Strategic Context: The Vision for a Connected Health Ecosystem

The Health System Enhancement Project (HSEP) represents a definitive turning point in the modernization of Sri Lanka’s public health infrastructure. This initiative centers on the deployment of "OpenMRS Cluster Information Systems" (OpenMRS Cluster IS), a strategic architectural shift designed to transition the state health sector from fragmented, paper-based workflows toward a unified digital ecosystem. By replacing traditional manual registers with an integrated electronic health record (EHR) framework, the project addresses the systemic inefficiencies of data silos, ensuring that patient information is no longer locked in physical ledgers but fluidly accessible across a coordinated network of facilities. In this landmark partnership, Science Land IT (Pvt) Ltd was mandated to design and implement a scalable system solution aimed at fundamentally enhancing the quality, efficiency, and continuity of care. The strategic objective was to provide clinicians and administrators with actionable, real-time data, thereby mitigating clinical risk and optimizing resource orchestration at the provincial level. This transformation was operationalized through a rigorous implementation phase across two primary district health clusters, establishing a blueprint for national digital health maturity.

The Architecture of Care: Defining the Cluster IS Solution

The success of the OpenMRS Cluster IS is rooted in its modular architecture, specifically engineered to meet the multifaceted operational demands of a hospital cluster. By integrating clinical, diagnostic, and administrative functions into a single "interoperability hub," the system removes the clinical friction inherent in manual transitions of care. This design ensures that every patient touchpoint—from initial triage to final pharmaceutical dispensing—is captured in a structured format that supports both longitudinal care and institutional reporting. The system encompasses 14+ specialized modules, which can be categorized by their strategic impact on health delivery:

• Front-End & Clinical Care: Patient Registration, OPD Module, Clinic Module, and Queue Management System.
  • Strategic Impact: By automating the OPD and Clinic workflows, we effectively shift the clinical burden from administrative data entry to patient-facing care, increasing the "Effective Clinical Hours" available per physician.
• Diagnostic & Support Services: Laboratory Module, Radiology Module, and Procedure Room.
  • Strategic Impact: Digitizing diagnostics reduces "time-to-decision." Integration ensures that MLTs and Radiographers spend less time on manual reporting and more on high-volume throughput.
• Pharmacy & Resource Management: Pharmacy Module, Drug Stores and In-Ward Module.
  • Strategic Impact: Real-time inventory visibility prevents stock-outs and enables predictive drug management, ensuring medication safety through closed-loop digital prescriptions.
• Administrative & Public Health: Dashboard, MOH Notifications, Cluster Master Patient Index (MPI), and Enterprise Service Bus (ESB).
  • Strategic Impact: Provides the "Executive View" required for provincial health authorities to manage population health trends and institutional performance.
• Referral Management and Resource Sharing : Clinic Referral, Ward Referral and Resource Sharing
  • Strategic Impact : This process allows health facilities to manage referral to consume the sharable services provided by other health facilities. The system provides access to cluster health facility to request an appointment from apex health facility for scheduling shared services (referral management). Also system provides facility to share patient health record including laboratory reports and imaging services such as CT/X-ray/Ultrasound (as sharable files) to service providers across cluster facilities in continuing medical care and follow-up. This can be fulfilled even without the patient presence.

 
The robustness of this solution is underpinned by a resilient core infrastructure that serves as the foundation for data interoperability.

Core System Infrastructure

Cluster Master Patient Index (MPI) - Centralized Identity Registry

Establishes a unique, life-long patient identity across all cluster nodes, eliminating duplicate records and ensuring patient safety during cross-facility referrals.

Dambulla Cluster Server - http://dmb.clusterhis.health.gov.lk

A localized, high-performance server environment ensuring data residency and high availability for the Dambulla health network.

Thambuttegama Cluster Server - http://tmb.clusterhis.health.gov.lk

A dedicated architecture optimized for the high-traffic demands and clinical data synchronization of the Thambuththegama Cluster

With the architectural foundation secured, the project proceeded to the physical operationalization across the diverse logistical landscapes of the North Central and Central Provinces.

Regional Footprint: Operationalizing the Thambththegama and Dambulla Clusters

Navigating the geographical complexity of 9+ districts required a tiered implementation strategy capable of supporting various facility types, from large-scale Base Hospitals to remote Primary Medical Care Units (PMCUs) and Medical Officer of Health (MOH) offices. This regional footprint ensures that the digital health network remains patient-centric, following citizens from primary preventive care to specialized hospital consultations.

