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Responding to outbreaks of antimicrobial-resistant pathogens in health-care facilities: guidance for the Western Pacific region

World Health Organization WHO (2022) C_WHO

Responding to Outbreaks of Antimicrobial-resistant Pathogens in Health-care Facilities: Guidance for the Western Pacific Region is developed following requests from Member States in the Western Pacific Region for additional information and support in managing AMR outbreaks. It aims to provide: a ste... more

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Policy Brief: COVID-19 and the Need for Action on Mental Health (13 May 2020)

United Nations (2020) CC

Although the COVID-19 crisis is, in the first instance, a physical health crisis, it has the seeds of a major mental health crisis as well, if action is not taken. Good mental health is critical to the functioning of society at the best of times. It must be front and centre of every country’s resp... more

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Considerations to integrate climate change mitigation and adaptation into health care system strengthening

USAID (2022) CC

Addressing gaps and improving health system performance is simply not enough to prepare a health system to tackle the effects of the climate crisis. Climate change’s impact on the health and well-being of people globally is reaching catastrophic levels. As the earth continues to warm, tens of mill... more

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COVID-19 Preparedenss Checklist for rural primary health care & community settings

The Georg Institute for Global Health India (2020) C1

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Checklist for assessing quality of healthcare - Hospitals

Kenya Ministry of Health (2021) C1

Kenya Quality Model for Health - Hospitals

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HEARTS. Technical package for cardiovascular disease management in primary health care. Team-based care

World Health Organization WHO, et al. (2018) C_WHO

Many low-resource settings have a shortage of physicians and health workers. (1) In order to provide patient-centred continuous care more effectively, primary care systems can include team-based care strategies in their clinic workflows and protocols. Team-based care uses multidisciplinary teams (wh... more

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Caring for women subjected to violence: a WHO curriculum for training health-care providers, revised edition 2021

World Health Organization WHO (2021) C_WHO

WHO is launching a “Revised edition, 2021” for the Caring for women subjected to violence: A WHO training curriculum for health-care providers today. The revised edition includes 4 new modules three of which are for health managers to assess and strengthen health facility readiness and one modul... more

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They die of bombs, we die of need: impact of collapsing public health systems in Yemen

International Rescue Committee (2018) C1

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HEARTS. Technical package for cardiovascular disease management in primary health care. Healthy-living Counselling

World Health Organization WHO, et al. (2018) C_WHO

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Report on assessment of WASH and healthcare waste management in District Sadar Hospital, Cox's Bazar

WHOSEARO (2015) C_WHO

How safe is our hospital sanitation? An example from a public hospital

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Practical recommendations to the attention of healthcare professionals and health authorities regarding the identification of and care delivered to suspected or confirmed carriers

Superior Health Council (2014)

of highly contagious viruses (of the Ebola or Marburg type) in the context of an epidemic outbreak in West Africa

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HIV and AIDS in places of detention - A toolkit for policymakers, programme managers, prison officers and health care providers in prison settings

World Health Organization; United Nations office on drugs and crime (Vienna) (2008) C_WHO

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Checklist for assessing quality of healthcare -Health Facilities

Kenya Ministry of Health (2021) C1

Kenya Quality Model for Health - Health Facilities

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Qualitative assessment of community health workers’ perspective on their motivation in community-based primary health care in rural Malawi

Ndambo, M.K.; Munyaneza, F.; Aron, M.B. et al. BMC Health Services Research (2022) CC

