1) The document summarizes the findings of a rapid capacity appraisal conducted in Niger State, Nigeria to assess progress in malaria control capacity after 5 years of support from the Support to National Malaria Programme (SuNMaP). 2) It finds that while some improvements have been made in areas like monitoring and evaluation and program management, capacity remains weak, especially in areas like disease surveillance and regulation. In particular, most staff in the state malaria control program have low qualifications. 3) Key recommendations include increasing government funding for malaria control, strengthening data management systems, ensuring technical assistance builds state capacity, and supporting establishment of a drug management agency.

1. RAPID CAPACITY APPRAISAL FOR MALARIA CONTROL IN NIGER STATE
A Technical Assistance Report prepared for Niger State Ministry of Health & Hospital Services;
Support to National Malaria Programme (SuNMaP)
by
Dr. Andrew Agbenin and Mr. Jonathan O. Igbojiwith william anyebe; February, 2014
Executive Summary
Support to National Malaria Programme (SuNMaP) commenced support to Niger State in 2009.
A baseline survey took place in January 2010 to inform the support process. After five years of
engagement, a rapid capacity appraisal (RCA)became necessary to gauge progress and the
current capacity of the state to lead and coordinate malaria interventions. The findings will
inform SuNMaP’s work-plan for Years 7&8 and ultimately, its exit plan. Field Technical
Assistance was provided by Dr. Andrew Agbenin and Mr. Jonathan O. Igboji who carried out a
focus group discussion (FGD) on the 20th
of February 2014. The FGD had twelve discussants,
made up of 9 members from the State Ministry of Health, 2 from NGPHCDA and 1 from Hospital
Management Board. The discussion was guided by the WHO/MC section of the tool that was
used during the baseline assessment.
Between the baseline assessment and this RCA, there has been some improvement in
SMCP/SMOH capacity but this is most noticeable in the area of capacity development, M&E
and programme management. The least improvement is in regulation and disease
surveillance.However, some of the key findings are as follows:
• About 70% (4) of the six SMCP team members are Community Health Extension Workers.
Only the State Coordinator and her deputy are Registered Nurse/Midwives. Even with the
best of intentions, it is doubtful whether such a level of human resource capacity can
provide the strategic effort required to achieve the ambitious targets of malaria elimination.
• There are no clear enough signs that the State Government is sufficiently in charge of
oversight, leadership and coordination of malaria control efforts, including programme
management/implementation
• There are obvious gaps in the area of data management
• Although SuNMaP is facilitating an Operational Research on Capacity Building in Niger
State, it does not seem that state functionaries are sufficiently engaged in the process.
Thus, it appears that an opportunity to enhance in-state capacity for operational research
may have been lost.
• The State Governor has signed into law a Bill to establish a Drug Management Agency
(DMA) which is yet to become operational.
Recommendations
1) Specific and strategic efforts are required for the health sector MDAs in Niger State to
increase funding provision (through budget and imprest release) for malaria control
activities. Beyond demonstrating government commitment, increased sustainable funding
for malaria will very likely lead to the staffing of the SMCP with higher calibre human
resource.
2) Data management system in the State should be strengthened through the expansion of
DHIS 2.0 beyond the current 5 LGAs to the other 20 LGAs.
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2. 3) Sustainability could be greatly enhanced if each / every technical assistance to the state
henceforth is designed to deliberately involve a core group of technocrats / facilitators.
4) Supporting the state to operationalize the DMA will go a long way in strengthening their
Procurement and Supply Management System.
SECTION A: TECHNICAL CAPACITY FOR MALARIA CONTROL
Figure 2: Niger State Ministry of Health in-house Capacity for Malaria Control
A.1 Capacity for Programme Management
Policy development
Niger State does not have any state policy developed on malaria control or elimination.
However, the state is guided by various national policies.
Strategic directions and oversight
The state adopted the National strategy.
