o Acknowledgments Authors Mackenzie Battle,Claire Bomkamp,PhD,Michael Carter,Jessica Colley Clarke,.
2024-12-29
54页
5星级
Wellness Policy Toolkit:Mental WellnessJune 2024Wellness Policy SeriesWellness Policy Toolkit:Mental WellnessJune 2024Wellness Policy SeriesCopyright 2024 by the Global Wellness InstituteQuotation of,citation from,and reference to any of the data,findings,and research methodology from this report must be credited to“Global Wellness Institute,Wellness Policy Toolkit:Mental Wellness,June 2024.”For more information,please contact researchglobalwellnessinstitute.org or visit www.globalwellnessinstitute.org.Contents Preface:About the Wellness Policy Series1Background:What Is Wellness Policy?5Defining wellness5Defining wellness policy7Wellness Policy Toolkit:Mental Wellness9Making the case for wellness policy:Mental wellness11Three levels of policy action:Mental wellness17Who can champion policy for mental wellness18Policy actions for mental wellness221:Improve mental wellness literacy252:Increase access to activities and spaces that promote mental wellness353:Create more socially connected communities494:Promote mental wellness among children and youth595:Integrate mental wellness-supporting policies into healthcare and other wellness sectors67Key resources:Mental wellness77Appendix:Taxonomy of policy tools for effective mental wellness promotion81About the AuthorsAbout the Global Wellness InstituteThe Global Wellness Institute(GWI),a 501(c)(3)non-profit organization,is considered the leading global research and educational resource for the global wellness industry and is known for introducing major industry initiatives and regional events that bring together leaders and visionaries to chart the future.GWI positively impacts global health and wellness by advocating for both public institutions and businesses that are working to help prevent disease,reduce stress,and enhance overall quality of life.Its mission is to empower wellness worldwide.www.globalwellnessinstitute.orgAbout the AuthorsWellness Policy Toolkit:Mental Wellness was prepared by Tonia Callender,Ophelia Yeung,and Katherine Johnston.As GWIs principal researchers,they are the team that defines and measures the size of the global wellness economy and spearheads the wellness policy series.Their academic and professional background is in international development and public policy,and Ms.Callender,Ms.Yeung,and Ms.Johnston received post-graduate degrees from Harvard,Princeton,and Georgetown Universities,respectively.Together,they bring many decades of experience conducting research,impact assessments,and strategy development for countries,regions,industry consortia,companies,and nonprofit institutions.Wellness Policy Toolkit:Mental Wellness|1GLOBAL WELLNESS INSTITUTE:WELLNESS POLICY SERIESPrefaceAbout the Wellness Policy SeriesWhy is GWI releasing a Wellness Policy Series?Since its inception,the Global Wellness Institute(GWI)has embraced the vision of“empowering wellness worldwide.”Even as we study and advocate for the multi-trillion dollar wellness economy,we also recognize that the private wellness market and consumer action alone cannot bring about wellness for all.Widespread adoption of preventive approaches and healthy lifestyles is essential if we are to address our mounting global health crises and spiraling economic costs.And yet,not everyone has the resources,motivation,knowledge,or enabling environment to do so.Public policy is essential to fill these gaps.This realization is the genesis of GWIs Wellness Policy Series.Who is the Wellness Policy Series for?When we talk about policy,the implication is that we are speaking to governments,but this series is not just for government stakeholders.Policies to advance the cause of wellness for all require the attention,participation,and cooperation of public,private,and nonprofit/community stakeholders.In fact,the separate development streams and“siloes”across consumer/business wellness,public health systems,and preventive health/medicine have impeded us from making greater strides toward this goal.GWIs Wellness Policy Series was created to support anyone who would like to leverage policy as a tool to promote better human health and well-being.Whether you are a government leader,policymaker,public servant,private business,nonprofit,or concerned citizen,this series will provide you with cross-cutting and actionable ideas for policies,programs,collaborations,and advocacy efforts to address gaps,meet the needs of different population groups,and expand access to wellness for all.2|Global Wellness Institute:Wellness Policy SeriesWhat is covered in the Wellness Policy Series?The Wellness Policy Series is a compilation of nine reports,which aim to define wellness policy,articulate why it is needed,and provide a framework and set of strategies for implementing wellness policies across many domains of wellness.The series includes the following reports:Defining Wellness Policy(November 2022)Health,Happiness,and the Wellness Economy:An Empirical Analysis(January 2023)Seven Wellness Policy Toolkits(2023-2025)Healthy Eating Physical Activity(April 2023)Mental Wellness(June 2024)Traditional&Complementary Medicine Wellness in the Built Environment Wellness at Work Wellness in Tourism(March 2024)Access all reports in the GWI Wellness Policy Series at:https:/globalwellnessinstitute.org/wellness-policy-series/.Wellness Policy Toolkit:Mental Wellness|3What are the Wellness Policy Toolkits?The Wellness Policy Toolkits are a core part of GWIs Wellness Policy Series.The toolkits focus on seven domains of wellness(see table below).Each toolkit addresses both the why and how of wellness policy:What is the rationale and need for wellness policy action in each domain?How can stakeholders(governments,businesses,communities,nonprofits)take action to address important issues and gaps?Wellness Policy Domains Covered in GWIs Wellness Policy ToolkitsWellness Activities and LifestylesWellness-Supporting Environments Healthy Eating Physical Activity Mental Wellness Traditional&Complementary Medicine Wellness in the Built Environment Wellness at Work Wellness in TourismSome of the domains covered in the toolkits already have a massive body of research,literature,strategies,and action plans behind them(e.g.,physical activity,healthy eating),while other domains do not(e.g.,mental wellness,wellness in tourism).A major new contribution of the Wellness Policy Toolkits is to consolidate and codify all of the domains and policy actions that fall under the large umbrella of“wellness policy.”In addition,the toolkits emphasize the numerous areas of intersection across the seven wellness domains and how policy actions in one domain can have impacts across other areas.For example,policies focusing on the built environment can affect our individual behaviors related to physical activity,mental wellness,and healthy eating.Policies that encourage physical activity can have an impact on mental wellness.The Wellness Policy Toolkits are intended to spark thinking,conversations,analyses,advocacy,and concrete efforts that will promote access to wellness modalities and deliver well-being outcomes for people across all demographic groups and regions.The toolkits are designed to be modular and general enough that they can be applied across many different political,geographic,and demographic contexts.They are a starting point that provides a menu of possible actions and can be used in many different ways.Some readers may use the toolkits as inspiration for developing their own comprehensive strategy or action plan to target the specific wellness needs of their city,region,or country.Some readers may use the toolkits to identify one or two very specific areas where they can contribute or take action within their own job,professional field,or organization.Those who are not already immersed or working in these wellness domains can use the toolkits as a quick-start guide to understanding the issues,opportunities,and where to find more information.Wellness industry stakeholders can use the toolkits to spark new ideas on building partnerships to expand wellness offerings,as well as advocacy efforts to encourage governments to prioritize wellness services/businesses as essential public services.4|Global Wellness Institute:Wellness Policy Series Business leaders can use the toolkits to identify areas where they can take action and contribute to improving wellness for their employees,clients,constituents,communities,and stakeholders(without waiting for the government to mandate it).Individuals can use the toolkits to lobby their government leaders for specific policies and programs that expand access to wellness in their own communities,cities,and countries.Much more work needs to be done in wellness policy to ensure that it is embedded in all policymaking and government investment decisions,and to help us understand which kinds of policies are most effective across different settings and populations.We hope that this Wellness Policy Series will spark a wellness policy movement that can be championed by any interested stakeholder groups.We invite all stakeholders in the public,private,nonprofit,and academic communities to join in this movement.Wellness Policy Toolkit:Mental Wellness|5Defining wellness.To understand wellness policy,we must first understand wellness.The Global Wellness Institute(GWI)defines wellness as:the active pursuit of activities,choices,and lifestyles that lead to a state of holistic health.There are two important aspects to this definition.First,wellness is not a passive or static state,but rather an“active pursuit”that is associated with intentions,choices,and actions as we work toward an optimal state of health and well-being.Second,wellness is linked to holistic health that is,it extends beyond physical health and incorporates many different dimensions that should work in harmony(see figure).Wellness is often confused with terms like health,well-being,and happiness.While there are common elements among them,wellness is different in that it is not associated with a static state(i.e.,being happy,in good health,or a state of well-being),but rather an active process of being aware and working toward optimal holistic health and well-being.SOCIALPHYSICALMENTALSPIRITUALEMOTIONALWELLNESSENVIRON-MENTALWellness Is MultidimensionalGLOBAL WELLNESS INSTITUTE:WELLNESS POLICY SERIESBackgroundWhat Is Wellness Policy?Note that the content presented in this section is condensed from GWIs November 2022 report,Defining Wellness Policy(the first report in the Wellness Policy Series).For a more in-depth discussion of these topics,see:https:/globalwellnessinstitute.org/industry-research/2022-defining-wellness-policy/.6|Global Wellness Institute:Wellness Policy SeriesWellness is both behavioral and environmental.Wellness is an individual pursuit based on self-responsibility,but it is also significantly influenced by the physical,social,and cultural environments in which we live.Research on the determinants of health indicates that environmental,socioeconomic,and lifestyle factors can account for 80-90%of our disease risks and health outcomes.1 Those who are very young,elderly,disabled,or poor are particularly vulnerable to these external factors.2A complex web of factors(access to healthcare,socioeconomic factors,and our natural and built environments)form a“wellness ecosystem”that can augment or mitigate our genetic disposition for disease.Our wellness ecosystem has a direct effect on our health by transmitting communicable and environmental diseases.It also indirectly affects our health by influencing our behaviors and lifestyles,which can lead to noncommunicable diseases.Public policies shape our wellness ecosystems.Governments and public policies exert enormous influence on our wellness ecosystem from economic and social policies,to urban planning and transportation infrastructure,to environmental regulations,and much more.They can create wellness-supporting environments,establish incentives for adopting healthy behaviors and lifestyles,reduce costs,and expand access to wellness modalities and facilities for underserved populations.In these areas,wellness policy fills critical gaps and complements existing healthcare systems and public health policies.Wellness policy is essential to help us stay physically and mentally well,to stave off preventable disease,to become resilient,and to move us closer to the goal of wellness for all.1 Magnan,S.(2017).Social Determinants of Health 101 for Health Care:Five Plus Five.NAM Perspectives.Washington,DC:National Academy of Medicine.https:/nam.edu/social-determinants-of-health-101-for-health-care-five-plus-five/.See also:Hood,C.M.,et al(2016).County health rankings:Relationships between determinant factors and health outcomes.American Journal of Preventive Medicine,50(2),129-135.https:/doi.org/10.1016/j.amepre.2015.08.024.2 See:1)Braveman,P.,et al(2011).Issue Brief#8:Neighborhoods and Health.Robert Wood Johnson Foundation.http:/www.rwjf.org/en/library/research/2011/05/neighborhoods-and-health-.html.2)Institute of Medicine and National Research Council(2013).U.S.Health in International Perspective:Shorter Lives,Poorer Health.Washington,DC:The National Academies Press.https:/doi.org/10.17226/13497.Source:Global Wellness InstituteWELLNESSECOSYSTEMBuilt&Natural EnvironmentHealth CareEnvironmentGenetic/BiologicalFactorsUp to 80-90%of our health outcomes depend upon the external and environmental factors in our wellness ecosystemSocioeconomicEnvironmentDirectBehaviors&LifestyleHEALTH OUTCOMESWellness Policy Toolkit:Mental Wellness|7Defining wellness policy.Wellness is a lens through which we can reshape public policy and work toward improving human health,happiness,and well-being outcomes.Wellness policy complements and supports health,public health,and happiness/well-being policies,but it is not the same thing.Levels of action for wellness policy.Public policies can be formulated to shape our wellness at three levels(see further discussion in the Toolkit section of this document):1.Micro-level wellness policy:Encouraging individuals to proactively make healthy choices,establish healthy habits,and live healthy lifestyles.2.Meso-level wellness policy:Creating living environments that support and encourage healthy behaviors and lifestyles.3.Macro-level policy:Reshaping all policies related to our wider society and economy,with the aim of improving human health and well-being.In many cases,macro-level policies such as reducing poverty,stopping armed conflicts,or addressing climate change will have a greater impact on our health and well-being than the meso-and micro-level policies targeting individual behaviors and community environments.Macro-level policies covering the entire range of public policy action are vitally important to human health and well-being.Addressing these issues is critical,but it requires long-term,systemic changes,as well as political will and compromises,which can be difficult to achieve.In GWIs Wellness Policy Series,we focus primarily on actions at the micro-and meso-levels.Wellness policies at the micro-and meso-levels complement national-level well-being policy efforts.They can be implemented and have benefits for people immediately,even while we wait for the glacial progress in solving our long-term macro crises and shifting our overarching policy priorities toward well-being.The Global Wellness Institute defines wellness policy as follows:Wellness policy is a set of cross-cutting actions that encourage healthy lifestyles and create supportive environments for human health and well-being.8|Global Wellness Institute:Wellness Policy SeriesSeven wellness domains covered in GWIs Wellness Policy Toolkits.As noted above,we have identified seven domains in which wellness policy can encourage healthy behaviors and lifestyles and that create wellness-supporting environments.These seven domains do not function independently from one another.They are closely interrelated,and policy actions within one domain can have impacts across other areas.For example,policies focusing on the built environment can affect our individual behaviors related to physical activity,mental wellness,and healthy eating.Policies that encourage physical activity can have an impact on mental wellness.Each Wellness Policy Toolkit will address these areas of intersection wherever they appear.We also address the wellness needs of specific populations and lifespan groups,including underserved and vulnerable groups such as children and older adults,wherever relevant.Stakeholders working in many government functions,industry sectors,and communities can take action across these domains,in both large and small ways,to spearhead bringing wellness to all.Wellness Policy Domains Covered in GWIs Wellness Policy SeriesWellness Activities and LifestylesHealthy EatingExpanding access to nutritious diets and encouraging everyone to make healthy eating choices.Physical ActivitySupporting people of all ages to engage in the recommended levels of physical activity to stay healthy.Mental WellnessImproving individual and community resilience,especially to address stress and loneliness.Traditional&Complementary MedicineIncreasing the safety,quality,and efficacy of T&CM;expanding consumer access;and protecting T&CM resources.Wellness-Supporting EnvironmentsWellness in the Built EnvironmentCreating physical environments that support all dimensions of wellness and encourage healthy lifestyles.Wellness at WorkEnabling everyone to work in an environment that improves rather than reduces their health and well-being.Wellness in TourismEnsuring that all tourism is wellness-enhancing for visitors,destinations,and local communities.Wellness Policy Toolkit:Mental Wellness|9GLOBAL WELLNESS INSTITUTE:WELLNESS POLICY SERIESWellness Policy ToolkitMental WellnessIntroductionAround the world,people are struggling with diverse challenges to their mental well-being.This toolkit presents policies to support mental wellness,a crucial resource that protects us,enhances our holistic health and well-being,and enables us to flourish.Mental wellness policy consists of a set of programs,strategies,and initiatives designed to improve our individual and collective well-being,by addressing key challenges such as stress,loneliness,social isolation,and inequitable access to critical tools and resources.The approach here is to help individuals,families,and communities improve protective factors such as coping skills,healthy lifestyles,strong social support,and purpose and meaning so that they can be resilient and thrive,even when faced with adverse situations and stress factors.We believe that mental wellness policy is vital in two ways:Encouraging individuals and communities to promote mental wellness,by strengthening the resources and support systems necessary to face and overcome lifes challenges.Lessening the suffering that stems from insufficient mental health services,by supporting those at risk for mental health issues,and by introducing evidence-based wellness techniques and practices that can ameliorate symptoms and diversify coping strategies.10|Global Wellness Institute:Wellness Policy SeriesPlenty of resources(e.g.,mental health strategies,programs,frameworks,and toolkits)already exist to help policymakers,healthcare professionals,community care workers*,employers,educators,parents,and individuals to address our widespread and growing mental health challenges.This toolkit is not another mental health policy report.It presents mental wellness as a coherent domain of wellness policy that is separate from,and complementary to,mental health policy.In this toolkit,we clarify the distinction between mental health and mental wellness,present key arguments for supporting wellness policies,discuss the most pressing challenges to our individual and collective mental well-being,and highlight a variety of mental wellness strategies that can be employed by local and national governments,community groups,and other organizations.The toolkit provides users with the information,strategies,and resources necessary to take action from different vantage points and to promote mental wellness for all demographic groups.In the final section(see Key Resources),we identify other research reports,guides,and action plans focusing on the specific topics presented in this toolkit.These resources provide information for further education,give examples for policy actions,and identify organizations for possible collaborations.Who should use the mental wellness toolkit?Mental wellness is a broad policy domain that requires the engagement of diverse stakeholder groups.Government policymakers,community and nonprofit leaders,concerned parents,educators,community care workers,wellness businesses,and employers can all use this toolkit to raise awareness and identify policies and tools to improve mental wellness.Many of the policies and programs discussed here incorporate already established community care and support infrastructure and propose the utilization of existing spaces,services,technologies,and programs.This allows people who are currently living,working,playing,studying,and operating businesses and organizations to become involved in mental wellness promotion in their community.Whether you want to focus on advocacy,awareness,specific programs,private or public services,products,or research,this toolkit will help you to understand key mental wellness challenges,suggest policy solutions,and identify possible areas and entities for collaboration.