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  1. 1

    Strengthening of management of maternal and child health and family planning programmes. Report of an intercountry workshop, New Delhi, 27-31 August 1990.

    World Health Organization [WHO]. South-East Asia Region

    [Unpublished] 1991 Feb 14. [2], 20 p. (SEA/MCH/FP/99; Project No. ICP MCH 011)

    >20 participants from UNFPA/UNICEF/USAID and 23 participants from 10 countries from the WHO Southeast Asia Region attended the Workshop on Strengthening of Management of Maternal and Child Health (MCH) and Family Planning (FP) Programmes in New Delhi, India in August 1990. The workshop consisted of presentations and discussions of country reports, technical papers, dynamic work groups, and plenary consensus. The WHO/SEARO technical officer for family health presented a thorough overview on strengthening MCH/FP services in a primary health care setting. Issues addressed included regional status on population growth, urban migration and development. MCH status, management of MCH/FP services, strategic planning, and management information. In Bangladesh, the government integrated MCH services with FP services, but other child programs including immunization, control of diarrheal disease program, nutrition, acute respiratory infection remained with the health division. Obstacles of the MCH/FP program in the Maldives were shortage of trained human resources, preference of health providers to work in urban areas, inadequate logistics, and insufficient supervision in peripheral health centers. A nomadic way of life among the rural peoples posed special problems for the delivery of MCH services in Mongolia where large family size was encouraged. Other country reports included Bhutan, India, Myanmar, Nepal, and Sri Lanka. A case study of the model mother program in Thailand and the local area monitoring technique in Indonesia were shared with participants. District team work groups identified key MCH/FP management problems including organization, planning, and management; finance and resource allocation; intersectoral action; community participation; and human resource development. The workshop revealed the national health leaders with hopes for WHO technical assistance were developing a rapid evaluation methodology.
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  2. 2

    ICPD follow-up: post ICPD shifts in policy and programme direction in Thailand.


    This news brief identifies workshops and meetings related to the implementation of the ICPD Program of Action in Thailand and some changes in Thai policy and program direction. The 8th National Economic and Social Development Plan for 1997-2001 uses a people-centered human development approach. The Plan emphasizes extending compulsory primary education to 9 years for all children initially and eventually to 12 years. The second major change is to accelerate the extension of primary health care in rural areas and to carry out a Five-Year National AIDS Prevention and Control plan. The new Plan aims to promote family planning in target groups with high fertility, to improve the quality of family planning methods and services, to promote small family size among target groups, to improve quality of life and community self-sufficiency, to promote family planning as a means of ensuring healthy children and improved quality of life, and to promote the development of agricultural industry in rural areas. The government priority will be to develop rural areas, the skills of rural residents, and small and medium sized cities, in order to slow the flow of migration from rural to large urban areas. Local administration will be upgraded and directed to solving environmental problems. The Plan aims to expand social services and to train rural people to meet the needs of the labor market. Several workshops and seminars were conducted during 1995 and 1996 that related to reproductive health and reproductive rights. In 1994, and shortly following the ICPD, Thailand government officials, members of nongovernmental groups, UN representatives, and media staff participated in seminars on the implementation of the ICPD Plan of Action in Thailand and seminars on Thailand's population and development program.
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  3. 3

    From Alma-Ata to the year 2000: reflections at the midpoint.

    World Health Organization [WHO]

    Geneva, Switzerland, WHO, 1988. vi, 158 p.

    This report in 1988 summarizes the progress made toward attainment of the goals set forth at the International Conference on Primary Health Care in Alma-Ata, USSR, in 1978. Policies changed immediately within the World Health Organization (WHO) and priorities slowly shifted within member nations. This report summarizes relevant papers, ideas, comments, and questions pertaining to the 1988 conference in Riga that followed-up the problems and prospects of Alma Ata. This volume is organized into four units: background to Alma Ata and the address of the Director General of WHO in 1978, background to Riga and its progress and failures, the Forty-First World Health Assembly addresses and a technical discussion on leadership development, and future agendas and recommendations. The resolutions passed in 1988 by the World Health Assembly on Health for All are included in the annexes. Over the ten year period since Alma Ata, there was evidence of the guidance provided to the health and development community worldwide by the ethical principles, political imperatives, and technical directions established at Alma Ata. The concept of Health for All was incorporated in part or fully by a variety of individuals ranging from policy makers to school children. The concept was influential in developed and developing countries and was accepted by poorer countries in formulating their national and regional strategies. The survival of Health For All (HFA) is attributed to the ethical, political, social, and technical elements of the effort. The purpose of HFA is to provide a conceptual structure for thinking about multiple and related problems and guiding decisions about priorities and actions. One outcome has been the development of monitoring and reporting procedures for gauging progress. Targets, but not principles, are expected to shift over time. The 1988 assessment of statistical indicators is that progress has been too slow and may be stagnating. Progress was made in health system development and use of new technologies, but problems persisted that were resistant to the solutions during 1978-88: high maternal and under five mortality rates and population growth and ecosystem instability. These problems affect the poor and most vulnerable people, are difficult to solve, and require new responses from WHO.
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  4. 4

    Regional health team commits to high-quality primary care services.

    Center for Human Services. Quality Assurance Project

    Q.A. REPORTS. 1993 Jun; 1-2.

    In May, 1992, the Regional Directorate of Health (DOH) in Tahoua, Niger, launched efforts to strengthen primary health care services in the region. The DOH organized a workshop for regional leaders to articulate their own vision of high quality health services for the regional health care system. Additionally, managers began applying fundamental quality assurance (QA) concepts and techniques to rectify service deficiencies. Tahoua's regional director and the QAP resident advisor invited technical and administrative directors of regional services and the district medical officers to participate in a workshop to win support for QA. The health managers first examined their individual values, the Tahoua regional health care organization's values, and community values. After viewing videotaped interviews documenting Nigerians' level of satisfaction with health care services, workshop participants recognized that clients have unique perspectives on favorable health care. Hence, the providers included responsiveness to client needs as a key factor in their vision of high quality care. The participants developed possible answers to the three key questions influencing a mission statements: 1) what services are provided; 2) for whom are they provided; and 3) in what fashion are they provided. The responses from all participants resulted in a regional mission statement. Trainers presented QAP's approach to quality improvement: 1) planning for quality assurance; 3) problem solving to correct deficiencies. Workshop participants immediately applied QAP quality improvement concepts by practicing with case studies and by examining actual health system problems. Participants will continue working in teams to devise and test solutions to selected problems. QAP's resident advisor will provide the teams with intensive coaching for effective application of quality improvement methodology. By the end of its two years of technical support, QAP intends to leave a core group of health personnel operating at all levels of Tahoua's primary health care system.
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