Presentation on Day 2 of the First National Conference on Health Leadership, Management and Governance

1. F i r s t N a t i o n a l C o n f e re n c e o n
Health Leadership
January 29 – February 1, 2013
Intercontinental Hotel, Nairobi
Resource mobilisation for hospitals and
h e a l t h c a r e f a c i l i t i e s b y D r. S a m T h e n y a

2. Background Information
Founded : 2001
Services: Healthcare, Gender Based Violence (GBV) & healthcare
waste management and healthcare education
Branches: Hurlingham (2001), Adams (2009), Ongata Rongai (2011),
Kitengela, Kiambu (pharmacy), Eastleigh & Nakuru (2012)
Vision: We are trusted with the healthcare of our women in Africa
Mission: With passion we deliver healthcare
Shared purpose:
We care for and protect the health of our women in Africa

3. Mobilising funds to start the NWH/GVRC
• Family, Friends & Fools
• Angel investing
2001:
Hurlingham
branch

4. Why NWH/GVRC decided to source for external funding:
• The need to upgrade existing services to acceptable standards
and introduce new services
- Products expansion – Mobile services, ICU, CT scans, Renal
units, histology lab
• The desire to expand to take healthcare closer to the people
- Physical expansion – Adams, Ongata Rongai, Kitengela,
Eastleigh, Nakuru
•Strained internal financial capacity due to free GBV services
Mobile mamo van,
Nakuru & Ongata
Rongai branches

5. Funding strategies and sources:
• International private equity funding – Aureos Kenya
Expansion funding
• Private-Public Partnerships (PPPs) – GIZ
Projects include: change management/strategy alignment
capacity building support, establishing of hospital waste
management according to NEMA, Emergency Response
GBV/SRH and MCH Project
• Strategic partnerships with banks, suppliers and other key
partners – BOA, NIC
Asset financing and competitive loans
• Other initiatives – GVRC annual gala dinner
Medical & psychosocial support for GBV survivors

6. Achievements:
• Physical expansion has increased access to healthcare for population
in low/middle class
• 70 percent of our customers/survivors are from low/middle class
• A 2001 AON Group research report found NWH to be the most
affordable healthcare institution and has the shortest hospital stay
2008 2012
Number of branches 1 7
Capacity - beds 61 266
Out patients 130 per day 300 per day
Admissions 250 per month 550 per month
Survivors 3 per day 9 per day

7. Challenges in resource mobilisation:
• Private hospitals too small to absorb the size of Private
Equity funds
• Lack of information on the Private Equity market
• Entrepreneurs do not understand how Private Equity and
other funding deals are structured

8. Lessons learnt / Opportunities:
• Always negotiate for technical assistance in case of
private equity funding
• There is need to strengthen management capacity for
private hospitals for them to grow
• Entrepreneurs should network widely

9. This year NWH is mobilising for:
• Medical education
• Mobile services – a mammo van

10. Q &A