The document presents Kenya's Health Sector Disaster Risk Management Strategic Plan for 2014-2018. It was developed by the Ministry of Health in collaboration with stakeholders to strengthen disaster preparedness and response in the health sector. The plan aims to address weaknesses identified in areas like leadership, coordination, policies and resources. It outlines strategic priorities such as enhancing prevention, preparedness and recovery efforts, improving risk monitoring, and strengthening research and resource mobilization. The 5-year plan will be implemented nationally and locally with the goal of building resilience in Kenya's health system.
Thematic Platform for Emergency and Disaster Risk Management Health and the ...Global Risk Forum GRFDavos
Presentation at the Consultion Day event about: Scientific and Technical Platforms / Networks: Achievements and Future Goals during the Global Platform for Disaster Risk Reduction GPDRR 2013 in Geneva
This document provides biographical and professional information about Jean-Marie Nyambe Wandji. It details his education history including degrees in medicine and public health. It lists his professional experience working for organizations like MSF and Save the Children in various African countries on public health programs related to malaria, nutrition, HIV/AIDS and emergency response. His current role is as an international health humanitarian advisor with Save the Children in the Central African Republic and Niger.
Responding to Health System Failure on Tuberculosis in Southern AfricaHFG Project
This document discusses health system failures in combating tuberculosis (TB) in Southern Africa, focusing on miners. It applies the Flagship Framework's "control knobs" (financing, payment, organization, regulation, behavior) to analyze TB control programs. Miners in Southern Africa have the highest TB rates in the world due to occupational and socioeconomic risks. While treatment is effective, health systems struggle with social determinants like poverty, multi-sectoral issues, and long treatment times. The analysis recommends a patient-centered approach involving whole-of-government and multi-sectoral cooperation to better address the underlying drivers fueling the TB epidemic.
Health Trends in the Middle East and North AfricaHFG Project
In the past several decades, countries in the Middle East and North Africa have made significant improvements in developing their health systems and improving the health status of their populations. However, the region continues to face substantial and diverse political, economic, social, and health challenges: a rise in the burden of noncommunicable diseases, ongoing conflicts in several countries, and refugee crises. To inform future USAID health investments in the Middle East and North Africa, the Sustaining Health Outcomes through the Private Sector (SHOPS) Plus project and the Health Financing and Governance (HFG) project conducted an analysis of the private health sector and the health financing landscape from January 2017 to April 2018. The countries included in this analysis are Algeria, Egypt, Iraq, Jordan, Lebanon, Libya, Morocco, Syria, Tunisia, the West Bank and Gaza, and Yemen.
The USAID Health Finance and Governance project in Angola helped the Ministry of Health develop a costed National Health Plan and monitoring and evaluation system to better advocate for health funding. Specifically:
1) HFG assisted MINSA in calculating a 12-year $6.3 billion budget to implement the National Health Plan, which helped gain approval and political support for increased health funding.
2) An M&E plan was developed and led to the creation of an M&E department at MINSA to track health spending and sector progress.
3) Efforts were made to establish a health accounting system to measure how funds are actually spent, but this was not completed due to a change in government leadership.
WHO - Kenya health sector disaster risk management capacity. Dr. James Tepre...Emmanuel Mosoti Machani
The document summarizes the findings of a 2013 assessment of disaster risk management (DRM) capacity in Kenya's health sector. It identifies several critical areas in need of strengthening, including legal and policy frameworks, coordination mechanisms, risk information, institutional response plans, community preparedness, health facility resilience, communications, and human resources. Recommendations are provided, such as developing an all-hazards national health disaster plan, conducting comprehensive risk assessments, assisting communities to strengthen DRM structures, and ensuring health facilities have master plans that incorporate DRM. The goal is to inform a roadmap to improve DRM capacity at national and county levels in Kenya.
Reproductive Health Training manual - HEPS UGANDAHepsuganda
This document provides an overview and introduction to a training manual on health rights and responsibilities in Uganda, with a focus on voluntary family planning. The objectives are to increase knowledge about free, full and informed choice in family planning and the role of contraceptive stock availability. The project aims to empower communities to address contraceptive stockouts at local health facilities and expand contraceptive choice. It will mobilize communities to take action on stockouts and share evidence with national stakeholders to advocate for improved availability of a broad range of contraceptives. The manual covers definitions of key terms, health rights including family planning rights, myths and misconceptions, and clients' responsibilities regarding health services and family planning choices.
Health System Reforms to Accelerate Universal Health Coverage in Côte d'IvoireHFG Project
The document summarizes health system reforms in Côte d'Ivoire to accelerate progress toward universal health coverage. Key reforms include improving funding and financial management through increased domestic resource mobilization and transparency measures. Service delivery is being strengthened by expanding maternal and child health services and ensuring drug availability. Governance is also being strengthened through audits of management risks and training inspectors to apply standardized financial controls at local levels.
Thematic Platform for Emergency and Disaster Risk Management Health and the ...Global Risk Forum GRFDavos
Presentation at the Consultion Day event about: Scientific and Technical Platforms / Networks: Achievements and Future Goals during the Global Platform for Disaster Risk Reduction GPDRR 2013 in Geneva
This document provides biographical and professional information about Jean-Marie Nyambe Wandji. It details his education history including degrees in medicine and public health. It lists his professional experience working for organizations like MSF and Save the Children in various African countries on public health programs related to malaria, nutrition, HIV/AIDS and emergency response. His current role is as an international health humanitarian advisor with Save the Children in the Central African Republic and Niger.
Responding to Health System Failure on Tuberculosis in Southern AfricaHFG Project
This document discusses health system failures in combating tuberculosis (TB) in Southern Africa, focusing on miners. It applies the Flagship Framework's "control knobs" (financing, payment, organization, regulation, behavior) to analyze TB control programs. Miners in Southern Africa have the highest TB rates in the world due to occupational and socioeconomic risks. While treatment is effective, health systems struggle with social determinants like poverty, multi-sectoral issues, and long treatment times. The analysis recommends a patient-centered approach involving whole-of-government and multi-sectoral cooperation to better address the underlying drivers fueling the TB epidemic.
Health Trends in the Middle East and North AfricaHFG Project
In the past several decades, countries in the Middle East and North Africa have made significant improvements in developing their health systems and improving the health status of their populations. However, the region continues to face substantial and diverse political, economic, social, and health challenges: a rise in the burden of noncommunicable diseases, ongoing conflicts in several countries, and refugee crises. To inform future USAID health investments in the Middle East and North Africa, the Sustaining Health Outcomes through the Private Sector (SHOPS) Plus project and the Health Financing and Governance (HFG) project conducted an analysis of the private health sector and the health financing landscape from January 2017 to April 2018. The countries included in this analysis are Algeria, Egypt, Iraq, Jordan, Lebanon, Libya, Morocco, Syria, Tunisia, the West Bank and Gaza, and Yemen.
The USAID Health Finance and Governance project in Angola helped the Ministry of Health develop a costed National Health Plan and monitoring and evaluation system to better advocate for health funding. Specifically:
1) HFG assisted MINSA in calculating a 12-year $6.3 billion budget to implement the National Health Plan, which helped gain approval and political support for increased health funding.
2) An M&E plan was developed and led to the creation of an M&E department at MINSA to track health spending and sector progress.
3) Efforts were made to establish a health accounting system to measure how funds are actually spent, but this was not completed due to a change in government leadership.
WHO - Kenya health sector disaster risk management capacity. Dr. James Tepre...Emmanuel Mosoti Machani
The document summarizes the findings of a 2013 assessment of disaster risk management (DRM) capacity in Kenya's health sector. It identifies several critical areas in need of strengthening, including legal and policy frameworks, coordination mechanisms, risk information, institutional response plans, community preparedness, health facility resilience, communications, and human resources. Recommendations are provided, such as developing an all-hazards national health disaster plan, conducting comprehensive risk assessments, assisting communities to strengthen DRM structures, and ensuring health facilities have master plans that incorporate DRM. The goal is to inform a roadmap to improve DRM capacity at national and county levels in Kenya.
Reproductive Health Training manual - HEPS UGANDAHepsuganda
This document provides an overview and introduction to a training manual on health rights and responsibilities in Uganda, with a focus on voluntary family planning. The objectives are to increase knowledge about free, full and informed choice in family planning and the role of contraceptive stock availability. The project aims to empower communities to address contraceptive stockouts at local health facilities and expand contraceptive choice. It will mobilize communities to take action on stockouts and share evidence with national stakeholders to advocate for improved availability of a broad range of contraceptives. The manual covers definitions of key terms, health rights including family planning rights, myths and misconceptions, and clients' responsibilities regarding health services and family planning choices.
Health System Reforms to Accelerate Universal Health Coverage in Côte d'IvoireHFG Project
The document summarizes health system reforms in Côte d'Ivoire to accelerate progress toward universal health coverage. Key reforms include improving funding and financial management through increased domestic resource mobilization and transparency measures. Service delivery is being strengthened by expanding maternal and child health services and ensuring drug availability. Governance is also being strengthened through audits of management risks and training inspectors to apply standardized financial controls at local levels.
The document discusses a global initiative to collect and share clinical engineering success stories from around the world. Over 150 success stories were submitted from 90 countries, falling under categories like innovation, improved access, health systems, healthcare technology management, safety and quality, and e-technology. The stories demonstrate how health technology has improved key healthcare processes and outcomes in various regions. The collection of success stories will be presented to the World Health Organization to promote best practices in health technology management.
The document provides an overview of the National Digital Health Mission (NDHM) in India. It discusses the global perspective on digital health, the conceptualization and vision of NDHM in India. The objectives of NDHM are to establish digital health infrastructure and standards to create a unified national digital health ecosystem. This is expected to provide benefits like digital health records, continuum of care, easier access to healthcare services, and better evidence-based policymaking. The key components or "building blocks" of NDHM include the Health ID, Healthcare Professionals Registry, Health Facility Registry, and Personal Health Record system.
Integrating HIV/AIDS in Vietnam’s Social Health Insurance Scheme: Experience ...HFG Project
The document describes lessons learned from integrating HIV/AIDS services into Vietnam's social health insurance scheme from 2014-2017. It discusses challenges such as HIV services originally being provided through donor funding and separate from the insurance scheme. The Health Finance and Governance project worked with Vietnamese government agencies to address barriers through technical assistance. This included integrating HIV treatment facilities into the public system funded by insurance, expanding insurance coverage, and shifting to local drug procurement. The project aligned with government policies and created evidence to advocate for sustainable HIV financing as donors transitioned support. Major lessons were the importance of working within complex adaptive systems and existing policy frameworks.
The document provides an overview of health economics. It defines economics and health economics, explaining that health economics applies economic principles to issues related to health and healthcare. It discusses key concepts in health economics including resources, markets, and the roles of micro- and macroeconomics. The importance of health economics is that it can inform policies around resource allocation and program evaluation. Methods discussed include cost analysis, cost-benefit analysis, and others.
This document summarizes a 3-day training program on program management for primary health care facility officers in charge and local government area malaria focal persons in Afikpo North and South local government areas of Ebonyi State, Nigeria. The training was conducted by 3 consultants from September 12-14, 2012 for 30 participants. It covered 4 modules: general management, integrated supportive supervision, planning and budgeting, and monitoring and evaluation. Participants engaged interactively and provided positive feedback, finding the training highly relevant to their work in strengthening malaria control programs.
Planning the Development of the Singapore National Health Portal [4 Cr3 1330 ...Gunther Eysenbach
The document summarizes the planning and development of Singapore's National Health Portal (NHP) project. The NHP aims to empower individuals to manage their health through personalized tools and resources available via a unified web portal. Phase 1 of the project, launched in 2008-2009, included a personal health record system and several health management tools. Future phases will expand functionality by integrating more data sources and adding new tools, with the goal of increasing user adoption over time through various outreach strategies.
National Training on Safe Hospitals - Sri Lanka - Module 1 Session 3 - 14Sept...Reynaldo Joson
This document outlines a training module on safe hospital concepts. It includes 4 sessions that cover: 1) a risk management framework, 2) the roles of hospitals in emergencies and disasters, 3) concepts of safe hospitals, and 4) the roles of stakeholders in ensuring safe hospitals. Session 3 discusses the Safe Hospital Campaign and its goals of protecting lives, ensuring hospital functionality after disasters, and improving risk reduction capacity. A safe hospital is defined as one that remains accessible and functioning at maximum capacity during and after a disaster. Key elements of a safe hospital include structural resilience, continuity of services, emergency plans and trained staff.
World Health Day 2009 focuses on ensuring the safety and preparedness of health facilities and workers during emergencies. The goal is to ensure health facilities can continue operating after disasters by making their structures resilient, protecting equipment and supplies, and improving worker preparedness. All sectors must work together to develop national policies, coordinate programs, and integrate plans to protect lives and deliver healthcare during emergencies.
Entry Point Mapping: A Tool to Promote Civil Society Engagement on Health Fin...HFG Project
ivil society organizations (CSOs), particularly those working in the health sector, frequently seek opportunities to influence public health policy or share feedback on the quality or accessibility of health services. While these organizations may have important contributions to make, they often are not aware of the most effective and accessible entry points to use. Entry Point Mapping provides a methodology for systemic review and identification of mechanisms, forums and public platforms by which civil society organizations can participate in health sector policy formulation, program implementation, and oversight.
This paper presents an Entry Point Mapping Tool designed for CSOs with advocacy experience and public health officials seeking to expand civil society participation and contains a step-by-step guide for researching and analyzing legal entry points for civil society participation in governance of public health care facilities. Because CSOs have varied interests, the tool includes a series of steps for individual CSOs to determine the level of government at which to pursue their specific advocacy interest and the process of collecting targeted information on legally required points of entry for their civic engagement.
In addition, the Entry Point Mapping Tool offers guidance on analyzing the effectiveness on these entry points and coaches CSOs through the negotiation process of activating or expanding existing entry points, creating new ones, and winning overall collaboration with health officials on improving health policy and service delivery. This tool also documents the experience of CSOs implementing the entry point mapping methodology in Bangladesh and Cote d’Ivoire to demonstrate how the tool can promote increased civil society engagement on issues of health finance and governance.
HFG Indonesia Strategic Health PurchasingHFG Project
The document summarizes the findings of a strategic health purchasing review in Indonesia. Key findings include:
1) JKN coverage has expanded significantly but expenditures are growing faster than revenues, threatening sustainability.
2) Indonesia spends a low amount on health compared to international standards given its commitment to universal coverage.
3) Strategic purchasing, which involves defining benefits and payments to providers, can improve efficiency and quality while maintaining coverage. However, purchasing functions in Indonesia remain split between agencies limiting its effectiveness.
The document discusses Singapore's healthcare industry and government policies. It notes that the aging population is causing diseases to rise. The top 5 cancers affecting men and women are listed. It also discusses the government's role in healthcare including expenditures, increasing hospital beds, and policies like Medisave and MediShield which are compulsory savings programs. The healthcare future section outlines plans for new hospitals, polyclinics, and devices. It provides information on registering a healthcare business in Singapore.
Capital Investment in Health Systems: What is the latest thinking?HFG Project
Capital investment in health typically refers to large expenditures in construction of hospitals and other facilities, investment in diagnostic and treatment technologies, and information technology platforms. These investments are characterized by their longevity and they are critical to efforts to improve healthcare quality and efficiency. Contrary to developed countries where there is well documented experience on capital investment in the health sector, including use of public private partnerships for the investment; there is little evidence on capital investment in health from low and middle income countries.
This work was undertaken to add to the HFG’s knowledge and learning strategy by clarifying what good practice guidance exists in capital benchmark in LMICs health sectors, as well as the HFG project’s experience in the area. This brief will be of value to all those interested in the planning and financing the capital investment in the health sector. This includes politicians, planners, managers, health professionals, architects, designers, and researchers in both the public and private sectors.
The document discusses the roles of navigators and producers in health insurance exchanges and identifies key issues regarding how they will interact. Navigators are intended to help educate consumers and facilitate enrollment under the Affordable Care Act, while producers currently sell insurance on behalf of issuers and will likely play an important role in exchange success. The document outlines several important issues for states to consider regarding oversight, licensing, accountability, and defining the scope of navigator responsibilities.
This document proposes several policies to strengthen Bangladesh's healthcare system in response to COVID-19:
1. Increase government investment in research and development for healthcare to at least 30% of the budget, and establish nationwide research facilities to develop vaccines and treatments.
2. Implement a universal health insurance program (UHIP) using national IDs that covers all citizens ages 18-65 through their employers, and establish an online tracking system to monitor the program.
3. Use artificial intelligence and blockchain technology to improve disease detection, monitor healthcare professionals, and create a distributed medical records system.
4. Develop a decentralized and distributed medical supply chain to ensure efficient delivery of equipment and supplies.
The goal is to make
The global eye health action plan 2014–2019 aims to reduce avoidable visual impairment as a global public health problem and to secure access to rehabilitation services for the visually impaired. This should be achieved by expanding current efforts by Member States, the WHO Secretariat and international partners, improved coordination, efficient monitoring, focusing the use of resources towards the most cost-effective interventions, and developing innovative approaches to prevent and cure eye diseases.
Modeling the impact of the health finance and governance projectHFG Project
Over its six-year life (2012-2018), the project worked with more than 40 partner countries to increase their domestic resources for health, manage resources more effectively, and reduce system bottlenecks in order to increase access to and use of priority health services and strengthen health systems overall. HFG provided state-of-the-art and country-specific technical assistance to remove obstacles that impede effective health system functioning and essential reforms. Recognizing the importance of measuring its impact, HFG quantified its return on investment for HFG health systems strengthening efforts.
HFG and its partner Avenir Health conducted a rigorous exercise to estimate the impact of the project’s health systems strengthening activities on its overall goal: increased use of priority health services. We used Spectrum, a suite of modeling tools developed by Avenir Health and partners, to quantify impact on mortality and morbidity based on changes in the coverage of specific priority health services due to the project’s activities aimed at improving access, quality, and use of health care. Given the diverse activities of HFG and the challenge of establishing a measurable causal link between project activities and coverage effects, we adopted a conservative approach and chose for this impact modeling exercise a subset of HFG activities for which a direct link was apparent. Based on these parameters, the exercise was conducted for eight country programs: Bangladesh, Cote d’Ivoire, Cameroon, Ethiopia, Haiti, Nigeria, Senegal, and Vietnam.
