National Action Plan for the Prevention and Control of Noncommunicable Diseases 2015-2020

NCDs are the main cause of mortality and morbidity in Suriname, as is the case in most of the countries in the world. At the UN High Level Meeting in September 2011, Suriname endorsed the UN resolution on NCDs, immediately after which the government assigned a special budget to the MOH to support prevention and control activities in the area of NCDs. This illustrates that the government takes up its own responsibility in the fight against the epidemic of NCDs. One of the first priorities has been the development of this National Action Plan for the Prevention and Control of NCDs which provides a framework for a coordinated and integrated approach during the coming years in the fight against NCDs in our country. The elements of the NCD plan focus on public awareness of the NCD burden, healthy lifestyle promotion, health systems strengthening, strengthening of the legal framework, strengthening of surveillance and operational research and the strengthening of monitoring and evaluation systems. For the coming years the priority NCDs namely cancer, diabetes, and cardiovascular disease which account for 60% of mortality nationwide will be targeted. Another priority health area which also will be included is mental health and substance abuse. The fight against NCDs cannot be successful without a strong intersectoral collaboration which is crucial for healthy lifestyle promotion and risk factor reduction. This plan calls for a collective effort through the establishment of structured intersectoral cooperation with other ministries, private sector and civil society. Periodic evaluations are an essential part of the fight of all diseases and specifically of NCDs which require more complex interventions than the communicable diseases. This NCD plan is a dynamic document which will be periodically revised in order to enable us to keep on track towards the goals set. As health sector and as a nation we have to join hands, be accountable and share responsibility to be able to really tackle the burden of NCDs. We owe it to the next generation.

Strategic plan for health 2016-2025

Government has accepted the fact that HEALTH is much more than the prevention or reduction of disease, but is a resource for national productivity and development. As such investments in ensuring, a healthy population is an asset for national development. It is for this reason that Government re-affirms its strong commitment to providing better health care to all Grenadians. The National Strategic Plan for Health 2016-2025 provides the framework that will guide the efforts of the Ministry of Health and Social Security (MOHSSSSSS) and its partners over the next ten years. It reflects the Ministry's fundamental belief that health is a basic human right and as a result no one should be denied access to health care. Consequently, one of the overarching goals of this strategic plan is ensure that health services are made available, accessible and affordable to all people without discrimination. Like many other developing countries, Grenada continues to be challenged by meeting the demands for health care services to its citizens. Chronic non-communicable diseases are the leading cause of morbidity and mortality. Life style and food choices are the main contributing factors of the disease profile and pose a significant challenge to the delivery of secondary care due to the escalating cost associated with the management of these diseases. This requires the Ministry of Health to place greater emphasis on prevention and health promotion. Notwithstanding the fact, every citizen must however accept responsibility for his/her individual health outcomes. Recently, Grenada has also been experiencing the outbreaks of new and re-emerging communicable diseases, which have been linked to climate change factors. It behooves us therefore to take necessary steps to protect and maintain our environment for our future generations. The Plan further reflects the belief that health fundamentally affects individual productivity and is therefore a critical input for long-term development of the country. To this end, we have set out our major priorities and therefore in concert with the private sector, we will heighten our focus and continue to promote health and wellness among our citizens.