The following institutions are now active participants in the digital ecosystem:

Thambuththegama Cluster

• Base Hospital Thambuththegama (High-Traffic Hub)
• Divisional Hospitals: Galnewa, Eppawala, Thalawa, Rajanganaya Tract 5, Negampaha.
• MOH Offices: Thalawa, Galnewa, Rajanganaya.

 Dambulla Cluster

• Base Hospital Dambulla (High-Traffic Hub)
• Divisional Hospitals: Sigiriya, Laggala, Haththota Amuna, Hettipola, Maraka, Madipola, Dewahuwa.
• Primary Medical Care Units (PMCUs): Aluthwewa, Wahakotte, Kalundewa, Wewalawewa.
• MOH Offices: Dambulla, Galewela, Laggala, Wilgamuwa.

While physical deployment is the first step, the system’s true clinical value is unlocked through deep technical integration with diagnostic medical devices.

Technical Milestones: Enhancing Diagnostic and Radiological Efficiency

A core pillar of our digital transformation strategy was the elimination of the "human-to-system" bottleneck through automated device integration. By allowing diagnostic hardware to communicate directly with the Cluster IS, we have significantly accelerated the diagnostic cycle and improved the precision of clinical decision-making.

PACS Integration

The integration of the Picture Archiving and Communication System (PACS) at Thambuththegama Base Hospital serves as a benchmark for radiological efficiency. By routing high-resolution imagery through the ESB, the system provides:

Instantaneous availability of radiological images to clinicians at the point of care.

• Enhanced diagnostic speed by removing the need for physical film transport or manual data retrieval.
• 
  Improved longitudinal tracking of patient radiological history.

 Laboratory Analyzer Integration

 A major technical milestone was the integration of the Mindray BC–5150, a sophisticated 5-Part Hematology Analyzer into the Laboratory module by utilizing HL7-compatible protocols and RS-232 serial communication. The devices are now fully integrated into the Laboratory Module.

Strategic Benefits of Automated Laboratory Integration:

Elimination of Manual Transcription: Automatic transmission of Full Blood Count (FBC) parameters directly from the device to the Cluster IS, removing the risk of human error.

• Real-Time Result Availability: Clinicians can view CBC parameters and WBC differentials the moment the sample is processed, dramatically reducing turnaround times.
• Electronic Record Integrity: Establishes a permanent, audited digital record of diagnostic results that is accessible across the entire cluster network. Technical tools, however, are only as effective as the human capital operating them; thus, a parallel focus was placed on sustainable knowledge transfer.

Human Capital and Knowledge Transfer: Bridging the Digital Divide

To ensure long-term system sustainability, we implemented a robust training framework tailored to the varied IT literacy levels of the public health workforce. This was not merely software training, but a process of clinical change management. Our team conducted over five targeted onsite training sessions per institution, focusing on role-specific competency:

OPD, Clinic, and Nursing Staff: Focused on consultation workflows, patient triaging, and real-time documentation.

• Radiology and Laboratory Specialists: Specialized sessions on device-to-system data flow and automated reporting.
• Pharmacy and Dispensary Staff: Training on digital prescription reconciliation and inventory synchronization. A critical success factor in this transformation was the Legacy Data Initiative. We recognized that a digital system is only as useful as the historical context it provides. To bridge this gap, we undertook the massive task of digitizing physical records from previous patient visits.

Quantifying the Legacy Data Initiative:

Dambulla Base Hospital: 16 Medical Clinics fully digitized.

• Galnewa and Sigiriya Divisional Hospitals: Clinical data for all medical clinics entered into the system.
• Thambutthegama Base Hospital: 4 specialized Medical Clinics digitized. This initiative ensures "Continuity of Care" from day one. When a patient arrives for their first system-based consultation, the doctor already has access to historical complaints, diagnoses, and medication histories, transforming the quality of the clinical encounter.

 Navigating Implementation Realities: Challenges and Adaptive Solutions

The implementation of high-tech infrastructure in constrained environments involves significant operational hurdles. A Senior Strategist’s role is to pivot through these realities using tactical resilience and manual workarounds where necessary.