About 70% (4) of the six SMEP team members are Community Health Extension Workers. Only
the State Coordinator and her deputy are Registered Nurse/Midwives. Even with the best of
intentions, it is doubtful whether such a level of human resource capacity can provide the
strategic effort required to achieve the ambitious targets of malaria elimination.
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3. Partnership Development
All the Partners including SuNMaP supporting malaria interventions in the state have
Memoranda of Understanding (MOU) signed with the state. There is evidence of monthly
meetings with Partners coordinated by SMEP.
Stewardship
There are different fora at which the state enlightens the public on the activities of the Malaria
elimination programme. The Honourable Commissioner for Health and Hospital Services
organizes press conference on every Malaria Day (address was sighted to confirm this) to
inform the populace of the state’s malaria control activities and uses the forum to educate the
masses on their own roles to ensure the success of the interventions. Regular meetings are
also held where information is disseminated (minutes were seen.).They also have radio jingles
on malaria control activities.
Programme planning
State has capacity for programme planning. Discussants in addition to others not invited to this
FGD participated in the development of the state Annual Operational Plan (AOP) for Malaria
control for the past three years. They also planned the state-wide LLINs distribution.
Fund-raising/resource mobilisation
There is an Advocacy and Social Mobilization Committee which collaborates with other NGOs
like HERFON in the state to advocate for fund and to engage in revenue mobilization for the
programme. However, State level budgetary allocation and release for malaria interventions
reportedly remain a challenge. Consequently, it becomes questionable whether the State
Government is sufficiently in charge of oversight, leadership and coordination of malaria control
efforts, including programme management/implementation.
Establishing norms, standards, indicators
There are established norms, standards, indicators malaria control with evidence of algorithms,
and Standard Operating Procedures (SOPs) which are distributed to malaria control staff and to
LGAs and health facilities throughout the 25 LGAs of the state. There is evidence of monthly
meeting between the SMEP and LGA malaria Focal persons.
Programme coordination/integration
SMEP conducts regular unit meetings for the various thematic areas to keep each area on the-
know and update themselves of the direction of the programme. Regular monthly review
meeting also holds for all the relevant stakeholders. See also, the section on Strategic
directions and oversight(above).
Operational guidance/direction
The SMEP provides operational guidance/direction for all the thematic areas to ensure that
activities are carried out properly. SOPS, Chart and other relevant materials are shared during
meetings to facility staff to paste in their facilities.
Programme implementation
All participating discussants have been involved in implementing one programme or the other.
They all participated in the planning and distribution of LLINs in the state, immunization
programmes and other many activities including trainings that have taken place. Discussants
were unanimous in their affirmation of active involvement in Programme implementation (activity
reports were sighted) e.g. LLINs distribution and immunization programmes.
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4. Administration
The SMEP, which at present has 6 staff, operates from a one-room office and this has lots of
implication for staff effectiveness and efficiency. Concerted efforts have reportedly been made
in trying to ease this bottleneck but to no avail. Positions of SMEP staff are as presented in the
attached organogram.
A.2 Capacity for Capacity Development
Design and planning of Training Needs Assessment
The SMEP (with technical support from SuNMaP) developed a training plan for malaria control
programme and staff at one point in the state (Report sighted). Most of the staff in the various
units have benefitted from such trainings.
Design and planning of Training Programmes
The SMEP has reportedly designed and planned some training programmes for their staff and
LGA focal persons.
Delivery of Training Programmes
All the participating discussants have served as facilitators of training events. Examples include
training programmes for malaria diagnosis and treatment and the training of LGA focal persons.
A.3 Capacity for Regulation
Establish policy/regulations on malaria commodities/monitor/enforcement of regulations
The state adopted the National policy and operated within the guidelines on regulations and
sanctions.The state has an in-house capacity to regulate but with weak monitoring and
enforcement. The state has a functional quality control laboratory. Drugs are checked regularly
for quality.
A.4 Capacity for Technical interventions (preventive/curative)
Develop guidelines and protocols
The state did not develop any guideline and protocol on prevention / case management and so,
adopted the National guidelines and protocols and operated with that. These are reportedly
available at LGA and health facility levels.