The Botswana 2023 integrated HIV clinical care guidelines

The Results of the Fifth Botswana AIDS Impact Survey (BAIS V) and the 2023 Botswana UNAIDS HIV Estimates, documenting Botswana's achievements in the fight against HIV are important milestones to be celebrated. These milestones should catalyze and reinvigorate our efforts towards reaching HIV epidemiologic control and finally ending the Era of AIDS in Botswana after decades of struggle. While the human, financial and personal investment in this battle has been great, we must remember that our goals were realized through our collective efforts towards improving the lives of those we serve. Now as we pivot towards facing new healthcare challenges, there has never been a more important time to reflect on the lessons learned from HIV and build upon our primary healthcare systems, to address rising comorbidities and prevent mortality. To further optimize HIV clinical care, we must continue to stop the spread of HIV among youth, provide appropriate public health interventions to key populations and streamline routine service delivery. Fundamental to these emerging goals is strengthening our healthcare systems to provide rights-based integrated and comprehensive healthcare services to all People Living with HIV, their families and communities. Having achieved what many believed was unachievable in our battle against HIV provides enduring hope that meeting our emerging health challenges is not only possible, but well within our reach. And as before, our ability to address Sexual Reproductive Health issues, Non-Communicable Diseases and other Infectious Disease epidemics, will depend on our resolve to work in unity across all cadres of healthcare providers, academics and development partners to save more lives. The 2023 HIV Integrated Clinical Care Guidelines will undoubtedly move us closer to solving emerging public health challenges, while maintaining our successes against HIV and ensuring that every PLHIV's longevity and quality of life are guaranteed.

National Action Plan for the Prevention and Control of Non-communicable Diseases (NCDs) 2015-2019

Barbados has the lowest age-adjusted death rate from non-communicable diseases (NCDs) in the Caribbean Community (CARICOM). Despite this, however, mortality from the main CVDs affecting the island's population and prevalence of risk factors for most NCDs is high, particularly in those aged < 60 years. The Barbados Ministry of Health (MH) is aware that NCD control cannot be the responsibility of the MH alone, and is therefore refocusing healthcare service delivery towards a model of chronic care for the population, with a strong emphasis on a coordinated response through partnerships with other sectors of the government, civil society and the private sector. The NCD response covers four main areas: (1) strengthening strategic management; (2) surveillance and research; (3) integrated disease management and patient education; and (4) risk factor reduction. The target is to reduce premature mortality from NCDs by 25% by 2025 as well as to diminish the avoidable, costly morbidity from NCDs. This Action Plan, like the Strategic Plan, stems from the priority of the Barbados MH to develop a patient-centred, equitable, efficient, accessible, high-quality health care system. The MH's NCD response is led by the NNCDC through a combined and collaborative approach to the guiding principles, encompassing "all-of-government, all-of-society". This NCD Action Plan outlines the activities required annually for the MH and its partners to take to effectively tackle NCDs in Barbados during 2015­2019. The activities have been translated from the Barbados Strategic Plan for the Prevention and Control of NonCommunicable Diseases 2015­2019, prepared by the National NCD Commission (NNCDC) and the MH. Activities are outlined in tabular format, for each strategic line of action by year. The Appendix provides a brief outline of each year's activities required by all four strategic plans. In this way the Action Plan provides the "road-map" to operationalising the Strategic Plan, including a checklist of performance indicators for measuring whether the activity has been achieved.

Lesotho COVID-19 emergency preparedness and response project (P173939) - Mafeteng hospital operations: environmental and social management plan (ESMP) operations phase

An outbreak of the coronavirus disease (COVID-19) caused by the 2019 novel coronavirus (SARS-CoV-2) has been spreading rapidly across the world since December 2019, following the diagnosis of the initial cases in Wuhan, China. On March 11, 2020, the World Health Organization (WHO) declared a global pandemic. As of January 6, 2021, the outbreak has resulted in more than 86 million global cases and more than 1.8 million global deaths.1 and 3206 cases in Lesotho with 65 deaths. In order to respond to this global pandemic, the Government of Lesotho (GoL) will implement a Lesotho COVID-19 Emergency Preparedness and Response Project (EPRP), with World Bank (WB) financial support. The Lesotho COVID-19 Emergency Preparedness and Response Project (EPRP), with US$ 7.5 million total budget, comprises of two main components, Emergency COVID-19 Response (US$6.675 million), and Project Implementation and Monitoring & Evaluation (US$0.825 million).

