 So I'm going to invite from the CMU, Pakistan CMU, to start our first session on our country presentations. Good morning everyone and thank you for the organizers to give me this opportunity to present on behalf of the Common Management Unit for AIDS TV in Malaria working under the Ministry of Health in Pakistan. So basically I will be very short in time but what I want to focus is would be an experience that culminate into a success story in Pakistan regarding the implementation of DHIs too especially the case based DHIs too in Pakistan. And perhaps it would be beneficial to those countries who are now planning to embark on the case based DHIs too. So basically this is the overall geographical and technical spread of the DHIs to case based for three diseases in Pakistan. Let me apprise you that basically we started the DHIs to aggregate model in the year 2018 in the late 2018 and speedily we take up the three programs engaged within the DHIs to dashboards. And as if you see here we have right from the beginning we engaged the public as well as the private sector in Pakistan working for TB AIDS and Malaria. So here you can just have just to show you that if we say about the TB we have at the moment more than 1700 facilities who are on the aggregate model in Pakistan coupled with more than 12,000 general practitioners who are working in the private sector. Similarly for HIV AIDS we have 75 ART centers along with the 60 community based organization working for HIV AIDS and likewise in Malaria if you see there are over 4000 facilities who are reporting on the aggregate model in the country. So these are perhaps this is the last day and you will be quite fed up of seeing lot many dashboards and this is one of them. This dashboard is showing that we have been reporting the data from the district province and at the national level on these dashboards which I show for the TB, HIV and Malaria. And regarding that all the other things which are have the provisions to show us through the DHIs to dashboard we have availed all those provisions on these dashboards like these heat maps and the updating of the population every year on these dashboards. But the story doesn't end here as these are the aggregate model dashboards. What we actually I'm going to tell you in the next slide is about the case based updates. So for the case based we had what we had to actually accomplish for was the hardware capacity, the software capacity, data quality elements, the data entry protocols, SOPs regarding especially unique identifier coding system for the data confidentiality, data storage, data access as well as the countrywide capacity building of the people entering the data into the DHIs too. So as you know that we are more than at the moment 225 million population and a huge infrastructure across the country for three diseases. You can imagine it must be a challenging task for the Pakistan. But let me remind you here that with the support of all stakeholders within the country all public private stakeholders and especially the international stakeholders working with us they were the actual actors behind this success story. So you can see here the international stakeholders who were there right from the USAID's support through TIFA and JSI, WHO technical support, multi-country grant, UNDP support, his and UIO of course, KIT, the Royal Institute of Tropical Institute of Netherland, Global Fund and the Will and Melinda Gates Foundation. So all were there for this development of the case-based dashboard for the TV. So these are the milestones achieved which as I told you we started our journey for the aggregate model in 2018. But what happened afterwards, let me tell you that to prepare the country for the case-based is a really a challenging task and one should not undermine those challenging tasks. Because the case-based is a sort of maybe one day process to be started on but the preparation take us almost two years to complete it. And what we did, we did this software upgradation, hardware upgradation, we do have the dedicated server for that but it didn't have the capacity at that moment to absorb the case-based data. The SOP is very important which we always mentioned that how we will be have this sort of confidentiality, access, sharing, lot many things to be done and we did all those things with the help of everyone on board. Then we have the uninterrupted supply through the solar system, there was a huge procurement process involved for the case-based. We have to buy laptops for all the 1400 facilities in Pakistan and we provided laptops to them, we provided internet connectivity support to every facility to enter data. We provided the trainings to them and then we piloted the case-based in November 2021 but that pilot was also evaluated with lot many strengths as well as those many weaknesses. So we tried to overcome all those weaknesses which are present in the system. We have to customize our TV tracker, first we customize the TV tracker according to the Pakistan needs but afterwards we got the technical support from the WHO and they asked us to customize it according to their demand. So now it is called the WHO TV tracker of course with the help of the HIST Pakistan. Then we sort of hired because once we were embarking on the case-based we have to have continuity of the troubleshooting technical expert right from the national level to the facility level. So we have to hire the provincial level people for the DHS to case-based and for the at the district level, at the division level. So