*“Community care workers”refers broadly to individuals in a community that provide some form of care,support,or service to others.These can include health professionals,social workers,teachers,social service providers,spiritual leaders,emergency personnel,home health aides and other personal caregivers,and even coaches,barbers,and prison workers.Wellness Policy Toolkit:Mental Wellness|11Making the case for wellness policy:Mental wellness.Mental wellness is crucial for our individual and collective well-being.Everyday living,unforeseeable challenges,and systemic and environmental threats can all damage our mental,emotional,and psychological well-being.Strong mental wellness can help us to maintain our social connections,engage at work,and feel good about ourselves in spite of facing adverse circumstances or experiencing stress,sadness,or anxiety.GWI defines mental wellness as a key resource that supports our mental health and well-being(see Box A).Mental wellness is vitally important in three ways:1.Mental wellness strengthens our protections against stress,anxiety,and loneliness,thereby fostering resilience.2.Mental wellness practices can help us to manage the symptoms associated with mental health disorders,and sometimes,can help to protect against their development.1 3.Mental wellness can help us to find meaning and purpose,moving us toward a deeper and richer human experience,which is often described as flourishing.2 Empirical evidence on the benefits of mental wellness practices continues to grow:Various mental wellness practices can alleviate the symptoms of diagnosed mental health disorders,reduce stress,and improve resiliency.3 Practices that enhance our mental wellness are increasingly recognized as strengthening the protective factors supporting our mental health.4 Mental wellness is linked to many positive individual outcomes,including better physical health,longevity,social relationships,and work performance.5 In summary,mental wellness allows us to cope with adversity,overcome lifes challenges,and find purpose and meaning.The pathways to mental wellness are personal,subjective,and diverse.Our individual mental wellness pathways are informed by our background,culture,and life experiences,and they are shaped by our environment and our personal identities.So,mental wellness for a 70-year-old person living independently will differ substantially from that of a 16-year-old student who lives with family.Luckily,we can choose from a variety of approaches or pathways that focus on different emotional,intellectual,social,cultural,and spiritual aspects of mental wellness.6 Research on brain health and lifestyle factors,such as nutrition,exercise,social supports,and environmental conditions,has expanded our knowledge of how all of these can support mental wellness.When followed,specific mental wellness pathways(e.g.,yoga,meditation,spirituality,hobbies and the arts,travel,connection with friends,time in nature,etc.)can reduce stress,challenge our minds in healthy ways,build greater resilience,and improve our mental well-being.GWIs 2020 report,Defining the Mental Wellness Economy,discusses our definition of mental wellness and its importance for well-being,and it offers a framework for the various pathways to mental wellness.These are summarized in Box A.For more information,please see our full mental wellness report:https:/globalwellnessinstitute.org/industry-research/defining-the-mental-wellness-economy-2020/.Box A:Definition of Mental WellnessGWI defines mental wellness as a dynamic,renewable,and positive resource;an active process that requires initiative and conscious action;and an internal experience that encompasses multiple dimensions:Mental:How we process,understand,and use information.Emotional:How we manage and express our feelings.Social:How we connect with others.Psychological:How we function or“put the pieces together”to make decisions or do things.Mental wellness is more than just the absence of mental illness.One might be tempted to think of mental wellness and mental illness as a simple continuum,with severe and chronic mental disorders on one end,and happiness and flourishing on the other end.However,the relationship between the two is more complex,as illustrated in the figure below.In this construct,the horizontal axis measures mental illness from high to low,while the vertical axis measures mental wellness from languishing to flourishing.About 85%of the worlds population does not have a diagnosed mental illness,but they are not all“mentally well”or thriving,due to pervasive stress,worry,loneliness,and other challenges.At the same time,those who do have a diagnosed mental disorder can still have moderate or positive mental wellness(e.g.,good relationships,feeling happy,or functioning well at a job).Practices that expand our mental wellness are increasingly recognized as protective factors for our mental health,and as helping to reduce the severity and symptoms of mental illness(alongside conventional treatment regimens).Like mental health promotion,mental wellness encourages behaviors that support our mental health,build resilience,maintain healthy lifestyles,and help us flourish.7 Therefore,mental wellness is a resource that can promote mental health.The dual continuum model was adapted by GWI from concepts developed by Keith Tudor(1996)and Corey L.M.Keyes(2002).Source:Global Wellness Institute Dual Continuum Model of Mental Wellness and Mental IllnessMental Illness SpectrumPathogenicFLOURISHINGLANGUISHINGLow/NoMentalIllnessHighMentalIllnessMental Wellness SpectrumSalutogenicHAPPINESSLIFE SATISFACTIONSTRONG RELATIONSHIPSPERSONAL GROWTHPEAK PERFORMANCESADNESS&WORRYSTRESS&ANXIETYLONELINESSDISENGAGEDDEBILITATED12|Global Wellness Institute:Wellness Policy SeriesWellness Policy Toolkit:Mental Wellness|13Pathways to Mental WellnessMental wellness is multi-dimensional,holistic,and personal.It recognizes the integrated and holistic nature of our health and well-being.The state of our mind affects our body and vice versa.Sometimes,when our circumstances change,we need to adopt new practices or strategies to handle stress,improve resilience,and deal with adversity.We segment the key strategies for mental wellness into four main pathways:activity and creativity,growth and nourishment,rest and rejuvenation,and connection and meaning.Each of these has mind-body and internal-external dimensions(see figure below).Together,they represent a menu of options for pursuing mental wellness.Activity and Creativity:There are countless ways to stimulate our minds,explore our creativity,learn new skills,promote self-efficacy,and experience fun and laughter.For some people,it could be reading,cooking,playing a game,or listening to music;for others it could be painting,singing in a choir,or coding.Physical activity also can help us to relax and de-stress.Growth and nourishment:Our minds need to be nourished in order to promote emotional and intellectual growth.Learning different skills gives us a sense of satisfaction and promotes personal development.On the physical side,a growing body of research has demonstrated the importance of a healthy diet and nutrition for brain health.8 Rest and rejuvenation:Our brains also need rest,recovery,and rejuvenation.Sleep is a physical process that is vitally important to our mental wellness;a lack of sleep affects our cognitive functioning and can lead to chronic physical health conditions.Mind-body practices such as yoga,tai chi,qigong,meditation,and breathwork are believed to promote mental rest and recovery.Connection and Meaning:The social support and feeling of connection we get from relationships at home,at work,and in the wider community play an important role in our mental wellness.Volunteering,civic engagement,spirituality,and arts and cultural activities provide a sense of purpose and connection and have positive effects on our mental health and well-being.For more information,see:Yeung,O.,and Johnston,K.(2020).Defining the Mental Wellness Economy.Miami,FL:Global Wellness Institute.https:/globalwellnessinstitute.org/industry-research/defining-the-mental-wellness-economy-2020/.Pathways to Mental WellnessMENTAL/INTERNALPHYSICAL/EXTERNALPlay&HobbiesMaking&CreatingLearning&DiscoverySelf-HelpTherapy,Coaching&MentoringCognitive Enhancement&Brain TrainingMeditationMindfulnessReligion,Spirituality&BeliefsAltruism,Gratitude&CompassionNatural MovementFitness&ExerciseSports&Active RecreationDiet&NutritionDrugs&SupplementsSleepMind-body PracticesSensory Experiences(light,sound,aroma,touch)Family&FriendsNature&AnimalsVolunteering&Civic EngagementActivity&CreativityGrowth&NourishmentRest&RejuvenationConnection&MeaningSource:Global Wellness Institute14|Global Wellness Institute:Wellness Policy SeriesCollectively,we are not mentally well.Wherever we look,financial,physical,and social disruptions from economic shocks,environmental disasters,socio-political conflicts,health concerns,employment pressures,etc.are threatening our well-being.Those who lack mental wellness resources(even when free of a diagnosed mental health condition)tend to do worse in terms of“physical health outcomes,healthcare utilization,missed days of work,and psychosocial functioning.”9 The COVID-19 pandemic further harmed our collective and individual mental well-being,while simultaneously worsening an already significant shortage of care providers and support resources.Many of us now find it harder to cope with everyday challenges:The World Health Organization(WHO)estimates that the pandemic increased worldwide rates of anxiety and depression by over 25%.10 In a recent annual survey of seventy-one countries,over one-quarter of the 500,000 respondents expressed feelings of distress or struggling.11 Disappointingly,only 38%of respondents considered themselves to be either thriving or succeeding.According to Gallups 2023 Global Emotions Report,over 40%of people globally said they recently experienced a lot of worry or stress,with more than one-quarter experiencing sadness.12 Stress,worry,sadness,burnout,and loneliness are rising all around the world.13 Unfortunately,our lifestyle and behavior choices(such as poor sleep habits,inadequate exercise,poor nutrition,and lack of outdoor/nature time)often reduce our mental wellness.Those who are interested in mental wellness practices often face constraints in both resources and access.14 Consequently,a growing number of us lack the necessary internal and external resources to sup-port our psychological well-being.This problem is global and widespread.Wellness Policy Toolkit:Mental Wellness|15There are insufficient resources to address our rising mental health crisis.Public health systems throughout the world suffer from a severe lack of mental health professionals,resources,and services.While in a developed country like the United States,mental health proponents worry about having only 105 mental health workers per 100,000 people,the global average is only nine workers per 100,000 people.For African nations,the average is only 2.4 mental health professionals for every 100,000 people.15 Across the world,governments spend very little of their resources on mental health.About 2.1%of median government spending on health services is allocated to mental health services.16 Almost a third of the global population does not have access to any formal mental health assistance at all.17 The growing assaults on our mental well-being,the shortage of mental health services,and the inadequate focus on mental health promotion have all led to a widespread mental health crisis.In our home,school,and work environments,negative external factors are placing more of us at risk for developing a serious mental health issue.18 Indeed,the WHO estimates that one out of eight people struggle with a mental health disorder.19 Moreover,a large 29-nation survey found that depression represents one of the most common issues for both men and women and estimates that one out of every two people will develop a mental health disorder before the age of 75.20 Thus,if governments,businesses,and communities fail to take collective action to support our mental well-being,our global mental health crisis will continue unchecked.The cost of mental unwellness is escalating and unsustainable.The number of people with mental health issues and poor mental well-being imposes a massive economic and societal burden.For example:Mental health conditions rank first among all causes of the global burden of non-fatal disease and disability,accounting for 32.4%of years lived with disability.21 Anxiety and depression result in the loss of$1 trillion dollars every year.22 Low engagement at work costs the global economy an estimated$8.8 trillion annually.23 Beyond the economic costs,mental health issues take a staggering toll on people and society in the form of homelessness,poor educational and health outcomes,unemployment,and higher rates of poverty.24 Unless we address the causes of poor mental well-being,our global economy and communities will continue to suffer.Different groups have been sounding the alarm.To address the growing threats to our mental health and well-being,the WHO,national governments,business leaders,academic institutions,community organizations,and employers are increasingly focusing on promoting mental health rather than just prevention and treatment.25 However,these efforts often lack a cohesive strategy.For example,in countries with mental health promotion programs,less than 20%of them have policies focused on increasing awareness and lessening the stigma that deters individuals from seeking assistance.26 This failure to follow a holistic approach makes it difficult to make progress in the fight to support our individual and collective mental well-being.16|Global Wellness Institute:Wellness Policy SeriesMental wellness policies can ease the mental health crisis.Without adequate levels of resilience,flexible coping mechanisms,and strong support systems,our mental well-being will suffer.By strengthening our internal resources and community support systems,mental wellness policies can promote better mental health.Also,mental wellness policies can help to ease our mental health crisis by supporting the communities and populations lacking access to mental healthcare resources.Many mental wellness strategies can be incorporated into our daily lives and a lot of these practices are free or low cost,so it makes economic sense to support mental wellness.In some places with less access to mental health professionals,both individuals and community care providers already employ mental wellness practices and techniques to help people grappling with mental health issues or risks.For example,mental wellness techniques involving mind-body practices have been used in refugee camps to help overwhelmed care workers heal displaced adults and children who are scarred by trauma.During the pandemic,when the worlds population was gripped by feelings of anxiety and loneliness,government,community,and business webpages provided citizens with resources on mental health promotion,including mind-body practices such as yoga,meditation,and breathwork.Mental wellness policy supports wellness for all.Our collective problem requires collaborative solutions.In this toolkit,we propose a set of cohesive mental wellness policies that focus on promoting education,raising awareness,and improving community support systems.By prioritizing these policies,governments,local communities,business leaders,and the research community can holistically support the mental wellness of all populations.Summary of key issues to be addressed by mental wellness policy1.Lack of awareness,knowledge,and understanding are significant barriers to mental wellness.2.Mental wellness resources and opportunities are insufficient all around,but scarcity is especially acute for marginalized and underserved populations.3.Many people are suffering from isolation and the loss of social connection.4.Children and youth face serious mental wellness challenges and lack the skills and resources to cope with them.5.All of our health and wellness sectors lack coordinated policies that support mental wellness.Wellness Policy Toolkit:Mental Wellness|17Three levels of policy action:Mental wellness.Our families,our communities,and other social,economic,and political factors significantly impact our mental well-being.Both protective and adverse factors exist in the various environments in which we live.These can be segmented into three different levels of policy action(see figure below).Micro-level policies:A host of biological,interpersonal,and cognitive factors(which can include genetics,mental health,age,gender,race and ethnicity,beliefs,coping and communication skills,etc.)will influence our thoughts and behaviors,including our individual mental wellness choices.Micro-level policies that increase awareness,educate individuals about the diverse pathways to mental wellness,improve access,and foster self-esteem can help us to strengthen our mental wellness and protective factors.Meso-level policies:Our immediate living environments such as our neighborhoods,workplaces,and schools significantly affect our mental wellness.For example,an adolescent in a supportive family,with a stable source of income,and who learns good communication and coping skills is less likely to experience loneliness and anxiety.If the very same youth lives in poverty,or under threat of violence,or has little connection to peers,they may be more vulnerable to the daily stresses associated with school and navigating social media.Creating safe and supportive environments will strengthen our ability to deal with stressful life events.At this level,policies and programs can help strengthen school and workplace protections and can expand opportunities in our communities to find social connections,cultivate creativity,pursue recreation,or spend time in nature.Macro-level policies:National and local government policies(e.g.,economic,healthcare,housing,labor,human rights,education,social services,etc.)can create instability and hardships that damage mental wellness in individuals,families,and communities.Conversely,a robust health system,good social safety net,political and economic stability,healthy environment,and equitable social system will decrease the threats to our well-being.Addressing these structural and systemic factors must continue as an important macro policy objective.We acknowledge that macro-level policies covering the entire range of public policy actions are vitally important to human health and well-being.In many cases,macro-level policies(such as reducing poverty,stopping armed conflicts,or addressing climate change)will have a significant impact on our mental health and well-being.However,top-down policy approaches require long-term,systemic changes,as well as political will and compromises,which can be difficult to achieve.In this toolkit,we focus primarily on micro-and meso-level policies,which can be implemented by local communities and businesses and have benefits for people immediately,even while we wait for the glacial progress in solving our long-term macro issues.MESOImmediate Living Environments&CommunitiesMICROIndividual Practices&BehaviorsMACROSociety-&Economy-Wide FactorsSource:Global Wellness Institute 18|Global Wellness Institute:Wellness Policy SeriesWho can champion policy for mental wellness?Given the diverse environments in which we live and work,improving everyones mental wellness requires the participation of more than just governments.A variety of stakeholders influence whether,how,and where we can pursue our mental wellness.Individuals,schools,helping professionals,governments,local businesses,volunteer associations,faith-based institutions,indigenous and traditional healers,arts providers,and media personalities can all play a role in strengthening mental wellness.While the nature and scope of the actions will depend upon the actors involved,stakeholders have access to many tools for mental wellness promotion(see Appendix).If you are a national/regional government leader or policymaker:To successfully support mental wellness,governments must take a holistic approach.Policies can create spaces that encourage social connection and expand opportunities for people to adopt mental wellness practices.Programs and investment:Both national and local government policymakers can embed mental wellness promotion into program planning and implementation,especially in the policy domains and functions that are not normally considered part of mental healthcare.For example,governments can directly support mental wellness through urban design,regreening areas,or revitalizing community arts and recreation centers.Local governments and policymakers working in economic development,public health,housing,and education can incorporate mental wellness into their programs.Government social services,including housing and behavioral,youth,and elder services,can support mental wellness in many ways.Governments can strengthen existing programs and facilitate the introduction of new,innovative projects.They can allocate resources to support activities and programs that increase awareness and create safe and equitable mental wellness opportunities.Increasing investment in mental wellness promotion represents another key policy tool.Policymakers can use tax and fiscal incentives to facilitate more mental wellness promotion opportunities and to fund and disseminate evidenced-based research.Wellness Policy Toolkit:Mental Wellness|19Advocacy and coordination:Advocacy includes increasing interest in mental wellness and promoting regulations and laws to support it.Through advocacy,public officials and agency leaders can change the conversation about mental health and well-being,to raise public interest in mental wellness.Staff functions,public engagements,meetings with local organizations and businesses,and cross-sector agency meetings all represent ideal venues to champion mental wellness.Additionally,governments can ensure that regulations and guidelines governing mental wellness products and services support both mental wellness consumers and providers.Local governments can collaborate with civic leaders,nonprofit organizations,businesses,professional associations,and care workers to heighten awareness and broaden access.To bring the benefits of mental wellness to all neighborhoods,local governments can coordinate policies across schools,health centers,community centers,and career/job placement centers.They can also lead efforts to involve other stakeholders,especially community care providers,in program implementation.Bringing public and private actors together via working groups,networks,and partnerships can help to defray costs,provide professional expertise,improve capabilities,and widen impact.If you are a local/community leader or nonprofit organization:Our communities can either offer safe places that support our well-being or create adverse conditions that weaken our mental wellness resources and threaten our mental health.Community-based organizations and leaders all share the responsibility of caring for our neighborhoods.Stakeholders such as volunteer and civic organizations,faith-based groups,arts associations,cultural groups,and health,education,and safety providers are already engaged in combating threats to community well-being.They understand their neighborhoods collective needs,challenges,and sources of strength.So,they are well-positioned to provide mental wellness education,skills development,and opportunities.More importantly,they understand the diverse cultures that reside within their communities and know how to successfully target and shape appropriate assistance.Many community leaders and organizations already collaborate to provide care and,thus,have established local networks.Leveraging these ties,these groups can build consensus,identify successful programs,and seek funding for mental wellness promotion to support cost-effective,scalable projects and programs in their communities.Community leaders and organizations can support their citizens mental wellness in many ways:Incorporate mental wellness promotion into existing education,health,and support programs.Conduct educational campaigns to raise interest and awareness,offering events and classes to develop skills.Use their spaces to encourage social connection,recreation,and learning.Foundations already active in the community can provide financial resources for new mental wellness programs.In addition to fiscal incentives and public-private funding partnerships,policies such as challenge grants can encourage innovative community program development.Finally,partnerships among a variety of donors will increase investment and funding for programs and infrastructure.20|Global Wellness Institute:Wellness Policy SeriesIf you are a business leader or employer:Private companies heavily influence our mental health and well-being and can significantly impact mental wellness policy.Our physical work environments can either increase or decrease stress,environmental hazards,and work-related safety,all of which affect our mental well-being.As employers with their own workplace identity,culture,and care programs,companies can directly affect their workers mental wellness.As leaders within their organizations,executives can lead by example,inspiring and empowering managers and workers to strengthen their mental wellness.As corporate neighbors,building designers,and environmental stewards,businesses indirectly shape both the protective and adverse factors affecting our daily mental well-being.Businesses and entrepreneurs are also the suppliers of mental wellness goods and services and therefore can influence not only how we support our mental wellness,but also who possesses the opportunity to participate.For example,businesses have been especially active in launching technology-based innovations that expand access to mental wellness practices at a variety of price points.27 Businesses and entrepreneurs also influence mental wellness-related research and direct future investments,products,and marketing.Companies can partner with the public sector,nonprofits,and community care professionals to improve mental wellness knowledge and opportunities.They can sponsor free or low-cost information campaigns or classes.Also,they can work alongside community partners to preserve outdoor recreation spaces,natural places,and arts and cultural venues.For example:Wellness sector businesses and influencers(e.g.,hospitality,spas,fitness and recreation,consumer products,self-help leaders,entertainment,etc.)can responsibly promote evidence-based mental wellness modalities,educating consumers and offering more choices to meet our diverse needs at a variety of price points.Technology companies can disseminate the latest evidence-based and accurate information,create industry-wide safety standards,provide learning opportunities and new products,and increase accessibility and engagement.Private healthcare companies and helping professionals can integrate mental wellness into existing community care infrastructure(e.g.,offering client classes and awareness campaigns,training care professionals,designating mental wellness spaces,etc.).Building and design companies can reimagine existing spaces and craft buildings and public venues with mental wellness-supporting features that help improve mental health and well-being for everyone.Wellness Policy Toolkit:Mental Wellness|21If you are a member of the media:Many of us first learn about mental wellness techniques and services from news articles,videos,podcasts,or Instagram posts.The media,including social media influencers with their millions of followers,can highlight low-cost opportunities,showcase local venues and green spaces,and promote social and cultural events.Through well-researched and informed content,media groups can also help us to understand the confusing array of mental wellness products,services,and techniques that exist in the marketplace.The media and influencers also have a responsibility to provide evidenced-based information,so that we can make well-informed choices as individuals and as a community.Media groups must ensure that what they showcase enhances mental wellness,rather than just hyping the latest fad.The constantly shifting landscape of mental wellness practices,products,and services makes highlighting evidence-based practices and safe options challenging.However,positive media involvement represents a low-cost way to educate a wide audience about the benefits of mental wellness practices and products.To encourage participation,media groups can partner with local governments,community leaders,academic institutions,and nonprofit organizations.If you are a member of the research community:The research community can continue to help to identify safe,cost-effective mental wellness practices.Academic and research organizations,including government and nonprofit organizations,can confirm the safety and