Driven by equity, powered by impact: Malaria Consortium unveils new strategy to tackle malaria and health inequities
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Malaria Consortium embarks on a new three-year strategy, targeting malaria and associated health inequities.
Malaria Consortium has launched a bold new strategy for 2025–2028, deepening its commitment to advancing towards malaria elimination and addressing the health inequities that persist in some of the world’s most under-resourced communities. The new three-year strategy comes at a critical time when global health challenges, including aid cuts, growing insecticide, drug and diagnostic resistance, climate change and political instability are intensifying disease burdens and widening gaps in healthcare access. At the heart of the strategy is a determination to ensure that the most at-risk populations are at the centre of collective efforts.
“We’re doubling down on what we do best: supporting governments and communities with evidence-based, scalable health solutions,” says James Tibenderana, Chief Executive of Malaria Consortium. “But we’re also recognising that the path to malaria elimination requires us to work in partnership to confront systemic health inequities. We are navigating challenging times, marked by growing complexity and uncertainty. As we look to the future, we must do so with clarity, courage and ambition. The communities we serve are counting on us — not to falter, but to rise to the moment. Now, more than ever, our efforts matter.”
Communities affected by malaria often face additional health challenges such as malnutrition, diarrhoea, NTDs and child pneumonia. They can experience unfair, avoidable and systemic differences in health or access to health services caused by social, economic, or environmental factors such as poverty, discriminations, or location, making it more difficult to get the healthcare and support they need. Because Malaria Consortium’s work is rooted in responsive, on-the-ground solutions, the organisation is well-positioned to address broader health burdens and tackle the associated diseases that impact malaria-affected communities.
The 2025–2028 roadmap can be defined by five strategic pillars:
- Implementation: A focus on identifying solutions that can be scaled, optimised and implemented by locally led teams to ensure programmes are both efficient and effective.
- Research: Research to clearly show how programmes improve community health outcomes, helping adapt and scale solutions for greater impact, and identify new ways to create value for communities.
- Policy and practice: Provide national and global decision makers with timely, evidence-based data on health solutions to help shape health policy, practice and outcomes.
- Partnerships: Working with diverse local and global partners, including governments and innovation stakeholders, to drive systemic change, address malaria-related health challenges and improve access to healthcare for communities.
- Organisational development: Strategically strengthening internal capacity, systems and processes to enhance efficiency and foster a healthy, collaborative workplace culture, ensuring maximum impact and continuous adaptation to evolving global health challenges.
To support these strategic pillars, Malaria Consortium will focus on critical ‘enablers’ that include digital transformation, cross-sector partnerships and strengthened local ownership of health programmes. The strategy also encompasses investments in digital and technological transformation, data systems and collaborative research with governments and academic partners.
With a renewed focus on performance, quality and efficiency, the strategy integrates programme monitoring and evaluation, community feedback and research to ensure transparency, maximal impact and continual improvement.
While this strategy spans three years, it is designed as a stepping stone towards Malaria Consortium’s own 10-year vision. It lays the foundation for sustained impact and long-term leadership in malaria elimination. Malaria Consortium extends its gratitude to all its supporters, partners, trustees and communities in enabling the organisation to continue the work that it does.
Read the strategy in full here.