it is a huge hiring involved during that process. Then we have to have the reporting formats developed that is the TV notification, the TV07 form and the treatment outcome that is the TV09 and it took a long time to develop them. We tested all those forms on the pilot. Then there was a technical working group formed for the DHS to case-based. So all the procurement, distribution and availability of the logistics was made in place. So finally there was a challenge to actually integrate existing applications which were running in Pakistan in private sector as well as in the public sector like the gene expert, gene expert alert application, the active case-founding application and of course the DRTB application and the LMIS application. So lot many applications were there separately but we have to integrate all those applications on that case-based DHS to dashboard. And of course there were two unique applications which were running in Pakistan. One was for the multi-country grant that is for the cross-border people who are bordering Pakistan is bordering to Iran and Afghanistan. People have to, due to that frequent movement from Iran and Afghanistan and there are some TV cases there in those communities. So we have to take care of all those people who may be referred or diagnosed a TV patient through the multi-country grant that is MCG and that is run by the UNDP Afghanistan at the moment. And there was another application that was called mandatory case notification intervention. That is for the private, in private sector any TV patient is diagnosed or referred for screening, he must be entered into the DHS2 system. So you can understand there were a huge sort of integration involved into the case-based DHS2 at that time. But we did it and we have trained all the facilities in Pakistan who are the TV care facilities. We have provided all the hardware and software things to them now in the quarter, in this quarter, in the current quarter which we are standing in now. We the country is actually reporting the case-based data for TV at the moment. So, and there is some line listing available offline data entry mode, we managed to do that. This is the data, TV data entry form of the case-based at the moment for case notification. And apart from this, Pakistan is one of the pilot countries among six countries who are selected from the WHO Global TV program for this PPM dashboard. And we have also developed this PPM dashboard with the support of Mercy Corps and his Pakistan, of course, as well as back-end the WHO was supporting us for this. And this is a glimpse of that. This is some pictorial glimpse and thanks, thank you very much. Okay, so we have time for a couple of questions. Are there any questions for Dr. Basharab? Looks like there's no questions, sir. Thank you very much. Thank you again, sir. So I'd like to invite my colleagues from Egypt to please give us the next presentation. Perfect, thanks. Okay, thank you, sir, for hosting us and for this beautiful time you're spending and a lot of learning. So I'll be presenting for Egypt. My name is Mata Salih. I just would like to highlight the importance and essence of scribing and database keeping in Egypt from the very beginning. So this is the Egyptian scribe. He's an integral part of our culture and how the Egyptian civilization has risen from a very early stage, from scribing and making sure that everything is documented. So this is my, DHIS for us has only started this year, so April 2023. We got introduced to the DHIS. I represent UNICEF, so we took a scoping mission from the Ministry of Health, 10 people. We went to Jordan and we attended the Academy, the first Academy in Arabic. And that was a really excellent starting point for us, for the Ministry to understand what does the DHIS have to offer, how it can be implemented in an easy, fast manner. After that, a group from the University of Oslo were in Egypt for the WHO, so another meeting with high management in the Ministry gave them the good opportunity to understand further. And currently we are finalizing our agreement with Oslo and Hispmina. So that was May and then we had several problems. So we have two emergencies on our borders. May conflict happened in Sudan and currently we have the conflict in Gaza and the war on Gaza. And they were opportunities or a pressing need was presented to us. And actually Abd Rahman from MENA, he was in with Oslo. He gave us very, very good support to develop a tracker for the nutritional status of the Sudanese people, the children coming in. As a UNICEF, that is very important for us. The tracker was built in two months when there was no server, there was nothing ready yet to roll out and implement DHIS. But we needed a mobile agile system that worked on the borders through mobile apps. So we did the training for frontline personnel, both technical and on the system and it's up and running. We have over 3,000 cases right now registered, deployed in August, beginning of August. And then when the crisis in Gaza started, we also needed something for the EVACs, the medical EVACs, who were being moved into hospitals in Egypt. And this time around, with the support of Hanini and I, we had the system up and running for a hospital, just a tracker of who is coming in, what is the case, what are the investigations needed, was ready in three weeks. And we are currently deployed in 20 hospitals across Egypt. So it's very malleable. So this is the Sudan dashboard with the tabulation was done according to the needs of the government, which