effectiveness of various mental wellness modalities and even create new products and services.Researchers can help us to understand how we can use our different environments(homes,workplaces,and community spaces)to enhance our mental well-being.Research can inform the local governments,community groups,and nonprofits who need to make choices on program design and implementation within limited budgets.Researchers can engage in advocacy,disseminating findings to raise public awareness and educate the media.Finally,they can collaborate with other community stakeholders to gather relevant data and identify critical future research needs.22|Global Wellness Institute:Wellness Policy SeriesIf you are a helping or healthcare professional:As part of a nations health system,helping and healthcare professionals can have a significant impact on a populations knowledge and acceptance of mental wellness principles and practices.For example,these professionals can promote mental wellness techniques and practices as complementary and alternative treatments for mental and physical health issues,as well as important preventative tools.They can disseminate informational resources to patients and provide training opportunities at their offices.Also,as trusted community members,they can conduct public outreach and advocacy to raise awareness and knowledge.Mental and physical healthcare professionals can collaborate across established networks and programming to highlight current research and practices.They also can take the lead in building consensus,identifying evidenced-based techniques,and disseminating evidence-based practices to the media and the public.Finally,to promote the adoption of more mental wellness principles,professional associations and leading academics can provide continuing education opportunities to mental and physical healthcare professionals.Policy actions for mental wellness.To promote mental wellness,we need policies that address the common barriers experienced across nations and cultures,including lack of awareness and interest,inadequate access to opportunities,and declining social support.Improving mental wellness requires collaborative actions by multiple players in order to influence individual behaviors,families and communities,and larger social and national environments.In this toolkit,we outline how a variety of stakeholders can design,implement,and support mental wellness policies.We propose policies that seek to increase awareness and knowledge,provide more opportunities to promote mental wellness,and encourage stakeholder engagement and collaboration.The following sections discuss these objectives and provide concrete policy actions.For each section,we describe the issue or problem it is trying to address,elaborate on possible policy actions,and provide a list of sample activities.To increase the chance of success,we recommend a few guiding principles across all the policy actions:Consider the culture of the targeted groups,Foster collaboration among stakeholders,and Engage the local community in planning,policy development,and implementation.The Key Resources section,at the end of this report,provides readers with other detailed resources on policies,strategies,case studies,and research evidence related to mental wellness and mental health promotion.Wellness Policy Toolkit:Mental Wellness|23Summary of key policy objectives and actions:Mental wellnessPOLICY OBJECTIVESACTIONS1Improve mental wellness literacy.Action 1:Improve knowledge and understanding of mental wellness to nudge its adoption by individuals and communities.1.1.Improve individual knowledge of mental wellness pathways and practices.1.2.Engage and support all community stakeholders in mental wellness education and promotion.1.3.Strengthen research,standards,and guidelines on mental wellness modalities,products,and services.2Increase access to activities and spaces that promote mental wellness.Action 2:Leverage community infrastructure,nature,arts/culture,and technology to expand access to mental wellness,especially for underserved groups.2.1.Utilize existing spaces to support mental wellness.2.2.Widen access to nature.2.3.Increase engagement with arts and culture.2.4.Foster equitable access to mental wellness spaces and activities.2.5.Empower communities to design and deliver their own mental wellness activities.2.6.Use technology responsibly to increase access to mental wellness modalities.3Create more socially connected communities.Action 3:Strengthen social connections through programs,social prescribing,built environment,and technology.3.1.Raise awareness of the dangers and costs of loneliness.3.2.Prioritize social support for vulnerable and marginalized groups.3.3.Strengthen connections through social,cultural,and arts engagement programs.3.4.Use the built environment to connect people and foster social interaction.3.5.Utilize digital infrastructure to connect people and foster social interaction.3.6.Leverage existing collaboration and community care resources.4Promote mental wellness among children and youthAction 4:Teach coping skills to children and youth and build social networks to improve their mental resilience.4.1.Help parents and adult caregivers to create a supportive environment for mental health and well-being.4.2.Use school-based programs to build mental wellness skills.4.3.Support community activities that engage,connect,and empower children and youth.4.4.Use technology carefully to support youth mental wellness and provide social connections in safe online environments.5Integrate mental wellness-supporting policies into healthcare and other wellness sectors.Action 5:Embed mental wellness activities across many other wellness sectors and domains to support holistic mental well-being.5.1.Incorporate mental wellness into the health system.5.2.Reshape our built environments to support mental wellness.5.3.Prioritize mental wellness at work.5.4.Encourage physical activity for mental wellness.5.5.Promote healthy eating for mental wellness.24|Global Wellness Institute:Wellness Policy SeriesWellness Policy Toolkit:Mental Wellness|25THE ISSUELack of awareness,knowledge,and understanding are significant barriers to mental wellness.While the wellness community increasingly embraces and champions mental wellness,a significant share of the worlds population is not aware of what mental wellness is,its importance,and how to support it.Some people associate mental wellness practices with wealth and privilege,or they may view it as something that they lack the time or money to pursue.Others may feel that mental wellness is solely a vacation activity and not something for daily practice.Incomplete or false information promoted by the media and some mental wellness providers can lead to confusion and misunderstanding.Consequently,many people do not realize that there are several pathways to mental wellness that do not require buying a wellness service or product(e.g.,dancing at home,spending time with friends,volunteering,walking).There are also pervasive knowledge gaps in mental wellness among community groups and leaders from educational professionals,community care organizations,and religious centers,to local government and business leaders.Even some medical and social care professionals,who have some awareness of existing mental wellness practices,may be confused about their effectiveness and safety,thereby hampering dissemination and adoption.For some people,the stigma around mental health prevents any focus on this aspect of our well-being,including the ways to promote it.More than half of respondents to a 2023 global well-being survey felt that society is judgmental towards people with lower mental well-being,while 43%did not think it is acceptable to talk about mental health issues.Almost half of the men surveyed felt that it is harder for men to talk about their mental health.28Improve Mental Wellness Literacy126|Global Wellness Institute:Wellness Policy SeriesMore people need to understand mental wellness,its benefits,and how to support it.Increasing our knowledge and skills our mental wellness literacy will nudge more people to prioritize mental wellness.Many kinds of policies can help to increase awareness and understanding of mental wellness and can introduce the diverse mental wellness pathways to individuals and communities.THE ACTIONImprove knowledge and understanding of mental wellness to nudge its adoption by individuals and communities.Action 1.1 Improve individual knowledge of mental wellness pathways and practices.Action 1.2 Engage and support all community stakeholders in mental wellness education and promotion.Action 1.3 Strengthen research,standards,and guidelines on mental wellness modalities,products,and services.Wellness Policy Toolkit:Mental Wellness|271.1:Improve individual knowledge of mental wellness pathways and practices.Awareness building.Given the growing interest in mental health promotion,stakeholders have the perfect opportunity to introduce mental wellness and its pathways to more people.Framing mental wellness as a beneficial resource can help to diminish the stigma often associated with mental health,thereby encouraging more people to embrace mental wellness practices.Policies that raise awareness can also teach people how to recognize when they,their loved ones,coworkers,or employees are experiencing poor mental wellness.This allows families,workplaces,and neighborhoods to support everyone in the community.One example of how to raise awareness is the Mental Health First Aid program,an Australian-born education and training program that has spread to 25 countries and has trained over 6 million people to support mental health in their communities.Similar to physical first aid training,the program teaches community members practical skills on how to proactively recognize,respond to,and support someone experiencing a mental health problem,until appropriate professional help can be received.This kind of training improves community-wide mental health literacy and capacity,helps to reduce stigma,and builds a more compassionate and informed society that is equipped to understand mental health and wellness needs.There are many ways to introduce mental wellness practices and the pathways to a broad audience,including print,video,and digital platforms;in-person trainings;school programs;and events.If public institutions raise mental wellness awareness,more populations will feel comfortable discussing their needs and the options for promoting their mental well-being.National and local government agencies can start a public conversation about mental wellness and encourage policymakers to incorporate information and resources into existing information programs.For example,since 2019,the United Kingdoms National Health Service has run a publicly funded“Every Mind Matters”campaign to build adults literacy on mental well-being issues and strategies.Businesses,community organizations,educators,and health professionals can bring mental wellness to the publics attention in many ways via media campaigns,promotional events,resource materials,community challenges,and support groups.Businesses can educate their employees about mental wellness,using online resources,apps,or“lunch and learn”sessions to introduce the pathways and mental wellness practices.Also,public sector education and outreach programs can“influence the influencers,”steering social media personalities already discussing mental health issues towards evidence-based information on mental wellness pathways.For example,in the United States,Harvards T.H.Chan School of Public Health began engaging with social media influencers,including some mental health professionals,who post online about mental health and well-being.The Chan School has invited influencers who provide mental well-being advice to visit with academics and public health experts,in order to learn about effective and evidence-based ways to improve mental well-being so that they can inform their diverse audiences.By framing mental wellness as a resource,we can diminish mental health stigma and encourage more people to embrace mental wellness practices.28|Global Wellness Institute:Wellness Policy SeriesBox 1a:A growing global discourse about happiness and well-beingIn recent years,the importance of“happiness”has proliferated in popular culture and consumer mindsets,fueled by the media,influencers and celebrities,self-help books,podcasts,and more.The measurement of“happiness”has also received significant attention in public policy circles and in popular media,most notably from the annual United Nations World Happiness Report.29 Governments and the media eagerly await the annual rankings of the worlds“happiest countries.”Gallup produces a variety of global and national reports rating peoples well-being,emotions,and social connections30,while the Global Mind Project ranks countries by mental well-being.31.These developments have brought increased attention to the importance of subjective well-being and happiness in policymaking.They have also fueled the call to reassess the goals of government policymaking and turn governments away from Gross Domestic Product(GDP)as the dominant measure of human progress and societal achievements.32 Starting in the 1970s,Bhutan has been a trailblazer in promoting the well-being of its population over material wealth,and it was the first country to promote happiness as a national policy(using its“Gross National Happiness”concept).Other countries,including Canada,Costa Rica,New Zealand,Finland,Ireland,and Scotland,have adopted“well-being budgeting”and are starting to prioritize well-being as a key measure of their nations prosperity.33 Some nations,including Ecuador,Tunisia,India,and the United Arab Emirates,have been motivated to create ministers of happiness at the national and state levels.While the success of measuring and targeting happiness and well-being has been mixed,this focus on improving more than the size of a nations GDP has helped to raise awareness and interest in the importance of promoting our subjective well-being.Around the world,more people are pondering whether we have a sense of purpose or meaning,feel connected,can pursue our interests,or can experience joy and rejuvenation.34 Clearly,now is the right time to introduce the concepts and practices of mental wellness to governments,local communities,and the public.Wellness Policy Toolkit:Mental Wellness|29Training.Policies should emphasize training for individuals in the community to learn about specific ways to promote mental wellness.Many small and volunteer organizations lack the resources and capacity to run their own education programs.However,government agencies,local businesses,and community centers can provide space and structured trainings to help individuals learn about techniques and practices.School settings,government properties,public squares,local gyms,or our homes are all places where people can learn how to engage in mental wellness.Offerings could include in-person and online lectures on breathwork,meditation,or mindful movement.Mental wellness can also be incorporated into existing programs that target behavior and lifestyle changes,highlighting different mental wellness pathways,community resources,opportunities,and venues.Community and social service organizations,national assistance programs,and international agencies currently provide psycho-social education on a range of topics,from nutrition to physical health and safety,to life-skills training.Any of these existing programs can incorporate information on how to support mental wellness.Indeed,for some individuals receiving social assistance,mental wellness information would be very helpful.For example,the WHOs Self-Help Plus course aims to reduce stress through teaching coping skills.The course materials,which include both audio and written resources,can be taught by trained volunteers to large groups.While often used with refugee populations,this course can be used to help any adult learn how to relax and rejuvenate.Mental wellness literacy programs can incorporate a variety of tools and methods.For example,Western Australias Act Belong Commit program focuses on getting people to commit to behavioral change to support mental wellness,by promoting physical,social,and intellectual activities.The program spreads its message and fosters engagement via different methods,including online resources,and training teachers at area schools.30|Global Wellness Institute:Wellness Policy SeriesBox 1b:Improving mental wellness literacy for all populationsUnderserved and marginalized populations(e.g.,socioeconomically disadvantaged,minority and ethnic communities,physically isolated,forcibly displaced,people with disabilities,aging individuals)disproportionally lack mental wellness education resources and training.To reach these groups,there are a variety of ways to disseminate information on mental wellness,including culturally relevant,translatable self-help guides,online training,fact sheets,webinars,media campaigns,after school and parenting classes,etc.Even when education opportunities are present,some groups may still not be interested in incorporating mental wellness into their lives because they feel that wellness practices are not for them.Others might think that they lack the ability or resources to pursue various mental wellness pathways.Moreover,in some minority and ethnic populations,individuals still view mental health discussions as taboo.In those communities where discussions about mental health and well-being are more challenging,efforts can start with conversations that help to normalize the concept of mental wellness.Framing discussions about increasing mental well-being and resilience,or reducing stress,rather than about mental health,may make it easier to encourage interest in mental wellness and the adoption of various mental wellness pathways.Wellness Policy Toolkit:Mental Wellness|311.2:Engage and support all community stakeholders in mental wellness education and promotion.Improving mental wellness literacy at the community level boosts our“wellness ecosystem”and enhances our collective mental well-being.Community awareness programs can encourage all local stakeholders to become advocates for mental wellness.Policies designed to raise specific stakeholder awareness can take many forms(see Box 1c).For example,policies focusing on providing information to community organizations and leaders through established channels,such as regular public health programming,represent a cost-effective way to raise awareness in more neighborhoods.Webinars,seminars,online resource materials,and outreach via existing partnerships with local business organizations can elevate mental wellness literacy among business leaders.Additionally,mental wellness education programs can target community care professionals,(e.g.,public health professionals,first responders,social workers,spiritual leaders)and other care providers(e.g.,educators,parents,volunteer organizations)in order to nudge them to incorporate mental wellness into both their professional and personal lives.Finally,mental wellness literacy programs specifically tailored to mental health professionals will encourage wider adoption of mental wellness techniques and practices.Educating more mental healthcare professionals provides additional complementary and alternative tools to support clients facing mental health challenges.Facilitating ongoing dialogues among stakeholders will allow policymakers to tailor programs,events,and resources to meet their communitys cultural,structural,and budgetary needs.For example,recognizing the importance of engaging different groups,the government of Singapore is partnering with social service agencies,researchers,and community leaders to craft and implement its national strategy for mental well-being.35 Targeted programs can teach the stakeholders who develop and maintain public spaces(e.g.,transport officials,city planners,infrastructure developers,local politicians)about mental wellness.Also,some initiatives can designate local community mental wellness champions such as media personalities,business owners,celebrities,and neighborhood leaders to participate in awareness campaigns.Finally,encouraging collaborations among studios,gyms,art centers,and local business to highlight mental wellness will raise interest and knowledge.The following table provides examples of actions that can raise awareness among specific stakeholder groups at the community level.Ongoing dialogues among stakeholders help to tailor actions to meet a communitys cultural,structural,and budgetary needs.32|Global Wellness Institute:Wellness Policy SeriesBox 1c:A Community-Wide Approach to Mental Wellness LiteracyTARGET GROUPSTRATEGIES/INITIATIVESOUTCOMESCommunity Organizations Include mental pathways information in existing community campaigns.Target information dissemination toward community care groups.Offer free or low-cost training to community leaders.Increased awareness and interest in mental wellness by community organizations and civic leaders.Businesses Provide training to employees.Facilitate collaborative activities to raise awareness.Offer educational resources on mental wellness pathways.Private businesses understand the benefits of mental wellness for employees and the community.Care Providers Provide free and low-cost online resources.Create mental wellness psychoeducation programs and skills training for care professionals.More community care providers incorporate mental wellness into their professional and personal lives.Mental Health Professionals Offer mental wellness continuing education programs to helping professionals.Disseminate information on the latest empirical evidence supporting the incorporation of mental wellness techniques to treat mental health issues.More mental healthcare providers have additional tools to support clients facing mental health challenges.Wellness Policy Toolkit:Mental Wellness|331.3:Strengthen research,standards,and guidelines on mental wellness modalities,products,and services.Mental wellness literacy also means having knowledge about safe and effective mental wellness techniques and practices.Some practices have strong evidence to support their adoption.For example,when enough research indicated that meditation and mindfulness techniques improve health and symptoms of mental disorders,public and private healthcare systems and professionals(e.g.,U.K.s National Health Service,Mayo Clinic)started to incorporate them into patient treatment plans.36 However,from supplements to psychedelics,and from sleep rings to brain training,many consumers still face a dizzying array of options without enough evidence to make informed choices.Across the board,we need more empirical evidence on the efficacy and safety of the mental wellness products and services that are being promoted in the marketplace and by influencers.Some countries are working on guidance and are starting to outline regulatory structures for some mental wellness products that show promise for addressing stress and anxiety.For example,the U.S.Federal Government has recently shifted its stance on cannabis,moving it closer to wider acceptability for medical use;however,there still is not a consensus on the potential harmful effects of this substance.Others,such as Jamaica,Portugal,Australia,and South Africa have established legal guidelines for the use of certain psychedelics to help with these symptoms.However,research,regulatory guidelines,and certification systems continue to lag behind market offerings.For example,the mental wellness sector contains a large number of functional foods and beverages,supplements,herbal remedies,tonics,and other services that claim to enhance mental wellness.These nutraceutical and botanical products often lack clear evidence to support them,and existing standards or regulations are unclear and inadequate.37 Governments can support research to increase the knowledge and understanding of these offerings through grants and tax incentives to researchers,universities,and nonprofits.Governments and research organizations should take the lead on disseminating the latest information on effective mental wellness practices via public data bases,public education campaigns,webinars,and conferences.34|Global Wellness Institute:Wellness Policy SeriesSample policies to improve mental wellness literacy.Conduct public awareness campaigns,free awareness weekends,seminars,workshops,and trainings to provide mental wellness education and skills development.Incorporate mental wellness education into mental health awareness training programs,such as Mental Health First Aid.Provide free and low-cost awareness and skills training to mental health and education professionals,and other community care providers.Leverage existing community campaigns,(e.g.,mental health month,older adult awareness weeks)to highlight the importance of mental wellness.Work with community partners to offer free/low-cost mental wellness opportunities for at-risk populations.Perform outreach to urban planners,civil engineers,architects,etc.to introduce the relationship between mental wellness and the built environment.Provide resources to them via free webinars,workshops,and online resources.Engage journalists,media