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  1. 1

    WHO training course for TB consultants: RPM Plus drug management sessions in Sondalo, Italy, September 28 - October 1, 2006: trip report.

    Barillas E

    Arlington, Virginia, Management Sciences for Health, Center for Pharmaceutical Management, Rational Pharmaceutical Management Plus, 2006 Oct 18. 26 p. (USAID Cooperative Agreement No. HRN-A-00-00-00016-00; USAID Development Experience Clearinghouse DocID / Order No. PN-ACI-323)

    WHO, Stop-TB Partners, and NGOs that support country programs for DOTS implementation and expansion require capable consultants in assessing the capacity of countries to manage TB pharmaceuticals in their programs, developing interventions, and providing direct technical assistance to improve availability and accessibility of quality TB medicines. Beginning in 2001, RPM Plus, in addition to its own formal courses on pharmaceutical management for tuberculosis, has contributed modules and facilitated sessions on specific aspects of pharmaceutical management to the WHO Courses for TB Consultants in Sondalo. The WHO TB Course for TB Consultants was developed and initiated in 2001 by the WHO Collaborating Centre for Tuberculosis and Lung Diseases, the S. Maugeri Foundation, the Morelli Hospital, and TB CTA. The main goal of the course is to increase the pool of international level TB consultants. As of December 2005, over 150 international TB consultants have participated in the training, a majority ofwhom have already been employed in consultancy activities by the WHO and international donors. In 2006 fiscal year RPM Plus received funds from USAID to continue supporting the Sondalo Course, which allowed RPM Plus to facilitate sessions on pharmaceutical management for TB at four courses in May, June, July, and October of 2006. RPM Plus Senior Program Associate, Edgar Barillas, traveled to Sondalo from September 28 to October 1 to facilitate the TB pharmaceutical management session at the WHO course for TB Consultants in Sondalo, Italy. (excerpt)
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  2. 2

    Belize: Efficient services with a human face.

    International Planned Parenthood Federation [IPPF]. Western Hemisphere Region [WHR]

    Notes from the Field. 2001 Jul; (6):[2] p..

    International Planned Parenthood Federation, Western Hemisphere Region staff visited Belize in June 2001 to work with the Belize Family Life Association (BFLA) on sustainability and management aspects of its strategic plan for sexual and reproductive health care. The slogan they developed was Efficient Services with a Human Face." IPPF/WHR Senior Program Advisors Lucella and Humberto were in Belize in June 2001 to work with IPPF/WHR's affiliate there, the Belize Family Life Association (BFLA), on the sustainability and management aspects of its strategic plan. BFLA recently received a grant from the Summit Foundation to construct a new headquarters that will allow for expanded services. (excerpt)
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  3. 3

    Guatemala: Orienting affiliates on the design and implementation of a state-of-the-art management system.

    International Planned Parenthood Federation [IPPF]. Western Hemisphere Region [WHR]

    Notes from the Field. 2001 Jun; (5):[2] p..

    A three-person team from International Planned Parenthood Federation, Western Hemisphere Region conducted a training workshop in Guatemala for several affiliates on the design and implementation of the Integrated Management System and also received feedback on the system. A three-person team from IPPF/WHR recently conducted a training workshop in Antigua, Guatemala for several IPPF/WHR affiliates on the design and implementation of the highly anticipated Integrated Management System (IMS). The workshop was an opportunity both to orient the participants to the new system as well as to get their feedback on the IMS and the extent to which it meets their needs. WHR team members included Leslie, Director of MIS, María Cristina, Regional Supplies Officer, and Rupal, Evaluation Officer. (excerpt)
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  4. 4

    Bangladesh: contraceptive logistics system. Review of accomplishments and lessons learned.