Plan detailed delivery of interventions
They have planned and delivered some interventions for their staff and LGA focal persons with
marginal capacity since not all the members have the same capability to do so. Discussants
have participated in various training events and have also been involved in the delivery of
interventions.
Manage commodity supplies
The state receives commodities from NMEP through the state MOH,MSH, SuNMaP, DRF,
MDGs and other Partners. These are distributed to LGAs and onwards to Health facilities. The
state has a functional procurement and logistics management committee. There is a distribution
plan and there are no ambiguities about this but there was no good technology to drive the
distribution process; bin cards, SRVs, etc, are still being used to manage commodities.
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5. Manage commodity stocks
Malaria control commodities are managed effectively. There are occasional stock-outs but this
is taken care of by the regular supply from the DRF and sometimes by the MDGs. Partners also
provide SP, RDTs etc., management of these commodities pose no problems at all as LMIS is
fully functional. They also follow the FIFO and FEFO principles.
A.5 Capacity for Monitoring & Evaluation /Quality Assurance
Design of M&E frameworks and systems
The national malaria control M&E framework was domesticated. They use the harmonized
HMIS tool.
Design quality control and quality assurance
The state developed and domesticated a functional quality assurance/control system. Monthly
meetings are held by the M&E unit where data from LGAs are shared, screened and compared
by LGAs. Data summary sheets are reportedly available at LGA and health facility levels.
Design of data management systems
Five out of Niger State’s twenty-five LGAs are using the DHIS 2.0 software. The twenty other
LGAs operate manual data entry systems. Data management would improve considerably if all
the LGAs digitalize.
Data collection (record–keeping)
Data is collected from the health facilities to the LGAs where they are summarized and then
forwarded to the state by the malaria focal person of each LGA. As for malaria specific data
collection from private facilities, e.g. the PPMVs, the Society for Family Health(SFH) collects
these data from these private facilities they are supporting and forwards to the SMEP manager
during their monthly meeting. All the SuNMaP – supported health facilities in the state use the
harmonized National HMIS tool for data collection.
Data analysis & reporting
There is a degree of data analysis done by the M&E officer. DHIS 2.0 is used for data reporting
in 5 LGAs. The ones shown to us were analysed by month and annually and presented in
tables/Bar charts and graphs. These are shared and compared during monthly meetings. Data
is used for planning. The state malaria M&E officer equally scrutinises the data before same is
forwarded to the federal.
Supervision of data management staff
The state is implementing ISS. Supervision is regular and scheduled using appropriate tools
involving all the discussants and others. Data from the supervisory visit is used for planning and
OJCB also takes place. M&E officer and HMIS officer attend monthly consultative meetings and
share data regularly.
Co-ordination of State systems
The malaria M&E officer and HMIS officer attend monthly consultative meetings and share data
regularly. Co-ordination of State systems is cordial and effective – seen during theFGD.
Quality control/quality assurance
Malaria data QA/QC activities are carried out monthly. 100% of scheduled QA/QC activities are
done. Report is shared among stakeholders including LGAs and participating HFs.
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6. They have a checklist and data is compared and feedback is given at monthly meetings.
Evaluation, Review and Feedback
A functional evaluation system is in place. Routine data is collated, processed and reviewed by
the M&E officer. Data from the various LGAs are compared and feedback is provided to frontline
staff at subsequent monthly meetings.
A.6 Capacity for Operational Research
Developing research agenda
The SMEP participated in an operational research after the state-wide LLINs distribution.
Although SuNMaP is facilitating an Operational Research on Capacity Building in Niger State, it
does not seem that state functionaries are sufficiently engaged in the process. Thus, it appears
that an opportunity to enhance in-state capacity for operational research may have been lost.
Design of research
The state conducted an implementation research, following the state-wide LLINs distribution.
Supervision / co-ordination of research
Capacity is limited.
Carrying out research
The capacity to carry out operational research is not adequate.
Analysis and reporting
Analysis and reporting of research findings led to the development of jingles, social mobilization
activities to create awareness on the use of the LLINs at households but no evidence was
sighted on this claim.