Interim guidelines for home-based isolation & care of confirmed COVID-19 cases

Homebased care for suspected or confirmed COVID -19 patients is the holistic and integrated care provided for asymptomatic and symptomatic confirmed cases of COVID-19 in the comfort of their homes. It encompasses biomedical, physical, psychosocial, palliative, and other aspects of care provided by patients, family members, community volunteers and /or healthcare workers under the supervision of a treatment centre with appropriate facilities for evaluation when necessary. As majority of patients are asymptomatic or mild and require minimal interventions for care, the home is an ideal place to manage such patients in a cost-effective manner with satisfactory outcomes. This allows the focus of institutional care to the management of moderate to severe cases. Patients who meet the criteria for home- based isolation and care after assessment of clinical risk, home risk, Infection Prevention and Control, adherence to guidelines, waste management and other factor are enrolled into a specific home- based care team attached to an isolation/treatment centre for supportive care. They are followed up to discharge after a minimum of 10 days after exposure, confirmation of test positivity, or onset of symptoms. The frequency of follow up is mainly based on the clinical risk assessment. Patients whose clinical risk or condition deteriorate are evacuated preferably to their supervising treatment centre. Specific roles of all stakeholders and personnel are clearly delineated with protocols and procedures for data management also well spelt out. Ultimately, it is envisaged that this revision of the home -based care guideline for management of asymptomatic and mild suspected or confirmed cases of COVID-19 would ensure efficient and effective management of covid-19 patients in their home with improved outcomes.

Nigeria vaccine policy

Vaccines are recognised globally for their importance in the reduction of vaccines preventable diseases to improve the quality of life of the entire population. The importance of vaccines has been further demonstrated with the COVID-19 outbreak with countries scrambling to produce vaccines to combat the effect of the pandemic amongst their citizens. The purpose of this Vaccine Policy is to address the goal and objectives of achieving availability, self-sufficiency and vaccine security in the country. It is hoped that the development of this Policy will complement the already existing Immunisation Policy and provide the platform for the amelioration of vaccine-preventable diseases in Nigeria. Highlights of the Policy include: its vision, mission, goal, objectives, targets and implementation strategies for achieving local vaccines production and ownership of the vaccines supply chain management processes towards vaccine availability and security in the country. To achieve these, the Policy needs to be implemented and monitored hence the Policy provides for the establishment of appropriate governing structures to oversee the implementation process. The governing council and its various structures will pursue the achievement of the goal and objectives of the Policy. They will mobilise resources from the governments across all levels, individuals, the international communities, donor agencies. Other critical areas include the resuscitation of local production of vaccines, intensification of research and development and strengthening of the legislature and regulatory agencies to support the quality and safety of vaccines in Nigeria. It is recommended that all stakeholders responsible for implementing this policy should work collaboratively to ensure the goal and objectives are met