    Kinzett S; Bates J

    Arlington, Virginia, John Snow [JSI], Family Planning Logistics Management [FPLM], 2000. x, 67 p. (USAID Contract No. CCP-C-00-95-00028-00)

    This report documents the status of technical assistance provided by the USAID-funded Family Planning Logistics Management project to the Bangladesh Family Planning Program in developing a countrywide contraceptive logistics system. A study conducted in November 1999 to evaluate the impact of technical assistance on logistics management and contraceptive security is detailed. The report concludes with findings from the study, lessons learned, and recommendations to continue improvements in the system. (author's)
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  5. 5

    Adolescents: planning contraceptive and counselling services.

    International Planned Parenthood Federation [IPPF]. Central Council

    [Unpublished] 1985. 114 p.

    This document is a practical guide to help those Planned Parenthood Associations which want to establish contraception and counseling services for young people. It draws its examples from the considerable experience of selected European countries in what can be controversial and difficult areas. In the section devoted to adolescent sexuality and contraception, contributors cover culture and subculture, health and sexuality, sexual behavior and contraceptive services, the adolescent experience, the question of opposition to services for adolescents, and statistical indices. 1 section is devoted to examples of contraceptive counseling services for adolescents in Sweden, Italy, France, the UK, and Poland. Another section summarizes service provision examples. The 5th section presents methodology for the establishment of adolescents services and the final section discusses methodology testing of new projects. This report contends that the case for the rapid development of contraceptive/counseling services, tailored to the needs and desires of young people, is justified on moral as well as on sociological, psychological, and health grounds. It rejects totally the argument that any measure which could facilitate the sexual debut of the unmarried or legally dependent adolescent should be resisted. It does recognize public concern about family breakdown and the potential health risks of sexual activity but considers the examples given as measures designed to combat rather than ignore these. Taking into account sociological, psychological, and medical evidence, the contributors to this report challenge the following presumptions: sexual activity among the young is always and necessarily morally unacceptable and socially destructive; adolescents will resort to promiscuous sexual activity in the absence of legal deterrents such as refusal of access to contraceptive/counseling services; the potential health risks of sexual activity and use of contraceptives during adolescence provide sufficient justification for deterrent measures, including refusal of contraceptive/counseling services; and the scale of sexual ignorance and prevalence of unplanned pregnancy among adolescents can only be reduced by disincentives and deterrents to sexual activity itself. The case for the provision of contraceptive/counseling services rests on their potential to help adolescents to recognize and resist repressive forms of sexual activity, which are destructive of humanmanships. Evidence suggests that it is not difficult to attract a large cross-section of an adolescent public to use contraceptive/counseling services, where established.
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  6. 6

    Current approaches to strengthening the management of national maternal / child health and family planning programs.

    Sapirie SA

    [Unpublished] [1990]. 7 p.

    This presentation provides an overview of past efforts by the WHO to support management development in health and to describe some of the specific methods being used in the Family Health Division. WHO has for many years recognized the importance of sound program management and has striven to support countries in practical ways to strengthen management skills, procedures and practices. Certain programs have designed and provided tailor-made management training for the improvement of specific types of services. Generally, WHO has attempted to develop and share methods in health planning and management which were felt of potential usefulness to national administrations. The current management strengthening activities discussed in this paper are the following: 1) rapid evaluation of maternal-child health/family planning (MCH/FP) programs; 2) district team problem-solving in MCH/FP; 3) application of patient flow analysis in clinics; 4) development of indicators for managing MCH/FP services; and 5) the national formulation of major UN Population Fund Projects in MCH/FP.
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  7. 7

    FPAN committed to encompass a wider section of the community in its programme.

    FPAN NEWSLETTER. 1998 Mar-Apr; 18(2):3-4.

    Various organizations working in the field of family planning have been concerned since the 1994 International Conference on Population and Development with adopting the holistic life-cycle process and integrating sexual and reproductive health issues and program needs into their programs with the goal of expanding their scope of involvement in reproductive health. In 1997, the South Asia Region of the International Planned Parenthood Federation (IPPF) organized a regional workshop in Colombo upon sexual and reproductive health in an attempt to develop a common understanding of the concept, to introduce and discuss several components of sexual and reproductive health relevant in the region, and to help family planning associations integrate sexual and reproductive health components into their existing programs. The workshop served as a forum in which successful field experiences could be shared. A similar workshop was organized for family planning association branch managers.
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  8. 8

    Upgrading FPA finance management capacity.

