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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Nigeria is Africa’s most populous nation and accounts for nearly one quarter of the continent’s maternal, newborn and child deaths. In the spirit of the global Countdown to 2015 for Maternal, Newborn and Child Health and the Nigerian Saving One Million Lives Initiative, these state data profiles... have been designed to prompt and inform policy and programme action.
Without data there can be no accountability. Without accountability we risk making no progress for Nigeria’s women and children. The data included in these profiles come mainly from large-scale, periodic household surveys. Continued efforts are needed to strengthen civil registration, vital statistics and health management information systems, as well as the institutional capacity to gather and use these data.
Updated from 2011, these data profiles can be used to compare progress in different areas, identify opportunities to address specific coverage gaps, and monitor implementation.
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Building on Nigeria’s Call to Action to Save Newborn Lives, the Federal Ministry of Health (FMoH) has developed the National Strategy and Implementation Plan for Scale-up of Chlorhexidine. The Ministry incorporated existing maternal, newborn, and child health plans with additional comprehensive st...rategic planning and consultation to develop a comprehensive, five-year costed scale-up plan. The strategy and implementation plan is intended to guide programming, resource allocation, and commitments to achieve the national objective of Chlorhexidine uptake of 52% after the fifth year of national scaleup.
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The Early Childhood Development Policy and its Strategic Plan seek to provide a framework to ensure such a holistic and integrated approach to the development of young children. International research has demonstrated the high economic returns on ECD investment and its positive impact on health and ...education outcomes as well as the overall economic development of a nation. The implementation of the ECD Policy will thus provide Rwanda with the basis for achieving the objectives and goals of the EDPRS and Vision 2020.
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MALAWI Food Security Outlook JUNE 2018 to JANUARY 2019
As the postharvest period continues, very poor and poor households in districts in the southern and central region will face Stressed (IPC Phase 2) outcomes from June to September. Most of these districts will transition to Crisis (IPC Pha...se 3) during the lean season from October to January, when food prices are at their highest and local cereal supplies are at their lowest. Drivers of the projected area outcomes include below-average access to income from casual labor opportunities and crop sales because of dryness and erratic rains during the 2017/18 cropping season, and above-average maize prices from November to January.
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A discussion paper on the scope of the problem, its drivers, and strategies for moving forward for policy, practice, and research
In many protracted emergencies, the prevalence rates of global acute malnutrition (GAM) regularly exceed the emergency threshold of > 15% of children with acute malnutri...tion (< -2 weight-for-height z-scores (WHZ) or with nutritional edema), despite ongoing humanitarian interventions. The widespread scale and long-lasting nature of “persistent GAM” means that it is a policy and programming priority.
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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 May 2017, the World Health Assembly adopted resolutio...n 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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This study examines the ability of political, legal, health, and communities to respond to gender-based violence in Kigali, Rwanda.
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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The Capacity Project worked to strengthen HRIS in several low-resource countries to assist decision-makers and human resources managers in identifying and responding to critical gaps in HRH. The findings and recommendations in this report cover the Capacity Project’s implementation of HRIS in Swaz...iland, Rwanda and Uganda.
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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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The objective of the evaluation is to understand whether the CHW program has achieved its intended objectives, thus contributing to the overarching objectives defined in the HSSP III of improving the health status of the population by “Ensuring universal accessibility of quality health services fo...r all Rwandans”.
This evaluation has focused on CHWs, who are selected, trained and deployed by the MoH to deliver a defined set of tasks at community level. CHWs are the central element of the Community Health Policy and of the community health strategy plan (CHSP) of the MoH.
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Advanced Inclusive Project Cycle Management