Description
Background
The National Cancer Control Strategy (NCCS) 2023–2027 provides Kenya with a five-year roadmap to reduce the burden of cancer through prevention, early detection, diagnosis, improved treatment, and enhanced patient quality of life. A mid-term evaluation (June 2023–June 2025) was undertaken to assess implementation progress, highlight achievements, identify systemic challenges and generate strategic recommendations for the remaining three years.
Methods
A mixed methods approach combined quantitative progress tracking with qualitative analysis of systemic barriers across five strategic pillars. Implementation status was benchmarked against national targets, with particular emphasis on financing, governance, data systems, and human resources for health.
Results
Overall implementation stood at 78%, with 14% of planned activities fully completed and 64% partially completed. Strongest progress was observed under the Strategic Information and Research pillar, where the national Monitoring, Evaluation, Accountability, and Learning framework was launched and cancer registries expanded to Nakuru and Mombasa. Prevention and Early Detection milestones included revision of national screening guideline and integration of tobacco cessation services. Advocacy and Coordination strengthened implementation through rollout of the National Cancer Communication Strategy and deployment of County NCD Coordinators. Foundational diagnostic and treatment gains included operationalization of pediatric cancer and imaging technical working groups, acquisition of advanced equipment such as PET scans, and establishment of pediatric oncology centers of excellence.
Three cross-cutting barriers persist: chronic underfunding without dedicated county budgets or active financing mechanisms; fragmented, non-interoperable data systems hindering accountability and survival tracking; and severe oncology workforce shortages, with no national workforce plan or structured training pipeline.
Conclusions
Kenya has made important foundational advances in policies, guidelines, and infrastructure, but the NCCS risks underachieving its objectives without urgent reforms. Sustainable financing, stronger coordination, integrated cancer data systems, and investment in skilled oncology personnel are critical imperatives to realize the mortality reduction and patient outcome goals envisioned by 2027
| Country | Kenya |
|---|---|
| Organization | Government of Kenya |
| Position | Program Officer |
| Received a Grant? | No |
