世衛(wèi)組織馬拉維 2023 年度報告

WHOMALAWI

2023AnnualReport

HEALTHFORALLIN

MALAWI

WorldHealthOrganizationMalawiMercantileHouse

Area13

CapitalCity-P.O.Box30390Lilongwe-Malawi

/coountries/Malawiwww.whomalawi

TABLEOFCONTENTS

TableofContents 1

ACRONYMS 2

ExecutiveSummary 3

AdvancingUniversalHealthCoveragethroughHealthSystemsStrengthening 5

HealthforAll:Timeforaction 6

HUMANRESOURCESFORHEALTHHSSPIIIPILLAR 8

QualityOfCareandPatientSafety 11

Reproductive,Maternal,Neonatal,Child,AdolescentHealthandHealthyAgeing 13

ExpandedProgrammeofImmunization 14

WHOsupportsMalawiinAddressingGender,EquityandHumanRightsBarriersin

Immunization 21

CommunicableandNon-communicableDiseases 25

ReducingMorbidityandMortalityfromTuberculosis 27

Advocacyandawarenesscreation 28

ImplementationPolicydocumentdevelopedforMOH,NationalMalariaControlProgram 29

MalariaservicesprovisionExpandedto50underservedhardtoreachcommunities 30

Gender,EquityandHumanRightsmainstreaminginMalariaProgramminginMalawi 31

NeglectedTropicalDiseases 32

HumanAfricanTrypanosomiasisCasesMappedinNkhotakotaandRumphidistricts 33

HealthEmergencies 34

Strengthenedsurgecapacityforhealthemergency 39

Strengtheneddiseasesurveillance 42

Respondingtomultiplehealthemergencies 44

CholeraResponseactivitiesin2023 47

HealthierPopulation 48

Enhancedclimateresilienthealthsystem 52

StrategicHealthInformation,CountryDataManagementandAnalysis 53

Nationalanddistrictcapacitybuilttoaddresschallenges 54

Operationalizedthemalawihealthobservatoryasaonestopshopforhealthinformation 55

DIGITALHEALTH 57

DigitalhealthleadershipcapacityenhancedforMinistryofhealthseniormanagers,

implementingpartnersandWHOstaff 59

Healthdatacollaborativeinitiativefurthercascadedatnationalanddecentralisedlevels 60

OperationalisedDigitalHealthAtlasPlatformOnRegistrationOfDigitalHealthSolutionsIn

Malawi 62

StrategicCommunication 63

WHOambulancedonationintherecentcholeraoutbreak 64

Corporateservicesandwhocountryofficeenablingfunctions 66

KeyChallenges 68

Keyprioritiesfor2024 69

KeyLessonsLearnt 71

WHOMalawiCountryOffice-ComprehensiveAnnualReportYear2024

ACRONYMS

AARAfterActionreview

IPC

InfectionPreventionandControl

JEE

JointExternalEvaluation

Naphs

NationalActionPlanforHealthSecurity

OCV

OralCholeraVaccine

PROSE

PromotingResilienceofSystemsforEmergencies

POE

PointsofEntry

PHC

PrimaryHealthCare

PHEOC

PublicHealthEmergencyoperationCentre

PRESEAH

Prevention

RDT

RapidDiagnosticTestStrengtheningandUtilising

SURGE

ResponsegroupsforEmergencies

SDG

SustainableDevelopmentGoals

TASS

TransformingAfricanSurveillanceSystems

IOMInternationalorganisationforMigration

CTUCholeraTreatmentUnit

CERFCentralEmergencyResponseFund

(GPW13)WHOGeneralProgrammeofWork13

ECHOEuropeanCommissionforHumanitarianAid

EOCEmergencyOperationCentre

EBSEventbasedSurveillance

EPREmergencyPreparednessandResponse

EMTEmergencyMedicalTeam

EPIExpandedProgrammeonImmunisation

HCWHealthCareWorker

ICGInternationalCoordinatingGroup

IDSRIntegratedDiseaseSurveillanceandResponse

IHR2005InternationalHealthregulation2005

IHRMEFInternationalHealthRegulationmonitoringand

EvaluationFramework

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ExecutiveSummary

2023wasataskingyearforMalawiandfortheWHOcountryoffice.TheyearbeganwithmultipleemergenciessuchasaGrade3CholeraoutbreakwhichwasfurtheraggravatedbytheoccurrenceofthedevastatingeffectsofCycloneFreddy.ThesetwoemergenciesoccurredatthetimethecountrywasstillrespondingtoaWildPolioVirusoutbreakandtheCOVID-19pandemicandhenceputanenormousstrainonthealreadyoverstretchedhealthsystem.