Using a methodical approach, we analyzed individual project activities in these countries and the expected effects on service coverage to estimate the impact on morbidity and mortality. We examined how our activities, including implementing strategies for improved human resources for health, operationalizing health insurance schemes, rolling out packages of health services, and using costed plans and packages to advocate for more financial resources, will increase access to health services, which in turn will lead to greater coverage of health services among targeted populations and ultimately to reduced morbidity and mortality. We modeled the impact of HFG’s activities by quantifying the number of deaths that were averted as a result of HFG-supported strategies and reforms.
The modeling results indicate that continued implementation of health systems strengthening strategies like those HFG supported would bring significant expansion of health care coverage and enhanced health outcomes.
This report presents country- and activity-specific results and the methodology for estimating coverage changes and impact. We hope this modeling exercise adds to the global understanding of how the impact of health systems strengthening can be measured. It provides powerful evidence on why investment and effort in strengthening health systems must continue.
Performance measurement and KPI setting - Zarina Temekova, KazakhstanOECD Governance
The document discusses performance budgeting in Kazakhstan's health system. It begins by defining performance budgeting as linking budget formation and execution to achieving strategic goals and objectives. It then outlines Kazakhstan's history of implementing performance budgeting since 2007. Key aspects discussed include the country's state planning system, budget management cycle, health care financing structure, and strategic documents like the healthcare development program and ministry of health strategic plan that guide performance budgeting implementation. Performance indicators, reimbursement mechanisms, and examples of cases subject to payment withdrawal are also summarized.
South Africa HIV and TB Expenditure Review 2014/15 - 2016/17. Executive SummaryHFG Project
The South African Government (SAG) and its development partners have mounted a formidable response to the world’s largest HIV epidemic and a persistent burden of tuberculosis (TB), the country’s leading killer. Nearly 4 million South Africans initiated antiretroviral therapy (ART) by the end of financial year 2016/17, helping to curtail new infections and reduce the number of annual HIV-related deaths. Mortality from TB has also declined thanks, in part, to improved treatment success.
Despite progress, challenges remain. Roughly 3 million people living with HIV (PLHIV) lack treatment, and each year more than a quarter million are newly infected. Moreover, nearly a half million South Africans contract TB every year, with an increasing share affected by drug-resistant strains.
To effectively plan and steward the health system, the SAG routinely monitors programmatic and financial performance of the response to HIV and TB, including by tracking expenditure. Analysis of spending, including trends in sources, levels, geographic and programmatic distribution and cost drivers can help policymakers to assess whether resources are reaching priority populations, interventions, and hotspot geographies; to identify potential opportunities to improve allocative and technical efficiency; and to stimulate more productive dialogue at multiple levels of the system.
This review of HIV and TB expenditure in South Africa is an input to policy, planning and management processes within and amongst spheres of government and between government and development partners. The data have been especially useful to national and provincial programme managers as they perform their oversight functions, leading to improved spending of available resources. With 52 annexes, it also serves as an authoritative reference document detailing levels and trends in HIV and TB spending by the three main funders of the disease responses: the SAG, the United States Government (USG), primarily via the President’s Emergency Plan for AIDS Relief (PEPFAR), and the Global Fund to Fight AIDS, Tuberculosis, and Malaria (the Global Fund). The findings have informed South Africa’s report to the UNAIDS Global AIDS Monitor and the country’s forthcoming funding request to the Global Fund.
Landscape of Urban Health Financing and Governance in BangladeshHFG Project
The document provides an overview of urban health care delivery in Bangladesh. It finds that while urban local bodies are legally responsible for primary health care, they lack the infrastructure to provide these services. As a result, the urban population relies on a variety of alternative providers, including private clinics and hospitals, government secondary/tertiary hospitals, donor-funded projects like the Urban Primary Health Care Services Delivery Project and NGO Health Service Delivery Project, international NGOs, and local NGOs/CBOs. These institutions are financed through different mechanisms like user fees, government budgets, and donor funding. Governance also varies depending on the type of organization. The analysis concludes there are significant gaps in knowledge around urban health financing, delivery
The Health Finance and Governance project in Ukraine worked to improve the country's health system through strategic purchasing approaches. It demonstrated the effectiveness of integrating HIV testing into primary care, improving efficiency of the TB hospital system by developing monitoring and simulation tools, and laying the groundwork for strategic purchasing reforms across the broader hospital sector. Key results included increasing HIV testing and detection rates while lowering costs, helping restructure TB hospitals based on data to improve care and achieve savings, and establishing cost accounting methods and a case-based payment system pilot to enhance the performance and efficiency of hospitals nationwide.
The document discusses management of health and medical issues in disasters. It defines key terms like hazard, risk, vulnerability, and disaster. It outlines public health consequences of disasters like increased deaths and diseases. It discusses challenges faced in health emergency management like lack of resources, coordination and documentation. It provides guidance on water and sanitation, excreta disposal, solid waste management and key principles of disaster response.
This document discusses the need for a clearly defined national disaster management policy in Pakistan. It outlines the main elements that should be included in such a policy, including defining the disaster threats, assessing available resources, and outlining organizational arrangements for prevention, preparedness, response, recovery and development. The process of policy definition should consider factors like the disaster threat, likely effects, resources, and how the policy interlocks with other national policies like development and environment protection. The document provides examples of Pakistan's hazards like earthquakes, floods, tsunamis and discusses the country's disaster context due to factors like climate, geography and vulnerability. It outlines Pakistan's pre-2005 and post-2005 disaster management systems and arrangements.
The document discusses a global initiative to collect and share clinical engineering success stories from around the world. Over 150 success stories were submitted from 90 countries, falling under categories like innovation, improved access, health systems, healthcare technology management, safety and quality, and e-technology. The stories demonstrate how health technology has improved key healthcare processes and outcomes in various regions. The collection of success stories will be presented to the World Health Organization to promote best practices in health technology management.
The document provides an overview of the National Digital Health Mission (NDHM) in India. It discusses the global perspective on digital health, the conceptualization and vision of NDHM in India. The objectives of NDHM are to establish digital health infrastructure and standards to create a unified national digital health ecosystem. This is expected to provide benefits like digital health records, continuum of care, easier access to healthcare services, and better evidence-based policymaking. The key components or "building blocks" of NDHM include the Health ID, Healthcare Professionals Registry, Health Facility Registry, and Personal Health Record system.
Integrating HIV/AIDS in Vietnam’s Social Health Insurance Scheme: Experience ...HFG Project
The document describes lessons learned from integrating HIV/AIDS services into Vietnam's social health insurance scheme from 2014-2017. It discusses challenges such as HIV services originally being provided through donor funding and separate from the insurance scheme. The Health Finance and Governance project worked with Vietnamese government agencies to address barriers through technical assistance. This included integrating HIV treatment facilities into the public system funded by insurance, expanding insurance coverage, and shifting to local drug procurement. The project aligned with government policies and created evidence to advocate for sustainable HIV financing as donors transitioned support. Major lessons were the importance of working within complex adaptive systems and existing policy frameworks.
The document provides an overview of health economics. It defines economics and health economics, explaining that health economics applies economic principles to issues related to health and healthcare. It discusses key concepts in health economics including resources, markets, and the roles of micro- and macroeconomics. The importance of health economics is that it can inform policies around resource allocation and program evaluation. Methods discussed include cost analysis, cost-benefit analysis, and others.
This document summarizes a 3-day training program on program management for primary health care facility officers in charge and local government area malaria focal persons in Afikpo North and South local government areas of Ebonyi State, Nigeria. The training was conducted by 3 consultants from September 12-14, 2012 for 30 participants. It covered 4 modules: general management, integrated supportive supervision, planning and budgeting, and monitoring and evaluation. Participants engaged interactively and provided positive feedback, finding the training highly relevant to their work in strengthening malaria control programs.
Planning the Development of the Singapore National Health Portal [4 Cr3 1330 ...Gunther Eysenbach
The document summarizes the planning and development of Singapore's National Health Portal (NHP) project. The NHP aims to empower individuals to manage their health through personalized tools and resources available via a unified web portal. Phase 1 of the project, launched in 2008-2009, included a personal health record system and several health management tools. Future phases will expand functionality by integrating more data sources and adding new tools, with the goal of increasing user adoption over time through various outreach strategies.
National Training on Safe Hospitals - Sri Lanka - Module 1 Session 3 - 14Sept...Reynaldo Joson
This document outlines a training module on safe hospital concepts. It includes 4 sessions that cover: 1) a risk management framework, 2) the roles of hospitals in emergencies and disasters, 3) concepts of safe hospitals, and 4) the roles of stakeholders in ensuring safe hospitals. Session 3 discusses the Safe Hospital Campaign and its goals of protecting lives, ensuring hospital functionality after disasters, and improving risk reduction capacity. A safe hospital is defined as one that remains accessible and functioning at maximum capacity during and after a disaster. Key elements of a safe hospital include structural resilience, continuity of services, emergency plans and trained staff.
World Health Day 2009 focuses on ensuring the safety and preparedness of health facilities and workers during emergencies. The goal is to ensure health facilities can continue operating after disasters by making their structures resilient, protecting equipment and supplies, and improving worker preparedness. All sectors must work together to develop national policies, coordinate programs, and integrate plans to protect lives and deliver healthcare during emergencies.
Entry Point Mapping: A Tool to Promote Civil Society Engagement on Health Fin...HFG Project
ivil society organizations (CSOs), particularly those working in the health sector, frequently seek opportunities to influence public health policy or share feedback on the quality or accessibility of health services. While these organizations may have important contributions to make, they often are not aware of the most effective and accessible entry points to use. Entry Point Mapping provides a methodology for systemic review and identification of mechanisms, forums and public platforms by which civil society organizations can participate in health sector policy formulation, program implementation, and oversight.
This paper presents an Entry Point Mapping Tool designed for CSOs with advocacy experience and public health officials seeking to expand civil society participation and contains a step-by-step guide for researching and analyzing legal entry points for civil society participation in governance of public health care facilities. Because CSOs have varied interests, the tool includes a series of steps for individual CSOs to determine the level of government at which to pursue their specific advocacy interest and the process of collecting targeted information on legally required points of entry for their civic engagement.
In addition, the Entry Point Mapping Tool offers guidance on analyzing the effectiveness on these entry points and coaches CSOs through the negotiation process of activating or expanding existing entry points, creating new ones, and winning overall collaboration with health officials on improving health policy and service delivery. This tool also documents the experience of CSOs implementing the entry point mapping methodology in Bangladesh and Cote d’Ivoire to demonstrate how the tool can promote increased civil society engagement on issues of health finance and governance.
HFG Indonesia Strategic Health PurchasingHFG Project
The document summarizes the findings of a strategic health purchasing review in Indonesia. Key findings include:
1) JKN coverage has expanded significantly but expenditures are growing faster than revenues, threatening sustainability.
2) Indonesia spends a low amount on health compared to international standards given its commitment to universal coverage.
3) Strategic purchasing, which involves defining benefits and payments to providers, can improve efficiency and quality while maintaining coverage. However, purchasing functions in Indonesia remain split between agencies limiting its effectiveness.
The document discusses Singapore's healthcare industry and government policies. It notes that the aging population is causing diseases to rise. The top 5 cancers affecting men and women are listed. It also discusses the government's role in healthcare including expenditures, increasing hospital beds, and policies like Medisave and MediShield which are compulsory savings programs. The healthcare future section outlines plans for new hospitals, polyclinics, and devices. It provides information on registering a healthcare business in Singapore.
Capital Investment in Health Systems: What is the latest thinking?HFG Project
Capital investment in health typically refers to large expenditures in construction of hospitals and other facilities, investment in diagnostic and treatment technologies, and information technology platforms. These investments are characterized by their longevity and they are critical to efforts to improve healthcare quality and efficiency. Contrary to developed countries where there is well documented experience on capital investment in the health sector, including use of public private partnerships for the investment; there is little evidence on capital investment in health from low and middle income countries.
This work was undertaken to add to the HFG’s knowledge and learning strategy by clarifying what good practice guidance exists in capital benchmark in LMICs health sectors, as well as the HFG project’s experience in the area. This brief will be of value to all those interested in the planning and financing the capital investment in the health sector. This includes politicians, planners, managers, health professionals, architects, designers, and researchers in both the public and private sectors.
The document discusses the roles of navigators and producers in health insurance exchanges and identifies key issues regarding how they will interact. Navigators are intended to help educate consumers and facilitate enrollment under the Affordable Care Act, while producers currently sell insurance on behalf of issuers and will likely play an important role in exchange success. The document outlines several important issues for states to consider regarding oversight, licensing, accountability, and defining the scope of navigator responsibilities.
This document proposes several policies to strengthen Bangladesh's healthcare system in response to COVID-19:
1. Increase government investment in research and development for healthcare to at least 30% of the budget, and establish nationwide research facilities to develop vaccines and treatments.
2. Implement a universal health insurance program (UHIP) using national IDs that covers all citizens ages 18-65 through their employers, and establish an online tracking system to monitor the program.
3. Use artificial intelligence and blockchain technology to improve disease detection, monitor healthcare professionals, and create a distributed medical records system.
4. Develop a decentralized and distributed medical supply chain to ensure efficient delivery of equipment and supplies.
The goal is to make
The global eye health action plan 2014–2019 aims to reduce avoidable visual impairment as a global public health problem and to secure access to rehabilitation services for the visually impaired. This should be achieved by expanding current efforts by Member States, the WHO Secretariat and international partners, improved coordination, efficient monitoring, focusing the use of resources towards the most cost-effective interventions, and developing innovative approaches to prevent and cure eye diseases.
Modeling the impact of the health finance and governance projectHFG Project
Over its six-year life (2012-2018), the project worked with more than 40 partner countries to increase their domestic resources for health, manage resources more effectively, and reduce system bottlenecks in order to increase access to and use of priority health services and strengthen health systems overall. HFG provided state-of-the-art and country-specific technical assistance to remove obstacles that impede effective health system functioning and essential reforms. Recognizing the importance of measuring its impact, HFG quantified its return on investment for HFG health systems strengthening efforts.
HFG and its partner Avenir Health conducted a rigorous exercise to estimate the impact of the project’s health systems strengthening activities on its overall goal: increased use of priority health services. We used Spectrum, a suite of modeling tools developed by Avenir Health and partners, to quantify impact on mortality and morbidity based on changes in the coverage of specific priority health services due to the project’s activities aimed at improving access, quality, and use of health care. Given the diverse activities of HFG and the challenge of establishing a measurable causal link between project activities and coverage effects, we adopted a conservative approach and chose for this impact modeling exercise a subset of HFG activities for which a direct link was apparent. Based on these parameters, the exercise was conducted for eight country programs: Bangladesh, Cote d’Ivoire, Cameroon, Ethiopia, Haiti, Nigeria, Senegal, and Vietnam.
Using a methodical approach, we analyzed individual project activities in these countries and the expected effects on service coverage to estimate the impact on morbidity and mortality. We examined how our activities, including implementing strategies for improved human resources for health, operationalizing health insurance schemes, rolling out packages of health services, and using costed plans and packages to advocate for more financial resources, will increase access to health services, which in turn will lead to greater coverage of health services among targeted populations and ultimately to reduced morbidity and mortality. We modeled the impact of HFG’s activities by quantifying the number of deaths that were averted as a result of HFG-supported strategies and reforms.
The modeling results indicate that continued implementation of health systems strengthening strategies like those HFG supported would bring significant expansion of health care coverage and enhanced health outcomes.
This report presents country- and activity-specific results and the methodology for estimating coverage changes and impact. We hope this modeling exercise adds to the global understanding of how the impact of health systems strengthening can be measured. It provides powerful evidence on why investment and effort in strengthening health systems must continue.
Performance measurement and KPI setting - Zarina Temekova, KazakhstanOECD Governance
The document discusses performance budgeting in Kazakhstan's health system. It begins by defining performance budgeting as linking budget formation and execution to achieving strategic goals and objectives. It then outlines Kazakhstan's history of implementing performance budgeting since 2007. Key aspects discussed include the country's state planning system, budget management cycle, health care financing structure, and strategic documents like the healthcare development program and ministry of health strategic plan that guide performance budgeting implementation. Performance indicators, reimbursement mechanisms, and examples of cases subject to payment withdrawal are also summarized.
South Africa HIV and TB Expenditure Review 2014/15 - 2016/17. Executive SummaryHFG Project
The South African Government (SAG) and its development partners have mounted a formidable response to the world’s largest HIV epidemic and a persistent burden of tuberculosis (TB), the country’s leading killer. Nearly 4 million South Africans initiated antiretroviral therapy (ART) by the end of financial year 2016/17, helping to curtail new infections and reduce the number of annual HIV-related deaths. Mortality from TB has also declined thanks, in part, to improved treatment success.
Despite progress, challenges remain. Roughly 3 million people living with HIV (PLHIV) lack treatment, and each year more than a quarter million are newly infected. Moreover, nearly a half million South Africans contract TB every year, with an increasing share affected by drug-resistant strains.
To effectively plan and steward the health system, the SAG routinely monitors programmatic and financial performance of the response to HIV and TB, including by tracking expenditure. Analysis of spending, including trends in sources, levels, geographic and programmatic distribution and cost drivers can help policymakers to assess whether resources are reaching priority populations, interventions, and hotspot geographies; to identify potential opportunities to improve allocative and technical efficiency; and to stimulate more productive dialogue at multiple levels of the system.
This review of HIV and TB expenditure in South Africa is an input to policy, planning and management processes within and amongst spheres of government and between government and development partners. The data have been especially useful to national and provincial programme managers as they perform their oversight functions, leading to improved spending of available resources. With 52 annexes, it also serves as an authoritative reference document detailing levels and trends in HIV and TB spending by the three main funders of the disease responses: the SAG, the United States Government (USG), primarily via the President’s Emergency Plan for AIDS Relief (PEPFAR), and the Global Fund to Fight AIDS, Tuberculosis, and Malaria (the Global Fund). The findings have informed South Africa’s report to the UNAIDS Global AIDS Monitor and the country’s forthcoming funding request to the Global Fund.