facilities, what is the status of the mothers, children, breastfeeding status, it's holistic for the needs of nutrition. It's very malleable. For the Sudan crisis, for the Gaza crisis, we have another dashboard on the same server with different hospitals, cases. What are the cases that are being managed? So orthopedic neuro, it's divided according to the needs of the government. So it really highlights how DHS can be deployed for a humanitarian response, and it's very malleable and easy to deploy. It was an easy sell to the government right now why DHS is a good solution as part of the ecosystem within Egypt. So we have several other systems up and running in Egypt. So we started the emergency trackers. Our technical team in the ministry are working on several other tracker or aggregate data. They're working around with it and with very minimal support from Hispmina currently, but we are looking forward to a more robust structured support to increase the capacity of a larger team of people from the ministry to move forward. So what are the key learnings in the last few months from supporting DHS? So it's a self-adoption and maybe at this podium most of you understand what self-adoption means, but for the government who has not implemented DHS, the mentality of we are going to buy a software from the company, the company is responsible, if they don't do it then we end the contract. This mentality needs, the shift needs a lot of work. And I guess most of you here appreciate that. The continuous updates and improvements within this year we have seen one update, one major update, and we are fortunate that we are still not fully implementing so it's easier for us to move, but I guess the movement from version to version is very easy and that's an added value that we are selling with. Not mistaking what it's not. So when we started implementing with hospitals and we need a digital system for x-rays and different MRIs, you need to understand from what you're selling this is not what it is at the moment. So DHS is improving on an annual basis, but you need to understand the capacities and we really worked with the end user to understand their needs. So I did actually miss, the first slide was where we came from. So we've been supporting Minister of Health to improve the data information system from 2012. We started with an Excel form, 12 indicators, we moved to 100 and then we moved to an access program, and then we integrated within the Ministry of Health's up and running system these dashboards and the different indicators. And when the ministry moved to a web-based application for aggregate data, we had the user needs already in place. So as a physician, the tool, the EHIS or any digital tool, it's about how it helps the end user, how it helps the outputs and outcomes of the country, and I guess we're all focusing, should be focusing on that. It's not about the solution, it's about how it helps to improve. So our way forward, we are looking for ongoing support from HIST MENA to understand, to see where the DHS can fit into the ecosystem of the Egyptian context. We are focusing on primary healthcare services, despite our emergency deployment into hospitals, but our core function is primary healthcare where we see 80% of the services should be provided and where automation will make a big difference. And we need a user-centric design, so we really need to help the front-end user ease the work on himself and provide information for decision support, both at the facility level or management at different ends. So this is our preliminary structure of what we need to do. So we have the core services within the primary healthcare facility, so it's the annual follow-up, the clinics, the family health clinics, then the well-baby follow-up visits, the antenatal care services. We have something called presidential initiatives, so if some people know, we eliminated HEP-C, we have a WHO certificate on that. Over the last two years, we had a mass campaign, so these big mega-companies are called presidential initiatives, so we have something on women's health, on regional impairments due to the NCD crisis, which is affecting most countries, so these are the core functions within the primary healthcare. Today when we're talking about logistics, LMS systems, so we really see value in the cold chain management, so we already have an EPI program up and running, web-based, ministry-owned, so we can't add vaccination currently into the DHIS because there's another system, but the interoperability between the EPI and the DHIS is something that we are looking into, the interoperability between the DHIS and the Unified Procurement Agency, which does the logistic management for procurement for the government rates and districts, so the drugs and lab items all come to the district, but managing the product within the health facility is still a missing link, so we are looking to the DHIS to be part of that link, and that was presented yesterday, and of course the interoperability with other systems in the country. We also have RapidPro, so Egypt is deploying RapidPro since two years now, and it was discussed, so it's a great tool for communicating with the public, so we are using it to send out messages, mass messaging to the population, so seeing how to integrate that into the DHIS where you can mass message your clientele will be an added value, and also I'll work with the other national systems like the social health insurance and other major big systems within the country. So we're still