The Early Childhood Development Policy and its Strategic Plan seek to provide a framework to ensure such a holistic and integrated approach to the development of young children. International research has demonstrated the high economic returns on ECD investment and its positive impact on health and ...education outcomes as well as the overall economic development of a nation. The implementation of the ECD Policy will thus provide Rwanda with the basis for achieving the objectives and goals of the EDPRS and Vision 2020.
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This manual describes some of the strategic, managerial, financial, technical and scientific aspects to be considered in establishing a national EQA programme for clinical laboratories and other testing services at all health care levels
NSP Review
Engaging with South Africa’s National Strategic Plan for HIV, STIs and TB Edition 7 July – August 2013
A publication of the Treatment Action Campaign and SECTION27
GeneXpert: An imperfect rollout
TB in South African prisons: Where to now?
Decentralising DR-TB care: How far alon...g are we?
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WFP in Namibia collaborated with partners to strategically transition from emergency food relief interventions towards transformative and sustainable food systems assistance. As part of this plan, WFP aims to transfer management of these projects to the Namibian government, thereby contributing to t...he country's overall food self-sufficiency.
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The Government of Malawi’s Health Sector Strategic Plan II highlights the importance of service integration; however, in practice, this has not been fully realized. We conducted a mixed methods evaluation of efforts to systematically implement integrated family planning and immunization services i...n all health facilities and associated community sites in Ntchisi and Dowa districts during June 2016–September 2017. Methods included secondary analysis of service statistics (pre- and postintervention), focus group discussions with mothers and fathers of children under age one, and in-depth interviews with service providers, supervisors, and managers. Results indicate statistically significant increases in family planning users and shifts in use of family planning services from health facilities to community sites. The intervention had no effect on immunization doses administered or dropout rates. According to mothers and fathers, benefits of service integration included time savings, convenience, and improved understanding of services. Provision and use of integrated services were affected by availability of human resources and commodities, community linkages, data collection procedures and availability, sociocultural barriers, organization of services, and supervision and commitment of health surveillance assistants. The integration approach was perceived to be feasible and beneficial by clients and providers.
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Guía de aplicación de la estrategia multimodal de la OMS para la mejora de la higiene de las manos y del modelo “Los cinco momentos para la higienede las manos”
Si queremos cumplir los hitos de la Estrategia del Fondo
Mundial para 2028 y mantener a nuestro alcance la
meta del ODS 3, necesitamos recaudar 18.000 millones
USD para financiar el próximo ciclo de subvenciones
trienal del Fondo Mundial.
El pilar 3 de la Estrategia técnica mundial contra el paludismo 2016-2030 insta a transformar la vigilancia del paludismo en una intervención básica en todos los países donde el paludismo es endémico, así como en los países que han eliminado el paludismo pero siguen siendo susceptibles de que... se restablezca la transmisión. Este manual de referencia abarca temas relevantes para ambos contextos.
Los destinatarios de este manual son el personal que trabaja en los ministerios de salud, los programas nacionales contra el paludismo y los sistemas de información sanitaria; los asociados que participan en la vigilancia del paludismo; y los funcionarios técnicos de la OMS que asesoran a los países sobre la vigilancia del paludismo.
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"Patient decontamination principles are set forth here from a strategic perspective, rather than a tactical
one. The principles are meant to guide, but not specify, operational practices. The guidance is evidencebased
to the extent possible and the supporting evidence is documented and briefly dis...cussed."
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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
WHO 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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The new Consolidated guidelines on person-centred HIV strategic information: strengthening routine data for impact 1 aim to help countries improve how routine patient data are collected, analysed and used. They propose a minimum dataset that captures key events in an individual’s interaction with ...the health system, put forward priority indicators for monitoring a person’s health, and make key recommendations for data systems and data use.