Landscape of Urban Health Financing and Governance in BangladeshHFG Project
The document provides an overview of urban health care delivery in Bangladesh. It finds that while urban local bodies are legally responsible for primary health care, they lack the infrastructure to provide these services. As a result, the urban population relies on a variety of alternative providers, including private clinics and hospitals, government secondary/tertiary hospitals, donor-funded projects like the Urban Primary Health Care Services Delivery Project and NGO Health Service Delivery Project, international NGOs, and local NGOs/CBOs. These institutions are financed through different mechanisms like user fees, government budgets, and donor funding. Governance also varies depending on the type of organization. The analysis concludes there are significant gaps in knowledge around urban health financing, delivery
The Health Finance and Governance project in Ukraine worked to improve the country's health system through strategic purchasing approaches. It demonstrated the effectiveness of integrating HIV testing into primary care, improving efficiency of the TB hospital system by developing monitoring and simulation tools, and laying the groundwork for strategic purchasing reforms across the broader hospital sector. Key results included increasing HIV testing and detection rates while lowering costs, helping restructure TB hospitals based on data to improve care and achieve savings, and establishing cost accounting methods and a case-based payment system pilot to enhance the performance and efficiency of hospitals nationwide.
The document discusses management of health and medical issues in disasters. It defines key terms like hazard, risk, vulnerability, and disaster. It outlines public health consequences of disasters like increased deaths and diseases. It discusses challenges faced in health emergency management like lack of resources, coordination and documentation. It provides guidance on water and sanitation, excreta disposal, solid waste management and key principles of disaster response.
This document discusses the need for a clearly defined national disaster management policy in Pakistan. It outlines the main elements that should be included in such a policy, including defining the disaster threats, assessing available resources, and outlining organizational arrangements for prevention, preparedness, response, recovery and development. The process of policy definition should consider factors like the disaster threat, likely effects, resources, and how the policy interlocks with other national policies like development and environment protection. The document provides examples of Pakistan's hazards like earthquakes, floods, tsunamis and discusses the country's disaster context due to factors like climate, geography and vulnerability. It outlines Pakistan's pre-2005 and post-2005 disaster management systems and arrangements.
This document provides an overview of disaster management. It begins with definitions of disasters and emergency management. It describes the different types of natural and man-made disasters. It outlines the disaster management cycle, including the disaster phase, response phase, recovery phase, risk reduction phase, and preparedness phase. It discusses victims and survivors of disasters and the concept of a "second disaster". It also covers topics like disaster syndromes, examples of past disasters, patterns of injury and mortality, displacement of victims, impacts on health, and approaches for specific disasters like floods, earthquakes, and nuclear incidents.
This document summarizes a study on indigenous knowledge for health management during flood disasters in central Thailand communities. The study explored indigenous knowledge on health management during floods through interviews with 291 people in Ayutthaya Village. It identified key indigenous practices for food preparation, exercise, health protection, sanitation, and stress management during floods. The results were used to develop a three-stage health management model for floods: preparation, disaster response, and post-disaster recovery. The model aims to help villagers effectively deal with health issues during floods using their cultural knowledge and practices.
A disaster is a natural or man-made hazard that causes substantial damage and destruction. Disasters disproportionately impact developing countries due to greater vulnerabilities and risks. Disaster management aims to reduce the impacts of disasters through preparedness, mitigation and response. It involves coordinating response efforts at all levels to provide emergency aid and meet basic needs in disaster-stricken areas. Effective disaster management relies on thorough emergency planning and response coordination among different organizations.
Community health nurse in disaster managementNursing Path
This document discusses the role of community health nurses in disaster management. It describes how there are two main types of disasters: natural disasters and man-made disasters. The objectives of disaster nursing are to reduce the impact on human life and health, participate in coordinated relief efforts, and initiate rehabilitation. Community health nurses play an important role in disaster preparedness, response, and recovery. Their duties include educating the community, assessing vulnerabilities, implementing disaster plans, and addressing both physical and mental health needs after a disaster occurs.
This document discusses disaster nursing and classifies different types of disasters. It defines a disaster as an event that causes damage, destruction, loss of life, and deterioration of health services beyond the normal capacity of the affected community. Disasters are classified as natural (e.g. floods, earthquakes), man-made (e.g. fires, wars), technological (e.g. industrial accidents), or complex emergencies. The document outlines the phases of a disaster from pre-impact planning to post-impact recovery. It discusses challenges for nursing in disasters and the importance of preparation, training, and an all-hazards approach to planning.
Natural disasters have been increasing in frequency and severity, resulting in greater loss of life and economic damage globally. While developing countries suffer most due to limited resources, disasters know no borders. Effective disaster management involves preventing disasters where possible, minimizing casualties during impact, and promoting reconstruction afterwards. Nurses play a key role by assessing community risks and resources, planning mitigation strategies, implementing response plans during disasters, and evaluating recovery efforts.
The document discusses frameworks for integrating climate change adaptation and disaster risk management in the Philippines. It outlines key policies and legislation established to mainstream these approaches into government and development planning from the national to local levels. Examples are provided of local government units that have implemented successful community-based adaptation and risk reduction projects, improving resilience to climate hazards.
Natural hazards and disaster,types,mitigation and managementkamal brar
This document provides an introduction to natural hazards and discusses several specific types of hazards including earthquakes, tsunamis, and tropical cyclones. It explains that a geohazard involves an earth process interacting with human activity to cause loss of life or property. Understanding the human element is critical because population growth is increasing the number of people living in hazard-prone areas. While the geological processes cannot be stopped, efforts can be made to mitigate hazards through scientific study, education, engineering practices, and emergency management. Specific natural hazards like earthquakes, tsunamis, and tropical cyclones are then examined in more detail including how they form and the damage they can cause.
1) The document discusses disaster medical operations training for CERT members, based on the assumptions that the number of victims could exceed treatment capacity and survivors will need to provide assistance.
2) It outlines the "killers" in emergency medicine - airway obstruction, bleeding, and shock. CERT training focuses on treating these life-threatening conditions through techniques like opening airways, controlling bleeding, and treating for shock.
3) It describes the triage process used to sort and prioritize victims for treatment, including the Immediate, Delayed, Minor, and Dead/Deceased categories. CERT members are trained to conduct triage under simulated disaster conditions.
The document provides information about various natural disasters including avalanches, earthquakes, hurricanes, landslides, thunderstorms, tornados, tsunamis, and volcanoes. For each type of disaster, it describes what causes it and includes one or more relevant images. It also provides additional resources and links for further information. The document was written by Ben Darin, a 19-year-old studying elementary education, who included his contact information.
DRR basic concepts and terminologies of disaster risk reduction DRRrizwan81
The document defines key terms related to disaster management, including hazard, disaster, vulnerability, capacity, risk, elements at risk, response, relief, rehabilitation, reconstruction, development, mitigation, preparedness, and prevention. It explains disasters as serious disruptions exceeding a community's ability to cope that are caused by natural or man-made events. Various terms are also defined, such as vulnerability, capacity, risk, and elements at risk. The disaster management cycle is depicted as involving disaster response/relief, rehabilitation, reconstruction, development, prevention, mitigation, and preparedness. Key differences are also summarized, such as between recovery, rehabilitation and reconstruction, and between disaster management and disaster risk management.
1) A disaster is a natural or man-made hazard that causes substantial damage, loss of life, or environmental change. Tsunamis are a specific type of natural disaster caused by large displacements of water.
2) Tsunami waves can reach over 100 feet tall and travel at speeds up to 500-800 km/hr. The 2004 Indian Ocean tsunami caused over 283,000 deaths across 11 countries.
3) Warning signs of an approaching tsunami include rapid sea level changes and strong earthquakes. Construction practices like building on high ground and using drainage systems can help reduce tsunami damage.
This document discusses disaster management and response. It defines what constitutes a disaster and outlines the major types of disasters that occur in India. It describes the phases of disaster management as prediction, prevention, preparedness, rescue and relief, and rehabilitation. The document outlines the roles and responsibilities of various organizations involved in disaster response, including the National Disaster Management Authority, state and district authorities. It provides guidelines for developing disaster action plans at the district level and for hospitals to have internal and external disaster response plans to effectively manage a large influx of casualties from a disaster.
Disaster management involves preparing for, responding to, and recovering from disasters. A disaster is defined as any event that causes damage, loss of life, or deterioration of health beyond the capacity of local communities. Disaster nursing focuses on meeting physical and emotional needs resulting from disasters. Disasters can be natural or man-made, and affect communities in different ways depending on factors like speed of onset and duration. The phases of disaster management include preparedness, response, rehabilitation, and mitigation. Nurses play an important role in all phases through activities like community assessment, triage, disease surveillance, and psychological support.
Natural disasters can severely injure or kill people and cause immense property damage. In 2010, natural disasters killed 295,000 people and cost insurers $218 billion globally. The 2011 Tsunami and earthquake in Japan killed over 10,000 people, while Hurricane Katrina in 2005 alone caused $81 billion in property damage to New Orleans, flooding 80% of the city under 15 feet of water and reducing the city's population. While natural disasters cannot be prevented, organizations help with relief efforts, rebuilding, and preparing for aftermaths that can include landslides and fires.
Disaster management involves dealing with and avoiding both natural and man-made disasters through preparedness, response, recovery, and mitigation efforts. It aims to reduce vulnerabilities and impacts through organized and sustained actions to analyze and manage hazards and the underlying risks. Key aspects of disaster management include preparedness before a disaster through activities like risk assessment, warning systems, and stockpiling resources; immediate response efforts during an event; and long-term rehabilitation and reconstruction work after an event to support regrowth. Effective disaster management requires coordination and planning across different levels of government, organizations, and communities.
The document discusses the National Health Mission (NHM) of India, which aims to provide universal access to equitable, affordable, and quality healthcare. It has two sub-missions: the National Rural Health Mission and the National Urban Health Mission. The key goals of NHM are to reduce maternal and infant mortality rates and prevalence of communicable diseases. It focuses on strengthening public health systems and aims for inter-sectoral convergence to address social determinants of health. The major components of NHM include health system strengthening, reproductive and child health services, and national disease control programs.
The document provides an overview of India's National Health Mission (NHM), which includes the National Rural Health Mission and National Urban Health Mission. The vision of NHM is universal access to equitable, affordable, and quality healthcare. Key goals include reducing maternal and infant mortality rates. The document outlines the governance structure of NHM at the national, state, and district levels. It also describes the major components and initiatives of NHM, including health systems strengthening, reproductive and child health programs, and national disease control programs. Implementation of NHM has increased healthcare infrastructure, utilization, and achieved several of its targets.
This document provides a summary of the Nursing and Midwifery Policy of Malawi from June 2018.
The policy was developed to [1] guide the provision of quality nursing and midwifery care as part of Malawi's health sector response, [2] provide guidance to stakeholders on implementing nursing and midwifery services, and [3] advocate for nursing and midwifery services in Malawi. It aims to address challenges like staff shortages and inadequate resources that affect service delivery.
The policy is aligned with other national and international policies and strategies. It provides strategic directions, objectives, policy statements and implementation plans to improve human resources, leadership, practice, education, and research in nursing
This document discusses universal health coverage (UHC) and India's progress toward achieving it. It provides background on UHC, including definitions, objectives, and the global momentum behind it. It then examines India's current scenario, including existing schemes to promote UHC. Key recommendations from the High Level Expert Group on UHC include increasing public health spending, developing a national health package, and strengthening human resources and community participation. Achieving UHC would lead to benefits like greater equity, efficiency, and improved health outcomes. The document outlines the new architecture needed to achieve UHC through reforms in six critical areas.
This document discusses health in the context of disaster risk reduction and the Sendai Framework. It makes the following key points:
1. The Sendai Framework explicitly includes health as a priority area for the first time. It calls for strengthening health systems and integrating health into disaster risk reduction plans.
2. Health is imperative for reducing disaster risks and achieving other goals like the SDGs. Factors like vulnerable populations, infrastructure, training and data collection must be addressed.
3. A One Health approach recognizes the connections between human, animal, and environmental health. Disasters can spread infectious diseases, so coordinated efforts are needed across different domains of health.
4. Measuring health impacts and outcomes is important
Nigeria national iccm implementation frameworktomowo George
The Nigeria's National ICCM implementation Framework is a 'one national iCCM Implementation Model' describing the activities expected to be carried out at the different levels of government, with clear programme boundaries, roles and responsibilities of individuals, organizations and other players. This framework also shows the pattern of information flow for iCCM in the country.
HEALTH SITUATION The population of the country has incr.docxAASTHA76
HEALTH SITUATION
The population of the country has increased by 45.8% in the past 25 years, reaching 29.9 million in
2015. It is estimated that 17.5% of the population lives in rural settings (2012), 17.2% of the
population is between the ages of 15 and 24 years (2015) and life expectancy at birth is 76 years
(2012). The literacy rate for youth (15 to 24 years) is 99.2%, for total adults 94.4% (2013), and for
adult females 91.4% (2012).
The burden of disease (2012) attributable to communicable diseases is 12.6%, noncommunicable
diseases 78.0% and injuries 9.4%. The share of out-of-pocket expenditure was 19.8% in 2013 and
the health workforce density is 26.5 physicians and 53.73 nu rses and midwives per 10 000
population (2014).
HEALTH POLICIES AND SYSTEMS
The National Transformation Program 2020 identifies interventions for health system
strengthening, health promotion and control of noncommunicable diseases, control of
communicable diseases, health security, and improving partnerships for health development. In
addition, the National Transformation Program 2020 aims to improve the planning, production
and management of the health workforce. It has also prioritized the growing private sector with a
focus on better regulation and public–private sector partnerships. Promoting health in all policies
and greater intersectoral collaboration at national and subnational levels have been identified as
national priorities for the current planning cycle. Decentralization needs strengthening and the
strategy has identified mechanisms for empowering the subnational level. Capacity-building and
greater investments are other interventions outlined in the National Transformation Program
2020. The strategy also includes the strengthening of the monitoring and evaluation of national
health plans, using a user-friendly set of indicators. The health system is largely funded through
the government budget, which is mainly financed by oil revenues. However, due to the drop in oil
revenues, there is a risk that the decrease in national revenues will adversely affect national
expenditure on health. Identifying alternative sources of funding such as cost -sharing and
premium payments or implementation of health insurance is therefore advised. In addition, the
private sector needs to introduce some sort of social insurance.
The Ministry of Health provides primary health care services through a network of health care
centres, hospitals and primary health care facilities. The network of health infrastructure has
improved the access of populations in remote areas to health services and a referral system
provides curative care for all members of society from the level of general practitioners and family
physicians at centres to advanced specialist curative services in general and specialist hospitals.
New national policies and strategies for primary health care have been developed that are patient
centred and fo.
Push for stronger health systems as africa battles covidSABC News
Health Ministers and representatives from African countries gathered this week for the annual World Health Organization (WHO) Regional Committee for Africa voiced concern over the impact of COVID-19 and stressed that the pandemic was a poignant reminder for countries to bolster health systems.
This report summarizes Kenya's annual malaria situation from July 2013 to June 2014. Some key points:
- The proportion of outpatient cases due to malaria declined from 21% in 2012-2013 to 17.7% in 2013-2014. Confirmation of malaria cases using rapid diagnostic tests or microscopy increased from 34.6% to 41.7% over the same period.
- Over 7.5 million doses of antimalarial medicines and 8.5 million rapid diagnostic tests were procured and distributed in 2013-2014. Additionally, 3 million long-lasting insecticide-treated bed nets were procured in preparation for the next mass distribution campaign.
- Despite progress, fully implementing malaria control strategies may
A Rapid Assessment of Key Areas of the NHSSP for Timor-Leste: Strengths, Chal...HFG Project
This document provides a rapid assessment of key areas of Timor-Leste's National Health Sector Strategic Plan (NHSSP) 2011-2030, identifying strengths, challenges, and opportunities. Three areas are recommended for USAID to focus on: financial management and administration, human resources for health (HRH) management, and procurement.
For financial management, challenges include declining donor support and budget cuts as oil revenues decrease. Most funds go to salaries, leaving little for services. Line-item budgeting is used. Improved resource allocation through need-based budgeting and staffing is suggested.
For HRH, numbers of health workers have grown but skills and distribution remain issues. Managerial capacity
The document provides a roadmap for developing telemedicine solutions in India. It discusses the potential of telemedicine and mHealth to address healthcare challenges like poor access to care in rural areas and shortage of healthcare workers. The roadmap involves identifying key national health priorities, analyzing resource requirements, assessing the current eHealth status, and mapping implementation strategies. It then provides examples of how telemedicine can help address specific priorities in India like maternal and child health, rural healthcare, chronic diseases management etc. The roadmap is intended to help policymakers and organizations design sustainable telemedicine programs.
I served as the Project Manager for this global roadmap for Telemedicine . Mr.Rajendra Pratap Gupta , a global policy expert was the Chair of the Expert Panel
This roadmap is helpful to people across platforms for deploying telemedicine and mHealth solutions
DIRECTIONAL STRATEGIES REPORTDirectional strategies Report on the .docxmariona83
DIRECTIONAL STRATEGIES REPORTDirectional strategies Report on the CDC
Darlene Olurin
Capella University
Strategic healthcare Planning
May 2020
INTRODUCTION
The center for Disease, Control and Prevention (CDC) are a unique health organization with a unique mission. The CDC provide evidence-based medicine experience and assistance for domestic and global surveillance, laboratory, occupational health and epidemiology functions and health threats, such as the CoVID-19, infectious diseases, influenza etc. The CDC’s office of public health in preparedness and Response (OPHPR) provide strategic directions, support and coordination for activities across CDC as well as local, state, tribal, national, territorial and international public health partners (CDC, 2019).
Over the years, the CDC has developed a working and effective plan to tackle infectious diseases. A good example was the global response to the 2009 H1N1 influenza pandemic that affected more than 214 countries and territories. The CDC’s response at the time, was the most rapid and effective response to an influenza pandemic in history. Through an international donation program, the vaccine was made available to 86 countries. The experience of the2009 H1N1 influenza response, continues to inform preparedness efforts for other future pandemic and public health emergencies. However, federal and state budget cuts threaten the kind of success previously seen, as is evident during this current COVID-19 pandemic. The current presidential administration, shortly after being sworn in made some serious changes that affected the CDC’S response to the pandemic by getting rid of the teams put in place to tackle pandemics this greatly slowed the U’S’s response and lead to a wider spread of this virus. Also, innovation and creativity need to be increased to best utilize existing funds.
VISON, MIISSION AND VALUES OF THE CDC
The vision of the CDC is to create a healthier, safer world that is able to detect prevent and respond to public health threats (CDC, 2019).