Inresponsetotheabove,WHO,withintheframeworkoftheGeneralProgrammeofWork(GPW),ledthehealthclustertoprovidestrategicandtimelysupporttotheMinistryofHealthtoeffectivelyrespondtothesehealthemergencies.WithextensivesupportofallthreelevelsofWHO,WCO-MalawiwasabletoprovidetimelyandcriticalsupporttoMOHinpartnershipwithotherUNagencies,theDiplomaticCorpsandNon-GovernmentalOrganizationsandCivilSocietyOrganizations.Keyprioritiesweretourgentlyreducemortalityandmorbidityfromtheemergenciesandensuresustenanceofhealthservices.

Despitetheimmenseimpactoftheemergenciesonthehealthsystem,significantachievementswererecorded.TheHealthSectorStrategicPlanIII2023-2030andtheHealthFinancingStrategy2023-2030werelaunchedandoperationalisedfacilitatingtheimplementationoftheroadmapforUniversalHealthCoverageinMalawi.

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WHOMalawiCountryOffice-ComprehensiveAnnualReportYear2024

SignificantprogresswasmadeinenhancingHealthsecurityinMalawithroughtheimplementationoftheEmergencyPreparednessandResponse(EPR)FlagshipInitiativewhichprovidesatwo(2)yearroadmapforstrengtheningemergencypreparednessandresponse.Underthisinitiative,63emergencyrespondersweretrainedasthefirstcohortoftheJointWHOandAfricaCDC’sAfricanVolunteerHealthCorps.Movingforward,Malawiwillablystrengthenexistingstructurestorespondmoreefficientlyandeffectivelytocrises,limittheinterruptionofessentialhealthservices,minimizesocio-economicdisruptions,andcontributetoenhancingglobalhealthsecurity.

SignificantstridesinReproductive,Maternal,Neonatal,Child,AdolescentHealthandHealthyAgingincludedtheenhancementofprocessestowardsattainmentofcertificationstatusonpathtotripleeliminationofverticaltransmissionofHIV,syphilis,andHepatitisBinlinewiththeNationalStrategicPlanforHIVandAIDS2020-2025.Communityprotectionagainstvaccinepreventablediseaseswasalsoenhancedthroughtheconductofcatch-upimmunizations,strengtheningofroutineimmunizationandintroductionofnewvaccinessuchastheTyphoidConjugateVaccine.

Improvementsindata,analytics,andhealthinformationsystemstoinformpolicyanddeliverimpactwasevidencedbythedevelopmentofMalawihealthobservatorywithWHOsupport.Thishasstrengthenednationaldatacapacityformonitoringthehealthsituation,trendassessmentandreporting.

Anothermajormilestonewasachievedonthe18November2023whentheGovernmentofMalawi’sratificationoftheWorldHealthOrganization’sFrameworkConventiononTobaccoControlcameintoeffectwithWCOMalawi’ssupport.TheWorldHealthOrganizationcongratulatestheGovernmentofMalawiforthishistoricpublichealthdecision,asitjoined182otherpartiestotheConvention.

Allthesemilestonesweremadepossiblethroughinclusivepartnerships,collaboration,provisionoftechnicalexpertiseandeffectivedatauseamongstothersleveragingofthecomparativeadvantageofWHO.

Wearegratefulforthestrongsupportfromourpartnersanddonorswhoconsistentlyhelpustodeliveraremandate.IwouldalsoliketoexceptionallyappreciatetheGovernmentofMalawiandtheMinistryofHealthfortheirclosecollaborationandpartnership.IsincerelyappreciateandthankallWHOstaffacrossallthreelevelswhoworkedrelentlesslyallyearroundtodelivertimelysupporttopromoteandmaintainhealthforallinMalawi.

