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Publication Years
1
3866
6272
912
60
7
1
1
1
Category
3989
701
675
595
579
299
105
3
Toolboxes
1128
963
534
467
464
389
359
359
342
327
300
267
220
215
213
176
163
153
148
140
77
72
71
68
53
8
2
This WHO Strategic Response Plan (SRP) will be implemented in collaboration with partners providing life-saving support to people affected by the conflict in Ukraine, whether they are inside or outside Ukraine. It is an overarching framework built on the Ukraine Flash Appeal 2022 to guide prio
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rities and work, according to access and location, in support of national and local authorities who are leading the readiness, response and early recovery activities. The timeframe of this SRP is six months.
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The EYE communication strategy is intended for use by all EYE partners and respective communication teams, as well as regional and country colleagues who will need to communicate about the work of EYE. It will also be publicly available for others,
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such as non-governmental organizations (NGOs) and private sector organizations, who may wish to read or share content published about EYE.
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This document sets out, therefore, to explain the socioeconomic value of investing in the fight against NTDs and highlights priorities for global investment attention. Our work was guided by the need not only for
additional funding and funders but
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also for the need to understand the current funding climate, in which value for money and the efficient use of resources to fill the most critical of gaps are more relevant than ever.
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Ready4Response is a multi-tiered core curriculum that aims to develop consistent learning standards across the emergency response workforces at national level. It equips participants with essential competencies needed to work within public
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health emergency response.
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31 Oct 2022 his plan outlines how the ACT-Accelerator will support countries as the world transitions to long-term COVID-19 control.
Recognizing the evolving nature of the COVID-19 virus and pandemic, the plan outlines changes to ACT-A’s set-up and ways of working, to ensure countries co
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ntinue to have access to COVID-19 tools in the longer term, while maintaining the coalition’s readiness to help address future disease surges.
Developed through a consultative process with ACT-A agencies, donors, industry partners, civil society organizations (CSOs) and Facilitation Council members, the plan summarizes priority areas of focus for the partnership’s pillars, coordination mechanisms and other core functions, and highlights the work to be maintained, transitioned, sunset, or kept on standby.
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The Practical manual on laboratory strengthening, 2022 update provides practical guidance on implementation of WHO recommendations and best practices for TB laboratory strengthening. It is an updated version of the GLI Practical Guide to Laboratory Strengthening published in 2017 and provides the la
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test practical guidance on use of newly recommended diagnostics as well as guidance in key technical areas, including quality assurance and quality management systems, specimen collection and registration, procurement and supply-chain management, diagnostic connectivity, biosafety, data management, human resources, strategic planning, and model algorithms. The key changes are:
inclusion of recent or updated WHO recommendations for tests to diagnose TB and detect drug resistance;
alignment with the latest WHO critical concentrations for phenotypic drug-susceptibility testing (DST) and the new definitions of pre-XDR-TB and XDR-TB;
updated information on building quality-assured TB testing and management capacity using the Stepwise Laboratory Quality Improvement Process Towards Accreditation (SLIPTA) approach (Score-TB package1);
updated information on assessing, analysing and optimising TB diagnostic networks; and
updated information on the use of next-generation sequencing (NGS) to detect mutations associated with drug resistance for surveillance purposes.
The document also provides references to resources and tools relevant for work on laboratory strengthening.
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This report provides a review and analysis of the research landscape for three diseases – Chagas disease, human African trypanosomiasis and leishmaniasis – that disproportionately afflict poor and remote populations with limited access to health
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services. It represents the work of the disease reference group on Chagas Disease, Human African Trypanosomiasis and Leishmaniasis (DRG3) which was established to identify key research priorities through review of research evidence and input from stakeholders' consultations.
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The World Health Organization (WHO) and the global community of countries, partners, donors, technical experts, scientists and field implementation teams continue to work towards the ultimate goal o
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f a world free of the burden of neglected tropical diseases (NTDs).
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HIV, viral hepatitis and STI epidemics, particularly among people who inject drugs and other key populations, continue to be fuelled by laws and policies criminalizing sex work; drug use or possession; diverse forms of gender expression and sexualit
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y; stigma and discrimination; gender discrimination; violence; lack of community empowerment and other violations of human rights. These sociostructural factors limit access to health services, constrain how these services are
delivered and diminish their effectiveness.
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This checklist is for any organization or person supporting the routine use of evidence in
the process of policy-making. Evidence-informed policy-making (EIPM) is essential for achieving the Sustainable Development Goals (SDGs) and universal health
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coverage (UHC). Its importance is emphasized in WHO’s Thirteenth General Programme of
Work 2019–2023 (GPW13). This checklist was developed by the WHO Secretariat of Evidence-Informed Policy Network (EVIPNet) to assist its Member countries in institutionalizing EIPM. Government agencies (i.e. the staff of the Ministry of Health),
knowledge intermediaries and researchers focused on strengthening EIPM will find in this checklist some key steps and tools to help their work. While the health sector is a key target group for EVIPNet, this tool can be applied by stakeholders from
different social sectors
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The Country Cooperation Strategy is the World Health Organization’s corporate framework developed in response to a country’s needs and priorities. The 2022–2025 CCS is the fourth for WHO in Sierra Leone. It is a medium-term strategic document
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that defines a broad framework for WHO’s work, at all levels, with the Government of Sierra Leone and all health partners for the next four years. This document is guided by the country’s major policy and strategy documents including the 2020 National Health and Sanitation Policy (NHSP); the 2021–2025 National Health Sector Strategic Plan (NHSSP); and the 2019–2023 National Medium-term Development Plan (NMTDP). The current CCS also reflects the broad priorities of WHO as outlined in its Thirteenth General Programme of Work (2019–2023, extended to 2025) with a focus on improving access to universal health coverage, protecting people from health emergencies, and improving people’s health and well-being. The CCS priorities are also in alignment with the United Nations Sustainable Development Cooperation Framework (UNSDCF) in Sierra Leone and will contribute to attaining the country's SDG targets
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This results report for the biennium 2020–2021 presents the progress towards the triple billion targets, outcomes and outputs, based on the GPW 13 results framework and indicators. It uses structured methodologies, both quantitative and qualitative, for measuring and analysing the achievements and
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challenges to achieving them, and includes country and impact case studies to exemplify how the Organization’s work is driving health impacts at the country level, where it matters most. For the first time, the WHO Secretariat is reporting on its investments, results and performance through a scorecard methodology for every country or territory it serves.