Dissemination of findings
Research findings were disseminated at monthly meetings and deliberated on.
A.7 Capacity for Disease Surveillance
Supervision / co-ordination of surveillance
The state has low capacity for Disease Surveillance as their activities are not properly
coordinated. There seem to bea disconnect between the federal government established
sentinel sites and the disease surveillance unit in the SMOH. Data on diseases are not collated
properly and reports are usually delayed. It is also known that the WHO provides the logistics
for Disease Surveillance and Notification all over the country.
Carrying out surveillance
Surveillance is carried out by theLGA’s DiseaseSurveillance and Notification Officers(DSNOs),
copies of their reports are sent to the WHO state focal person, state Epidemiologists, state M&E
and HMIS officers.
Analysis and reporting
Data on malaria cases are submitted regularly from the six (6) SuNMaP supported LGAs but not
from all the health facilities in the other LGAs SuNMaP is not supporting. Evidence for this was
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7. also sighted during the FGD. LGAs data areanalysed and feedback given to health facilities
staffwhen necessary
Dissemination of findings
Findings from analysed data are disseminated at different fora with stakeholders including
MTWG and LGA malaria focal persons.
A.8 Other skills that members of the State Ministry of Health team feel they require to
improve Malaria control in the state
1. Data management skills at all levels – computing skills.
2. Research/training skills
3. Knowledge management skills
4. Advocacy and mobilization skills.
Section B: Drug/Consumables Supply System
Sustainable Drug Supply System
The state has a DRF Supply System which is working only for secondary health care facilities.
The primary health care facilities have a free health programme for pregnant women and
children below five years of age. This thus makes the DRF not accessible at all levels. There
are occasional stock outs.
Plans to upgrade the present system
The State Governor has signed into law a Bill to establish a Drug Management Agency(DMA)
which is yet to become operational. The present supply system has the shortfall of not providing
for the Primary health facilities.
The status of the state Central Medical Store
There is a functional central medical store with 20 staff who provide 24 hours service. They
have good shelves, cupboards, Air-conditioners and ceiling fans, fridge, three Generators which
is fuelled by Management Sciences for Health (MSH). The management arrangement is
marginal. They observe the FIFO/FEFO procedure. Although they are still using the manual
system, there is plan to introduce E-management system. A procurement Committee exists. For
accountability, they have Inventory control cards, Bin Cards, monthly inventory and so on.
Quantifications are done by TWG-DPS,SuNMaP, M&E,DRF,MSH,MOH in collaboration with
NMEP,Pharmacist in charge of the Central Medical Store.Supplies get to the facilities through
the LGAs which collect from the state Central Medical Store regularly and on requisition too.
The Ministry of health and the Management Sciences for Health (MSH) are responsible for the
system. There is no internal audit but there is external. Record keeping is safe and adequate
Section C: HMIS
There is a functional HMIS. They have started using the DHIS 2.0 but only in 5 LGAs. FHI360 is
responsible for the system and the present management arrangement is adequate even then,
little capacity building will make a significant difference
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8. State to LGA health system supervision activities
The SuNMaP supported ISS covers 6 LGAs of the state and there are plans to scale up to
additional LGAs. The management arrangement is adequate but funding from state remains a
challenge. The SMEP is part of the ISS team and reports of visits are usually shared with them
State-Level Priority needs
1. Scale up of ISS to the remaining 5 LGAs /health facilities.
2. Scale up DHIS 2.0 to the rest 20 LGAs.
3. Capacity building for staff handling malaria commodities to strengthen LMIS
4. Baseline entomological data and capacity for IRS and environmental management
5. Capacity building for focused antenatal care and malaria in pregnancy.
6. Increased support for the maintenance of programme project vehicle and other logistics.
7. Strong advocacy for resource mobilization to purchase free anti malarial commodities for
the primary health care facilities to cover all the other HFs not covered by Partners.
