This document provides suggestions for improving the Joint Programmatic Review Mission (JPRM) process, including:
- Ensuring briefing notes are relevant to the country context and feasibility of implementation.
- Using the Country Cooperation Strategy (CCS) as a platform for developing the JPRM.
- Conducting more strategic preparatory work to brief counterparts on global and regional health agendas.
- Organizing larger missions that engage donors and other sectors beyond just the Ministry of Health to present new directions and perspectives for collaboration.
It also discusses the desired composition and skills of JPRM teams and alternatives to the current JPRM model.
"Assessing progress made towards shared agricultural transformation objectives in Mozambique: a draft analytical report for the agricultural Joint Sector Review process", Todd Benson, Sileshi Woldeyohannes, & Tewodaj Mogues, Workshop on Transformation of Agri-food Systems and Commercialization of Smallholder Agriculture in Mozambique: Evidence, Challenges and Implications Maputo, Mozambique, December 9, 2013
"Assessing progress made towards shared agricultural transformation objectives in Mozambique: a draft analytical report for the agricultural Joint Sector Review process", Todd Benson, Sileshi Woldeyohannes, & Tewodaj Mogues, Workshop on Transformation of Agri-food Systems and Commercialization of Smallholder Agriculture in Mozambique: Evidence, Challenges and Implications Maputo, Mozambique, December 9, 2013
Black Sea, Transboundary Diagnostic Analysis, Strategic Action Plan for the ...Iwl Pcu
1992 Bucharest Convention on the Protection of the Black Sea Against Pollution; and its protocols on LBS, dumping, and oil pollution. 6 coastal states with no outside intervention, modeled partially on UNEP Regional Seas Programme and partially HELCOM; Secretariat by the Parties. A legal & diplomatic tool, swift ratification, problems in setting up and funding the regional coordinating mechanism, call to UNEP for its assistance in preparing an Action Plan in view of lacking capacity and funds.
Flu Vaccine Alert in Bangalore Karnatakaaddon Scans
As flu season approaches, health officials in Bangalore, Karnataka, are urging residents to get their flu vaccinations. The seasonal flu, while common, can lead to severe health complications, particularly for vulnerable populations such as young children, the elderly, and those with underlying health conditions.
Dr. Vidisha Kumari, a leading epidemiologist in Bangalore, emphasizes the importance of getting vaccinated. "The flu vaccine is our best defense against the influenza virus. It not only protects individuals but also helps prevent the spread of the virus in our communities," he says.
This year, the flu season is expected to coincide with a potential increase in other respiratory illnesses. The Karnataka Health Department has launched an awareness campaign highlighting the significance of flu vaccinations. They have set up multiple vaccination centers across Bangalore, making it convenient for residents to receive their shots.
To encourage widespread vaccination, the government is also collaborating with local schools, workplaces, and community centers to facilitate vaccination drives. Special attention is being given to ensuring that the vaccine is accessible to all, including marginalized communities who may have limited access to healthcare.
Residents are reminded that the flu vaccine is safe and effective. Common side effects are mild and may include soreness at the injection site, mild fever, or muscle aches. These side effects are generally short-lived and far less severe than the flu itself.
Healthcare providers are also stressing the importance of continuing COVID-19 precautions. Wearing masks, practicing good hand hygiene, and maintaining social distancing are still crucial, especially in crowded places.
Protect yourself and your loved ones by getting vaccinated. Together, we can help keep Bangalore healthy and safe this flu season. For more information on vaccination centers and schedules, residents can visit the Karnataka Health Department’s official website or follow their social media pages.
Stay informed, stay safe, and get your flu shot today!
Black Sea, Transboundary Diagnostic Analysis, Strategic Action Plan for the ...Iwl Pcu
1992 Bucharest Convention on the Protection of the Black Sea Against Pollution; and its protocols on LBS, dumping, and oil pollution. 6 coastal states with no outside intervention, modeled partially on UNEP Regional Seas Programme and partially HELCOM; Secretariat by the Parties. A legal & diplomatic tool, swift ratification, problems in setting up and funding the regional coordinating mechanism, call to UNEP for its assistance in preparing an Action Plan in view of lacking capacity and funds.
Flu Vaccine Alert in Bangalore Karnatakaaddon Scans
As flu season approaches, health officials in Bangalore, Karnataka, are urging residents to get their flu vaccinations. The seasonal flu, while common, can lead to severe health complications, particularly for vulnerable populations such as young children, the elderly, and those with underlying health conditions.
