Revolutionizing Healthcare: Dr. Toseef Din Presents M.P. Shah Hospital, Kenya’s Premier Patient-Centric Facility

Interview with Dr. Toseef Din, CEO of M.P. Shah Hospital

Could you provide an overview of M.P. Shah Hospital, its origins and current status?

The M.P. Shah Hospital began in the late 1920s as a small facility called Parklands Nursing Home. Over the years, the hospital has expanded significantly in terms of services, workforce, infrastructure, and investment in cutting-edge technology. Today, we are a Level 6 Hospital, the highest level of private hospital, not only in Nairobi, but also Kenya. From our humble beginnings, I can now confidently say that we are one of the premier patient-centric hospitals in Kenya.

In the past decade, we have seen substantial growth, particularly since our Chairman, Dr. Manoj Shah, joined the board. Coincidentally, he and I joined in the same year. It is humbling to see the progress we have made under our leadership with a supportive team, including staff members who have been with us for 14 years. The M.P. Shah Hospital has grown from Parklands Nursing Home to a prominent private hospital. Our focus areas include creating centers of excellence, maternal and child health care, oncology, cardiovascular diseases, and ambulatory care. This focus is part of a strategic plan launched in 2021, set to conclude in 2025.

The hospital not only prioritizes patient-centered care and improved treatment options but also emphasizes corporate social responsibility. We run the Healing Little Hearts program twice a year, offering free surgeries for babies with congenital issues. We also have programs for children born with hearing impairments, providing cochlear implants to help them lead normal lives. Our initiatives include support for cerebral palsy patients and various community projects aimed at promoting accessible and affordable health care.

Additionally, M.P. Shah Hospital has a satellite center at the Village Market Mall in Nairobi, offering similar facilities but without inpatient care. The hospital has seen tremendous growth, tripling our bed capacity from 72 to 217 and expanding our workforce from 300 to 1,400 employees. We have opened new specialized care units, a nursing school, and services for breast care, alongside investing in high-tech medical equipment and electronic health records management. I am extremely proud to be part of this growth journey.

What is the competitive advantage? Considering the competition out there, what makes M.P. Shah Hospital stand out?

One of the most pivotal aspects that make M.P. Shah Hospital stand out is our patient-centered care. If you ask around, people will tell you that the nursing care provided at M.P. Shah Hospital is excellent, and we have been able to leverage this strength. Over the last couple of years, our nursing fraternity has been a strong pillar in supporting our patient-centered care policy. This policy is not just about systems, administration, and processes; it is about putting the patient at the center of all our decision-making.

For example, if we are introducing a cashless billing system, we consider how it impacts our patients. If we are acquiring new medical equipment, we evaluate the patient outcomes associated with that equipment. By consistently putting our patients at the center of all our decisions and providing care in a compassionate manner, we have built something we are very proud of.

Let’s look at the industry as a whole. Kenya has a very strong healthcare sector. In your opinion, what are some of the trends? Could you discuss the opportunities and challenges you see?

When we talk about challenges, I see them as opportunities. Every challenge we face as healthcare leaders is a chance to learn and improve, not just for us as administrators but also for our patients.

Human resource challenges have always been present in Kenya’s healthcare sector. To address this, we focus on capacity building within our systems. For example, we have established a nursing school where we train nurses who are then absorbed into our main hospital. This approach has been successful for us, and we are excited to onboard our first graduating class next year.

Another challenge we face is delayed payments from insurance companies, corporates, and the government. These delays can paralyze our operations and hinder our growth. However, we are learning to collaborate more effectively, improving our reconciliation processes to ensure timely fund recovery and robust cash flow management.

Kenya now boasts over 16,000 healthcare facilities, and the industry is evolving rapidly. The COVID-19 pandemic taught us valuable lessons about the importance of robust clinical governance systems and a world-class healthcare workforce that complies with international patient guidelines and standards.