The mission statement is to protect all Americans and people of the nations worldwide from public health threats by working with partners to build capacity, advance research and respond in times of crisis like during this current COVID-19 pandemic (CDC, 2019).
The CDC provide technical help, assistance and resources to state and local public health agencies to support the efforts in building and preparing resilient communities (CDC,2011).
To achieve the vision of the CDC, it is vital that stakeholders as across, public health, partners, private sectors, emergency department and other related bodies, work hand in hand.
The CDC will demonstrate leadership in public health preparedness and response by adhering to the following values they have in place:
· Engaging partners on and leveraging collaboration (a strength the TOWS matrix)
· Basing decisions on the best available science
· Encouraging effective communications and inform.
Covid 19 pandemic outbreak has resulted in unrest, medical emergency, uncertainty and global economic slowdown. It has also resulted in wide open gap and unforeseen inadequacy in investment in pandemic preparedness and response. Though a number of guidelines, protocols, panel and commissions have been set up for recommendations and preparedness on how to better identify, handle, prevent, respond in such cases, government seems to struggle to reconcile and take the advantage edge out of the lockdown as at the primary stage if preparedness and response was taken, it would have not created conflict between health, economy and livelihoods. A citizen centric support to government interventions and protocols given if followed by the citizens shall strengthen government machinery and planning.
Landscape Analysis of Incentive Structures of Village and Mobile Malaria Work...HFG Project
The document analyzes incentive structures for village and mobile malaria workers in Cambodia. It finds that while the national malaria program is led by CNM, there are multiple donors and implementers involved, leading to variation in incentive mechanisms. Financial incentives include cash payments and electronic transfers, while non-financial incentives include training, supervision, and community recognition. The analysis identifies opportunities to better align the malaria worker program with national community health strategies to improve sustainability and effectiveness over the long term.
Case Study: Improving Care through Patient-Centered Clinical Pharmacy Service...HFG Project
The Clinical Pharmacy activity in Ethiopia from 2012-2016 aimed to promote patient-centered pharmaceutical services. It trained over 200 pharmacists through a one-month in-service program. As a result, 53 of 65 hospitals implemented clinical pharmacy services. Key factors for its success included a supportive policy environment, stakeholder commitment, and an implementation plan to build staff capacity according to existing guidelines. The activity was part of broader Systems for Improved Access to Pharmaceuticals and Services (SIAPS) project in Ethiopia led by Management Sciences for Health.
Healthcare transformation-strategy in Saudi ArabiaAhmad Alnemare
The document outlines a strategy to transform the health sector in Saudi Arabia. It identifies several challenges with the current system, including an aging population, high rates of preventable diseases and injuries, inadequate primary care, gaps in quality and safety, inequitable access to services, and workforce issues. The strategy aims to address these challenges by strengthening disease prevention, improving resource allocation based on population needs, increasing efficiency and accountability, and developing a learning health system supported by digital technologies. The transformation will be guided by theories of change and delivered through coordinated implementation plans across themes over multiple phases.
Health and Disaster Risk- A contribution by the United Nations to the consultation leading to the third UN World Conference on Disaster Risk Reduction.
Similar to Health Sector Disaster Risk Management Strategic Plan 2014-2018 (5) (20)
For many years now road accidents in Kenya has been a serial killer taking down thousands of lives every year. Since Covid-19 begun in the year 2020, Kenya has lost on average 5,689 lives through the pandemic. In the year 2007/2008 post-election violence on average 1,300 lives were lost. Coincidentally, between 2020 and 2023(Covid era) on average 16, 685 lives have been lost through road accidents.
Road accidents in the country have caused immense pain to many families, leaving children orphaned, others widowed and whole families deprived of their sole breadwinners, not to forget the thousands of others left with lifelong injuries that remind them of their near brush with death.
According to data from the 2023 economic survey, 3709 lives were lost by December 2023, 4,690 deaths were reported on our roads in 2022 as compared 4,579 in 2021, presenting an increase of 111 fatalities and an increase of 2.4 percent.
Further Statistics from the National Transport and Safety Authority (NTSA) show that as of October 2023, the country reported 3,609 deaths marking an 8.9 per cent drop compared to 2022 where 3,936 fatalities were reported in the same period. This can be attributed to efforts being made by stakeholders to tame road carnage.
NTSA estimates that 3,000 Kenyans die from road accidents every year – costing the country anywhere between 3-5 percent of Gross Domestic Product (GDP). 83 percent of the fatalities were men, with individuals aged between 30-34 years being most at risk, thus robbing the country of a very productive age bracket. But the World Health Organisation (WHO) puts the figures much higher. Sadly, and clearly as the statistics from NTSA are showing, these numbers have been increasing every year.
Many of the accidents occur over the weekends and holidays with the hours 5:00PM-8:00AM being considered as peak accident hours with drunk driving and carelessness being cited as some of the major causes of these accidents.
The majority of these people who die in these accidents are vulnerable road users – pedestrians, motorcyclists, and cyclists. In addition, nearly one-third of deaths are among passengers – many of whom are killed in unsafe forms of public transportation.
As the country and the globe at large prepares for annual festivities in the month of December, cases of road accidents during this period have been noted to increase as a result of people travelling to different destinations to spend their holidays.
Particularly, the increased activities on Kenyan roads during the month of December have been attributed to the high cases of accidents that are reported during the festive period, with many cases cited to happen as a result of reckless driving.
Road Safety is both an individual and collective responsibility and each citizen should arise and play his/her role without pointing at the government or other institutions. We should build and embrace a culture of road safety by being disciplined and courteous and takin
Since 2006 I have been involved in High School Ministry through My Outreach group Africa Youth Rescue Initiative and under Kenya Students Christian Fellowship and these are great lessons that I have learnt in the field and from Mwalimu Michael Gachohi who is a great mentor in high school ministry.
1. Demography
65% of the population in Kenya is below the age of 18yrs. The majority of our teenagers are in one secondary school or the other.
2. Research findings. In a research a few years ago, the respondents in some urban churches in Nairobi were asked to indicate the age at which they received Christ as their Lord and savior. The final analysis is shown below.
70yrs and above 0%
50 – 69yrs 1%
30 – 49yrs 5%
20 – 29yrs 15%
4 – 19yrs 79%
Where then should we invest our time and resources as a church and as individuals?
3. The opportunity
The students are in school at least 9 months p.a and 9hrs per day for the day scholars. This presents a golden moment to share with them the gospel. I am not advocating that the teacher to use their lesson to preach (although it may be ok once in a while to mention something), rather, we should model the Christian life to the students
A teacher having 16 lessons each of 40 minutes a week, each of 40 students has 25,600 man minutes or 427man hrs or 18 man days with the learners per year. This translates to 44 days p.a. of 24 hrs each. If we do not reach them effectively when in high school, they may eventually become unreachable. We will give an account of what we did with the opportunities God gave us.
4. Cost effectiveness
The students are mostly already organized for you. There is no adverts in the media, no sourcing security etc. the cost is mainly time and some fare. Those involved in organizing evangelism meetings/crusades in churches know how costly an effective meeting is.
5. Impact on church and society.
i. A strong Christian union is very helpful in instilling values and discipline amongst the students
ii. Most decisions made in teenage are lifetime decisions. We should assist in making them decide to follow Christ. That is why cooperates target the youth in their adverts.
Many leaders in the church today, such as Dr David Oginde, the Bishop emeritus of CITAM, & Bishop Mark Kariuki of DC gave their lives to the Lord while in High School. The same applies to innumerable Pastors, Elders and Deacons. The Lord eternally bless the people who took their time to minister to those students.
6. Obedience to the great commission
Mat 28:18 And Jesus came and spoke unto them, saying, All power is given unto me in heaven and in earth. 19 Go ye therefore, and teach all nations, baptizing them in the name of the Father, and of the Son, and of the Holy Ghost: 20 Teaching them to observe all things whatsoever I have commanded you: and, lo, I am with you always, even unto the end of the world. Amen.
Mar 16:15 And he said unto them, Go ye into all the world, and preach the gospel to every creature.
This is not a
The Constitution of Kenya (2010) Bill of Rights provides that every citizen has right to fair labour practices, reasonable working conditions and clean and healthy environment. The history of Occupational Health and Safety (OSH) in Kenya dates back to the 1950s when the need to have a legal instrument to manage the safety, health and welfare of factory employees became indispensable. The then British government adopted the British Factories Act of 1937. The Act was later amended in 1990 to Factories and Other Places of Work Act to widen its scope of coverage to additional workplaces initially not included under the Factories Act of 1937. Kenya has ratified and adopted 49 ILO Conventions out of which ten are OSH-related. The country compiled its first national profile on OSH in 2004, while the most recent one was compiled in 2013 (ILO, 2013). The profile provides labour market insights necessary for creating a safe and healthy workplace ecosystem in the country.
In 2007, the Factories and Other Places of Work Act was repealed and replaced by the Occupational Safety and Health Act (2007), [3] commonly known as OSHA 2007. In the same year, the Work Injury Benefits Act (WIBA) [4] was enacted. The Occupational Safety and Health Act promotes safety at workplace, preventing work-related injuries and sickness, while protecting third party individuals from being predisposed to higher risk of injury and sickness associated with activities of people at places of work. The Work Injury Benefits Act was enacted to ensure that workers who sustain work-related injuries and contract diseases that are work-related get compensated. Inspection and enforcement systems exist with a bearing to occupational safety, health, and labour inspections. Inspections related to environment at work, such as safety of workplaces, general health and basic welfare of workers are executed by the Directorate of Occupational Health and Safety Services – DOSHS – to ensure compliance with OSHA (2007). Specifically, the core roles of DOSHS include: inspection of workplaces to foster.
Compliance with safety and health law; measurement of workplace pollutants for purposes of their control; investigation of occupational accidents and diseases and aiming to prevent recurrence; examination and testing of steam boilers, steam and air receivers, lifts, gas cylinders, cranes chains among other lifting equipment; training on OSH, first aid and fire safety; approving of architectural plans of buildings intended to serve as workplaces; medical
An usher is a minister of hospitality and caring in the church. Ushers are considered Levites and therefore the gatekeepers of God’s sanctuary. Ushers, as the ones who stand at the door, greet, and distribute pamphlets, are the ambassadors for the church, and a key part in the Body of Christ. Ushering is a wonderful opportunity to minister to members and visitors by way of our attitude. A smile and a gracious greeting is a very warm welcome to church and by giving everyone a heartfelt welcome, we help set the tone of the congregation. Ushering is also a great way to get to know your church family through assisting and serving them on a regular basis. The ministry of ushering is one of the most crucial because it is one of the most visible in the church. When people come to church they are sometimes burdened, sad or discouraged. Each person, member or newcomer, comes with the hope to have an uplifting experience a time of renewal and celebration and be inspired. The skillful usher helps to make this a reality for those in attendance. The ministry’s purpose is to assist the pastoral staff, to meet, greet and assist visitors and members, to maintain order and reverence and to lead by example.
Duties of the Usher:
1.Greet worshipers, making every attempt to help them feel welcome.
2.Direct members, guests and visitors to find seating in the sanctuary and overflow rooms.
3.Work in conjunction with the deacons to maintain reverence in the sanctuary, worship areas and lobby.
4.Support pastoral staff, fellow ministry leaders, other departments and or worship leaders as needed during the course of services, such as distributing handouts, bulletins, hymnals, delivering messages, etc.
5.Support church events such as concerts, crusades, Week of Prayer and funerals.
6.Receive certain offerings, delivering them promptly to the treasury department of the church
7.Remain alert for any emergency that may arise, relieving the need or contacting the person(s) needed to provide the proper assistance.
8.Direct individuals out of the service/meeting in an orderly fashion (in most instances by row), leaving the auditorium or room ready for the next service or meeting.
The definition of an usher means door keeper but in truth, our churches greatly depend on diversity and magnitude of the many services ushers provide. Each usher and greeter has the opportunity to impact the lives of new and existing people in the church and should be viewed as an extension of the pastor’s hand. In most cases, they provide the first impressions of the church and ministry of the pastor.
Their role is Reaching, Impacting and Touching people's lives.
Church Ushers help create a great hospitality experience that your first time church visitor or long term member will have on a given day.
Most pastors believe that an usher’s/greeter’s performance can make or break the outcome of the service as well as bring a true reflection of how friendly and loving their church really is. Ushers and greeters set the spiritual climate of the service by presenting a joyful attitude, making others feel welcome and comfortable, providing information regarding the church and each department, and make sure that everything is flowing in proper order so that everyone is free to worship without interruption.
Some churches may have their own set of greeters and different set of ushers. Other churches may rely on ushers being the greeters also. Typically a greeter’s role is confined to greeting people while coming into the church and foyer areas. The usher’ role is usually confined to help inside of the sanctuary with seating, offerings, assist the pastor with communion, discipline or noise interventions, as well as safety.
Usher’s/Greeter’s Motto (the 5 T’s):
Teachable, Thoughtfulness, Tactfulness, Timeliness, and Teamwork
1. Teachable. A true usher/greeter should have the spirit and heart to serve people. Every usher/greeter should be willing to be taught and learn ways to improve. Ushers/greeters who are ever-learning can greatly enhance the church, its outreach, and vision of their pastor.
2. Thoughtfulness. Ushers/Greeters should be constantly looking for ways to serve and help others. Opening doors, assisting visitors, being courteous, providing bulletins or other information about the church, etc. If visitors have small children, be sure to let them know of the rest rooms, nursery, children’s church or any other services they may need. Looking for ways to help others, along with their other duties, can bring a positive reflection of the church.
3. Tactfulness. Ushers/Greeters should present themselves in being able to communicate well and have a keen sense of knowing what to say, what to do, and where to direct others as a way to maintain good relations and prevent distractions in the service.
4. Timeliness. Ushers/Greeters should be on time and also timely in bringing assistance to others. An effective usher/greeter does not wait to be asked or wait for others to help but is keenly aware of what is going on in the church and allows the flow of the service to continue without distractions.
5. Teamwork.
The definition of an usher means door keeper but in truth, our churches greatly depend on diversity and magnitude of the many services ushers provide. Each usher and greeter has the opportunity to impact the lives of new and existing people in the church and should be viewed as an extension of the pastor’s hand. In most cases, they provide the first impressions of the church and ministry of the pastor.
Most pastors believe that an usher’s/greeter’s performance can make or break the outcome of the service as well as bring a true reflection of how friendly and loving their church really is. Ushers and greeters set the spiritual climate of the service by presenting a joyful attitude, making others feel welcome and comfortable, providing information regarding the church and each department, and make sure that everything is flowing in proper order so that everyone is free to worship without interruption.
Some churches may have their own set of greeters and different set of ushers. Other churches may rely on ushers being the greeters also. Typically, a greeter’s role is confined to greeting people while coming into the church and foyer areas. The usher’ role is usually confined to help inside of the sanctuary with seating, offerings, assist the pastor with communion, discipline or noise interventions, as well as safety.
Usher’s/Greeter’s Motto (the 5 T’s):
Teachable, Thoughtfulness, Tactfulness, Timeliness, and Teamwork
1. Teachable. A true usher/greeter should have the spirit and heart to serve people. Every usher/greeter should be willing to be taught and learn ways to improve. Ushers/greeters who are ever-learning can greatly enhance the church, its outreach, and vision of their pastor.
2. Thoughtfulness. Ushers/Greeters should be constantly looking for ways to serve and help others. Opening doors, assisting visitors, being courteous, providing bulletins or other information about the church, etc. If visitors have small children, be sure to let them know of the rest rooms, nursery, children’s church or any other services they may need. Looking for ways to help others, along with their other duties, can bring a positive reflection of the church.
3. Tactfulness. Ushers/Greeters should present themselves in being able to communicate well and have a keen sense of knowing what to say, what to do, and where to direct others as a way to maintain good relations and prevent distractions in the service.
4. Timeliness. Ushers/Greeters should be on time and also timely in bringing assistance to others. An effective usher/greeter does not wait to be asked or wait for others to help but is keenly aware of what is going on in the church and allows the flow of the service to continue without distractions.
5. Teamwork. Ushers/Greeters should work as a team, each one working together as a whole. Ushers should work uniformly in receiving offerings, communion, bring order and consistency to the service with both providing a warm and courteous welcome for everyone.
AMBASSADOR STEVE MBUGUA ROAD SAFETY CULTURE CAMPAIGN.pdfAmb Steve Mbugua
A Road Safety Culture
For the last 8 years since 2015, I have been conducting annual Road Safety Campaigns in a mission to lower the traffic accidents statistics. The campaign dubbed #AmbSteveMbuguaRoadSafetyCampaign takes place at different parts of the country.
We have so far lost lives through road accidents in Kenya more than Tripple the number we have lost through Covid-19. Kenya loses on average 4900 lives every year through road traffic accidents. The high rate of road accidents in the world at large is highly worrisome. Many people lost their loved ones on road accidents while many others are injured or disabled. Based on the statistics given by WHO, nearly 1.3 million people die in road accidents each year and on average, 3,287 die daily. More so, 20 to 50 million people are injured or disabled due to road traffic accidents. It is also important to note that road traffic accidents have no respect for anyone or class of people; in other words, rich and poor, young and old etc. are dying in road accidents nearly every day, around the world. Furthermore, it is also known that road traffic accidents constitute the leading cause of death among the youths. For instance, almost 400,000 people under age 25 die in road accidents every year in the world and on average over 1,000 people die per day. The major reason for the high rate of deaths on the road is simply because many road users around the world have not seen road safety as an individual key responsibility. This explains why good road safety culture is almost non-existent in many societies particularly in Africa. Road safety is of prime importance as road accidents are among the biggest causes of deaths in the country. With the number of vehicles on our roads increasing with every passing hour, it’s of vital importance for everyone to have traffic awareness and understand and respect all the road safety rules in Kenya.
Road traffic safety refers to the methods and measures used to prevent road users from being killed or seriously injured. Typical road users include pedestrians, cyclists, motorists, vehicle passengers, skaters, horse riders, and passengers of on-road public transport.
The regular road users include: pedestrians, cyclists, motorists and passengers in public transport. In a simple language, everybody is a road user. Hence, road safety can be described as the methods and measures put in place in order to prevent all road users from being killed or seriously injured.
Traffic Safety Culture includes the values, beliefs, and attitudes that influence road user behaviors and stakeholder actions.