    PANORAMA. 1998; 3.

    Family planning association (FPA) treasurers and finance managers of the International Planned Parenthood Federation's (IPPF) Arab World Region (AWR) attended a regional seminar held in Tunis during December 18-22, 1997. IPPF London's Finance Director discussed IPPF's finance policies and offered comprehensive explanations to participants' questions on the subject. The participants were interested in issues related to the external auditors' manual and stressed the importance of maintaining accurate financial records and developing sound reporting procedures and systems. Participants at the seminar also reviewed the implementation process of the 1997 finance contingency plan and how it affected the disbursement of the FPAs' most recent installments. Seminar participants gained insight into the progress achieved by the regional project in standardizing finance and management information systems at the FPA level. Recommendations adopted by the seminar are listed, followed by the transcript of an interview with the regional treasurer and AWR's finance advisors.
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  9. 9

    Midterm review of the Tanzania Family Planning Services Support (FPSS) Project (621-0173).

    Shutt MM; Fleuret A; Kapiga S; Kirkland R; Magnani R; Mandara N; Mpangile G; Olson C; Omari CK; Pressman W

    Arlington, Virginia, Population Technical Assistance Project [POPTECH], 1994 Dec. xix, 84, [40] p. (POPTECH Report No. 94-011-015; USAID Contract No. CCP-3024-Q-00-3012)

    The Tanzania Family Planning Services Support Project (FPSS) aims to improve the health and welfare of women and children by providing women and couples the opportunity to choose freely the number and spacing of children. FPSS was implemented in 1991. The three interrelated project outputs are expanded delivery of quality family planning services, enhanced Tanzanian institutional capacity, and development of an institutional base. USAID/Tanzania requested a midterm evaluation, which was conducted in December 1994. It supports FPSS by directly providing funds to the government and cooperating agencies who provide technical assistance to the National Family Planning Program and the private sector. Other significant donors to the family planning sector include UNFPA, IPPF, Overseas Development Assistance, and German Association for Technical Cooperation. During 1991-94 modern contraceptive prevalence increased from 7% to 16%. New acceptors increased 40-50%. Monthly resupply clients increased 23%. In mid-1994, 79% of women and 90% of men were familiar with at least one modern contraceptive method. The proportion of facilities providing injectables, IUDs, and vaginal foam increased more than two-fold. Almost all the facilities provided oral contraceptives and condoms. The number of first attendances for family planning services increased 46%. FPSS supported a wide variety of training (e.g., 6 types of training courses), but the needs for more training were stifled by lack of trainers and of supervisors, weak distribution of training documents, failure to institutionalize family planning into the medical and nursing schools, and lack of equipment and supplies. There were solid improvements in contraceptive logistics and availability, strengthening of the family planning unit within the Ministry of Health, and flexibility by USAID/Tanzania's management in addressing changing country needs. Based on the findings, the team developed 12 major recommendations (e.g., development of a national strategy to achieve a sustainable family planning program).
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  10. 10

    [Planning and management of community programs. Handbook on program development, formation of leadership, and and management of group programs] Planification et gestion des programmes communautaires. Manuel sur l'elaboration des programmes, la formation aux fonctions d'animation et la gestion des programmes de groupe.

    International Planned Parenthood Federation [IPPF]. Africa Region

    London, England, IPPF, 1984. [3], iv, 116 p. (Planification Familiale et Amelioration de la Condition Feminine)