Dr. Vidisha Kumari, a leading epidemiologist in Bangalore, emphasizes the importance of getting vaccinated. "The flu vaccine is our best defense against the influenza virus. It not only protects individuals but also helps prevent the spread of the virus in our communities," he says.
This year, the flu season is expected to coincide with a potential increase in other respiratory illnesses. The Karnataka Health Department has launched an awareness campaign highlighting the significance of flu vaccinations. They have set up multiple vaccination centers across Bangalore, making it convenient for residents to receive their shots.
To encourage widespread vaccination, the government is also collaborating with local schools, workplaces, and community centers to facilitate vaccination drives. Special attention is being given to ensuring that the vaccine is accessible to all, including marginalized communities who may have limited access to healthcare.
Residents are reminded that the flu vaccine is safe and effective. Common side effects are mild and may include soreness at the injection site, mild fever, or muscle aches. These side effects are generally short-lived and far less severe than the flu itself.
Healthcare providers are also stressing the importance of continuing COVID-19 precautions. Wearing masks, practicing good hand hygiene, and maintaining social distancing are still crucial, especially in crowded places.
Protect yourself and your loved ones by getting vaccinated. Together, we can help keep Bangalore healthy and safe this flu season. For more information on vaccination centers and schedules, residents can visit the Karnataka Health Department’s official website or follow their social media pages.
Stay informed, stay safe, and get your flu shot today!
TEST BANK for Operations Management, 14th Edition by William J. Stevenson, Ve...kevinkariuki227
TEST BANK for Operations Management, 14th Edition by William J. Stevenson, Verified Chapters 1 - 19, Complete Newest Version.pdf
TEST BANK for Operations Management, 14th Edition by William J. Stevenson, Verified Chapters 1 - 19, Complete Newest Version.pdf
New Drug Discovery and Development .....NEHA GUPTA
The "New Drug Discovery and Development" process involves the identification, design, testing, and manufacturing of novel pharmaceutical compounds with the aim of introducing new and improved treatments for various medical conditions. This comprehensive endeavor encompasses various stages, including target identification, preclinical studies, clinical trials, regulatory approval, and post-market surveillance. It involves multidisciplinary collaboration among scientists, researchers, clinicians, regulatory experts, and pharmaceutical companies to bring innovative therapies to market and address unmet medical needs.
micro teaching on communication m.sc nursing.pdfAnurag Sharma
Microteaching is a unique model of practice teaching. It is a viable instrument for the. desired change in the teaching behavior or the behavior potential which, in specified types of real. classroom situations, tends to facilitate the achievement of specified types of objectives.
NVBDCP.pptx Nation vector borne disease control programSapna Thakur
NVBDCP was launched in 2003-2004 . Vector-Borne Disease: Disease that results from an infection transmitted to humans and other animals by blood-feeding arthropods, such as mosquitoes, ticks, and fleas. Examples of vector-borne diseases include Dengue fever, West Nile Virus, Lyme disease, and malaria.
The Gram stain is a fundamental technique in microbiology used to classify bacteria based on their cell wall structure. It provides a quick and simple method to distinguish between Gram-positive and Gram-negative bacteria, which have different susceptibilities to antibiotics
Explore natural remedies for syphilis treatment in Singapore. Discover alternative therapies, herbal remedies, and lifestyle changes that may complement conventional treatments. Learn about holistic approaches to managing syphilis symptoms and supporting overall health.
Title: Sense of Smell
Presenter: Dr. Faiza, Assistant Professor of Physiology
Qualifications:
MBBS (Best Graduate, AIMC Lahore)
FCPS Physiology
ICMT, CHPE, DHPE (STMU)
MPH (GC University, Faisalabad)
MBA (Virtual University of Pakistan)
Learning Objectives:
Describe the primary categories of smells and the concept of odor blindness.
Explain the structure and location of the olfactory membrane and mucosa, including the types and roles of cells involved in olfaction.
Describe the pathway and mechanisms of olfactory signal transmission from the olfactory receptors to the brain.
Illustrate the biochemical cascade triggered by odorant binding to olfactory receptors, including the role of G-proteins and second messengers in generating an action potential.
Identify different types of olfactory disorders such as anosmia, hyposmia, hyperosmia, and dysosmia, including their potential causes.