personalities,and social media influencers to raise awareness and understanding of the diversity of mental wellness pathways and to promote dissemination of evidence-based mental wellness techniques.Promote empirical research and accredited sources to review wellness products and services.Build partnerships among policymakers,mental wellness providers,and the research community to create guidelines or standards for specific mental wellness practices,products,or services.This is a sample of policies that can be used to encourage mental wellness,but not an exhaustive list.Please see Key Resources,at the end of this report,for more details on policies,strategies,case studies,and research evidence related to mental wellness and mental health promotion.Wellness Policy Toolkit:Mental Wellness|35THE ISSUEMental wellness resources and opportunities are insufficient all around,but scarcity is especially acute for marginalized and underserved populations.As more individuals begin to understand and seek mental wellness,increasing access and opportunities becomes an even more pressing issue.In a recent global survey,an overwhelming majority(78%)of respondents indicated that they are focusing on their mental well-being.38 Unfortunately,whether due to costs,safety concerns,lack of options,or transport issues,many people do not have access to spaces and activities that support their mental wellness.Worse,marginalized and at-risk communities face adverse situations that lead to greater stress,depression,anxiety,and trauma.39 Studies have shown that members of these populations are more likely to experience mental health issues but lack effective coping mechanisms.40 For example:Women in many communities face gender discrimination,violence,and other socio-economic challenges that threaten their mental well-being.Older adults experience social loss and a decline of physical functioning,leading to high rates of loneliness and depression,while having reduced ability to access mental wellness activities.41 Increase Access to Activities and Spaces that Promote Mental Wellness236|Global Wellness Institute:Wellness Policy Series Socially marginalized and at-risk groups(e.g.,ethnic and racial minorities,women,people who identify as LBGTQ ,people with disabilities)face bias and feel less safe in parks and green spaces.42 People with disabilities lack inclusive spaces to practice mental wellness and to access community activities and private sector wellness opportunities.Lower income populations,refugees,and the unhoused,as well as racial and ethnic minorities,face greater stress and threats to their safety,and are more likely to grapple with mental health issues.43 Mental wellness policies should widen access to mental wellness activities for everyone,especially those whose well-being is most at risk.Mental wellness policies should widen access for everyone.Wellness Policy Toolkit:Mental Wellness|37Government policy can help to scale programs and provide spaces and avenues to increase equitable and affordable access to mental wellness activities.However,to be successful,stakeholders must widen their perspectives on who needs mental wellness,and how and where to promote it.Policies can increase community resources and opportunities,enhance environments and spaces,and bolster ongoing community efforts to promote mental wellness.Recognizing that challenges and needs vary from one individual/group to another,policies should leverage community care professionals and technological resources to target specific populations.Governments,nonprofits,and private sector organizations should focus on projects that provide accessible,low-cost,and culturally relevant options.When creating programming,policymakers should incorporate the entire communitys viewpoints during every policy phase,from needs identification and planning through implementation and assessment.Wellness sector businesses and entrepreneurs can also increase access by creating more affordable products and services to meet peoples diverse needs.THE ACTIONLeverage community infrastructure,nature,arts and culture,and technology to expand access to mental wellness,especially for underserved groups.Action 2.1 Utilize existing spaces to support mental wellness.Action 2.2 Widen access to nature.Action 2.3 Increase engagement with arts and culture.Action 2.4 Foster equitable access to mental wellness spaces and activities.Action 2.5 Empower communities to design and deliver their own mental wellness activities.Action 2.6 Use technology responsibly to increase access to mental wellness modalities.38|Global Wellness Institute:Wellness Policy Series2.1:Utilize existing spaces to support mental wellness.Mental wellness-supporting activities can occur in diverse spaces that already exist across most communities and neighborhoods,including public parks and green areas,fitness spaces,and arts/cultural venues.Policies should prioritize the creation and maintenance of easily accessible,safe neighborhood places for these kinds of activities.Stakeholders can employ creative ways to increase access to mental wellness practices and activities.For example:Community organizations and cultural institutions can host group meditation and yoga opportunities for their communities.For example,community yoga is offered in many large museums and galleries across North America and Western Europe.Community recreation/fitness and religious centers can offer group dance classes,while public parks can organize adventure walks.Local volunteering programs can become involved in urban beautification projects,such as the Urban Garden Experience in Houston,and Indias Mumbai Beautification Plan.When women have limited access to places to practice meditation and mindful movement(due to cultural or religious restrictions),local providers are developing women-only spaces.For example,some providers in Spain offer Muslim women dedicated yoga and meditation venues and retreats.Some temporary housing facilities,such as Wesley Housing in the Washington,DC,metro region,are providing residents with yoga and meditation training.Assisted living facilities,schools,offices/workplaces,and shelters are also possible places for people to connect safely and enjoy nature,the arts,and other mental wellness-supporting activities.Wellness Policy Toolkit:Mental Wellness|392.2:Widen access to nature.Nature plays a crucial role in mental wellness.Expanding everyones access to nature is a low-cost way to support community mental wellness.Green spaces can be large or small:a national park,a regional nature preserve,a small urban pocket park,a community garden,hiking trails,greenways,museum grounds,and even tree-lined streets.They can help to lessen anxiety,stress,and symptoms of depression and trauma,while promoting mental well-being.44 Recognizing this,the State of California is implementing a multi-faceted Outdoors for All plan to widen access.The plan includes offering more accessible trails,greater green spaces in resource-poor communities,and free or low-cost park entry for residents.In spite of these types of efforts,forces all around the world continue to reduce our access to nature driven by urbanization and the privatization of public spaces for tourism,commerce,and other private/restricted use.Physical disabilities,lack of transport,discrimination,or fear of violence can further reduce peoples access to and usage of these shrinking green spaces.Research has shown that in urban areas,people who live in poorer neighborhoods,women,ethnic and racial minorities,and people who identify as LGBTQ have significantly less access to green areas.45 Wellness policies should aim to make green spaces more accessible in every community.This entails working with developers,city planners,community advocates,and local law enforcement to ensure that parks and green spaces are equally accessible and welcoming to all.In rural areas,communities should work with local and national governments to maintain natural areas with affordable transport options to them.In urban areas,all neighborhoods should have safe parks and green spaces that are accessible to all.Sample policies to widen access nature include:Creating more parks,supporting gardening cooperatives,and planting trees and flowers in urban areas and unused neighborhood spaces.Enhancing green spaces and plantings in local schools,community centers,healthcare facilities,arts/cultural venues,and sports venues.Following universal design principles to support people with disabilities in all parks and green spaces.Improving transport to green spaces,as well as adding greenery at bus stops and transit stations.Improving park maintenance and park safety,particularly for women,older individuals,and minority groups.Green spaces lessen anxiety,stress,and symptoms of depression and trauma,while promoting mental well-being.40|Global Wellness Institute:Wellness Policy Series2.3:Increase engagement with arts and culture.Arts and community organizations,nonprofits,local governments,and philanthropically minded businesses can use arts and cultural programming to widen access to mental wellness opportunities.Many communities currently offer some form of arts or cultural engagement programs,including:Performing arts:Music,dance,film,theater.Visual arts:Painting,sculpture,photography.Culture:Museums,galleries,festivals,concerts.Museums,arts and cultural venues,group classes,and performances provide participants with chances for creativity,activity,and rejuvenation.There is a robust and growing body of evidence that arts and culture are beneficial for our mental well-being in many ways:Scientific studies suggest that arts engagement positively impacts our mental health and well-being,reduces stress,alleviates symptoms of depression,and increases our social supports,while protecting against mental health disorders and cognitive decline.46 The latest neuroscience finds that just viewing art and engaging in multisensory experiences(like attending a music or dance performance)can significantly impact our mood and combat symptoms associated with stress.47 Studies in the United Kingdom and the United States indicate that arts and cultural programs can decrease loneliness and symptoms of depression in both youth and older adults.48 Arts programs have also helped refugees,veterans,and victims of violence to reduce symptoms of trauma including PTSD and depression.49Wellness Policy Toolkit:Mental Wellness|41Unfortunately,only a small percentage of people currently engage in the arts.For example,in the United Kingdom,only about 10%of adults regularly participate in the performing or visual arts,with only a slightly larger percentage engaging in cultural arts activities.50 Lack of income,transportation barriers,lack of available venues and resources,and health issues can all make it impossible for countless people to attend arts and cultural events.Many racial and ethnic minorities simply do not have enough access,and the same goes for rural and low-income communities.Stakeholders should adopt policies to deliver arts and cultural programming to more members of the community,via community arts festivals,classes,social prescription programs(see Box 2a),and other programming.There are good examples of different approaches across many countries:El Sistema,which originated in Venezuela before spreading to over 400 communities across Europe,focuses on bringing music training to young people,particularly those from a lower socio-economic status.51 Mens Sheds,in Scotland and Australia,is a community crafting program that blends,woodworking,pottery,and social activities to help participants,relax,find connection and satisfaction in learning new skills.Online art programs in the United States have helped rural veterans struggling with symptoms of mental health disorders.52 In the United Kingdom,the Arts on Prescription program which is a partnership among community arts organizations,volunteers,and physicians connects people to local arts activities and events.Sing for Hope Pianos,a nonprofit program originating in New York City,brings music and visual arts to the public by placing pianos decorated by local artists in outdoor public spaces in multiple cities across the world.Priority should be given to people who face barriers to participating in arts and culture,whether due to physical,geographic,or financial constraints.For those populations lacking access to a museum,arts performances,or arts classes,introducing a small-scale program can make a notable difference.When targeting these populations,providing some programming that is free,subsidized,or lower cost and located near public transport will have more impact.For example,the Sweet Water Foundation in Chicago,Illinois has partnered to turn a 12-acre,abandoned city lot into a community space for hobbies(including gardening spaces,art-making workshops,and a woodshop),in order to bring mental wellness opportunities to a wide cross-section of neighborhood residents.Financial assistance can facilitate the creation of inexpensive and scalable programs crucial for reaching underserved populations.Yet,insufficient funding for arts and cultural programming remains a significant barrier for many communities around the world.Stakeholders should seek out art donor funding for public art and mural programs,free music performances,mental wellness days at museums,or meditation training at religious centers.Partnerships among private businesses,nonprofit organizations,and foundations will increase resources for programs and infrastructure development.In addition to fiscal incentives and public-private funding partnerships,policies like challenge grants can encourage innovative community program development.42|Global Wellness Institute:Wellness Policy SeriesBox 2a:Social prescribing to support mental wellnessOriginating in the United Kingdom in the 1980s,and now utilized in more than a dozen countries(including Portugal,Sweden,Korea,Australia,and China),social prescribing helps people facing loneliness,depression,and health issues to connect with diverse activities,resources,and services within their community.53 Health professionals provide prescriptions or referrals for activities offered by the public sector,nonprofits,or volunteers.54 Volunteers or employees called“link workers”or“well-being coaches/coordinators”connect individuals to community-based activities that will support their specific physical,social,emotional,or other health and wellness needs.Activities could include volunteering,time in nature,group mindful movement,fitness centers,arts activities,museum visits,or a walking group.Some social prescription programs help people recover from a specific medical issue,while others focus more on prevention and mental health promotion.In the United States,social prescribing typically addresses basic care needs such as food,housing,and financial and employment assistance.The State of Massachusetts offers a small art prescribing program,CultureRX,that is witnessing positive results.55 In other nations,such as Singapore,Japan,China,and the United Kingdom,social prescribing programs target specific populations or social and mental well-being issues.For example,in the United Kingdom,the National Academy of Social Prescribing specifically focuses on activities promoting mental health and well-being.Its Arts on Prescription program,a partnership among community arts organizations,volunteers,and physicians,directs social workers to connect prescription holders to local arts activities and events.In Japan,China,and South Korea,social prescription programs target the older adult population,connecting them to group hobbies and activities such as gardening,music,and crafts.While scarce evidence exists on the benefits and cost effectiveness of social prescribing,an increasing number of nations report positive trends,and others are exploring social prescribing as a way to increase community connection and social support.56 For social prescribing programs to work,the health sector must collaborate with a host of organizations,including local governments,social workers,insurance companies,volunteer groups,local nonprofits,and even businesses.Some governments have incorporated social prescriptions into existing national health programs.For example,Chinas social prescription program,which began with 40 grassroots organizations,is now under the umbrella of the Healthy China Action Plan.In the Netherlands,public Wellness Centres,already part of the nations social health insurance program,implement their nations“Wellbeing on Prescription”program.57Wellness Policy Toolkit:Mental Wellness|432.4:Foster equitable access to mental wellness spaces and activities.Everyone possesses their own unique cultural history and set of identities,and we exist in different environments with diverse challenges.Global minority populations often defined by ethnic and cultural background,race,gender identification,religious affiliation,disability status,and other factors can face greater mental health challenges.58 However,as discussed elsewhere in this section,these at-risk and excluded populations also have fewer options or opportunities to pursue their mental wellness,including less access to nature and green spaces,as well as fewer opportunities for arts and cultural engagement.To counter this unequal access to mental wellness spaces and practices,policies and programs should focus on overcoming the barriers faced by specific populations such as the ones identified above.Programs can engage entities already servicing these groups.For example,local programs could fund or organize meditation offerings in venues such as government offices in rural areas,low-income schools,senior residences,and shelters for the unhoused.Also,stakeholders can support programs that incorporate different cultural norms,languages,and religious beliefs.For example,in Guatemala,the community-led Buena Semilla Womens Circle program targets adolescent girls in remote indigenous communities.The successful program promotes mental wellness and stress reduction,offering social support to women and adolescent girls.Choosing programs that prioritize social inclusion and community participation can help to bring the benefit of mental wellness techniques and practices to the currently underserved.In Zimbabwe,the Friendship Benches program,staffed by trained volunteers who provide conversation,information,and emotional support,began as an innovative way to reach more people with mental health issues.Different versions of bench programs to help promote mental health and well-being have spread to other nations around the world,including Guyana,the United Kingdom,and the United States.In New York City,people coping with symptoms of depression and anxiety can visit with trained peers on friendship benches.In Washington,DC,a new program has trained older adults in the basics of talk therapy and empathetic listening to occupy benches near senior wellness and community centers.Other bench programs aim to provide social support and foster conversations.Canadas“Yellow is for Hello”program uses bright yellow benches for awareness-building at secondary and post-secondary schools,while in the United Sates,children can find“buddy benches”at their school playgrounds.Other examples of policies for underserved populations include:Offering programming and activities in public spaces that are accessible to people with disabilities and requiring transport and private sector services to provide inclusive offerings for this population.Stakeholders can support programs that incorporate different cultural norms,languages,and religious beliefs.44|Global Wellness Institute:Wellness Policy Series Engaging volunteer,government,and community care organizations to provide group mental wellness programming and transport for older adults.Providing safe and free mental wellness opportunities at local community centers,schools,public buildings,and outdoor spaces in lower income neighborhoods.Engaging spiritual organizations,indigenous leaders,local civic groups,and education and health professionals in hosting recurring mental wellness activities for rural populations.Collaborating with community leaders and volunteer organizations to offer culturally relevant and safe mindful movement activities at community festivals,cultural centers,and advocacy events targeting specific racial and ethnic minorities.2.5:Empower communities to design and deliver their own mental wellness activities.Strengthening a communitys care structure,social supports,and resources bolsters everyones mental wellness.Wellness policies should support the community organizations,businesses,and groups currently promoting mental health and well-being.Local governments can provide funding and tax incentives,showcase mental wellness providers,and improve neighborhood transport.An important priority is to engage communities at the grassroots level to identify obstacles,exchange ideas,and create programing.Including targeted populations in the process will result in culturally relevant policies,and will provide the programs and services that community members need and desire,leading to greater buy-in and a higher likelihood of success.Integrate mental wellness into existing support systems.Community support systems,including our health,education,social service,and volunteer systems,play a critical role in fostering a communitys resilience.Social workers,teachers,local service providers,emergency personnel,and personal caregivers all have the potential to aid in mental wellness promotion.Likewise,other community care providers,such as sports coaches,barbers,volunteers,spiritual leaders,and even prison workers,can support the communitys mental wellness.There are many ways to use existing support systems and engage community care professionals in mental wellness promotion:Encouraging community care professionals who support marginalized and at-risk populations to teach their clients mental wellness practices.Offering group yoga in health clinics,assisted living and senior facilities,food aid facilities,or community volunteer centers.Collaborating with community businesses to fund or host community socials or group meditation events.Creating green spaces in residential facilities,schools,and religious centers for walking,contemplation,or social gathering.Encouraging public and private insurers to cover the cost of empirically based mental wellness practices and techniques.Wellness Policy Toolkit:Mental Wellness|45Use collaboration to widen impact.Stakeholders can collectively finance programs and improvements to existing environments.Mental wellness policies can bring public and private actors together to discuss issues and needs,share information,and brainstorm innovative ideas.In nations with less robust mental wellness programs,multi-sector organizational collaboration and public-private partnerships will improve access and expand resources.Engaging community leaders and local nonprofits can help to ensure culturally relevant and sustainable programs and activities.One approach is to create community mental wellness councils with representation from local businesses,faith groups,community organizations,and government actors.Councils representing diverse groups can help to identify needs,priorities,existing opportunities,and programming options.For example,the U.S.Prevention Institute facilitates public-private partnerships and collaborations in communities to promote mental wellness and well-being for at-risk populations.The U.S.State of Minnesota has established an online hub,MN Thrives,to encourage information sharing among public and nonprofit community service providers and to highlight successful community well-being prog
2024-12-29
98页
5星级
City Heartbeat Index 2024Findings reportCommissioned byEconomist Impact 2024City Heartbeat Index 202.
2024-12-29
61页
5星级
novotech-AUGUST 13,2024Pancreatic Cancer-Global Clinical Trial Landscape(2024)The content of this pu.
2024-12-29
21页
5星级
Symbols and information to be provided with medical devices and IVDs in the EU A BSI white paperAuth.
2024-12-29
20页
5星级
2024 Children in China:An Atlas of Social Indicators Children in China:An Atlas of Social Indicator.
2024-12-29
152页
5星级
Acknowledgments Mental Health America(MHA)was founded in 1909 and is the leading national nonprofit.
2024-12-29
46页
5星级
CENTRE MENTAL HEALTH Supported by The Big Mental Health Report 2024 3 28 Whats inside Whats inside 4.
2024-12-29
88页
5星级
1Public perceptions of engineering biologyPart 2:Food applicationsPUBLIC PERCEPTIONS OF ENGINEERING .
2024-12-29
16页
5星级
Diversity and clinical trials Diversity and clinical trials in the UKin the UKFebruary 2024Clinical .
2024-12-29
30页
5星级
novotech-12 December 2024Triple Negative Breast Cancer -Global Clinical Trial Landscape(2024)Markete.
2024-12-29
20页
5星级
BREAST CANCER AWARENESS2024Background&MethodologySurvey Method Online SurveyRegional Coverage Nation.
2024-12-29
20页
5星级
1H 2024Pharmaceutical CommercializationMarket Update2023 M&A Advisory RankingsAll Global Transaction.
2024-12-29
14页
5星级
