Strategic Lines of Action
Establish the needs and priorities for HiAP
To establish the needs and priorities to achieve HiAP by beginning strategic planning and prioritization; to evaluate the implications of health policies , equity and health systems; to make assessments of the impact on health; to set immediate goals as well as medium and long term goals; to evaluate the regulatory and political context; to define the capacity of regulation, supervision and execution of HiAP.
Establish the framework for an effective action plan
To analyze the context in which HiAP will be applied and determine what implementation strategies are feasible; to study the data, analysis and evidence needed to plan , monitor and evaluate the HiAP; point out the structures and processes required to support the implementation of HiAP; to examine the implications regarding human resources, financing and accountability.
Define structures and complementary processes
To indicate the principal agent; consider the opportunities for having structural support top tobottom and bottom-up as well as horizontally; refer to the agendas and existing norms; and to be based on versatile mechanisms for accountability.
To facilitate the evaluation of participation
To assess the effects of health policies; to note the effects of health policies; identify key groups or communities; indicate key players and encourage their participation; explore the possibilities for improving and restructuring the existing mechanisms of the legislative process.
Ensure monitoring, evaluation and reporting
Start early planning monitoring and evaluation; noting the potential opportunities for collaboration; indicate specific areas of interest; to execute agreed activities to conduct monitoring and evaluation; and disseminating lessons learned.
Build Capacity
Train and support health professionals; strengthen institutional capacity; build capacity for research; strengthen the promotion of a cause and collaboration in research; build capacity in the health ministry and other ministries; increase the capacity of the community to participate in the HiAP programs.
2010
Life in Traffic: An Intersectoral Strategy
Since the mid 1990s, Belo Horizonte, Brazil, presented a persistent increase in traffic accidents. In 2010, the Ministry of Health proposed " Life in Traffic ", an intersectoral strategy that developed a Local Action Plan. By having joint collaboration and coordination with other sectors, it coordinated actions in raising awareness through education, outreach, plans and policies. Strong evidence supports the effectiveness of this program.
2009
Rio 2016: Primary Health Care as a legacy
In 2008 Rio de Janeiro received two important and contrasting news: it was selected as the host of the Olympic Games in 2016 and it appeared as the Brazilian city with the worst health indicators. The Municipal Government decided to link the two facts and intends to organize the Olympics where the main legacy that is left for its citizenship is a reform of Primary Health Care (APS) that benefits the development of competition as well as improving and dignifying life for the citizens of Rio. They have gone from coverage in APS of 150 thousand people in 2008, to 2.5 million people in 2012 , nearly 40 % of its target population. An example of an international sports event that was used as a motivation to produce results in Health with an equity approach.
2008
Health Program in School
This experience of Florianopolis, Brazil, shows two core development sectors acting in a coordinated manner and with oa focus on Social Determinants of Health. On the one hand, the educational sector, modifying the school curricula to longitudinally address health issues such as drug abuse, violence, culture of peace, and healthy eating, among others. And on the other hand, the health sector, training educators and school communities as health promoters.
2005
Green and Healthy Environments Program in Sao Paulo (PAVS)
In Sao Paulo , Brazil, this initiative is born to face the dismantling of policies and build an environmental management with active community participation . It empowers environmental managers who work in coordination with health promotion . They train people , help them identify needs and develop projects in areas such as tree planting, water, solid waste, healthy food, and the revitalization of public spaces, among other projects. It is an example of intersectoral strength and community participation.
2007
Life Points
In Bolivia , a Life Point is a mobile tent located in a public place . Anyone can come and learn to prevent the risks of contracting non communicable diseases . The program began in La Paz and has spread to all nine departments of Bolivia . The initiative was started by a civic organization that has achieved to mobilize certain government sectors. The long queues in front of the tents speak of the warm reception that citizens have given to the project.
2007
Joint-effort to give care for people living in violent situations
A joint-effort between those responsible for preventing sexual and domestic violence and those caring for their victims was key for the work done in Campinas, in the state of Sao Paulo, Brazil . The coordination was made possible when domestic violence was considered a public health issue, not only a concern for the police force. Today the care for victims is quick and protective; education on this topic increases awareness by teaching people how to identify cases of violence, and to aid in the prevention and reporting of cases when they occur.