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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 prep...arednessandresponseplan (SPRP) pillars as follows:
National action plan key activities, prioritized 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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Government of MyanmarEuropean Union Civil Protection and Humanitarian Aid Operations (ECHO) and developed by the United Nations Development Programme (UNDP)
(2019)
CC
It aims to minimize damage to property, reduce injury and lives lost, and normalize the lives of those affected in a timely manner in the case of a damaging earthquake in the country.
It also see
...
ks to contribute to the achievements of Myanmar Sustainable Development Goals as well as respond to Global and Regional Frameworks which Myanmar has endorsed.
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The Joint ResponsePlan sets out a comprehensive programme shaped around three strategic objectives – deliver protection, provide life-saving assistance
...and foster social cohesion. The Plan covers all humanitarian sectors and addresses key cross-cutting issues, including protection and gender mainstreaming. The Plan will also strengthen emergency preparednessandresponse for weather-related risks and natural disasters, with a focus on community
engagement.
more
The plan aims to practice the preparedness measures andresponse functions which need to be coor
...
dinated among relevant departments and organizations to reduce the risk of earthquakes. The plan has two main parts: preparednessandresponse. The first part includes the preparedness measures which can be practically implemented in collaboration with relevant government departments and communities. The latter part includes the response functions by the National Disaster Management Committee and it’s Work Committees if a damaging earthquake were to occur.
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Updated on 6 APRIL 2020
There are serious concerns that the situation might escalate in the next weeks modelling the epi curve of other regions. The interlinkages between human mobility and the current pandemic of COVID-19 are well established,
...and while international flights have been suspended in the region, the porous borders on land and water crossings remain difficult to control.
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Fostering resilient development through integrated action plan The Myanmar Action Plan on Disaster Risk Reduction, 2017 is a comprehensive and unified action
...plan for disaster risk reduction with prioritized interventions across Myanmar till 2020. With a long term vision and considering deep-rooted underlying drivers of disaster risk, it has set an overall target for 2030. it aims to provide a base for mobilizing and leveraging, primarily, national and external resources and will provide a basis for result printed outcomes.
The action plan identifies 32 priority actions under four pillars: risk information and awareness; risk governance; risk mitigation; andpreparednessandresponse, rehabilitation and reconstruction. For each priority action, objectives, activities, outputs, duration, lead agencies, and supporting partners have been identified.
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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 identified across the 9 strategic pillars of World Health Organization (WHO)’s COVID-19 Strategic PreparednessandResponsePlanand 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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The Government of Malawi, in fulfilling its primary role of protecting the lives of its vulnerable citizens during disasters and reducing their exposure to risk through preparedness, led the develop
...
ment of a National Coronavirus Disease (COVID-19) PreparednessandResponsePlan.
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The COVID-19 pandemic is having far reaching impacts, well beyond the health crisis and needs, with the most severe impacts experienced in the poorest countries and those most vulnerable to humanita
...
rian crises including natural disasters, such as Nepal.
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While the full effects of COVID-19 remain unknown, the pandemic continues to profoundly impact regional migration and mobility dynamics, with deep health, social and economic consequences for the mo
...
st vulnerable, including migrants, displaced populations and their host communities, and returnees.
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The domestic regulation of public health emergencies (PHEs) is inextricably linked to the regulation of other types of disaster. PHEs are usually governed at least partly by general disaster and emergency laws. Moreover, there is significant overlap
...
in the legal mechanisms used to respond to PHEs and other types of disaster, including the declaration of a state of disaster or emergency and the use of emergency powers. Even where PHEs are regulated by separate instruments, those instruments must surmount many of the same policy and practical challenges as general disaster laws, such as finely balancing competing considerations (e.g. speedy response versus due process), facilitating the coordination of a multitude of actors, and protecting the most vulnerable within society. Finally, many contemporary developments in disaster risk management (DRM), such as a greater emphasis on risk reduction andpreparedness, are just as pertinent to PHEs as to other types of disaster.
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This new plan has been developed to build on successes made and lessons learnt from implementation of the two initial plans and to provide a short
...
to medium term strategic anchor against which preparednessandresponse plans to the corona virus disease COVID-19 epidemic in the country should focus on for the period June 2021 to June 2022.
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WHO published the first COVID-19 Strategic ResponseandPreparednessPlan (SPRP) on 3 February,
...
2020. This report highlights the main points of progress that were made up to 30 June 2020 under the three objectives outlined in the SPRP: scaling up international coordination and support; scaling up country preparednessandresponse by pillar; and accelerating research and innovation. The report also discusses some of the key challenges faced so far, and provides an update on the resource requirements for the next phase of WHO’s response as part of an unprecedented whole-of-UN approach to the pandemic.
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An external team evaluated PAHO’s response to COVID-19 to provide an independent assessment of the Pan American Sanitary Bureau’s (PASB) performance regarding preparedness for
...andresponse to the COVID-19 pandemic. The evaluations’ final report culminates with eight recommendations for actions to future response to health emergencies. The final report of EPRC culminates with eight evidence-based recommendations of actions to strengthen future pandemic responses, while building a resilient recovery in the Region. The recommendations by the external team focus on PAHO’s governance and management, on specialized regional mechanisms, diversified funding models, and use of new technologies, among others.
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Infectious disease outbreaks and epidemics are increasing in frequency, scale and impact. Health care facilities can amplify the transmission of emerging infectious diseases or multidrug-resistant o
...
rganisms (MDRO) within their settings and communities. Therefore, evidence-based infection prevention and control (IPC) measures in health care facilities are critical for preventing and containing outbreaks, while still delivering safe, effective and quality health care. This toolkit is intended to support IPC improvements for outbreak management in all such facilities, both public and private throughout the health system. Specifically, this document systematically describes a framework of overarching principles to approach the preparedness, readiness andresponse outbreak management phases. The document also provides a toolkit of resource links to guide specific actions for each infectious disease and/or MDRO outbreak management phase at any health facility. This document is specifically tailored to an audience of stakeholders who establish and monitor health care facility-level IPC programs including: IPC focal points, epidemiologists, public health experts, outbreak response incident managers, facility-level IPC committee(s), safety and quality leads and managers, and other facility level IPC stakeholders.
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The Pandemic Influenza Pandemic (PIP) Framework's Partnership Contribution (PC) High-Level Implementation Plan III (HLIP III) outlines the strategy for strengthening global pandemic influenza preparedness...
from 2024 to 2030. HLIP III takes into consideration the lessons learned from the response to the COVID-19 pandemic, the gains made over time, including from previous HLIPs, and the broader programmatic and policy context in order to address gaps in pandemic influenza preparedness. Implementation of HLIP III will strengthen global, regional, and country-level pandemic influenza preparedness.
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