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The thirty-seventh meeting of the Programme, Budget and Administration Committee was held in Geneva from 25 to 27 January 2023 and chaired by Ms Aishath Rishmee (Maldives). The Committee adopted its agenda and agreed its programme of work. In his op
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ening remarks, the Director-General emphasized the crucial work on the financial future of the Organization, most significantly implementation of the Programme budget 2022−2023 and development of the Proposed programme budget 2024−2025, which would be the first to benefit from the agreed increase in assessed contributions. He welcomed the work of the Agile Member States Task Group on Strengthening WHO’s Budgetary, Programmatic and Financing Governance with its recommendations for long-term improvements in reform, prevention of and response to sexual abuse and harassment, new web-based information portals and a new replenishment process for consideration by Member States. Efforts were also under way to improve impact at country level, and he would continue to report to Member States on progress. He was heading an agile, proactive and fast-responding WHO, committed to implementing plans approved by Member States.
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Japan has been implementing projects of global extension of medical technologies under an official development assistance policy to improve public health and medicine by promoting Japanese medical technologies worldwide. The current
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work examines the impact and goals of implementing this new scheme. The scheme has involved dozens of projects that sent Japanese experts to partner countries and that invited their counterparts to Japan to showcase Japanese medical technologies. Approximately 50 projects have been implemented in 24 countries over 5 years, and 19,638 individuals have been trained. As a result, the introduced technology was adopted in national guidelines in 4 projects and the introduced equipment was procured in the partner country in 17 projects. In total, 912,334 individuals have benefitted from the introduction of these medical technologies. The concept of "creating shared value" (CSV) could help promote project success by both creating economic value and encouraging social progress. However, the sustainability of that business model remains in question in terms of the internationalization of CSV. Several successful projects improved medical care and led to new business opportunities.
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The Country Cooperation Strategy (CCS) is a medium-term strategic framework for cooperation between WHO and countries and outlines a shared agenda with priority areas of work for five years. The aim of this CSS is to define medium term vision for
W
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HO technical cooperation with the State of Eritrea for a 5-year period, 2023-2027, in support of the country’s Health Sector Strategic and Development Plan III (HSSDPIII) 2022-2026 aimed at improving the health status of its people
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In 2019, following a request from the Codex Committee on Food Hygiene (CCFH), the Codex Alimentarius Committee (CAC) approved new work at its 42nd Session on the development of guidelines for the control of Shiga toxin-producing Escherichia coli (ST
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EC) in leafy vegetables and in sprouts.
The objective of the report was to evaluate commodity-specific interventions used at all stages of fresh fruit and vegetable production from primary production to post-harvest activities, transportation, point of sale and consumer use. Emphasis was placed on the identification and evaluation of interventions used throughout the world to reduce microbiological hazards of fresh fruits and vegetables that contribute to the risk of foodborne illnesses, taking into consideration their effectiveness, practicality and suitability.
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In 2019, following a request from the Codex Committee on Food Hygiene (CCFH), the Codex Alimentarius Committee (CAC) approved new work at its 42nd Session on the development of guidelines for the control of Shiga toxin-producing Escherichia coli (ST
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EC) in leafy vegetables and in sprouts.
The objective of the report was to evaluate commodity-specific interventions used at all stages of fresh fruit and vegetable production from primary production to post-harvest activities, transportation, point of sale and consumer use. Emphasis was placed on the identification and evaluation of interventions used throughout the world to reduce microbiological hazards of fresh fruits and vegetables that contribute to the risk of foodborne illnesses, taking into consideration their effectiveness, practicality and suitability.
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The ethical governance of research assumes the existence of a national entity (or subnational if applicable, according to the constitution of a country) in charge of supervising the research ethics committees (RECs) that review and monitor research with human beings. This supervision includes the ac
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creditation of the RECs that authorize them to operate in the jurisdiction in question. This tool has the objective of facilitating the work of accreditation of RECs and ensuring that it is carried out in accordance with international ethical standards.
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This guidance describes the methods and processes of the Strategic Advisory Group of Experts (SAGE) on Immunization in developing evidence-based recommendations, WHO vaccine position papers, and other immunization policy guidance. Its aim is to facilitate the
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work of SAGE, its working groups and the WHO Secretariat, as well as to inform a wider readership, such as national immunization managers and national immunization technical advisory groups. The document will be updated, as necessary, as the methodology for evidence-based decision making evolves.
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This module covers common Non-Communicable Diseases such as Hypertension, Diabetes and three common cancers (Cervical,
Breast and Oral cancer). The focus of this module is on building the knowledge and skills of the Multi-Purpose Workers (MPW) in
undertaking Population Based Screening, identifi ca
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tion of cases for referral, follow up, recognition of complications, prevention
and health promotion. This module can be used by the female
or male MPW. However, while the content of the overall module
is the same for both some tasks will be different, particularly
those related to screening which the female MPW will have to
undertake. It is expected that the ANM/MPW will work closely
with the ASHA in her area. Together they form a front line worker
team to serve the needs of the community. The content of this
module will be covered in three days.
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