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DrNeemaRusibamayilaKimambo

WHOMalawiCountryRepresentative

AdvancingUniversalHealthCoveragethroughHealthSystemsStrengthening

M

alawistrivestoachieveuniversalhealthcoverage,SDG3andrelatedtargetsby2030.Ministry

ofHealthwithtechnicalguidancefromWHOimplementedthefirstyearofitsHealth

SectorStrategicPlanIII(HSSPIII)2023-2030.InJanuary2023,theMoHanditspartners

launcheditseight-yearHealthSectorItsimplementationisaligned

Coverageroadmap,

FrameworkforandSustainable

Goals(SDGs).

StrategicPlan(HSSPIII)2023-2030.

totheUniversalHealththeOperational PrimaryHealthCareDevelopment

Translated

globalgoodsonprimaryhealthcaretoincludebuildingresilienthealthsystemstoshapetheoperationalisationoftheHSSPIII2023-2030andachievingUHCandSDG3targetsby2030

TheWHOfurthersupportedtheMoHtotranslatetheglobalandregionalguidance

onPHCinthecurrentplanningandservicedeliveryinresponsetothePHCinterrelatedcomponentsunder;Empoweredpeopleandcommunities,Primarycare,Essentialpublichealthfunctions,IntegratedpeoplecentredcareandMultisectoralpolicyandaction.Strategicandoperationalkeyleversthatweredesignedusingahealthsystemstrengtheningapproachhavebeenintegratedwithinpillaroneofthe

HSSPIIIon

qualityhealthservicesdelivery.KeyactionsfromtheintegrateddialogueonPHCoperationalframework2020andPHCmeasurementframework2022weredraftedintoaMalawiStateofPrimaryHealthCare(PHC)2023reportaspartoftheregionalPHCreportfortheWHOAfricanregion.

Supportwasalsoprovidedfor thedevelopmentofthefive- yearHumanResourceforHealthoperationalplanwhichfocuses

onthefivestrategiesandthethreereformareasforenhancedHRHperformancetoachievehealthsectoroutcomes.FurtherintegrationofWHOtechnicalguidanceandresultsfromtheintegrationwillberealisedduringthe2024/2025bienniumtoincluderesultsfromtheassessmentofthefunctionalityofhealthsystemsconductedinthe29districtsofMalawi.

WHOMalawiCountryOffice-ComprehensiveAnnualReportYear2024

HealthforAll:Timeforaction

WiththeUHCcoalitionconsistingofcivilsocietyorganizationasmembersMinistryofHealthanddevelopmentpartnerscommemoratedtheannualMalawiUniversalHealthCoverage(UHC)dayon12thDecember2023underthetheme“HealthforAll:Timeforaction’’.Thecall-to-actionfocusedonstrongerpartnerships,operationalizationofthePHCframeworkthatembedshealthforallprinciplesandcallsfor

thePHCcontinuumapproachtocare,investinginbuildingresilientandsustainablehealthsystems,addressinghealthemergenciesanddisasters,enhancingstrategicdialogueonincreasedsustainablefundingbygovernment,strongergovernance,andleadershipstructuresandanadequateandcompetentwell-motivatedhumanresource.

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DISTRICTPLANNINGENHANCEDTHROUGH

SUPPORTTOFORMULATIONANDREVIEWOFDISTRICTIMPLEMENTATIONPLANS

ThedistrictimplementationplansfortheFYApril2022toMarch2023periodhavebeenanalyzedandpriorityinterventionsintegrated,orsupportidentifiedunderhealthfacilityandcommunityhealthsystemsstrengtheningthatincludedataandHMISsystems,qualityofhealthcareandcommunitybasedmaternalandnewborncare(CBMNH).DistrictledmentorshipinreferencetotheDIPinterventions,QIandbroadhealthsystemsstrengtheningtoincludecommunitycomponentsstartedwithfocusin18interventiondistricts.ThedistrictsweresupportedintheadaptationofDIPdevelopmentandplanningguidelines,monitoringand

evaluationofdistrictimplementationplans.ThroughthenationalDIPtaskforce,WCOprovideddirectDIPsupportthroughtechnicalguidanceduringthewritingoftheDIPsandprovidedreviewofthefinaldraftsinelevendistrictsofNsanje,Chikwawa,Blantyre,Zomba,Nkhatabay,Ntchisi,Lilongwe,MzimbaSouthandNorth,RumphiandKasungu.