Investment case for the national health strategy 2021-2025

The Government and stakeholders in the health sector aspire to realize improved health outcomes for all, including the vulnerable and marginalized, to enhance Zimbabwe's human capital development towards a prosperous and empowered upper-middle income society. Zimbabwe's National Health Strategy (2021- 2025) was therefore developed, not only to advance its vision and goal for the next 5 years, but to also act as a guide on priority health interventions in the sector in order to improve the country's economy and overall wellbeing of the citizens. As such, the strategy is aligned with the National Development Strategy 1 (2021-2025). Chief among the NDS 1 priorities will be sustainable economic growth, anchored on sector specific growth enablers ­ such as infrastructure, human resources, technology, macroeconomic stability, financial stability, and sustainable public debt management. Focus on transformational value chains, international re-engagement, enablers for improved social welfare and inclusive growth (such as health, food security, effective governance and community and youth participation) complete the priority list of the NDS 1 2021-2025. The NHS 2021-2025 also considers a number of programme specific strategies in the health sector. These include the Human Resources for Health Strategy, National Infrastructure Development Plan, the HIV and AIDS Strategy, the Non-Communicable Disease Strategy, Mental Health Strategy, and the Community Health Strategy. The NHS 2021-2025 is anchored on the concept of an Investment Case. The NHS investment case outlines how the Government of Zimbabwe (GoZ), in partnership with donors, will efficiently save lives, improve health and nutrition outcomes and accelerate the attainment of national goals in line with the Sustainable Development Goals (SDGs). The NHS investment case considered the results and lessons learnt from the Mid Term Review of the National Health Strategy 2016-2020 and the Multiple Indicator Cluster Survey (MICS) 2019. NHS Investment Case used the World Health Organization (WHO)'s One Health Tool, which focuses on estimating the cost of Health Services and Health Systems Strengthening while the effectiveness of health interventions was estimated using the disease specific Impact Models and the Lives Saved Tool (LiST). Results were customized to the Ministry's Programme Based Budgeting format, which required that programmes be grouped first into 4 broad categories; Policy and Administration, Public Health; Curative Services and Bio- Medical Science Engineering and Pharmaceutical Production. The development of the National Health Strategy Investment Case was spearheaded by a taskforce led by MoHCC with technical assistance from its development partners. Technical Working Groups (TWGs) on Investment Case and Health Financing were set up to support the costing of the NHS. These TWGs drew membership from the MoHCC, MoFED, Development Partners and NGOs and Civil Society Organisations. These technical working groups identified the interventions and activities to be costed and also assisted in the prioritization of the interventions. 13 Mini

Kenya nutrition monitoring and evaluation

Kenya is facing a triple burden of malnutrition in the form of under nutrition, micronutrient deficiencies and over-nutrition. The Ministry of Health in collaboration with stakeholders developed the Kenya Nutrition Action Plan (KNAP) 2018-2022. The overarching objective of the plan is accelerating and scaling up efforts towards the elimination of malnutrition in Kenya in line with Kenya's Vision 2030 and Sustainable Development Goals (SDGs) with focus on specific achievements by 2022. The action plan is organized into three category focus areas namely; Nutrition-specific and Nutrition-sensitive Interventions and, Enabling Environment. The Kenya Nutrition Monitoring and Evaluation Framework 2018-2022 has been developed to align with the needs of the Kenya Nutrition Action Plan 2018-2022. A review of the Nutrition Monitoring and Evaluation Framework 2013 and other relevant documents was conducted to inform the development of this framework. The development was conducted through a consultative process involving deliberations by task teams, stakeholder consultations, and online survey and review and validation workshops. The rationale of this framework is to ensure continuous tracking of progress, document lessons learned and replicate best practices of nutrition interventions as outlined in the KNAP 2018-2022. It highlights the goal and the objectives and the guiding principles which are expected to ensure a systematic implementation of the monitoring and evaluation framework. The framework describes the basic principles of Monitoring, Evaluation, Accountability and Learning (MEAL) the sources of nutrition information and data analysis and reporting. In addition, the Nutrition Information System monitoring toolkit repository comprising of a variety of guidelines, training packages, tools for data collection and guidance on data analysis and reporting for different sources of information has been developed to provide ease of accessibility to these tools and documents. The framework also covers the Common Results and Accountability Framework (CRAF) for the 19 Key Result Areas (KRAs) and elaborates the process of Monitoring, Evaluation, Accountability and Learning. The key result areas are categorized into nutrition specific, nutrition sensitive and enabling environment with their indicators, definitions, thresholds, means of verification, frequency of reporting and operational research to be conducted. The indicators will be measured and reported through existing systems such as Kenya Health Information System (KHIS), the National Drought Management Authority (NDMA) early warning system, program reports and population-based surveys. Reporting and communication of results will adhere to standard guidelines and use effective communication channels to ensure improved uptake of findings. Evaluation and operational research will be implemented to provide evidence for informing programme decisions that lead to effective coverage of interventions. Finally, accountability will be mainstreamed to ensure service providers or duty bearers are accountable for resources and results. Learning and application of best practices will contribute to adaptation of approaches that are known to produce results. The actualization of the M&E Framework will help build a chain of evidence that will provide the metrics of change. The burden of proof lies with the various stakeholders whose responsibility is to demonstrate that the commitment made in the KNAP 2018-2022 shall indeed be realized and that there is evidence to back up the claim of progress. The implementation strategy therefore shall be driven by human resource development and system readiness and funding mechanisms that will boost M&E human resource and systems at National and County levels