The Human Resource & Logistics Challenge:  The frequent rotation of medical officers and the deployment of temporary staff created a "discontinuity in proper system usage," which we identified as a strategic risk. To mitigate this, we established a Continuous Orientation Program, providing quick refresher sessions and digital user manuals to ensure the system remained operational despite staff turnover. Furthermore, we must acknowledge Implementation Pending Sites where external factors like construction delays (DH Galewela) or a total lack of internet coverage (DH Katiyawa, DH Handungamuwa, DH Ilukkumbura) currently hold deployment in abeyance. Identifying these gaps allows for targeted infrastructure advocacy with the Ministry of Health.

Quantifying Success: Dashboard Highlights and National Impact

The centralized Dashboard now provides provincial health authorities with the data-driven visibility required for modern health system management. As of mid-2026, the quantitative adoption of the system highlights its deep integration into the regional health fabric:

Total Patient Registrations: 211,146+

• Total OPD Visits: 289,692+
• Total Clinic Visits: 27,859+

These data points are not merely statistics; they are the foundation for achieving National Digital Health Goals:

       1. Population Health Analytics:  Authorities can now perform diagnosis-specific count analysis to allocate resources and medicine stock effectively.

       2. National System Integration:  The Cluster IS is designed to feed into broader national systems such as eIMMR and HIMS/HHIMS, ensuring that local data informs national health policy.

       3. Patient Safety & Quality:  The unified electronic record reduces medication errors and prevents the duplication of costly diagnostic tests.

A Blueprint for the Future of Sri Lankan Healthcare

The transition from manual registers to a unified, ESB-backed Cluster Information System is no longer a "pilot" initiative; it is a proven, battle-tested system solution. This project has demonstrated that digital transformation is achievable in infrastructure-constrained environments when a modular architecture is paired with a robust framework for human capital development. By safeguarding the continuity of care through digitized legacy data and integrating and automating high-end diagnostic devices for radiology and laboratory, we have created a digital ecosystem that prioritizes the patient. Science Land IT (Pvt) Ltd remains committed to this journey of healthcare excellence, providing the technical leadership and strategic vision required to ensure that Sri Lanka’s health system is prepared for the challenges of the 21^st century.

Official Recognition and High-Level Endorsement

The successful implementation of the OpenMRS Cluster Health Information System received significant recognition from national health authorities, development partners, and the international digital health community. These endorsements serve as strong validation of the project's contribution to strengthening primary healthcare services and advancing Sri Lanka’s digital health transformation agenda.

A major milestone was the official visit by the Honorable Minister of Health together with a delegation from the Asian Development Bank (ADB), including Mr. Dai Ling, Health Specialist; Dr. Kumari Nawarathne; Dr. Anil Dissanayake; Dr. Palitha Karunapema; and Mr. Jayasundara. During visits to Galnewa Hospital, Thambuththegama Base Hospital, and the Galnewa MOH Office, the delegation observed the practical use of the Cluster Health Information System in routine clinical operations.

The Honorable Minister witnessed the system being utilized across multiple service points throughout the healthcare facilities and expressed appreciation for the significant progress achieved through the initiative. Particular recognition was given to the project's role in improving patient care, strengthening continuity of care, enhancing clinical efficiency, and supporting evidence-based healthcare management within the cluster model.

ADB representatives also expressed their satisfaction with the quality of the system, the effectiveness of its implementation strategy, and the level of adoption achieved across participating institutions. Special appreciation was received following the review of the Inward Module, where valuable observations and encouraging comments were provided regarding the functionality and future potential of the solution.

Further recognition was received during the subsequent site visit by Mr. Takafumi Kadono, Country Director of the Asian Development Bank, who visited Galnewa and Thambuththegama Hospitals accompanied by a group of journalists. The delegation acknowledged the substantial progress achieved under the Health System Enhancement Project and commended the successful deployment of a fully integrated cluster-based digital health platform.

Beyond Sri Lanka, the project also gained international visibility through participation in the OpenMRS World Conference 2025 held in Uganda. The OpenMRS Cluster Health Information System was presented to a global audience of health informatics professionals, implementers, and development partners. The solution received considerable appreciation from the international OpenMRS community for its innovative cluster-based architecture, interoperability framework, and contribution to strengthening primary healthcare services.