EXPLORING THE POTENTIAL FOR JOINT SUPPLY PLANNING IN WEST AFRICA1Research Project ReportMAY 2024EXPLORING THE POTENTIAL FOR JOINT SUPPLY PLANNING IN WEST AFRICACOMPASS INITIATIVE SERIES:REGIONALIZATIONEXPLORING THE POTENTIAL FOR JOINT SUPPLY PLANNING IN WEST AFRICA1AcknowledgementsThis publication was produced for issuance by the West African Health Organization(WAHO)and Reproductive Health Supplies Coalition(RHSC).It was prepared by Chemonics International Inc.(Chemonics).Recommended citation:WAHO,RHSC,and Chemonics(2024).Exploring the potential for joint supply planning in West Africa.Bobo Dioulasso,Burkina Faso;Washington,D.C.,USA.EXPLORING THE POTENTIAL FOR JOINT SUPPLY PLANNING IN WEST AFRICA1Table of contentsACRONYMS 2EXECUTIVE SUMMARY 4INTRODUCTION 9DESK REVIEW 9RESEARCH METHODOLOGY 10Country Selection 10Overall Research Project Design 11Focus Group Discussion Design 12FINDINGS 16Overall Findings from Research Project 16CONCLUSIONS AND RECOMMENDATIONS 28Conclusion 28Recommendations 28ANNEX 30Annex A.Joint Supply Planning-Electronic Survey 30Annex B.Complete Focus Group Attendance List 32REFERENCES 40EXPLORING THE POTENTIAL FOR JOINT SUPPLY PLANNING IN WEST AFRICA2AcronymsAMCaverage monthly consumptionAUCAfrican Union CommissionAUDA-NEPADAfrican Union Development Agency-New Partnership for Africas DevelopmentCARhsCoordinated Assistance for Reproductive Health SuppliesCHAIClinton Health Access InitiativeCOVIDCoronavirus DiseaseCPGconsensus planning groupCSOcivil society organizationCSPcoordinated supply planningECAEconomic Commission for AfricaECOWASEconomic Community of West African StateseLMISelectronic logistics management information systemERPPECOWAS Regional Pharmaceutical PlanEWSearly warning systemFGDfocus group discussionFHI 360Family Health International 360FPfamily planningGHSC-PSMGlobal Health Supply Chain ProgramProcurement and Supply ManagementGHSC-TA Francophone TOGlobal Health Supply Chain Technical Assistance Francophone Task OrderGMMgeneral membership meetingHSShealth systems strengtheningJSIJohn Snow,Inc.EXPLORING THE POTENTIAL FOR JOINT SUPPLY PLANNING IN WEST AFRICA3JSPjoint supply planningKfWKreditanstalt fr WiederaufbauLMIClow-and middle-income countriesLMISlogistics management information systemLTALong-term agreementMOUmemorandum of understandingMSIMarie Stopes InternationalNGOnon-governmental organizationQATQuantification Analytics ToolRHreproductive healthRHSCReproductive Health Supplies CoalitionSDP service delivery pointSSAsub-Saharan Africa TORterms of referenceUNAIDSJoint United Nations Programme on HIV/AIDSUNFPAUnited Nations Population FundUSAIDUnited States Agency for International DevelopmentVANGlobal FP Visibility and Analytics NetworkWAHOWest African Health OrganizationWHOWorld Health OrganizationWMISwarehouse management information system WAHOWest African Health OrganizationEXPLORING THE POTENTIAL FOR JOINT SUPPLY PLANNING IN WEST AFRICA4Executive Summary1 Cape Verde was excluded from the exercise because they have achieved financial autonomy for procuring and managing FP products.The Reproductive Health Supplies Coalition(RHSC),through the Compass Initiative,has been interested in documenting the viability of and processes for future joint supply planning(JSP)in West Africa for family planning(FP)supplies and,more specifically,for the ability of the Economic Community of West African States(ECOWAS)countries and the West African Health Organization(WAHO)to collaboratively review country supply plans for joint decision-making regarding FP supplies.RHSC commissioned Chemonics International Inc.(Chemonics)to lead a research project,in close partnership with RHSC and WAHO,to lay important groundwork to understand the potential for future implementation of JSP in the region.Chemonics has qualitatively assessed the landscape,engaged in consultative discussions with a broad range of stakeholders,and developed this actionable report to inform the RH community about the challenges,opportunities,and recommendations for activities to be prioritized to lead to JSP activity in the region.As a first step,Chemonics conducted a desk review to further inform and direct the research project;and to ensure no duplication of efforts.The desk review informed the learning questions and served to define supply planning,learn of the need for and benefits of a regional approach in West Africa,and understand how other regional efforts may provide insights on what to consider and consult for JSP.The desk review also served to identify what other supply planning initiatives are in process in the region or elsewhere in Sub-Saharan Africa(SSA)and how these efforts might be learned from or coordinated with in the future.Following the desk review,Chemonics,RHSC,and WAHO designed a research project to explore the potential for JSP in West Africa.The research methodology included conducting a total of 22 focus group discussions(FGD):twenty in 14 ECOWAS countries(all countries with the exception of Cape Verde1),one at the 2023 RHSC General Membership Meeting(GMM)in October 2023,and one with regional entity representatives in February 2024 online.The goal of these FDGs was to assess ECOWAS countries interest in JSP and the framework that would be necessary for effective and efficient implementation.The FGDs consisted of representatives from the following organizations/stakeholder groups:central government directorates or specialized programs,in-country implementing partners that support government efforts to manage FP supply chains,in-country donors that offer in-kind donations for FP supplies,and the Comit rgional pour la visibilit des donnes logistiques de la sant de la reproduction en Afrique de louest(Regional Committee for the Visibility of Reproductive Health Logistics Data in West Africa).The JSP research project consisted of three phases(reference Table 1 below),and was led by Chemonics Joint Supply Planning Consultant in close collaboration with USAID Global Health Supply Chain-Technical Assistance Francophone Task Order(GHSC-TA Francophone TO)staff,USAID Global Health Supply Chain EXPLORING THE POTENTIAL FOR JOINT SUPPLY PLANNING IN WEST AFRICA5ProgramProcurement and Supply Management(GHSC-PSM)staff,USAID Senegal Building a Resilient Health System activity(all herein referred to as in-country Chemonics project staff),and Chemonics engaged local consultants.The three phases were implemented in each ECOWAS country to collect information.Figure 1.Three-Phased Approach for each Participating CountryA qualitative data analysis of the information collected from 22 FGDs conducted in 14 countries as well as with a cross-section of regional and global players revealed recurring themes.Below is a summary of these themes.Chemonics Joint Supply Planning consultant conducted informational call with the leadership of central government directorate or specialized program.PHASE 1Electronic survey disseminated to gather descriptive information on the national supply planning processes and demographic data in-country prior to in-person FGDs.PHASE 2Conducted FGDs focused on in-country stakeholders,as well as a cross-section of regional and global playersPHASE 3National supply planning capacity exists and is essential for JSPThe capacity to produce national consolidated supply plans on an ongoing basis in participating ECOWAS countries exists.This capacity may include human resources,relevant technology,processes,systems,and enabling environments.While challenges persist in effectively conducting supply planning activities,FP programs remain committed and able to ensure the coordination and leadership of the process.Strong supply planning capacity and the national supply plans produced through this capacity provide the foundation for effective JSP.THEME#1EXPLORING THE POTENTIAL FOR JOINT SUPPLY PLANNING IN WEST AFRICA6Funding gaps can undermine national supply planning,but JSP can provide a platform to collaborate and advocate to mobilize resourcesInsufficient supply of FP commodities is a real issue.As all participating countries pointed out during the discussions,financial resources are difficult to mobilize and justify,and it becomes increasingly challenging as the price of contraceptives rises,leading to restricted access for women.Weak coordination of financing,including non-operationalization of the common baskets and financial gaps,were reported as hampering supply planning in some participating countries.JSP has the potential to offer countries another mechanism for advocacy efforts and strategies to communicate effectively.It can also provide a platform for participating countries to convene and analyze supply plans and funding needs,map potential sources and mechanisms for generating funding,and collaborate on advocacy or action plans to mobilize resources to finance FP supply gaps.Eventually,JSP could help countries benefit from preferential pricing from economies of scale since aggregating demand across country supply plans could lead to more effective sourcing and procurement.THEME#3While data visibility and availability impact the quality of both national and JSP,the act of sharing and reviewing whatever data is available is key to increase data quality over timeParticipating countries presented with varying levels of supply planning data quality and availability.Most countries noted that data availability and quality challenges include inadequate data recording practices in health facilities,poor analysis of data collected in facilities,insufficient access to data from the private health sector,and using distribution data instead of consumption data.Despite these challenges,some countries are progressing with their electronic logistics management information systems(eLMIS)to improve data quality.JSP should capitalize on the progress countries have made with the development of eLMIS to improve data quality,as one of the advantages of working with countries with functional eLMIS is that they already have systems in place that centralize and facilitate the smooth flow of information.Conversely,JSP can provide a unique opportunity to strengthen data quality by enabling participating countries to gain broader visibility of supply planning data in the region,which will help identify issues such as inconsistencies,inaccuracies,redundancies,and data gaps.THEME#4National supply planning challenges persist and JSP may offer a new way to strengthen supply planningChallenges persist despite a high level of national supply planning capabilities in many participating countries.These challenges,such as a lack of harmonized supply planning procedures and poor compliance with supply planning commitments,often lead to frequent stock imbalances.JSP may motivate participating countries toward constructive action on their supply plans and aid in overcoming these obstacles.However,it is crucial to emphasize that adaptation is not just a suggestion,but a necessity.The unique national context of each country should be carefully considered,as what functions well in one country may not function well in another.This approach respects and values the unique circumstances of each country,fostering a sense of partnership and collaboration,and may bolster supply chain management.THEME#2EXPLORING THE POTENTIAL FOR JOINT SUPPLY PLANNING IN WEST AFRICA7JSP requires a secure and defined approach to data-sharing and ECOWAS countries already use data-sharing platforms that can be leveragedData sharing could lead to more efficient use of capital,encourage innovation and better decision-making,and support the redistribution of supplies to avoid shortages,overstock situations,and product expiries.FGD participants stated that the Global Family Planning Visibility and Analytics Network(VAN)may be an effective tool to use to support JSP.Most countries reported being users of the VAN to help them to plan more successfully,track shipments,and find practical solutions to supply problems.Countries future use of the VAN to support JSP could involve the collaborative sharing of supply planning data across partners in an agreed manner on a single,secure platform.THEME#6JSP must become part of a monitoring feedback loop with national supply planning processesIn supply planning,gathering stakeholder feedback can lead to understanding best inventory management practices,improving timely funds disbursement from different funding sources,and improving coordination on procurement lead times and supplier delivery schedules.For JSP,becoming part of monitoring and feedback mechanisms within national supply planning processes will be crucial to its success.the VAN platform stands out as a potential enabler of future monitoring feedback loops,linking the JSP process to national procurement planning processes because it has functionalities for multi-stakeholder reviews and feedback that should be leveraged.THEME#7Growing interest in a West Africa regional approach to contraceptive security coupled with a focus on national supply planning capacity make it an opportune moment to consider JSPSince 2005,there has been a growing interest in a West Africa regional approach to contraceptive security.Building on this momentum and recognizing that contraceptive security was important for the West Africa region,in 2020,WAHO established the Regional Committee to facilitate the engagement of the regions countries and their partners in the VAN and to ensure that these countries needs are being considered by supply chain actors regionally and globally.Given the popularity and technical expertise of the Regional Committee,all participants expressed interest in WAHO playing a leading role in a future JSP activity.The opportunity therefore exists for JSP to become a reality in the region through the Regional Committee.There are few concerns on language barrier and internet concerns,but because the Regional Committee is still in its infancy,now is the opportune time for the countries participating in JSP to redefine or expand the committees Terms of Reference to support JSP in the way they want.THEME#5EXPLORING THE POTENTIAL FOR JOINT SUPPLY PLANNING IN WEST AFRICA8JSP success depends on strong human resource capacity across participating countriesJSPs success depends on strong human resource capacity across participating countries.Before implementing JSP,there is a need to assess personnel availability in participating countries to ensure that existing technical experts can be utilized for JSP responsibilities.Training staff beyond the FP program on a recurring basis will help to ensure that they have the required supply planning skills and knowledge to be successful.This type of professional development investment could foster staff retention.THEME#8From the point of view of FGD participants across the countries,JSP for contraceptives is worth pursuing.It can support aggregation of demand across country supply plans to create economies of scale and promote preferential pricing a new benefit perceived by many countries as well as stock transfers within ECOWAS countries when necessary,thus helping to avoid stockouts and undersupply situations,as well as expiries and overstock situations.Sharing supply plan data across countries can also lead to the exchanging of best practices between governments and the strengthening of commodity security within the ECOWAS region.Country representatives suggested creating a customized VAN analytics dashboard to serve as the vehicle for sharing and reviewing national supply plans.They propose an in-person,annual meeting that might be convened by WAHO.Stakeholders also stated that this initiative must be integrated into existing supply chain management processes and that there is no need to recruit new staff for the initiative.Formalizing a data-sharing policy and ensuring data security for the participating countries are deemed necessary.EXPLORING THE POTENTIAL FOR JOINT SUPPLY PLANNING IN WEST AFRICA9Introduction2 Note.This exercise will focus solely on family planning(FP)commodities.3 Note.JSP should be contrasted with supply planning,which is the action of managing and planning the inventory supply to meet customer demand.It involves determining how to best fulfill the requirements created from the demand plan to balance supply and demand in the way it archives financial and service objectives within the organization.Supply planning is the entire process of planning distributions,manufacturing,and procurement opera-tions that will be needed according to the demand forecast.JSP is a collaborative approach involving multiple entities,often across different organizations or geographic regions,to synchronize and optimize the flow of goods,services,or resources along the supply chain.This research project within RHSCs Compass Initiative aims to gain in-depth knowledge of the interests and framework necessary for JSP for FP commodities2 in the Economic Community of the West African States(ECOWAS)region.For this research project,we define JSP as the activity in which the WAHO engages and convenes ECOWAS country representatives regularly to share and jointly review country FP supply plans for regional decision-making 3.Through this research project,the political will of countries to share and jointly review FP commodity supply plans will be assessed to help us understand the political context and factors that need to be considered to implement JSP in the future.This research project also examines potential challenges and opportunities for future JSP across ECOWAS countries under the leadership and coordination of WAHO with potential technical support from regional stakeholders.The results of this research project will serve as a basis for developing recommendations.Results will also be used to create a communications plan for participating countries.This report presents the JSP desk review,research methodology,findings,and recommendations.Desk ReviewChemonics began this research project by conducting a desk review and examining literature related to supply planning in SSA.The desk review served to:define supply planning,inform the learning questions for FGDs,and direct the activity;ensure efforts were not duplicated;learn of the need for and benefits of a regional approach in West Africa;gain insight and understanding from other regional efforts to inform strategies,approaches and decision making for potential JSP in West Africa;and identify any other supply planning initiatives in process in the region or elsewhere in SSA,the lessons learned and how JSP in West Africa could capitalize on coordination and other efforts made to date.EXPLORING THE POTENTIAL FOR JOINT SUPPLY PLANNING IN WEST AFRICA10Research MethodologyCountry SelectionFollowing the desk review,Chemonics sought to conduct FGDs and interviews in 14 of the 15 ECOWAS countries.Cape Verde was excluded from the exercise because they have achieved financial autonomy for procuring and managing FP products.These countries included:SngalGambia Guinea Bissau Guine Sierra Leone Liberia NigeriaBeninTogoGhanaCte dIvoire NigerBurkina FasoMali FrenchEnglishLusophoneEXPLORING THE POTENTIAL FOR JOINT SUPPLY PLANNING IN WEST AFRICA11Overall Research Project DesignThe JSP research project was designed to occur in three phases:The Joint Supply Planning Consultant conducted informational calls with the leadership of central government directorates or specialized programs from all 14 selected ECOWAS countries.The purpose of this call was to inform country leadership(e.g.,the Director of the FP program)of this research project and to facilitate future group discussions with ministry representatives and implementing partners.If requested by the government leadership,the Joint Supply Planning Consultant worked with WAHO to provide an official letter supporting the research project to the Health Director General or Health Minister.Countries that requested an official letter from WAHO(herein referred to as“WAHO official letter”)included Bnin,Burkina Faso,Liberia,Nigeria,Sngal,and Togo.The informational calls and the WAHO official letter were conducted or drafted in English,French,or Portuguese,depending on the countrys national language.The Joint Supply Planning Consultant distributed an electronic survey to FP program representatives from 14 ECOWAS countries.The objective of the electronic survey was to gather descriptive information on the supply planning processes and demographic data before in-person FGDs.The data provided contextual supply planning information from the country to better inform future recommendations or implementation practices.The electronic survey was completed independently by 14 ECOWAS countries.The Joint Supply Planning Consultant,in-country Chemonics project staff,and local Chemonics consultants conducted in-person FGDs in 14 ECOWAS countries.In countries where Chemonics has project offices,a staff member was identified to lead the FGD;in countries where Chemonics do not have project offices,the Joint Supply Planning Consultant or local Chemonics consultant conducted the FGD.As this was a consensus-building phase of the research project,collecting data with adequate supervision by trained facilitators was critical.The Joint Supply Planning Consultant thus conducted 90-minute training sessions for each facilitator to ensure they could capture accurate and comprehensive information on interests and the framework necessary for JSP.No more than two FGDs were conducted per country to allow for diversity of perspectives,where the total quantity of participants selected for the focus groups exceeded twelve.The maximum duration for a FGD was capped at 90 minutes.During the 2023 RHSC General Membership Meeting(GMM)in October 2023,Chemonics leveraged the presence of multiple ECOWAS country government leaders to conduct a multi-country,in-person FGD.ECOWAS countries attending that session at the 2023 RHSC GMM included Bnin,Burkina Faso,Ghana,Liberia,Nigeria,and Togo.The FGDs purpose was to gain in-depth knowledge of the interests and framework necessary for JSP for FP commodities in the ECOWAS region.The discussions also served to gather deeper engagement,insight,and rich qualitative data on processes or practices that might be used in the future for JSP in the West Africa region.The first phase was an informational call.PHASE 1The second phase was an electronic survey(see Annex A).PHASE 2The third phase consisted of a set of FGDs.PHASE 3EXPLORING THE POTENTIAL FOR JOINT SUPPLY PLANNING IN WEST AFRICA12Focus Group Discussion DesignNumber,Timing,LocationsTwenty-two FGDs were conducted in person in 14 ECOWAS countries and during the 2023 RHSC General Membership Meeting(GMM),and virtually with regional entity representatives.Details for the FGDs are shared in table below:NOCOUNTRYLANGUAGEFACILITATORNUMBER OF FGDSDATELOCATION1BninFrenchGHSC-TA Francophone TO Staff2November 30,2023;December 8,2023Cotonou,Benin2Burkina FasoFrenchJSP Consultant1November 10,2023Ouagadougou,Burkina Faso3Cte dIvoireFrenchJSP Consultant1November 7,2023Abidjan,Cote dIvoire4GambiaEnglishLocal Consultant1January 5,2024Banjul,Gambia5GhanaEnglishGHSC-PSM Staff2December 11,2023Accra,Ghana6Guine Bissau LusophoneLocal Consultant1January 24,2024Bissau,Guinea Bissau7GuineFrenchJSP Consultant2November 2,2023;November 3,2023Conakry,Guinea8LiberiaEnglishLocal Consultant1January 19,2024Monrovia,Liberia9MaliFrenchJSP Consultant2November 13,2023;November 14,2023Bamako,Mali10NigerFrenchLocal Consultant1January 16,2024Niamey,Niger11NigeriaEnglishGHSC-PSM Staff1January 22,2024Abuja,Nigeria12SngalFrenchChemonics HSS Staff1April 3,2024Dakar,Senegal13Sierra LeoneEnglishLocal Consultant2January 18,2024Freetown,Sierra Leone14TogoFrenchGHSC-TA Francophone TO Staff2January 22,2024Lome,Togo15RHSC GMM English&FrenchJSP Consultant1October 18,2023Accra,Ghana16Regional CommitteeFrenchGHSC-TA Francophone TO Staff1February 29,2024OnlineEXPLORING THE POTENTIAL FOR JOINT SUPPLY PLANNING IN WEST AFRICA13Participant Composition,Selection,Screening,and AppreciationThe composition of participants selected for each FGD was homogenous;however,individual differences allowed for contrasting insights and opinions.The focus groups were homogenous because they were characterized as including:A representative from central government directorates or specialized programs who are direct beneficiaries of FP commodities(e.g.,National FP Program,National Central Medical Stores,National Supply Chain Program,and Ministry of Finance)A representative from an in-country implementing partner that supports government efforts to manage FP commodity supply chains(ex.,FP technical leads from CHAI,MSI,DKT,GHSC-PSM,GHSC-TA Francophone TO)A representative from in-country donors that offer in-kind donations for RH commodities(e.g.,USAID and UNFPA)and A representative from the Comit rgional pour la visibilit des donnes logistiques de la sant de la reproduction en Afrique de lOuest(Regional Committee for the Visibility of Reproductive Health Logistics Data in West Africa).This is a regional committee currently under WAHO leadership,whose members are active FP procurers in the West Africa region,and who use the VAN for data-based decision-making.For the FGDs,we recognized that the FP supply chain sector has actors intervening at two key levels:regional and national.Representatives from both supply chain levels participated in the research project.Also,separate FGDs were held(i.e.,at the regional level with regional actors and at the national level with national actors).Participants at the regional level were selected