The primary role of Benin’s Department of Pharmacy and Medicines (DPMED) is to develop and apply the national pharmaceutical policy. The main objective of this policy is to ensure the availability and accessibility of quality medicines for the population. To fulfill its mandate, DPMED aims to stre...ngthen its regulatory capacity, including the issuance of licenses to pharmaceutical establishments and the registration of pharmaceutical products. Benin’s current registration system shares core concerns that are common to most developing countries, notably the capacity to evaluate and monitor the security, efficacy, and quality of medicines and other health products. It is currently characterized by 1) poor or inadequate traceability of records or regulations (example: a product’s marketing authorization [MA] is often hard to find); 2) lack of evidence used in the regulatory decision-making process (reasons behind special import authorization, i.e., products without valid MAs); 3) inconsistent and unsecured archiving system; 4) limited human resources; and 5) an inefficient information management system
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GLOBAL EDUCATION MONITORING REPORT 2017/8
The present report is submitted pursuant to Security Council resolution 2164 (2014), by which the Council extended the mandate of the United Nations Multidimensional Integrated Stabilization Mission in Mali (MINUSMA) and requested me to report to it every three months on the implementation of the re...solution and the progress on the implementation of the Mission’s mandate. The present report covers the period from 17 December 2014 to 19 March 2015.
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Training Module on Malaria
SHOPS and HIA finalized a scope of work with USAID Senegal in April 2015, and a team of five private sector experts conducted the onsite assessments between May and June 2015. The Private Sector Assessment (PSA) team worked closely with Senegalese key stakeholders throughout the process. The PSA tea...m interviewed more than120 individuals from approximately 78 organizations, including the government of Senegal (GOS), donors, USAID implementing partners, private sector umbrella organizations, private insurance companies, faith-based organizations (FBOs), nongovernmental organizations (NGOs), private health care facilities, and private pharmacies.
Through stakeholder interviews and review of government reports and online resources, the assessment team noted the following findings by theme.
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The CDAC Network commissioned a practice guide to draw both on their experiences and many others’ in order to document approaches, practices and tools to working with rumors. It is aimed primarily at humanitarian programme managers and field staff to provide them with practical tips on how to work... with rumors in their response programs in a way that is achievable amid competing demands.
Part One focuses on some of the theory behind rumors: the definition, nature and importance of rumors, and why we need to work with them.
Part Two explains the key steps and considerations to identifying and addressing rumous: listening, verifying and engaging.
Part Three examines different roles and responsibilities in working with rumous, and how anticipation, coordination and partnerships can enhance what you do.
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USAID Senegal and Health in Africa (HIA) initiative of the World Bank Group engaged the Strengthening Health Outcomes through the Private Sector (SHOPS) project to conduct an assessment of the private health sector in Senegal. The assessment’s primary focus is family planning, and its secondary fo...cus is maternal, neonatal and child health (MNCH), HIV and AIDS, malaria, and nutrition.
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This FY 2019 Malaria Operational Plan presents a detailed implementation plan for Burkina Faso, based on the strategies of PMI and the National Malaria Control Program (NMCP). It was developed in consultation with the NMCP and with the participation of national and international partners involved in... malaria prevention and control in the country. The activities that PMI is proposing to support fit in well with the national malaria control strategy and plan and build on investments made by PMI and other partners to improve and expand malaria-related services, including malaria grants from the Global Fund to Fight AIDS, Tuberculosis, and Malaria. This document briefly reviews the current status of malaria control policies and interventions in Burkina Faso, describes progress to date, identifies challenges and unmet needs to achieving the targets of the NMCP and PMI, and provides a description of activities that are planned with FY 2019 funding.
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Guinea’s 450 megawatt Souapiti dam, scheduled to begin operating in September 2020, is the most advanced of several new hydropower projects planned by the government of President Alpha Condé. Guinea’s government believes that hydropower can significantly increase access to electricity in a cou...ntry where only a fraction of people have reliable access to power.Souapiti’s output, however, has a human cost. The dam’s reservoir will ultimately displace an estimated 16,000 people from 101 villages and hamlets. The Guinean government had moved 51 villages by the end of 2019 and said it planned to conduct the remaining resettlements within a year. Forced off their ancestral homes and farmlands, and with much of their land already, or soon to be flooded, displaced communities are struggling to feed their families, restore their livelihoods, and live with dignity.
