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This guidance covers different options for banning or phasing out a pesticide and suggests related risk reduction measures to be taken during the phase-out period. A key focus of this guidance is how to take action to manage, prevent, minimize, and communicate about identified risks during the imple
...
mentation of a phase-out strategy. It contains a description of legal aspects to consider when phasing out a product and illustrates how a risk communication plan can be structured and implemented. How different stakeholders may be involved when a pesticide is going to be phased out is also described.
more
National Tuberculosis Programme (NTP) is functioning with Regional/State TB centers and 101 vertical TB teams. The NTP covered all 325 townships with DOTS strategy in November 2003 and all 330 townships including five new townships established in Na
...
yPyiTaw Union Territory in 2011. "Stop TB Strategy" was introduced in 2007 aiming to achieve the targets linked to the Millennium Development Goals (MDGs) by 2015.
Original file: 17 MB
The preview / download contains only "Contents, Abr., p. 1-3" more
Original file: 17 MB
The preview / download contains only "Contents, Abr., p. 1-3" more
Antimicrobial resistance (AMR) is a global human, animal, plant and environment health threat that needs to be addressed by every country. The impacts of AMR are wide-ranging in terms of human health
...
, animal health, food security and safety, environmental effects on ecosystems and biodiversity, and socioeconomic development. Just like the climate crisis, AMR poses a significant threat to the delivery of the 2030 Agenda for Sustainable Development. The response to the AMR crisis has been spearheaded through the global action plan on antimicrobial resistance (GAP-AMR), developed by the World Health Organization (WHO) in 2015, in close collaboration with the Food and Agriculture Organization of the United Nations (FAO) and the World Organisation for Animal Health (WOAH), and formally endorsed by the three organizations’ governing bodies and by the Political Declaration of the high-level meeting of the United Nations General Assembly on AMR in 2016. In 2022, the three organizations officially became the Quadripartite by welcoming the United Nations Environment Programme (UNEP) into the alliance “to accelerate coordination strategy on human, animal and ecosystem health”.
The aim of the GAP-AMR is to ensure the continuity of successful treatment with effective and safe medicines.
Its strategic objectives include:
• improving the awareness and understanding of AMR;
• strengthening the knowledge and evidence base through surveillance and research;
• reducing the incidence of infection through effective sanitation, hygiene and infection prevention measures; optimizing the use of antimicrobial medicines in human and animal health; and
• developing the economic case for sustainable investment that takes account of the needs of all countries and increasing investment in new medicines, diagnostic tools, vaccines and other interventions.
With the adoption of the GAP-AMR, countries agreed to develop national action plans (NAPs) aligned with the GAP-AMR to mainstream AMR interventions nationally. Individually, the Quadripartite took action to advance AMR interventions in their respective sectors. FAO adopted a resolution on AMR recognizing that it poses an increasingly serious threat to public health and sustainable food production, and developed an AMR action plan to support the resolution’s implementation. For its part, WOAH developed a strategy on AMR aligned with the GAP-AMR, acknowledging the importance of a One Health approach to AMR. Similarly, more recently, UNEP’s governing body, the United Nations Environment Assembly, recognized that AMR is a current and increasing threat and a challenge to global health, food security and the sustainable development of all countries, and welcomed the GAP-AMR and the NAPs developed in accordance with its five overarching strategic objectives
more
To meet our Strategy objectives and get within reach
of the 2030 SDG 3 target related to the three diseases,
the Global Fund needs to raise US$18 billion for the
Eighth Replenishment. That sum is essential to drive the
required pace of progress
...
in the fight against HIV, TB
and malaria, and to maintain the necessary investments
in health and community systems.
more
Benin’s National Malaria Strategy calls for eliminating
malaria as a public health threat by 2030. ARM3 was
developed to measurably and significantly speed up
progress toward that goal.
Health Policy and Planning, Volume 35, Issue 1, February 2020, Pages 47–57, https://doi.org/10.1093/heapol/czz122
Colombia has an underreporting of 30% of the total cases, according to World Health
...
Organization (WHO) estimations. In 2016, successful tuberculosis (TB) treatment rate was 70%, and the mortality rate ranged between 3.5% and 10%. In 2015, Colombia adopted and adapted the End TB strategy and set a target of 50% reduction in incidence and mortality by 2035 compared with 2015.
more
Senegal has adopted the World Health Organization’s (WHO’s) three-pronged strategy for combating malaria in pregnancy (MiP): (1) intermittent preventative treatment in pregnancy (IPTp)1 via dire
...
ctly observed therapy (DOT), (2) distribution and use of insecticidetreated nets (ITNs), and (3) case management of MiP. The country began implementing IPTp in 2003.2 Senegal’s National Malaria Control Program (NMCP) has shown strong leadership in supporting key malaria interventions. 3
more
Front. Public Health 9:622809
The control and elimination of schistosomiasis have over the last two decades involved several strategies, with the current strategy by the World
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Health Organization (WHO) focusing mainly on treatment with praziquantel during mass drug administration (MDA). However, the disease context is complex with an interplay of social, economic, political, and cultural factors that may affect achieving the goals of the Neglected Tropical Disease (NTD) 2021-2030 Roadmap. There is a need to revisit the current top-down and reactive approach to schistosomiasis control among sub-Saharan African countries and advocate for a dynamic and diversified approach.
more
After introducing Ethiopia's WASH sector challenges and trends, the plan describes IRC Ethiopia's vision and strategy which draws from IRC and Water For People's joint framework - Destination 2030. It then details the organisational changes and busi
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ness development needed to implement the strategic plan. Detailed targets are provided in the annexes.
