Pillar Chair Profile

Hon. Sarah Angima Omache

CECM Health, Kisii County


A. in Education with emphasis in Guidance and Counseling from Walla Walla University, College Place, WA, USA.

  • A. in Religion and Home Economics with emphasis in Secondary School Education from Walla Walla University.
  • Diploma in Leadership from Leadership Training Institute (LTI), Nairobi, Kenya
  • Certificate in Strategic Leadership and Development Program from Kenya School of Government (KSG), Nairobi, Kenya.
  • Certificate in Innovating Health for Tomorrow from the INSEAD Business School and the Johnson & Johnson Corporate Citizenship
    Trust, France.
  • Certificate in the Leading High-Performing Healthcare Organizations (LeHHO) from the Strathmore Business School, Nairobi, Kenya



  • County Executive Committee Member in charge of Health Services, Kisii County Government – 2013 to date.
  • Director – Bosongo Medical Centre, 1995 to 2013
  • Director and Manager – Pace Primary Boarding School, 1991 – 2013
  • Dean of Students – Kisii Teachers’ College, 1989 – 1991
  • Lecturer – Kisii Teachers’ College, 1985 – 1991 
  • High School Teacher – Gendia and Nyanchwa High Schools, 1979 – 1985



  • Chair LREB Health Pillar – 2015 to date
  • CECMS – HEALTH CAUCUS Leadership as treasurer 2013 to date
  • Lions Club District 411A – District Officer in charge of Diabetes for Region F 2019 – 2020
  • Zonal Chair – Lions Club Region 2016-2017
  • Kisii County Lions Club Charter President – 2015
  • Secretary and later Chairperson – Kenya Private Schools Association, Gusii Branch, 2002 – 2011
  • Board Member – Nyanchwa Adventist College and Kamagambo Adventist College, 1995 – 2012
  • Chairperson – Kenya Married Couples Ministry, 2008 – 2011
  • Chairperson – Kisii Welfare Association, 2011 – 2013

Health Pillar Director

Dr. Rosemary Akinyi Obara Okeyo 

TITLE/DESIGNATION: LREB Health Pillar Lead & Ag. Director Strategy, Policy and Research



Senior Public Health Specialist and Medical Doctor with bachelors in medicine and surgery as well as a Masters’ in Public Health and currently enrolled for PhD at JKUAT. She has a recognized track record in the public health service and development sector in addition to the work experience of 28 years. She has worked in health administration in various capacities for eighteen years with the aim of making a difference in people’s lives especially children, rural women, Urban Communities, the youth, girls, Persons with disabilities and persons living with HIV. Her passion for effective health service delivery in devolved governance led her to participate in putting in place the Transition Authority in 2012, that was charged with guiding Kenya through transition to devolved governance from the previous centralized system.

Leadership competencies include being Medical officer for health, County Reproductive health coordinator, Chairperson of the Kenya Medical Women’s Association (KMWA) Kisumu and a lecturer in Maseno, GLUK and JKUAT University Schools of Public Health on Maternal, Child Health and Nutrition, Epidemiology, health policy and planning, health systems strengthening and health economics; knowledge and experience in programme development in line with global and local strategies, public private partnerships, networking, implementing the Kenyan new constitutional requirements and capacity building to manage change during the devolution process with reference to the relevant laws and the Kenyan situation.

Led Kisumu as one of the four pilot counties in Kenya for UHC, culminating in organisation of a successful UHC  Conference. She is currently supporting the Lake Region Economic Bloc in promoting UHC, sustainable PHC including establishment of a pharmaceutical industry that would benefit the fourteen counties within the bloc to reduce the cost of buying essential medicines in these COVID-19 times.

Main priorities include high level advocacy, a multi-sectoral approach and strengthening of public-private partnerships, implementation of proven best practices and innovative interventions as the game-changer strategies for the above while upholding the principles of equity,  gender equality, human rights principles of universality, non-discrimination, participation and accountability in reference to the Kenyan Constitution Bill of Rights.

Current priority objective is to implement the strategic plan.

Email:                    roseobara@lreb.or.ke

Cell phone:         +254722311558/ +254753127030

Health Pillar Lead

Samuel Okoth Okwiri

Title: Health Pillar lead


BSc. Biochemistry (Biotechnology) from The University of Nairobi

MSc. Health Promotion and Public Health from Brunel University, London


Samuel Okwiri has a vast experience in health sector from carrying out medical research on Malaria and Respiratory syncytial virus (RSV) at Kenya Medical Research Institute (KeMRI ). Thereafter went for postgraduate studies specializing in policy creation, dissemination and advocacy.

Also did a lot of work in the private sector on creating awareness on a variety of issues.

Currently working with the Lake Region Economic Bloc to establish a pharmaceutical plant to benefit the 14 Counties within the bloc. We are also coming up with strategies and policies in collaboration with the 14 counties to help in fighting the COVID 19 pandemic in line with Ministry of Health guidelines.

Our other priorities include: high level advocacy, a multi-sectoral approach and strengthening of public-private partnerships, implementation of proven best practices and innovative interventions.