young with the DHIS, but we've done a lot over the last six months, and hopefully next year and also we will have a lot to show with the Ministry of Health. Thank you. Thank you. Any questions for Moutaz? Yes, we have a couple. Thank you Moutaz. So based on your short limited experience in the DHIS too, what was the actual driver for you to start implementing the DHIS too? Was it external factors or had planning for it? We were in, like you're saying, we are supporting digitalization since 2012, so we have a program called Result-Based Management, and in our journey we reach the point where we already have aggregate data, but we need this to be available at the facility level, and we need individualized information to better manage the population and to improve results. That was the driver. We start looking for a solution to move to to better improve our system and better improve the health outcomes. So that was the driver. DHIS is a tool that was presented and we saw value in it that it's easy. I spoke about the values and the added values that we see in DHIS, and it being so malleable and implemented by the government, we don't need to always search for a new vendor, a new bidding. A lot of applications can actually be done very fast, so that's the added value, and that's where we started from. Thank you. My question is about the RapidPro. So are you integrating the RapidPro that you just told already and using that? If that, then at which level? Is there only aggregate data or just case-based SMS data coming? Okay. And how do you, if there is an issue with the integration? So RapidPro started two years ago. So it was there even before DHIS. We utilized RapidPro as a system to communicate directly with the patient and to communicate directly with the health provider. So we have a, the RapidPro is like the mass messaging. So it's hosted with the Ministry of Communication and some within Ministry of Health, but it's used by several other ministries. So we did GIS mapping of the agricultural facilities with RapidPro. We just send a message to the frontliners and tell them, give us your GIS positioning, and that was done easily. We used it to communicate with the service provider with the population. After the health education, people went and gave them the messaging. So they say, this is the person I talked to. We take that message and we send to the person they went to. So it's quite easy. No, I know. My question was whether you are taking data from the RapidPro, the DHIS to or not? No, not yet. So DHIS2 is two years old, RapidPro is two years old, DHIS is still starting. So we are looking into the integration right now. Maybe one reflection about the Egypt experience in utilizing the DHIS2. It's something distinguished that they focus in the preparation and design on the value-based healthcare system rather than volume-based healthcare system. Dr. Muathaz mentioned many times, if you notice, that we focus on the outcome, on the impact. So while we are preparing for the requirements, the focus was not only just to capture the data for routine statistics and the program indicator. They focused to see list of patients that needed intervention for better screening. And really this is a distinguished advanced step in the design. While you are designing for the data capture, you are focusing on who are the risk patients that need proper or special interventions. Because that's why they have what is called a presidential initiative. Presidential initiatives in Egypt focus on the volume, on the value-based healthcare system. While other initiatives focus on volume, so volume versus value. So that's why we focus on the value and how to utilize the DHIS2 basically. What is called the working list, the patient working list to making that more helpful for the care provider to target a specific patient in the NCD and other primary healthcare. And this is really something that comes in the early stage of thinking and design. So that just I draw attention to that. If I may just add on the value base. So the nutrition tracker for the Sudanese refugees, there is an auto-calculation of the Z-score within the nutrition tracker and we are asking the nurses also to tell us their evaluation. So just that showed us a discrepancy that the nurses were not able to properly diagnose all the cases. They can measure properly, but they cannot diagnose. The use of the growth curves, maybe because of all the pressure or them being in the field doing it. That in itself is an added value. It showed us a gap in the training and a possibility of alleviating that point of service. They do not need to evaluate. They just need to measure properly and the system can evaluate for them and we have better diagnosis of stunted, wasted children and therefore interventions can depend on an automated diagnostic system. DHS has value even in decision support if you build it properly while you're building. So if there is nothing more, thank you. Okay, so I'm going to now ask the venue auto representative to please come up for her presentation. Okay, good morning everyone. I would like to join everyone to thank Sri Lanka for hosting this conference and thank you for inviting Vanuatu to be part of this conference as well. So my name is Rachel and I'm managing the health information systems in Vanuatu. I'll just give a brief implementation activity that has happened with DHS to in Vanuatu. So just an outline of my presentation, the country profile. Vanuatu is a small island nation made up of 83 inhabited islands. Most of