SupportfocuswasmainlyaroundensuringlinkageandconsistencywiththelaunchedHSSPIII2023-2030andintegrationofquality-of-careinterventionsandmeasurementofprogressonHSSPIIIindicators.

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HUMANRESOURCESFORHEALTHHSSPIIIPILLAR

AchievingSGD3anduniversalhealthcoverageby2030hingesonsufficientcapacityofwell-trained,motivatedhealthworkerstoprovidetheessentialhealthservicesunderpromotive,preventivecurativeandrehabilitativeservices.Dataonhumanhealthworkforcetobe

meaningfulforplanninganddecisionmakingneedstobeaggregated,analysed,reportwrittenanddisseminatedtostakeholderstoensuredatauseforpolicyanddecisionmaking.MalawiisamongthecountriesthatneedtoconductcombinedannualHLMAandNHWAdatacollection,analysisandreportingtoinformitshumanresourcesstrategicplanandaligningtotheHSSPIII2023to2030towardsachievingtheUniversalHealthCoverageandSDG3targets,target3.

INITIATEDDIALOGUEONHEALTHWORKFORCEDEMANDAND

SUPPLYTHROUGHCAPACITY

BUILDINGTOINSTITUTIONALIZEHEALTHLABOURMARKET

ANALYSIS

HLMAworkshopmissionmeetingwiththeSecretaryofHealthandWHORepresentativeWithsupportfromWHOAFRO,afive-dayhealthLabourMarketAnalysis(HLMA)trainingwasconductedwithparticipationof25technical

officersasmembersoftheNationalTaskForcewithrepresentativesfromMoHHRHdirectorate,PolicyandPlanningandotherdirectoratesandMinistryofFinanceandimplementingpartnerssuchasCHAI,HEPUandacademiabyMalawi

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WHOMalawiCountryOffice-ComprehensiveAnnualReportYear2024

CollegeofMedicine.TheMOHplanstointegratetheprinciplesandresultsofNationalHealthLabourMarketAnalysis(HLMA)onhealthworkforcedemandandsupplytoinformthehumanresourcesstrategicandoperationalplan2022-2030alignedtotheHSSPIII2022-2030,adaptationofHLMAdatacollectiontoolsonhealthworkerdemandandsupply,datacollection,analysisandreporting.TheHLMAroadmapwillbeimplementedtogetherwiththeNHWAandIHRISroadmapduring2024/2025bienniumwithcompletionofdatacollection,analysisandreporting.Ahigh-leveldialoguemeetingwasheldwithMoHledbytheMoH-SecretaryforHealthontheidentifiedHLMApolicyquestionsandintegratingHLMAprinciplesonhealthworkerdemandandsupplyandmigration.MappedHLMApolicypriorityQuestionsforMalawiinclude;Managementofexcesshealthcareworkforce(recruitment)–Demandside,Productivityandefficiencyofhealthcareworkforce,Regulationofhealthcareworkforcetraining(institutions):intake–Supplyside,Alignmentofinvestmentforhealth,LocumpolicymanagementisnotachievingintendedtargetwithincreasingHCWnumbers,increasingproductivityofhealthworkerswillneedstrengtheningimplementationofaHRHperformancemanagementsystemthathasbeeninitiatedandwillbestrengthenedinthe2024/2025biennium.

