Annual report on global preparednessfor health emergencies
The next pandemic is not a question of if, but when—and the world is woefully unprepared, according to the first annual report from the Global Preparedness Monitoring Board. The WHO and the World Bank convened the independent group after
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the 2014-2015 Ebola outbreak in West Africa, Global News reports. Within 36 hours, a contagion like the 1918 flu could sweep the globe and take 50 to 80 million lives while wreaking havoc on the global economy, the report warns. And that’s just one possibility.
What would it take to get prepared? An investment of $1-$2 per person per year could create “acceptable” level of preparedness.
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Practice paper in Brief 24
Containment strategies for Ebola rupture fundamental features of social, political and religious life. Control efforts that involve local people and appreciate their perspectives, social structures and institutions are th
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erefore vital
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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 to mount an effective response to prevent a larger o
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utbreak. 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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Results from a High Frequency Cell Phone Survey November 19, 2014
Ebola has substantially impacted all sectors of employment in the Liberian economy, in both affected and non-affected counties, according to the most recent round of mobile phone sur
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veys conducted by the World Bank Group in partnership with the Liberian Institute of Statistics and Geo-Information Services and the Gallup Organization. In all, nearly half of those working in Liberia when the Ebola outbreak began are no longer working as of early November 2014
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Ebola Virus Disease Outbreak Response Plan in West Africa Annex 3
Ebola Virus Disease Outbreak Response Plan in West Africa July to December 2014 Annex 4
The Ministry of Health of Saudi Arabia has developed the guidelines to meet the urgent need for up -to-date information and evidence-based recommendations
The immediate objective of the country visit to Senegal was to build upon the public health preparedness already in place and to ensure that systems are available to investigate and report potential EVD cases and to mount an effective response to prevent a larger outbreak. The joint team for strengt
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hening preparedness for EVD was composed of representatives of Senegal’s Ministry of Health, WHO, CDC, the United Nations Office for Coordination of Humanitarian Affairs, the European Centres for Disease Prevention and Control, the Erasmus Medical Centre, Netherlands, and John Hopkins University, USA.
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The Government of the Democratic Republic of the Congo announced today that preliminary laboratory results indicate a cluster of cases of Ebola virus in North Kivu province. The announcement was issued little more than a week after the Ministry of H
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ealth declared the end of an outbreak in Equateur Province in the far western part of the country, some 2500 km from North Kivu.
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It is essential that all people, including people living with HIV, are able to access health services and ongoing treatment. If people living with HIV who are on ART stop abruptly because they cannot access new supplies they could rapidly become unw
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ell, drug resistance may build and the chances of onward transmission of the virus would increase.
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The 2014–2015 Ebola outbreak was catastrophic in West Africa but the indirect impact of increasing the mortality rates of other conditions was also substantial. The increased number of deaths caus
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ed by malaria, HIV/AIDS, and tuberculosis attributable to health system failures exceeded deaths from Ebola.
With a relatively limited COVID-19 caseload, health systems may have the capacity to maintain routine service delivery in addition to managing COVID-19 cases. When caseloads are high, and/or health workers are directly affected, strategic adaptations are required to ensure that increasingly limited resources provide maximum benefit for the refugees and surrounding host population. The following are key considerations for UNHCR operations on prioritized health care services in the event of a COVID-19 outbreak. These are based on WHO Guidance for Maintaining Essential Health Services and UNHCR guidance for operations and where relevant operation or site level outbreak preparedness and response plans.
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Previous crises, such as the Ebola virus disease (EVD) in West Africa in 2014, indicate the direct impact movement restrictions and disease containment efforts have on food availability, access, uti
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lization and violence – particularly gender-based violence (GBV). The importance of maintaining and upscaling food security interventions for the most vulnerable populations, alongside the health sector’s efforts to avert disease spread, is therefore undeniable. The COVID-19 outbreak in South Sudan threatens to paralyze an already fragile food system and negatively impact more than 6.5 million people in South Sudan who remain vulnerable. At the same time, the core national capacities for prevention, preparedness and response for public health events is limited, and the healthcare system has been weakened by years of conflict, poor governance and low investments.
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