Has the world worked together to tackle the coronavirus? July 2021. This research paper assesses how the global community has responded to calls for greater solidarity in tackling the COVID-19 pandemic, and presents the insights of key stakeholders
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and experts in global health governance, health security, and pandemic preparedness and response. The authors examine the state of solidarity at global, regional and national levels, and present case studies on COVAX and on the EU’s turbulent journey through solidarity.
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Prepared by the Independent Panel for Pandemic Preparedness and Response for the WHO Executive Board, January 2021
“The world was not as prepared as it should have been, and it must do better,
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concludes a WHO panel reviewing the pandemic response "
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The preparedness strengthening team deployed to Ghana focused on specific objectives in order to assist the country in becoming as operationally prepared as possible to detect, investigate and report potential EVD cases effectively and safely and t
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o mount an effective response to prevent a larger outbreak. To accomplish this goal, the team conducted “scoping” activities, stakeholder meetings, site visits and a “table-top” simulation exercise to determine what systems were in place and what aspects of preparedness could be strengthened.
It is organized in 10 components of the WHO consolidated checklist for EVD preparedness: 1) planning and coordination; 2) epidemiological and laboratory surveillance; 3) rapid response teams; 4) contact tracing; 5) points of entry; 6) laboratory; 7) case management; 8) infection prevention and control; 9) social mobilization and risk communication; 10) budget.
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The Global vector control response 2017–2030 (GVCR) provides a new strategy to strengthen vector control worldwide through increased capacity, improved surveillance, better coordination and integrated action across sectors and diseases.
In Ma
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y 2017, the World Health Assembly adopted resolution WHA 70.16, which calls on Member States to develop or adapt national vector control strategies and operational plans to align with this strategy.
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his Inter Action Review report for the COVID-19 outbreak in Mauritius documents and assesses the country’s capacity to respond to the outbreak and identifies the best practices, strengths, gaps and challenges of the national response. Areas requiring improvements or sustained actions have been ide
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ntified across the 9 strategic pillars of World Health Organization (WHO)’s COVID-19 Strategic Preparedness and Response Plan and an additional pillar for the country’s response beyond health. On an overall, the review aims to enhance and sustain the national response with a particular focus on strengthening the health systems.
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This policy brief outlines core elements that Member States are encouraged to a) develop an integrated approach to respiratory pathogen pandemic preparedness planning and b) enhance national and sub-national functional capacities for
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preparedness. In addition, this policy brief highlights suggested actions for Member States as they initiate or update national and sub-national pandemic preparedness planning process.
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Developing countries face disastrous healthcare setbacks, hunger and huge international debt as covid-19’s ‘final wave’
The COVID-19 pandemic is a multiplier of vulnerability, compounding threats to food insecurity, while exposing weaknesses in food and health systems. It is severely undermining the capacity of communities to cope in times of crisis and has become a stress test for political and economic stability.
The key actions, activities, and approaches in this document are organized within each of the 5Cs (see Table 1 in the PDF) and those of the Strategic preparedness and response plan (SPRP) pillars as follows:
National action plan key activities, p
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rioritized for the current context and the current understanding of the threat of SARS-CoV-2
A. Transition from emergency response to longer term COVID-19 disease management.
B. Integrate activities into routine systems.
C. Strengthen global health security.
Special considerations for fragile, conflict-affected and vulnerable (including humanitarian) settings
WHO global and regional support to Member States to implement their national action plans
Key guidance documents for reference
This is a living document that will be updated to incorporate new technical guidance in response to the evolving epidemiological situation. National plans should be implemented in accordance with the principles of inclusiveness, respect for human rights, and equity.
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CEPI is seeking to raise $3.5 billion to implement CEPI’s next 5-year plan. To mitigate the immediate threat of COVID-19 variants, it is activating key elements of this plan now—and seeking to mobilise a portion of this $3.5 billion in 2021. We have already launched R&D programmes to initiate de
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velopment of next-generation vaccines against COVID-19 variants and we are planning studies to answer critical scientific questions related to the durability of immunity, effectiveness of mixed-vaccine regimens, and vaccine effectiveness in vulnerable populations such as pregnant women. We are also bringing forward our plans to develop vaccines that could protect against multiple COVID-19 variants and other coronavirus specie
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Specifically the Strategy focuses on five strategic objectives:
commitment to action on Healthy Ageing in every country;
developing age-friendly environments;
aligning health systems to the needs of older populations;
developing sustainable and equitable systems for providing lon
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g-term care (home, communities, institutions); and
improving measurement, monitoring and research on Healthy Ageing.
Available in Englisch, French, Arabic, Chinese, Russian, Spanish
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Long-term polio vaccine security – the timely, sustained, and uninterrupted supply of suitable types of affordable, quality-assured polio vaccines – is essential in the global effort to achieve and maintain a polio free world. However, fragmente
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d approaches and short-term planning pose considerable challenges to securing long-term polio vaccine security.
This framework is designed to enhance the efforts of existing structures and workstreams within the Global Polio Eradication Initiative (GPEI) and other stakeholders by improving communication and coordination on vaccine security. Ensuring vaccine security is crucial for maintaining a timely, sustained, and uninterrupted supply of affordable, quality-assured polio vaccines in the global fight to achieve and sustain a polio-free world. However, challenges such as fragmented approaches, short-term planning, a dynamic policy environment, and a diverse product pipeline present significant risks to long-term vaccine security. This framework emphasizes the need for alignment and coordination across key polio operational domains, including Poliovirus Containment, Research and Development, and Vaccine Manufacturing and Supply. It also underscores the critical role of normative frameworks and policies in shaping long-term vaccine strategies that guide these operational areas. Additionally, it highlights the importance of cross-cutting elements such as financing and access to resources, along with the integration of communication, coordination, and advocacy efforts, as essential enablers for achieving vaccine security. To secure long-term vaccine supply, it is imperative to enhance alignment and strengthen coordinated efforts across workstreams and with stakeholders, including vaccine manufacturers.
Recognizing that vaccine security is an ongoing endeavor, requiring continuous monitoring and adaptation, this framework will undergo regular updates and revisions. Initially, the management of the framework will be carried out by the GPEI Vaccine Supply Group (VSG).
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IAEA Safety Standards for protecting people and the environment
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 learn
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t from the implementation of the 2020 SPRP and outlines 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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IAEA Safety Standards for protecting people and the environment
Key questions
What is already known?
Critical illness is common throughout the world and COVID-19 has caused a global surge of critically ill patients.
There are large gaps in the quality of care for critically ill patients, especially in
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low-staffed and low-resourced settings, and mortality rates are high.
Essential Emergency and Critical Care (EECC) is the effective lifesaving care of low-cost and low-complexity that all critically ill patients should receive in all wards in all hospitals in the world.
What are the new findings?
The clinical processes that comprise EECC and the essential care of critically ill patients with COVID-19 have been specified in a large consensus among clinical experts worldwide.
The resource requirements for hospitals to be ready to provide this care has been described.
What do the new findings imply?
The findings can be used across medical specialties in hospitals worldwide to prioritise and implement essential care for reducing preventable deaths.
Inclusion of the EEEC processes could increase the impact of pandemic preparedness and response programmes and policies for health systems strengthening.
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