Prioritising the capacity gaps in terms of the urgency and importance of addressing them
1. Training on focused antenatal care and malaria in pregnancy
1. Scale up of ISS to the remaining 5 LGAs health facilities
2. Baseline entomological data for IRS and environmental management.
3. Capacity building for staff handling malaria commodities to strengthen LMIS
4. Scale up DHIS 2.0 to the rest 20 LGAs
5. Advocacy for increased funding and logistics support for the SMEP.
Special/Additional areas of required support + justification
This is an area that should be considered in planning an intervention strategy because mothers
need to be more aware of pregnancy and its outcome especially the consequences of malaria in
pregnancy. During the FGDs, this issue featured prominently of lack of awareness of mothers
and some health workers about focused antenatal care, malaria in pregnancy and IPT.
ISS is an area that our partners should focus on in terms of scale up and logistics and the state
government should be more involved for sustainability of the system.
In terms of capacity of the SMEP, human resource is grossly inadequate, infrastructure and
equipments leave much to be desired as SMEP still operates in a one-room office for all the
personnel
Issues areas
Government provides free health services including free antimalarials for pregnant women and
children under-5 at secondary health care only. This makes their current DRF system to be
unsustainable.
SuNMaP Legacy?
1. Integrated Supportive Supervision.
2. Capacity building for malaria programme management
3. Demand creation.
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9. Trend analysis
SuNMaP support to Niger state on malaria control has led to a tremendous change in malaria
indices in the state. Before now all cases of fever were treated as malaria and over 50% of out-
patient attendance was reported as malaria on the basis of fever detection alone but at Present,
only cases that are tested and confirmed as malaria are treated as such. Then, the RBM
programme had only 3 staff with no structure and functional system on ground, now the SMEP
has 6 staff and 6 thematic areas of malaria control functioning. Capacity for annual operational
plan development and other programme management capacity were either weak or non-
existent (baseline survey, 2010) but now the SMOH has capacity for programme management.
Other capacity areas like capacity development, M&E, data management; ISS, etc have all
been strengthened. The process of ISS development has been completed. In 2010, there was
no M&E officer (2010 baseline report) but now there is an M&E officer who collects, collates,
analyses and reports data regularly. Hitherto, all cases of fever were treated as malaria(2010
baseline report) but with effect from 2012 when RDT/microscopy were introduced, only
confirmed cases of malaria are treated as such.
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10. Table 1: Niger State SMCP staff profile
SN Name/
Qualification
Sex Phone no /
e-mail
Designation Full /
part time
Profession Service
Duration(year)
1 Dawaba
M(RN/RM)
F 08056404203/
dawabamercy@yahoo.c
om
Programme
manager
Full time Nurse/Midwi
fe/CHO
5 years
2 Ibrahim
BM(RN/RM)
F 08030690034/
bjwushishi@yahoo.com
Deputy RBM
coordinator
Full time Nurse/Midwi
fe
5 years
3 Muhammed
MW(CHEW)
M 08032771888/
wasagi@ymail.com
M&E officer Full time CHEW 1yr 6months
4 Muazu
M(CHEW)
F 07087660809/maimuna
muazu770@yahoo.com
Assist.M&E
officer
Full time CHEW 1 year 6months
5 Daniel
Iliya(CHEW)
M 08036323013/
daniliya30@yahoo,com
Logistics
Officer
Full time CHEW 7 years
6 Amina
EZ(CHEW)
F 08168195186/
azinro@yahoo.com