    This manual is based on the experiences of a training seminar for directors of the Planned Parenthood and Women's Development (PPWD) project organized by the International Planned Parenthood Federation's regional bureau for Africa in Nairobi. The chief objective of the seminar was to strengthen the PPWD program by improving the programming and management capabilities of its directors. The need for training and for training materials affects all field programs at various levels and is particularly acute in Africa. The principal objective of the manual is to prepare workers of all levels for activities at different stages of program development using the participatory techniques of the Nairobi seminar. The manual also seeks to share experiences of the PPWD program and to suggest other useful training materials and resources. The manual is in the form of teaching notes with references. The material is divided into 2 parts, the 1st considering the origins, objectives, philosophy, and program activities of family planning and improvement of women's conditions and the experiences acquired by the PPWD program. This material forms the content for the approaches, methods, and techniques recommended in the 2nd part of the manual. Each section of the 2nd part contains brief observations of the reasons for undertaking various activities and procedures. Procedures relative to program and project development and motivation of groups are then explained and accompanied by exercises to aid the motivator and group members in applying the procedures. The most opportune moment for introducing each exercise is indicated, but the final decision always depends on the needs of the group and the time available.
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  11. 11

    Report of the UNFPA Global Conference, New York, 1988.

    United Nations Population Fund [UNFPA]

    New York, New York, UNFPA, 1988. [3], 67 p. (88/31007/E/1000)

    The primary concerns of the UNFPA Global Conference, held in New York during April 1988, were to review and assess the population field with the objective of applying lessons learned from the past to future program and decentralization designed to make UNFPA's programs more responsive to the needs of the countries. The 1st day of the Conference focused on the work of UNFPA, as presented by UNFPA officers. The review and assessment exercise that took place on the 2nd and 3rd days included sessions on maternal and child health/family planning; information, education, and communication; population data, policy, and research; and women, population, and development. The final 3 days of the Conference were devoted to decentralization as well as administrative and personnel issues to UNFPA headquarters and field staff. Recommendations are included in these conference proceedings in addition to the Conference program; the opening statement of Dr. Nafis Sadik, UNFPA Executive Director; and Dr. Sadik's "Review and Assessment of the Population Field."
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  12. 12

    [Health information system: CERPOD's training programs] Systeme d'information sanitaires programme special de formation du CERPOD

    Mbaye K

    In: Rapport final de la conference sur le bien-etre familial au Tchad: N'Djamena 15-21 Octobre 1988, edited by Leslie Leila Brandon. N'Djamena, Chad, Republique du Tchad, Ministere de la Sante Publique, Secretariat d'Etat, Direction Generale, Unite, Travail Progres, [1988 Dec]. 1-5.

    The most pressing problem facing the Sahel since the World Population Conference in 1984 is high maternal and infant mortality rates. Lowering these rates is a priority for all health programs in the region. CERPOD's Division of Family Planning (DPP) will provide each of the countries in the region with technical assistance to help improve the performance of health programs within a realistic perspective of each country's infrastructure, socio-demographic and cultural characteristics. The DPP's objectives for 1988-92 are to improve the institutional capacity of health services by developing an effective management and administrative data collection system. This technical assistance takes place at 3 levels: 1) consultation; 2) training programs; 3) implementation of the results. Implementing a management system that can retrieve statistical information on health and family planning programs must be country-specific. A 1st inter-regional training program is planned for June 1989 and will include a comprehensive overview of all statistical methods and components in collecting, analyzing and evaluating family planning programs. At present CERPOD is providing technical assistance to the Gambia and Mali. In January 1988 the Gambian Association for Family Planning Added a special unit on research and evaluation. In Mali the Division of Family Health also added an office on statistics and evaluation with a 2-year training program funded collaboratively by UNICEF, USAID, and UNFPA. A committee recruited for this office includes representatives form Mali's Ministry of Health and Social Affairs, CERPOD, USAID and WHO. The committee is developing a statistical information system for maternal and child health and family planning. A final report will include recommendations that will be tested in specific countries before their general application to the region. CERPOD's short-range plans include technical assistance to Senegal, Niger and Mauritania. In Senegal a training seminar is planned for all central and regional personnel of the Ministry of Social Development on data collection techniques; in Niger CERPOD is collaborating with the MInistry of Health and Social Affairs and Women's Condition in developing a training program; and in Mauritania negotiations are underway for technical assistance in helping to reinforce the statistical unit at the Ministry of Public Health.
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  13. 13

    IPPF plan 1988-90: adopted by the Members' Assembly, Tokyo, November 1986.

