Abstract

BackgroundThe Anambra state Malaria Control Booster Project (ANMCBP) depends on an effective monitoring and evaluation (M&E) system to continuously improve the implementation of the malaria control interventions. However, it is not clear how the health workers that are expected to be the fulcrum of the malaria M&E perceive and practise M&E. The study was carried out to determine the knowledge, perception, and practice of Malaria M&E among selected health staff, and to identify related socio-demographic factors, including cadre of staff.MethodsA semi-structured questionnaire and an observation checklist were used to collect information from selected health workers in public primary health centres in all 21 local government areas of the State. Multistage sampling technique was used in selection of respondents. The questionnaire explored knowledge, perception and practice of malaria M&E from 213 health workers. The observation checklist was used to record the actual practice of malaria M&E as observed by trained supervisors.ResultsOver 80% of health workers interviewed were able to correctly identify the malaria M&E forms; 25.4% knew the basis for categorizing Artemisinin-based combination therapy (ACT) into ACT1 - ACT4; 97.6% of the respondents felt there was need to keep proper records to have information available and 7.5% of them kept records because they were asked to do so. Over 90% of respondents reported correct practice of M&E, but on verification of actual practice, 55.6% of the respondents had at least one wrongly filled form, and half of these had none of their forms properly filled; about 68.4% of respondents had met specified timeline for data transmission. Differences observed in knowledge, perception and practice of M&E across age categories and cadres were only significant in ability to identify malaria M&E forms; diagnosis of malaria based on blood film microscopy result; perception of how age should be recorded; and reported practice of keeping data till they are requested. Among lower cadre of staff, gaps still exist in knowledge, perception and practice of malaria M&E.ConclusionsGaps still exist in health workers’ understanding of malaria data management, perception of efficient data transmission and observed practice of malaria M&E.

Highlights

  • The Anambra state Malaria Control Booster Project (ANMCBP) depends on an effective monitoring and evaluation (M&E) system to continuously improve the implementation of the malaria control interventions

  • The Anambra state Malaria Control Booster Programme (ANMCBP) depends on an effective M&E system so as to continuously improve the implementation of its interventions. It is not clear how the health workers that are expected to be the fulcrum of the malaria M&E perceive and practise M&E

  • The State has 2 tertiary health institutions, one each owned and managed by the Federal Ministry of Health and the State Ministry of Health (SMOH); 34 secondary health facilities consisting of General, Comprehensive and Cottage Hospitals distributed across the whole Local Government Areas (LGA) and managed by the State Hospital Management Board of the SMOH; 382 Primary Health Care (PHC) centers and Health Posts which are managed by the LGAs with supervision from the Ministry of Health’s Department of Primary Health Care/Disease Control

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Summary

Introduction

The Anambra state Malaria Control Booster Project (ANMCBP) depends on an effective monitoring and evaluation (M&E) system to continuously improve the implementation of the malaria control interventions. It is not clear how the health workers that are expected to be the fulcrum of the malaria M&E perceive and practise M&E. Recognizing that there are proven and effective interventions against malaria, the Roll Back Malaria (RBM) Partnership was launched in 1998 by the World Health Organization (WHO), the World Bank, the United Nations Children’s Fund (UNICEF) and the United Nations Development Programme (UNDP), with the overall goal of halving the burden of malaria by 2010 [1]. One has to be conscious of the stakeholders’ needs, problems, and perception [7]

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