ACSM Officer Full time CHEW 5years
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11. List & Profile of FGD Discussants
S/N Name Designation Organization Phone no e-mail
1 Shehu A Mairiga DOISS SMOH 08033909083 shehumairiga@yahoo.com
2 Muh Mustafa S CMS pharmacist SMOH,CMS 08033140795 Mmsulaiman2008@yahoo.com
3 Mohammed K Buhari SDNSO SMOH 08036118304 kudu@yahoo.com
4 Rakiya Y Datti SI-DPH SMOH 08037022603 dattiboy@yahoo.com
5 Daniel Iliya SMEP Log Officer SMEP,SMOH 08036323013 Daniliya30@yahoo.com
6 Bilkisu Ibrahim M DSRBMC SMOH 08030690034 bjwushishi@yahoo.com
7 Muh’dMuh’dWasagi M&E SMEP SMOH 08032771888 muhammedwasagi@gmail.com
8 Abdullahi Mohammed DMS HMB 08036143652 abdulmohd35@gmail.com
9 MuhammedLawalAdamu DDHF NGPHCDA 08033561305 mlalawaladamu@yahoo.com
10 Abdullahi B Liman DDF&D NGPHCDA 08065072140 abbalim2005@yahoo.com
11 EgbaJibrin HMIS SMOH 07069229924 jibrinegba@yahoo.com
12 Dawaba Mercy SRBM SMOH 08056404203 dawabamercy@yahoo.com
13 OlatundeOlotu TMM SuNMaP Niger SuNMaP 08036054579 o.olatunde@mc.org
14 Sunday Unubi Operations
Officer,SuNMaP,
SuNMaP 08069482393 u.Sunday@mc.org
15 Jonathan Igboji Consultant SuNMaP 08035790024 igboyam@yahoo.com
16 Agbenin Andrew Consultant SuNMaP 08035285510 agbenin@yahoo.com
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12. Completed data tool
RAPID CAPACITY APPRAISAL OF SuNMaP SUPPORTED STATES
STATE LEVEL TOOL
Note: All questions are Malaria specific
Section A: Technical Capacity of State Ministry of Health
Scoring Key: 1 = Adequate,2 = Marginal, 3 = Inadequate
A.1 State Ministry of Health in-house capacity for Programme Management
1 2 3
Policy development   X
Strategic direction / oversight   X
Partnership Development X  
Stewardship X  
Programme planning X  
Fund-raising/resource mobilisation X  
Establishing norms, standards, indicators X  
Programme coordination/integration X  
Operational guidance/direction X  
Programme implementation X  
Administration X  
A.2 State Ministry of Health in-house capacity for Capacity Development
1 2 3
Design and planning of Training Needs Assessment X  
Design and planning of Training Programmes X  
Delivery of Training Programmes X  
A.3 State Ministry of Health in-house capacity for Regulation
1 2 3
Establish policy/regulations on malaria commodities X  
Monitor/enforce regulations   X
A.4 State Ministry of Health in-house capacity for Technical interventions
(preventive/curative)
1 2 3
Develop guidelines and protocols   X
Plan detailed delivery of interventions  X 
Manage commodity supplies  X 
Manage commodity stocks X  
A.5 State Ministry of Health in-house capacity for Monitoring & Evaluation /Quality
Assurance
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13. 1 2 3
Design of M&E frameworks and systems X  
Design quality control and quality assurance X  
Design of data management systems  X 
Data collection (record–keeping)  X 
Data analysis & reporting X  
Supervision of data management staff X  
Co-ordination of State systems X  
Carry out quality control/quality assurance X  
Evaluation, Review and Feedback X  
A.6 State Ministry of Health in-house capacity for Operational Research
1 2 3
Developing research agenda X  
Design of research  X 
Supervision / co-ordination of research  X 
Carrying out research  X 
Analysis and reporting  X 
Dissemination of findings X  
A.7 State Ministry of Health in-house capacity for Disease Surveillance
1 2 3
Supervision / co-ordination of surveillance   X
Carrying out surveillance  X 
Analysis and reporting  X 
Dissemination of findings X  
A.8 Other skills that members of the State Ministry of Health team feel they require to
improve Malaria control in the state?