these 83 inhabited islands are most remote islands. Vanuatu is situated east of Australia. Vanuatu, we have six provinces, population of 3,000, a very small population, 80% of the population lives in the most rural part of the country. Our growth rate is at 2.3% and the life expectancy is at 71%. The health system in Vanuatu, we have one national ministry of health and then we have six provincial health offices for the six different provinces and we have the different health facilities. We have five hospitals in Vanuatu. There's one main referral hospital, one provincial referral hospital and three provincial hospitals. And we also have 147 health facilities, health centers and dispensaries and 175 health facilities. Just an overview of the health structure in Vanuatu. We have three direct rates as stated up there. We have corporate services, public health and curative services and health information sits directly under the corporate services of the national office. So now I'll move on to the software systems that is currently used in Vanuatu. I've listed some of them here that we are currently utilizing. Some are still under discussions but these are what currently use in Vanuatu, the different software systems that are used in the ministry of health in Vanuatu. So we have DHS2, the aggregated data. And I haven't listed the DHS2 COVID-19 tracker data as well. That's another system that we have. And then we have the core data that is mainly used by the surveillance unit. The copper collect is another system that we use for surveys, the different small surveys that are currently conducted in country. And then we have the healthcare app that is used for NCT registry and NCT patients. And then we have the M supply, Cambridge 5, EWOS is just implemented. And then we have the patient information system for inpatient systems. So inpatient, yeah, inpatient. And then we have the emergency registry for outpatients. We have an open eye system and a disability database. So moving on to the implementation of DHS2, according to our 2019-2021 digital health strategy, this is the plan that we have to integrate the different systems into the DHS2. So we started using DHS2 in late 2014. And then we started using this implementation plan in 2019 after we've completed this digital health strategy. And so the plan for this one is to use the DHS2 as the reporting platform. So we have the different, different systems in the ministry, but then we'll use the DHS2 as our reporting platform. So the current situation of DHS2 implementation in country. What we have completed so far, we have a health center dispensary, an eight-post module inside the DHS2. We have a malaria aggregated dataset and a malaria health facility supervisor in checklist inside the DHS2 and also a malaria monthly line list. We have EPI aggregated dataset inside the DHS2. Facility master list is also inserted into the DHS2. Our population data is also inserted into the DHS2. And we also have a COVID-19 vaccine nation registry. What is currently done, but it's not yet completed, sorry, it's completed but not yet in use. We have a malaria case investigation tracker. We have a school visit, facility inventory form, mortality details, database and a hospital aggregated data that our plan is to complete 2023 December and then start rolling it out 2024. Just one main key achievement that we have achieved in this DHS2 is our COVID-19 registry. So it uses the tracker system. It was implemented in 2021. And the main focus is to register a vaccination of a patient that gets vaccinated for COVID-19. So the different products that the registry produces, it has a general report that was provided to the ministry for decision making and then it also produces an encrypted COVID-19 certificate and it also has a platform that the public can use for accessing their own, sorry, certificates. The different challenges that we have, especially with DHS2, the lack of human resources in country. DHS is made up of a very small group of people and also the skills that we have in country. The offices are not really qualified to manage the DHS2. This is something that we're currently working on. One challenge is the implementation of the system, the DHS2 that was started in 2018 due to the COVID-19 and a few other factors that we have. And then we have a lot of silo systems like you have seen there. A lot of systems in there, but they are all silos. They are not linked or connected. And the collection of data, but no good reporting and feedback of information for decision making and the current system requires cleaning of some elements to enhance users access and report protection, the production of reports. So just a way forward for this one, more of our future plan is to complete all the tools that we have, especially the SOPs and whatever tools that we need to complete by 2023. And then as of 2024 January, we have to call live and start using all the tools for two years and see how it goes with what we're currently working on. Then complete all the trainings of all the modules by March of 2023 so that health workers can start using the different tools that we're currently working on. And then integrate or link all the systems that we have that I've mentioned, try and integrate them or link them to FAN, HMIS or the DHIS2, as I said, it will be the reporting system that we'll have in the country. And then link, we have plans also to link the DHIS2 to our Power BI and also our MOH website for public view of our, the Ministry of Health information. And