It focuses on nine major priority areas, namely: Leadership and Governance for Health; Health Service Delivery; Human Resources for Health; Health Financing; Health Information Systems; Health Technologies; Community Ownership and Participation; Partnerships for Health Development; and Researc...h for Health.
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Guidelines for health human resource management (HRM) in disaster management in Indonesia
The Climate Change Knowledge Portal (CCKP) Beta is a central hub of information, data and reports about climate change around the world. Here you can query, map, compare, chart and summarize key climate and climate-related information.
Maternal, Infant and Young Child Nutrition Strategic Actions:
1 Endorse and disseminate key policies and regulations
2 Improve maternal nutrition
3 Protect, promote, and support optimal infant and young child feeding practices
4 Support optimal infant and young child feeding in ...difficult circumstances
5 Ensure intra-sectoral integration (Health and Nutrition)
6 Improve intersectoral integration (food security and livelihood, WASH, protection, education and shelter)
7 Support capacity building and service strengthening
8 Initiate advocacy and social behavioural change communication
9 Sustain research, information, monitoring and evaluation
10 Mobilise resources and support
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This comprehensive manual features practical suggestions and creative ideas for including, recruiting and accommodating people with disabilities in international exchange programs. Building Bridges also addresses cross-cultural issues and international service projects. Includes an extensive resourc...e section. Find each chapter in FREE downloadable PDF and RTF formats
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Lack of satisfactory progress in mainstreaming disaster risk reduction within development is attributed to various factors. One of the important factor that is often not much appreciated is the inadequate comprehension of mainstreaming and the absence of clear, cogent and practical guidelines, tools... and techniques for mainstreaming DRR within development. This Guidebook helps to tackle this challenge by providing strategic and practical guidelines on how to mainstream disaster risk reduction into their policies plans and programmes across key sectors. It discusses strategic approaches towards risk resilient development in the Asia-Pacific region and demonstrates how to operationalize them using examples from various countries in the region. These guidelines can be adopted by countries according to their specific contexts, resources and capacities.
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This survey is part of a series of eight country surveys conducted in the context of the People that Deliver Initiative (peoplethatdeliver.org). This global initiative, which brings together the world’s largest organizations, aims to improve health services performance through the professionalizat...ion of logistics managers.
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An international collaborative working on religion within health and community systems
Seeking to strengthen evidence on the functioning of religiously-inspired health institutions and communities within their contextualized health systems, especially in development settings
Our work includes:
...
Facilitating interdisciplinary research on the intersection between religion, public health and development
A focus on health systems and policy
Building capacity in research-practitioners, especially in development contexts
Multi-sectoral networking
Development and dissemination of research materials and tools
Research and evaluation of key projects and initiatives
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This bi-weekly brief details the latest developments in scientific knowledge and public health policy from around the world as well as updates to the COVID-19-related guidance from Africa CDC, WHO and other public health agencies.
The World’s Leading Resource for Climate Solutions
Our mission is to help the world reach “drawdown”—the point in the future when levels of greenhouse gases in the atmosphere stop climbing and start to steadily decline, thereby stopping catastrophic climate change—as quickly, safely, and ...equitably as possible.
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CTA has played a key role in asking – and answering – critical questions about the future of agriculture and sustainable development in ACP countries. Leveraging its expertise in agricultural knowledge, innovation and technology, the Centre effectively contributed to pushing these issues higher ...up the policy agenda. Providing information to 79 ACP countries is no mean feat for a relatively small organisation. Nevertheless, CTA has been on the frontline of the communications revolution in creating, sharing and disseminating information, knowledge and learning products to enrich ACP agriculture.
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The One Health Commission is a globally focused organization dedicated to implementing One Health and One Health actions around the world.
The goal of the One Health Research, Education and Outreach Centre in Africa (OHRECA) is to improve the health of humans, animals and ecosystems through capacit...y building, strengthening of local, regional and global networks and provision of evidence-based policy advice on One Health in sub-Saharan Africa. The centre has four thematic areas: control of neglected tropical zoonotic diseases; emerging infectious diseases; food safety and informal markets; and prevention and control of antimicrobial resistance.
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The Event-based Surveillance Framework is intended to be used by authorities and agencies responsible for
surveillance and response. This framework serves as an outline to guide stakeholders interested in implementing
event-based surveillance (EBS) using a multisectoral, One Health approach. To ...that end, the document is arranged
in interlinked chapters and annexes that can be modified and adapted, as needed, by users.
This is a revised version of the original “Framework for Event-based Surveillance” that was published in 2018. This
framework does not replace any other available EBS materials, but rather builds on existing relevant or related
documents and serves as a practical guide for the implementation of EBS in Africa. This framework is aligned with
the third edition of the WHO Joint External Evaluation for the following indicators: strengthened early warning
surveillance systems that are able to detect events of significance for public health and health security (Indicator
D2.1); improved communication and collaboration across sectors and between National, intermediate and local
public health response levels of authority regarding surveillance of events of public health significance (Indicator
D2.2); and improved national and intermediate-level capacity to analyse data (Indicator D2.3). As countries begin
to implement and demonstrate EBS functionality they will ensure an increase in JEE scores and progress towards
meeting the requirements outlined in the IHR3F
Additionally, in African Union Member States that have adopted the Integrated Disease Surveillance and
Response (IDSR) strategy, this document is a complement to and can enhance the implementation of IDSR,
especially for the 3rd edition (2019) that includes components related to EBS.