Many people wonder how I met the President Uhuru Kenyatta, Deputy William Ruto, First lady Margret Kenyatta, getting formal invitations to state house etc. It is just the same way Joseph found himself in Potifar's house, it just didn't happen and the means/how God made it happen wasn't the best of experience to Joseph. That is how it happened. Some people doing you wrong to embarrass and frustrate you but God using it as your stepping stone.
Let me just share the first one today and the other experiences later on.
I want to share the path God used to connect me with the First Lady. There was an event at KICC and alot of bad things had consistently happened in the past few months and my wife and I were consistently praying and fasting for God to open another path for me. Life was difficult and sometimes even affording train fare from Githurai to town was a problem. I remember one evening I walked from Ruaraka to Githurai and at some point I broke into tears as I could not get anyone to send me fare.
A day before the KICC event I was very sick and low spirited because of how things were happening around me and my colleagues were busy rehearsing the presentations for the First lady. I had already handed over my resignation and serving my notice actually this was my last day in office. I was not to appear anywhere as a participant or represent the organization in any way. Very nice Power point slides were prepared and all colleagues were in the right mood looking forward to the day. I was not to play any role in the event.
On a Saturday morning everyone headed to KICC and surprises begun. The laptop that had the slides together with LCD Projector got lost and allegations were that I stole them. Of all the people Steve stealing from the office. A laptop, LCD projector and crate of empty bottles of soda missing with allegations being that Steve the born again person stole them. It was very painful as a believer having such allegations made on you. There was confusion and the person who was set to give the presentation refused to do it like 10 minutes to the event. Now, the First lady was there, Governor Kidero, Senator Sonko, CS Health Macharia, US and UK Ambassadors etc.
Immediately I was told to make the presentation which I was not part of the planning team and didn't have a clue of what was to be shared. Immediately I faced the guests, greeted them, made a joke to the First lady and when she laughed I shared a bit of my endevour to see Kenyans embrace a Culture of Safety, my desire to see every Kenyan learn First aid Skills in Primary School and have First Aid introduced in the curriculum. I made a 5 minutes presentation and the First Lady said, 'You are truly an Ambassador of Safety' and they all clapped. As you are aware now in the new curriculum First Aid skills is included in the life skills part of which she promised then to follow up. At the end of the event I was a hero and later when we met in other events and even at
TEENAGE VYBE - CHUKUA HATUA - BADIRISHA HALI.pdfAmb Steve Mbugua
MAMBO VIPI?... I hope you answered me in your heart.
I believe uko poa and if not I strongly hope ukisoma this piece … by the time unamaliza something good will begin to happen kwa life yako. Form hapa nikukupea hope ya life na rada yangu ni very clear lazima upata focus na strategy ya kuconquer.
My Name is Ambassador Steve Mbugua an Intentional Encourager and Ambassador of Safety, am married, father of 3 na niko na bro na pia masiz. By God’s grace I have been through school upto university.
I am an entrepreneur and have 5 companies and many staff na wengi ni mavijanaa… Nimeandika vitabu 5; Christian and motivational books.
Nafanya counseling na pia mimi ni life coach and I am also a mentor to quite a number of people.
I speak in many youth seminars and conferences all over the country and that has given some little knowledge and experience which I can share with you.
As I sit down to talk to you today through this article… sitaki unione kama yule buda ako huko juu na mwenye hashikanishi life ya vijanaa.
Am writing to you as your big brother.
Yes, naweza-kuwa nimekutangulia kidogo but na-feel venye una-feel and I can try to step into your space and reason with you.
In the recent past there has been a big problem kwa shule mob hapa Kenya. Maboys na magirls wali-riot; wakachoma ma dormitories na wengine wakatandika vioo za classrooms na mawe.
You cannot rebuke a generation you didn't counsel. You cannot demand results from a generation you didn't mentor.
Talk is cheap but actions are laborious.
Lazima nijitume kubonga na mavijanaa. Niko hapa tufungue roho tusaidiane.
I read a post kwa group ya our former high school; It was something quite disturbing. The Boys walitoa-fujo hata wakachoma dorm na damage yenye walisababisha was almost worth millions!
So many people have been saying things on the media…
• Unajua kiboko inafaa kurudi…
• Watoi wa siku hizi wame-spoil…
• Wazazi wame-fail ku-instill discipline kwa their
children…
• Pressure ya syllabus especially after Corona’s interruption of the academic calendar is taking a toll on the students….
• Others say you know… teachers should listen to the
concerns za wanafunzi….
ALL THESE ARE IMPORTANT POINTS and I think they need to be carefully considered and addressed. It will take time to look at the systems and to address those issues but there is something you can do for yourself na ujenge future yako. That’s what I want us to talk about!
Nimekaa down nika-feel the need of just reaching out to all the young people in a personal way maybe naweza-share kitu nawewe na it changes your life for good. Utanikubali tu nifungue roho kama big brother.
I am not happy nikikaa kwa hao na ku-watch news… then they report that…Bus moja ilibambwa na ma- students wakitoka shule closing… wanalewa, wanavuta bangi na kuhave-sex ndani ya basi!
You tell me …kama hiyo ina-sound poa….ingekuwa ni daughter yako ako kwa hiyo nganya ungefeel aje?
Mama mmoja aliniambia …
“Mimi nimejaribu kuongelesha my form 3 g
THE POWER OF AN EFFECTIVE CHURCH HOSPITALITY CULTURE.pdfAmb Steve Mbugua
From your parking lot heroes, to the way you present announcements, your guests should feel that you were expecting them and that you seek to honor God by honoring them.
Intentionally creating environments and culture that is organized and authentic helps your guests feel you have been anticipating their arrival.
Your church’s hospitality ministry to your guests begins before your guests even visit your church.
Church hospitality, or guests services, cannot ever just be a few department members thing, it has to be a culture thing. When it becomes a fundamental part of your culture, your members, who are out in the community every day, are your hospitality ambassadors. Your community must know you’re there and that you’re an active participant.
For someone to feel comfortable at your church, he needs to make a connection, build a relationship, and feel welcomed. People need to feel that this church is their church. This is even more important than our teaching and doctrine (which is essential, too!). Have you ever wondered why the Mormons are growing and are so popular, even with a corrupt theological system? Because they know how to treat people! When you walk into a Mormon Temple, you are welcomed; you feel they care for you! You may overlook the illogical and false teachings because you are with family, people who love you and who are coming across as authentic. People need to feel validated, and they need a sense of belonging. The Church is to fill this role, but all too often, other things that are corrupt fill in that gap. That is why drug abuse is so rampant and why you see high end vehicles being towed on Sundays. People will find a place to belong; let us make them welcome in our church!
Most conservative evangelical and reformed Christians assume since we have good teaching, and the Holy Spirit is in our lives, we do not need to bother with care. This is contradictory to Scripture. A week does not go by that I do not talk with someone at different churches who tells me they attended worship services for weeks, months, even years, and nobody has ever talked to them! When this happens, we become the backdoor; people will leave our church because they never developed connections and relationships because people did not care or reach out to them! Some people are bold and friendly and make those connections naturally themselves, while others are more reserved and others need to go to them. Will you be the one to go out of your way to give a kind word and an invite? You are the person who is called to reach out. If you think, "Hey, I do not have the gift of hospitality!"-most of us do not; however, we are still called to do so. The people with the gift of hospitality will be better at it, and motivate the rest of us to do it.
Our skills of being friendly will make the difference in whether a person makes this church a one-time visit, or returns to become an active member (Proverbs 17:17a).
Understanding how people feel when they visit
For more than a decade I have been serving as a church usher both at the Moi University Christian Union and different worship assemblies, as well as in my career as an emergency first responder in most cases heading the protocol teams during different occasions. My slogan has always been ‘First In, Last Out’
The definition of an usher means door keeper but in truth, our churches greatly depend on diversity and magnitude of the many services ushers provide. Each usher has the opportunity to impact the lives of new and existing people in the church and should be viewed as an extension of the pastor’s hand. In most cases, they provide the first impressions of church and ministry of the pastor.
The ministry of ushering is a crucial part of worship because it is one of the most visible ministries in the Church. In Christ, you have received God’s unconditional love, and, in Christ, you are called to extend that same unconditional love to others. Although an usher’s love is no stronger than the love found in the whole congregation of the body of Christ, nevertheless the usher performs a major role in ensuring that people see and experience that love.
An usher is a spiritual ambassador for the local church – God’s ordained and organized body of believers. The usher serves as a “first representative” of Jesus Christ for a worship service.
Ushers are a tremendous force in setting the tone for worship and helping to prepare the people to hear and respond to the Word of God.
The purpose of ushering in church is not merely to serve people, as in a theater or restaurant. Its purpose is to serve God. When the ushers see to it that an atmosphere of reverence and order is maintained before, during, and after the service, they do it for God. When they usher the worshippers to their seats, they do it for God. When they gather the offerings, they serve God. What they do, they do not "as unto men, but unto God." They are a part of the total congregation which presents itself before God to worship Him.
While ushering is important, and its importance must be emphasized, the ushers themselves must not have or convey a feeling of personal importance and pride. Let him memorize and apply the Third Beatitude, "Blessed are the meek." Let him learn of our Lord to be "meek and lowly in heart." He is a servant of God. His work is important in its relationship to God and the worship of God, but personally he must not feel proud and important.
"Whatsoever ye do, do it heartily, as unto the Lord, and not unto men; knowing that of the Lord ye shall receive the reward of the inheritance: for ye serve the Lord Christ." Col. 3: 23, 24.
The role of a church usher is to help your first time guests, repeat visitors, and members experience the sacredness and joy of a worship service.
I believe that an usher’s performance can make or break the outcome of the service as well as bring a true reflection of how friendly and loving the church really is. Ushers set the spiritual climate of the
Ushers’ Factor - Reasons Visitors Return to Your Church.
There is a great end time revival coming and in Africa people will love God more and be committed to kingdom matters. You will see a lot of revival meetings, crusades, conferences and tents meetings across nations. Very big mega churches will be built and there will be manifestations of the power and glory of God.
Because this will happen, Pastors and Churches should prepare themselves to be part of this great revival that will be accompanied by signs, wonders and a lot of people flowing into these meetings.
Church Ushers are a key component in this dynamic move and so they should be well prepared and equipped to embrace the change, bearing that the congregation comes with different personalities, psychological needs and expectations. Times are changing so fast and so Church ushers should be evolving with time. They should keep ablest with current trends, information and technology as well as people skills.
“Work hard so you can present yourself to God and receive his approval. Be a good worker, one who does not need to be ashamed and who correctly explains the word of truth.” 2 Timothy 2:15
A church usher is a person who helps ensure a smoothly running church service and who ministers to people in a variety of practical ways.
When you serve at church, you’re not “just” a volunteer. You’re given responsibilities and expectations beyond performing basic tasks. A good usher comes prepared mentally, physically, emotionally and spiritually and does his/her duty knowing that he\she is accountable to God and the priest.
"Whatsoever ye do, do it heartily, as unto the Lord, and not unto men; knowing that of the Lord ye shall receive the reward of the inheritance: for ye serve the Lord Christ." Col. 3: 23, 24.
From my personal experience in visiting churches, church ushering ministries that have thought through their procedures and trained their church users in “how we do things” leave a tremendously positive first impression on their guests. They make them feel respected, loved, appreciated, recognized and cared for.
The appearance of competent team and organization helps your visitors feel less anxious about how to “go with the flow” because the friendly church usher is there to guide.
Ushers should always be Alert, Awake, and Aware of the surrounding and Environment so that incase any Health, Safety or Security issue arise they are well informed and prepared to respond swiftly.
Some Of The Current Trends In Church Ushering Today
• Guiding the church attendees to wash their hands, sanitize, check their temperature and put on the masks well.
• Security checks at the main entrances.
• Watching around to minimize the use of mobile phones to take photos and videos during main service as this causes distractions.
• Handling cases of disorderly dressing.
• Supervision and assistance at the nursing room.
• Ensuring vehicles are well packed and taken care of.
• Dealing with violence inside and around the
Protocol is defined as the system of rules and acceptable behavior used at official ceremonies and occasions or a code of ceremonial forms and courtesies of procedures accepted as proper and correct in official dealing.
It is a system of rules that explain the correct conduct and procedures to be followed in formal situations.
It is the formal system of rules for correct behavior on official occasions.
A code of courtesies, proper practices, set of rules regarding church worship service.
In the scriptures we find a good definition from 1 Corinthians chapter 14 vs 40 (NKJV) says “Let all things be done decently and in order”
Spiritual Protocol is a reference to the respect, honor and deference due at all times to those in authority in the House of God.
In event planning, protocol encompasses the formalities, etiquette, and guidelines one should adhere to when hosting or interacting with government officials or other organizational leaders.
It is a combination of good manners and communication skills that lead to a competent and polite event, be it coronation, inauguration or ceremony.
Special procedures are used in politics, at the official level and anywhere where attendants expect to mark their status, get respect and feel responsible for their role in the society.
A church protocol officer is a person who makes sure that all the religious ceremonies, including memorial services, funerals, weddings, meetings, and other services are observed according to the proper instructions.
A church protocol officer is perfect at knowing the etiquette rules. This person or team of people ensures that the traditions carried are honoured, everything runs in the correct order, and every service is distributed according to the fundamental rules of the house of God.
Protocol officers are experts in the field of protocol and etiquette, and they have a deep understanding of the complex rules and customs that govern the behavior of individuals in professional settings. They are responsible for ensuring that protocol is followed during events, meetings, and other occasions, and they work closely with event planners, executives, and other stakeholders to ensure that everything runs smoothly.
One of the main responsibilities of a protocol officer is to coordinate logistics for events and meetings. This includes arranging transportation, accommodations, and meals for attendees, as well as managing the schedule and agenda for the event. Protocol officers also work closely with event planners to ensure that the event is held in a suitable location and that all necessary arrangements are made for attendees.
In addition to coordinating logistics, protocol officers also play a key role in managing protocol during events. This includes managing the seating arrangements for attendees, overseeing the introductions and presentations, and ensuring that everyone follows proper etiquette and protocol.
A safety culture is characterized by shared beliefs, values and attitudes regarding safety. It is a subset of overall organizational culture. Key aspects of a positive safety culture include employees understanding the importance of safety and exhibiting safe behaviors like wearing PPE. Developing a strong safety culture should be a top priority as it has the greatest impact on reducing accidents. Objectives of a safety culture include connecting all employees around reducing incidents through following not just procedures but also being accountable for safety. Management must be committed to enforcing standards while employees follow and ensure compliance. Developing a culture of safety is an ongoing process that requires continuous efforts like training, feedback, and recognizing safe behaviors.
AMBASSADOR STEVE MBUGUA ROAD SAFETY CAMPAIGN.pdfAmb Steve Mbugua
My mission is to help build a culture of Safety and as an Ambassador of Safety and wellness, this is one value that I live for and where need be can die for. We need to save these lives that needlessly die because of cultures that can be changed. If every road user was safety conscious we wouldn’t be losing these lives or having people become disabled because of accidents.
Safety is both an individual and collective responsibility and each and every one of us has a responsibility to help bring sanity and a culture of safety on our roads.
Let us be resilient, vigilant, proactive, responsible, careful, and alert always. Let us SAY NO to road and traffic related accidents and SAY YES to discipline, courtesy, strict adherence to Road Traffic Rules and embrace the best practices in road safety and together we can build a culture of road safety and reduce these statistics. It is possible and can be done.
If I took the initiative alone and with my hard earned money to help save a life and without any external incentives, you can do it. Our institutions can do it. Your church can do it. As a family you can do it. Your company can do it. Your chama can do it. As a community you can do it. Together we can join hands to help build a culture of Safety and Wellness at all places all the time. Safety is as simple as ABC(Always Be Careful) and starts with Me/You/Us.
#SafetyFirst #SafetyAlways #SafetyAllTheTime
Amb Steve Mbugua – Ambassador of Safety and Wellness
www.ambstevembugua.co.ke
A POSITIVE SAFETY CULTURE
A positive safety culture is a shared set of values and practices that guide the behavior of all employees.
It is what the employees do and how they act even when nobody is watching.
CAUSES OF WORKPLACE ACCIDENTS
1. Unsafe Conditions – faulty equipment and dangerous environment
2. Unsafe Acts – actions, attitudes, habits and practices
90% of all workplace accidents are caused by unsafe acts.
Good leaders know that safety rules and equipment are critical to preventing on the job accidents, lost productivity and big loss to a company’s bottom line
HOW TO IMPROVE COMPANY’S SAFETY CULTURE
1. Ensure all top management are on board
2. Create a safety committee made up of employees from all departments and levels
3. Conduct a companywide assessment of your safety culture. This will help identify what is working, what training is needed and help the safety committee to determine the goals and monitor the company’s progress.
4. Training and awareness – Hold sessions with management and supervisors first then use team meetings and regular companywide communication and periodic updates to Train every employee to keep the momentum going. For Training, remember to not only conduct Health and Safety training but also team building and hazard identification and always encourage open communication throughout the process.
5. Incentivize – The safety committee should create a system of accountability and recognition.
Incentives for safe behavior can range from loud of applause in a company, gifts, awards, promotion etc
At the end of the day a positive safety culture is up to all of us and it benefits all of us.
An unsafe act is one man’s job that can put everybody into a disaster, a safe act is everyone’s business.
By: Amb Steve Mbugua – Ambassador of Safety and Wellness
www.ambstevembugua.co.ke
INTRODUCING MY 'BEHIND THE SCENES' BOOK
This book is an inspiration that came to me years ago, one Saturday evening while seated at Huruma Grounds in Eldoret. I had countless hard questions in my mind about life, because of many years of living in reproach, suffering, and lack, being despised, molested and stuck in the league of the less fortunate. I had a deep desire to break this yoke and change the trend, so that I could live fruitful life as I pursue my purpose. Instead, I found myself going round and round in Eldoret town from morning to evening meditating and asking myself dozens of questions. Why am I always a victim of circumstances? Occasionally walking from disaster to catastrophe, crawling from a trench into a pit, wading from stormy seas to shark attack. Whenever something good occurred two bad things would miraculously follow.
I have been wondering, why bad things happen to good people and why sometimes life seems to be very brutal and unfair to others. It is through many inquisitive days and hours without getting answers, that I came to the conclusion that; “God is working behind the scenes in my favour.”