At IRC, we believe that turning on a working tap should not be a surprise or cause for celebration. We believe in a world where water, sanitation and hygiene services are fundamental utilities that everyone is able to take for granted. For good.
We face a complex challenge. Every year, thousands of projects within and beyond the WASH sector fail – the result of short-term targets and interventions, at the cost of longterm service solutions.
This leaves around a third of the world’s poorest people without access to the most basic of human rights, and leads directly to economic, social and health problems on a global scale. IRC exists to continually challenge and shape the established practices of the WASH sector.
Through collaboration and the active application of our expertise, we work with governments, service providers and international organisations to deliver systems and services that are truly built to last.
more
The Practical Approach to Care Kit is a health systems strategy comprising 4 pillars that support the delivery of primary care:
a guide,
a training stra
...
tegy,
a health systems strengthening intervention and
a monitoring and evaluation component.
more
Beating the DRUM in Lower-Income Countries: Domestic Resource Use and Mobilization for SDG3
The Governments of Burkina Faso and Norway, the Bill & Melinda Gates Foundation, and the World Bank Group
Global Financing Facility (GFF)
(2018)
CC
This paper has been prepared to inform discussion at the conference “Beating the DRUM - Domestic Resource Use and Mobilization for accelerating progress towards SDG3,”. Many countries face critical shortfalls in domestic resource use and mobilization (DRUM) for
...
health, threatening to push health goals out of reach. DRUM failures weaken human capital formation, a vital input to economic growth. Countries need more and better health spending. The first step is to apply already-proven DRUM solutions, adapting them to new contexts. However, in many countries, even the best achievable DRUM performance will not be enough. New solutions are needed, including private-sector engagement and a next generation of DAH. The “Beating the DRUM” conference offers a platform for countries and partners to dialogue and build joint strategy. While each country’s situation is unique, shared lines of action are emerging.
more
Integrated community case management (ICCM) – an approach where community-based health workers are trained to identify, treat and refer children under-five with pneumonia, diarrhoea and malaria – is increasingly being used across sub-Saharan Afr
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ica to supplement the gaps in basic healthcare provision. ICCM programmes have been endorsed by major international organisations and donors, and many African Ministries of Health as a key strategy for reducing child mortality.
This learning paper describes Malaria Consortium’s approach to and experience of engaging local communities in integrated community case management (ICCM) in Uganda, Zambia and Mozambique.
more
This core package of materials provides a comprehensive introduction to the FAST strategy: a focused approach to stopping TB spread in congregate settings. In English, FAST stands for:
Finding TB cases
Actively,
Separating safely, and
T
...
reating effectively.
FAST focuses health care workers on the most important TB transmission control intervention: effective treatment.
FAST can also be extrapolated to national policy where it serves as a framework for allocating resources to interventions that will have the greatest impact on reducing TB transmission.
This core package is composed of a booklet, job aids, posters, and a button which serves as a visual reminder to staff and patients of the importance of this strategy in TB control. FAST can be implemented in both general and TB specific medical settings.
For full package visit: https://drtbnetwork.org/fast-tb-infection-control-strategy-core-package
more
Every Newborn: an action plan to end preventable deaths is a roadmap for change. It takes forward the Global Strategy for Women’s and Children’s Health by focusing specific attention on newborn
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health and identifying actions for improving their survival, health and development.
more
The document titled "Classification and Referral Algorithm – iCCM South Sudan", published by Malaria Consortium in 2012, provides a practical tool for community health workers to assess, classify, and manage common childhood illnesses in South Sud
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an. It outlines step-by-step procedures for identifying danger signs and symptoms related to malaria, pneumonia, diarrhoea, and severe acute malnutrition. Based on clinical findings, the algorithm guides health workers in making decisions about immediate treatment, referral to higher-level health facilities, and caregiver counseling. The aim is to support timely and appropriate care at the community level through the Integrated Community Case Management (iCCM) strategy.
more
UNICEF Annual Report 2017 - Burkina Faso
- Healthcare policy for children
- Food insecurity
- Community health strategy
- National child protection system
etc.
APS FORTE no SUS: no combate à pandemia
Padilla, M.; R.M. de Oliveira Costa et al.