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ي الغرض من إطار عمل إجراءات المراقبة القائمة عىل األحداث هو أن به
ن
تستعي السلطات والوكاالت المسؤولة عن المراقبة
ُ واالستجابة. كما
تيب إرشال تعىل سبيل المثال؛ هذ...ه الوثيقة ألصحاب المصلحة
ي
ُ
ُعد بمثابة ك
ا عاما ي
إطار استخدام
ي
الذين يرغبون ف ن
نهج "صحة واحدة" متعدد القطاعات لتنفيذ المراقبة القائمة عىل األحداث . و للقيام بذلك، تشتمل الوثيقة عىل فصول وملحق
ن مرتبطة ويمكن
للمستخدمي تغييها وتحديثها
بناء عىل احتياجاتهم الخاصة.
ُعد هذه
الت ي وت نسخة منقحة من النسخة األصلية "إطار عمل المراقبة القائمة عىل األحداث"
عام
ي
ن صدرت
ف 2018 .و ال ينسخ إطار
العمل هذا أو يحل محل أي مواد أخرى متاحة حاليا في ما يتعلق بمج ال المراقبة القائمة عىل األحداث أن
ن ؛ وبدال من ذلك، ينبعي
يستند إطار العمل إل الوثائق الموجودة سابقا ذات الصلة أو مرتبطة وأن يكون تيب
ُ
ك ا إرشاديا عملي ا لتنفيذ المراقبة القائمة عىل
األحداث أفريقيا.
ي
ن
ف ويتوافق إطار العمل ك لمنظمة الصحة العالمية
المشي
ي
هذا مع الطبعة الثالثة من التقييم الخارج فيما يتعلق
ر بالمؤشات التالية: تعزيز
ي عىل كشف األحداث ذات األهمية للصحة العامة واألمن الصح أنظمة المراقبة و اإلنذار المبكر القادر ة
ر المؤش )
حسنة والتعاون عي القطاعات وبين 1.D2)؛ مستويات استجابة الصحة العمومية الوطنية والمتوسطة
ُ
وقنوات االتصال الم
العامة واألمن الصح والمحلية فيما يتعلق بمراقبة األحداث ذات األهمية للصحة
ي
ر )المؤش
ن 2.D2)؛ القدرة عىل
وتحسي تحليل
ن البيانات عىل المستوى المتوسط والوطت ي
ر )المؤش
رش 3.D2 .)باإلضافة إل وع
الدول تنفيذ و
ي
ن
ف عرض مهام ووظائف المراقبة
القائمة عىل األحداث إذ ، اللوائح الصحية
ي
درجات التقييم المشي ك وإحراز تقدم نحو تلبية المتطلبات المبينة ف ن
ي
ستضمن زيادة ف ن
الدولية
.
تحسين أيضا، تنفيذ المراقبة المتكاملة لألمراض واالستجابة لها، وذلك بالنسبة
ي
ن
تعد هذه الوثيقة مكملة ويمكن أن تساعد ف ل لدول
ا
ي
االتحاد األفريق
ي
ن
اعتمدت االسي األعضاء ف اتيجية المتكاملة لمراقبة األمراض واالستجابة لها،
لت عىل وجه الخصوص ي
بالنسبة
للطبعة الثالثة ) 2019 تتضمن أجزاء حول
( الت المراقبة القائمة عىل األحداث ي
.
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Delivery of comprehensive arrhythmia care requires the simultaneous presence of many resources. These include complex hospital infrastructure, expensive implantable equipment, and expert personnel. In many low- and middle-income countries (LMICs), at least 1 of these components is often missing, res...ulting in a gap between the demand for arrhythmia care and the capacity to supply care. In addition to this treatment gap, there exists a training gap, as many clinicians in LMICs have limited access to formal training in cardiac electrophysiology. Given the progressive increase in the burden of cardiovascular diseases in LMICs, these patient care and clinical training gaps will widen unless further actions are taken to build capacity. Several strategies for building arrhythmia care capacity in LMICs have been described. Medical missions can provide donations of both equipment and clinical expertise but are only intermittently present and therefore are not optimized to provide the longitudinal support needed to create self-sustaining infrastructure. Use of donated or reprocessed equipment (eg, cardiac implantable electronic devices) can reduce procedural costs but does not address the need for infrastructure, including diagnostics and expert personnel. Collaborative efforts involving multiple stakeholders (eg, professional organizations, government agencies, hospitals, and educational institutions) have the potential to provide longitudinal support of both patient care and clinician education in LMICs.
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