considering the following criteria:Willingness to participate in the activity Tenure in their role or a similar role at the central level of at least one yearA representative from each regional entity was selected.Representatives were selected based on purposive sampling by managers or focal points within those entities.Participants at the national level were selected considering the following criteria:Willingness to participate in the activity Tenure in their role or a similar role at the central level of at least two yearsA representative from each central directorate and the specialized program was selected.Representatives were selected based on purposive sampling by managers or focal points within those entities.We conducted FGDs with participants irrespective of their age and years of work experience.Our only screening criteria were that they actively participate in national FP supply planning activities.Appreciating the participants time during the FGDs,we provided lunch and reimbursed transportation costs.Please see Annex B for a complete FGD participants list.EXPLORING THE POTENTIAL FOR JOINT SUPPLY PLANNING IN WEST AFRICA14Key Focus Group Discussion QuestionsThe FGD questions were adapted for the national and regional levels.The questions covered the following main topics:(1)current supply planning situation;(2)potential advantages and disadvantages of sharing and jointly reviewing data;(3)JSP opportunities;and(4)potential JSP processes.At the national level,nine questions were posed to participants,including:1.Can you describe 3-5 key strengths and challenges your country faces in managing its FP supply plan?2.How could sharing some data elements from your supply plan(e.g.,average monthly consumption,stock on hand,etc.)and reviewing your supply plans with other countries in the region help overcome national challenges?3.Are there formal or informal barriers to sharing and reviewing your countrys FP product supply plan with others at the regional level?Probing question:If yes,what barriers do you anticipate to share and review your supply plan with others?Probing question:If yes,are there challenges for sharing and reviewing your supply plan with a particular organization?Probing question:Which supply chain actors would you like to share your supply plan with?Why?Are there any countries or partners you would want to share your supply plans with?4.Can you describe current opportunities for how JSP could overcome these barriers?Probing question:What would be the advantages or disadvantages of jointly reviewing and sharing your supply plans with other ECOWAS countries?Probing question:What are your countrys primary interests in JSP with WAHO and other ECOWAS countries?5.What methods of sharing your supply plans at the regional level could be used?Probing question:via the VAN,via another online system,via email,etc.6.What mechanism should be used to review the supply plans and encourage collaboration?Probing question:Does the mechanism exist or not?Should the mechanism utilize the Regional Committee?What should the mechanism look like,and how should it work?Note:If they dont mention the Regional Committee after you ask this question,you should bring it up and ask if that forum could be suitable.7.What could be a desired monitoring and feedback mechanism to review the supply plans for collaborative decision-making?8.By which means would you be most comfortable in JSP with others in the region,and at what periodicity(monthly,quarterly,semi-annually,or annually)?Probing question:Who do you think should be responsible for sharing supply plans within your country with colleagues at the regional level?9.Do you believe additional staff or specific mechanisms are necessary for the success of JSP,and if so,how do you envision this being done?EXPLORING THE POTENTIAL FOR JOINT SUPPLY PLANNING IN WEST AFRICA15At the regional level,nine questions were posed to participants,including:1.1.Would you support JSP in the West Africa region?What would be the advantages or disadvantages of jointly reviewing and sharing your supply plans between ECOWAS countries?2.Are there formal or informal barriers within the region for sharing a countrys FP product supply plan with others at the regional level?If yes,what barriers do you anticipate for countries to share supply plans with others?If yes,are there challenges for countries sharing a supply plan with a particular organization?3.Can you describe current opportunities for how JSP could overcome these barriers?4.What methods of sharing supply plans at the regional level could be used?Probing question:via the VAN,via another online system,via email,etc.If they dont mention the VAN,bring it up and ask if that platform could be suitable.5.What mechanism should be used to review the supply plans and encourage collaborative decision-making?Probing question:Does the mechanism exist or not?Should the mechanism utilize the Regional Committee?What should the mechanism look like,and how should it work?Note:If they dont mention the Regional Committee after you ask this question,you should bring it up and ask if that forum could be suitable.6.By which means would you be most comfortable conducting JSP with others in the region,and at what periodicity(monthly,quarterly,semi-annually,or annually)?Please justify your answer.7.What data elements would be essential for an effective information-sharing mechanism for JSP?8.Who will be responsible for sharing your supply plans with colleagues at the regional level?9.Do you think additional staff is necessary to make the JSP function well at the country and regional levels?If yes,under which supervision and mechanism(i.e.,seconded staff to WAHO,a secretariat office).Facilitator TrainingThe Joint Supply Planning Consultant conducted a 1-hour,one-on-one training for each in-country Chemonics project staff member,and local Chemonics consultant who would be a facilitator in English or French.The training included sharing guidance on FGD preparations and advice for leading group discussions(e.g.,time management,documentation,encouraging open dialogue).The Joint Supply Planning Consultant also trained each facilitator on the key focus group questions,providing insight on collecting the information and when to ask probing questions.Personnel and OversightThe Joint Supply Planning Consultant was the technical lead for all twenty-two focus group discussions held in the 14 ECOWAS countries as well as with a cross-section of regional and global players.The GHSC-TA Francophone TO Technical Director provided guidance and oversight on the activity.The lead consultant trained ten staff five Chemonics project staff in five project supported countries,and five local consultants in nine countries.EXPLORING THE POTENTIAL FOR JOINT SUPPLY PLANNING IN WEST AFRICA16FindingsOverall Findings from Research ProjectThe section compiles this research projects findings from a variety of sources,including the desk review and the 22 FGDs outlined above.We provide salient takeaways and points for consideration,to support progress toward future JSP implementation in West Africa.THEME#1National supply planning capacity exists and is essential for JSP.In many countries,including those in West Africa,multiple actors,such as national health programs,central medical stores,national supply chain programs,implementing partners,and donors,engage in national supply planning activities for contraceptives.Supply planning is an exercise in which participants balance future commodity demands with current availability.Throughout the supply planning process,actors analyze demand forecasts,compare them to existing inventory levels,and coordinate supply chain activities to meet demand(JSI,2017).The diverse set of actors involved in developing and updating national supply plans equips countries with technical experts that aim to synchronize funding disbursements from multiple funding sources with procurement lead times and to harmonize supplier delivery schedules to ensure commodity availability(JSI,2017).Quality national supply plans are crucial to the foundation for JSP.As such,it is important that countries maintain a solid base of technical capabilities for effective supply planning.Human resources,supply planning tools,stakeholder coordination and leadership are all elements that contribute to building a solid foundation of technical capabilities required for national supply planning.Thus,to determine whether JSP can be achievable,it is essential to understand the current technical capabilities of ECOWAS countries to develop national supply plans,as these are essential for enabling JSPs implementation.FGD participants were asked about the technical capabilities of supply planning in their countries.These participants broadly spoke of the existence of consolidated supply plans and their countries technical capabilities to use tools,adapt to contextual needs,and produce these plans.The viability of JSP is therefore conceivable in the ECOWAS region.Below is a report on the FGDs findings regarding countries national supply planning technical capabilities,which demonstrates that the required foundation exists for JSP to be a viable option.In FGDs country representatives commonly reported that national contraceptive supply plans integrated commodity needs across sectors,including the public sector,civil society organizations(CSOs),social marketing organizations(SMOs),and local non-governmental organizations(NGOs).One participant EXPLORING THE POTENTIAL FOR JOINT SUPPLY PLANNING IN WEST AFRICA17underlined,“our national supply plan includes commodities from all FP programs operating in the country”.This occurrence provides national or program-level data for all managed contraceptive products and offers a centralized mechanism for estimating FP product costs and requirements for a given period,as well as updating sources of information on drug prices and supplier rates.The existence of consolidated national supply plans is a strategic advantage for JSP,as it ensures that information is already centralized,thereby empowering strategic decision-making and processes at a regional level.The use of recognized supply planning tools such as the Quantification Analytics Tool by a pool of strong technical experts was also reported as a key strength for many countries.One participant noted the“strong quantification skills within the technical team,contributing to effective supply planning.”While having a strong pool of experts to develop and update supply plans using accredited supply planning tools helped many countries minimize data quality issues,some still need help with the quality of their supply plans(as discussed under theme 2).That said,JSP can work with a dedicated team of supply planning experts from ECOWAS countries who have the transferable skills and experience of using recognized tools to make its implementation effective.All participants noted the national FP programs coordination and leadership skills as key drivers of the supply plan development process.National supply plans are primarily developed by national technical committees comprising various FP supply chain stakeholders,including government bodies,implementing partners,private sector entities,CSOs,NGOs,and donors.The FP program leads the committee through the process,convening all stakeholders at least quarterly.This was alluded to during an FGD,in which one participant noted that“the FP program does a great job to encourage collaboration across public and private partners.They also play a major role to convene partners together,where they would not necessarily share data if they did not come together to review data”.This illustrates how the government is enabling an environment in which partners can regularly review supply plans to make the necessary adjustments to ensure that stock levels remain balanced.It also shows the governments investment in and ownership of supply planning for contraceptives.These results build on existing evidence of national supply planning capabilities within participating countries,and are key determinants of the success of JSP.Participating countries have national supply plans they exist.The FP programs are invested in strengthening consolidated contraceptive supply plans by working with a diverse set of stakeholders that have strong technical capabilities,by ensuring recognized tools are used to support the process,and by facilitating partner coordination for resource mobilization to ensure contraceptive security.While country experience has been focused at the national level,their supply planning capabilities provides the foundation for JSPs implementation to be successful.Acknowledging that while challenges still exist,the fact that ECOWAS countries have the technical capacity to produce national supply plans and they exist,means that JSP can be a reality in the region.Further,JSP enables a higher-level review of national supply plans that can offer greater benefits over time for the region.EXPLORING THE POTENTIAL FOR JOINT SUPPLY PLANNING IN WEST AFRICA18THEME#2National supply planning challenges persist and JSP may offer a new way to strengthen supply planning.In low-and middle-income countries(LMIC),researchers agree that the most recognized challenges are access and supply failures(Mukasa et al.,2017).These include poor supply planning and quantification,weak healthcare infrastructure and insufficient national and international funding for contraceptives.However,supply planning problems are often the cause of stock-outs or bottlenecks at a national level(Mukasa et al.,2017).Even with a high level of national supply planning capabilities in many participating countries,FGD participants reported persistent challenges that impacted contraceptive availability.These challenges varied from a lack of harmonized procedures to problems of access to health commodities.Given the existence of challenges such as these,JSP can add value in a number of ways,including:fostering and facilitating learning from best practices,supporting more powerful advocacy for supplies financing,and enabling more effective procurement and supply management practices in the region.A review of countries supply planning challenges revealed the regions diverse supply planning procedures and processes and the wide range of supply plan quality levels.The majority of FGD participants reported challenges related to harmonization and standardization which contributed to inadequate availability of FP supplies.One participant stated that,“there is a considerable lack of standard operating procedures within the FP program.As a result,we see poor leadership practices within the program and then poor FP commodity availability”.Another participant shared that“in the West Africa region in general,as we all know,we have a wide range of maturity on supply chain generally and supply planning specifically.Even the definition of a supply plan between one country and the next isnt the same.Theyre not calling the same thing a supply plan,they dont have the same data points,theyre not using the same methodology.”JSP could bring a diverse set of key decision-makers together around a common conceptual framework,terminology,tools,and methods for assessing and addressing challenges,while helping countries to learn from others experiences and to reach higher performance levels.This could lead to the harmonization of supply planning processes,which could be very helpful to reduce bottlenecks in the order fulfilment process.Conversely,future efforts to harmonize supply planning processes could make JSP even more effective.Participants also viewed compliance with national supply plans as a challenge.Despite the FP programs leadership and coordination efforts,partners often could not meet ordering and shipping deadlines.This resulted in the late arrival of FP products,creating persistent stockouts nationally.One participant indicated that“related to delivery lead times,shipments arrive nearly two years after an order was placed and planned,and the procedures are just really complex”.Another participant supported this view,noting that the“untimely delivery of orders coming into the country creates an interruption in the supply of supplies to the SDP service delivery point.There are often additional delays in picking and packing the supplies at the regional warehouses,which then creates delays in distributionleading to stockouts at SDP versus central or provincial level”.Faced with the challenge of partners and donors decisions and timelines that may not align with national needs,most participants expressed a general sense of helplessness,stating that,partners often do not respect the information communicated in the supply plan.They dont take time to review the plans and execute actions needed to ensure product availability in the country.We do organize a restitution of supply EXPLORING THE POTENTIAL FOR JOINT SUPPLY PLANNING IN WEST AFRICA19plans with partners,but not all partners are included,making it difficult to make everyone aware of the countrys needs”.JSP can provide a new space for countries to discuss practical ways of advocating for financing FP supplies.These discussions can incorporate brainstorming on how to advocate for the mobilization of additional resources,inform manufacturers production cycles and suppliers shipping schedules,and encourage global,regional,or national stakeholders to invest in effective and efficient supply chains to improve contraceptive security.The value of the JSP framework lies in the people that it can bring together-with a high level of national supply planning capacity in participating countries,combined with regional and global players,experts can explore new ways to address country needs.JSP may motivate participating countries toward constructive action on their supply plans and aid in overcoming obstacles.One participant stated,“collaborating with other countries that are even more experienced in supply planning nationwide will help you to forecast your demand nationwide if not a hundred per cent accurate but close to a hundred per cent accuracy level.”As JSP will be implemented with participating countries that share similar geographical,population,and other characteristics,countries will be able to learn more about the factors that drive them forward toward progress.However,it is important to understand that adaptation is essential,and that the national context should be considered since what functions well in one country may not function well in another.THEME#3Funding gaps can undermine national supply planning,but JSP can provide a platform to collaborate and advocate to mobilize resources.Insufficient supply of FP commodities is a real issue.Most participating countries rely on donors and implementing partners to fill the countrys supply pipeline and provide financial contributions to purchase FP supplies.As all countries pointed out during the discussions,these resources are difficult to mobilize and justify,and it becomes increasingly challenging as the price of contraceptives rises.According to the UNFPA contraceptive price indicator for 2021,seven of the 21 products purchased were at least 5%or more expensive than in previous years(UNFPA,2022).One participant also noted that“there are problems in releasing government funds,resulting in delays in the delivery of ordered products.”In addition,participants reported on the poor coordination of funding,including non-operationalization of the common baskets and financial gaps,hampering supply planning in some participating countries.These findings have a considerable impact on the availability and affordability of contraceptives,potentially leading to restricted access for beneficiaries(patients or clients).Implementation of JSP could potentially mitigate some of these issues.Despite this potential,the desk review carried out as part of this research project showed that there are no JSP mechanisms in the ECOWAS or other regions,nor are there JSP examples from other non-contraceptive health products to draw on for guidance on financial resource mobilization.A potential reason for this might be that the benefits of JSP are not fully recognized or documented.As one participant noted:Even though youve done your supply planning,this doesnt mean you can meet the gap due to funding resource limitations”.Because financial resources are often EXPLORING THE POTENTIAL FOR JOINT SUPPLY PLANNING IN WEST AFRICA20not available after signed partner commitments,governments are often“unable to make a decision on the commodity to be procured due to government reliance on partners funding”.Therefore,while the literature might be lacking to support this,JSP has the potential to offer countries another mechanism for advocacy efforts and to effectively communicate with bilateral and multilateral partners to ensure that funding gaps are filled.JSP can also provide a platform for participating countries to convene and analyze supply plans and funding needs,map potential sources and mechanisms for generating funding,and collaborate on advocacy or action plans to mobilize resources to finance FP supply gaps.As one participant noted,“If another country shares its supply plan,others will be able to see whether theyre under stock tensions or not.If they are under stock tensions and scheduled deliveries wont arrive on time,actors can work together to find a way to address shortages and overstocking.In addition,this kind of exercise can help reduce costs by making pooled orders and will create a way for differential pricing-economies of scale.”Henry(2021)also confirmed that it might be possible to operate with less capital committed to unconsumed inventory sitting in warehouses,redistribute supplies to avoid shortages,overstocking,and product expiration,and use pooled procurement to benefit from lower costs by sharing data about the supply plan with neighboring countries.Another potential benefit of JSP when it comes to resources,is the ability to aggregate demand across country supply plans,which could lead to more effective sourcing and procurement due to greater economies of scale on purchases and special rates.Drawing on the positive experience of existing regional,multi-partner collaboration initiatives-which are similar,although not identical to JSP-might lend inspiration to future JSP implementation,thereby unleashing its full potential.In East Africa,KfW&EAC(2023)proposed a pooled procurement model whereby a regional steering committee was established to provide guidance and oversight for pooled procurement operations.A strategic objective of this model was for committee members to work collectively to mobilize and coordinate financial resources for the regional procurement of health commodities.Another example is the East African Community Pooled Procurement of Medicines and Health Commodities(KfW&EAC,2023),which similar to the JSP framework is also based on a regional approach that aims to support countries to define strategies that contribute to fulfilling FP supply,and could help countries to work together to identify and consolidate regional gaps,and advocate with partners to resolve persistent financing issues,which could help to bridge budget shortfalls.Moreover,we can draw on the experience of other initiatives.In 2019,the United Nations Economic Commission for Africa(ECA),in collaboration with the African Union Commission(AUC),the African Union Development Agency(AUDA-NEPAD),IGAD,WHO,UNAIDS,and other relevant United Nations agencies,launched an African Continental Free Trade Area(AfCFTA)-anchored Pharmaceutical Initiative(“Pharma Initiative”).The Pharma Initiative is a think-tank which,among other roles,draws on the experiences and lessons learned from other pooled procurement initiatives and applies them to their own initiative.This has allowed them to explore ways to create a fiscal space for African countries(UNECA,2023).Although the objectives are not precisely identical,JSPs collective and regional approach means that,over time,participating countries may be able to bridge funding gaps and leverage economies of scale through preferential pricing,helping some countries that often face challenges to finance FP supplies.The JSP research project suggests that participants place particular importance on funding shortages;consequently,any JSP mechanism that does not comprise advocacy strategies for mobilizing resources or,eventually,lowering the price of supplies risks not having enough appeal for key actors to put in place and implement such a mechanism.EXPLORING THE POTENTIAL FOR JOINT SUPPLY PLANNING IN WEST AFRICA21THEME#4While data visibility and availability impact the quality of both national and JSP,the act of sharing and reviewing whatever data is available is key to increase data quality over time.Following the onset of the COVID-19 pandemic,research has shown how the global health supply chain community has been driven to strengthen strategies that improve the visibility of supply chain logistics data for better decision-making.Logistics data is an essential tool for improving global health supply chains in general,as it helps to strengthen the quality of related interventions;however,the extent to which an organization can gather,compile,store,monitor,visualize,and analyze its data known