Aga Khan University Hospital Kenya: Leading Teaching Hospital Driving Healthcare Excellence in East Africa
Aga Khan University Hospital Kenya, one of the leading hospitals in East Africa, has been a cornerstone of the Kenya healthcare system since its establishment in 1958. Originally a primary care facility, the institution evolved into a teaching hospital in Nairobi in 2003, with the mission to serve all people equally and to improve the quality of life across the region. Under the leadership of CEO Rashid Khalani, the hospital continues to play a pivotal role in advancing medical training in Kenya, addressing the challenge of retaining healthcare professionals, and positioning the country as a destination for medical tourism in Kenya.
Through its School of Medicine and School of Nursing and Midwifery, Aga Khan University Hospital has trained thousands of doctors and nurses, with over 80% choosing to remain in Kenya or East Africa. This effort supports the goal of retaining healthcare professionals in Africa and building sustainable human capital. The hospital has also expanded advanced fellowship programs in Kenya hospitals, including paediatric gastroenterology, paediatric pulmonology, oncology treatment in Kenya, neurology in Nairobi, and interventional cardiology in Kenya.
During the COVID-19 pandemic, the hospital worked with global partners such as AFD, Proparco, and KfW to source ventilators, PPE, vaccines, and PCR tests, which were also donated to public institutions. The hospital has further strengthened its clinical research in Kenya by launching the Clinical Research Unit (CRU) in 2020. Since then, it has conducted 17 clinical trials, partnering with pharmaceutical companies like Sanofi and Roche, and pushing to increase Africa’s representation in global research.
In terms of quality, Aga Khan University Hospital has achieved global recognition. It was the first JCI-accredited hospital in Sub-Saharan Africa in 2013, with additional certifications such as College of American Pathologists accreditation in Kenya, Centre of Excellence for Heart Attacks (CCPC), and Acute Stroke certification. These accreditations make the hospital one of the best hospitals in Kenya, assuring both local and international patients of world-class care.
As a not-for-profit hospital in Kenya, every shilling is reinvested into research, training, equipment, and service expansion. Its partnerships with insurance companies demonstrate how insurance and healthcare in Kenya can work hand-in-hand to deliver quality care and reduce costs through clinical excellence.
Looking forward, CEO Rashid Khalani envisions the hospital expanding across East Africa, deepening its research initiatives, and bridging the gap between urban and rural healthcare. He highlights the potential of electronic health records in Kenya hospitals, digital healthcare innovation, machine learning, and digital pathology in Africa healthcare to transform service delivery. The hospital also emphasizes climate change and healthcare sustainability in Africa, aligning with broader goals of universal health coverage.
Ultimately, Aga Khan University Hospital seeks to establish Kenya as a hub for international patients in East Africa, offering world-class tertiary and quaternary care. By focusing on long-term investment, strong partnerships, and sustainable practices, the hospital stands out as a model for the future of healthcare in Kenya and the wider continent.
Aga Khan University Hospital has long been regarded as one of the leading healthcare institutions in Kenya and East Africa. What defines its mission today, and how has the hospital evolved under your leadership post-COVID?
Aga Khan University Hospital, when it began in 1958, was not a university hospital. It started as a primary care hospital, five years prior to Kenya’s independence. At that time, many hospitals existed as public, private, and faith-based, serving Muslims, Hindus, Christians, and Europeans. However, there was no hospital open to everyone. Aga Khan Hospital was established to serve all individuals equally, regardless of religion, race, or tribe.
The primary objective then, as now, is to improve quality of life. This goal aligns with the mission of all AKDN institutions, which is to enhance the quality of life in the regions where they operate.
In 2003, the hospital transitioned into a teaching hospital, becoming Aga Khan University Hospital. One of the major challenges in Africa is not only the quality of human resources, but also retaining them. Therefore, it became essential to train doctors and nurses, not only to treat patients but also to build capacity for the future. Over the past two decades, the School of Medicine and the School of Nursing and Midwifery have trained healthcare professionals, 80 percent of whom remain in Kenya or East Africa.
Specialised programmes are expanding in response to the rising burden of non-communicable diseases in the region. These include medical oncology, haematology, interventional cardiology, neurology, and others.
When I assumed leadership, the immediate challenge was COVID-19. Kenya responded effectively as a country, and as part of the AKDN, we leveraged global partnerships—including AFD and Proparco from France and KfW from Germany—to source critical resources such as ventilators, PPE, vaccines, and PCR tests. These were used not only internally but also donated to public institutions.
Another key priority has been launching advanced fellowship programmes. In 2020, we had two; by 2025, that number had grown to 14. These include programmes in paediatric gastroenterology, paediatric pulmonology, gastroenterology, interventional cardiology, medical oncology, and neurology. This is crucial to retaining specialists, as many would otherwise leave the continent.