OPERATIONALISEDTHEHUMANRESOURCESINFORMATIONSYSTEMATNATIONALANDDISTRICTTOIMPROVEDHRHPLANNINGANDDECISIONMAKING

WHOsupportedtheoperationalizationoftheHumanResourcesInformationSystemtoprovidecomprehensive,timely,accurate,and

uptodateHRHdatainpartnershipwithMoH,CDCandUSAIDandGIZ.Twoworkshopswereconductedforsixdistrictsinthenorthernzonewithdistrictbuyintargeted50districtcouncilmembers,and10technicalofficerswithHRHdataentrysince2015todate.TheIHRISprovidesannualdatafortheNHWAonhealthcareworkerdensitytoinformHRHpolicyformulationincludingrecruitment,performancemanagement.Nationally,only54percentoftheestablishedHRHpositionsarefilled.WHOsupportfocusedonsixdistrictsinthenorthernregion.ItisenvisagedthatafullyfunctionalIHRISwillenabletimelyandeasyaccesstocomprehensive,quality,andrealtimehealthworkforcedatatoinformHRHdecisions,reducethehighcostsofprimarydatacollectionundertheNationalHealthWorkForce(NHWA)frompublic,CHAMandprivatesector.

NTEGRATEDPERFOMANCE,INSERVICE

CONTINUOUSPROFESSIONALDEVELOPMENTANDAPRRAISALMANAGEMENTSYSTEMIN

HEALTHFACILTIYSUPPORTSUPERVISIONANDMONITORINGSYSTEM

AspartoftheHSSPIIIreformsonperformanceforresults,witharobustperformancemanagementsystem,ahumanResourcesforHealthperformancemanagementsystemhasbeenintegratedinthedistrictledmentorships.Thissystemsupportsthetrackingofstaffabsenteeism,staffdailydutyallocation,workplansandperformanceappraisalsandcontinuousprofessionaldevelopmentbothphysicalandvirtually.TheroleofWHOremainscentralinshapingtheHRHstrategyinMalawitoachievetheHSSPIIIobjectivesunderpillarfouronHRH.

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NATIONALCAPACITYBUILTINUSINGTHEHEALTHFINANCINGPROGRESSMATRIXASSESSMENTTOINFORMTHEHEALTHFINANCINGDIALOGUEANDREVISIONOFTHENATIONALHEALTHFINANCINGSTRATEGY

WHOsupportedfinalizationandlaunchoftheNationalHealthFinancingStrategy2022-2030alignedtotheHSSPIII2022-2030.ThegoaloftheHealthFinancingStrategyis:Tosetawell-governedhealthfinancingarchitectureabletomobilizeadequateresources,distributetheresourcesinanefficientandequitableway,andstrategicallypurchaseservicesbasedonawell-definedbenefitpackageinpursuitofUHCgoals.Themission,visionandgoalsoftheHSSPIIIandtheHFShavebeenalignedwiththeroadmaponUniversalHealthCoverage2030inthecontextofattainingSustainableDevelopmentGoal3.

TheWHOcountryofficefurtherfacilitatedHealthFinancingProgressMatrixorientationtrainingtargeting25participantsfromMoHandpartneragencieswithvirtualsupportfromtheWHOHQhealthfinancingdivisionteamandexperiencesharingfromUganda.DevelopedbytheWHO’sHealthFinancingTeam,theHFPMassessesstrengthsandweaknessesinacountry’shealthfinancingsystem,basedonasetofevidence-basedbenchmarks,framedasnineteendesirableattributes.ThedevelopedHFPMroadmapwillbeimplementedwith

technicalandfinancialsupportfromWHOAFROandMoHDirectorateofPolicyandPlanninginMalawifromJanuarytoJune2024.

DIALOGUEONFINANCINGMALAWIHEALTHSECTORPROGRESSEDTOWARDSASELF-SUSTAININGGOVERNMENTFUNDEDHEALTHSECTOR

Ahigh-levelfinancingdialoguewasheldinthecontextofHSSPIIIwithparticipationofallstakeholders.Thehealthdonorssubmittedahigh-levelStatementfortheHealthFinancingDialogueincontextofsupportingtheHSSPIIIandalignmenttotheParisDeclarationandAccraAgendaforActiononaideffectivenessprinciples.