The positive feedback received from the Honorable Minister of Health, senior ADB officials, healthcare administrators, clinical users, and the international OpenMRS community reinforces the success of the initiative and demonstrates its potential as a scalable model for future digital health implementations both within Sri Lanka and in other countries seeking to strengthen primary healthcare through integrated health information systems.

Six state-of-the-art Cardiac Catheterization Laboratories (Cath Labs), valued at Rs. 1,188.8 million, have been provided under the Asian Development Bank (ADB)-funded Health System Enhancement Project to strengthen cardiac care services in Sri Lanka. The five new facilities have been established at the National Hospital of Sri Lanka (three Cath Labs), the National Hospital Kandy, the Teaching Hospital Jaffna, and the Colombo South Teaching Hospital.

The Cath Labs will enhance access to advanced cardiac diagnosis and treatment, including coronary angiography, angioplasty, stent implantation, and emergency cardiac interventions. The investment will improve timely access to specialized cardiac care, reduce waiting times for critical procedures, and strengthen life-saving cardiovascular services for patients across the country, addressing the burden of non-communicable disease.

Please find attached additional images for your reference

This success story is based on findings from the Monitoring and Evaluation activities conducted under the Health System Enhancement Project (HSEP) by the Sri Lanka Business Development Centre (SLBDC) on behalf of the Ministry of Health and the Asian Development Bank.

In 2018, Sri Lanka set out on a visionary journey to achieve Universal Health Coverage. The strategy? Strengthen the Primary Health Care (PHC) system through an innovative "Shared Care Cluster System." Partnering with the Asian Development Bank, the Ministry of Health launched pilot clusters across 9 districts to turn local clinics into high-quality, accessible health hubs.

The project's independent Monitoring and Evaluation (M&E) programme, implemented by the SLBDC, rigorously tracked progress from the baseline assessment in 2021 through periodic evaluations, culminating in a comprehensive endline evaluation in early 2026.

The data paints a clear, honest picture of a system in transition. It shows remarkable triumphs, steady steps forward, and clear roadmaps for future improvement. Here is the balanced story of the HSEP journey.

Success Stories

The primary goal of the HSEP reform was to build public trust in local clinics so patients wouldn't have to bypass them for larger hospitals. In this arena, the project achieved outstanding success.

• A Surge in Local Clinic Trust: In the pilot areas, the number of people choosing their local outpatient clinic for curative care nearly doubled, leaping from 29.1% in 2021 to 52.7% by 2026.
• Prioritizing Our Elders: The growth was most profound among senior citizens (aged 65+), where local clinic utilization surged from 27.0% to 55.9%. Local clinics successfully became the primary home for treating chronic conditions like hypertension and diabetes.
• Modern, Inclusive Spaces: Infrastructure received a massive, dignified upgrade. Out of 135 targeted facilities, 111 were fully renovated with gender-responsive and accessible designs. Today, 80.6% feature ramp access at entrances, and 70.1% provide full wheelchair access across all internal service areas, including restrooms.
• Stronger Referral Networks: Clinics are no longer operating in isolation. Today, 80.6% of cluster-linked facilities have established functional referral systems to secondary care hospitals—significantly outperforming non-cluster clinics.

Moderate Gains

Systemic change takes time, and the M&E data highlights areas where steady, foundational progress is being made, though there is still room to grow.

• User Satisfaction & Responsiveness: Patients are noticing the upgrades. High ratings for clinic responsiveness jumped dramatically from around 30% in 2021 to over 74% by 2026. General satisfaction with care also climbed steadily to 68.3%. While these are positive shifts, we aim to push these numbers even higher.
• Staff Training: Significant effort went into capacity building, with staff trained across crucial areas. Up to 20.1% of PHC staff received specialized training in primary healthcare and family medicine, while others were trained in infection control (13.4%) and gender sensitivity (11.6%).
• Gender-Inclusive Care Packages: By the end of the evaluation, 86.6% of the pilot cluster facilities were successfully classified as providing a "gender-responsive and inclusive essential care package," laying a solid foundation for equitable care.

Areas for Improvement

A true success story is also a transparent one. The M&E endline data highlighted vital areas where physical improvements have outpaced behavioral or digital shifts, marking our clear priorities for the next phase of development.

