The 2021 COVID-19 Strategic Preparedness and Response Plan (SPRP) for AFR serves as a regional guide for a holistic public health response to COVID‑19 at regional, national and sub-national levels. The 2021
SPRP:
1. Builds upon the lessons learnt from the implementation of the 2020 SPRP and outl...ines a regional preparedness, response and recovery strategy for COVID‑19.
2. Has been adapted to reflect the Regional context including COVID-19 vaccination. It also considers epidemiological changes and recommen-dations emerging from the evaluation report of the 2020 SPRP4.
3. Highlights to Member States strategic preparedness and response actions to be sustained at national and sub-national levels, as well as the critical inter-agency and partner support required.
4. provides the indicative resource requirements to reinforce WHO planned interventions in the African Region to enhance countries’ capacities to suppress transmission, save lives and mitigate the impact of the pandemic on people and health systems.
5. Provides a road map for mitigating potential resurgence in the Region as economies reopen and ensure country level continuity of other essential health services.
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Countries, partners, and donors are committed to the global elimination of blinding trachoma by 2020.
Achieving this public health milestone requires more than funding; it requires health personnel with the
right mix of skills, and well supported and managed health systems. Mass drug administratio...n (MDA)
with Zithromax®, the Pfizer, Inc. donated antibiotic, is a key component of the SAFE strategy, endorsed
by the World Health Organization. There is growing
recognition that improving all aspects of MDA, from
planning to training, recording to reporting, and
receipt of drug to distribution (the supply chain), will
be necessary if MDA programmes are going to reduce
the community burden of Chlamydia trachomatis, and
eliminate trachoma as a cause of blindness by 2020.
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Improving the survival chances and quality of life of women, newborns, and children remains an urgent global challenge. Since 2012, substantial progress has been made in reducing maternal and under-5 deaths, and a only handful of countries are on target to meet the SDG targets in 2030. Yet, 5 millio...n children still die each year under the age of 5, and nearly half of those are newborns less than a month old. Worse still, the global maternal mortality ratio is going in the wrong direction.
A Decade of Progress and Action for the Future will examine the tenacity and innovation that helped us make gains, the lessons learned through monitoring, country-led adaptation and leadership, analysis, and reflection, as well as the approaches we must take to reinvigorate the momentum and global commitment to improving maternal and child survival. Increasing coverage, strengthening the quality of care, and enhancing equity will be tantamount to our global progress.
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The humanitarian crisis in Northeast Nigeria, driven by conflict, climate-related shocks, and food insecurity, has created immense challenges for the health sector in Borno, Adamawa, and Yobe (BAY) States. About 1.8 million people remain displaced(1), with inadequate access to healthcare services an...d persistent disease outbreaks, malnutrition, and mental health challenges. This strategy outlines a comprehensive localization approach to strengthen the health sector's capacity by empowering local and national actors (L/NAs) include state and local government structures to lead humanitarian responses at respective levels with minimal oversight functions.
The localization strategy aligns with the global commitments of the Grand Bargain 2.0, prioritizing equitable partnerships, capacity sharing, and resource mobilization to enhance sustainable, community-owned health systems(2). Key components include increasing the visibility and meaningful participation of L/NAs in health sector coordination, promoting direct funding to local actors, and addressing systemic barriers such as governance, leadership, capacity, and resource gaps.
The global humanitarian community made a commitment, as reflected in the Grand Bargain 2.0, to localization (3) to improve the efficiency and effectiveness of humanitarian aid. A key priority of this commitment is to empower local actors to take a leading role in delivering assistance, ultimately leading to better outcomes for affected communities. A localized health response, strengthened by partnerships, can achieve several key outcomes, including rapid response and access, community acceptance, cost-effectiveness, links to long-term development, and increased accountability to the community. Localization in health matters because it ensures sustainable and community-owned health responses.
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The Global Ministerial Mental Health Summit Conclusions
The guide aims to provide health and DRM practitioners, planners and policymakers across sectors with targeted information to help them strengthen national health systems and integrate the risks of disease outbreaks in national DRR strategies
The following are some of the principles and approache...s that have been based on lessons learned to date and may be considered to ensure effective all-hazards health EDRM, including prevention and preparedness for disease outbreaks, are addressed as part of the multihazard, multisectoral approach to developing or updating DRR strategies
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These toolkits were produced and used as part of the Moyo ndi Mpbamba project in Malawi to guide the community mobilization process in target districts.
These guidelines are designed for ICRC and other health professionals – nurses, midwifes, doctors – who either lack experience in antenatal care or are not used to working in countries where medical infrastructure is underdeveloped or non-existent
CBR Advisory Working Group | Co-ordinator: Karen Heinicke-Motsch
A twin-track approach of mainstreaming and disability-specific actions | Gender, Equality and Diversity Branch
Final Draft narrative December 6, 2012 - This strategic plan, developed through the joint collaboration of all stakeholders in the different sectors is aimed at harnessing and bringing together all the stakeholders who have a role in the prevention, detection and management of epidemic and infectiou...s diseases in the country. The plan describes the common epidemic and infectious diseases, the measures that need to be undertaken to ensure their control, the key partners and their roles and sets out milestones to monitor progress.
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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 health and identifying actions for improving their survival, health and development.
The Indonesian government has reformed its laws, policies, and institutions to better manage disaster risk since the significant 2004 Indian Ocean Tsunami. The Government of Indonesia now has contingency plans for every disaster-prone city which identifies its vulnerabilities, outlines the relief re...sponse, and builds overall preparedness. In 2007, the government introduced a disaster management bill that incorporated disaster management prevention into disaster management response. In 2008, Indonesia created the National Disaster Management Agency (Badan Nasional Penanggulangan Bencana, BNPB). The new shift led to the strengthening of the country’s disaster management agency, and the addition of district branches and representatives. Despite the progress made, more work is needed at the local level as well as integration of disaster risk reduction in government departments.11 Under Indonesia’s 2007 Disaster Management law, provincial and district administrations are mandated to head disaster management during a crisis.
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