then to explore further the use of DHIS2 Android app, we have it there already but we just to explore further and then how to use it mostly in the remote part of our countries because we have a lot of health facilities in the most remote part of the country. And then exploring how to explore more how if we can use the COVID-19 registry as our immunization registry in country and then continue on with the maintenance of the system as required. And this brings me to the end of my presentation. Thank you, Thomas. Any questions for Rachel before she escapes? Thank you very much. You mentioned that your country is spread across lots of islands, right? Are they all populated, you know, population? So 80% of the population lives on them. Only 20% lives in that city or town, the small towns that we have, but 80% lives on the rural part of the country. Okay, so do you have any problems regarding the networking infrastructure, networking and communication infrastructure if you want to build or establish one national system, information system? So this is one of our... It's like one thing that the country has. We really want to start rolling out, like I said, we have the Android there already, but then we want to continue exploring further how we can start using that into those 147 health facilities and 175 aid posts that are mostly in the most remote part of the country. But the network is one of our issue at the moment and we are working on it in country with the providers, the network providers in country, but it's still an issue mainly into the most remote part of the country. What are the organizations that support you most? I mean, are you in organizations or do you get support from local organizations or something? Yes, so we got support from a lot of you in organizations. WHO, UNICEF, UNFPA, a lot of these UN agencies in country and they're providing support, especially to us for... The WHO is true, the WHO. That's the main support that we have. Thank you. Any other questions for Rachel? Yes, of course. So thank you very much for the nice presentation. I have one question only that you showed. You have 11 different systems of reporting so what is your plan, a short-term plan to integrate and also to link this different system into one? Sorry, so we have... These are the different systems that we have. It's currently silos, it's the different systems there. Our plan, the plan that we have is to link them to DHIS2 as our main reporting platform. So DHIS2 will have dashboards and all these things that will be given access to people, especially the Ministry of Health, like I said, and then for public view we'll have to push it out into another system, the Power BI or the MOH website for people to have a view, yes. So this one, our plan is to integrate, to link them to the DHIS2. But different systems, discussions is already going and we have plans in place. Regards to this. So you have 11 systems on how you plan to sustain them because the money, the funding will be ended for them anyway one day. So what will do then? Yes, so these are all the discussions that we have in country every time with all these systems and I have it with Michael. Michael is one of our, he's been working with us in countries. So most of these systems are built on, what do we call this? Open source, most of these ones. And they are currently, for example, CODATA and COPO Collector currently with the WHO because those programs that are currently using it are using it for the, yes, I mean they're working closely with WHO, those public health programs. Other systems, we have plans in place. We have a digital health steering committee that looks after all these systems in country and making sure the sustainability of it, making sure that whatever system comes in country has to be, the country will be able to sustain it. Otherwise we don't, yes. So we are building in country capacity, sorry. Yes, we are building in country capacity for this. We have people in country that are currently managing this but some of them are expert. So we have successes for these people as well in country for continuity. So I'll just add to that. Yeah, sustainability is a huge issue in these small countries with very few resources and the capacity to maintain them. So I think, but sometimes what happens is because it's difficult to get things up in DHIs too quickly sometimes that some of the programs go off and they develop their own systems using these ad hoc tools. And so I think the plan and the digital health strategy very much points towards using, if we have a system that exists already using that system, it just doesn't always work that way. So I think, yeah, the strategy is really pushing towards using DHIs too as the main platform and if it can't be integrated there, then at least it will become the reporting repository. But certainly not just in terms of capacity, human capacity, but even just financing these things, managing servers, managing all the different things you need to manage. It's too difficult otherwise and it's not sustainable yet. Okay, so thank you, Rachel. So I'll invite our colleague from Solomon Islands. Hello everyone. First of all, before I present, I would like to continue with my presentation. I would like to thank the organizer to bring us to Sri Lanka. Thank you, Michael and everyone. Yes, so I'm Rebecca, Health Information Officer from Solomon Island. This is our presentation, Solomon Island DHIS. In my presentation, outline section one, just Solomon Island maps, DHIS aggregate and DHIS two