A joint multistakeholder plan January 2023 Strategic Plan For Strengthening Public Health Emergency Operations Centres in Member States of Africa and Eastern Mediterranean Region (2023–2027) A joint multistakeholder plan January 2023 Strategic Plan For Strengthening Public Health Emergency Operations Centres in Member States of Africa and Eastern Mediterranean Region (2023–2027) Strategic Plan for Strengthening PHEOCs in MS of Africa and Eastern Mediterranean Region 3 Strategic plan for strengthening Public Health Emergency Operations Centres in Member States of Africa and Eastern Mediterranean Region (2023–2027) ISBN: 978-929023497-5 © WHO African Region, 2023 Some rights reserved. This work is available under the Creative Commons Attribution-NonCommercial-ShareAlike 3.0 IGO licence (CC BY-NC-SA 3.0 IGO; https://creativecommons.org/licenses/by-nc-sa/3.0/igo). Under the terms of this licence, you may copy, redistribute and adapt the work for non-commercial purposes, provided the work is appropriately cited, as indicated below. In any use of this work, there should be no suggestion that WHO endorses any specific organization, products or services. The use of the WHO logo is not permitted. If you adapt the work, then you must license your work under the same or equivalent Creative Commons licence. If you create a translation of this work, you should add the following disclaimer along with the suggested citation: “This translation was not created by the World Health Organization (WHO). WHO is not responsible for the content or accuracy of this translation. The original English edition shall be the binding and authentic edition”. Any mediation relating to disputes arising under the licence shall be conducted in accordance with the mediation rules of the World Intellectual Property Organization. Suggested citation. Strategic plan for strengthening Public Health Emergency Operations Centres in Member States of Africa and Eastern Mediterranean Region (2023–2027). Brazzaville: WHO Regional Office for Africa; 2023. Licence: CC BY-NC-SA 3.0 IGO. Cataloguing-in-Publication (CIP) data. CIP data are available at http://apps.who.int/iris. Sales, rights and licensing. To purchase WHO publications, see http://apps.who.int/bookorders. To submit requests for commercial use and queries on rights and licensing, see http://www.who.int/about/licensing. Third-party materials. If you wish to reuse material from this work that is attributed to a third party, such as tables, figures or images, it is your responsibility to determine whether permission is needed for that reuse and to obtain permission from the copyright holder. The risk of claims resulting from infringement of any third-party- owned component in the work rests solely with the user. General disclaimers. The designations employed and the presentation of the material in this publication do not imply the expression of any opinion whatsoever on the part of WHO concerning the legal status of any country, territory, city or area or of its authorities, or concerning the delimitation of its frontiers or boundaries. Dotted and dashed lines on maps represent approximate border lines for which there may not yet be full agreement. The mention of specific companies or of certain manufacturers’ products does not imply that they are endorsed or recommended by WHO in preference to others of a similar nature that are not mentioned. Errors and omissions excepted, the names of proprietary products are distinguished by initial capital letters. All reasonable precautions have been taken by WHO to verify the information contained in this publication. However, the published material is being distributed without warranty of any kind, either expressed or implied. The responsibility for the interpretation and use of the material lies with the reader. In no event shall WHO be liable for damages arising from its use. Designed in the WHO African Region Strategic Plan for Strengthening PHEOCs in MS of Africa and Eastern Mediterranean Region Contents Acknowledgements..............................................................................................................................................................iii Abbreviations........................................................................................................................................................................iv Executive summary................................................................................................................................................................v 1. Introduction.......................................................................................................................................................................1 2. Situational analysis of pheoc implementation in the african and eastern mediterranean regions..............................4 2.1. Partner support in africa and eastern mediterranean region (2015–2021)..................................................................5 2.2. Existing pheoc capacities of african region member states..........................................................................................7 2.3. Existing pheoc capacities of the eastern mediterranean member states....................................................................8 2.4. Development process of the joint multistakeholder plan..........................................................................................13 3. Strategic goal and objectives..........................................................................................................................................15 3.1. Strategic goal................................................................................................................................................................15 3.2. Strategic objectives......................................................................................................................................................15 4. Pheoc strategic pillars.....................................................................................................................................................16 4.1. Develop, approve, and implement core pheoc policies, plans and procedures.......................................................16 4.2. Develop capabilities of the pheoc routine and surge staff.........................................................................................18 4.3. Reinforce information management and data