as data visibility(Khan,2023)can vary considerably from country to country.Furthermore,without accurate,consistent,and relevant data,the ability to make well-informed decisions,particularly for supply planning,is jeopardized.Many LMICs have begun introducing electronic health information systems to improve data availability and quality,but most still need a system to collect and analyze data effectively(Abdul-Rahman et al.,2023).JSP can add value in this respect and,over time,offers a unique opportunity to strengthen data quality by enabling participating countries to gain a broader visibility of supply planning data in the region,which will help identify issues such as inconsistencies,inaccuracies,redundancies,and data gaps.Many challenges related to data availability and quality were mentioned by participants,including:inadequate data recording practices in health facilities,poor analysis of data collected in facilities,insufficient access to data from the private health sector,and the use of distribution data instead of consumption data.FGD participants were unanimous in their reports on the challenges of data availability and quality,noting that“data quality is a particular issue,as there are discrepancies between logistics data and service data”or that“the total number of condoms that came into the country,regardless of programmatic areas,is around five to six million.However,if you look at the LMIS and look at all the data,you will see that it is less than a million or two million,when in reality,they may have distributed something like two to three million condoms in a year.So,these are some of the things we need to strengthen to ensure we have a unified reporting mechanism whereby anyone,anywhere in the world,could press a button and know what we have distributed”or that“given the frequency of supply planning,we cannot use recent consumption data.For example,if we organize a national technical committee meeting in November,we have to use data from Q2 or Q3”.Although the underlying problems of data availability and quality may be the result of inherent system inefficiencies or poor inventory management practices at the service level(Daff et al.,2014),JSP offers the opportunity for and benefits of collaboration between participating countries and partners to effectively address these challenges to strengthen data quality over time,as countries will be able to share tools or techniques to validate data effectively.Despite these challenges,we must acknowledge the progress made by countries with their electronic logistics management information systems(eLMIS)to improve data quality.Electronic solutions,such as eLMIS,for reporting and visualizing data or carrying out transactions(placing purchase orders)are becoming increasingly widespread in West African countries as governments strive to improve tracking and tracing of supplies as they move through the various levels of the supply chain.These systems have helped countries to periodically collect,analyze,and report consumption and distribution data at the SDP level to support supply planning.EXPLORING THE POTENTIAL FOR JOINT SUPPLY PLANNING IN WEST AFRICA22Moreover,HIP(2020)notes that governments that implement national eLMIS can better connect to electronic networks such as the Global Family Planning Visibility and Analytics Network(VAN),which builds a link between the country and global manufacturers or shippers.JSP should capitalize on this progress and the existence of eLMIS in the region.Only a few participating countries reported the presence of a functional eLMIS,but were sure to highlight their benefits.One participant recognized that their national eLMIS provided improved visibility of consumption data and allowed SDPs to perform order transactions.Another noted that“SDPs have an excellent LMIS report completion rate of 83%.”And“although the data quality is not perfect,still having the visibility is useful”.With regard to JSP,one of the advantages of working with countries with functional eLMIS,is that these countries already have systems in place that centralize and facilitate the smooth flow of information on contraceptive consumption(and distribution)from central medical stores to users in local areas(Musaka et al.,2017).Data is therefore aggregated and harmonized in a single national system allowing leaders to make data-driven decisions.Even with varying levels of quality and availability,it is clear that participating countries have FP supply planning data available.Research suggests that data quality can be improved through the use of appropriate tools,supervision,and training.JSP offers a platform to not only share,evaluate,and systematize the review of supply plans amongst countries using any available data,but also to facilitate knowledge sharing,training,mentorship and learning.Given this,JSP can,over time,contribute to improving data quality and facilitate conversations on how to correctly evaluate,understand,and convey supply planning data.THEME#5Growing interest in a West Africa regional approach to contraceptive security,coupled with a focus on national supply planning capacity,make it an opportune moment to consider JSP.Since 2005,there has been a growing interest in a West Africa regional approach to contraceptive security.In 2005,WAHO,UNFPA,USAID,KfW,World Bank,and other agencies recognized that countries within West Africa faced many common challenges to reproductive health commodity security and that a sub-regional reproductive health commodity security strategy could be an effective mechanism to address them(JSI,2005).These stakeholders highlighted many advantages of a sub-regional approach to reproductive health commodity security,including that it would be an excellent advocacy vehicle at the sub-regional level,facilitating a space for countries to compare,inform,and influence public health policies(JSI,2005).Stakeholders also noted that it would bring a diverse set of key decision-makers together around a common conceptual framework,terminology,tools,and methods for assessing and addressing challenges while helping countries learn from others experiences to encourage higher performance levels.In 2014,through their ECOWAS Regional Pharmaceutical Plan(ERPP),the WAHO favored a regional strategic approach to strengthening the capacity to produce essential medicines,supply of medicines,and operating regulatory environment(WAHO,2014).Historically,such regional cooperation and collaboration have been deemed EXPLORING THE POTENTIAL FOR JOINT SUPPLY PLANNING IN WEST AFRICA23inconceivable due to the fragmented and diverse nature of the healthcare system in individual countries(Lee et al.,2019).Over time,however,the benefits of such cooperation and collaboration appear worthwhile and can help achieve significant cost savings,efficiency,and other benefits;otherwise,they will not materialize(Lee et al.,2019).In 2005,RHSC led a collective effort within the community to identify,mitigate,and correct FP supply shortages,stockouts,and overstocks.This effort was initially supported by the Coordinated Assistance for Reproductive Health Supplies(CARhs)group.Due in part to the growing number of last-minute supply requests handled by the CARhs group,the Coordinated Supply Planning(CSP)group was initiated in 2012 for resolving longer-term supply-demand imbalances through a coordinated effort.Building on the foundational work of the CARhs and CSP groups and the data platforms they were using,the VAN was launched in 2019 to offer a more robust virtual platform that captures data from multiple sources to improve supply chain visibility and bring the right players together at the right time to assess supply needs,prioritize them,and act when supply imbalances loom.As part of the VAN,RHSC established the VAN Consensus Planning Group(VAN CPG)to collaborate with global market actors to work together to more equitably allocate constrained products globally and to prevent and/or resolve significant supply-demand imbalances across countries.Building on this momentum and recognizing that contraceptive security was important for the West Africa region during the COVID-19 pandemic in 2020,WAHO established the Comit rgional pour la visibilit des donnes logistiques de la sant de la reproduction en Afrique de lOuest(or Regional Committee for the Visibility of Reproductive Health Logistics Data in West Africa)(“Regional Committee”)(WAHO,2020).This Regional Committee aims to facilitate the engagement of the regions countries and their partners in the VAN and to ensure that these countries needs are being considered by supply chain actors regionally and globally.Recognizing that countries in West Africa have national supply planning capabilities and were producing national supply plans,the Regional Committee has provided a space for regional actors to do the following:access information related to logistics data submitted by countries in the region;support the continuing performance of the VAN;facilitate implementation of recommendations being made by the VAN CPG;access VAN data;and formulate recommendations that consider the specific needs of countries in the region(WAHO,2020).Given the popularity and technical expertise of the Regional Committee,all participants expressed interest in WAHO playing a leading role in a future JSP activity,with support from global and regional entities such as RHSC,UNFPA and USAID.One respondent stated that“WAHO should be responsible at the regional level.”In addition,there is the existence of WAHO as a legal and functional framework that the countries could benefit from,as alluded to by one participant,“The existence of WAHO gives us the opportunity to institute a forum for JSP that can be used to facilitate the meetings.”Thus,WAHOs Regional Committee could be an optimal platform for participating countries to convene for JSP in the future,and the countries welcome the idea.While most participants expressed their interest and motivation for JSP and to leverage the Regional Committee,other participants expressed some hesitation,which is important to acknowledge in order to ensure the required buy in to launch JSP.One participant expressed,“For us,a priori,as a regional institution,we only validate regional approaches.And for us,the JSP approach is the best we can have it gives us the whole picture.But I dont know what interest Country X has in seeing Country Ys data and what interest Country Y has in seeing Country Zs data.Its important to know”.Most participants expressed another concern about using the Regional Committee,citing language and internet connectivity barriers.For example,reliable resources EXPLORING THE POTENTIAL FOR JOINT SUPPLY PLANNING IN WEST AFRICA24such as internet service,laptops,and cell phones were often lacking.In addition,with English,French,and Portuguese being the official languages of the ECOWAS region,effective communication for future JSPs could be at risk.Making the most of internet and translation technologies and the fact that most nations will be collaborating online should help to lessen the difficulties caused by language barriers.Nonetheless,these are all important concerns that need to be addressed and conversations must be encouraged to ensure the necessary country buy in to launch JSP.The Regional Committee provides a good forum to host and facilitate these discussions and a taskforce within the committee could be launched to shape JSP in the region.Through a JSP regional approach,countries could ensure adequate availability of FP supplies,improved FP financing,and receipt of greater technical and supportive oversight.One participant stated that the implementation of a JSP regional approach may enhance the supply chains in some participating countries:I think,for me,it will help our country to improve quantification.I know there are also challenges with data,and we can learn from other countries how they managed to deal with those similar challenges and improve their quantification process”.As Sherrod(2023)noted,by promoting honest communication and information exchange,bonds between supply chain participants might be strengthened,trust and cooperation improved,and cooperation and other strategic initiatives facilitated.In summary,the opportunity exists for JSP to become a reality in the region through the Regional Committee.Because the Regional Committee is still in its infancy,now is the opportune time for the countries participating in JSP to redefine or expand the committees Terms of Reference to support JSP.In redefining the Regional Committees Terms of Reference,the framework for JSP can be integrated and also ensure that countries needs and recommendations are considered at the regional level.THEME#6JSP requires a secure and defined approach to data-sharing and ECOWAS countries already use data-sharing platforms that can be leveraged.From a healthcare perspective,data sharing can generate more and better science,and enable more efficient use of resources(Kaewkungwal et al.,2020).Similarly,in health supply chains,data sharing could lead to more efficient use of capital,encourage innovation and better decision-making,and support the redistribution of supplies to avoid shortages,overstock situations,and product expiries.Research widely agrees on the value of data sharing in LMICs(Kaewkungwal et al.,2020;Alter&Vardigan,2015).However,it warns of the potential cultural,ethical,financial,and technical challenges involvedfrom balancing data accessibility and privacy to ensuring access and protection of intellectual property(Kaewkungwal et al.,2020;Alter&Vardigan,2015).With the implementation of JSP,participating countries will be invited to share national data for a joint review of their supply plans and in order to do so,they need to feel confident that their privacy and data are safeguarded.EXPLORING THE POTENTIAL FOR JOINT SUPPLY PLANNING IN WEST AFRICA25Therefore,before JSP can be launched,it is important to spend time on the development and establishment of clear guidelines,procedures,and even data-sharing agreements to ensure data security and protection to instill this confidence in participating countries.There is a strong case to support the creation of a JSP task force to establish these clear guidelines and procedures,among other JSP related framework policies and standards,as part of its terms of reference.During the FGDs,all participants were asked to report any formal or informal barriers to sharing and reviewing national FP supply plans with other countries.All participants saw no immediate obstacles to sharing supply plan data with other countries in the region in theory;however,in practice most participants expressed concerns about other countries reluctance to share data,the type of data to be shared(e.g.,product financing),how a countrys data would be secured and protected,and how other countries would use their data.As one participant stated,“Depending on the protocols that are signed,this is where the challenges come in because some countries would not want to disclose some of the information to other countries.,but some governments would allow it.”Moreover,it was stated that there is a need“to know what form this activity will take:will it just create a component in the VAN,or will each country have systematic access to the plans of the others?And what will be the active functions?Just to view the plans,modify them,etc.?Its still interesting for us to know on what medium I imagine its the VAN and what these functions will be and who will be able to view them.This will be very important to define before we move forward”.While these concerns are legitimate,all participants stated that the VAN data-sharing platform could effectively support JSP,and has the benefit of existing data-sharing protections in place.This was supported by a participant,who argued that“We shouldnt reinvent the wheel.The VAN already exists,and we should leverage the tool to support JSP”.The VAN platform captures and centralizes data from multiple sources to assess supply needs(RHSC,2024).Before a user can access the VAN,a Terms of Use Agreement must be signed.This agreement includes an explanation of any restrictions and usage rights of a user role in relation to the user data to which the user role type has access(RHSC,2022).So the VAN presents an existing framework,with some built in user protections,from which JSP could operate.Plus,all countries reported using the VAN already to better plan,track shipments and find practical solutions to supply problems.The proposed JSP task force would need to consider and outline how the VAN can be used securely to share and review supply plans between countries,addressing the trust and data protection concerns.As previously stated,JSP requires a secure and defined approach to data sharing that envisions collaborative sharing of supply planning data between partners on a single,secure platform based on clear policies and procedures.In turn,data sharing could improve the visibility of stock levels across countries in the region,informing inter-country stock transfers and improving the flow of information along the supply chain to better enable risk mitigation and response to supply disruptions.Participating countries already use the VAN,so JSP can and should capitalize on this existing data-sharing platform.As one participant summarized,“We already have all supply plans in the VAN;theyre already standardized,theyre already mapped,and we already have an integration to take them in.We already have ways of getting that data;we coordinate directly with ministries.To me,it wouldnt make sense to do it on another platform”.EXPLORING THE POTENTIAL FOR JOINT SUPPLY PLANNING IN WEST AFRICA26THEME#7JSP must become part of a monitoring feedback loop with national supply planning processes.A monitoring feedback mechanism is a valuable tool for improvement.It can help identify weaknesses,inefficiencies,and areas for improvement,and analysis of this feedback can also guide process adjustments(Wageningen University&Research,2015;(Fallakha,2024).Feedback can also help to continuously improve strategies,which can enhance the efficiency and responsiveness of the supply chain as a whole(Fallakha,2024).In supply planning,gathering stakeholder feedback can lead to understanding best inventory management practices,improving timely funds disbursement from different funding sources,and improving coordination on procurement lead times and supplier delivery schedules.For JSP,becoming part of monitoring and feedback mechanisms within national supply planning processes will be crucial to its success.Many bilateral and multilateral partnerships exist,and stakeholders are actively working with countries to support supply planning processes through targeted technical guidance.As such,the VAN platform stands out as a potential enabler of future monitoring feedback loops,linking the JSP process to national procurement planning processes because it has functionalities for multi-stakeholder reviews and feedback that should be leveraged.Regarding the desired monitoring and feedback mechanisms,participants suggested periodic meetings in various formats,including biannual online meetings and annual in-person workshops,to review supply plans and discuss lessons learned from JSP.One participant noted that“We should not just organize a single annual meeting;this would mean that countries only meet once.The preference would be annual meetings at the regional level to meet and discuss,but quarterly at the national level to prepare for the meetings”.While biannual JSP meetings would provide high-level feedback on national supply planning processes and data,annual JSP meetings would encourage the exchange of ideas and allow participants more time to share views and network.To respect scheduling conflicts and reduce costs,participants suggested that these meetings be scheduled to coincide with other important meetings within the community.Furthermore,to avoid interrupting current national supply planning processes,all countries indicated that they would maintain defined schedules to review their own supply plans.In addition to organizing periodic monitoring and feedback meetings for JSP,participants also recommended developing a JSP newsletter or bulletin biannually at the WAHO level,which could serve as a potential communication tool in the future.Whatever the format,the VAN platform must be used to facilitate effective monitoring and feedback during JSPs implementation.As we have seen,countries national supply plans are on the VAN and they are using the VAN.So this is an opportunity for JSP to build on those monitoring and feedback systems to strengthen the FP program leadership in supply planning,encourage routine monitoring of the countrys supply plans,and aid in developing of new strategies to address challenges in supply planning processes.EXPLORING THE POTENTIAL FOR JOINT SUPPLY PLANNING IN WEST AFRICA27THEME#8JSP success depends on strong human resource capacity across participating countries.JSPs success depends on strong human resource capacity across participating countries.As we noted in theme#1,among technical supply planning experts in participating countries,there are existing technical capabilities to use tools,adapt plans to contextual needs,and produce these national plans.FGD participants noted that,before implementing JSP,there is a need to assess personnel availability in participating countries to ensure that existing technical experts can be utilized for JSP responsibilities.Countries commented on the preference to support those already employed and capable of performing the job,rather than hiring new staff.This could,in turn,strengthen the capacity of the existing staff,especially in quantification.As one discussion participant stated,“instead of additional staff we can think of strengthening an existing unit that can carry out the work.”It was suggested that the focal person for the JSP process within a participating country could be a member of the national quantification committee responsible for monitoring the national supply plan.Some discussion participants also noted that two individuals should have primary responsibility for JSP:one individual with the technical supply chain responsibilities and a program director who has the authority to share the data,“We need two types of people.We need to identify someone who is truly involved in the field of supply planning for contraceptives and not necessarily the program.This person understands the technical side of supply planning and the data elements that are being shared.We also need a person with the authority to share this data with other countries.”The frequent staff turnovers in many countries did present some concerns amongst participants.They suggested training staff beyond the FP program on a recurring basis to ensure that they have the required supply planning skills and knowledge.This type of professional development investment could foster staff retention.High level coordination at the regional level was also noted as another human resourcing component critical for the success of JSP.At the regional level,WAHO has a focal point in the Secretary-General,who is also the Chairman of the Supply Chain Committee.Still,many participants recommended hiring or designating additional focal points at WAHO to ensure the high-level coordination required for JSPs implementation.Finally,participants also voice the need to engage the VAN team that is responsible for reviewing supply plans at RHSC.It is generally recognized that these individuals comprehend the technical aspects of supply planning and the data items being shared.They can also provide insights or recommendations to help strengthen national supply planning processes.Further supporting this point,one participant noted“The VAN core team should be responsible.They know the data and know which country is in the VAN.”Since JSP has a regional dimension,it is important to engage a multilateral partner like WAHO to appoint a supply chain management professional at the regional level with the power to share the national supply plans without delay.This could facilitate the efficient exchange of country supply plans to accomplish the intended goals and make regional joint supply planning easier.EXPLORING THE POTENTIAL FOR JOINT SUPPLY PLANNING IN WEST AFRICA28Facilitate a higher-level review of national supply plans to enhance the current technical capacity in participating countries.This can offer more significant benefits over time for the region.Conclusions and RecommendationsConclusionThrough the many FGDs conducted for this research project,participants have widely shared the view that JSP for contraceptives is of good interest.The initiative would generate many short-term and long-term benefits,such as enhancing data visibility and availability and enabling countries to learn from each others supply planning experiences.Over time,JSP may promote better sourcing and procurement practices,and it may lead to pooled procurement mechanisms.Ultimately,JSP would support and strengthen each participating countrys own supply planning and strengthen both regional and national commodity security.Participants suggested using the VAN platform as the primary data-sharing tool to support JSP in the region,and that