A national overview with a case study from Cam Le district
The overall aims of this study are (1) to assess the extent to which social protection systems in Vietnam address the needs of people with disabilities; and (2) to identify and document elements of good practice, as well as challenges, ...in the design and delivery of social protection for people with disabilities. As most social protection programmes in Vietnam are targeted to various vulnerable groups (e.g. orphans, widows, single parents), the research mainly focuses on disability-specific schemes, as they are relevant to a higher proportion of people with disabilities.
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A Focus on the Journey to Self-Reliance for Preventing Child and Maternal Deaths . June 2018
The 2018 Acting on the Call report focuses on 25 countries’ journeys to self-reliance for preventing child and maternal deaths. Self-reliance is a country’s ability to finance and implement solution...s to its own development challenges. Understanding where countries lie on this effort - known as the journey to self-reliance - helps USAID to best partner with countries and support their efforts.
The report looks at the health status of 25 priority countries as well as the current capacity of the health system to meet the needs of women and children. In the report, we recount progress since the 2012 Call to Action as well as identify gaps in order to inform future programming and areas that need strengthening during the journey to self-reliance. For the first time ever, we’ve calculated the return on our investment to eliminate bottlenecks to improving health services.
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The Second Economic Development and Poverty Reduction Strategy (EDPRS 2) is a launch into the home straight of our Vision 2020. We are faced with new challenges of ensuring greater self-reliance and developing global competitiveness. Conscious of these challenges, we forge ahead knowing that by work...ing together, we always overcome. The EDPRS 2 period is the time when our private sector is expected to take the driving seat in economic growth and poverty reduction. Through this strategy we will focus government efforts on transforming the economy, the private sector and alleviating constraints to growth of investment. We will develop the appropriate skills and competencies to allow our people particularly the youth to become more productive and competitive to support our ambitions. We will also strengthen the platform for communities to engage decisively and to continue to develop home grown solutions that have been the bedrock of our success. These are fundamental principles as we work to improve the lives of all Rwandans in the face of an uncertain global economic environment.
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The Second Economic Development and Poverty Reduction Strategy (EDPRS 2) is a launch into the home strait of our Vision 2020. We are faced with new challenges of ensuring greater self reliance and developing global competitiveness. Conscious of these challenges, we forge ahead knowing that working t...ogether, we always overcome.
The EDPRS 2 period is the time when our private sector is expected to take the driving seat in economic growth and poverty reduction. Through this strategy we will focus government efforts on transforming the economy, the private sector and alleviating constraints to growth of
investment. We will develop the appropriate skills and competencies to allow our people particularly the youth to become more productive and competitive to support our ambitions. We will also strengthen the platform for communities to engage decisively and to continue to develop home grown solutions that have been the bedrock of our success. These are fundamental principles as we work to improve the lives of all Rwandans in the face of an uncertain global economic environment.
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Reflections and a call for action after a two-year exploration of emergency response in acute conflicts
There is general consensus that the humanitarian sector is failing to mount timely and adequate responses in the acute phase of conflict-related emergencies, according to the two-year Emergen...cy Gap Project by Médecins Sans Frontières (MSF).
The Project has explored what works for or against effective emergency responses. Its final report, Bridging the emergency gap, draws on the Project’s thematic papers and case studies, and consultations with more than 150 senior-level representatives from 60 key organisations across the humanitarian sector.
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The WHO South-East Asia (SEA) Region bears a high burden of tuberculosis (TB) and MDR-TB. In 2015, the Region accounted for nearly 200 000 or 35% of the global estimated new RR/MDR-TB cases eligible for treatment. Extensively drug-resistant TB (XDRTB) has also been reported from s...ix countries of the SEA Region. MDR-TB could potentially replace drug-susceptible TB, and constitutes a threat to global public health security. The South- East Asia Regional Response Framework for DR-TB 2017–2021 complements the Ending TB in the South-East Asia Region: Regional Strategic Plan 2016–2020” and outlines key strategies for reducing morbidity, mortality and transmission of DR-TB.
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Policy Research Working Paper 6100 | Impact Evaluation Series No. 60 | This study examines the effect of performance incentives for health care providers to provide more and higher quality care in Rwanda on child health outcomes. The authors find that the incentives had a large and significant effec...t on the weight-for-age of children 0–11 months and on the height-for-age of children 24–49 months. They attribute this improvement to increases in the use and quality of prenatal and postnatal care. Consistent with theory, They find larger effects of incentives on services where monetary rewards and the marginal return to effort are higher. The also find that incentives reduced the gap between provider knowledge and practice of appropriate clinical procedures by 20 percent, implying a large gain in efficiency. Finally, they find evidence of a strong complementarity between performance incentives and provider skill .
