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Monitoring and Evaluation (M&E)
Implementing the ILO Code of Practice on HIV/AIDS and the World of Work. ILO (2002)To support UN country teams to implement the Learning Strategy, Learning Facilitators were selected at country
level and trained in a series of regional workshops. The Learning Facilitators were then expected to ensure—
along with the country teams—that the standards of the Learning Strategy were realized. This report is
comprised of UN HIV/AIDS Learning Strategy case studies from sixteen countries: Botswana, Brazil, Burkina
Faso, Cape Verde, India, Indonesia, Macedonia, Madagascar, Morocco, Nigeria, the Pan American Health
Organization headquarters (United States), Pakistan, Paraguay, Vienna (Austria), Viet Nam, and Yemen. It
presents each country’s unique experience in implementing the strategy since its adoption in 2003.

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Health, Wealth, AIDS and Poverty – The Case of Cambodia. Bloom DE, Associates RP and Sevilla J (2001)Cambodia has one of the highest HIV prevalences in Asia, making it essential for national planners and program developers to understand the magnitude and potential impacts of the epidemic on the people of Cambodia and on the country’s development. Where should prevention resources be allocated to have the greatest impact? What care needs must be anticipated and planned for? How can one most effectively mitigate the impacts of the epidemic?

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Evaluating Programs for HIV/AIDS Prevention and Care in Developing Countries: A Handbook for Program Managers and Decision Makers. FHI (2001)Evaluation is too often an afterthought in the process of program implementation. This Handbook is dedicated to the premise that evaluation must be a critical part of the initial phases of planning effective HIV/AIDS prevention and care programs.

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An Evaluation of UNICEF's Policy Response to HIV/AIDS in the Nineties. Kruse SE and Forss K (2001)Has UNICEF responded appropriately and effectively to the worsening AIDS epidemic? This evaluation report goes a long way towards answering this important question. In 1992 the Executive Board recommended that UNICEF intensify and expand its support to HIV/AIDS prevention activities

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National AIDS Programmes: A Guide to Monitoring and Evaluation 2000. UNAIDS (2000)In the early years of the HIV/AIDS epidemic, programme managers had little information about what interventions were likely to work in reducing the spread of the virus, and little idea of how they might measure the success of their interventions beyond simply tracking HIV or AIDS itself. What’s more, it was widely be- lieved that sensitive behaviours such as sex and drug injection – known to spread the virus – could not be reliably measured at all. There was an urgent need to respond in any way possible. Measuring the success of the re- sponse was not high on the list of priorities for most programme managers.

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Enhancing the Role of Medical Schools in STI/HIV and TB Control. WHO (2000)HIV/AIDS and TB are both major health concerns in the South-East Asia Region. With three million new infectious cases and close to a quarter of a million deaths annually due to TB, the Region accounts for nearly 40 per cent of the global burden of tuberculosis. This Region is also home to 5 million people living with HIV/AIDS, second only to sub-Saharan Africa. Hard-won gains in overall health and life expectancy have been undermined by these twin epidemics.

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National AIDS Programmes - A Guide to Monitoring and Evaluation. UNAIDS, WHO, UNICEF, et al (2000)In the early years of the HIV/AIDS epidemic, programme managers had little information about what interventions were likely to work in reducing the spread of the virus, and little idea of how they might measure the success of their interventions beyond simply tracking HIV or AIDS itself. What’s more, it was widely be- lieved that sensitive behaviours such as sex and drug injection – known to spread the virus – could not be reliably measured at all. There was an urgent need to respond in any way possible. Measuring the success of the re- sponse was not high on the list of priorities for most programme managers.

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