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Climate change triggers mounting food insecurity, poverty and displacement in Africa
3rd edition. In 2001, Uganda adapted the Integrated Disease Surveillance and Response (IDSR) developed by World Health Organization (WHO) for member states in African region. The Ministry of Health has been implementing the IDSR strategy since then with success across the country. This strategy prov...ides the opportunity for rational use of resources and maximises investments in health surveillance systems. The 3rd edition IDSR guidelines incorporates lessons learnt from previous
epidemics, new frameworks like the Global Health Security Agenda (GHSA), One Health, Disaster Risk Management (DRM), the WHO regional strategy for health security and emergencies, and the rising non-communicable diseases, and aims to strengthen implementation of IHR (2005) core surveillance and response capacities. These guidelines have been adapted to reflect national priorities, policies and public health structures; and shall be used in conjunction with other similar
guidelines/strategies or initiatives.
Overall, the 3rd edition technical guidelines will incorporate the following:
• Strengthening Indicator Based Surveillance
• Strengthening Event Based Surveillance
• Improving community-based disease surveillance
• Improving Cross Border Surveillance and response
• Scaling up e-IDSR implementation
• Improving reporting and information sharing platforms
• Improved data sharing across sectors
• Tailoring IDSR to Emergency or Disaster contexts
The 3rd edition guidelines are intended for use as:
• A general reference for surveillance activities across all levels
• A set of definitions for thresholds that trigger some action for response
• A stand-alone reference for level-specific guidelines on surveillance and response
• A resource for developing training, supervision and evaluation of surveillance activities
• A guide for improving early detection and preparedness for outbreak response.
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A rapid review of evidence on the managing the risk of disease emergence in the wildlife trade - World Animal Health Organization (OIE)
The Quadripartite Organizations – the Food and Agriculture Organization of the United Nations (FAO), the United Nations Environment Programme (UNEP), the World Organisation for Animal Health (WOAH, founded as OIE), and the World Health Organization (WHO) – collaborate to drive the change and tra...nsformation required to mitigate the impact of current and future health challenges at the human–animal– plant–environment interface at global, regional and country level.
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2014-2020, Draft March 2014
This new guidance aims to support programme implementers, coordinators and others in humanitarian settings in their actions to counter suicide and self-harm in humanitarian contexts and to save lives.
This strategy defines the World Health Organization (WHO) vision and framework for supporting Member States to accelerate the development, implementation and monitoring of their National Action Plan for Health Security (NAPHS) from 2022 to 2026. The National Action Plan for Health Security (NAPHS) ...are critical to ensure national capacities in health emergency prevention, preparedness, response and recovery are planned, built, strengthened and sustained in order to achieve national, regional and global health security and therefore keep the world safe, serve the vulnerable and promote health.
The strategy promotes, where existing, the use of existing national action plans for health security and not necessary the creation of an additional unique plan. This will avoid duplication and ensure maximum efficiency in domestic resourcing and operationalization efficiency while harnessing external buy-in to support national health priorities.
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The desired impact of the OH JPA is a world better able to prevent, predict, detect and
respond to health threats and improve the health of humans, animals, plants and the
environment while contributing to sustainable development. The OH JPA aims to work
towards this vision in the following way:
...
• Provide a framework for action and propose a set of activities the four organizations
can offer together to advance and sustainably scale up One Health.
• Provide upstream policy and legislative advice and technical assistance, to help
set national targets and priorities across the sectors for the development and
implementation of One Health legislation, initiatives and programmes.
• Take stock of existing cross-sectoral global and regional initiatives around One
Health, identify and advise on synergies and overlaps, and support coordination.
• Mobilize and make better use of resources across sectors, disciplines and
stakeholders.
• The OH JPA is guided by a theory of change and makes use of One Health principles
to strengthen collaboration, communication, capacity building and coordination
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