Thehealthdonorstakecognizantthatthehealthsectorishighlydonorfundedanddonordependent.Withdonorsfundsaccountingfor54.5percentoftheTotalHealthsectorExpenditure(THE)amarginaldecreasefrom58.6%in2017/18fiscalyear(NHAreport2018/19).PublicfundshavealsodecreasedduringtheperiodoftheNHAstudyfrom24.4percentto24.1percentoftheHealthSectorfunding.Fromthedialogue,theGovernmentofMalawicommittedtoincreasingthefinancialallocationtothehealthsectortomeettheAbujatargetof15%.Itfurthercommittedtoannuallyreducinggraduallydonorfundingforthehealthsectorandoutofpocketexpenditureonhealthcare(11.9%)andincreasingpercapitaexpenditurecurrentlyat$40againsttheWHOrecommendationof$86.

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QualityOfCareandPatientSafety

inistryofhealthisrollingoutthe

M

HealthSectorStrategicPlan2023/2024

operationplanatdistrict,healthfacilityandcommunitylevelguidedbytheHSSPIIInineobjectives.ObjectivetwooftheHSSPIIIonservicedeliveryencompassesthequality-of-carestrategiesandinterventionssupportedbyWHO.

WithsupportfromWHO,strategy1.2qualityofcareinterventionswerescaledupinallthe29districtswithadefinedpackageofinterventionsthatincludePointofcarecapacitybuilding,coachingandmentorshipinqualityofcarethroughnational,zonalanddistrictledmentorships,developmentandimplementation,monitoringandreview

ofdistrictandhealthfacilityQIworkplans,measurementandcollaborativelearningsessions.

WHOiscurrentlysupportingtheadaptationofthepatientsafetyassessmenttoolsadvocatedfortheirintegralwiththequality-of-careassessmenttoolsatvariouslevelsofcare.MalawiisintheprocessofadaptingtheglobalPatientSafetyActionPlan2021–2030whosegoalistoachievethemaximumpossiblereductioninavoidableharmduetounsafehealthcareenvisioning“aworldinwhichnooneisharmedinhealthcare,andeverypatientreceivessafeandrespectfulcare,everytime,everywhere”.

DISTRICTLEDMENTORSHIPSINITIATEDTOIMPROVECAPACITYBUILDING,OWNERSHIP,ANDINSTITUTIONALISATIONOFQUALITY-OF-CAREINTERVENTIONS

TheMOHwithsupportfromWHOinitiatedanationalsupportplanthroughatleasttwocyclesofdistrictledmentorshipsfocusingon180healthfacilitiesineighteendistrictswithfocusonprimaryhealthcareworkersengagedindirectservicedeliveryspreadinthefivezonesofMalawi.Over1000healthworkers(48%females),nurses,clinicians,dataclerksandhealthsurveillanceassistantsparticipatedinquality-of-carecapacitysessionsandsupportedtoformulateandimplementatleastthreematernalandnewborncareQIprojectsineachhospitalandatleasttwoprojectsineachhealthcentre.NotableimprovementsincludethefunctionalityofQualityImprovementSupportTeamsandWorkImprovementTeams,implementationof5S-Kaizentoimprovetheworkenvironmentasthefirststeptointegratequality.Thedistrictshavedistrictmentorstosupportthedistrictqualityofcarecoachingandmentorshipforhealthworkerstowardsinstitutionalisationofquality-of-careintentionsinthe29districtsofMalawi.

REVIEWEDTHEQUALITYMANAGEMENTPOLICYANDSTRATEGY2023-2030ANDMNCHQOCPHASEIIMENTORSHIP2024/2025

WHOprovidedtechnicalsupportforthereviewofthe2018QualityManagementpolicyandstrategy.Thereviewinvolvedtheinclusioninthedesignofthetermsofreference,datacollectiontoolsandguidanceonintegrationofexperiences,challengesandlessonslearntfromthephaseoneMNHQoCnetworkexperiences.ThereviewalsofocusedonalignmentwiththeHSSPIII2023-2030goalandobjectives,MNCHQoCphaseIImentorship2024/2025andintegrationofthePHCwithbroaderhealthsystemstoalignthepolicyandstrategytotheglobalandregionalguidance.TheQMstrategy2024-2030willbecompletedduringthequarterJanuarytoMarch2024.

