Vision 2020 - World Health Organization

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VISION 2020: THE RIGHT TO SIGHT • give advocates of VISION 2020 standardized resources and materials, including public relations materials; • achieve inclusion of World Sight Day in the WHO calendar of events; • promote effective use of VISION 2020 ambassadors at national, regional and global levels; • promote recognition by governments and relevant institutions of the need for human resources, particularly in Africa, to address cataract, the main cause of blindness globally; • promote recognition of the need to train cadres to treat refractive error and low vision in countries identifi ed as priorities; • promote increased use of cataract outcome monitoring and increase monitoring of the quality of eye health-care services; and • accelerate efforts in the 26 selected countries to ensure: • a national coordinating body; • a national VISION 2020 plan; and • support from the Government health budget and other sources for implementation of the national programme. To achieve these goals, it was agreed that establishing a link between VISION 2020 and broader poverty, health and disability development agendas, such as the Millennium Development Goals (Annex III), would be useful. Resource mobilization The purpose is to generate additional resources for VISION 2020 programmes and for IAPB organizational operating costs. Means for achieving this would be to: • identify the characteristics that are most likely to make projects attractive to potential donors; • identify priorities for resource mobilization; • demonstrate the link between blindness and poverty and the socioeconomic impact of VISION 2020; • explore the feasibility of establishing an eye fund to provide loans and grant fi nance to VISION 2020 programmes; • widen the corporate membership of IAPB and establish a corporate group to avoid confl icts of interest; • support the ‘Optometry Giving Sight’ fund-raising initiative; and • increase membership income by recruiting new IAPB members. Improved monitoring and evaluation of VISION 2020 activities will also provide relevant indicators of progress, which can be used to leverage fi nancial and other support. 59
VISION 2020 GLOBAL INITIATIVE FOR THE ELIMINATION OF AVOIDABLE BLINDNESS: ACTION PLAN 2006–2011 3.6 COORDINATION AT GLOBAL, REGIONAL AND NATIONAL LEVELS Despite its relatively short history, VISION 2020 has already demonstrated how global collaboration and partnership can bring about lasting improvement in blindness prevention. During implementation of the initiative, however, a number of issues were identifi ed that must be addressed to further strengthen some areas of WHO–IAPB coordination and information-sharing at all levels, including actual and potential partners, such as professional groups. It was found that some health-care providers involved in VISION 2020 activities had insuffi cient understanding of the structure and operation of VISION 2020 for the prevention of blindness, and better communication among all stakeholders is needed. It is important to ensure that appropriate messages are delivered by the most appropriate people. Certain aspects of the coordination of VISION 2020 at global, regional and national levels need to be clarifi ed by explaining how different stakeholders work together. In addition, a more consistent, equitable system of support is required for regional coordination by WHO and IAPB personnel. Establishing stronger links between IAPB and WHO regional and country offi ces is likely to achieve these and other measures. Similarly, the structure, purpose and role of national VISION 2020 coordinating bodies should be further clarifi ed and strengthened. In this respect, the job descriptions of national coordinators should be better defi ned and greater support given to them. 3.7 MONITORING AND IMPACT ASSESSMENT Robust mechanisms for monitoring and evaluation are needed at all levels of VISION 2020 to demonstrate progress. This has been identifi ed as a weakness of the global initiative. Thus, monitoring and evaluation of the impact of VISION 2020 at regional, national and subnational levels, especially the collection of data on eye-care services, require strengthening. If progress in all the activities of VISION 2020 is to continue and accelerate, greater support will have to be provided to national coordinators in collecting and analysing data. Increased efforts to collect and make available data at district, country and regional levels is a critical requirement for the success of VISION 2020, as good information helps ensure that blindness prevention and treatment activities are directed to areas that need them the most. A set of indicators for monitoring the progress of VISION 2020 was developed in 2002 and revised in late 2006. They are now available for fi eld testing (Annex IV). 60
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GLOBAL INITIATIVE FOR THE ELIMINATI
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CONTENTS Acknowledgements iv Summar
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SUMMARY The global initiative known
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1. AVOIDABLE VISUAL IMPAIRMENT - A
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AVOIDABLE VISUAL IMPAIRMENT - A HUM
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