Organização Pan-Americana da Saúde e Ministério da Saúde
(2021)
C_WHO
Challenged by the health emergency, Primary Health Care (PHC) professionals remodeled their work processes and realized that many of the innovations implemented in an emergency manner to respond to
...
the pandemic of COVID are here to stay. The initiative APS Forte no SUS - no combate à pandemia de COVID-19 gathered experiences from all over the country, executed by engaged health workers who, despite the difficulties imposed by the new disease, fight daily to improve the offer and care in health in the Unified Health System (SUS). With the help of digital technologies, teams and professionals of the Family Health Strategy overcome daily one of the main challenges of APS in this pandemic: ensuring access to health services. Digital tools gain strength in the agenda for strengthening the SUS, so well represented in this initiative.
more
The majority of Countdown countries did not reach the fourth Millennium Development Goal (MDG 4) on reducing child mortality, despite the fact that donor funding to the health sector has drastically increased. When tracking aid invested in child sur
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vival, previous studies have exclusively focused on aid targeting reproductive, maternal, newborn, and child health (RMNCH). We take a multi-sectoral approach and extend the estimation to the four sectors that determine child survival: health (RMNCH and non-RMNCH), education, water and sanitation, and food and humanitarian assistance (Food/HA). Methods and findings: Using donor reported data, obtained mainly from the OECD Creditor Reporting System and Development Assistance Committee, we tracked the level and trends of aid (in grants or loans) disbursed to each of the four sectors at the global, regional, and country levels. We performed detailed analyses on missing data and conducted imputation with various methods. To identify aid projects for RMNCH, we developed an identification strategy that combined keyword searches and manual coding. To quantify aid for RMNCH in projects with multiple purposes, we adopted an integrated approach and produced the lower and upper bounds of estimates for RMNCH, so as to avoid making assumptions or using weak evidence for allocation. We checked the sensitivity of trends to the estimation methods and compared our estimates to that produced by other studies. Our study yielded time-series and recipient-specific annual estimates of aid disbursed to each sector, as well as their lower- and upper-bounds in 134 countries between 2000 and 2014, with a specific focus on Countdown countries. We found that the upper-bound estimates of total aid disbursed to the four sectors in 134 countries rose from US$ 22.62 billion in 2000 to US$ 59.29 billion in
more
Senegal has adopted the World Health Organization–Joint United Nations Programme on HIV/AIDS recommended 90-90-90 targets.5 The adoption of this strategy means that the country is expected, by 202
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0, to have 90% of its population living with HIV diagnosed, 90% of all those diagnosed receiving sustained HIV treatment, and 90% of those receiving antiretroviral therapy having suppressed viral load measures.5 To achieve these outcomes, having good clinical laboratory services for diagnosis and follow-up will be critical.6 More specifically, investments will be needed to improve laboratory infrastructure, and to facilitate the access and availability of routine viral load and early infant diagnosis (EID) measures through the implementation of point-of-care (POC) diagnostic platforms along with an efficient and sustainable quality assurance programme.
more
Food environments are usually defined as the settings with all the different types of
food made available and accessible to people as they go about their daily lives.
That is, the range of food in supermarkets, small retail outlets, wet markets, street
food stalls, coffee shops, tea houses, s
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chool canteens, restaurants, and all the other
venues where people buy and eat food. These environments differ enormously depending on the context. They can be extensive and diverse, with a seemingly endless array of options and price ranges, or they can be sparse, with very few options on offer. Because they determine what food consumers can access at a given moment in time, at what price, and with what degree of convenience, food environments both constrain and prompt the consumer’s choice.Food environments are influenced by the food systems which supply them, and vice versa. Food systems encompass the entire range of activities, people and institutions involved in the production, processing,
marketing, consumption and disposal of food (FAO, 2013). They include but are not limited to food supply chains. Making food systems nutrition-sensitive can contribute to addressing all forms of malnutrition, as food systems determine whether the food needed for good nutrition are available, affordable, acceptable and of adequate
quantity and quality. How closely food systems and food environments are interrelated and interdependent, and the degree to which external factors affect nutrition outcomes, varies from setting to setting.Many of today’s food systems
and food environments are challenged in supporting consumer choices that are
consistent with healthy diets and good nutrition. Consumers are not making choices based on nutrition and health, and poor diet is now the number one risk factor for death and disability worldwide (GBD, 2015). Food systems that do not enable healthy diets are increasingly recognized as an underlying cause of malnutrition (GLOPAN, 2016), and malnutrition, irrespective of form, has a huge cost. Economic costs associated with undernutrition are estimated at $1-2 trillion per year, about 2-3% of global GDP (FAO, 2013); the global economic cost of obesity and associated diet-related non-communicable diseases is estimated at $2 trillion per year, about 2.8% of global GDP (McKinsey, 2014). Influencing food environments for promoting healthy diets is an emerging strategy to address today’s nutrition challenges.
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