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DHS Further Analysis Reports No. 115
Phiri et al. Human Resources for Health (2017) 15:40
DOI 10.1186/s12960-017-0214-3
Medical Equipment Management Guidelines
recommended
Ministry of Health, Zambia; JICA
(2012)
One billion people around the world live with disabilities. This report makes the case that they are being “left behind” in the global community’s work on health. This lack of access not only violates the rights of people with disabilities under international law, but UHC and SDG 3 cannot be a
...
ttained without better health services for the one billion people with disabilities.
more
“It has never been more urgent for us to come together to end HIV and tuberculosis. We achieve the most when we work together, using all of our strengths, harnessing all of our collective potential to end HIV and tuberculosis for a healthier world as part of the Sustainable Development Goals.”
...
Michel Sisibé, Executive Director of UNAIDS
more
Towards universal access - Scaling up priority HIV/AIDS interventions in the health sector
World Health Organization; UNAIDS; Unicef
(2010)
C_WHO
Progress Report 2010
Guidelines for HIV and AIDS diagnosis and treatment
Ministry of Health
(2009)
C2
(Published with Decision No. 3003/QðBYT dated 19/8/2009 of the Minister of Health)
Georgia - Report for the National Voluntary Presentation at the ECOSOC 2014 Annual Ministerial Review
The Ministry of Labour, Health and Social Affairs of Georgia
(2019)
C2
Accessed: 26.09.2019
Brussels, December 16. 2016
Guidelines for the Use of Antiretroviral Agents in Pediatric HIV Infection - AIDSinfo
AIDSinfo
(2019)
C2
Downloaded from https://aidsinfo.nih.gov/guidelines on 10/19/2019
Developed by the HHS Panel on Antiretroviral Therapy and Medical Management of Children Living with HIV—A Working Group of the Office
of AIDS Research Advisory Council (OARAC)
Disclosure Guidelines for Children and Adolescents in the context of HIV, TB and non-communicable diseases
National Department of Health South Africa; PATA
(2016)
C2
The report discusses the epidemiological and social aspects of ageing, health and functional changes experienced with ageing, the impact of physical activity, assessment of the nutritional status of older persons, and nutritional guidelines for healthy ageing.
Many low-resource settings have a shortage of physicians and health workers. (1) In order to provide patient-centred continuous care more effectively, primary care systems can include team-based care strategies in their clinic workflows and protocols. Team-based care uses multidisciplinary teams (wh
...
ich may involve new staff, or the shifting of tasks among existing staff). Teams can include patients themselves, primary care physicians, and other allied health professionals, such as nurses, pharmacists, counsellors, social workers, nutritionists, community health workers, or others. Teams reduce the burden on physicians by utilizing the skills of trained health workers. Strong evidence shows that team-based care is effective in improving hypertension control among patients in a cost-effective way. (2) Some amount of task shifting/team-based care is already taking place in many settings; this module provides further guidance on how to maximize this approach for greater impact.
more
Monitoring is a crucial element in any successful programme. It is important to
know if health care facilities – and ultimately countries – are meeting the agreed
goals and objectives for preventing and managing cardiovascular diseases (CVD).
Monitoring is the on-going collection, management
...
and use of information to
assess whether an activity or programme is proceeding according to plan and/
or achieving defined targets. Not all outcomes of interest can be monitored. Clear
outcomes must be identified that relate to the most important changes expected to result from the project and to what is realistic and measurable within the timescale of the project. Once these outcomes have been articulated, indicators can be chosen that best measure whether the desired outcomes are being met.
To allow progress to be monitored, this module provides a set of indicators on
CVD management. Agreeing on a set of indicators allows countries to compare
progress in CVD management and treatment across different districts or
subnational jurisdictions, as well as at a facility level, identify where performance
can be improved, and track trends in implementation over time. Monitoring
these indicators also helps identify problems that may be encountered so that
implementation efforts can be redirected.
This module starts from the collection of data at facility level, which is then
“transferred up” the system: facility-level data are aggregated at subnational level
to produce reports that allow tracking of facility and subnational performance over time and allow for comparison among facilities. National-level data are obtained through population-based surveys.
Implementing a monitoring system requires action at many levels. At national and
subnational levels, staff can determine how best to integrate data elements into
existing data collection systems – such as the routine service-delivery data that are collected through facility-level Health Management Information Systems (HMIS).
In the facility setting, personnel must be aware of what data are needed. Sample
data-collection tools are included, recognizing that countries use different datamanagement systems for HMIS, so the CVD monitoring tools will be adapted to work with the HMIS system being used by the country, such that the indicators can be collected with minimal disruption/work to existing systems and tools
more