    International Planned Parenthood Federation [IPPF]

    London, England, IPPF, 1987. ii, 27 p.

    Continuing the program directions adopted in the previous 1985-87 Plan, the 1988-90 Three Year Plan considers the need to sustain family planning associations (FPAs) in the roles and programs most suited to the needs of people in their countries. It is based on the experience of FPAs and is used selectively by them in the context of local priorities. Attention is directed to the objectives of each of the 7 action areas: strengthening the role and effectiveness of FPAs, the International Planned Parenthood Federation (IPPF), and other nongovernmental organizations (NGOs) in the planned parenthood movement; promotion of family planning as a basic human right; improving and expanding services for better family health; meeting needs of young people; women's development; male participation in family planning; and resource development. Strengthening management skills and program capacity at all levels of IPPF, including the opportunity for volunteer and staff development on a continuing basis needs to remain a priority. Specific objectives in this area include: intensifying understanding of the role of NGOs in family planning and promoting governmental, intergovernmental, and NGO collaboration in family planning activities; strengthening the contribution of volunteers; broadening community support and participation; and strengthening FPA capacity in the development, management, implementation, and evaluation of family planning programs. In the area of human rights, it is necessary to increase awareness and promote the exercise of family planning as a basic human right, to overcome obstacles to this objective, and to increase awareness of the interrelationship between people, resources, the environment, and development. IPPF still has an important pioneering role in demonstrating innovative, efficient, and cost-effective ways to expand the coverage of services whether through health-related service delivery systems or through other mechanisms such as social marketing. The Federation's Policy Statement on Meeting the Needs of Young People continues to provide the Federation with a broad framework for its efforts to work both for and with the younger generation. IPPF must maintain strong links with women's organizations and the women's development movement and provide technical assistance and support in the planning management and implementation of field programs. The Federation and other organizations must devote a more significant part of their resources to programs aimed at men. Strong international support for family planning continues to be essential, but increasing national self-reliance remains a key goal for IPPF.
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  14. 14

    United Nations Fund for Population Activities (UNFPA) strategies to reduce pregnancy risks.

    Sardari AM

    In: High risk mothers and newborns: detection, management and prevention, edited by Abdel R. Omran, Jean Martin and Bechir Hamza. Thun, Switzerland, Ott Verlag, 1987. 355-60.

    Today the UN Fund for Population Activities (UNFPA) is working in 8 main areas: 1) basic data collection, 2) population dynamics, 3) formulation of population policies and programs, 4) implementation of policies and programs, 5) family planning, 6) communication and education, 7) special programs, and 8) multisector activities. UNFPA has always been convinced of the health benefits of family planning or of the negative effects of unregulated fertility on maternal, perinatal, neonatal, infant, and child health. In countries which remain unconvinced of the need for family planning, UNFPA has provided assistance for conducting studies which tend to demonstrate the negative health effects of unregulated fertility. In countries convinced of the need for providing family planning services, on the basis of studies of the type just mentioned or of demographic or socioeconomic evidence, a shift typically occurs in UNFPA assistance patterns toward greater support for family planning service-related activities. Such services may take a variety of forms in accordance with national desires and still be eligible for UNFPA support, so long as all couples and individuals have the basic right to decide freely and responsibly the number and spacing of their children. UNFPA will support both high-risk-only family planning programs and those open to all comers, but movement toward wider availability is always welcomed. Regarding modes of service delivery, UNFPA is willing to support 1) specialized free-standing, nonintegrated family planning programs; 2) family planning integrated with maternal and child health in the context of primary health care; 3) family planning integrated in socioeconomic development programs; 4) community based distribution programs, and 5) commercial marketing programs.
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  15. 15

    SOMARC briefing book.

    Futures Group. Social Marketing for Change [SOMARC]

    Washington, D.C., SOMARC, [1985]. [58] p.

