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Consolidated Guidelines
Geneva, 2016
The End TB Strategy
The World Health Organization's fourth Country Cooperation Strategy 2022-2026 is an outcome of a consultative process with inputs from the Ministry of Health, various agencies in the health sector, and
...
other relevant stakeholders. It has been developed to provide strategic direction and support toward achieving the priorities of the Government of the Kingdom of Eswatini.
It is designed to support the strengthening of health systems and services toward the attainment of Universal Health
Coverage (UHC) and the Sustainable Development Goals targets. The CCS 2022-2026 also presents the collaborative
agenda between the Kingdom of Eswatini and the three levels of WHO, aligns with the strategic priorities of WHO’s
13th General Programme of Work (2019 – 2025), as well as Eswatini’s United Nations Sustainable Development Cooperation Framework (UNSDCF) 2021-2025
more
The South African WHO Country Cooperation Strategy (CCS) 2023–2027 focuses on four key strategic priorities based on the country’s health needs and disease epidemiology, while also considering t
...
he need for building resilient health systems for UHC and health security in the post pandemic period.
These include:
1. augment health systems strengthening reforms to accelerate progress towards universal health coverage.
2. address the quadruple burden of diseases and promote well-being across the life course in view of achieving global targets.
3. build health systems resilience and strengthen health emergency preparedness and response capacities.
4. enhance multisectoral collaboration and global partnerships for concerted action on health and its determinants.
In order to harness its expertise across its three levels, namely: the WHO Country Office (WCO), WHO Regional Office for Africa, and WHO headquarters, WHO will work closely and collaboratively with the Government of South Africa to implement the 2023–2027 strategic priorities.
more
Social and Behaviour Change Communication (SBCC) is essential for the effective control, prevention and elimination of malaria. The 2018–2030 Strategic Framework for Malaria SBCC guides countries
...
and partners in strengthening capacities, refining strategies and sharing best practices, all of which are aligned with the WHO Global Technical Strategy for Malaria. Despite progress, malaria continues to threaten billions of people, and success hinges on access to interventions and behavioural change. This framework emphasises advocacy, technical guidance and tools to ensure that SBCC is prioritised and resourced as an essential element in the global fight against malaria.
more
Social and Behavior Change Communication for Emergency Preparedness Implementation Kit
Amrita Gill-Bailey, Kathryn Bertram, Uttara Bharath et al.
Johns Hopkins University and US Agency for International Development (USAID)
(2017)
C1
Each unit builds on the one prior, and they all combine to provide key information for developing an SBCC strategy. It is not essential, however, to work through the I-Kit from start to finish. User
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s can choose to focus on specific aspects for which they need support in their emergency communication response. The nine units and corresponding worksheets are outlined in the I-Kit Site Navigator.
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No Public Health without Refugee and Migrant health.
This report, the first of its kind, creates an evidence base with the aim of catalysing progress towards developing and promoting migrant-sensit
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ive health systems in the 53 Member States of the WHO European Region and beyond. This report seeks to illuminate the causes, conse-quences and responses to the health needs and challenges faced by refugees and migrants in the Region, while also providing a snapshot of the progress being made across the Region. Additionally, the report seeks to identify gaps that require further action through collaboration, to improve the collection and availability of high-quality data and to stimulate policy initiatives
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This briefing pack serves this purpose by sharing RCCE/humanitarian coordination experience from country level, feedback from global consultations and addressing frequently asked questions. In parallel, the RCCE Core Group has been working to revise
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the RCCE Collective Service Strategy. Where possible, we have tried to integrate feedback from relevant stakeholders into this document.
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Every country has been affected by COVID-19, with nearly a quarter
of a billion cases and almost 5 million deaths reported globally as of
end of September 2021. Despite the stunning speed with which highly
effective
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and safe vaccines have been developed, new waves of disease
are still pushing health systems to the breaking point, increasingly
transmissible variants are emerging, some survivors are suffering
serious long-term sequelae, and the International Monetary Fund
estimates that global economic losses could exceed US$5.3 trillion
by 2026, if COVID-19 becomes endemic.
Although over 6 billion doses of COVID-19 vaccine have already been
administered, and global production is now reaching 1.5 billion doses
per month, the world is not positioned to end the pandemic. In areas of
high vaccine coverage, there have been massive reductions in serious
disease, hospitalization and death but, globally, vaccine access is highly
inequitable with coverage ranging from 1% to over 70%, depending
largely on a country’s wealth. Consequently, SARS CoV-2 variants
continue to emerge, causing surges of disease and slowing or even
reversing the reopening of societies and economies.
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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 Sustai
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nable Development Goals (SDGs) and universal health 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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This country cooperation strategy (CCS) outlines how the World Health Organization (WHO) will work with the Lao People’s Democratic Republic over the next five years (2024–2028), supporting the implementation of the five-year health sector devel
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opment plans and the Health Sector Reform Strategy 2021–2030 to attain the Sustainable Development Goals (SDGs) by 2030.
The Lao People’s Democratic Republic experienced substantial economic growth in the 30 years prior to the coronavirus disease (COVID-19) pandemic, contributing to reduced poverty and significant progress toward the SDGs. However, the COVID-19 pandemic brought this development to a halt. It was anticipated that the COVID-19 recovery and the tremendous population growth in recent years would provide opportunities for a shift toward more sustainable and inclusive development in the years ahead. In 2023, however, the contrary was the case. Rural residents, including many ethnic minorities, continued to face marginalization because of limited access to education, health care and economic opportunities.