This is the genesis of the title of this book. Since that time I have been recording my life’s experiences. By the grace of God, His invisible hand lifted and shifted me from a street boy to dining table with Kings. He mercifully lifted me from being the dullest pupil in class to a Pure Economics university graduate. I can’t believe it to date. He changed me from a stammerer to a motivational speaker, coach and instructor of thousands. He plucked me from a hawker selling stolen onions on the streets to owning group of companies. He elevated me from the level of handling coins to millions, and sure enough from grace to glory.
This is a collection of thrills, episodes and incidents that will make you realize that God can change your situation in a mighty way that will perplex you. You could be a widow, single mother, disabled, having a chronic illness, taken years without getting a marriage partner or you have tried everything but it failed. You might be at the point of giving up. Just know that like the snake of bronze, God will lift up and restore you as a testimony to others going through similar situations. You will be God's 'FOR EXAMPLE' and Epistle. When they look at you they will be encouraged and healed.
Whatever you are going through is not a surprise to God. You are work in progress and God is working at the background fixing your case and setting your stage
I wrote this book to unfold this misery and will take you through scenes, events, case studies, thrilling and real life testimonies with virtues that will help you appreciate and understand the workings of God. The book will give you insights and a picture of how God works behind the scenes.
To get the book, please click https://www.ambstevembugua.co.ke/books/behind-the-scenes-2/
INTRODUCING MY 'OVERCOMING ALL ODDS' BOOK
Anyone who has ever become anything worth writing home about has had to handle fire and brimstone with naked hands, boldly face all obstacles and adversities with courage and determination to score handful of victories. One of the most horrible feelings is being unfit and looking bulky. Shedding dozen kilograms, lowering the cholesterol levels and reducing the BMI is serious work. You have to endure regular and disciplined exercise, embrace new lifestyles and moment of ridicule before you get that appealing body shape that is fit and admired by many. Just as we develop our physical muscles through overcoming opposition - such as lifting weights and regular exercise - we develop our character muscles by overcoming challenges and adversity. These odds are very instrumental in shaping our character and personality in pursuit of our destiny. Some of them leave scars, causes loss and paint a groom picture of a hopeless destiny but faced with a positive attitude they become a story of victory and a purpose full life. You shouldn't give up. Fight for yourself and who you are. You've got to go through the worst times in life to get the best. You’ve got to look at challenges with a victor’s mentality. Purpose that the adversity will not leave you bitter but better. The fire will not consume you but refine you to a pure and precious jewel.
I have been a member for many years of a Committee known as the Nairobi Security group which comprises of a team of experts from Police, Fire Brigade, UN security Council, National Disaster Management Unit, National Disaster Operation Center, Ambulance companies among other safety and security agencies and when sharing with the experts who you might think are enjoying every bit of their living you realize that they all have a fair share of tribulations that they go through. This includes even the Governors, Cabinet Secretaries, Bishops and even the Presidents. Living in the State House or riding a personal jet doesn’t guarantee you immunity to pain and loss. Even the accomplished suffer setbacks sometimes. The more bitter the lessons, the greater the successes will be. Although the world is full of suffering, it is also full of overcomers. You have to Trace it! Face it! Overcome it!
In my past writings more so in my Book Behind the Scenes, I have shared many case studies on how I had to overcome odds in life to later realize that there was a glorious outcome ahead. My life as a school dropout and street boy was a preparation moment for me to receive the spirit of humanity and service to mankind which today is a value that I live for. To be frustrated by my employers and supervisors was a catalyst for me to quit employment and establish the now Busara Investment Group which has created opportunities for many and impacted lives. Every single thing that has ever happened in your life is preparing you for a moment that is yet to come.
Nothing just happens, be strong! Strive and
INTRODUCING MY 'DARE NOT QUIT' BOOK
If you do not fight for what you want now, you will fight against what you don’t want later. Everything you have ever wanted is on the other side of fear. To gain anything substantial in life you have to do something that requires you to go an extra mile. To win a marathon race you have to undergo thorough training, disciplined lifestyle and strategize. You have to change and set your mindset on achievement and wining.
My early school life was punctuated by immense mediocrity. I was a damn dull short boy with a low self-esteem, to make matters worse I was also a stammerer; other kids would mock me whenever I opened my mouth to speak. My academic performance in class was wanting, I was always at the bottom of the class, and I severally quit school to be employed as a shamba boy (a gardener) but my mother always intervened forcedly to stop it. Severally she would punish me for not reporting to school even after I left home in the morning with other students to go to school. I would hide in the maize plantations from morning up to the time other pupils came back in the evening from school.
My situation worsened when I joined secondary school, I could not even defeat one student in class. That was a farfetched dream. I was an academic dwarf.
In 1999 as a form two student I decided to quit school to become a street boy roaming on the streets of Nakuru town. I went through a four year period of reckless lifestyle; I grew dreadlocks, abused drugs and got involved in criminal activities. However, deeper inside I knew that I had a great destiny and even envisioned a time when I would be blessed and become a pillar to many. I never gave up despite the fact that the environment was pushing me to destruction. In August 2013, I gave my life to Christ and in the following year I went back to school and joined the Anestar High School from form two. I dared not quit. It was a serious risk. Look at this, a very dull young man having been in the streets for four years, going back to school without school fees! That was a risk in itself. There was a reason to despise myself, there was fear of failure and the fear of unknown, but I mastered it, and through my high school life I worked smart and hard regardless of my weak academic status. My effort yielded fruits, I emerged the fourth best student in the final KCSE Exams in that year. I was determined to excel. So I joined the university and pursued a degree in Pure Economics.
I made a deliberate choice not to quit but to pursue my dreams and fight for my dreams, I eventually became the person I envisaged. It doesn’t matter what stage you are in life right now. It doesn’t matter how young or old you are. At any point in time you can decide to change your life and go for your dreams and aspirations. Would it be taking a risk? Perhaps. Anytime we take a step into the unknown we are taking a risk. That’s why it’s called the unknown. So, what if you don’t like the unknown when you
THE ART OF EFFECTIVE CHURCH USHERING TRAINING MANUALAmb Steve Mbugua
This manual will help you build a great ushering, security, protocol, sanctuary keepers, hospitality and catering team.
Your ushers can make or break your worship service.
The difference between a grumpy, distracted, and untrained usher compared to a cheerful, engaged, and “serve you with a smile” usher is huge and the conversion from weak to a strong team will be made easier using this manual.
I’ve always loved the ushering team; it has always been one of my favorite ministries to lead.
The usher’s role is so important but often undervalued, under trained, and less than organized.
Your ushers are a tremendous force in setting the tone for worship and helping to prepare the people to hear and respond to the Word of God.
This manual will equip your team to serve with the right attitude, passion, love, wisdom, understanding, skills, revelation and spirit of excellence.
THE ART OF EFFECTIVE CHURCH USHERING TRAINING MANUAL
Health Sector Disaster Risk Management Strategic Plan 2014-2018 (5)
1. 1
Any part of this document may be freely reviewed, quoted, reproduced or
translated in full or in part, provided the source is acknowledged. It may
not be sold or used for commercial purposes.
Kenya Health Sector Disaster Risk Management Strategic Plan 2014-2018
Published by
Ministry of Health
Afya house
Cathedral Road
P.O. Box 30016- 00100 Nairobi
http://www.health.go.ke
3. HEALTH SECTOR DISASTER RISK MANAGEMENT STRATEGIC PLAN 2014-2018
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TABLE OF CONTENT
Foreword..................................................................................................................................................................II
Acknowledgements.................................................................................................................................................III
Executive Summary................................................................................................................................................ IV
Lists of Acronyms and Abbreviations....................................................................................................................... V
Definition of Terms................................................................................................................................................. VI
1. Introduction.........................................................................................................................................................1
2. Background..........................................................................................................................................................2
3. Hazard Profile.......................................................................................................................................................3
3.1 Situation Analysis............................................................................................................................................... 6
3.2 Swot Analysis..................................................................................................................................................... 7
4. Strategic Directions...............................................................................................................................................8
.
4.1 Goal................................................................................................................................................................... 8
4.2 Overall Objective............................................................................................................................................... 8
4.3 Strategic Objectives and Interventions.............................................................................................................. 8
5. The Implementation Plan.....................................................................................................................................9
6. Coordination Structures for Implementation......................................................................................................13
6.1 Coordination Structure for Management of Emergencies and Disasters in Kenya..........................................14
7. Monitoring Implementation of the Strategic Plan...............................................................................................15
8. Cost Estimates and Financing..............................................................................................................................23
List of Contributors.................................................................................................................................................24
4. HEALTH SECTOR DISASTER RISK MANAGEMENT STRATEGIC PLAN 2014-2018
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FOREWORD
Kenya is committed to integration of Disaster Risk Management (DRM)into all sectors to advance the management of
emergencies and disasters and to build disaster resilience in the health sector.
The development of the health sector Disaster Risk Management (DRM) and Resilience Building Strategic plan 2014-2018
is guided by Kenya’s global and national commitments that include the World Health Assembly (WHA) resolutions and
the Kenya Constitution 2010.
This plan was developed by Ministry of Health in collaboration with stakeholders and is aligned to the Hyogo Framework
of Action (2005-2015), the Sendai Framework of Action (2015-2030), the Sustainable Development Goals (SDGs 2015-
2030), the Kenya Vision 2030, the Kenya Health Policy (KHP), the Kenya Health Sector Strategic Plan (KHSSP) 2013-2018,
Kenya National Disaster Response Plan (2014),the Kenya Health Sector Disaster Risk Management (DRM) Capacity
Assessment Report of 2013 and the Kenya Health Sector referral strategy and guidelines.
Several assessments identified gaps in handling of emergencies and disasters from a holistic, multi-sectoral approach, this
strategic plan is envisaged to transform and build the health sector resilience to emergencies and disasters. This plan will
be implemented by the Kenya health sector with leadership of the Ministry of Health through the division of health
emergencies and Disaster Risk Management (DRM).
The Ministry of Health is grateful to all those who contributed to various efforts in shaping the development of this plan
and is committed to its full realization. The plan has an inbuilt monitoring framework to track the achievement of
milestones towards attainment of disaster resilience for the health sector.
This Ministry is committed to working collaboratively across the national and county governments, health sector partners
and all other stakeholders to ensure the successful implementation of this plan.
Dr. Cleopa Mailu
Cabinet Secretary
Ministry of Health
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ACKNOWLEDGEMENTS
Extensive consultations among various stakeholders and experts marked the development of this strategic plan.
Among the organizations and agencies that contributed were Ministry of Health, Government agencies (NDMU, NDOC),
UN agencies (UNFPA, UNISDR, WHO, UNICEF), development partner agencies (CDC, ACF-USA), humanitarian
organizations (IRC, KRCS) and Universities (USIU-A, MMUST, Moi University, John Hopkins University),
I would like to particularly thank the technical working group consisting of Dr. Izaak Odongo (MoH), Dr. Simon Kibias
(MoH), Dr. Muriuki Gachari (MoH), Dr. James Teprey (WHO), Dr. Nollascus Ganda (WHO), Pius Masai Mwachi (NDMU),
Dr. Simiyu Tabu (Moi University), Aaron Kimeu (MoH), Rose Ayugi (MoH), Oyundi Nehondo (ACF-USA), and Josephine
Ayaga (MoH).
Special thanks go to WHO for financial, technical support and guidance.
Dr. Nicholas Muraguri
Principal Secretary
Ministry of Health
6. HEALTH SECTOR DISASTER RISK MANAGEMENT STRATEGIC PLAN 2014-2018
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EXECUTIVE SUMMARY
The health sector Disaster Risk Management (DRM) strategies outlined in this booklet was built on the Hyogo Framework
of Action for Disaster Risk Management (DRM) (2005-2015), the Sendai framework of action on Disaster Risk Reduction
(2015-2030), the Sustainable Development Goals (SDGs 2015-2030), the Kenya Vision 2030, the Kenya Health Policy, the
Kenya Health Sector Strategic Plan (KHSSP) 2013-2018, Kenya National Disaster Response Plan (2014), the Kenya Health
Sector Disaster Risk Management (DRM) Capacity Assessment Report of 2013 and the Kenya Health Sector Referral
Strategy and Guidelines(2014-2018).
An assessment of the health sector DRM capacity revealed several weaknesses including; leadership, governance,
coordination, legal and policy frameworks and structures that have been inadequate or lacking. As well, key
implementation documents such as guidelines, SOP’S, and annual work plans require drawing up or to be updated.
Resources (human, material, monetary and time) have not been commensurate with the needs. There has been little if
any research or innovation in the field of DRM for health. Investment in incident surveillance, risk communication,
preparedness planning has also been inadequate.
The strategic priorities are developing and strengthening leadership, governance, coordination and collaboration for
DRM; enhancing prevention, preparedness & response planning and ‘building back better’ in post-disaster recovery;
improving risk surveillance, early warning, risk analysis and communication; strengthening research, innovation,
information, education ,communication, and resource mobilization and investments for DRM for the health sector and in
Kenya.
This five year strategic plan will be implemented over the period 2014-2018 at the national, county, sub-county and
community levels with the collaboration and partnership of all stakeholders under the stewardship of the Division of
Health Emergencies and Disaster Risk Management (DRM). The estimated costs of implementing this strategy amount to
approximately Ksh. 867.million.
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LISTS OF ACRONYMS AND ABBREVIATIONS
ATLS: Advanced Trauma and Life Support
BLS: Basic Life Support
CBRN: Chemical Biological Radiological and
Nuclear
DRM: Disaster Risk Management
DHIS : District Health Information System
EMMS: Essential Medicines and Medical
Supplies
EMS: Emergency Medical Services
EMC Emergency Medical Care
EOC: Emergency Operation Centre
EPR: Emergency Preparedness and
Response
HAZMAT: Hazardous Materials
HICS: Hospital Incident Command System
GPRS: General Packet Radio Services
ICC: Inter-Agency Coordinating Committee
ICS: Incident Command System
IGAD: Intergovernmental Authority on
Development
IDSR: Integrated Disease Surveillance and
Response
ISDR: International Strategy for Disaster Risk
Reduction
KIRA: Kenya Initial Rapid Assessment
KHSSP: Kenya Health Sector Strategic Plan
MCI: Mass Casualty Incident
MSP: Ministerial Strategic Plan
NDOC: National Disaster Operations Centre
NDMU: National Disaster Management Unit
SOPs: Standard Operating Procedures
SDGs: Sustainable Development Goals
UNGA: United Nations General Assembly
VRAM: Vulnerability, Risk Analysis and
Mapping
WHO: World Health Organization
WHA: World Health Assembly
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DEFINITION OF TERMS
Disaster
A serious disruption of the functioning of society,
causing widespread human, material or environmental
losses which exceed the ability of affected society to
cope using only its own resources
Assessment
Survey of a real or potential disaster to estimate the
actual or expected damages and to make
recommendations for prevention, preparedness and
response
Geological Hazard
Is one of several types of adverse geologic conditions
capable of causing damage or loss of property and life.
Hydro-Meteorological factors are important
contributors to some of these processes.
Hazard
It is a known or perceived danger.
Hazard Assessment
This is a process of estimating, for defined areas, the
probabilities of the occurrence of potentially-damaging
phenomenon of given magnitudes within a specified
period of time.
Hazard Mapping
The process of establishing geographically where and to
what extent particular phenomena are likely to pose a
threat to people, property, infrastructure, and economic
activities
Hydro - Meteorological Hazard
Process or phenomenon of atmospheric, hydrological or
oceanographic nature that may cause loss of life, injury
or other health impacts, property damage, loss of
livelihoods and services, social and economic disruption,
or environmental damage.
Preparedness
Building the emergency management profession to
effectively prepare for, mitigate against, respond to,
and recover from any hazard by planning, training, and
exercising.
Recovery
Rebuilding communities so individuals, businesses, and
governments can function on their own, return to
normal life, and protect against future hazards
Rehabilitation
The operations and decisions taken after a disaster with
a view to restoring a stricken community to its former
living conditions
Response
Conducting emergency operations to save lives and
property by positioning emergency equipment and
supplies; evacuating potential victims; providing food,
water, shelter, and medical care to those in need; and
restoring critical public services
Resilience
The power or ability to withstand or recover quickly
Risk
The estimated probability that damage will occur to life,
property, or the environment if a specified dangerous
event occurs
Risk Analysis
The determination of the likelihood of an event
(probability) and the consequences of its occurrence
(impact) for the purpose of comparing possible risks and
making risk management decisions.
Risk Assessment
The determination and presentation the potential
hazards, and the likelihood and the extent of harm that
may result from these hazards
Risk Management
The process whereby decisions are made and actions
implemented to eliminate or reduce the effects of
identified hazards.
Risk Reduction
Long-term measures to reduce the scale and /or the
duration eventual adverse effects of unavoidable or
unpreventable disaster hazards on a society which is at
risk
Technological disaster (or “man-made disaster”)
A disaster attributed in part or entirely to human intent,
error, negligence, or involving a failure of a man-made
system, resulting in significant injuries or deaths
Vulnerability
Degree to which people, property, resources, systems,
and cultural, economic, environmental, and social
activity is susceptible to harm degradation, or
destruction on being exposed to a hostile agent or
factor
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1. INTRODUCTION
Kenya has over the years experienced emergencies and disasters of various types such as geological, hydro-
meteorological, biological, societal unrest, terrorism and technological disasters that disrupt livelihoods, destroy the
infrastructure, divert planned use of resources, interrupt economic activities and retard development. In the last decade,
Kenya has experienced major epidemics, floods, drought, social unrest and mass casualty incidents.
The world conference on disaster risk reduction held in January 2005 at Hyogo, Japan resolved that nations around the
world integrate risk reduction into the various sectors of their economies. At the follow up conference in Sendai, Japan,
in 2015, the vision of the world as regards disaster risk reduction was sharpened by laying emphasis on risk management
for sustainable development and poverty reduction. The Sustainable development goals (SDG’s) 2015-2030 place more
emphasis on disaster preparedness and response activities as a key element for sustainable development by
‘strengthening the capacity of all countries for early warning, risk reduction and management of national and global
health risks’. Equally, the WHA has made several resolutions and recommendations that have seen the health sector
worldwide make strides in attaining DRM milestones. Regional efforts to adapt the Disaster Risk Management (DRM)
component have been embraced by the various regional bodies such as AU, IGAD and EAC.
