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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
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imperfect rollout
TB in South African prisons: Where to now?
Decentralising DR-TB care: How far along are we?
more
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 resear
...
ch 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.
more
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 ev
...
aluation of efforts to systematically implement integrated family planning and immunization services in 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.
more
Strategic communication is at the heart of public health and more important than ever in the digital age. Using communication strategically requires expertise, skills and resources to plan, implemen
...
t and evaluate interventions that encourage governments to implement policies that improve people’s lives and well-being, that empower health workers to deliver the best care possible, and that encourage people to take actions that protect and improve their health and that of their family and community. This Regional Action Framework on Communication for Health (C4H) aims to support Member States in implementing the C4H approach. It outlines steps to be taken by WHO and Member States to use C4H to achieve shared public health goals in the Western Pacific.
more
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 t
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his 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.
more
This guide provides strategic direction for host countries, event organizers, health authorities, and key stakeholders to effectively plan and conduct Simulation Exercises (SimEx) and After Action R
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eviews (AARs) for mass gathering events. Packed with practical tools, it empowers users to seamlessly integrate these activities into ongoing learning and emergency risk management processes. Aligned with the International Health Regulations (IHR, 2005), the guide serves as a critical resource for strengthening global and national health resilience, ensuring safer and more prepared mass gatherings.
more
Lesotho’s Social and Behaviour Change Communication Strategy is a strategic response to the high levels of HIV and TB prevalence in the country that are exacerbated by the persistence of structura
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l and sio-economic difficulties, such as poverty, unemployment, gender inequality and more. This strategy aims to address these issues.
more
This revision covers the main non-communicable diseases in Mozambique as well as the National Strategic Plan's aim to create a positive environment to minimize or eliminate the exposure to risk fact
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ors and guarantee access to care.
more
The main goal of the National Health Plan (NHP) 2017-2021 is to extend access to a basic Essential Package of Health Services (EPHS) to the entire population while increasing financial protection. In order to extend service delivery to all communiti
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es, the NHP calls for all health workers (whether community-based, outreach-based or facility-based) involved in the delivery of health promotion, prevention and treatment services to be fully recognised and institutionalized within the health system to ensure efficient use of resources, necessary oversight and quality service provision (regardless of whether the health workers are voluntary or salaried). The first year Annual Operational Plan (AOP) of the NHP 2017-2021 calls for a comprehensive literature review of the situation of all Village Based Health Workers (VBHWs) in the country to inform the development of a comprehensive, institutionalized approach to community health for the country.
more
This Guidance Document provides practical assistance to Country Offices scaling up programmes to manage SAM in young children. It outlines a step-by-step process through which countries can analyse their current situation, identify barriers and bott
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lenecks through the MoRES approach, and plan action to scale-up treatment. In particular it addresses the challenge of supporting governments to accelerate and sustain scale-up, build national capacities and source reliable and sustained supplies and financing for managing SAM. This document also provides complementary background information, references to international technical recommendations, resources and tools.
more
This Guideline, the first for the country, draws from national health sector reforms and integration agenda as outlined in the key national strategic documents. The Guide applies lessons learnt from
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the SRH/HIV Linkages project and its scale-up; other national experiences and from regional and global evidence and guidance on high-impact interventions that promote sustainable, equitable and effective delivery of health services to achieve Universal Health coverage.
more
This Communication Guide for Malaria Control Interventions is aligned with Tanzania’s Malaria Strategic Plan (2015–2020) and provides comprehensive guidance on the implementation of Social and B
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ehaviour Change Communication (SBCC) for the prevention, diagnosis and treatment of malaria. It is intended for all stakeholders and implementing partners, with the aim of ensuring harmonised messaging and coordinated communication efforts. The guide outlines strategies, key messages, communication channels and target audiences, with a focus on sustaining and improving malaria-related behaviours at the individual, family and community levels. It incorporates malaria stratification and supports the development of tailored SBCC interventions in different risk areas. Developed with contributions from the Ministry of Health and Social Welfare, the National Malaria Control Programme and various partner organisations, the guide aims to reduce the malaria burden and promote a malaria-free Tanzania. Supplemented by Standard Operating Procedures (SOPs), the guide serves as a practical tool for consistent and effective malaria communication nationwide.
more
The approach is in line with two of the five objectives outlined in the Every Newborn Action Plan (ENAP): Strategic Objective 2 – Improve the quality of maternal and newborn care; and
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Strategic Objective 5 – Count every newborn through measurement, programme-tracking and accountability to generate data for decision-making and action.
more
The Access to COVID-19 Tools (ACT) Accelerator’s Country Readiness and Delivery workstream has released guidance on developing a national deployment and vaccination plan (NDVP) for COVID-19 vaccin
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es. This course is intended to help national and sub-national focal points in countries develop the NDVP and prepare for COVID-19 vaccine introduction.