Despite the challenges of COVID-19 and other disease outbreaks, the country has made significant improvements in health. Nonetheless, progress has been uneven and not everyone has benefited from these achievements. In the mountainous region, many people lack access to quality health care because of the unequal distribution of well-trained health-care workers. Preventable deaths due to poor-quality health care for children and newborns, infants and mothers remain a concern, as do communicable diseases such as sexually transmitted infections and tuberculosis. The increasing burden of noncommunicable diseases and the health impact of worsening climate change further heighten the need for strengthened and resilient health systems, which are at risk due to an underfunded health sector and weak economy.
This CCS aims to address remaining and future challenges as well as health needs while creating an impact that is sustainable. It identifies three strategic priorities and nine deliverables (Table 1) to support the attainment of the national vision of Health for all by all, as articulated in the 9th Health Sector Development Plan 2021–2025. It contributes to the country’s goals to achieve universal health coverage, graduate from least developed country status by 2026 and attain SDGs by 2030.
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This WHO Guidance Note advocates for a comprehensive approach to cervical cancer prevention and control and is aimed at senior policy makers
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and programme managers. It describes the need to deliver effective interventions across the female life course from childhood through to adulthood. These include community education, social mobilization, HPV vaccination, screening, treatment and palliative care. It outlines the complementary strategies for comprehensive cervical cancer prevention and control, and highlights collaboration across national health programmes (particularly immunization, reproductive health, cancer control and adolescent health), organizations and partners.
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The Global Action Plan for the Prevention and Control of Noncommunicable Diseases 2013-2020 by the World Health Organization (WHO) outlines a comprehensive strategy to address the global rise in non
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communicable diseases (NCDs), including cardiovascular diseases, cancer, chronic respiratory diseases, and diabetes.
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Global Technical Strategy for Malaria 2016–2030, 2021 Update
Pedro Alonso, Kevin Baird, David Brandling-Bennett et al.
World Health Organization (WHO)
(2022)
C_WHO
This updated version, endorsed by the World Health Assembly in May 2021 through resolution WHA74.9, reflects lessons learned in the global malaria response over the last 5 years. While the milestones and targets remain the same, the approaches to ta
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ckling the disease, in some areas, have evolved to keep pace with the changing malaria landscape.
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The goal of the strategy is to prevent seasonal influenza, control the spread of influenza from animals to humans, and prepare for the next influenza pandemic.
The new
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strategy is the most comprehensive and far-reaching that WHO has ever developed for influenza. It outlines a path to protect populations every year and helps prepare for a pandemic through strengthening routine programmes.
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Nepal has only recently started its journey on the path to an integrated response to the challenge of antimicrobial resistance (AMR). Despite this, it is notable that the Nepal Health Sector Strategy Plan (HSSP)-2 mentions growing antibiotic resista
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nceas a public health challenge.
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he pandemic has produced an unprecedented economic and social crisis, and it could generate a food, humanitarian, and political crisis if urgent me
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asures are not taken. The policy options for addressing the pandemic entail consolidating national plans and achieving intersectoral consensus. The response should be structured in three nonlinear and interrelated phases—control, reactivation, and rebuilding—involving the participation of technical actors representing not only the field of health but also other social and economic areas. Measures implemented to control the pandemic as well as measures for the reactivation and rebuilding phases will require increased public investment in health until the recommended parameters are achieved.
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Member States have requested WHO policy guidance on how to facilitate the implementation of national AMS activities in an integrated and programmatic approach. This
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policy guidance responds to that demand from Member States and is anchored in public health guiding principles in the human health sector. It aims to provide a set of evidence-based and pragmatic recommendations to drive comprehensive and integrated AMS activities under the purview of a central national coordination unit, National AMR steering or coordinating committees or other equivalent national authorities.
Available in English, French, Spanish, Russian, Arabic, Chinese
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Helping Adolescents Thrive (HAT) is a joint WHO-UNICEF initiative to strengthen programming and policy responses for adolescents, to promote positive mental health, prevent mental health conditions,
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and prevent self-harm and other risk behaviours. The vision of HAT is a world in which all adolescents, their caregivers, civil society and communities unite with governments to protect and promote adolescent mental health. This means taking action routinely to implement and monitor evidence-informed and human rights-based strategies for improving mental health, and to prevent and reduce mental health and substance use conditions in adolescents in order to improve lifelong well-being
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The power of the Global Drug Policy Index lies in its key objective: to score and
rank how countries are faring in different areas of drug policy
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as identified in the
UN report ‘What we have learned over the last ten years: A summary of knowledge
acquired and produced by the UN system on drug-related matters’,1 and derived
from the landmark UN System Common Position on Drug
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This report presents a framework to link science, policy and practice for a comprehensive assessment of climate mitigation and adaptation investmen
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ts and their impact on human health.The framework proposes to use weather and climate data to forecast health impacts over time, as well as biophysical and economic models to quantify the outcomes of investments in climate change adaptation and mitigation for relevant sectoral indicators and health co-benefits. It provides guidance on the economic valuation of health co-benefits of climate action, for inclusion in sector-specific cost–benefit analysis (CBA), including the spatial allocation of such costs and benefits.
The framework developed and presented in this study is comprehensive, and provides various entry points for different audiences, including decision-makers in the public and private sectors, researchers and scientists, working in the health sector as well as in other thematic areas and related sectors affected by climate action.
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