1) Knowledge management skills
2) Advocacy/mobilization skills
3) Data management skills at all level-computing skills
4) Research skills
5) Training skills
Section B: Drug/Consumables Supply System
Scoring Key: 1 = Adequate,2 = Marginal, 3 = Inadequate
1 2 3
B.1 Is there a Sustainable Drug/Consumable Supply System?  X 
B.2 Are there plans to upgrade/change the present system? Yes
If there are get the details: Drug Management Agency(DMA) bill has been signed by the
Governor of the state
B.3 Who is responsible for the System?: The state ministry of health(MOH)
B.4 What is the status of the State Level Store? X  
B.5 Are the management arrangements adequate?  X 
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14. B.6 Who is responsible for quantification?: They are management services for
health(MSH),State Ministry of health(SMOH) in collaboration with the national malaria control
programme(NMCP),Drug revolving fund(DRF)-members include the state malaria elimination
programme manager, director of pharmaceutical services, the pharmacist in-charge of the
central medical store, M&E officer of the state
B.7 Who is responsible for procurement?These are the state ministry of health(SMOH) in
collaboration with the national malaria elimination programme(NMEP),the state malaria
elimination programme(SMEP) and supporting partners
B.8 Who is responsible for distribution?: The Central Medical Store
B.9 What are the accountability arrangements?:These involve the use of inventory control
cards, proper record keeping of drug inflow and outflow, monthly stock taking
B.10 Is there internal and external audit?: There is no internal audit but there is usually
external audit
B.11 When was the last external audit?: December,2013
B.12 Is there safe keeping of value books – cheques, receipt books, invoices, etc.?:Yes
B.13 Is the record keeping adequate? x  
Section C: HMIS
1 2 3
C.1 Is there a functional HMIS? X  
C.2 Have you started using the DHIS 2.0? If yes in how many LGAs?: It is being used in 5
LGAs for now
C.3 Who is responsible for the System?: FHI360
C.4 Are the management arrangements adequate? X  
C.5 Would a small amount of capacity development make a significant difference? Yes, it will
Section D: State to LGA health system supervision activities
1 2 3
D.1 Is there a functional Supportive Supervision system between
State and LGAs? X  
D.2 If to some LGAs only specify which: ISS was set up and rolled out last year but they only
visited one LGA since roll out
D.3 Are there plans to upgrade/change the present system. No
D.4 Who is responsible for the System?: SuNMaP/SMEP
D.5 Are the management arrangements adequate? X  
D.6 Is transport and fuel always available for planned supervision? If not clarify how big a
problem this is for the supervision and why it is not available. Since the set up of ISS, the
only visit they made to the only LGA they visited was by self-sponsorship, no money to
fund the trip
D.7 Would a small amount of capacity development make a significant difference? Yes
D.8 How does the State Malaria Control Unit interact with this supervision
system?:Participate in visit and always get a report of the supervisory visit
Section E: State-Level Priority needs
What other priority needs are there?:
1) Scale up ISS to the remaining 5 LGAs
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15. 2) Scale up DHIS 2.0 to the remaining 20 LGAs
3) Capacity building for staff handling malaria commodities to strengthen logistics and
management information system(LMIS)
4) Capacity building for indoor residual spraying(IRS) and environmental management
5) Capacity building for focused antenatal care and malaria in pregnancy(MIP)
6) Training on IRS for the generation of baseline entomological data
7) Increased support for the program project vehicle and other logistics
8) Strong advocacy for resource mobilization to purchase free antimalarial drugs for PHCs
Section F: How would you prioritise the capacity gaps in terms of the urgency and
importance of addressing them?
1) Capacity building for focused antenatal care and malaria in pregnancy(MIP)
2) Scale up ISS to the remaining 5 LGAs
3) Training on IRS for the generation of baseline entomological data
4) Capacity building for staff handling malaria commodities to strengthen logistics and
management information system(LMIS)
5) Scale up DHIS 2.0 to the remaining 20 LGAs
6) Capacity building for indoor residual spraying(IRS) and environmental management
7) Strong advocacy for resource mobilization to purchase free antimalarial drugs for PHCs
SuNMaP Exit/Sustainability
1) The state government should be more responsible and release budgets as approved for
malaria control programmes
2) Programme integration/basket funding
3) More partners
Adding Value: SuNMaP legacy:
1) ISS
2) Capacity building for malaria programme management
3) Demand creation.
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