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Health Systems for Outcomes Publication | This report summarizes the findings of a qualitative study on health workers’ performance and career in Rwanda to identify bottlenecks, strengths and shortcomings for human resources in the health sector, as perceived by both health workers and users of he...alth services.
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Paying for performance (P4P) provides financial incentives for providers to increase the use and quality of care. P4P can affect health care by providing incentives for providers to put more effort into specific activities, and by increasing the amount of resources available to finance the delivery ...of services. This paper evaluates the impact of P4P on the use and quality of prenatal, institutional delivery, and child preventive care using data produced from a prospective quasi-experimental evaluation nested into the national rollout of P4P in Rwanda. Treatment facilities were enrolled in the P4P scheme in 2006 and comparison facilities were enrolled two years later. The incentive effect is isolated from the resource effect by increasing comparison facilities’ input-based budgets by the average P4P payments to the treatment facilities. The data were collected from 166 facilities and a random sample of 2158 households. P4P had a large and significant positive impact on institutional deliveries and preventive care visits by young children, and improved quality of prenatal care. The authors find no effect on the number of prenatal care visits or on immunization rates. P4P had the greatest effect on those services that had the highest payment rates and needed the lowest provider effort. P4P financial performance incentives can improve both the use of and the quality of health services. Because the analysis isolates the incentive effect from the resource effect in P4P, the results indicate that an equal amount of financial resources without the incentives would not have achieved the same gain in outcomes.
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This annual report outlines achievements and challenges of delivering these partnerships. NUDOR takes this opportunity to thank all organizations, individuals and decision makers who have supported NUDOR to contribute to the promotion, respect and realization of the rights of persons with disabiliti...es.
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NUDOR’s first strategic plan (2010-2016) focused on establishing NUDOR as a viable, well-run organisation. Significant progress has been made towards these aims and therefore the strategy and has been reviewed by NUDOR board, secretariat and member organisations. The updated strategic plan now cov...ers the period 2015 – 2020 for which three strategic aims have been agreed.
1. Representation and accountability: NUDOR will be accountable to and effectively represent members’ interests through the delivery of projects and priorities agreed by member organisations, and by facilitating joint working amongst members.
2. Capacity building and resource mobilization: NUDOR and its member organisations are strengthened to fulfil its mandates by developing its technical skills, research and insight, sustainability and outreach.
3. Advocacy and influencing: NUDOR will work to ensure that the needs and rights of all persons with disabilities are recognised by all, mainstreamed in laws and policies at all levels of government, and in programmes of other institutions focusing on areas of education, health and poverty reduction.
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In the present study, the Office of the United Nations High Commissioner for Human Rights sets forth the standards on equality and non discrimination of persons with disabilities under article 5 of the Convention on the Rights of Persons with Disabilities. It aims at providing guidance for implement...ation of article 5 of the Convention, identifying good practices and making recommendations.
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This technical guideline highlights barriers faced by persons with disabilities and makes recommendations to CBM Member Associations, Regional Offices and partners on how to engage with the financial sector to promote equitable financial inclusion of persons with disabilities.
OECD Development Policy Tools
Recognising that donor policies and responses constantly evolve, this guidance recommends that donors operating in situations of forced displacement prioritise three broad areas of work, where they can best contribute to existing capacities at the national, regiona...l and global levels.
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Nationally, Senegal met the MDG target for water supply access. It did this by engaging the public and private sectors to effectively invest and report on investments. It focused on larger population centers, less on remote regions of the country. Its achievements set the stage for more equitable an...d widespread service provision as the country now works to achieve the SDGs, requiring sustainable management of universal access. This case study documents the progression of the sector between 1990 and 2015, and analyzes the impact of local systems created in Senegal to respond to the water and sanitation challenge.
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This article examines the activities of national and international actors in Pharmaceutical Services (PS) in Mozambique from 2007 to 2012, focusing on the public provision of HIV/Aids, malaria and tuberculosis medicines. It describes how PS functions in the country, what actors are involved in this ...area and the relations among them, pursuing salient issues in the modus operandi of partners in cooperation.
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Sectors in which Priority Adaptation Projects should be implemented first include:
- 1) Agriculture, Early Warning Systems and Forest (First Priority Level Sectors). This is followed by:
- 2) Public Health and Water Resources (Second Priority Level Sectors);
- 3) Coastal Zone (Thir...d Priority Level Sector); and
- 4) Energy and Industry, and Biodiversity (Fourth Priority Level Sectors).
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This is the Technical Annex for the BRACED report: Measuring changes in household resilience as a result of BRACED activities in Myanmar.