Strengthening public health leadership for malaria elimination: Lessons from a regional leadership and management capacity-building programme in Southern Africa
1
UP Institute for Sustainable Malaria Control, School of Health Systems and Public Health, University of Pretoria, Pretoria, South Africa
2
National Institute for Communicable Diseases, Johannesburg, South Africa
3
Wits Research Institute for Malaria, University of the Witwatersrand, Johannesburg, South Africa
4
Gordon Institute of Business Science, Johannesburg, South Africa
Popul. Med. 2026;8(Supplement Supplement 1):A3510
ABSTRACT
INTRODUCTION:
Malaria remains a major public health challenge in sub-Saharan Africa, causing significant morbidity and mortality, impeding socio-economic development, and straining healthcare systems. Elimination requires effective technical interventions and strong leadership and management (L&M) within national malaria control programmes (MCPs). Managers need competencies in strategic planning, problem-solving, adaptive leadership, and data-driven decision-making to respond to evolving transmission and cross-border risks. To address these needs, the University of Pretoria and partners, supported by the Gates Foundation, established the Advanced Leadership Programme for the Elimination of Malaria (ALPEM), a bilingual (English–Portuguese) programme supporting MCPs in nine SADC countries and strengthening regional collaboration.
METHODS:
The structured, hybrid programme facilitates personal and professional development, enhances decision-making skills, and creates networking opportunities. It comprises three modules: leadership and effective management; evidence-based decision-making; and science of malaria elimination. The curriculum is tailored to Africa-specific challenges, and integrates coaching, peer learning, and applied implementation. Each participant designs a system-strengthening project (SSP), aligned with national MCP priorities. A comprehensive monitoring and evaluation (M&E) framework is in place to assess long-term outcomes. Curriculum updates are guided by participant and faculty feedback.
RESULTS:
To date, 208 of 228 participants (91%) across four cohorts completed the programme, with 54% female participation. Barriers included network instability, electricity disruptions, and competing workloads. Participants reported improved strategic planning, decision-making, empowerment of female leadership, and regional stakeholder collaboration. SSPs addressed operational gaps including surveillance optimisation, community engagement, and cross-border coordination. Hybrid delivery broadened access, while in-person sessions enabled trust-building and sustained partnerships. Alumni continue to access learning opportunities through livestreamed modules, webinars, and technical discussions.
CONCLUSIONS:
Regional L&M capacity building is a feasible and effective strategy to strengthen MCP performance and partnerships essential for malaria elimination in Southern Africa. Blended delivery, skilled facilitation, and continuous M&E are key enablers of sustained impact and programme resilience.
Malaria remains a major public health challenge in sub-Saharan Africa, causing significant morbidity and mortality, impeding socio-economic development, and straining healthcare systems. Elimination requires effective technical interventions and strong leadership and management (L&M) within national malaria control programmes (MCPs). Managers need competencies in strategic planning, problem-solving, adaptive leadership, and data-driven decision-making to respond to evolving transmission and cross-border risks. To address these needs, the University of Pretoria and partners, supported by the Gates Foundation, established the Advanced Leadership Programme for the Elimination of Malaria (ALPEM), a bilingual (English–Portuguese) programme supporting MCPs in nine SADC countries and strengthening regional collaboration.
METHODS:
The structured, hybrid programme facilitates personal and professional development, enhances decision-making skills, and creates networking opportunities. It comprises three modules: leadership and effective management; evidence-based decision-making; and science of malaria elimination. The curriculum is tailored to Africa-specific challenges, and integrates coaching, peer learning, and applied implementation. Each participant designs a system-strengthening project (SSP), aligned with national MCP priorities. A comprehensive monitoring and evaluation (M&E) framework is in place to assess long-term outcomes. Curriculum updates are guided by participant and faculty feedback.
RESULTS:
To date, 208 of 228 participants (91%) across four cohorts completed the programme, with 54% female participation. Barriers included network instability, electricity disruptions, and competing workloads. Participants reported improved strategic planning, decision-making, empowerment of female leadership, and regional stakeholder collaboration. SSPs addressed operational gaps including surveillance optimisation, community engagement, and cross-border coordination. Hybrid delivery broadened access, while in-person sessions enabled trust-building and sustained partnerships. Alumni continue to access learning opportunities through livestreamed modules, webinars, and technical discussions.
CONCLUSIONS:
Regional L&M capacity building is a feasible and effective strategy to strengthen MCP performance and partnerships essential for malaria elimination in Southern Africa. Blended delivery, skilled facilitation, and continuous M&E are key enablers of sustained impact and programme resilience.
| eISSN: | 2654-1459 |
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