Strengthening WHO's Institutional Capacity for Humanitarian Health Action

Strengthening WHO's Institutional Capacity for Humanitarian Health Action A Five-Year Programme 2009-2013 The mission of WHO's work in Emergencies and Crises is to help reduce the suffering of affected people through the implementation of programmes that prepare the health sector to deal with emergencies and support efforts for improving health during and after crises, applying professionalism and humanitarian principles. | Strengthening WHO s Institutional Capacity for Humanitarian Health Action A Five-Year Programme 2009-2013 World Health Wgw Organization 1 2 Table of Contents Executive Historical WHO s Emergency Response and Risk reduction and emergency Humanitarian Reform and the Health Three-Year Programme to Enhance WHO s Performance in Programme Lessons International Framework for WHO s Emergency Global Regional Country Strategy for Strategic Planning Framework of WHO s Medium Term Strategic Planning Working Activities and Pillar 1 Support to Countries Responding to or Recovering from Implement the Health Cluster approach in all priority Strengthen health information and operational Enhance response and recovery Pillar 2 Strengthening the Health Emergency Management Capacity of Countries at Support the development of health risk reduction emergency preparedness and response capacities in countries most at Support community-based best practices in emergency preparedness and risk Provide baseline information on health risks health risk reduction and emergency Build emergency preparedness knowledge and skills through training guidance research and information Strengthen the Core Enabling Factors that Underpin WHO s Emergency Planned Expenditures and Required Current Funding Planned Resources Required between 2009 and Annex 1 Final evaluation of the Three Year Programme to Enhance WHO s Performance in Annex 2 Organization-Wide Expected Annex 3 Countries using the cluster Annex 4 Generic terms of reference for sector leads at the country .

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