a District commissioner but unfortunate-
ly, I became a DO 1. I found myself in the
ministry of health by being seconded to; I was a
personal assistant to the then minister of health
who was the former retiree General Mulinge.
When the Late. Rtd. Gen Mulinge left the forces
he went to work in the ministry of lands. During
his tenure there, I became his personal
assistant. When he moved to the ministry of
health, he likewise moved along with some of
Monitoring the profession:
An interview with Medical Board Chief
Daniel Yumbya
MoremedicalboardsarecrackingdownonHCPsmisconduct,andtheyareconcernedthatsomemedicalschoolgraduatesarecomingfromquestion-
able international schools. For most doctors, the term “medical board" probably conjures up images of a physician being disciplined. However,
medical board officials want doctors to know that the boards also license physicians, promote quality care and protect patients and the profession.
The Kenya Medical Practitioners and Dentists Boards is a key player in helping to regulate the training, practice and licensing of medicine & dentistry
and healthcare institutions that include private & mission hospitals, medical, dental centers & clinics, nursing and maternity homes and standalone
funeral homes. Mr. Daniel Yumbya, CEO of the Kenya Medical Practitioners and Dentists Board, explains why he believes his organization's is doing
well in regulation healthcare practice in Kenya.
In brief, who is Mr. Daniel Yumbya?
I am the CEO of the Kenya Medical Practitioners
and Dentists Board; I have been on this board
for a while. I also chair the Finance committee
from The Association of Medical Councils of
Africa (AMCOA), which is an organization that
brings in 24 countries in Africa and both
councils in the 21 partner’s team. The Northern
region has no representation for now. Prof.
Magoha is the current president of that organi-
zation. I have been the chair of the finance
committee for the last 10 years.
That is a good record of accomplish-
ments.Tell us more about the other associa-
tions you are in charge.
This year in January, I was appointed a member
of the management committee of the IAMLA
(originally known as the International Associa-
tion of Medical Licensing Authorities [IAMLA])
International Association of Medical Regulatory
Authority. This brings in over 40 countries and
100 organizations together in order to create a
relevant, effective medical regulatory system
that can address the dynamics of global and
rapidly changing medical practice environ-
ments, technologies and health care delivery
systems.
How many people have you fired? How do
you go about it?
I have not fired any in the organization. Howev-
er, we have deregistered one doctor due to
medical malpractice.
If I called a member of your current staff and
asked them to tell me about you, what would
they say?
Am sure they would say that I am a stickler to
details with a photographic memory who
leaves nothing to chance.
So AMCOA is headed in Pretoria.
AMCOA is in Africa and IAMRA is in the US. They
both play almost equal roles but in different
demographics with AMCOA solely focused on
the African continent while IAMRA is on the
international stage. For instance in AMCOA
where there’s indiscipline from an HCP from
one country we exchange and we benchmark
to see what can be done and hence similarly
the same can be applied to other similar
boards.
How do you ensure your organization
delivers the best care, for every patient and
practitioner, every time?
This is no mean task. It is quite a challenging
task as it involves not just the Board, but other
stakeholders. We are just a single piece in this
jig-saw puzzle called healthcare in Kenya.
Nonetheless, the Board is mandated by the
Medical Practitioners and Dentists Act (CAP
253) to regulate the training, practice and
licensing of medical practitioners in Kenya. In
addition, we also take into account the
principles espoused
in the Constitution of Kenya (2010). Therefore
we work within the legal framework that is
provided for us. We do our best to ensure that
standards in institutions are at their best; we do
our best to ensure that the doctors produced
by our institutions are not only of high technical
capability but also of high moral standing; we
do our best to give redress to patients that have
been wronged by practitioners or institutions.
So you have a database and you can share
this information amongst board members?
Yes, of course, we can share this information
amongst us. If a doctor is de-licensed from a
member state the information is availed hence
baring the same HCP from practicing in another
state. Kenya is a strong regulator in the Eastern
African region with our record of accomplish-
ment bettered only by South Africa in terms of
regulation and terms of policy documents.
What are the policies of regulation? Do we
have a code of professional conduct for
doctors? Is it on the website?
Yes! Do we have guidelines for these charges for
these doctors and is it available? Yes! Do we
have patient in the right channel and is it on the
website? Yes! These are some of the things we
fight for. In fact, we have a database for each
doctor in the country.These are some of the
things we have been able to showcase and say
this is where we are and our neighbors are
learning from us.
What are your short-term and long-term
objectives in Medical Board?
Firstly, our long-term objective was building
the headquarters for the board (we have
already achieved). Secondly, another strategy is
to strengthen the secretariat. Some posts aren’t
filled in, in terms of operations. We are looking
at strengthening the inspectorate departments
by getting county offices, vehicles, dedicated
officers in the countryside so inspections can
be continuous.
So you can at least say you have officers in
the 47 counties in the republic.
Yes, that is a long-term strategy but in the short
term is to get the country to solve, get quick
feet. Like we have an office in Kilifi, Meru,
Kakamega where we are sharing with the other
board of councils in terms of patient safety kind
of project. So those offices will be used as a pilot
project for us to move to the next level.
How did you find yourself in this industry?
I think I have a passion for regulation. I aspired
to be a District commissioner but unfortunate-
ly, I became a DO 1. I found myself in the
ministry of health by being seconded to; I was a
personal assistant to the then minister of health
who was the former retiree General Mulinge.
When the Late. Rtd. Gen Mulinge left the forces
he went to work in the ministry of lands. During
his tenure there, I became his personal
assistant. When he moved to the ministry of
health, he likewise moved along with some of

