The African Development Bank has launched a consultation process with health ministers and other partners as it develops a strategy to drive enhanced access to
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health services across Africa through 2030.
Input from ministers in the Bank’s 54 regional member countries, development partners and civil society is expected to strengthen the Bank’s Strategy for Quality Health Infrastructure in Africa (2021-2030). A robust scoping study titled “Good Health and Well-being” underpins the strategy.
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The toolkit presents step-by-step guidance that district health teams (DHTs), district leaders, MOH/UNEPI, immunisation partners, and civil society organisations (CSOs) can use to engage NHS
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and maximise the benefits of their participation in strengthening RI through activities such as community dialogue meetings. Tables and annexes outline this process
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Healthcare Waste Management Toolkit for Global Fund Practitioners and Policy Makers: Part A
Poverty, HIV and other disease burdens, coupled with common mental disorders including alcohol and other substance use disorders, posttraumatic stress disorder, clinical
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and postnatal depression, distress, and anxiety, impact how caregivers meet the needs of children. When mental health is not considered or addressed, there can be a significant impact on an individual, their family and the community.
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CHWs demonstrated social commitment and purpose in the short term observed. The evaluation of the training of CHWs revealed that most demonstrated the necessary skills for referrals to prevent compl
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ications, caring for newborns and their mothers at home immediately after discharge from health care centers. CHW upskilling training on maternal-newborn services should be prioritized in the most affected areas.
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There is strong evidence of the impact CHWs can have on health outcomes for their communities. Justification for investment in in CHWs has been wel
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l established, but there remain questions about how to find the resources to do this sustainably. Real and practical challenges to building and supporting a strong community health workforce persist- challenges that existed before Ebola, but in many cases have become even worse
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Results and Lessons Learned from CapacityPlus 2009-2015
Paying for performance (P4P) provides financial incentives for providers to increase the use and quality of care. P4P can affect
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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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31 Janaury 2021
SCORE for health data technical package. The first global assessment on the status and capacity of
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health information systems in 133 countries, covering 87% of the global population.
It identifies gaps and provides guidance for investment in areas that can have the greatest impact on the quality, availability, analysis, accessibility and use of health data.
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The brief concludes that sustaining the continuity of EHS requires policies that ensure a whole-society and systems strengthening approach. This involves increased health care investment, community
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engagement, disease control regulations, and multisector approaches to improve resilience, EHS quality, and equity.
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Updated with information on Ebola virus disease and Middle East respiratory syndrome coronavirus
A wide variety of health events ranging in severity may occur related to air transport, requiring di
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fferent responses or, perhaps, no response at all. The target audience for this guidance document includes the national focal points (NFP) for the IHR and public health authorities at PoE, as well as national aviation regulatory authorities, airport operators and personnel, aircraft operators, air crew and other stakeholders involved in air transport and emergency preparedness and response to public health events
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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 car
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e strategies in their clinic workflows and protocols. Team-based care uses multidisciplinary teams (which 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.
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Donor financing to low- and middle-income countries for reproductive, maternal, newborn, and child heal
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th increased substantially from 2008 to 2013. However, increased spending by donors might not improve outcomes, if funds are delivered in ways that undermine countries’ public financial management systems and incur high transaction costs for project implementation
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Diabetes is a significant public health issue that affects approximately one in 10 adults globally, with type 2 diabetes accounting for 90–95% of cases. This chronic condition causes considerable
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morbidity and mortality and is growing in impact, with cases projected to rise from 537 million in 2021 to 784 million by 2045. As cases rise, it is imperative to ensure the healthcare workforce is prepared to care for affected individuals. However, there is a growing global shortage of healthcare workers, which was estimated, pre pandemic, to reach 15 million by 2030. Therefore, all of the healthcare workforce will need to be utilised to their fullest potential in order to address the growing global burden of diabetes. Pharmacists will continue to be essential in this endeavour.
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These guidelines are designed for ICRC and other health professionals – nurses, midwifes, doctors – who either lack experience in antenatal car
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e or are not used to working in countries where medical infrastructure is underdeveloped or non-existent
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No education system is effective unless it promotes the health and well-being of its students, staff an
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d community. These strong links have never been more visible and compelling than in the context of the COVID-19 pandemic. Towards making every school a health-promoting school: Let’s start with a shared vision based on the standards and indicators presented in this publication.
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This document provides an overview of strategic purchasing of nutrition services within primary health care. It introduces key terms and payment methods f
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or countries to use in preparing to transform their health financial systems to scale up nutrition services. It does so by introducing nutritional perspectives to strategic health purchasing core areas: What to buy, From whom to buy and How to buy.
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(You need free registration to download the book)
Disasters and public health emergencies can stress health care systems to the breaking point
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and disrupt delivery of vital medical services. During such crises, hospitals and long-term care facilities may be without power; trained staff, ambulances, medical supplies and beds could be in short supply; and alternate care facilities may need to be used. Planning for these situations is necessary to provide the best possible health care during a crisis and, if needed, equitably allocate scarce resources
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Antimicrobial resistance (AMR) is a global threat that requires urgent collaborative action within and among countries. AMR makes standard treatments ineffective and facilitates the spread of antimi
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crobial resistant infections rendering communities vulnerable. The Ministry of Health (MOH) and Ministry of Agriculture, Livestock, Fisheries & Blue Economy (MALF) recognized antimicrobial resistance as a priority following findings from status reports and studies from Ministries, Departments, Agencies and Stakeholders.
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