the Regional Committee could convene participating countries to jointly review supply plans and discuss JSP lessons twice a year online and once a year in person.The JSP activity would be integrated into existing national supply planning processes;there would be no need to recruit specialist staff for the activity.Participants also recommended involving the ministries of health early in the process when starting to implement JSP,since formalizing a data-sharing policy and ensuring data security among the regions countries was deemed necessary.RecommendationsThe recommendations listed below summarize the takeaways or findings from the FDGs,as well as added recommendations from our analysis and desk review.Motivate participating countries toward constructive action on their supply plans and aid in overcoming obstacles by facilitating learning from best practices and enabling more effective procurement and supply management practices in the region.Work closely with participating countries to offer alternative advocacy or action plans to mobilize resources to finance FP supplies and to effectively communicate with bilateral and multilateral partners to ensure that funding gaps are filled.123EXPLORING THE POTENTIAL FOR JOINT SUPPLY PLANNING IN WEST AFRICA29Provide technical guidance to participating countries to strengthen data quality by enabling broader regional supply planning data visibility.This will help identify inconsistencies,inaccuracies,redundancies,and data gaps.Leverage WAHOs Regional Committee to serve as the forum for participating countries to convene for JSP and establish a task force within the committee to shape JSP in the region.Similarly,leverage the VAN to facilitate effective information sharing,analysis,monitoring,and feedback for JSP.This should include formalizing a regional data-sharing and protection policy to instill trust among ECOWAS countries.This will help clarify data sharing and use expectations among countries and their partners to strengthen trust in the process.Existing VAN data protection policies may be a foundation for this effort,especially as they already define security measures and can further clarify regional specifications.Establish periodic biannual online meetings and annual in-person workshops to review supply plans and discuss lessons learned from JSP.Build capacity of country focal point persons to ensure a common methodology for JSP reviews.WAHO and RHSC should assist all interested countries in progressing towards the VAN Premium member level,as this support will allow for countries to have access to more features.When implementing JSP,organizers should establish a regular schedule for sharing supply plan data among all the participating members.Following JSP implementation,organizers should conduct reflective feedback exercises on the JSP framework with participating countries to adapt to evolving group dynamics and optimize performance.4578910116EXPLORING THE POTENTIAL FOR JOINT SUPPLY PLANNING IN WEST AFRICA30AnnexAnnex A.Joint Supply Planning-Electronic SurveyIn collaboration with WAHO and RHSC,we are exploring the interests and ideas of many actors among the family planning(FP)supply chain in West Africa.Our aim is to understand whether you might be interested in JSP in the future,to identify challenges and opportunities and your thoughts on possible solutions or mechanisms with which we can do this.We define JSP as the action where the West African Health Organization(WAHO)convenes ECOWAS countries on a regular basis to jointly review country supply plans for regional decision making.Through this survey,our aim is to gather contextual information about your country to complement the group discussion outputs.The survey data will help us contextualize the recommendations.We appreciate your time to take our survey,which will be followed up by an in-person or virtual interview/FGDs on interests and procedures for joint supply planning.This survey is confidential.The total time to complete this questionnaire is 15 minutes.We look forward to learning from you!1.Supply Planning for FP products is an essential phase of the overall supply chain management.Supply planners create and execute a supply plan to optimize inventory levels,production schedules and supplier relationships with the overarching goal of aligning the supply of products with future demand.Please,tell us about your experience in developing the national FP products supply plan?Hint:What is process of developing this plan,the periodicity,the stakeholders involved in the process,etc.2.FP commodity supply plans typically contain the following information:The product identification data(i.e.,a numerical identifier)The unit of measure The annual forecast The existing stock on hand or physical inventory The average monthly consumption(either issues or actual)The outstanding/incoming orders The estimated quantity to procure in the coming year(number of units)The quantity in order(pipeline)The delivery date or quarter on which the products are to be deliveredPlease check the box if your supply plan contains the information.If you did not check all boxes,can you describe the data content of your current FP product supply plan and why the data is not available?3.Is there a committee or working group to coordinate FP commodity supply planning activities?Who are its members?Hint:Please list the names of stakeholder organizations involved.4.Does the government and the Ministry of Health(MOH)play a leading role in coordinating stakeholders?So,what is the motivation of the government in this coordination role?EXPLORING THE POTENTIAL FOR JOINT SUPPLY PLANNING IN WEST AFRICA315.Have key stakeholders come together to develop a supply plan for FP products in 2023?If not,why?Is this plan known and supported by the government and all stakeholders or not?6.Which type of national supply plan data is your country willing to share with other ECOWAS countries:TYPE OF DATAYESNOREMARKS(DESCRIBE IN THIS COLUMN ANY PERCEIVED BARRIER TO SHARING THE INFORMATION)Product identification data(i.e.,a numerical identifier)Unit of measureAnnual forecastExisting stock on hand or physical inventoryAverage monthly consumption(either issues or actual)Outstanding/incoming ordersEstimated quantity to procure in the coming year (number of units)Quantity in order(pipeline)Delivery date or quarter on which the products are to be deliveredIf you select“No”as an answer,please explain why your country is not willing to share the specific information in the column“Remarks.”7.What is working well in terms of supply planning in-country?Are there any pain points?If yes,please describe themEXPLORING THE POTENTIAL FOR JOINT SUPPLY PLANNING IN WEST AFRICA32Annex B.Complete Focus Group Attendance ListCOUNTRYNAMEROLEJOB TITLEORGANIZATIONDISCUSSION DATESTATUSCOMMENTSBeninDr Thierry LawaleParticipantChef ServiceANSSP18-OctCompletedRHSC General Membership Meeting(GMM)Burkina FasoDr Marcelle Sanon ZombreParticipantDirectorDSF18-OctCompletedRHSC GMMGhanaDr Claudette DiogoParticipantFP and logistic officerFamily Health Division18-OctCompletedRHSC GMMLiberiaDr Tehongue BentoeParticipantDirectorFamily Health Division18-OctCompletedRHSC GMMNigeriaDr Anyanwu LawrenceParticipantDirectorFamily Health Division18-OctCompletedRHSC GMMTogoDr Abram AgossouParticipantDirectorDSME18-OctCompletedRHSC GMMBurkina FasoDr Cletus AdohinzinParticipantProgram CoordinatorWAHO18-OctCompletedRHSC GMMBeninAlimatou ZohounParticipantRegional CTPGHSC-TA Francophone TO18-OctCompletedRHSC GMMUSASafia AhsanFacilitatorSenior Technical OfficerRHSC/PATH18-OctCompletedRHSC GMMUSAJulia WhiteFacilitatorDirectorRHSC/PATH18-OctCompletedRHSC GMMRwandaDr Jovith NdahinyukaFacilitatorJSP ConsultantChemonics18-OctCompletedRHSC GMMBelgiumAngela ElongFacilitatorTechnical DirectorGHSC-TA Francophone TO18-OctCompletedRHSC GMMBeninDr Edith DjenontinMOH Focal PointChef ServiceANSSP30-NovCompleted BeninDr Thierry LawaleParticipantDirectorANSSP30-NovCompleted BeninDr Jovith NdahinyukaChemonics Focal PointJSP ConsultantChemonics30-NovCompleted BeninVirgile DossouFacilitatorFP Supply Chain AdvisorGHSC-TA Francophone TO30-NovCompleted BeninAmbroise NahiniParticipantM&E ManagerGHSC-TA Francophone TO30-NovCompleted BeninGhislaine DjidjohoParticipantCountry DirectorGHSC-TA Francophone TO30-NovCompleted BeninZime Mora AugustineParticipantCD Log SRANSSP08-DecCompleted BeninDjenontim K EdithParticipantC/SR PFANSSP08-DecCompleted BeninBOTHON A.RomualdParticipantC/SIMSANSSP08-DecCompleted BeninDanhin AbadjiParticipantCDQSAPSDNSP08-DecCompleted BeninRADJI SuradjouParticipantC/SESDPAF/MS08-DecCompleted BeninAbodoulaye YasmilatouParticipantRepresentant ABPFABPF30-NovCompleted BeninBodraima SaliouParticipantDirecteur ExecutifABMS30-NovCompleted EXPLORING THE POTENTIAL FOR JOINT SUPPLY PLANNING IN WEST AFRICA33COUNTRYNAMEROLEJOB TITLEORGANIZATIONDISCUSSION DATESTATUSCOMMENTSBeninAklan Cakpon MartinParticipantConsultant CA PFUNFPA30-NovCompleted BeninEugene MontchoParticipantSupply Chain AdvisorUSAID30-NovCompleted Burkina FasoDr Augustin TangahireMOH Focal PointPharmacienDSF10-NovCompleted Burkina FasoDr Marcelle Sanon ZombreParticipantDirectorDSF10-NovCompleted Burkina FasoDr Jovith NdahinyukaFacilitatorJSP ConsultantChemonics10-NovCompleted Burkina FasoDr Carine Estelle YettaParticipantDirectorMSHP10-NovCompleted Burkina FasoDr Rema RamdeParticipantConseiller techniqueCAMEG10-NovCompleted Burkina FasoHamdy KouandaParticipantCoordinateur de projetABBEF10-NovCompleted Burkina FasoTiguida SisokoParticipantDirectrice programmesMSI10-NovCompleted Burkina FasoSimplice Seraphin ToeParticipantChefPROMACO10-NovCompleted Burkina FasoDr Djeneba Sanon-OuedraogoParticipantCharge programme PFSRUNFPA10-NovCompleted Burkina FasoPartfait Nyuito EdahParticipantCountry DirectorGHSC-PSM10-NovCompleted Burkina FasoMathieu BougmaParticipantCharg de Programme PFDGSF10-NovCompleted Burkina FasoParfait GuibleweogoParticipantCharge programme PFSRUNFPA10-NovCompleted Burkina FasoDr Moussa DadjoariParticipantTBDTBD10-NovCompleted Burkina FasoCoumbo DialloParticipantTBDTBD10-NovCompleted Burkina FasoYacouba KonateParticipantTBDDSF10-NovCompleted Cote dIvoireDr Saran SyllaMOH Focal PointCharge Etude LogistiqueMSHP07-NovCompleted Cote dIvoireDr Gnou TanohParticipantDirectorDSF07-NovCompleted Cote dIvoireDr Jovith NdahinyukaFacilitatorJSP ConsultantChemonics07-NovCompleted Cote dIvoireAchie Apo EdwigeParticipantPharmacienDAP07-NovCompleted Cote dIvoireAliman ClaudineParticipantResponsible LogistiqueAIBEF07-NovCompleted Cote dIvoireKone FatelParticipantChef ServiceNPSP-CI07-NovCompleted Cote dIvoireSeraphin Alla AmidjoParticipantAssistant suivi valuationPNSSU-SAJ07-NovCompleted Cote dIvoireKoffi AlidaParticipantPharmacienPNSME07-NovCompleted Cote dIvoireHyacinthe Privat TiendrebogoParticipantSpecialist Chaine ApproUNFPA07-NovCompleted Cote dIvoireKoudougou JadiumParticipantConsultantUNFPA07-NovCompleted Cote dIvoireAndoh HyacintheParticipantDirectorPNSME07-NovCompleted Cote dIvoireNgandei LaurentParticipantSAFPNSME-SAF07-NovCompleted EXPLORING THE POTENTIAL FOR JOINT SUPPLY PLANNING IN WEST AFRICA34COUNTRYNAMEROLEJOB TITLEORGANIZATIONDISCUSSION DATESTATUSCOMMENTSCote dIvoireSika SimpliceParticipantSuivi EvaluationPNSME07-NovCompleted Cote dIvoireKouakou DjeParticipantTBDNPSP-CI07-NovCompleted Cote dIvoireAlida KouassiParticipantTBDPNSME07-NovCompleted Cote dIvoireEhile GilbertParticipantTBDPNSME07-NovCompleted GambiaAlieu JammehFacilitatorJSP ConsultantChemonics05-JanCompleted GambiaAngela ElongChemonics Focal PointTechnical DirectorGHSC-TA Francophone TO05-JanCompleted GambiaAlhagie KolleyParticipantProgramme OfficerUNFPA05-JanCompleted GambiaMomodou NjieParticipantProgramme OfficerGFPA05-JanCompleted GambiaEmily JagneParticipantSenior PharmacistNPS05-JanCompleted GambiaBokarr LoumParticipantPharmacistNPS/CMS05-JanCompleted GambiaAbdou K JallowParticipantN/ARMNCAH05-JanCompleted GambiaHaddy BadjieParticipantEconomistMOH-DPI05-JanCompleted GambiaSait Malick KebbehParticipantSCM CoordinatorNPS/CMS05-JanCompleted GambiaSulayman KintehParticipantSCM SpecialistAAITG05-JanCompleted GambiaTBDParticipantN/AUSAID05-JanCompleted GhanaClaudette DiogoMOH Focal PointFP logistic officer Family Health Division11-DecCompleted GhanaPhilip KwaoFacilitatorJSP ConsultantGHSC-PSM11-DecCompleted GhanaDr Jovith NdahinyukaChemonics Focal PointJSP ConsultantChemonics11-DecCompleted GhanaEmil Adzasu ParticipantN/AIPPF11-DecCompleted GhanaFaustina TettehParticipantN/AIPPF11-DecCompleted GhanaSelase Adjei ParticipantN/ATotal Family Health SMO11-DecCompleted GhanaSackitey RaphaelParticipantN/AGhana AIDS Commission11-DecCompleted GhanaCharlotte MawunyegaParticipantN/AMarie Stopes International11-DecCompleted GhanaDela GleParticipantN/AUNFPA11-DecCompleted GhanaAfua AggreyParticipantN/AUSAID11-DecCompleted GhanaPrince A YeboahParticipantN/AUNFPA11-DecCompleted GhanaFrans Ofori-Turun BarinahParticipantN/AMOH11-DecCompleted GhanaEva SandowParticipantN/AGHS/FHD11-DecCompleted GhanaDr Kofi IssahParticipantDirectorGHS/FHD11-DecCompleted GhanaPaulina LutteodtParticipantN/AGHS/FHD11-DecCompleted GhanaDamaris ForsonParticipantN/AUSAID11-DecCompleted GhanaAbdul-Fatahi AdamParticipantN/AGHSC-PSM11-DecCompleted EXPLORING THE POTENTIAL FOR JOINT SUPPLY PLANNING IN WEST AFRICA35COUNTRYNAMEROLEJOB TITLEORGANIZATIONDISCUSSION DATESTATUSCOMMENTSGuineaDr Lancinet KeitaParticipantCharge Etude LogistiqueDNSFN03-NovCompleted GuineaDr Sire CamaraMOH Focal PointChef DivisionDNSFN03-NovCompleted GuineaDr Jovith NdahinyukaFacilitatorJSP ConsultantChemonics03-NovCompleted GuineaAbibot JacquelineParticipantDirectrice S&EJhpiego03-NovCompleted GuineaAustin SuzanneParticipantConseillre techniqueJhpiego03-NovCompleted GuineaAdama Bakory KeitaParticipantDGAPCG SA03-NovCompleted GuineaBony MamadouParticipantChef ServicePCG SA03-NovCompleted GuineaKaba Djeney FadimaParticipantDirectrice NationaleDNSFN03-NovCompleted GuineaDr Nagnouma SanoParticipantCS/SCPDNPM03-NovCompleted Guinea-BissauDr.Mama Man MOH Focal PointDeputy DirectorDireo de SR24-JanCompleted Guinea-BissauDr Sadna BitaFacilitatorJSP ConsultantChemonics24-JanCompleted Guinea-BissauAngela ElongChemonics Focal PointTechnical DirectorGHSC-TA Francophone TO24-JanCompleted Guinea-BissauBenjamin SaevParticipantAprovDireo da AGUIBEF24-JanCompletedGuinea-BissauJose DamallioParticipantCondabilistaCECOME24-JanCompletedGuinea-BissauFelishoto BatistaParticipantGestion ProgramasAGMS-GB24-JanCompletedGuinea-BissauSelientina SambuiParticipantEnfenmeinaCIDA Alternag24-JanCompletedGuinea-BissauDelunca Julio MangoParticipantAjunto DGSMIMinistrio das Finanas24-JanCompletedGuinea-BissauGimaela da Silva CostaParticipantEnfenmeinaDireo de SR24-JanCompletedGuinea-BissauMamadu Aliu DjadoParticipantDirectorENDA Sant24-JanCompletedGuinea-BissauMarcu ManeParticipantDiadfuis SRDireo de SR24-JanCompletedGuinea-BissauBeti CoParticipantAssistente SRUNFPA24-JanCompletedGuinea-BissauFaustino Games CorrelaParticipantSPSRUNFPA24-JanCompletedGuinea-BissauMimsa Huis SantiaParticipantAssist SocialCeu&Terra24-JanCompleted LiberiaMbalu JusuFacilitatorJSP ConsultantFamily Health Division19-JanCompleted LiberiaDr Tehongue BentoeParticipantDirectorFamily Health Division19-JanCompleted LiberiaAngela ElongChemonics Focal PointTechnical DirectorGHSC-TA Francophone TO19-JanCompleted LiberiaBoakai DempsterParticipantTBDGHSC-PSM19-JanCompleted LiberiaGakanu KomaliParticipantTBDMOH19-JanCompleted EXPLORING THE POTENTIAL FOR JOINT SUPPLY PLANNING IN WEST AFRICA36COUNTRYNAMEROLEJOB TITLEORGANIZATIONDISCUSSION DATESTATUSCOMMENTSLiberiaErnest GronyonParticipantTBDMOH HFU19-JanCompleted LiberiaAlbatha K DuallayParticipantTBDMOH HFU19-JanCompleted LiberiaZubah K YennigoParticipantTBDUSAID19-JanCompleted LiberiaNyenkon WonParticipantTBDMOH-DPS19-JanCompleted LiberiaRegina HudgesParticipantTBDPlanned Parenthood19-JanCompleted LiberiaMarline MosesParticipantTBDDKT Liberia19-JanCompleted LiberiaMackona HoffParticipantTBDFHP19-JanCompleted LiberiaTechtoay TeahParticipantTBDMOH19-JanCompleted LiberiaDavid MulbahParticipantTBDUNFPA19-JanCompleted LiberiaSamson K AroaquaParticipantTBDCHAI19-JanCompleted LiberiaJohn T HarrisParticipantTBDMOH-DPS19-JanCompleted MaliDr Brahima Mamadou KoneMOH Focal PointChef DepartmentONASR14-NovCompleted MaliDr KassoumouParticipantTBDONASR14-NovCompleted MaliDr Mohamed Ben MohamedParticipantPharmacienONASR14-NovCompleted MaliDr Ben Moulaye IdrissParticipantDirecteur GnralDGSR14-NovCompleted MaliDr Jovith NdahinyukaFacilitatorJSP ConsultantChemonics14-NovCompleted MaliSidibe OumarParticipantSupply Chain AdvisorGHSC-PSM14-NovCompleted MaliKante AmadouParticipantResponsible LogistiqueAMPPF14-NovCompleted MaliDr Amadou DiarraParticipantCD/Recherche FormationONASR14-NovCompleted MaliIbrahim KoneParticipantProduct&Marketing MgrPSI Mali14-NovCompleted MaliKadidia SidibeParticipantCharge SocialONG ASDAP14-NovCompleted MaliDr Fanta Coulibaly SilioamaParticipantMedecinONASR14-NovCompleted MaliTraore MamaParticipantComptableDFM14-NovCompleted MaliBiramou ToureParticipantPharmacienUNFPA14-NovCompleted MaliDaga MaigaParticipantSPSRUNFPA14-NovCompleted MaliTekete Sory IbrahimParticipantPharmacienPPM14-NovCompleted MaliBrehma SissoumaParticipantCharge Appro/LogistiqueONG SIGI14-NovCompleted NigerDr Saadou ArmayaouMOH Focal PointFP Supply Chain C/DDPF16-JanCompleted NigerIbrahim IbouFacilitatorJSP ConsultantChemonics16-JanCompleted NigerAngela ElongChemonics Focal PointTechnical DirectorGHSC-TA Francophone TO16-JanCompleted NigerAchini Abdou RaimiParticipantTBDDGPPD/MEF16-JanCompleted NigerDr Siddo BoubacarParticipantTBDDPF/DGA16-JanCompleted NigerAdamou MariamaParticipantTBDANBEF16-JanCompleted EXPLORING THE POTENTIAL FOR JOINT SUPPLY PLANNING IN WEST AFRICA37COUNTRYNAMEROLEJOB TITLEORGANIZATIONDISCUSSION DATESTATUSCOMMENTSNigerAbatcha Moustapha MahamadouParticipantTBDMSI Niger16-JanCompleted NigerHaraouna ZohouParticipantTBDPathfinder16-JanCompleted NigerSaidou ArmayaouParticipantTBDDPF/DLA16-JanCompleted NigerA/C Ai BonguereParticipantTBDDSME/Aj16-JanCompleted NigerRamatoulaye Amadou DiaParticipantTBDPSI Niger16-JanCompleted NigerDr Manzo AdamoParticipantTBDUNFPA17-JanCompleted NigerMaimouna IbrahimParticipantTBDDPF/DLA17-JanCompleted NigerIbrahim InnocentParticipantTBDConsultant17-JanCompleted NigerAli IssaParticipantTBDAnimas Sutra17-JanCompleted NigerIbrahim IssayouParticipantTBDMEF17-JanCompleted NigerDr Salou Hanane SahadatouParticipantTBDONPPC17-JanCompleted NigeriaAlex UgochukwuMOH Focal PointLogistics OfficerFamily Health Division22-JanCompleted NigeriaDr Anyanwu LawrenceMOH Focal PointDirectorFamily Health Division22-JanCompleted NigeriaMyrrh Nkem EgbuchiemFacilitatorFASP AdvisorGHSC-PSM22-JanCompleted NigeriaAngela ElongChemonics Focal PointTechnical DirectorGHSC-TA Francophone TO22-JanCompleted NigeriaPopoola BolarinwaParticipantTBDFMOH&SW22-JanCompleted NigeriaAdebayo Kemi StellaParticipantCivil ServantFMOH&SW22-JanCompleted NigeriaFidelis P EdetParticipantBusiness Research and Data AnalystSFH Nigeria22-JanCompleted NigeriaAmata AneneParticipantN/AUNFPA22-JanCompleted NigeriaCaleb AromehParticipantProgramme ManagerMSI Nigeria22-JanCompleted NigeriaOyedkun Aliu OpeParticipantN/AFMOH&SW22-JanCompleted NigeriaAtu UzomeParticipantN/ANPSCMS22-JanCompleted NigeriaMiranda BubaParticipantIn-Country LeadJSI22-JanCompleted NigeriaZainab SaiduParticipantSenior Program ManagerCHAI22-JanCompleted NigeriaOlgimi LaturjiParticipantN/AJSI22-JanCompleted NigeriaDamilola TyaniParticipantN/ARHSC/PATH22-JanCompleted NigeriaHugh MomahParticipantNYSC InternGHSC-PSM22-JanCompleted NigeriaAtoyese DehinboParticipantProgram ManagerGHSC-PSM22-JanCompleted SenegalDr Cire LyFacilitatorCCLDSME3-AprCompletedSenegalDr Aline KaneFacilitatorSupply Chain AdvisorChemonics HSS3-AprCompletedSenegalAlieu JammehChemonics Focal PointJSP ConsultantChemonics3-AprCompletedSenegalKhadidiatou AwParticipantHSS AdvisorUSAID3-AprCompletedEXPLORING THE POTENTIAL FOR JOINT SUPPLY PLANNING IN WEST AFRICA38COUNTRYNAMEROLEJOB TITLEORGANIZATIONDISCUSSION DATESTATUSCOMMENTSSenegalMoussa SoumareParticipantCLDSME3-AprCompletedSenegalPapa Kalbe SeyeParticipantLogisticienDLSI3-AprCompletedSenegalKhady ThiamParticipantCSRDSME3-AprCompletedSenegalDianoune SarrParticipantLogisticienDSME3-AprCompletedSenegalOusmane KaParticipantISS/GPDSME3-AprCompletedSenegalNdeye Aminata NdiayeParticipantPharmacienDSME3-AprCompletedSenegalSokhna Alimatou FayParticipantSuperviseurDKT3-AprCompletedSierra LeoneDr Francis MosesMOH Focal PointProgram ManagerNRHFP18-JanCompleted Sierra LeoneRegina Mamidy Yillah FacilitatorJSP ConsultantChemonics18-JanCompleted Sierra LeoneAngela ElongChemonics Focal PointTechnical DirectorGHSC-TA Francophone TO18-JanCompleted Sierra LeoneLawrence SandiParticipantN/ANMSA18-JanCompleted Sierra LeoneJattu AbdulaiParticipantN/ANMSA18-JanCompleted Sierra LeoneCynthia McCaullayParticipantN/AUSAID18-JanCompleted Sierra LeoneRos CooperParticipantN/AFCDO18-JanCompleted Sierra LeoneGamachisParticipantN/AUNFPA18-JanCompleted Sierra LeoneSalmatuParticipantN/AUNFPA18-JanCompleted Sierra LeoneAbdul I KamairaParticipantN/AMSI18-JanCompleted Sierra LeoneMohammed KabbaParticipantN/AMSI18-JanCompleted Sierra LeoneTheresa OjongParticipantN/APPSAL18-JanCompleted Sierra LeoneFrank ChikhataParticipantN/ACHAI18-JanCompleted Sierra LeoneBaindu KosiaParticipantN/AJphiego18-JanCompleted Sierra LeoneAbu KallohParticipantN/AJphiego18-JanCompleted Sierra LeoneNajima BawaParticipantN/ASave The Children18-JanCompleted Sierra LeoneEmmanuella SandyParticipantN/ANeem SL18-JanCompleted TogoDr Napo DAREMOH Focal PointCharge Plan ApproDSME23-JanCompleted TogoTchao BlezaFacilitatorInventory Mgmt SpecialistGHSC-TA Francophone TO23-JanCompleted TogoFrancois BadjadounaFacilitatorData AnalystGHSC-TA Francophone TO23-JanCompleted TogoDr Hagui OuedraogoParticipantTeam LeadGHSC-TA Francophone TO23-JanCompleted TogoAngela ElongChemonics Focal PointTechnical DirectorGHSC-TA Francophone TO23-JanCompleted TogoLamboni DalkoiParticipantDirecteurDPML/Lome23-JanCompleted TogoGuy C AhialegbeParticipantCP PF/SRUNFPA/Lome23-JanCompleted TogoKomedzogbe KomlaParticipantAsisstant RSEDSMIPF/Lome23-JanCompleted TogoSossah WadagniParticipantPF OOASMSHP23-JanCompleted TogoAmegah CelestineParticipantCharge LogistiqueDSMI PF23-JanCompleted EXPLORING THE POTENTIAL FOR JOINT SUPPLY PLANNING IN WEST AFRICA39COUNTRYNAMEROLEJOB TITLEORGANIZATIONDISCUSSION DATESTATUSCOMMENTSTogoAgbolo Apet TaleParticipantResponsible LogistiqueATBEF23-JanCompleted TogoDongo A.E.ThereseParticipantPharmacienneDPML23-JanCompleted TogoAfutoo A RaymondParticipantPharmacienDPML/Lome23-JanCompleted TogoKotola Kondi-AboloParticipantAPSLUNFPA23-JanCompleted TogoKlutse ParticipantPharmacienPNLS IST23-JanCompleted TogoGnanzin Abideh RosemondeParticipantPharmacienCAMEG-Togo23-JanCompleted EXPLORING THE POTENTIAL FOR JOINT SUPPLY PLANNING IN WEST AFRICA40ReferencesAbdul-Rahman,T.,Ghosh,S.,Lukman,L.,Bamigbade,G.B.,Oladipo,O.V.,Amarachi,O.R.,Olanrewaju,O.F.,Toluwalashe,S.,Awuah,W.A.,Aborode,A.T.,Lizano-Jubert,I.,Audah,K.A.,&Teslyk,T.P.(2023).Inaccessibility and low maintenance of medical data archive in low-middle income countries:Mystery behind public health statistics and measures.In Journal of Infection and Public Health(Vol.16,Issue 10,pp.15561561).Elsevier Ltd.https:/doi.org/10.1016/j.jiph.2023.07.001Alter,G.C.,&Vardigan,M.(2015).Addressing Global Data Sharing Challenges.In Journal of Empirical Research o
2024-12-29
43页
5星级
WHO clinical consortium on healthy ageing 2024 Meeting report,57 November 2024WHO clinical consortiu.
2024-12-29
64页
5星级
How Artificial Intelligence isReshaping Drug DevelopmentExecutive SummaryIn the challenging landscap.
2024-12-29
16页
5星级
novotech-JANUARY 19,2024Rheumatoid Arthritis Global Clinical Trial LandscapeAsia-Pacific,led by Chin.
2024-12-29
25页
5星级
Regional Commemoration of World Diabetes Day 20242122 November 2024Colombo,Sri LankaBreaking barrier.
2024-12-29
56页
5星级
1The Influence of Influencers ReportDeveloped in Partnership with LiveWorld2Objectives of our resear.
2024-12-29
20页
5星级
withSTATE OF THE EUROPEAN FOODTECH ECOSYSTEM2024INVESTMENTS,INNOVATION HUBS&TRENDS REPORT ON THEBE P.
2024-12-29
73页
5星级
罗兰贝格：预见2026：中国行业趋势报告（90页）.pdf
智源研究院：2026十大AI技术趋势报告（34页）.pdf
中国互联网协会：智能体应用发展报告（2025）（124页）.pdf
三个皮匠报告：2025银发经济生态：中国与全球实践白皮书（150页）.pdf
三个皮匠报告：2025中国商业航天市场洞察报告-中国商业航天新格局全景洞察（25页）.pdf
中国电子技术标准化研究院：2025知识图谱与大模型融合实践案例集（354页）.pdf
中国银行：2026中国高净值人群财富管理白皮书（66页）.pdf
三个皮匠报告：2025中国情绪消费市场洞察报告（24页）.pdf
亿欧智库：2025全球人工智能技术应用洞察报告（43页）.pdf
亚太人工智能学会：2025年AI智能体在未来产业创新上的前沿应用与发展趋势报告（58页）.pdf
0731-84720580
商务合作：really158d
友链申请 (QQ)：1737380874
最新报告
中英对照
全文搜索
报告精选
PDF上传翻译
多格式文档互转
入驻&报告售卖
会员权益
机构报告
券商研报
财报库
专题合集
英文报告
数据图表
会议报告
其他资源
研报
新质生产力
DeepSeek
低空经济
大模型
AI Agent
AI Infra
具身智能
自动驾驶
宠物
银发经济
人形机器人
企业出海
算力
微短剧
薪酬
白皮书
创新药
行业分析
个股研究
年报财报
IPO招股书
会议纪要
宏观策略
政策法规
其他
人工智能
信息科技
互联网
消费经济
汽车交通
电商零售
传媒娱乐
医疗健康
投资金融
能源环境
地产建筑
传统产业
英文报告
其它
行业聚焦
芯片产业
热点概念
全球咨询智库
人工智能
500强
新质生产力
会议峰会
新能源汽车
企业年报
互联网
公司研究
行业综观
消费教育
科技通信
医药健康
人力资源
投资金融
汽车产业
物流地产
电子商务
传统产业
传媒营销
其它
十五五规划系列报告合集（共48套打包）
2026低空经济/低空产业报告合集（共47套打包）
AI、科技与通信
广告、传媒与营销
消费、零售与支付
HR、文化与旅游
金融、保险与投资
能源、环境与工业
医疗制药与大健康
物流、地产与建筑
其他行业
AI ▪ 科技 ▪ 通信
数字化
金融财经
智能制造
电商传媒
地产建筑
医疗医学
能源化工
其他行业
收藏
下载
2026-02-02
AI查数
行业数据
政策法规
商业模式
产业链
竞争格局
市场规模
产业概述
其它
2026年
AI读财报
年报
一季报
半年报
三季报
IPO招股书
社会责任报告
A股
IPO申报
港股
美股&全球
新三板
微信扫码登录
手机快捷登录
账号登录