or
we
he
we
ch
he
ay
re
m
ng
ve
is
n’t
ng
nts
ed
an
in
ort
ck
ru,
er
nd
ot
ed
e-
he
s a
th
ge.
es
ng
nal
of
of
on-
ver,
on.
stry
one
ing
his team. When the late General Mulinge left, I
was left in charge of the protocol department.
Then with time, the board started and well it
was a case of being at the right place at the
right time. It started in a two-roomed office, in
Afya house.
How do you ensure your organization is
keeping up with the continual advances in
medical technology?
We are continuously engaging in innovations
in using ICT to improve on our service delivery.
Our latest is iCare which is a tool to assist the
public in
verifying the authenticity of doctors and
health facilities. We are also moving our
services online to keep inline with the advanc-
es in improved service delivery.
What do you do when trying to solve a
problem and you are confronted with
contradictory information?
Facts never change! I stay cool calm and
collected. I stand by the truth which is the
guiding principle
Before you moved here, where were your
offices?
Same building. We bought this property as a
residential house but turned into an office
block. We never moved out.
We are looking at Kenya becoming a health-
care experience (medical Tourism Hub). Do
you think its viable here?
What we have done as a board to forge
forward, we have developed regulations to
allow for doctors and health institutions to
advertise that they are coming. Now hospitals
can say what they offer and available and now
the consumer can know what they can get
here and its cost. We have developed a legal
framework for job tax-free charges or services
for a procedure which is available on our
website. We have given hospitals and institu-
tions the right to advertise. We want people to
say what specific services they offer.
There is the issue of quack HCPs like the
case in the media currently (Melly Richard),
how are you handling it?
That is news; it depends on how it evolves. We
have developed a shortcode: you send a name
or two of a practitioner to 20547. Once you
send the message to our system, the system
will generate a response and that is to fight the
so-called quacks. Some were caught up at the
application level because they only applied
and they never got a report coming forward. If
there’s no report, you can’t get employed.
Some have been arrested during interviews
because they don’t have any report. It is
difficult to get into the field. We have formed
I-Care an application that we use so the public
can tell the difference between real and fake
doctors.
what can we do as a nation also to fight out
the bad image Kenya faces in the interna-
tional stage especially concerning cost of
some procedures?.
I told you as a board, we have regulated the
costs; we have developed doctor fee charges.
We have benchmarked and done procedure
costs where there are minimum and maximum
charges. The procedure at Nairobi hospital, the
cost will be the same as far as the board is
concerned but will range between urban and
rural areas. We have controlled the minimum
and the maximum.
How do you demonstrate the value of the
services you deliver to the various constitu-
encies: business, government, insurers,
practitioners, and patients?
The Board is in constant engagement with
various players. Sometimes it is on a bilateral
basis but sometimes we do this through
multilateral platforms. Without a regulatory
body, players would be left to their own
devices to do what they want and when they
want. Therefore our value is seen through the
fact that we come to create a sense of equilibri-
um between the push and pull factors
(between business, government, insurers,
practitioners, and patients) that influence
healthcare delivery in Kenya.
Tell us about a high-level innovative
idea/change that you implemented. Was it
successful?
We have recently gazetted new Rules to
improve the practice in Kenya. They are
Advertisement, Fitness to Practice, Profession-
al Fees and Medical Camp Rules. I have also
ensured successful construction of the New
MPDB Office complex which is a big milestone
in operationalizing our activities.
his team. When the late General Mulinge left, I
