Colorectal cancer (CRC) is an emerging public health challenge in Kenya, currently ranking as the fifth most common cancer. According to GLOBOCAN 2018 (IARC/WHO),an estimated 1,354 new cases were reported in Kenya in that year, with numbers projected to rise. This trend underscores the urgent need for comprehensive strategies in prevention, early diagnosis, and treatment. At the recent Colorectal Surgical Workshop, surgeons, radiologists, pathologists, and healthcare administrators convened to deliberate on innovations and persistent challenges in CRC management. Central to the discussions were the roles of early detection, public-private partnerships (PPP), and policy advocacy in strengthening Kenya’s cancer care system.
The Growing Burden of Colorectal Cancer Opening the forum, CEO Dr. Zeinab Gura emphasized that the rising incidence of CRC is strongly linked to lifestyle factors such as poor diets, physical inactivity, and smoking. She highlighted the importance of prevention through community awareness and screening. “Colorectal cancer is preventable, yet many patients present at advanced stages (III and IV), making treatment more complex and costly. We must not only improve treatment but also close the gap upstream through education and early screening.”
Challenges in Diagnosis and Referral Pathways
Participants identified diagnostic limitations as a major barrier to timely care. While some facilities offer immunohistochemistry (IHC) and other essential tests, advanced molecular diagnostics remain inaccessible in many public hospitals. This creates disparities, with only wealthier patients accessing specialized services in private laboratories. Dr. Alex Muturi, a colorectal surgeon and surgical gastroenterologist, pointed out gaps in awareness and communication: “It’s surprising that in major cities, some physicians are u aware that certain tests are now available in public institutions. Improving referral systems is critical to ensuring patients receive accurate and timely diagnoses.”
Unlocking the Potential of Public–Private Partnerships
A recurring theme was the value of PPPs in closing service gaps. Dr. Gura highlighted how collaboration between public hospitals and private laboratories could ensure equitable access to diagnostics. “Public hospitals should be able to refer patients to private labs for specialized tests, and private labs should access services in public facilities where needed. This way, no patient is denied critical diagnostics due to cost.” A pathologist illustrated how PPPs accelerated PCR testing capacity during COVID-19, proving that political will and collaboration can drive rapid progress—an approach equally relevant to cancer diagnostics.
Driving Policy Advocacy
The workshop underscored the need for stronger engagement of healthcare professionals in shaping policy. Dr. Gura urged clinicians to actively contribute to discussions that influence funding, procurement, and insurance coverage. She cited HbA1C testing as an example of how advocacy reduced costs and expanded access. Similar efforts for CRC markers could significantly lower prices and expand availability under the Social Health Authority (SHA) scheme.
Strengthening Radiology and Pathology Services
Radiologists highlighted the need for standardized imaging protocols to improve CRC staging and surgical planning. Despite progress in reporting, inadequate training for radiographers and limited access to advanced equipment continue to undermine outcomes. The integration of digital pathology and radiology was identified as a game-changer, enabling remote consultations, faster decision-making, and improved multidisciplinary collaboration.
A Call to Action
The workshop concluded with a strong consensus on the following priorities:
1. Enhanced Prevention – Intensify awareness campaigns on CRC risk factors.
2. Strengthened Diagnostics – Expand IHC and molecular testing through PPPs.
3. Policy Advocacy – Push for cancer care prioritization in funding and insurance coverage.
4. Professional Collaboration – Foster regular multidisciplinary team meetings to improve patient management.
Conclusion
Kenya’s experience during COVID-19 proved that rapid health system transformation is possible when stakeholders work together with political commitment. By applying these lessons to colorectal cancer care through early detection, stronger partnerships, and sustained advocacy Kenya can achieve better patient outcomes and significantly reduce the burden of this growing disease.