This document provides training and guidance on legal capacity and how supported decision making, recovery plans and advance plans help to avoid involuntary detention and treatment and ensure people are able to exercise their right to legal capacity.
This Charter on Inclusion of Persons with Disabilities in Humanitarian Action has been developed in advance of the World Humanitarian Summit (23 and 24 May 2016, Istanbul) by over 70 stakeholders from States, UN agencies, the international civil society community and global, regional and national or...ganisations of persons with disabilities.
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The ASEAN Mental Health Systems Report
catalogues the situation of mental health in ASEAN
Member States. This report provides comprehensive
information on the progress made so far by AMS in
integrating mental health into national health systems,
increasing access to care as well as challenges f...aced.
It also offers recommendations on how to improve the mental health system in
respective ASEAN Member States.
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This report presents the findings of research conducted by Child Soldiers International to assess the effectiveness of release, psychosocial recovery and reintegration interventions (commonly referred to as ‘DDR’) for girls associated with armed groups in eastern Democratic Republic of Congo (DR...C). More specifically, it seeks to shed some light on the extent to which girls have been reached by DDR programmes, and on the appropriateness of this support where it was offered, mostly from the point of view of the girls themselves.
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This article identifies the three core defining characteristics of healing environments for children and young people who have been exposed to chronic adversity and trauma. A large body of evidence highlights the pervasive and devastating developmental impacts of such exposure but there is also emer...ging evidence about the elements of living and learning environments that foster recovery and resilience. The Three Pillars framework has been developed to inform and empower those who live with or work with these young people but who are not necessarily engaged in formal therapy.
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This Roadmap is structured around a results-based framework of outcomes, outputs and deliveraebles, to ensure that WHO maintains appropriate levels of organizational readiness, supports country-level capacity building and preparedness, deploys efficiently and effectively to respond to outbreaks and ...emergencies at national and subnational levels, and engages effectively with partners and stakeholders throughout
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QualityRights is WHO’s global initiative to improve the quality of care provided by mental health services and promote the human rights of people with psychosocial, intellectual and cognitive disabilities1. It offers a new approach to mental health care which is rights-based and recovery-oriented.
The Global status report on violence prevention 2014, which reflects data from 133 countries, is the first report of its kind to assess national efforts to address interpersonal violence, namely child maltreatment, youth violence, intimate partner and sexual violence, and elder abuse. Jointly publis...hed by WHO, the United Nations Development Programme, and the United Nations Office on Drugs and Crime, the report reviews the current status of violence prevention efforts in countries, and calls for a scaling up of violence prevention programmes; stronger legislation and enforcement of laws relevant for violence prevention; and enhanced services for victims of violence.
You can download summaries in different languages, single chapters and graphics
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This guidance note is intended primarily for health actors working in emergency and disaster risk management (hereafter 'emergency risk management') at the local, national or international level, and in governmental or nongovernmental agencies. People with disabilities, those... working in the disability sector and those working in other sectors that contribute to improved health outcomes related to emergency risk management, may also find this guidance note useful.
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The guide book provides a set of tools and methods to assess existing structures and capacities of national, district and local institutions with responsibilities for Disaster Risk Management (DRM) in order to improve their effectiveness and the integration of DRM concerns into development planning,... with particular reference to disaster-prone areas, vulnerable sectors and population groups.
The strategic use of the Guide is expected to enhance understanding of the strengths, weaknesses, opportunities and threats facing existing DRM institutional structures and their implications for on-going institutional change processes. It will also highlight the complex institutional linkages among various actors and sectors at different levels.
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Emergency Preparedness for the Health Sector: Challenges and Way Forward. Expert Consultation.
Preparedness is nowadays defined as an integrated set of long term multi-sectoral activities. One key objective is to contribute to the achievement of an increasing level of readiness within the MOH and t...he communities to mitigate, to cope with, to respond to and to recover from any emergency situation
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This field action guide focuses on the first psychosocial assessment to be conducted just after a calamity strikes or just after a major event in an ongoing armed conflict. While it is necessary to update that initial assessment as the emergency situation evolves through the different phases of reco...very (briefly outlined in the “phase chart”), this mini book is meant to guide the formation of a team to assess the psychosocial as well as physical needs of children, their families and the communities and then the recommendations the team makes for ensuing support.
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Cancer centres are a major resource in ensuring a comprehensive approach to cancer treatment and its planning. As part of a new roadmap developed by WHO and IAEA to help countries design national cancer control programmes, this publication proposes a framework to develop a cancer centre and/or to st...rengthen the provision of services in an existing cancer centre. The publication provides the features of multidisciplinary cancer care and details the infrastructure, human resources and equipment for different services. This framework is expected to be used as a guide to implementation, taking into consideration the local context and resources.