Health system strengthening for human capital development in Eswatini project. P168564

Description of the Strengthening the Health System and Nutrition for Human Capital Development in Eswatini Project The Government of the Kingdom of Eswatini is preparing a project, Health System Strengthening for Human Capital Development in Eswatini Project financed by an IBRD loan of US$20 million, using an Investment Project Financing (IPF) instrument, over a five-year period. The Project Development Objective (PDO) isto improve the coverage and quality of key reproductive, maternal, neonatal, child and adolescent health (RMNCAH), nutrition and NCD services (hypertension and diabetes) in Eswatini. To address key sector challenges and support the achievement of the PDO, the proposed project will focus on strengthening the health system and ramping up investments in RMNCAH services as well as nutrition and non-communicable diseases (hypertension and diabetes) to address critical human capital challenges, including stunting and child and adult mortality, applying a life course approach. The Ministry of Health will house the (PIU) the project implementing unit (PIU). The MOH will be supported by the Environmental Health Department (EHD) in the MOH.

National guideline for implementation of integrated community-based health services

The National Guideline for Implementation of Integrated Community-Based Health Services has been developed by the Ministry of Health and Wellness­Department of Health Services Management as a technical tool. This guideline is a reflection of the Ministry's commitment to strengthening primary health care and implementation of the Harmonization of Botswana's Community Health Workers Groups: Primary Health Care­Community Health Workers (PHC-CHW) Coordination Strategy launched in 2017. Seeking to promote an integrated approach to community-based health service delivery and standardize a minimum package of community-based health interventions, the guideline also reflects the country's commitment to local and global health sector goals. The specific objectives are to provide technical and programmatic guidance including: • Improving the delivery of integrated community-based health interventions through provision of a standardized minimum package • Strengthening coordination and management of community-based health services through harmonized community health workers groups, leadership and governance • Strengthening CHWs competencies and skill mix for delivery of integrated communitybased health services • Strengthening information management for integrated community-based health services The guideline will benefit various actors and stakeholders including policymakers, managers, Ministries, and CHWs who are responsible for managing and implementing community-based health services. A multidisciplinary team developed the initial concept for the guideline and engaged in an interactive and extended collaborative process of reviewing and refining the scope and content. The guideline is the first publication on community health services and mirrors the primary health care guideline in the way the minimum package is developed. The guideline is intended to be easy to read and user friendly, and will be placed in all facilities for reference. It also includes a curriculum for CHWs in the era of COVID-19.

Jamaica Moves: april 2018-march 2019

The Jamaica Moves programme is a comprehensive health promotion campaign that embraces the Ottawa Charter for Health Promotion and utilizes all its tenets to create a vibrant sustainable behaviour change model to tackle the risk factors for Non Communicable diseases. The programme corrals a variety of activities that makes conditions favourable for behaviour change through advocacy for health and providing access to information to enable all people to reach their fullest health potential by taking control of those things that determine their health, while, bearing in mind the responsibility of the Ministry of Health to mediate between differing interests in society for the pursuit of health. The programme cuts across all sectors of society, targeted at the individual, interpersonal, organizational, community and national levels. Jamaica Moves started at a national level, aiming at changing behaviour in the general public towards increasing the level of physical activity. Since implementation, the initial concept has been expanded to target three main areas: Physical inactivity, healthy nutrition and promotion of routine health checks for the general population. Health is created and lived by people within the settings of their everyday life; where they learn, work, play and live. Health is created by caring for oneself and for others, and by enabling the individual to take decisions and have control over one's life circumstances, and by ensuring that the society one lives in creates conditions that allow the attainment of health by all its constituents.