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The purpose of this multi-year strategy is to guide the strategic direction for the collective work of the Protection against Sexual Exploitation and Abuse (PSEA) Programme in Ukraine. It replaces the 2017 HCT Framework on PSEA in Ukraine, incorporates the priorities set by the IASC Vision and Strat...egy on Protection from Sexual Exploitation and Abuse and Sexual Harassment 2022-26 and the key outcome areas and statements contained in the UNCT Ukraine Action Plan. The Strategy was endorsed by the Humanitarian Country Team in Ukraine and will be implemented through the adoption of annual workplans for the PSEA Network in Ukraine.
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The Country Cooperation Strategy (CCS) is WHO’s strategic framework to guide the Organization’s work in and with a country. It responds to that country’s National Health and Development Agenda and identifies a set of agreed joint priorities for WHO collaboration, covering those areas where the... Organization has a comparative advantage in order to assure public health impact.
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Information note.
This information note provides a strategic overview of key implementation considerations for diagnostic integration using these devices, and is primarily intended for use by national laboratory services and TB, HIV, and hepatitis programme managers.
It may also be of inte...rest to managers of maternal, newborn and child health programmes and sexual and reproductive health programmes, international and bilateral agencies, and organizations that provide financial and technical support to the relevant national health programmes.
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Zambia has completed the implementation of the National TB Strategic Plan (2017-2021) that set in motion the TB elimination agenda in Zambia through coordinated and accelerated TB response. During this period, the National TB and Leprosy Programme (NTLP) registered tremendous success.
The NTLP is ...poised to attain the ambitious goal pronounced by the government of eliminating TB by 2030, in line with the Sustainable Development Goals (SDGs) and the World Health Organization End TB Strategy. The programme exponentially increased TB notifications from as low as 35,922 people with TB in 2018 to 40,726 in 2020 and in 2021 the TB notifications rose to 50,825 (a 25% increase against 2020 performance). The NTLP also registered incredible success in sustaining high TB Preventive Treatment (TPT) initiations among persons living with HIV and a high TB treatment success rate among drug-susceptible TB cases. New and relapse TB notifications in children below 15 years increased by 43%, from 2,724 in 2020 to 3,890 in 2021. TB notifications ratio between children aged 0-4 and 5-14 was 0.9, an improvement from what we achieved in 2018 (the ratio was 0.7). The proportion of TB patients who are HIV positive continued to decrease, reaching 34% in 2021 from 39% in 2020. Sustained increases in TB notifications, treatment success rate, and TPT initiations have resulted in a rapid decrease in the TB incidence rate that reached 307 per 100,000 population in 2021 against a rate of 391 in 2015.
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This case study in Chile focused on the following two strategic levers of the WHO/UNICEF PHC Operational Framework during the implementation period 2022–2023: “Political Commitment and Leadership” and “Governance and Policy Frameworks”. This included examining how support from the three le...vels of the Organization (WHO headquarters, Pan American Health Organization (PAHO)/WHO Regional Office for the Americas and PAHO/WHO Chile Country Office) has been coordinated and operationalized. The case study also explored how, through these two strategic levers, catalytic actions have been planned and implemented in relation to other operational levers, in particular “Models of care”.
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This chapter of the AMP LLIN Mass Campaign Toolkit outlines the strategic communication approaches that are essential before, during and after long-lasting insecticide-treated net (LLIN) distribution campaigns. It emphasises the importance of setting up a national communications sub-committee under ...the leadership of the National Malaria Control Programme (NMCP) and the Ministry of Health (MoH) to coordinate advocacy, social mobilisation and behaviour change communication (BCC). The aim of these three components is to secure political and financial support, mobilise communities, and promote sustained net use through tailored, multi-channel messaging. Effective coordination and planning are critical for successful malaria prevention efforts.
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Esta carpeta ofrece información básica acerca de la estrategia de tamizaje basada en el test de VPH. Tiene como principales destinatariosa los integrantes del equipo de salud que realizan las tomas de las muestras para el tamizaje en las provincias que incorporaron esta nueva tecnología [ginecól...ogas/os, Lic. en obstetricia,obstétricas/os, médicas/os generalistas, enfermeras/os, etc.].
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Guidelines
UNAIDS/WHO working group on global HIV/AIDS and STI surveillance
August 2015
HIV strategic information for impact
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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