In Kenya, DRM has been incorporated into national documents including the Kenya Constitution 2010, Vision 2030, MTP
II, Kenya Health Sector Strategic Plan (KHSSP) and Ministry of Health Strategic plan.
This strategic plan aims to provide a guide towards efficient implementation of DRM within the health sector.
10. HEALTH SECTOR DISASTER RISK MANAGEMENT STRATEGIC PLAN 2014-2018
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2. BACKGROUND
During the third world conference on disaster risk reduction, held in Sendai Japan in March 2015, Kenya committed to
disaster risk reduction and the building of resilience to disasters. The Ministry of health in collaboration with other
currently existing National coordination platforms (NDMU and NDOC) offers leadership and coordination to the health
sector in DRM. The health sector has recognized DRM by incorporating it in key strategic documents such as the Kenya
Health Policy, the KHSSP and the MSP.
Health sector leadership and coordination is a shared responsibility. The national government is responsible for the broad
stewardship and development of regulatory frameworks while the county governments exercise control over the
operational level. Emergency and disaster management is a shared function between the national and county
governments
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3. Hazard Profile
Kenya experiences various categories of disasters and emergencies and loses the equivalent of 5.5% of its GDP every
seven years. Recent events in Kenya have shown an increasing frequency and magnitude of sudden onset disasters. In the
last five years the country experienced droughts, floods, civil unrest, mass casualty injury incidents, and inter-communal
violence with internal displacements of populations, refugee influx, disease epidemics, landslides and earth tremors
DISEASE OUTBREAK SUMMARY 2012-2016 KENYA
2013 Cases Deaths CFR
Polio 14 0 0
Dengue Fever 733 0 0
Measles 31 0 0
Cholera 41 0 0
Anthrax 27 0 0
2014 Cases Deaths CFR
Aflatoxin outbreak 31 10 32
Measles 502 0 0
Anthrax 19 2 11
Q-fever 85 6 7
Dengue Fever 309 0 0
Kalaazar 217 11 5
RVF 14 1 7
Cholera 2 0 0
Hepatitis B 200 0 0
2015 Cases Deaths CFR
Cholera 10,733 178 2
Measles 41 1 2
2016 Cases Deaths CFR
Cholera 4,370 60 1
Measles 121 1 1
Hepatitis B 37 0 0
Hepatitis A 237 0 0
SARI 512 70 14
Yellow fever 2 1 50
*Ministry of Health Disease Surveillance and Response Unit
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Some of the Disaster Occurrences in Kenya 2009-2015
YEAR HAZARD/DISASTER AREAS COVERED ESTIMATED CASUALTIES
2008 Post election violence Whole country • 1020 dead
Fire outbreak Meru central district • 90 acres gutted down
Skirmishes Trans-nzoia, Laikipia West • 52 killed and houses burnt
• down
Cholera outbreak Nyanza, western, NEP,
Wajir district, Migori, Suba,
Homa Bay, Siaya, Bondo,
Kisii, Naivasha &Nku
• 122 dead
Army worms Over 20 districts • Crops destroyed
Conflicts Mwingi, Rift valley, Mai
mahiu, NEP
• 19 Killed
Floods Rift valley, Kitale, Transzoia,
Makueni, Mwala/Kibwezi,
Bundalangi
• 24 killed
• 2396 affected
Water borne diseases Bungoma West district • 11 killed
Road accident Western province, Narok, Kitui, Machakos
road,Kakuma Longirima road & Eldoret Kitale
road, Kericho,
• 33 killed
Gas cylinder leak MlolongoAthi-river • 10 admitted in hospital
Drowning incident Mwala, Kitui • 10 people drowned
Mudslides Pokot central • 11 killed
Cattle rustling Pokot • 16 killed
• 200 goats, 245 sheep 147
donkeys stolen
Drought and Famine North Rift, Eastern, Central • ( NO FIGURES )
Fire out-breaks Nakumat Down Town supermarket-Nairobi,
Sachangwan oil Tanker-RiftValley,
Tuskys Supermarket-Embakasi, Gigiri Villa
Franca, Mukuru Slums, TiwiResort club
Mombasa,
Huruma estate, Kibira Match, Master Factory,
Donhorm estate, Musokolo-Busia
• More than 120 dead
• Property worth
• Millions destroyed
2009 Fatal road accident Nairobi-Nakuru road, Wote-Machakos road,
Thika-Nairobi road, Isiolo-Meru highway
• 34 dead
2015 Garissa University College
attack
Garissa • 148 victims dead
* National policy for disaster management in Kenya march, 2009
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Figure 2: Flood prone areas in Kenya * Kenya Meteorological
Department
Figure 1: Food insecurity areas in Kenya *Kenya food security
Steering group
Figure 3: Seismic Hazard Zones * Kenya Meteorological Department
14. HEALTH SECTOR DISASTER RISK MANAGEMENT STRATEGIC PLAN 2014-2018
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3.1 SITUATION ANALYSIS
DRM coordination and management structures exist both at the national and county levels. County health departments
have designated officers responsible for streamlining DRM activities at the local levels and overseeing integration of DRM
with the various sectors. The coordination and management structures are, however, in need to be strengthened for
them to be more effective.
The absence of health sector specific Disaster Risk Management (DRM) policies at the national level has curtailed
effectiveness in virtually all aspects of DRM within the health sector. Besides the policy vacuum, other documents for
effective implementation such as guidelines, standards, strategic plans, annual work plans and SOPs have not been
developed. Additionally, the Kenya health sector lacks a multi-hazards plan. However, there exists a community health
strategy and a national volunteerism policy that are possible avenues for successful community entry. Advocacy and
stake-holder engagements have been intermittent at the national level but limited at the county and community levels.
There is no established routine of carrying out simulations and drills to enhance preparedness. Pre-hospital care
including ambulance service and its coordination is not well defined. The concept and existence of safe and prepared
hospitals is poor. There is no formal program for hospital safety and preparedness assessment. Few health facilities have
master plans and some were constructed with very minimal consultations with relevant professionals. With the lack of
preventive maintenance over the years, some of the older health facility buildings are no longer resilient for use. There is
no policy that guides investment in recovery activities. Surge capacity is inadequate at all levels as well as in the health
facilities including a lack of institutional emergency operations plans.
Public health surveillance in the health sector is strong but biased towards communicable disease, with little emphasis on
non-disease events. There are some weakness in data collection and a lack of knowledge on data analysis and utilization
among health workers and managers. Risk quantification and analysis is not often done in health sector. The country
lacks comprehensive risk assessment intelligence information that can be used to plan for interventions. Examples of
weak institutionalization of emergency preparedness in Kenya include the poor accessibility of early warning information
from other relevant sectors such as early warning information of the meteorological department for drought and flood
preparedness, tracking weather related diseases outbreaks such as Malaria and Ministry of livestock for zoonosis
diseases. The ministry of health also lacks access to data and information from other agencies working in emergency
management, and vice versa, for example the Kenya Red Cross. Risk information is not regularly packaged and
communicated to policy makers and the community.
Knowledge management for Disaster Risk Management (DRM) in the health sector is inadequate. As much as DRM data is
available at various levels, hardly any operational research has been carried out. Kenya Health Sector Country Capacity
Assessment was the only single formal assessment carried out nationally. Academic researches done have not had ample
opportunity for dissemination. Additionally, findings of such researches have not been used to inform policy making.
Public education has proved to be greatly successful in the war against several problems of public health significance;
15. HEALTH SECTOR DISASTER RISK MANAGEMENT STRATEGIC PLAN 2014-2018
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however, this has not been utilized to a good extent in DRM. Innovative approaches including mobile telephony, Mobile
phone money transfer, GPRS and use of social media for public communications has not been extensively used in DRM.
Investments and capacity building in DRM in the health sector in Kenya have been largely inadequate. Contingency funds
at the national and county levels allocated for emergency and disaster management are mainly to cater for response
activities. These funds allocated for emergency response are often not easily accessible when urgently required as there
is no policy to guide expedited release of funds for emergency operations. The mandated division of the ministry of
health has limited access to funds committed for emergency and disaster management. This situation has led to failure to
focus on key priorities identified by the Hyogo and Sendai frameworks, which lay significant focus on resilience building.
Capacity building in health emergencies management is inadequate both in the health workers’ training institutions and
in the various on-job-training avenues available. Majority of health workers and managers have not been trained to
handle emergency situations at health facility, community, regional levels and national levels.
The situation analysis has identified gaps that need to be addressed by the health sector in consultation with wider
stakeholders recognizing the existing documents including national policies and legislation.
3.2 SWOT ANALYSIS
STRENGTHS
*Presence of a DRM division in
MoH
•Prence of DRM focal persons in
the county
•National Health Sector ICC on
DRM
WEAKNESSES
•DRM division in MoH lacks
authority to control DRM funds
•Inadequate DRM technical
capacity at all levels
•Absence of health sector specific
DRM documents e.g.
laws/policies/guidelines/SOPs
OPPORTUNITIES
•Local and international DRM
expertise available to support
MoH
•Devolution of health services
•Partners willing to offer
development assistance for DRM
health.
THREATS
•Insecurity
•Competing development
priorities at all levels
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4. STRATEGIC DIRECTIONS
4.1 GOAL
A Kenya health sector resilient to emergencies and disasters
4.2 OVERALL OBJECTIVE
To reduce excess morbidity and mortality attributable to emergencies and disasters
4.3 STRATEGIC OBJECTIVES AND INTERVENTIONS
Strategic Objective Strategic interventions
1. To develop and strengthen
leadership, governance,
coordination and collaboration
for health DRM
1. Strengthen coordination mechanisms, structures and partnerships at all
levels
2. Improve regulatory and policy environment to entrench DRM in the
health sector
3. Strengthen capacity for DRM program management.
2. To enhance prevention,
preparedness & response
planning and ‘building back
better’ in post-disaster recovery.
1. Strengthen multi-hazard preparedness, contingency planning, response
& recovery
2. Establish systems for safe and resilient hospitals/facilities
3. Strengthen systems and capacity for mass casualty incident
management
4. Establish systems for management of nuclear, biological and chemical
incidents (HAZMAT/CBRN).
5. Strengthen cross cutting issues in emergency and disaster management
3. To improve disaster risk
surveillance, early warning, risk
analysis and communication
1. Establish a system for disaster risk communication.
2. Improve risk surveillance
4. To strengthen research,
innovation, information,
education and communication
1. Improve knowledge management for decision making in DRM.
2. Establish an information system for DRM
5. To mobilize resources for
investments in DRM through
partnership
1. Improve resources available for DRM programs interventions.
2. Better management of pooled resources for emergency management
17. HEALTH SECTOR DISASTER RISK MANAGEMENT STRATEGIC PLAN 2014-2018
9
5. THE IMPLEMENTATION PLAN
Introduction to the implementation plan
The table below shows how the strategic objectives that are to be attained over a period of 5 years spanning 2014-2018
with the corresponding outputs, budget and time frame for the implementation. The outputs expected are listed under
each strategic intervention. Since this strategic plan was developed at the end of the first year of the five year period of
implementation, outputs from the activities are expected from the second year.
Strategic
Objective
Strategic
interventions
Outputs
Estimated
Costs
(Ksh’000)
YEAR
To develop
and
strengthen
leadership,
governance,
coordination
and
collaboration
for DRM
1 2 3 4 5
1. Strengthen
coordination
mechanisms,
structures and
partnerships at
all levels
A National DRM ICC and County DRM
stakeholders forums established 5,559
DRM committees pegged on
community units. 18,236
Management structures for DRM
established at the all levels 13,677
M&E system for DRM programs
established. 18,236
Senior level managers in health
sector at national and county trained
on resource mobilization
3000
DRM integrated into community
health strategy, (Training modules
guidelines and data tools).
18,236
DRM incorporated into County
Integrated Development Plans
(CIDP)and county health sector plans.
3000
2. Improve
regulatory and
policy
environment to
entrench DRM
in the health
sector
Health SectorDRM regulatory
frameworks developed and
incorporated into the National DRM
policy.
3500
Guidelines, Norms and standards for
operations and procedures for DRM
at all levels developed.
18,236
Referral strategy for health sector
reviewed and aligned to DRM 9,118
18. HEALTH SECTOR DISASTER RISK MANAGEMENT STRATEGIC PLAN 2014-2018
10
Kenya mass casualty incident
management protocols completed
and disseminated.
10000
Policy on emergency medical care
completed and implemented. 13,677
County Capacity Needs assessment
for DRM management support at all
levels conducted
13,677
3. Strengthen
capacity for
DRM program
management.
Capacity development plan for DRM
management support at all levels
developed
28,236
Management support for national
and county DRM programming
provided
36,472
Hazard Profile, Vulnerability Risk
Analysis and Mapping conducted 25,677
To enhance
prevention,
mitigation,
preparedness
& response
planning and
‘building back
better’ in
post-disaster
recovery.
1. Strengthen
multi-hazard
preparedness,
contingency
planning,
response &
recovery.
Multi-hazard preparedness and
response plans at national and
county levels developed.
36,472
Health Sector Emergency Operations
Centres (EOC) at national and county
established
58,500
Training and rehearsal (table top
exercises, simulation and drills) at all
levels conducted.
19,400
Capacity for initial rapid assessment
of incidents, emergencies & disasters
built.
28,677
Risk reduction, Emergency and
Disaster preparedness capacity in
community units strengthened.
18,236
Post-disaster/incident needs
assessments for all
disasters/incidents (with
recommendations) conducted.
15,677
Systems and capacity for contingency
planning and creating contingency
stockpile of health products
established.
36,472
Two yearly Hospital safety and
readiness assessment conducted. 13,677
19. HEALTH SECTOR DISASTER RISK MANAGEMENT STRATEGIC PLAN 2014-2018
11
2. Establish
systems for
safe and
resilient
hospitals/faci
lities
Upgrading National and County
referral facilities to meet standards
for safety and resilience carried out.
48,500
Capacity for response to mass
casualty incidents developed 37,600
Hospital incident command system
(HICS) for crisis management rolled
out.
25000
Skills for management of medical and
trauma emergencies scaled up. 7500
3. Strengthen
systems and
capacity for
mass casualty
incident
management
Equipment and medical products for
management of medical and trauma
emergencies in county referral
hospitals availed.
50000
National mass casualty incident
management protocols adapted and
operationalized. 8500
Community systems for pre-hospital
care established. 50000
4. Establish
systems for
management
of nuclear,
biological and
chemical
incidents
(HAZMAT).
Centers for management of victims
of HAZMAT/CBRN incidents
established
10000
Health sector teams in management
of HAZMAT/CBRN incident survivors
trained.
5000
Products and technologies for
management of HAZMAT/CBRN
incidents acquired.
8000
Systems for psychosocial care in
emergencies and disasters
established
2000
5. Strengthen
cross cutting
issues in
emergency
and disaster
management.
Capacity for management of the
health consequences of gender
based violence developed.
2000
Capacity for
coordination/management of
referral for the health consequences
of disability and prolonged care
following emergencies and disasters
developed.
5000
Systems for support for vulnerable
groups (children, elderly, HIV/AIDS,
pregnant women, TB, MSM, NCD,
marginalized communities) during
3,500
20. HEALTH SECTOR DISASTER RISK MANAGEMENT STRATEGIC PLAN 2014-2018
12
response and recovery established.
To improve
disaster risk
surveillance,
early warning,
risk analysis and
communication
1. Establish a
system for
disaster risk
communicati
on.
Biannual risk mapping and analysis
conducted 18,800
Health Sector DRM risk
Communication Strategy finalized,
disseminated and implemented.
9,400
Risk surveillance incorporated into
IDSR 5000
2. Improve risk
surveillance
Mechanism for sharing multi-sector
early warnings instituted. 30,000
Operational research for evidence
based advocacy and decision making
in DRM conducted.
10,000
To strengthen
Research,
Innovation,
information,
education and
Communication
1. Improve
knowledge
management
for decision
making in
DRM.
Information sharing mechanisms for
DRM research/ information
established
30,000
Develop a reporting system for
health emergency coordinators. 10000
2. Establish an
information
system for
DRM.
DHIS enhanced to collate and
transmit real-time data on mass
casualty incidents and disasters
through the e-platform.
18527
To mobilize
resources for
Investments in
DRM
1. Improve
resources
available for
DRM
programs
interventions
.
Advocate for increased budgetary
allocation for DRM Programs at MoH
National and at County Health
Departments.
0
Mechanisms with key stakeholders
for engagement during emergency
management established
2000
2. Better
management
of pooled
resources for
emergency
management
Mechanism for public private
partnerships in DRM established 2000
Systems for expedited procurement
of goods and services (including tax
rebates) during emergencies
established
3000
TOTAL
866,975
21. HEALTH SECTOR DISASTER RISK MANAGEMENT STRATEGIC PLAN 2014-2018
13
6. COORDINATION STRUCTURES FOR IMPLEMENTATION
The office of the president is the overall coordinating authority for emergency and disaster management in Kenya
through the Ministry of Interior and Coordination of National Government. The cabinet secretary for health is the highest
authority in the health sector and bears overall responsibility for all matters health, including DRM. The Interior and
Coordination of National Government has two implementing units for emergency and disaster coordination and
management namely, NDMU and NDOC. The ministry of health is represented in the two units by the head of the division
of health emergencies and Disaster Risk Management (DRM).
The ministry of health has an established ICC (inter-agency standing committee of national and international agencies)
that provides overall advice and oversight to the health sector on DRM. The division of health emergencies and Disaster
Risk Management (DRM) in the ministry of health is a under the directorate of curative and rehabilitative services. The
county Governments are semi-autonomous. The county departments of health are the operational and implementing
units for health in Kenya. Each of the county health departments has a designated officer responsible for coordination of
health emergencies and Disaster Risk Management (DRM).
The division of health emergencies and Disaster Risk Management (DRM) in the ministry of health is mandated to save
lives and protect health through management of emergencies and disasters by leading in policy formulation, partner
coordination, technical support to county governments, capacity building, monitoring risks, disaster response and
knowledge management. The division of health emergencies and Disaster Risk Management (DRM) has two
implementing units; the Emergency Preparedness and Disaster Risk Reduction unit and the Pre-Hospital Care and
Emergency Medical Response unit.
Disaster Risk Management (DRM) is a function in the Kenyan constitution that is mandated to both the national and
county governments. The ministry of health supports implementation of DRM in the counties through the county health
emergency and disaster coordinators.