• Rebuilding Community Awareness & Attitudes: Interestingly, while physical clinic usage grew, high community awareness scores regarding assigned clinics experienced a slight decline (dropping from 53.3% to 44.5%), alongside a dip in overall positive attitude scores. This highlights a clear lesson: structural upgrades must be matched by continuous, active community engagement and health literacy campaigns.
• The Digital Frontier: The groundwork for a connected health network via Unique Patient Identification Numbers (HID) has begun, but full implementation is a major hill to climb. Currently, only 9% of pilot facilities are actively sharing patient records electronically across their cluster. However, the blueprint is alive and thriving in the Dambulla (Matale) and Thambuttegama (Anuradhapura) clusters, which serve as models for future scaling.
• Expanding Specialized Services: While dietary counseling services grew beautifully for adults (reaching 89.6%), the data showed that specific nutrition and dietary services designed for the elderly are still lagging behind and require immediate targeted intervention. Furthermore, making family planning services fully gender-inclusive (currently at 34.3%) remains a priority.

The Verdict

The HSEP pilot cluster reform has proven to be a highly effective catalyst for shifting patient preferences toward local primary care, creating a much stronger network of clinics. By celebrating our major infrastructure and utilization wins, recognizing our steady gains in patient satisfaction, and actively addressing our gaps in digital health and community awareness, Sri Lanka is building a transparent, scalable blueprint for an equitable national health system.

This success story is based on findings from the Monitoring and Evaluation activities conducted under the Health System Enhancement Project (HSEP) by the Sri Lanka Business Development Centre (SLBDC) on behalf of the Ministry of Health and the Asian Development Bank.

Imagine a healthcare system where your local clinic knows your medical history, your grandparents can access quality care right in their neighborhood, and visiting a hospital doesn’t mean financial hardship for your family.

Through the Health System Enhancement Project (HSEP), in partnership with the Ministry of Health and the Asian Development Bank, this vision is becoming a reality across nine districts in Sri Lanka.

By pioneering a visionary "Shared Care Cluster System," the project set out to modernize Primary Health Care (PHC) institutions, making them the first and best choice for local communities. To measure the true impact of this journey, the project's independent Monitoring and Evaluation (M&E) programme, implemented by the SLBDC, tracked progress from the baseline assessment in 2021 to the comprehensive endline evaluation conducted in early 2026.

The results speak for themselves: HSEP has served as a powerful catalyst for a healthier, more equitable Sri Lanka.

1. Bringing Care Back Home: A Surge in Local Clinic Usage

Historically, many patients bypassed local primary care clinics, traveling long distances to overcrowded specialized hospitals. The HSEP cluster reform set out to change that by rebuilding trust in local care.

The M&E data reveals a remarkable shift in patient choices:

• A Massive Leap in Trust: In the pilot clusters, the utilization of local outpatient services nearly doubled, skyrocketing from 29.1% in 2021 to 52.7% by 2026.
• Caring for Our Elders: The most heartwarming growth was among the elderly population (aged 65+), where local clinic utilization surged from 27.0% to 55.9%. Instead of exhausting journeys, our elders are now receiving continuous care for conditions like hypertension and diabetes right in their communities.
• Smart Referrals: Local clinics are no longer isolated. Today, 80.6% of cluster-linked clinics have established formal referral pathways to secondary care hospitals, ensuring patients transition smoothly when advanced care is required.

2. Dignity, Comfort, and Inclusivity: Gender-Responsive Upgrades

A key pillar of Universal Health Coverage is ensuring that healthcare environments are welcoming, safe, and accessible to everyone, regardless of gender or physical ability.

HSEP’s infrastructure transformation has set a new benchmark:

• Dignified Spaces: Out of 135 targeted local health institutions, 111 have been completely renovated and upgraded with gender-responsive designs. Today, over 77% of these pilot facilities feature separate toilets for men and women.
• Healthcare for All: Inclusivity was built into the very foundations of these renovations. 80.6% of cluster facilities now feature ramp access at their entrances, and 70.1% provide full wheelchair access across all internal service areas, including restrooms.
• Holistic Care: Beyond infrastructure, 86.6% of the pilot facilities are now officially certified as providers of a "gender-responsive and inclusive essential care package," which includes expanded services like family planning and dietary counseling.

3. Lightening the Financial Burden on Families

When healthcare is distant or uncoordinated, families often face severe financial strain. One of the proudest achievements highlighted by the M&E comparative data is the drastic reduction in Catastrophic Health Expenditure—instances where families are forced to spend 40% or more of their household budget on health needs.

