About Us

National Leprosy and TB Control Program

The Leprosy and TB Control Program was merged in 1989 and has been supported by the government and international partners until 1990s, when financial assistance declined in the face of political instability. The government asked the German Leprosy Relief Association (GLRA) in 1988 to incorporate TB into its leprosy control programme support, but the reorganizing was also interrupted when the first civil war started in 1989. The TB program was revived in 1994 and had to survive through the years of political instability.

The program is headed by the Program Manager who reports to the Assistant Minister of

Health for Preventive services. There are three deputy program managers (Programs, Monitoring and Evaluation, Finance and Administration) who work with the Program Manager in support of achieving the Programs Goals and Objectives.

Core Activities at National Level

The main function of the NLTCP is:

  • formulation of leprosy and TB control policy and strategies
  • resource identification and mobilization
  • coordination of the procurement and distribution of anti-TB drugs and other commodities
  • coordination and implementation of training  supervision of leprosy and TB field activities
  • quality assurance of AFB microscopy
  • surveillance of drug resistance
  • health promotion
  • collection and collation of leprosy and TB related data
  • data aggregation and analysis
  • operational research
  • Coordination of the central TB reference laboratory with the National Public Health Reference Laboratory.

Core Activities at County Level

The County Leprosy/TB Focal Persons, who work under the Community Health Department within the County Health Teams (CHTs), are the first line of referral for the officers in charge of the clinics, health center and hospitals providing TB/Leprosy services. The Focal Persons perform the following functions:

  • Maintain the County Leprosy/TB registers and report the data to the central level
  • Coordinate with CHTs in planning TB activities in order to align county work plans with the national leprosy and TB work plan
  • Organize training and conduct supervisory visits to facilities that perform leprosy and TB control activities, including laboratories and pharmacies.
  • Coordinate and establish community-based Directly Observed Therapy- Short Course (DOTS) programs, including training of Community Health Volunteers (CHVs)  Ensure a continuous supply of leprosy and TB drugs, forms and laboratory materials to the county health facilities
  • Supervise record keeping of the leprosy and TB case registers and laboratory registers.
  • Collaborate with staff working in the HIV/AIDS program to ensure better management of patients with TB/HIV co-infection.
  • Collaborate with other agencies and NGOs, as well as private doctors, who provide care for leprosy and TB patients.

Core Activities at District/Health Facility Level

TB treatment, through delivery of DOTS services, is integrated into the general health services provided at health care delivery points. However, the district health officers are not fully integrated in TB services at the District levels; in this new strategic approach to TB services, the Districts Health Officers are going to form a strong link in the management of TB services at the peripheral levels.

The Officer-In-Charge (OIC; often a nurse or a physician assistant [PA]) of the leprosy and TB center within the health facility is responsible for the day-to-day operations and reports to the County Leprosy/TB Supervisors. The OIC’s main functions are:

  • Supervise community-based DOTS program with community health volunteers (CHVs) conducting community outreach activities and serving as liaisons between the patients and OICs
  • Develop an efficient patient referral system to ensure continuity of care.
  • Submit monthly and quarterly reports on case finding and treatment outcomes.  Ensure continuous supply of diagnostic supplies and drugs  Participate in advocacy and social mobilization activities.

The organizational structure and core activities may be revised in the future according to program and MOH&SW strategic needs.