22. HEALTH SECTOR DISASTER RISK MANAGEMENT STRATEGIC PLAN 2014-2018
14
6.1 COORDINATION STRUCTURE FOR MANAGEMENT OF EMERGENCIES AND DISASTERS
IN KENYA
National Authority
OFFICE OF THE
PRESIDENT
COUNTY
GOVERNMENTS
County Health
Emergencies &
Disaster Risk
Management
Coordinators
CABINET SECRETARY
FOR HEALTH
Head, Division of
Health Emergencies
and Disaster Risk
Management
OTHER CABINET
SECRETARIES NON-STATE ACTORS
NDMU,NDOC
Ministry of Interior
23. HEALTH SECTOR DISASTER RISK MANAGEMENT STRATEGIC PLAN 2014-2018
15
7. MONITORING IMPLEMENTATION OF THE STRATEGIC
PLAN
In order to track the progress of implementation of the strategic plan, the Ministry of Health shall carry out baseline, mid-
term and end term evaluations. These periodic reviews are conducted with internal and external stakeholders to review
progress and take necessary action. Monitoring of the process of attainment of the strategic objectives will be through
review of the mid and end term results conducted by the Ministry of Health.
The outcome indicators under each strategic objective will be as follows;
The monitoring of performance will be pegged on output indicators as shown in the table below. The targets set for each
year in the implementation period are shown below. Monitoring of implementation of activities at the county level shall
be conducted on a quarterly basis.
Strategic Objective Outcome indicators
To develop and strengthen
leadership, governance,
coordination and collaboration
for DRM
1. Functional coordination mechanisms at national, county and community levels
2. Proportion of approved CIDP s with health DRM components.
3. Enhanced capacity for DRM program management.
To enhance prevention,
mitigation, preparedness &
response planning and ‘building
back better’ in post-disaster
recovery.
1. Proportion of planning entities (National/county level departments,
institutions) with all-hazard plans.
2. Proportion of Referral hospitals with systems for safety and resilience.
3. Proportion of counties that have implemented the ICS, HICS, and MCIM
protocols for mass casualty incident management
4. Functional system for management of nuclear, biological and chemical
incidents (HAZMAT/CBRN).
5. Proportion of counties with plans for addressing vulnerable groups in DRM
To improve disaster risk
surveillance, early warning, risk
analysis and communication
1. Proportion of counties integrating disaster risk communication plan in their all
hazards plan.
2. Proportion of counties with updated risk maps (preferably GIS)
To strengthen Research,
Innovation, information,
education and Communication
1. Number of .evidence informed policy decisions on DRM
3. Proportion of counties with an above 90% reporting rate for emergencies and
disasters
To mobilize resources for
Investments in DRM
1. Per cent increase in budgetary allocation for DRM programs interventions.
2. Better management of pooled resources for emergency management
24. HEALTH SECTOR DISASTER RISK MANAGEMENT STRATEGIC PLAN 2014-2018
16
Outputs Output Indicators
Unit of
Measuremen
Responsible Targets
2015/
2016
2016/
2017
2017/ 2018/
National DRM ICC and
county DRM
stakeholders forums
established
Number of counties
with stakeholder
forums for DRM
established. (Well
constituted and
meeting quarterly).
Quarterly
stakeholder
meetings,
Head DRM
MoH/
CEC’s Health
10 20 30 47
DRM committees
pegged on community
units
Proportion of
community units
DRM committees
Monthly
committee
meetings
CEC’s Health 10% 20% 30% 40%
Management
structures for DRM
established at all levels
Number of counties
with DRM
Management
structures.
(programmatic
County, sub
county and
facility DRM
plans
Head DRM
MoH 10 20 30 47
M&E system for DRM
programs established.
DRM M&E
framework
document
M&E reports
Head DRM
MoH 100% 100% 100%
Senior level managers
in health sector at
national and county
trained on resource
mobilization
Proportion of senior
managers at
national and county
level trained on
resource
-Training
reports,
-DRM
resources
mobilized
Head DRM
MoH
50% 100% 100% 100%
DRM Integrated into
Community Health
Strategy
Documents(Strategy,
Training modules,
guidelines and data
tools).
Revised Community
Health strategy
document
Updated and
Approved
CHS
documents
Head DRM
MoH
100% 100% 100%
DRM incorporated into
County Integrated
Development Plans
(CIDP) and county
health sector plans,
Number of counties
whose County
Integrated
Development Plans
(CIDP) and county
health sector plans
with DRM
component
CIDP and
county health
sector plans
with DRM
component
Head DRM
MoH/CECs
Health
30 47 47 47
Health sector DRM
regulatory frameworks
developed and
incorporated into the
national DRM policy
national DRM policy
with Health as a
priority
national DRM
policy with
Health as a
priority
Head DRM
MoH 100%
25. HEALTH SECTOR DISASTER RISK MANAGEMENT STRATEGIC PLAN 2014-2018
17
Norms, standards,
guidelines and SOPs for
operations and
procedures for DRM at
all levels developed.
Norms, standards,
guidelines and SOPs
for health sector
DRM
Policy
documents
Head DRM
MoH
100% 100%
Proportion of
referral hospitals
with emergency
response plans and
SOPs for
Hospital
plans and
SOPs
Head DRM
MoH
20% 60% 80% 100%
Outputs Output Indicators
Unit of
Measuremen Responsible Targets
2015/
2016
2016/
2017
2017/
2018
2018/
2019
Referral strategy for
health sector reviewed
and aligned to DRM.
Revised referral
strategy for health
sector document
Updated and
Approved
CHS
Head DRM
MoH 100% 100% 100% 100%
SOPs for referral referral SOPs Head DRM
MoH
100% 100% 100% 100%
Kenya mass casualty
incident management
protocols completed and
disseminated
Kenya mass
casualty incident
management
protocols
Approved
MCI protocol
Head DRM
MoH
100% 100% 100%
100%
Policy on emergency
medical services
implemented
Kenya Policy on
emergency
medical care policy
Approved
policy
document
Head DRM
MoH 100%
Proportion of
counties adhering
to EMS policy
Survey report
Head DRM
MoH/CEC’s
50% 75% 100%
Capacity needs
assessment for DRM
management support at
all levels conducted
Needs assessment
for DRM
management
support
Assessment
reports
Head DRM
MoH
100%
Capacity development
plan for DRM
management support at
all levels developed
National DRM
Capacity
development plan
Approved
capacity
development
plan
Head DRM
MoH 100% 100% 100%
number of
counties with a
capacity
Assessment
report
CEC’s
Health
10 20 47
Technical support for
national and county
DRM programming
provided
Number of
counties that have
in the last year
received technical
support for DRM
Technical
reports
CEC’s
Health 15 25 40 47
Hazard Profile,
Vulnerability Risk
Analysis and Mapping
conducted
Hazard and VRAM
Map
Hazard and
VRAM report
Head DRM
MoH 100%
26. HEALTH SECTOR DISASTER RISK MANAGEMENT STRATEGIC PLAN 2014-2018
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Multi-hazard
preparedness and
response plans at
national and county
levels developed
National all
hazards plan
Approved
plan
Head DRM
MoH 100%
Number of
Counties with all
hazards plans
Approved
plans
CEC’s
Health 5 25 40 47
Health Sector Emergency
Operations Centres
(EOC) at national and
county established
National level
health sector EOC
Annual
report
Head DRM
MoH
100%
Number of
counties with
Assessment
report
CEC’s
Health
10 20
Outputs Output Indicators
Unit of
Measurement
Responsible Targets
2015/
2016
2016/
2017
2017/
2018
2018/
2019
Training and rehearsal
(table top design,
exercises, simulation and
drills) at all levels
conducted.
National –
Training, Exercise,
simulation and drill
reports
Reports
Head DRM
MoH
1 1 1 1
County –Training,
Exercise,
simulation and drill
reports
Annual reports
CEC’s
Health
10 20 30 47
Capacity for initial rapid
assessment of incidents,
emergencies & disasters
built.
Number of health
managers at
national and
county trained on
KIRA
Timely KIRA
reports
Head DRM
MoH 60 120 180 220
Risk reduction,
emergencies and
disaster preparedness in
community units
strengthened.
Proportion of
community units
sensitized on DRM
Sensitization
reports
CEC’s
Health 5% 10% 25%
Post-disaster/incident
needs assessments for
all disasters/incidents
(with recommendations)
conducted.
Proportion of
disasters within
the last year with
post-disaster
needs assessment
reports
PDNA reports
Head DRM
MoH 100% 100% 100% 100%
Systems and capacity for
contingency planning
and creating contingency
stockpile of health
products established.
Formulary for
stockpiling for
health
emergencies
Contingency
plans with
formulary of
stockpiles
Head DRM
MoH 100% 100% 100)
100%
Two yearly Referral
Hospital safety and
resilience assessment
conducted.
60 Referral
hospital safety and
resilience index
reports
HSI (Hospital
safety index)
chart
Head DRM
MoH 10 30 50
60
27. HEALTH SECTOR DISASTER RISK MANAGEMENT STRATEGIC PLAN 2014-2018
19
Upgrading of Referral
facilities to meet
standards for safety and
resilience carried out.
Number of referral
hospitals assessed
upgraded to
improve disaster
resilience
Hospital
upgrade Plans
and Budgets
CEC’s
Health 0 10 30 50
Number of referral
hospitals allocating
budget to spend
on upgrading to
make disaster
resilient.
Available
budget
CEC’s
Health
10 25 35 60
Capacity for response to
mass casualty incidents
developed
Number of ICS
trainings held
ICS reports
Head DRM
MoH 3 8 13 20
Hospital incident
command system (HICS)
for crisis management
rolled out.
Number of
hospitals holding
HICS training
HICS reports
CEC’s
Health 20 30 40 60
Skills for management of
medical and trauma
emergencies scaled up.
Number of health
workers trained in
BLS, ACLS (Basic
Life Support and
Advanced Life
Support) skills.
Training
Reports
Head DRM
MoH 100 20 30 40
Equipment and medical
products for
management of medical
and trauma emergencies
in referral hospitals
availed.
Number of referral
hospitals equipped
according to
standards
Assessment
reports
CEC’s
Health 10 30 45
National mass casualty
incident management
protocols adapted and
operationalized.
Number of
counties adapting
the national MCI
protocols
Assessment
reports
CEC’s
Health 20 40 47
Outputs Output Indicators
Unit of
Measurement
Responsible Targets
2015/
2016
2016/
2017
2017/
2018
2018/
2019
Community systems for
pre-hospital care
established.
Number of
community based
youth volunteers
trained as first
responders.
Assessment
report
CEC’s
Health 1000 2000 3000 40000
Centres for management
of victims of
HAZMAT/CBRN incidents
established
Number and
location of
specialized centres
identified/recomm
ended
Assessment
reports
Head DRM
MoH 1
28. HEALTH SECTOR DISASTER RISK MANAGEMENT STRATEGIC PLAN 2014-2018
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Health sector teams in
management of
HAZMAT/CBRN incident
survivors trained.
Number of health
specialist teams
trained on
HAZMART/CBRN
Training report
Head DRM
MoH 1 2 3 4
Products and
technologies for
management of
HAZMAT/CBRN incidents
acquired.
Number of
specialized
HAZMART/CBRN
management
centres equipped
Assessment
report
Head DRM
MoH 1 1 1
Systems for psychosocial
care in emergencies and
disasters established.
Compiled database
of professional
counsellors
Register
Head DRM
MoH 100%
Collaboration
agreements with
professional
counsellor
associations
MoUs
Head DRM
MoH
100%
Capacity for
management of the
health consequences of
gender based violence
developed.
Number of health
managers trained
on SGBV
Training
Reports
Head DRM
MoH 100
200 300 400
Capacity for
coordination/manageme
nt of referral for the
health consequences of
disability and prolonged
care following
emergencies and
disasters developed.
Protocol on
referral for
disability
Approved
policy
Head DRM
MoH 100%
Systems for support for
vulnerable groups
(children, elderly,
HIV/AIDS, pregnant
women, TB, MSM, NCD,
marginalized
communities) during
response and recovery
established.
Guidelines on
mapping of
vulnerable groups
during disasters
Guidelines
document
Head DRM
MoH 100%
Health Sector DRM risk
Communication Strategy
finalized, disseminated
and implemented.
Health Sector DRM
risk
Communication
Strategy document
Strategy
document
Head DRM
MoH 100%
Biannual risk mapping
and analysis conducted
Risk mapping and
analysis reports
Risk maps
Head DRM
MoH 100% 100%
29. HEALTH SECTOR DISASTER RISK MANAGEMENT STRATEGIC PLAN 2014-2018
21
Outputs Output Indicators
Unit of
Measurement
Responsible Targets
2015/
2016
2016/
2017
2017/
2018
2018/
2019
Systems for support for
vulnerable groups
(children, elderly,
HIV/AIDS, pregnant
women, TB, MSM, NCD,
marginalized
communities) during
response and recovery
established.
Guidelines on
mapping of
vulnerable groups
during disasters
Guidelines
document
Head DRM
MoH 100%
Health Sector DRM risk
Communication
Strategy finalized,
disseminated and
implemented.
Health Sector DRM
risk Communication
Strategy document
Strategy
document
Head DRM
MoH 100%
Biannual risk mapping
and analysis conducted
Risk mapping and
analysis reports
Risk maps
Head DRM
MoH 100% 100%
Risk analysis
information
incorporated into IDSR
Approved revised
IDSR guidelines with
DRM
Revised IDSR
document
Head DRM
MoH 100%
Mechanism for sharing
multi-sector early
warnings instituted.
Platforms for
sharing multi-sector
early warnings
Minutes and
reports
Head DRM
MoH 50% 100%
Operational research
for evidence based
advocacy and decision
making in DRM
conducted.
Operational
research findings
reports
Annual
Research
papers
Head DRM
MoH 2 4 6 8
Information sharing
mechanisms for DRM
research/ information
established
Annual symposiums
Bulletins and
Annual reports
Head DRM
MoH 1 2 3 4
Develop and
operationalize a
reporting system for
health emergency
coordinators.
Reporting tools
Reports and
Bulletins
Head DRM
MoH 100%
Number of counties
trained and
orientated on a
reporting system for
health emergencies
Training and
Orientation
Reports
Head DRM
MoH
47
30. HEALTH SECTOR DISASTER RISK MANAGEMENT STRATEGIC PLAN 2014-2018
22
Outputs Output Indicators
Unit of
Measurement
Responsible Targets
2015/
2016
2016/
2017
2017/
2018
2018/
2019
DHIS enhanced to collate
and transmit real-time
data on mass casualty
incidents and disasters
through the e-platform.
At least three
indicators
relevant to DRM
in the DHIS
Intergrated
DHIS reports
Head DRM
MoH 100%
Advocate for increased
budgetary allocation for
DRM programs at MoH
National and at County
Health Departments
Increased DRM
budget allocation
Annual plans
and budgets
trend
PS Health
CEC ‘s
Health
30% 50% 100% 100%
Mechanisms for
engagement with key
stakeholders in
emergency response
established
frameworks for
stakeholder
collaboration
Reports and
MOUs
Head DRM
MoH 100%
Mechanism for health
sector public private
partnerships PPP in DRM
established
frameworks for
PPP engagements
in DRM
MoUs
Head DRM
MoH 100%
Systems for expedited
procurement of goods
and services (including tax
rebates) during
emergencies established
Timely
procurement of
goods and
services during
Emergencies
SOP s on
emergency
procurement
Head DRM
MoH 100%
31. HEALTH SECTOR DISASTER RISK MANAGEMENT STRATEGIC PLAN 2014-2018
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8. COST ESTIMATES AND FINANCING
Funding for the implementation of the strategic interventions will primarily be from the GoK with support from
development, humanitarian and other implementing partners.
Strategic Objective Strategic interventions
Cost
Estimates
Ksh.’000
To develop and
strengthen leadership,
governance, coordination
and collaboration for DRM
1. Strengthen coordination mechanisms, structures and partnerships
at all levels 79,944
2. Improve regulatory and policy environment to entrench DRM in
the health sector 68,208
3. Strengthen capacity for DRM program management. 90,385
To enhance prevention,
mitigation, preparedness
& response planning and
‘building back better’ in
post-disaster recovery.
1. Strengthen multi-hazard preparedness, contingency planning,
response & recovery. 227,111
2. Establish systems for safe and resilient hospitals/facilities 118,600
3. Strengthen systems and capacity for mass casualty incident
management 108,500
4. Establish systems for management of nuclear, biological and
chemical incidents (HAZMAT/CBRN).
25000
5. Strengthen cross cutting issues in emergency and disaster
management.
10500
To improve disaster risk
surveillance, early
warning, risk analysis and
communication
1. Establish a system for disaster risk communication.
33200
2. Improve risk surveillance
40000
To strengthen Research,
Innovation, information,
education and
Communication
1. Improve knowledge management for decision making in DRM. 40000
2. Establish an information system for DRM.
20,527
To mobilize resources for
Investments in DRM
1. Improve resources available for DRM programs interventions.
0
2. Better management of pooled resources for emergency
management 5000
TOTAL Ksh. 866,975
32. HEALTH SECTOR DISASTER RISK MANAGEMENT STRATEGIC PLAN 2014-2018
24
LIST OF CONTRIBUTORS
NAME ORGANISATION NAME ORGANISATION
Aaron Kimeu Mutie MOH Dr. Ruth Kitetu MOH
Catherine Ahonge MOH Dr. Simiyu Tabu MRTH
Charles Murei NDOC Dr. Simon K Kibias MOH
Dan Odaba USIU-A Dr. Wilson Gachari MOH
Daniel Wako CDC Henry Parkolwa NDMA
David Janzen ICChange Josephine Ayaga MOH
Dr. Abdullah Saleh ICChange Josephine Odanga UNICEF
Dr. Abel Nyakiongora MOH Mary Mwangangi MOH
Dr. Edward Kiema NDOC Matilda Musumba UNFPA
Dr. Isaac Botchey JOHN HOPKINS Mirasi Tom MOH
Dr. James Teprey WHO Mumina Dahir KRCS
Dr. John Odondi MOH Oyundi Nehondo UNISDR
Dr. Lyndah Makayoto MOH Pius Masaimwachi NDMU
Dr. Milhia Kader IRC Rosalia Kalani MOH
Dr. Millicent Korir MTRH Rose Ayugi MOH
Dr. Nollascus Ganda WHO Rose Mwongera MOH