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Strengthening health systems to respond to women subjected to intimate partner violence or sexual violence: a manual for health managers.
Geneva, Switzerland, WHO, 2017. 172 p.This manual is intended for health managers at all levels of the health systems. The manual is based on the World Health Organization (WHO) guideline Responding to intimate partner violence and sexual violence against women: WHO clinical and policy guidelines, 2013. Those guidelines inform this manual and its companion clinical handbook for healthcare providers, Health care for women subjected to intimate partner violence or sexual violence, 2014. The manual draws on the WHO health systems building blocks as outlined in Everybody’s business: strengthening health systems to improve health outcomes: WHO’s framework for action..
[Washington, D.C.], World Bank, .  p. (\)Designing and implementing knowledge exchange initiatives can be a big undertaking. This guide takes the guesswork out of the process by breaking it down into simple steps and providing tools to help you play a more effective role as knowledge connector and learning facilitator. It will help you: identify and assess capacity development needs; design and develop an appropriate knowledge exchange initiative that responds to those needs; implement the knowledge exchange initiative; measure and report the results.
Supporting community responses to malaria: A training manual to strengthen capacities of community based organizations in application processes of the Global Fund to Fight HIV / AIDS, Tuberculosis and Malaria.
Cologne, Germany, STOP MALARIA NOW!, 2009 Nov. 53 p.This training manual is a product of the STOP MALARIA NOW! advocacy campaign and aims to support community responses to malaria. In particular, this manual aims to improve knowledge and skills of Community Based Organizations (CBOs) in application processes of the Global Fund to Fight HIV / AIDS, Tuberculosis and Malaria. The contents are based on results of the needs assessment 'Capacity Needs of CBOs in Kenya in Terms of Application Processes of the Global Fund to Fight HIV /AIDS, Tuberculosis and Malaria (GFATM)', conducted in June and July 2009.
New York, New York, United Nations Population Fund [UNFPA], 2007.  p.The influence behind faith-based organizations is not difficult to discern. In many developing countries, FBOs not only provide spiritual guidance to their followers; they are often the primary providers for a variety of local health and social services. Situated within communities and building on relationships of trust, these organizations have the ability to influence the attitudes and behaviours of their fellow community members. Moreover, they are in close and regular contact with all age groups in society and their word is respected. In fact, in some traditional communities, religious leaders are often more influential than local government officials or secular community leaders. Many of the case studies researched for the UNFPA publication Culture Matters showed that the involvement of faith-based organizations in UNFPA-supported projects enhanced negotiations with governments and civil society on culturally sensitive issues. Gradually, these experiences are being shared across countries andacross regions, which has facilitated interfaith dialogue on the most effective approaches to prevent the spread of HIV. Such dialogue has also helped convince various faith-based organizations that joining together as a united front is the most effective way to fight the spread of HIV and lessen the impact of AIDS. This manual is a capacity-building tool to help policy makers and programmers identify, design and follow up on HIV prevention programmes undertaken by FBOs. The manual can also be used by development practitioners partnering with FBOs to increase their understanding of the role of FBOs in HIV prevention, and to design plans for partnering with FBOs to halt the spread of the virus. (excerpt)
New York, New York, UNFPA, 2001. 32 p. (Preventing HIV / Promoting Reproductive Health)UNFPA has worked in the field of population and development for more than three decades and has addressed the issue of HIV/AIDS for the last decade. However, no organization by itself has the capacity or the resources needed to address and halt the pandemic. An effective response requires careful collaboration and coordination among organizations, with each bringing to the partnership a distinct set of capabilities, strengths and comparative advantages. As one of the eight cosponsors of UNAIDS (the other cosponsors being UNICEF, UNDP, UNDCP, UNESCO, ILO, WHO and World Bank), UNFPA chairs Theme Groups in many countries and supports HIV-prevention interventions in almost all of its country programmes. To maximize its response and to strengthen coordinated activities with other partners, it is critical for staff at every level to have a common understanding of the Fund’s policies and strategic priorities. The aim of this document is to provide such guidance to staff, delineating the niche in which UNFPA as an organization has a definite comparative advantage in addressing the HIV/AIDS epidemic, especially at the country level. (excerpt)
New York, New York, United Nations, 1978. v, 72 p. (ST/ESA/66 (Vol. IV))This manual (volume 4) produced by the UN presents a number of practical training techniques that can be incorporated into the popular participation training to achieve specific objectives and to create a more varied and interesting experience. It also contains 5 elements essential in the evaluation of each technique, which includes objectives, settings, process, discussion and comments or preparation. Chapter 1 discusses the techniques for problem recognition, which include: 1) first steps in group activities; 2) perception exercises; 3) entering your own space and entering another's space; 4) force field analysis; 5) polling; 6) differences in perception; and 7) serialized posters. Chapter 2 describes the techniques for capacity building, which consist of: 1) village planner; 2) problem-solving posters; 3) the impertinent PERT chart; 4) need identification; 5) choosing a color; 6) inter-group competition in plan preparation; 7) inter-group collaboration in program implementation and 8) challenging conflicts within the Iwo village. Chapter 3 presents the techniques for attitude and value development through role playing, development of community, awareness of hidden motives, the fishbowl approach, difference between clear and unclear goals, charting group participation, application of empathy and ring-toss.