First National Conference on Health Leadership

J a n u a r y 2 9 – Fe b r u a r y 1 , 2 0 1 3I n t e r c o n t i n e n t a l H o t e l , N a i r o b i

R e s o u r c e m o b i l i s a t i o n f o r h o s p i t a l s a n d 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

Shared purpose:We care for and protect the health of our women in Africa

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

Background Information

Mobilising funds to start the NWH/GVRC

• Family, Friends & Fools

• Angel investing

2001: Hurlingham branch

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

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

• 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

Achievements:

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

• 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

Challenges in resource mobilisation:

• 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

Lessons learnt / Opportunities:

• Medical education• Mobile services – a mammo van

This year NWH is mobilising for:

Q & A