Key Topics:
Olfactory Genes:
3% of the human genome accounts for olfactory genes.
400 genes for odorant receptors.
Olfactory Membrane:
Located in the superior part of the nasal cavity.
Medially: Folds downward along the superior septum.
Laterally: Folds over the superior turbinate and upper surface of the middle turbinate.
Total surface area: 5-10 square centimeters.
Olfactory Mucosa:
Olfactory Cells: Bipolar nerve cells derived from the CNS (100 million), with 4-25 olfactory cilia per cell.
Sustentacular Cells: Produce mucus and maintain ionic and molecular environment.
Basal Cells: Replace worn-out olfactory cells with an average lifespan of 1-2 months.
Bowman’s Gland: Secretes mucus.
Stimulation of Olfactory Cells:
Odorant dissolves in mucus and attaches to receptors on olfactory cilia.
Involves a cascade effect through G-proteins and second messengers, leading to depolarization and action potential generation in the olfactory nerve.
Quality of a Good Odorant:
Small (3-20 Carbon atoms), volatile, water-soluble, and lipid-soluble.
Facilitated by odorant-binding proteins in mucus.
Membrane Potential and Action Potential:
Resting membrane potential: -55mV.
Action potential frequency in the olfactory nerve increases with odorant strength.
Adaptation Towards the Sense of Smell:
Rapid adaptation within the first second, with further slow adaptation.
Psychological adaptation greater than receptor adaptation, involving feedback inhibition from the central nervous system.
Primary Sensations of Smell:
Camphoraceous, Musky, Floral, Pepperminty, Ethereal, Pungent, Putrid.
Odor Detection Threshold:
Examples: Hydrogen sulfide (0.0005 ppm), Methyl-mercaptan (0.002 ppm).
Some toxic substances are odorless at lethal concentrations.
Characteristics of Smell:
Odor blindness for single substances due to lack of appropriate receptor protein.
Behavioral and emotional influences of smell.
Transmission of Olfactory Signals:
From olfactory cells to glomeruli in the olfactory bulb, involving lateral inhibition.
Primitive, less old, and new olfactory systems with different path
These simplified slides by Dr. Sidra Arshad present an overview of the non-respiratory functions of the respiratory tract.
Learning objectives:
1. Enlist the non-respiratory functions of the respiratory tract
2. Briefly explain how these functions are carried out
3. Discuss the significance of dead space
4. Differentiate between minute ventilation and alveolar ventilation
5. Describe the cough and sneeze reflexes
Study Resources:
1. Chapter 39, Guyton and Hall Textbook of Medical Physiology, 14th edition
2. Chapter 34, Ganong’s Review of Medical Physiology, 26th edition
3. Chapter 17, Human Physiology by Lauralee Sherwood, 9th edition
4. Non-respiratory functions of the lungs https://academic.oup.com/bjaed/article/13/3/98/278874
How to Give Better Lectures: Some Tips for Doctors
26th Regional Meeting of the Regional Director and WHO Representatives
1. 26th Regional Meeting of the Regional Director and
WHO Representatives and Regional Office staff
2. Suggestion for improvement
Briefing notes should be relevant to the context of the
country and feasibility of implementation;
CCS should be used as a platform for developing the
JPRM;
The preparatory work needs to be more strategic in
terms of briefing the counterparts about the global and
regional health agendas discussed and agreed by the
governing bodies;
A larger mission should be organized that engages
donors and others sectors (wider than just MOH) that
presents new directions in overall WHO programmes,
critical appraisal of country and perspectives for
collaboration.
3. Composition of JPRM Team
The profile required for the JPRM team should be:
Senior staff members, comprehending country context and
sensitivities;
Have wider public health knowledge in order to discuss/defend the
whole plan;
Worked in health systems of developing countries, field experience and
have knowledge of evolving health challenges in the region and have in
engaged in that respective countries CCS;
Chosen through a dialogue with the WR;
Conversant in the language of the respective country and should have a
basic understanding of health and human rights, gender equity and
results based management;
Have good communication and negotiation skills, specifically dealing
with conflict resolution;
Have HQ, RO and CO representation (WRs from neighboring country
and from other regions could also be included).
4. Suggestion for improving the JPRM
Report
Should be concise, structured, summarizing
achievements and/or a short executive summary may
be used as a reference for executives or use the CCS;
An enhancement of GSM Workplanner module is
needed to enable WROs to generate the JPRM report
in a standard format.
