Abdullahi Yakubu Muhammad
Every maternal death is more than a tragic statistic; it is the loss of a mother, a caregiver, and often the backbone of a family. Therefore, when the Commissioner for Health of Kano State announced a remarkable decline in pregnancy-related deaths, it was not merely another government briefing. It was a powerful reminder that strategic investments, sound policies, and collaborative action can save lives.
According to the Kano State Primary Health Care Management Board, the state’s maternal mortality ratio declined from 1,025 deaths per 100,000 live births in 2025 to 570 in 2026, a reduction of nearly 45 per cent.
Behind these figures are hundreds of women who survived childbirth, children who continue to enjoy the love of their mothers, and families spared the devastating consequences of preventable maternal deaths.
This achievement deserves recognition. More importantly, it demonstrates that when governments, development partners, traditional institutions, healthcare professionals, and communities work together, meaningful progress is possible.
The Stakeholders Behind the Success
The impressive gains recorded in Kano’s maternal health sector are the result of deliberate and coordinated efforts by several critical stakeholders.
The Kano State Government, under the leadership of Governor Abba Kabir Yusuf, has significantly expanded investment in maternal and child healthcare. Monthly funding for maternal health commodities has doubled from ₦30 million to ₦60 million, ensuring greater availability of essential medicines and supplies.
Free Caesarean section services are now available in more than 30 government hospitals, reducing financial barriers for women requiring emergency obstetric care. Furthermore, the rehabilitation of 320 Primary Healthcare Centres and the procurement of 484 mini-ambulances, one for each political ward, have substantially strengthened emergency referral services across the state.
The Federal Government and international development partners have also played indispensable roles. Through the World Bank-supported IMPACT Project, 187 Primary Healthcare Centres have been revitalised, improving access to quality healthcare at the grassroots.
Meanwhile, organisations such as UNICEF, Rise Up Together, GAVI, and the UK-FCDO LAFIYA Programme have continued to support immunisation, maternal health interventions, health systems strengthening, and improved primary healthcare delivery.
Traditional institutions have equally demonstrated their enduring relevance in public health. The Emir of Kano, Muhammadu Sanusi II, alongside other respected traditional rulers, has championed community mobilisation and public awareness campaigns that encourage women to seek antenatal care and deliver in health facilities.
Equally deserving of commendation are the state’s healthcare workers. More than 1,018 frontline health personnel have been deployed to high-burden local government areas, while innovative initiatives such as the E-MOTIVE program have trained over 800 healthcare workers in managing postpartum haemorrhage, one of the leading causes of maternal deaths, and have supported more than 14,000 safe deliveries.
Sustaining the Momentum
While these achievements deserve celebration, they should also inspire renewed commitment. Significant challenges remain, and sustained efforts will be required if Kano is to consolidate these gains.
First, skilled birth attendance must be expanded. Despite recent improvements, only about 30 per cent of births occur in health facilities.
Scaling up community midwifery programmes, strengthening referral systems, and introducing incentives for facility-based deliveries will encourage more women to seek skilled care during childbirth.
Second, the state should deepen the implementation of the Task Shifting and Task Sharing (TSTS) policy. Empowering trained nurses, midwives, and community health workers to perform essential maternal healthcare services can significantly reduce the impact of health workforce shortages, particularly in rural communities.
Third, traditional rulers should be further integrated into maternal health interventions. Emirs, district heads, village heads, and ward leaders possess enormous influence within their communities.
By supporting pregnancy surveillance, promoting antenatal attendance, discouraging harmful traditional practices, and facilitating timely referrals, they can become powerful champions of maternal survival.
Fourth, sustained financing remains essential. Kano’s allocation of approximately 15.9 per cent of its budget to the health sector is commendable.
However, budgetary commitments must be matched by the timely release and efficient utilisation of funds to ensure uninterrupted service delivery.
Finally, technology should become a stronger pillar of maternal healthcare.
Digital pregnancy registration systems, telemedicine services, electronic referral platforms, and mobile health applications can improve monitoring of high-risk pregnancies, strengthen continuity of care, and extend quality healthcare to underserved communities.
Beyond Celebration
The remarkable reduction in maternal mortality in Kano State is a public health milestone worthy of celebration. Yet, it should not be viewed as the destination but as an important step in a longer journey.
The true measure of success will be Kano’s ability to sustain these gains, close the remaining gaps, and ensure that no woman loses her life while giving birth to another.
With unwavering political commitment, sustained investment, stronger partnerships, empowered communities, and continued innovation, Kano has every opportunity to become a national model for maternal healthcare—and move steadily towards the ultimate goal of eliminating preventable maternal deaths.
Muhammad is an education and development policy specialist.