Current priority objective is to implement the strategic plan


Email: samokwiri@lreb.or.ke

Health Pillar Flagship Projects

Project Objectives
Strengthening Primary Health Care towards attainment of Universal Health Care. •Attain universal access to preventive health services addressing major causes of the disease burden due to communicable conditions;

•Ensure quality of care in provision of the preventive and promotive services addressing major causes of the burden due to communicable conditions;

•Enhance comprehensive control of communicable diseases by designing and applying integrated health service provision tools, mechanisms and processes.

•Scale up physical access to person-centered health care by prioritizing solutions targeting hard to reach, or vulnerable populations;

Universal Community Health Strategy. •Develop county focused Human Resource for Health Strategies and implementation of health workforce norms and standards; training of human resources from both national and county levels; hiring of additional staff at the county level, clean-up of human resources for health database.

•Ensure equity in the allocation and distribution of resources by development partners within and between counties.

Establishment of pharmaceuticals and non pharmaceuticals manufacturing plant. •Improved access to quality essential medicines.

•Catalyze the health sector performance in the lake region in line with the big four agenda. In particular, UHC and manufacturing.

•Expand and stimulate research and innovation.

•Reduce overdependence on importation and enhanced self reliability.

Establishment of a Health Management Information System (HMIS). •Work towards an integrated health information systems linked to the National Health Information System;

•Provide stewardship in sector planning, strengthening data management and M&E; 

•Develop and implement county specific monitoring and evaluation plans as a mechanism for strengthening evidence informed planning and decision making;

•Continued strengthening of accuracy, timeliness, completeness of health information from population and health facilities;

Establishment of Specialist Hospitals. •Specialized hospitals allocated on account of the County’s human resources, infrastructure and willingness.

•Establishment of an eye hospital, a gynaecological centre, an oncological centre, a mental health centre, kidney centre,  a surgical centre in Homa Bay among others.

•Ensure access to trauma care, critical care, emergency care and disaster care services.

Public Private Collaboration Strategies. •Support and participate in implementing the health coordination and partnership framework with all key health sector partners;

•Prioritize and provide well-coordinated development partner support to County Departments of Health including capacity building;

•Strengthen community – facility linkages regardless of facility ownership and guided by jointly agreed norms and collaboration principles  

•Facilitate proactive collaboration among CSOs on the one hand and with other sectors, such as water, education or agriculture to address the social determinants of health.

•Strengthen linkages between the public and private sector to improve financing;

•Strengthen the sharing of knowledge, technology and skills between public and private sector agencies.

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Health Pillar Challenges

 Service delivery demonstrated by low quality of health care; rising burden of non-communicable diseases; decline in some health indicators like immunization. 

 Health Infrastructure: Service delivery points still have inadequate infrastructure and equipment; some of the existing infrastructure is old and dilapidated. Prioritization of whether to build new infrastructure or improve existing ones. In some counties, the WHO definition of physical access (within 5km or 1-hour walking distance from where people live) has not been achieved. 

 Human Resources for Health: Inadequate and skewed distribution of human resource for health; management of human resource; weak and unclear human resources development systems; and high turnover of skilled staff across the two levels of government; frequent industrial disputes. Additional challenges include shortages of human resources within key cadres. 

 Inequity in access to healthcare services across the region  • Patient and provider safety as shown by poor rating of health systems on patient safety and quality at all levels of health care delivery 

 Essential medicines and technologies: Inadequate supplies at service delivery points and with respect to specific commodities such as vaccines and anti-TB and anti-malaria, condoms etc. A major gap is in addressing the rational use of essential health commodities.  

 Inadequacy in financing mechanisms for health services e.g. use of available insurance schemes  

 A universal community health strategy has not been fully implemented in all member counties.

Health Pillar Commitments

  1.  Putting in place a comprehensive referral system, strengthen coordination of inter-county referral based on agreed county level specialization and mechanisms;
  2.  Implementation of an integrated service delivery approach based on clients’ needs; o Provision of quality emergency health services at the point of need regardless of ability to pay;
  3.  Instituting emergency preparedness and response mechanisms at all levels of the health system;
  4.  Scaling up demand creation for health services;
  5.  Explore innovative mechanisms for sharing the pool of specialists in the region to bridge inequities;
  6.  Develop incentives for attraction and retention of HCW in the service;
  7.  Advocating for increased financing for health, and related sectors, to meet agreed benchmarks (national and international) and to ensure required interventions are implemented.
  8.  Develop regional and county specific health financing strategies and improve the management of finances in the health sector; 
  9.  Provision of oversight for implementation of functionally integrated, pluralistic health system;
  10.  Jointly develop operational and strategic plans and undertake review processes;
  11.   Adopting evidence based health infrastructure investments, maintenance and replacement through utilization of norms and standards in line with government/institutions policies;
  12.  Develop a  comprehensive LREB Health Law covering the following areas among others. Implementation of health as a human right

     Community health 

     Health financing including the ring-fencing of the FIF and health Insurance.

     Human resource in health facilities  

     Referral policy

     Maternal health policy

     Emergency health services

     Strategic partnerships for health service delivery including Public Private Collaboration.

     Government Investments for health service delivery.

  13.  Investment in health infrastructure to increase access to health services;
  14.  Promoting and increasing private sector investments in the provision of health services through infrastructure development;