Available in English and Macedonian
more
This publication is a compendium of 49 country examples highlighting efforts in improving refugees’ and migrants’ health following the adoption of the WHO Global Action Plan on Promoting the hea
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lth of refugees and migrants at the seventy-second World Health Assembly, in May 2019.
more
In view of the ongoing political, peace and reconciliation, administrative and economic reforms as well as plans to establish the United Nations Development Assistance Framework (UNDAF) in 2018, WFP extended the current Protracted Relief and Recovery Operation (PRRO 200299), launched in January 2
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013, by two years to include 2016 and 2017, with approved budget USD 343 million. To echo this extension and provide a more appropriate response to the country's rapid and multi-pronged transition, WFP adopted a transition strategy with gradually reduced emphasis on humanitarian assistance and greater focus on early recovery and development interventions. WFP's strategic engagement in-country was driven by the overarching goal to assist Myanmar to achieve the national Zero Hunger Challenge by 2025, and was guided by three priorities: emergency preparedness and response; nutrition; and provision of social safety nets.
more
This publication provides an overview of UN Women’s commitments to the humanitarian community guided by the “UN Women strategic plan 2022–2025”. It highlights areas where UN Women has a uniq
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ue advantage in advancing gender equality and the empowerment of women and girls across the humanitarian–development–peace nexus, and in contributing to the Inter-Agency Standing Committee priorities, including localization and accountability to affected people.
The strategy adopts a two-pronged approach:
strengthening accountability towards gender commitments in coordination and implementation of UN-led humanitarian and refugee responses, and
strengthening comprehensive protection and livelihoods support to crisis-affected women and girls.
While taking these approaches, UN Women prioritizes amplifying women’s voices, leadership, and agency as a critical and enabling cross-cutting area.
more
The aim of this guidance manual is to introduce the user to project/programme plan- ning in a Red Cross Red Crescent environment. It describes the different stages of the planning phase of the “project/programme cycle” within the context of Resu
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lts-Based Management (RBM). It also gives an overview of the various components of RBM and explains how to integrate and apply this approach in practice. In addition, the manual summarizes briefly the other key phases of the cycle (assessment, imple- mentation and monitoring, evaluation) and provides references to the key Federation manuals on these phases.
The manual has been developed primarily for use by people managing projects and programmes either in a National Society or the secretariat of the International Federation of Red Cross and Red Crescent Societies (International Federation). Although it is mainly designed for use at the country level, the basic principles can be applied to project and programme planning at any level. The manual draws on two International Red Cross and Red Crescent Movement publications – the International Federation’s Project Planning Process (2002) and the ICRC Economic Security Unit’s Programme/ Project Management: The Results-Based Approach (2008) – reflecting the significant similarity of approach. The International Federation has developed the manual internally to suit the particular needs and uses of project/programme management within the organization.
more
Healthy Settings, a key component of Malawi’s Health Sector Strategic Plan (HSSP) 2011–2016, is the World Health Organization’s (WHO) holistic community-led approach to achieving health improv
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ement by addressing social determinants of health, an approach which is central to the current WHO framework on integrated people-centred health services. Healthy Settings projects by their construct have many different components which vary from one group and community to another depending on their priorities: from housing, hospital improvements and waste management to “softer” interventions like leadership skills training and health promotion. It can be challenging to find relevant indicators to monitor and assess the impact of such a complex holistic project, this paper explores if social capital data can provide useful impact assessment indicators at the start of such a project.
more
The interim Emergency Response Preparedness (ERP) guidance is designed to be a short technical step-by-step guide aimed at non-Humanitarian Response Plan (HRP) countries to support the development, or strengthening, of preparedness measures to ensur
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e that country teams are operationally ready to implement activities to address the potential non-health impacts of the COVID-19 pandemic and its compound effect on existing risks. The interim guidance is based on the IASC 2015 ERP Guidance.
more