While solutions to challenges often involve trial and error, I see a positive shift in the acceptance of digital platforms by healthcare leaders. Post-pandemic, we have integrated Electronic Health Records Management Systems (EHRMS), telemedicine platforms, and other digital tools to improve accessibility. For instance, at M.P. Shah Hospital, we introduced telemedicine, lab-on-wheels services, and pharmacy-on-wheels to better serve our patients during the pandemic.

Change is ongoing, but maintaining a growth mindset is crucial. We must adapt at the same pace as global advancements, ensuring that we, as Kenyans, healthcare leaders, and government, align with the broader African continent’s progress.

How important has technology been for M.P. Shah Hospital, and can you share some examples?

Technology has been crucial for us. For instance, we recently upgraded our hospital management information system. This update has created more efficiencies in our system, improved our turnaround times, and allowed us to focus more on the patient. Many tasks have been automated, significantly improving our admission and discharge processes.

We also have a telemedicine platform that patients can access from any part of the country. While it has not yet achieved widespread success in Kenya, where many people still prefer in-person examinations, I feel people still believe they need to be examined in a hospital and have a live consultation with their doctors. However, during the COVID-19 pandemic, we were able to leverage it to provide accessible healthcare to everyone.

Additionally, we have upgraded our medical equipment, such as implementing a PACS (Picture Archiving and Communication System). This means that if a patient undergoes a CT scan, the reports can be accessed by doctors from their homes at any time, day or night.

We continuously monitor global advancements and try to incorporate them, but we face resource challenges. Kenya is a resource-constrained country, so while technology is essential, its implementation comes at a cost.

Can you talk a bit about medical tourism and how you position the hospital in that regard?

I have always been a fan of medical tourism, and I feel that Kenya is ripe for it. At M.P. Shah Hospital, we have many services that we can provide. For example, the cochlear implant program. This is for children born without hearing. Imagine a child who cannot hear and, consequently, cannot fully participate in life or contribute to the economy. Our competent team of audiologists and cochlear implant surgeons can install a cochlear implant device. We perform this surgery by opening the back part of the ear and installing the device, allowing children to hear after a rehabilitation period with support from audiologists and speech therapists. This service is not widely available in many African countries.

Through our partnership with the Cochlear Implant Group of Kenya (CIGOK), we have performed over 38 surgeries on children under six years old. Collaborations like this allow us to leverage skills and expertise to deliver advanced medical technologies in Kenya, reducing the need for patients to travel abroad.

When people travel for medical care, they leave the comfort of their homes and family support. They often have to stay abroad for extended periods and may not receive postoperative care upon returning home. At M.P. Shah Hospital, we encourage patients to utilize the available and accessible surgeries, like cochlear implants, right here.

We also provide orthopedic services, with two full-time orthopedic surgeons focusing on total knee replacements, hip replacements, and trauma surgeries. These services are seamlessly available from admission to discharge, including wellness and rehabilitation through our fully equipped physiotherapy unit.

In mother and child care, we are the only hospital with a full pediatric hospital as part of the main facility. Our pediatric patients are seen by pediatric consultants, not just medical officers, leading to superior patient outcomes. Our dedicated maternity unit spans three floors, offering labor rooms, delivery rooms, private rooms, shared rooms, and even duplex rooms. We provide various delivery options, such as birthing pools for water births.

Additionally, our collaboration with the Healing Little Hearts program, a CSR initiative, allows us to screen and operate on children with congenital heart issues. Since the program started in 2017, we have screened over 1,000 children and successfully operated on 300 babies. These children can now contribute to the economy, attend school, and lead healthier lives.

Our Cancer Care Unit offers radiotherapy and chemotherapy services with full-time specialists, in collaboration with Healthcare Global. The compassionate care provided by our nurses is often highlighted on social media, with patients sharing their positive experiences. Stories of transformation and success reinforce that M.P. Shah Hospital is on the right track.

Talking about such stories, could you mention some awards and other achievements you probably want to tell us more about?