5. Alternatives to JPRM
1. JPRMs would be an operationalization of the CCS,
based on an evaluation of the progress made in the
previous biennium available/expected resources,
emerging priorities and opportunities;
2. WRO and MOH would prepare workplans and send
them for review to RO.
Editor's Notes
Based on the questionnaire sent on 20 June to all WRs, 13 WRs sent their feedback, which was quite positive regarding the JPRM process. Many of the answers demonstrated an appreciation for the JPRM. In the following slides I will highlight some of the findings that were collected. In some sections of the survey, alternatives to the current JPRM process were suggested…
A preliminary review of country specific programmes’ progress, as well as their needs and requirements should be prepared at the Regional Office by mission members and units in EMRO. Briefing notes should be relevant to the context of the country and feasibility of implementation. Country Cooperation Strategy (CCS) should be used as a platform for developing the JPRM by focusing on the priorities of the country as stated in the CCS. Guidelines should be sent to both MOH and Ministry of Foreign Affairs before the mission and preliminary discussions should take place before the mission (possibly through the use of video conferencing).
The preparatory work needs to be more strategic in terms of briefing the counterparts about the global and regional health agendas discussed and agreed by the governing bodies. The Strategic objective could be narrowed down to 4-5 objectives instead of spreading the very limited JPRM funds across 11 SOs. That would allow also WRO’s to implement more comprehensive programmes with a sufficient budget to make tangible outcomes and more effective monitoring and evaluation plan.
A larger mission should be organized that engages donors and others sectors (wider than just MOH) that presents new directions in overall WHO programmes, critical appraisal of country and perspectives for collaboration. The mission team should know the country and its specificities well, and avoid projecting their own agenda. JPRM should be conducted as a workshop and clearly linked to UNDAF where it exists.
Interaction between the JPRM mission and the MoH representatives is good;
Duration for the JPRM mission development is sufficient;
The profile required for the JPRM team should be made up of senior staff members, comprehending country context and sensitivities, working in the same priority areas, knowledgeable about WHO main mandate and priorities, regional priorities and the respective country's priorities; should have wider public health knowledge in order to discuss/defend the whole plan. Should also have worked in health systems of developing countries, field experience and have knowledge of evolving health challenges in the region and preferably a staff member who was in engaged in that respective countries CCS, as well as the respective country’s government (MOH) working system , civil society and private sector. Staff members should be chosen through a dialogue with the WR and in some cases director level maybe required, and technical staff should join in areas in which WRO anticipates problems/resistance. Staff member’s chosen should be conversant in the language of the respective country and should have a basic understanding of health and human rights, gender equity and results based management. Furthermore, the staff member chosen should good communication and negotiation skills, specifically dealing with conflict resolution. Finally, composition of the planning team should have HQ, RO and CO representation (WR from neighboring country and from other regions).
Should be concise, structured, summarizing achievements and/or a short executive summary may be used as a reference for executives. The chapters need to be revisited to ensure whether they are required. There should be a greater flexibility to introduce country specificities. Another possibility is to simply use the CCS.
An enhancement of GSM Workplanner module is needed to enable WROs to generate the JPRM report in a standard format (as it was previously done using the workplanner application-WPE) instead of stapling the completed templates submitted by MOH and presenting them as JPRM report.
Tunisia (1), Sudan (2)
A more appropriate and effective method would be to have a sound CCS development processes, aligned with national planning timeframes (and UNDAF) which should include costed workplans and budgets with specific outcomes. JPRMs would then be simply an operationalization of the CCS based on an evaluation of the progress made in the previous biennium available/expected resources, emerging priorities and opportunities. It could then be a much simpler and efficient planning exercise.
Another approach would be to conduct the preparation long distance by the WRO and MOH, preparing draft plans and sending them for review to EMRO or by asking CO staff and EMRO staff to jointly prepare the draft plans.
The country team, if lead by a knowledgeable WR, could do the work and discussions of the final draft over a day or two, which would make it more cost effective.
Due to limited financial resources, limitation of time and different priorities of different countries, planning should be initiated at the country level with prioritization of the objectives of the country. Thus, only applicable strategic objectives should be planned for, not necessarily set activities for all the objectives. Being selective of prioritized strategic objectives would increase budget allocation and increase the efficiency of achieving goals.