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Policy Guidance Brief 2
• The potential health risks from climate change include: increase of waterborne and vector-borne diseases, heat-related illnesses, injuries and deaths, food insecurity and increased malnutrition. The poor, women, children and the elderly, as well as communities living... in remote high-risk areas are most vulnerable.
• The expected results to achieve this outcome are: (i) climate risk management system is well-established, robust and nationally integrated to respond efectively to increased intensity and impact of risks and hazards on people’s health and wellbeing; (ii) improved social protection, gender consideration and risk finance capacity to prepare for and recover from potential loss and damage resulting from climate change; (iii) Myanmar’s health system is improved and can deal with climate-induced health hazards and support climate-vulnerable communities to respond effectively to disaster and health hazards from climate change.
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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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WHO has developed a clinical case definition of post COVID-19 condition by Delphi methodology that includes 12 domains, available for use in all settings. This first version was developed by patients, researchers and others, representing all WHO regions, with the understanding that the definition ma...y change as new evidence emerges and our understanding of the consequences of COVID-19 continues to evolve.
Post COVID-19 condition occurs in individuals with a history of probable or confirmed SARS CoV-2 infection, usually 3 months from the onset of COVID-19 with symptoms and that last for at least 2 months and cannot be explained by an alternative diagnosis. Common symptoms include fatigue, shortness of breath, cognitive dysfunction but also others and generally have an impact on everyday functioning. Symptoms may be new onset following initial recovery from an acute COVID-19 episode or persist from the initial illness. Symptoms may also fluctuate or relapse over time.
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The key actions, activities, and approaches in this document are organized within each of the 5Cs (see Table 1 in the PDF) and those of the Strategic preparedness and response plan (SPRP) pillars as follows:
National action plan key activities, prioritized for the current context and the current ...understanding of the threat of SARS-CoV-2
A. Transition from emergency response to longer term COVID-19 disease management.
B. Integrate activities into routine systems.
C. Strengthen global health security.
Special considerations for fragile, conflict-affected and vulnerable (including humanitarian) settings
WHO global and regional support to Member States to implement their national action plans
Key guidance documents for reference
This is a living document that will be updated to incorporate new technical guidance in response to the evolving epidemiological situation. National plans should be implemented in accordance with the principles of inclusiveness, respect for human rights, and equity.
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The World Health Organization (WHO) has been present in Niger since 1960, and acts as the Government's principal advisor on public health and lead of the health cluster. WHO covers all eight regions of the country with 113 staff members in Niamey and in 7 sub-offices (Agadez, Diffa, Zinder, Maradi,... Tillabéri, Dosso, Tahoua).
To strengthen its cooperation with Niger, WHO has recently developed a new Country Cooperation Strategy (CCS) for 2023-2027 period in collaboration with the Ministry of Public Health, Popula-tion and Social Affairs. The CPS is based on the WHO's 13th General Programme of Work (GPA) 2019-2025 and national priorities. It enables WHO to support Niger in the implementation of its national health policy and the 2022-2026 Health and Social Development Plan (HSSP).
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Cervical cancer, along with maternal deaths, has been identified as a national priority in
South Africa as well as other Sub-Saharan African countries. Cervical cancer is the
second most common cancer among women in South Africa, after breast cancer. Due
to limited access to prevention, early dia...gnosis and treatment, cervical cancer is often
fatal.
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The International Rescue Committee (IRC) is a leading humanitarian agency dedicated to helping people whose lives have been shattered by conflict and disaster to survive, recover, and gain control of their future. Health comprises nearly half of IRC’s program portfolio globally and encompasses thr...ee sectors: 1) Primary Health (including child health, sexual and reproductive health and rights, and mental health); 2) Nutrition; and 3) Environmental Health. IRC health programming across its portfolio, in terms of the size and breadth, responds to significant needs in crisis affected settings, improving health and wellbeing while reducing causes of ill-health.
This five-year Health Strategy sharpens our focus on where we can have the most impact. It guides our efforts in planning, technical assistance, business development, advocacy, and internal and external collaboration. Through this strategy, we will invest and grow in areas that will help us achieve high impact at scale for our clients. For the next five years these priorities will include: Nutrition; Immunization: Infectious Disease Prevention and Control; Last Mile Delivery of Primary Health Care: Clean Water.
Our strategy aligns with Strategy 100 (S100) and Strategy Action Plans (SAPs). It lays out how IRC, through health, nutrition, and Environmental Health (EH) programming, will advance the IRC’s S100 ambitions, respond to global trends, and capitalize on our value add. The strategy will be complemented by delivery plans that detail investments, actions, and roles and responsibilities to advance our priorities. At the end of FY24, we will take stock of the implementation of the strategy, measure progress towards achieving our goals, and review if it continues to be fit for purpose.
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