Of course. Personally, I have received several awards with a lot of humility, but I feel the true success of an award comes when you put it into action. Over the years, I have been blessed to be named among the Top Forty under 40 Africa, and I have won the Lions International Melvin Jones award. Recently, not an award, but an appointment by His Excellency, President William Ruto, to the national steering disaster committee. In this role, I am one of the private sector leaders contributing to matters of public concern.

We are able to address issues like climate change and the recent flooding in Kenya, which resulted in loss of lives, displacement, cholera outbreaks, and destruction of schools. I am really happy to contribute not only at a local level but also nationally, ensuring our voices as private sector healthcare leaders are heard and can influence policy changes. This leads to better execution with stronger regulatory reinforcement.

As a person, I am thankful and humbled by these opportunities. The M.P. Shah Hospital has also achieved significant recognition. Recently, at the Africa conference in Cairo, Egypt, we won the award for cost efficiency project. Awards like these show that we are not only involved in patient care but also committed to sustainability. We are also part of many other groups where we have won awards, such as the International Hospital Federation. Additionally, we are members of the Kenya Association of Private Hospitals and the Kenya Healthcare Federation. Soon, we will become members of the Kenya Green Building Society. Through our master planning, we aim to build a climate-friendly hospital.

Can you elaborate on your master plan?

So, when we established our strategy in 2021 for the next five years, one of the key deliverables was to have a hospital master plan. In this master plan, we are focusing a lot on phased growth. The plan will span 10 to 15 years, with the ultimate goal of transforming M.P. Shah Hospital into a teaching and university hospital. Achieving this will require significant changes in our infrastructure, human resource planning, setting up faculties, and establishing research units.

Another aspect of the master plan is the expansion of our nursing school to introduce more specialized nursing care. We are also looking to introduce more specialized services. Currently, we focus on dermatology, internal medicine, cardiology, and oncology, but we want to expand into pediatric oncology. While there is a lot of focus on adult oncology, we aim to provide more specialized pediatric oncology services, including bone marrow transplants. We will hire resources from abroad to expand these services.

In addition to these expansions, I am looking forward to introducing more preventative healthcare models. For example, my mom only comes to the hospital when she is very ill. With preventative care models, we have packages that focus on wellness, putting your health in your control. If I asked you when you last checked your blood pressure, you might not remember. These wellness packages encourage people to come in while they are still well so we can detect issues early, whether it is a heart problem or a lump in the breast. Early detection allows for timely interventions and treatments, improving the quality of life. We now have a family medicine doctor to support this preventative care journey.

Ultimately, the aim of the master plan and our strategy is to build a highly engaged, world-class team that is always there for the patient.

Talking about the master plan, that is a heavy investment. How are you planning to resource everything to make it happen?

There are about six phases in the master plan. Right now, we are on the third phase and will be conducting many blue sky sessions and focus group discussions with our senior management team and the board. Funding will certainly be required. We have already started exploring available options, including discussions with both local and international banks. We are also considering the possibility of applying for grants, as getting a loan is one thing and having the financial capacity to repay it is another.

We need to phase the funding requirements, identifying the amount needed for each phase. For example, this phase may need X million dollars, and the next phase will need a different amount. Heavy funding will definitely be required, but we are looking forward to community support. The M.P. Shah Hospital has been well-supported by the community over the years, and we hope for continued support, along with grants and contributions from well-wishers. Of course, collaboration with banks will also be crucial. At the end of the day, it is about improving the healthcare infrastructure, which is very fragile in Kenya.

Are there any projects that you are actively working on at the moment?

Absolutely. In the next week, we will be opening two brand new operating theaters, which were part of our strategic plan. This aligns with our master plan and has been a fantastic project for us. It took almost six to eight months to complete, given that M.P. Shah Hospital is over 90 years old and some of our infrastructure had become outdated. It was important for us to invest in this renovation, giving the operating theaters a brand new look. We have refurbished them, invested in necessary equipment, and it has been a great project for us.