ENHANCEDKNOWLEDGESHARINGANDCAPACITYBUILDINGTHROUGHCOLLABORATIVELEARNINGSESSIONSANDDOCUMENTATION

Collaborativelearningsessionsfor110healthfacilitiesanddistrictfeedbackmeetingswereconductedinelevendistricts.422(50.7%female)healthworkersclinicians,nursemidwives,HMISfocalpersons

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WHOMalawiCountryOffice-ComprehensiveAnnualReportYear2024

and153(33.3%females)participated.HealthworkerswereupdatedontheMNCHQIprinciplesandmethodologiesanddemonstratedvariousMNCHQIprojectsandhowthesearecontributingtoimprovingclientsystemsofcareandtowardsoutcomesonreducingmaternalmortalityandmorbidity.Thesessionsintegratedtopicsonpreventionofsexualexploitationandabuseatimplementationlevel.ThecollaborativelearningsessionsprovidedaplatformforhealthfacilitiestoshareprogressonimplementationofMNHQIprojectsandinterventionsinhealthfacilities,shareexperiencesandlessonslearntaswellasharvestedchangeideasforscalingupwithinhealthfacilitiesandacrossdistricts.Thecollaborativelearningsessionsandadocumentationworkshopwereintegralpartofpost2022nationalQOCconferenceandwillbefacilitatedfurtherbyMoHthroughanestablishedlearningcentre.

ENHANCEDCONTINUOUSPROFESSIONALDEVELOPMENTOFHEALTHCAREWORKERSTHROUGHTHEROLLOUTOFTHEONLINECPDPLATFORMFORPRIMARYHEALTHCAREWORKERSIN29DISTRICTS

ContinuousprofessionaldevelopmentforprimaryhealthcarehealthworkerswasenhancedthroughrollingoutandpromotionoftheonlineCPDplatformaspartofinstitutionalizingqualityofcaretoimprovequalityofhealthservices.TheonlineMNCHqualityofhealthcareCPDplatformdesignedinMoodleplatformaimstobridgetheknowledgeandskillsgapsinqualityofhealthcarereachedover1500healthworkerswithprimaryandrefresherknowledgeonself-assignedmodules.Onecontentreviewworkshopwith25contentdeveloperswasconductedwhichfocusedonupdatingeightmodulesunderqualityofcarebasedonthefeedbackfromthepilotphase.Additionofnewmodulesinacascadedmannerwasbasedoncurrentcapacitygapscommencedwithmodulesunderdatamanagement,dataqualityanddatause,leadershipandgovernanceandCivilRegistrationandVitalStatistics.Effectiveuseoftheplatformforlearningandimprovingpatientcareneedstoberegisteredwithitspromotion,enhancingenduserdesignstandardfeatures,awardofCPDpointsandcertificatesoncompletionofself-assignedmodules..TheeLearningplatformcanbeaccessedon;https://.mw

ENHANCEDTRANSITIONTOINTERNATIONALCLASSIFICATIONOFDISEASES(1CD-11)INTEGRALWITHSTRENGTHENINGMPDSRINTERVENTIONSIN13DISTRICTS

WHOsupportedthetransitiontoInternationalClassificationofdiseaseusingICD-11codingandstrengthenedtheresponsecomponentofMPDSRtoincludesupporttohealthfacilitiestoconducteffectivematernalandperinataldeathnotifications.TraininginICD-11andMPDSRwasconductedin13districtsandreachedatotalof530healthworkers(49.6%females)mainlynursemidwives,cliniciansandHMISfocalpersonsand373(47.5%females)membersoftheextendedDHMT.CapacitybuildinginMPDSRatdistrictlevelincludeddisseminationofthe2021MPDSRevaluationfindingsdisseminationofthenationalMPDSRguidelines2022andhandsonpracticeoftheMartsurv/DHIS-2digitalplatformanddashboardvisualization.TransitionfromICD-10totheICD-11diseasecodingandmedicalcertificationofcauseofdeathwillensuretranslationofknowledgewithaccuratecodingofmaternalandperinatalimmediateandunderlyingcausesofdeath.CapacitybuildinginMPDSRforhealthmanagersatvariouslevelswillprovide