Thanks to the availability of reliable, free care closer to home, catastrophic health spending among families in the pilot cluster areas was cut exactly in half, dropping from 6.3% to just 3.2%.

4. Embracing the Digital Future

The project has laid the groundwork for a modern, digitally connected health system. HSEP initiated the use of Unique Patient Identification Numbers (HID), creating a future where a patient's medical records can be securely accessed across different clinics within a cluster.

While the nationwide digital rollout is an ongoing journey, pioneering blueprints are already thriving. Fully functional Electronic Health Information Systems have been successfully established in the Dambulla Cluster (Matale District) and the Thambuttegama Cluster (Anuradhapura District), serving as a scalable model for the rest of the country.

Looking Ahead: The Journey Continues

The data collected between 2021 and 2026 proves that structural and systemic reforms can successfully shift public preference toward local primary healthcare. Patients are more satisfied, services are more responsive (with satisfaction and responsiveness ratings jumping significantly to around 70%), and the infrastructure is more inclusive than ever before.

As we celebrate these incredible milestones, the M&E findings also point the way forward. While the physical clinics and clinical networks are stronger than ever, our next collective step must focus on continuous community engagement and health literacy—ensuring every citizen knows about, trusts, and fully utilizes the incredible resources available at their doorstep.

The HSEP Pilot Cluster reform has proven to be more than a project; it is a scalable blueprint for an efficient, equitable, and compassionate national health system for Sri Lanka.

Among other types of cancers in Sri Lanka, oral cancer is the most common type of cancer find in men. Most importantly, the death rate due to oral cancer is 3 per day in Sri Lanka. The majority of the affected people belong to lower socio-economic groups such as farmers, laborers and plantation workers who are addicted to betel chewing, snuff dipping, smoking, areca nut chewing and unhealthy consumption of alcohol.

Polonnaruwa district is highly dependent on agriculture and the risk factors mentioned above are directly related to the lifestyle of the people. Therefore, the risk factors for oral cancer can be prevented, and most of the cases can be detected at early stages by implementing this program.

To address this issue, the Regional Dental Surgeon has submitted a proposal under the PHC Innovation Fund, which plans to hold 72 sessions, as a pilot in Aththanakadawala, Medirigiriya and Aralaganwila MOH Areas. Also, the Regional Dental Surgeon has created a booklet considering the literacy level of the people for the prevention and early detection of oral cancer in a simple way for easy understanding and has placed 30 display boards in the respective areas.

The Oral Cancer Prevention Program is scheduled to be held on public holidays and the first program was held on 17th March 2022 at DH Aththanakadawala with the participation of 50 villagers. In this first program, four cases with Oral Potentially Malignant Disorders (OPMD) were detected and two of them were referred to the Oral and Maxillofacial (OMF) clinic while the other two monitoring.

There are no Community Dental Surgeons appointed for active screening of oral cancer in the Polonnaruwa District. Therefore, this program is designed to strengthen the OPMD screening by utilizing the off days of the Government Dental Surgeons who are appointed for hospital clinical work.

National Health Policy of Sri Lanka (2016-2025) is more specifically focused on patient and people centered healthcare considering the health services leading to Universal Health Coverage.  One of the policy priorities is to provide quality first contact services through Primary Health Care (PHC) structure.

Health System Enhancement Project (HSEP) funded by Asian Development Bank (ADB) is to improve efficiency, equality, and responsiveness of the PHC services to provide Universal Health Coverage leading to Sustainable Development Goals (SDG).

Uva Province has been selected to get ADB assistant to develop PHC Services through Health System Enhancement Project of the Ministry of Health.  

According to the PHC reform policy, with the expectation to pilot shared care cluster system, following 10 hospitals were selected to develop the infrastructure facilities, supply equipment and training to develop skills of PHC workers.

Apart from that Environmental, Gender and Social Safeguard issues also have been addressed when developing these PHC facilities.

Basically, following facilities were developed in the all above said health institutions under the project. 

• Establishment of Emergency Care Unit
• Improving Out Patient Department
• Improving laboratory facilities
• Improving dental service facilities
• Expansion of non-communicable disease screening facilities
• Pharmacy with Air Conditioning facility 

With the successful completion of the development of these institutions, beneficiaries have got an opportunity to enjoy better PHC service.