Another ongoing project is the expansion of our nursing school. Currently, it has only two floors, but plans are underway to expand, as we receive about 23 students each semester. Additionally, as part of the master plan, we have bills of quantities and design formats ready for the extension and expansion of our accident and emergency unit. This will improve efficiency, turnaround times, and our capacity to see more patients in less time.

We are also working on opening new satellite centers. Right now, we have two: one at the Village Market mall and another in the CBD of Nairobi. We are looking at other areas for expansion, though I cannot reveal the locations yet as we have not finalized the agreements. These expansions are very exciting for us as we aim to extend our services to other parts of Kenya.

Furthermore, the master plan includes introducing PET CT, expanding our radiology unit, and enhancing our pharmacy unit. We want our buildings to integrate better for more seamless operations. A lot is happening in the master planning segment of M.P. Shah Hospital. I believe that in the next five years, you will see a very different hospital with a much-improved operations plan.

In the next three to five years, can you give us a snippet of what you want to achieve? Ideally, your dreams, what you would like to have accomplished if you project yourself into that timeframe?

So I think in about three to five years, what we want to see is the finalization of the master plan first, because I think it is so important for us to have direction and focus in terms of how we are growing. So I would like to see that. It is not possible for us to become a university hospital in three to five years; it will take at least five to eight or ten years to achieve that dream. So we are looking forward to that.

What I also want to dream about, if I am allowed, is to have the entire hospital automated, with a lot of digital health systems highly automated, because I am a strong believer in digital transformation. I would like to see that we have integrated more technology in our hospital, enabling us to work efficiently and even work from home if needed. Investing in this technology is something I really envision.

Another thing is more specialized services, as I mentioned earlier. We have dermatology, internal medicine, and orthopedics, but how can we expand into neurology, for example? How can we develop pediatric oncology? I want to see new services introduced in the hospital, including more in aesthetic medicine. We have just taken a small step into that space, and I would like to see us grow that dream further.

And, of course, we are looking forward to launching more satellite centers. Right now, there are two on the table, but in the next three to five years, I foresee us having at least six brand new satellite centers coming through.

Could you provide more details about aesthetic medicine?

Absolutely. The Esthetica Medical Clinic opened in the Village Market Mall last November, so it has been about six months now. It is not just about making you look or feel younger; it is about improving your quality of life so that you walk out feeling more confident. The team there offers treatments like Botox, permanent fat reduction, chemical peels, and many other services, including threading and contouring. This is a new venture for us, but as I mentioned, the ultimate aim is to enhance quality of life through aesthetic medicine.

Please share with us your philosophy and the meaning of your journey so far. What motivates you to come here every morning?

My journey has been quite unique. I started at this hospital in 2011 as the Head of Finance, and over time, I moved up to Acting COO, then COO, Acting CEO, and finally CEO. It has been a journey marked by acting roles, which I find humbling. Interestingly, my birth certificate, archived in the hospital’s medical records, shows I was born here. This naturally instills a sense of loyalty and a desire to give back to the place where I first opened my eyes. Over nearly 14 years, I have found immense fulfillment in witnessing the hospital’s evolution, including welcoming new staff, saying goodbye to others, and most importantly, making a positive impact on patient lives.

What keeps me motivated? I cherish the unique smell of hospitals, a scent that signifies this sacred place of healing and care. Being a deeply spiritual person, I believe I have been blessed with the opportunity to make transformative changes in our patients’ lives. Every time a patient leaves with a blessing, saying “God bless you,” I feel enriched. I am profoundly grateful for the blessings I have received, including my education, a supportive work environment, a strong family, and the divine guidance I receive.

Patience and gratitude are fundamental to my approach. They have taught me to appreciate life’s blessings, big and small. While I have been at M.P. Shah Hospital for 14 years now and serve as CEO, I remain committed to making positive contributions to our patients and our dedicated workforce during my tenure here.

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