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Abstract: Introduction: Community-Based
Surveillance (CBS) in Mali is a cornerstone of early detection of
diseases and public health events. It integrates community base surveillance
(CBS) and media tracking with digital tools. The Malian system has made
progress in its strategic and planning documents, and its level of
implementation continues to improve. However, it is necessary to adapt the
training for community health workers in each district and to maintain the
support and motivation of these key personnel, while ensuring consistency in
reporting and better data management.
Materials and Methods: We carried out a qualitative cross-sectional study, based
on stakeholder interviews, document analysis, and on-site observations. Six
respondents were interviewed at the strategic level (including NGOs) and eleven
at the operational level (community health workers). Three interview guides and
a group facilitation guide were used for the community health workers.
Results: The results showed that 83.3% of the elements deemed
essential for planning include a CBS technical guide providing reliable information
for implementation, as well as data collection tools (alerts, priority events)
harmonized with CBS at each level. The strengths of the implemented models rely
primarily on the strong community involvement in the detection, dissemination
of information, and support of the response to epidemics and other public
health events. Regarding weaknesses, the results revealed a lack of proper
archiving of community health workers' records (notification forms and
attendance sheets), and the low education level for some of them prevented them
from fully understanding the definitions of cases.
Conclusion: The results demonstrated the existence of a robust system
for essential planning elements. In particular, the CBS technical guide
provides information on the key steps to follow for CBS implementation.
However, there is a need for adapting tools and training to the abilities and
capacities of community staff to avoid disenfranchisement and a perception of a
top-down initiative. DOI: http://dx.doi.org/10.51505/ijmshr.2026.10301 |
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