trucker instances in section three, success and challenges in section four way forward. First of all, Solomon Islands is in the east of Australia and northwest of Wanwatu. The population is about 768,619 and the landscape is 28,466 square kilometers. There are six major islands and 992 small islands, atolls and reefs. We have 338 health facilities being functioning, excluding the private health sectors, not all private health facilities being included in this one. Only 339 health facilities being reported in the district health information system. So Solomon Islands has been using DHIS since 2012. So the country has been using the two instances that the DHIS aggregate and trucker. In the DHIS aggregate, we are able to capture this following the monthly report of health activities, quarterly report syndromic surveillance, which we, yeah, and then malaria case management register, notification, and now we are trying to implement COVID-19 surveillance aggregate. This year we managed to use the aggregate based on 2.36 and then the trucker capture instances, we use it to capture COVID-19 vaccination, COVID-19 case-based surveillance, which will be introduced as well, we'll try our best, and then the mortality data being entered into the DHIS as well. That includes that notification, that medical certification, of course, of deaths. So the death notification being used in the rural health facility, all the nurses are filling the forms. For the medical certificate, of course, of death is being filled in the hospitals. So that's the two different forms. All these forms are sent to the provincial headquarters. They are entered in the provincial health quarters in the provinces. So section four, success and challenges, the success for this year, during the period from since 2012 to now, DHIS to upgrade training, we have done DHIS to upgrade training for restaurant 2.36, because of the features will be changed. So we train our staffs, HIS staff, nationally and provincial, and also malaria monitoring and evolution data entry offices. And also the success we have, since last year we enter mortality data into trucker capture, and also this year we have managed to make consultation with our meetings with the health public health programs, not all public health programs joined DHIS and now our goal is to bring them into DHIS too. And also one of the most important one we have worked together with is the University of Oslo, HIFS, Vietnam and Laos. And now I have all of you, which is one of the most successful one too. Once we have issue I can contact you again, contact all of you to help us. And challenges, we have challenge with the DHIS upgrade timeframe. We plan to do this last year due to the timeframe we were unable to do that. So this year we did it. And then managing of the saver, we don't have capacity to do it in our country because we have small groups and lack of staff with capacity, delay of reporting due to geographical status in the country. And financial support from the government. Most of the activities that we did in the country were sponsored by the donors. So we are trying our best for the government to recognize DHIS unit in Solomon. And so these are few of the photos. So you can see the challenges that we have. We have NEREDS and DELIP from WHO. They came over, I think last month to train us. And also having the consultation meeting with the health programs in the country. And our success, yeah, this is one of the pictures that DELIP and NEREDS came over. And then we have consultation meetings with the other health programs that are not included in the DHIS yet. And here's two trainings that we've done this year for the DHIS 2 upgrade training. Sorry, I don't have the photos in here. This is for the DHIS 2 surveillance training, which I would like to thank Michael, Lou, Tim, Sam, and Nick as well, sorry. Thank you so much for your help. Okay, way forward, 6 and 5, way forward we'll be planning to integrate older public health programs, also DHIS 2 and Android app for malaria programs, deaths and births, HIS staff capacity building, restructuring roles and responsibilities for all the national HIS staff. Sorry, we have like seven staffs, three data entries and four HIS officers. And then recruiting of dedicated HIS staff. So that's all from me. Thank you. This is one of the largest lagoon in Solomon Islands. Once you come over, this is part of the western part of the Solomon Island. Thank you. Any questions? Thank you. Any questions for Rebecca? Seems not. Thank you, Rebecca. Thank you. So we've actually ended a bit, about 10 minutes early. We don't have any other presentations at this time. So just going to give you the extra time. We'll start our lunch at 12.30, similarly. But maybe I can just go over some logistics for the remainder of the day. So we will have a couple of parallel sessions after the lunch break, including one for maps, as well as one on nutrition and cause of death. So the map session will be here in this room and then nutrition and cause of death will be in the Gregory room. So similar setup for the parallel sessions. We'll start with those directly after lunch. After those sessions are done, we'll come back for the closing. So everyone will be in this room for the last session of the day, after the final tea break. So please come back to this room and we'll close. And I know some of you have plans to get outside, so we'll try not to keep you here too late in the day, all right? So yeah, you can take a 10-minute break and thank you very much.