KWALE COUNTYMINISTRY OF

HEALTH

A CONCEPT ON INVESTMENT OPPORTUNITIES IN MSAMBWENI HOSPITAL

Kwale County Background

• Kwale County is unique in its bio-diversity, mining wealth,

size, and historical significance for health.

• Hosts local and international industries

• Estimated population of 750,000 people

• Growing population and an increasing need for specialized

medical services.

• Many people lack access to high quality medical care

• 91 health facilities including 3 major public

• Msambweni District Hospital as a county referral

Msambweni District Hospital

Msambweni District Hospital - Overview

• early 1940s established as a dispensary

• on 23rd August 1997 officially opened

• 168 beds on 5 wards

• 7 consultants o General Surgeon

o Gynecologist

o Dentist

o Physician

o Pediatrician

o Orthopedic Surgeon (volunteer )

Msambweni District Hospital - Patients

• 85 % bed occupancy• 5 days average length

of stay• ca. 25,000 patients

attended to in filter clinics

• 1,500 patients/month in Special Clinics

• 600 admissions/month in the inpatient department

Msambweni District Hospital - View

• The only hospital in Kenya that has 15 acres of unused beach plot.

Vision

To be an efficient Medical care hospital

for a healthy Nation.

Mission

To promote and participate in

the provision of integrated high quality

Curative and Rehabilitative services

to all Kenyans.

Kwale County wants to upgrade Msambweni hospital from Level 4 to

a Level 5 hospital.

Msambweni District Hospital

Concept - Goal

Our goal is to identify a group that will be

interested in establishing a partnership with the

expansion and enhancement of this medical facility.

The county is seeking a partner that will be able to

provide equity financing, absorb debt and provide a

higher level of specialist training to local staff.

Concept - Primary partners

As a joint venture, this project will entail that various parties

play different roles to ensure the success of this venture.

• Kwale County Government

• Msambweni Hospital

• Investor/Development partner

Concept - Secondary entities

The following companies and entities will be enticed to further

facilitate this opportunity:

• Kwale County Ministry of Industry Trade and Investment:

• Medical training institution

• Base Titanium

• Apollo Hospitals

• SIGN (Surgical Implant Generation Network)

• Other potential partners are Kwale International Sugar

Company (KISCO), Cortec Mining Kenya Ltd. and Rift

Energy.

Concept - Proposed services

Proposed services that will be offered at the facility:

• Cardiology• Neurology• Orthopaedics and Joint

Replacement• Oncology/Haematology• Intensive/Critical Care• Medical and Surgical

Gastroenterology• Endocrinology• Radiology & Imaging• Amenity wards

Concept - Proposed services (2)

• Obstetrics/ Gynaecology • Laboratory Services• Renal/Dialysis Unit • Satellite Center /Blood

bank. (The next blood transfusion center is located in Mombasa.)

• Burns Unit• Hospice for terminally ill

patients• Physiotherapist services• New Born Unit

SWOT Analysis

Strength Weaknesses

Trained nurses and doctors Well established Level 4 hospital Proximity of KMTC Well established existing facilities

(2 OR, laboratory, radiology etc.) Very active research laboratory Already established partnerships Very committed and active

Hospital Management Board Only hospital in Kenya that has

more than 15 acres of unsed beach plot.

Inadequate number of staff Inadequate staff housing Hospital needs renovation

(roof, window frames, varnish)

Ordering system on medical supplies needs improvement

No maintenance plan in place Inadequate Laundry Service

Strength

Beautiful scenery

Active community

Opportunities Threats

Social benefits for local community Wide range of medical services Partnering with a training institution Healthcare Sector is rapidly growing Budget will be designed to provide

capital for expenditure as the facility will be upgraded.

Interest of international Companies Seek to identify investors Cost of doing business in Kwale

County remains comparatively low Investor friendly Earmarked to host a Vision 2030

Resort City project at Diani Beach

Medical institutions are not considered to be profitable within the time frame of most investors

While there is a demand for increased medical services, the local population is not entirely financially stable

Capital intensive

SWOT Analysis

Strategy – How to?

This project will be successful because these critical engines

will drive its performance:  

1. Introduction between the project managers and potential

investors.

2. Discussions on requirements and need for upgrades .

3. Regular visits of Investor with project managers

4. Agreement on the level of financial commitment.

5. Training institution will be introduced and provide their

potential courses, along with available staff through their

network

6. Stakeholders will finalize all commitments and upgrade of

the hospital will begin

Strategy – How to?

1. Introduction

2. Discussions on requirements

3. Regular Visits

4. Agreement

5. Training institution

6. Stakeholders finalize all

commitments

Strategy - Financing

The total expected amount for this project is:

xxxxxxxxxxxxx – The money will be used for:

• Buildings and infrastructure

• Medical Equipment

• Ambulances

• Information Technology

• Marketing

• Working Capital

• Refurbishment

Strategy - Projected IRR

The projected return on investment for this project is:

xxxxxxx% per annum

Revenue will be generated from:

• Inpatient admission

• Outpatient consultation

• Pharmaceuticals

• Lab and Diagnostics fees

• Surgical fees

• Income from private amenity ward

• Income from conferences, meals and accommodation

Strengthen existing structures

Include new services

Become Level 5 Hospital.

Conference Center attached to the hospital and Doctors’ plaza for private consultations

Looking Ahead

Looking Ahead - The Vision

As soon as the hospital has achieved its goal of becoming

a Level 5 facility, the following opportunities will arise:

• A Conference Hotel attached to the hospital.

• A private retirement home for elderly citizens

• Doctors plaza for consultation services

Those facilities will be privately run and managed

Looking Ahead