Kenya has a strong human resource base. If we train them well, we can attract international patients. This is a key objective is to position Kenya as a destination for medical care.
We also aim to support the government in implementing Universal Health Coverage. Aga Khan University Hospital has been a long-standing, credible partner of the Kenyan government in this regard.
Finally, one of our major areas of focus is the creation of new knowledge. We established the Clinical Research Unit (CRU) in 2020. Although the pandemic delayed progress, the CRU has since accelerated. We are now conducting clinical trials as a private institution in this region.
Regarding the CRU and your research agenda, how are you amplifying it? What are the key challenges and achievements so far?
The primary challenge is convincing major pharmaceutical companies to conduct clinical trials in Africa. Although the continent accounts for 17 percent of the global population and carries 25 percent of the global disease burden, fewer than 4 percent of clinical trial participants are African.
Pharmaceutical companies often wish to sell to African populations without conducting trials here. To address this, we are engaging directly with these companies. We have seen some success in Sanofi and Roche, for example, have begun partnering with us.
Since launching the CRU in 2020, we have conducted 17 clinical trials. This represents meaningful progress, but it is only the beginning. The potential is enormous, and both Kenya and Africa as a whole must do more in this space.
You mentioned several French partners. Why this strong French connection?
His Highness the Aga Khan established France as his base in the 1950s. He resided there until his passing in February this year. Over the past 60 to 80 years, we have built strong ties with both the French people and government. Prince Rahim Aga Khan, the current Aga Khan V, was recently in France.
What are your KPIs to attract patients who have options like India, Dubai, or Europe? Why should they choose Kenya?
We cannot compete with countries like India or Turkey on cost due to differences in economies of scale. Kenya, with a population of 54 million, cannot match the industrial or manufacturing base of countries like India.
However, we can compete on quality. In 2013, we became the first hospital in Sub-Saharan Africa to receive Joint Commission International (JCI) accreditation. JCI is the global benchmark in healthcare standards.
We have since added other accreditations. Our laboratories are accredited by the College of American Pathologists (CAP), which ensures diagnostic accuracy. In 2020, we were certified as a Centre of Excellence for Heart Attacks (CCPC), and in 2021, for Acute Stroke. These certifications enforce clinical protocols that significantly improve outcomes.
By meeting these global standards, we aim to assure both local and international patients that they will receive world-class care in Kenya.
Can you expand on your relationship with insurance companies?
Insurance companies underwrite risk; we manage that risk through clinical excellence. It is a mutually beneficial relationship. When patients experience fewer infections, readmissions, or complications, insurers incur lower costs.
Aga Khan University Hospital is known for high-quality tertiary and quaternary care. Many patients insist on being treated here, which places insurers in a position where they must accommodate that demand.
Naturally, high-quality care comes at a cost. It is the insurer’s role to price their premiums accordingly, and the client’s role to pay for the desired level of care. Sustainability is essential for us not profit. Every shilling is reinvested into research, education, equipment, and service expansion. We are a not-for-profit institution, and all funds stay within the country.
What is your long-term vision for Aga Khan University Hospital and its role in shaping healthcare in Kenya and East Africa? Do you have a message for the international community?
Let me start broadly. Many outside Africa perceive the continent as a single entity, but each country is distinct. Kenya is different from Nigeria, Sudan, or the DRC.
African nations must invest in human capacity to move toward middle-income status. This is AKU’s focus, and it will remain central to our work.
Within Kenya, there is a significant gap between urban and rural healthcare access. Nairobi may offer advanced services, but rural areas often lack basic diagnostics like CT scans. Bridging this divide is critical.
To international partners, I would say Africa is a virgin market with immense potential. However, many investors adopt a short-term approach. Private equity firms often aim for returns within five to seven years, which is not sustainable.
I urge investors to adopt a long-term view 20 to 30 years. That is how meaningful impact and returns can be achieved. At the same time, African governments must ensure political and economic stability, reduce corruption, and invest in human capital to attract and retain these investors.
And what is your personal vision for the hospital over the next three to five years? What would your dream scenario look like?
My vision includes expanding our presence within Kenya and East Africa by opening additional facilities. We will continue to prioritise academia, training doctors who return to their communities to deliver quality care.
We will also deepen our research initiatives and maintain financial and environmental sustainability. Climate change is a serious threat, particularly in developing countries. We must be conscious of our environmental impact.
Additionally, we must address the financial and human capital drain from the continent. Many African healthcare professionals are working abroad. While that is not inherently bad, we need more of them to remain in Africa to serve our populations.
In 2022, we became the first hospital in Kenya to go live with an electronic health record system. Today, our hospital is fully digital, from nursing and physician documentation to lab and radiology. Patients can now access their health data via their phones.
We are building on this digital infrastructure with machine learning, digital pathology, and related innovations. These technologies will improve clinical outcomes and allow us to scale our services beyond our physical presence.