was left in charge of the protocol department.
Then with time, the board started and well it
was a case of being at the right place at the
right time. It started in a two-roomed office, in
Afya house.
How do you ensure your organization is
keeping up with the continual advances in
medical technology?
We are continuously engaging in innovations
in using ICT to improve on our service delivery.
Our latest is iCare which is a tool to assist the
public in
verifying the authenticity of doctors and
health facilities. We are also moving our
services online to keep inline with the advanc-
es in improved service delivery.
What do you do when trying to solve a
problem and you are confronted with
contradictory information?
Facts never change! I stay cool calm and
collected. I stand by the truth which is the
guiding principle
Before you moved here, where were your
offices?
Same building. We bought this property as a
residential house but turned into an office
block. We never moved out.
We are looking at Kenya becoming a health-
care experience (medical Tourism Hub). Do
you think its viable here?
What we have done as a board to forge
forward, we have developed regulations to
allow for doctors and health institutions to
advertise that they are coming. Now hospitals
can say what they offer and available and now
the consumer can know what they can get
here and its cost. We have developed a legal
framework for job tax-free charges or services
for a procedure which is available on our
website. We have given hospitals and institu-
tions the right to advertise. We want people to
say what specific services they offer.
There is the issue of quack HCPs like the
case in the media currently (Melly Richard),
how are you handling it?
That is news; it depends on how it evolves. We
have developed a shortcode: you send a name
or two of a practitioner to 20547. Once you
send the message to our system, the system
will generate a response and that is to fight the
so-called quacks. Some were caught up at the
application level because they only applied
and they never got a report coming forward. If
there’s no report, you can’t get employed.
Some have been arrested during interviews
because they don’t have any report. It is
difficult to get into the field. We have formed
I-Care an application that we use so the public
can tell the difference between real and fake
doctors.
what can we do as a nation also to fight out
the bad image Kenya faces in the interna-
tional stage especially concerning cost of
some procedures?.
I told you as a board, we have regulated the
costs; we have developed doctor fee charges.
We have benchmarked and done procedure
costs where there are minimum and maximum
charges. The procedure at Nairobi hospital, the
cost will be the same as far as the board is
concerned but will range between urban and
rural areas. We have controlled the minimum
and the maximum.
How do you demonstrate the value of the
services you deliver to the various constitu-
encies: business, government, insurers,
practitioners, and patients?
The Board is in constant engagement with
various players. Sometimes it is on a bilateral
basis but sometimes we do this through
multilateral platforms. Without a regulatory
body, players would be left to their own
devices to do what they want and when they
want. Therefore our value is seen through the
fact that we come to create a sense of equilibri-
um between the push and pull factors
(between business, government, insurers,
practitioners, and patients) that influence
healthcare delivery in Kenya.
Tell us about a high-level innovative
idea/change that you implemented. Was it
successful?
We have recently gazetted new Rules to
improve the practice in Kenya. They are
Advertisement, Fitness to Practice, Profession-
al Fees and Medical Camp Rules. I have also
ensured successful construction of the New
MPDB Office complex which is a big milestone
in operationalizing our activities.

Kenya Healthcare Experience

Recommended

Recommended

More Related Content

What's hot

What's hot (20)

Similar to Kenya Healthcare Experience

Similar to Kenya Healthcare Experience (20)

Recently uploaded

Recently uploaded (20)

Kenya Healthcare Experience