Wednesday, April 9, 2025
Home > Counties > Nakuru County charts a course for healthcare improvement in the 2025 fiscal year

Nakuru County charts a course for healthcare improvement in the 2025 fiscal year

Nakuru County’s Department of Health Services took center stage at a public participation forum held today at the Old Town Hall, where residents and stakeholders gathered to discuss the County Fiscal Strategy Paper (CFSP) for 2025.

The forum served as a crucial platform to outline strategies for strengthening the county’s healthcare system, focusing on financing, service delivery, and accountability with the objective to achieve better health outcomes for all Nakuru residents.

A number of key priorities emerged from the discussions, highlighting areas requiring immediate attention and investment in the upcoming fiscal year.

One prominent concern was the safeguarding of Facility Improvement Funds (FIF). Participants stressed the importance of protecting these funds from external interference to ensure they are used effectively and transparently for their intended purpose-improving healthcare facilities and services. This includes establishing clear guidelines for FIF management, oversight, and auditing, potentially involving community representatives in the process.

Addressing the persistent Human Resources for Health (HRH) gap was another critical issue raised. The county faces a shortage of healthcare workers, impacting the quality and accessibility of services. The forum called for increased recruitment of qualified doctors, nurses, and other healthcare professionals.

Beyond recruitment, the discussion also touched upon the need for ongoing professional development and training opportunities to enhance the skills and expertise of existing staff. This could involve partnerships with training institutions and the development of continuous medical education programs.

Additionally, improving working conditions, including fair compensation, adequate resources, and supportive work environments, was recognized as essential for attracting and retaining healthcare professionals.

The forum also addressed the challenge of potential disruptions to critical health programs due to declining donor funding. Participants emphasized the need for sustainable financing mechanisms to cushion these programs against funding shortfalls.

This could involve exploring alternative funding sources, such as increased county budgetary allocations, partnerships with private sector organizations, and exploring health insurance schemes to reduce reliance on external aid. Developing a clear transition plan for programs currently reliant on donor funding is crucial to ensure their long-term sustainability.

Roselyn Mungai, the County Executive Committee Member for Health, underscored the importance of developing county-specific health policies that are tailored to the unique needs of Nakuru’s population.

She also highlighted the need for improved accountability within the drug supply chain, ensuring that essential medicines are available and accessible to those who need them. This includes strengthening procurement processes, improving stock management systems, and addressing issues of theft and wastage.

Furthermore, she acknowledged the progress made in improving conditions for healthcare personnel across the county and emphasized the commitment to continuing these efforts.

Joyce Ncece, the Chief Officer for Public Health, reiterated the county’s commitment to enhancing efficiency, transparency, and service delivery in the health sector. She emphasized that the public input received during the forum would be instrumental in shaping the county’s health priorities and ensuring that healthcare services are both high-quality and accessible to all residents.

This collaborative approach, involving both healthcare professionals and the community, is vital for building a strong and responsive healthcare system in Nakuru County. Moving forward, it will be crucial for the county to translate these discussions into concrete actions and measurable outcomes in the 2025 fiscal year.

This involves developing a detailed implementation plan with clear timelines, responsibilities, and performance indicators to track progress and ensure accountability.

By Veronica Bosibori

Leave a Reply