DHS Further Analysis Reports No. 103
DEP supporting material
• Person stories
• Role plays – role plays 3 and 4 are extra material for
supplementary activities
• Multiple choice questions
• Video links
The health system in Venezuela: a patient without medication?
Cad. Saúde Pública 34 (3) 05 Mar 2018 • https://doi.org/10.1590/0102-311X00058517
The purposes of this template are to support PAHO Country Offices and national/subnational emergency management mechanisms to develop or update their risk communication and community engagement (RCCE) plans related to COVID-19. The COVID-19 pandemic is a rapidly evolving situation and takes on diffe...rent patterns in countries and communities. It is therefore imperative that RCCE plans are adapted to the local context, reviewed frequently, and updated as needed.
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Several countries have demonstrated that COVID-19 transmission from one person to another can be slowed or stopped. This document has been prepared based on the evidence currently available about Coronavirus disease 2019 (COVID-19) transmission (human-to-human transmission primarily via respiratory... droplets from, or direct contact with, an infected person), and is designed to ensure that the accommodation sector can protect the health of its staff and clients.
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En diciembre del 2019 se comunicó a la Organización Mundial de la Salud (OMS) la ocurrencia de varios casos de neumonía en Wuhan, una ciudad situada en la provincia China de Hubei.
BMJ 2019;365:l1807 doi: 10.1136/bmj.l1807 (Published 8 May 2019)
O Protocolo de Vigilância Epidemiológica e Sanitária de Eventos Adversos Pós-Vacinação (EAPV), é o documento de referência nacional para a vigilância das vacinas COVID-19. Além disso, complementará, com os demais protocolos definidos pelo Ministério da Saúde, as ações empreendidas par...a o enfretamento da pandemia de Covid-19 no país.
O desenvolvimento e a operacionalização do Protocolo obrigam à definição clara de uma estrutura de liderança, coordenação e harmonização, bem como à identificação das entidades com responsabilidades no planejamento, na execução e na avaliação das atividades estabelecidas nas três esferas de gestão do Sistem Unico de Saude. Para tanto, este Protocolo preconiza o fortalecimento da integração dos atores do SUS, bem como de segmentos da sociedade brasileira, envolvidos direta ou indiretamente com a minimização de riscos e monitoramento de EAPV.
Este documento apresenta orientações gerais estruturantes e procedimentos para o funcionamento eficiente do sistema de farmacovigilância/vigilância de eventos adversos pós-vacinação (VEAPV) nas diferentes esferas de gestão do Sistema Unico de Saude, especificamente quanto as questões de segurança e queixas técnicas de vacinas.
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Acessed on 13.05.2022
Este material possui orientações aos gestores e trabalhadores em saúde nos serviços hospitalares e unidades de pronto atendimento sobre o cuidado e o autocuidado em saúde mental e apoio psicossocial na epidemia de COVID-19.
accessed on 22.08.2022
Plan nacional de salud mental 2021-2025
Mental disorders are a leading cause of the global burden of disease, and the provision of mental health services in developing countries remains very limited and far from equitable. Using the Creditor Reporting System, we estimate the amounts and patterns of development assistance for global mental... health (DAMH) between 2007 and 2013. This allows us to examine how well international donors have responded to calls by global mental health advocates to scale up evidence-based services. Although DAMH did increase between 2007 and 2013, it remains low both in absolute terms and as a proportion of total development assistance for health (DAH). The average annual DAMH between 2007 and 2013 was US$133.57 million, and the proportion of DAH attributed to mental health is less than 1%. Approximately 48% of total DAMH was for humanitarian assistance, education, and civil services. More annual DAMH was channelled into the nonpublic sector than the public sector. Despite an expanding body of evidence suggesting that sustainable mental health care can be effectively integrated into existing health systems at relatively low cost, mental health has not received significant development assistance.
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Multiple pandemics, numerous outbreaks, thousands of lives lost and billions of dollars of national income wiped out—all since the turn of this century, in barely 17 years—and yet the world’s investments in pandemic preparedness and response remain woefully inadequate. We know by now that the ...world will see another pandemic in the not-too-distant future; that random mutations occur often enough in microbes that help them survive and adapt; that new pathogens will inevitably find a way to break through our defenses; and that there is the increased potential for intentional or accidental release of a synthesized agent. Every expert commentary and every analysis in recent years tells us that the costs of inaction are immense. And yet, as
the havoc caused by the last outbreak turns into a fading memory, we become complacent and relegate the case for investing in preparedness on a back burner, only to bring it to the forefront when the next outbreak occurs. The result is that the world remains scarily vulnerable.
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Reducing the global suicide mortality rate by a third by 2030 is a target of both the UN Sustainable Development Goals and the WHO Global Mental Health Action Plan. However, an impediment to meeting this goal is the fact that suicide and suicide attempts remain illegal in at least 23 countries world...wide. Decriminalization of suicide and suicide attempts represents one critical step governments can take in their efforts to prevent suicide. The WHO Policy Brief on the health aspects of decriminalization of suicide and suicide attempts cites data and research to make a case for decriminalizing suicide globally. It also includes case examples from countries that have recently decriminalized suicide and suicide attempts — Guyana and Pakistan, Singapore,— providing important insights to policy-makers, legislators, parliamentarians and other decision-makers.
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In line with the Climate and Environment Charter for Humanitarian Organisations which IFRC, ICRC and various Red Cross Red Crescent National Societies have endorsed, this short Guide aims to help practitioners integrate environmental and climate change considerations into their work. It has been dev...eloped primarily for logistics staff, administrative staff, and management. It is not necessary to be an environmental expert to use this Guide.
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More than 40% of the world population is 24 years old or younger, the vast majority of whom live in low- and lower middle–income countries. Globally, a quarter of disability-adjusted life years (DALYs) for mental disorders and substance abuse is borne by this age group and about 75% of mental diso...rders diagnosed in adulthood have their onset before the age of
24 years . Most children and young people in developing countries, however, do not have access to mental health care.
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The aim of this guidance manual is to introduce the user to project/programme plan- ning in a Red Cross Red Crescent environment. It describes the different stages of the planning phase of the “project/programme cycle” within the context of Results-Based Management (RBM). It also gives an overvi...ew of the various components of RBM and explains how to integrate and apply this approach in practice. In addition, the manual summarizes briefly the other key phases of the cycle (assessment, imple- mentation and monitoring, evaluation) and provides references to the key Federation manuals on these phases.
The manual has been developed primarily for use by people managing projects and programmes either in a National Society or the secretariat of the International Federation of Red Cross and Red Crescent Societies (International Federation). Although it is mainly designed for use at the country level, the basic principles can be applied to project and programme planning at any level. The manual draws on two International Red Cross and Red Crescent Movement publications – the International Federation’s Project Planning Process (2002) and the ICRC Economic Security Unit’s Programme/ Project Management: The Results-Based Approach (2008) – reflecting the significant similarity of approach. The International Federation has developed the manual internally to suit the particular needs and uses of project/programme management within the organization.
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