    This document contains briefing materials for the participants of an upcoming meeting of the advisory council and working groups of Social Marketing for Change (SOMARC), an organizational network, funded by the US Agency for International Development (USAID) and composed of 5 firms which work together in helping agencies, organizations, and governments develop contraceptive social marketing programs. Social marketing is the use of commercial marketing techniques and management procedures to promote social change. The briefing materials include 3 background and 18 issue papers. The background papers provide brief summaries of USAID's population activities and of the history of social marketing programs, an overview of USAID sponsored contraceptive social marketing programs in 14 countries and of 3 major non-USAID programs, and a listing of the skills and resources needed to develop effective contraceptive social marketing programs. The issue papers provide a focus for the discussion sessions which are scheduled for SOMARC's working groups on marketing communication, management, and research. USAID's objective is to promote the development of family planning programs which are completely voluntary and which increase the reproductive freedom of couples. Contraceptive social marketing programs are consistent with this objective. USAID provides direct funding for family planning programs as well as commodity, technical, and training support. USAID's involvement in social marketing began in 1971, and USAID is currently sponsoring programs in Jamaica, Bangladesh, Nepal, El Salvador, Egypt, Honduras, Ecuador, the Caribbean Region, Costa Rica, Guatemala, and Peru. In the past, USAID provided support for programs in Mexico, Tunisia, and Ghana. The Mexican project is now functioning without USAID support, and the projects in Tunisia and Ghana are no longer operating. Major non-USAID contraceptive social marketing programs operate in India, Sri Lanka, and Colombia. These programs received only limited technical support from USAID. To ensure the success of social marketing programs, social marketers must have access to the knowledge and skills of commercial marketers in the areas of management, analysis and planning, communications, and research. Social marketers must also have expertise in social development and social research. In reference to the issue papers, the working groups and the advisory council were asked to develop suggestions for 1) overcoming social marketing program management problems, 2) motivating health professionals toward greater involvement in social marketing programs, 3) improving the media planning component of the programs, 4) improving management stability and training for management personnel, and 5) improving program evaluation. Areas addressed by the issue papers were 1) whether social marketing programs should be involved in creating a demand for contraceptives or only in meeting the existing demand, 2) the development of a methodology for assessing why some programs fail and others succeed, 3) the feasibility of using anthropological and questionnaire modules for conducting social marketing research, 4) techniques for overcoming the high level of nonsampling error characteristic of survey data collected in developing countries, 5) techniques for identifying contraceptive price elasticity, 6) the feasibility of using content analysis in social marketing communications, 7) the applicability of global marketing strategies for social marketing, and 8) how to select an an appropriate advertising agency to publicize social marketing programs.
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  16. 16

    FPIA helps expand contraceptive services.

    Groot H

    Planned Parenthood Review. 1984 Spring-Summer; 4(1):18.

    Since the beginning in 1971 of the Planned Parenthood Federation of America's international program, Family Planning International Assistance (FPIA), US$54 million has been contributed in direct financial support for the operation of over 300 family planning programs in 51 countries; over 3000 institutions in 115 countries have been supplied with family planning commodities, including over 600 million condoms, 120 cycles of oral contraceptives, and 4 million IUD; and about 1 million contraceptive clients were served by FPIA funded projects in 1982 aone. Since 1971, however, the world's population has increased from 3.7 billion to around 4.7 billion people. About 85 million people are added to the world each year. There is consensus that without organized family planning programs, today's world population would be even higher. FPIA measures its progress in terms of expanding the availability of contraceptive services in devloping countries. FPIA supported projects have helped make services available in areas previously lacking them, and has helped involve a wide variety of organizations, such as women's groups, youth organizations, and Red Cross Societies, in family planning services. A prime concern of FPIA, which has limited resources, is what happens to projects once FPIA support is terminated. FPIA has been paying attention to local income generation to help projects become more self-supporting and to increas staff members' management skills. The more successful income-generating schemes appear to be directly related to family planning, selling contraceptives and locally produced educational materials, and charging fees for family planning and related medical services and tuition for training courses. FPIA funded to projects use management by objectives (MBO) to help improve management skills. MBO helps grantees improve their ability to set objectives, plan, monitor, report, and do day-to-day project management.
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