Background: Community Health Workers (CHWs) have a positive impact on the provision of community-based primary health care through screening, treatment, referral, psychosocial support, and accompaniment. With a broad scope of work, CHW programs must balance the breadth and depth of tasks to mainta...in CHW motivation for high-quality care delivery. Few studies have described the CHW perspective on intrinsic and extrinsic motivation to enhance their programmatic activities. Methods: We utilized an exploratory qualitative study design with CHWs employed in the household model in Neno District, Malawi, to explore their perspectives on intrinsic and extrinsic motivators and dissatisfiers in their work. Data was collected in 8 focus group discussions with 90 CHWs in October 2018 and March–April 2019 in seven purposively selected catchment areas. All interviews were audiotaped, transcribed verbatim, coded, and analyzed using Dedoose. Results: Themes of complex intrinsic and extrinsic factors were generated from the perspectives of the CHWs in the focus group discussions. Study results indicate that enabling factors are primarily intrinsic factors such as positive patient outcomes, community respect, and recognition by the formal health care system but can lead to the chal- lenge of increased scope and workload. Extrinsic factors can provide challenges, including an increased scope and workload from original expectations, lack of resources to utilize in their work, and rugged geography. However, a posi- tive work environment through supportive relationships between CHWs and supervisors enables the CHWs. Conclusion: This study demonstrated enabling factors and challenges for CHW performance from their perspec- tive within the dual-factor theory. We can mitigate challenges through focused efforts to limit geographical distance, manage workload, and strengthen CHW support to reinforce their recognition and trust. Such programmatic empha- sis can focus on enhancing motivational factors found in this study to improve the CHWs’ experience in their role. The engagement of CHWs, the communities, and the formal health care system is critical to improving the care provided to the patients and communities, along with building supportive systems to recognize the work done by CHWs for the primary health care systems. more

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Financing Maternal and Child Health—What Are the Limitations in Estimating Donor Flows and Resource Needs?

Schäferhoff, M.; Schrade, C.; Yamey G. PLOS Med (2010) CC

Marco Schäferhoff and colleagues critique funding estimates for the maternal and child health Millennium Development Goals, and make recommendations for improving the tracking of financing flows and estimating the costs of scaling up interventions for mothers and children.

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Latent Tuberculosis Infection: A Guide for Primary Health Care Providers

Centers for Disease Control and Prevention, National Center for HIVAIDS, Viral Hepatitis, STD, TB Prevention New Jersey Medical School (2013) C_CDC

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Guidelines on Chemical Management in Health Care Facilities

Ministry of Health Malaysia (2010) C1

Specific Objectives • To increase the knowledge and awareness of personnel on chemical management. • To educate the personnel on the potential adverse health effects of chemical exposure. • To educate the personnel on the existing laws pertaining to handling of hazardous chemicals. • To... more

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HEARTS. Technical package for cardiovascular disease management in primary health care. Systems of Monitoring

World Health Organization WHO, et al. (2018) C_WHO

Monitoring is a crucial element in any successful programme. It is important to know if health care facilities – and ultimately countries – are meeting the agreed goals and objectives for preventing and managing cardiovascular diseases (CVD). Monitoring is the on-going collection, management ...and use of information to assess whether an activity or programme is proceeding according to plan and/ or achieving defined targets. Not all outcomes of interest can be monitored. Clear outcomes must be identified that relate to the most important changes expected to result from the project and to what is realistic and measurable within the timescale of the project. Once these outcomes have been articulated, indicators can be chosen that best measure whether the desired outcomes are being met. To allow progress to be monitored, this module provides a set of indicators on CVD management. Agreeing on a set of indicators allows countries to compare progress in CVD management and treatment across different districts or subnational jurisdictions, as well as at a facility level, identify where performance can be improved, and track trends in implementation over time. Monitoring these indicators also helps identify problems that may be encountered so that implementation efforts can be redirected. This module starts from the collection of data at facility level, which is then “transferred up” the system: facility-level data are aggregated at subnational level to produce reports that allow tracking of facility and subnational performance over time and allow for comparison among facilities. National-level data are obtained through population-based surveys. Implementing a monitoring system requires action at many levels. At national and subnational levels, staff can determine how best to integrate data elements into existing data collection systems – such as the routine service-delivery data that are collected through facility-level Health Management Information Systems (HMIS). In the facility setting, personnel must be aware of what data are needed. Sample data-collection tools are included, recognizing that countries use different datamanagement systems for HMIS, so the CVD monitoring tools will be adapted to work with the HMIS system being used by the country, such that the indicators can be collected with minimal disruption/work to existing systems and tools more

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Guidelines for the management of sexually transmitted infections in the primary health care setting

Sexual Health and Blood Borne Virus Unit Centre for Disease Control (2012) C1

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Laboratory Waste Management Guidelines. Proper management of health care risk waste derived from a laboratory environment

Ministry of Health. The Goverment of the Kingdom of Swaziland (2013) C1