standards..........................................................................................20 4.4. Strengthen the pheoc communication technology and physical infrastructure......................................................22 4.5. Establish pheoc “centres of excellence”......................................................................................................................23 5. Budget and timeframe....................................................................................................................................................25 6. Plan implementation......................................................................................................................................................28 6.1. Implementation timeline............................................................................................................................................28 6.2. Regional-level coordination........................................................................................................................................28 6.3. Country-level coordination.........................................................................................................................................28 6.4. Technical coordinators................................................................................................................................................28 7. Monitoring and evaluation.............................................................................................................................................29 8. Annexes...........................................................................................................................................................................31 8.1. Operational plan for the african and eastern mediterranean regions 2023-2027....................................................31 8.2. Budget estimate for the african and eastern mediterranean regions 2023–2027....................................................41 8.3. Performance measures for the african and eastern mediterranean regions 2023–2027.........................................50 8.4. Workshop participants, african and eastern mediterranean regions, march and april 2022..................................59 8.4.1. Participants from the african region, march 2022...................................................................................................59 8.4.2. Participants from the eastern mediterranean region, april 2022...........................................................................65 Strategic Plan for Strengthening PHEOCs in MS of Africa and Eastern Mediterranean Region iii Acknowledgements Member States of Africa and Eastern Mediterranean Region, World Health Organization Regional Offices for Africa (WHO AFRO) and Eastern Mediterranean (WHO EMRO), Africa Centres for Disease Control and Prevention (Africa CDC), West African Health Organization (WAHO), US Centers for Disease Control and Prevention (US CDC), UK Health Security Agency (UKHSA.), Bill and Melinda Gates Foundation (BMGF) and Robert Koch Institute (RKI) collaborated on the development of this joint strategic plan (2023–2027) to strengthen public health emergency operations centres (PHEOCs) across these countries. The professionals mentioned below contributed in different ways during the development of this document. In addition, the participants from Member States of the African and Eastern Mediterranean Regions and partners who contributed in reviewing the document during the workshops held in March and April 2022 are found in Annex 8.4. World Health Organization Regional Office for Africa Abdou Salam Gueye, Fiona Braka, Senait Tekeste Fekadu, Abrham Lilay, and Yan Kawe. World Health Organization Regional Office for the Eastern Mediterranean Richard John Brennan, Dalia Samhouri, Ali Abdullah, Samar Dimacjkie Hammoud, and Huda Anan. World Health Organization Headquarters Jian Li and Youssouf Baptiste. Africa Centres for Disease Control and Prevention Ahmed Ogwell, Wessam Mankoula, Womi-Eteng Oboma Eteng, Mathew Tut, Ibrahima Sonko, Merawi Aragau and Chimwemwe Waya. West African Health Organization Virgil Lokossou. US Centers for Disease Control and Prevention Chuck Menchion, Emily Rosenfeld, and Preethi Raja. UK Health Security Agency Emily Collard, Martin Muita, and Liz McGinley. Bill and Melinda Gates Foundation Valerie Nkamgang, Darren Hoerner and Trisha Comsti. Robert Koch Institute Ariane Halm. Strategic Plan for Strengthening PHEOCs in MS of Africa and Eastern Mediterranean Region iv Abbreviations AAR: After-action review/report Africa CDC: Africa Centres for Disease Control and Prevention ARM: Annual Review Meeting BMGF: Bill and Melinda Gates Foundation COVID-19: coronavirus disease 2019 EOC-NET: Emergency Operations Centre Network EVD: Ebola virus disease ICT: Information and Communication Technology IHR: International Health Regulations IMS: Incident Management System IT : Information Technologys JEE: Joint External Evaluations(s) MoU: Memorandum of Understanding M&E: Monitoring and Evaluation MoH: Ministery of Health MS: Member States NPHI: National Public Health Institutes PHEs: Public Health Emergencies PHEM: Public Health Emergency Management PHEOC: Public Health Emergency Operations Centre PHEM-F: Public Health Emergency Management Fellowship RKI: Robert Koch Institute RRTs: Rapid Response Teams SIMEX: Simulation Exercisea SOP: Standard Operating Procedure ToR: Terms of Reference ToT: Training of Trainers TWG: Technical Working Group US CDC: United States Centers for Disease Control and Prevention UKHSA: United Kingdom Health Security Agency WAHO: West African Health Organization WHO: World Health Organization WHO AFRO: World Health Organization Regional Office for Africa WHO EMRO: World Health Organization Regional Office for the Eastern Mediterranean Strategic Plan for Strengthening PHEOCs in MS of Africa and Eastern Mediterranean Region v Executive Summary Public health threats such as disasters and public health emergencies (PHEs) including disease outbreaks, conflicts, droughts, and civil wars continue to be a major concern for Member States in Africa and Eastern Mediterranean Region. The International Health Regulations (IHR (2005)) require States Parties to develop, strengthen and maintain their capacity to respond promptly and effectively to public health risks and emergencies (PHEs). The Member States (MS) and partners, made a substantial investment leading to noteworthy progress in improving the emergency preparedness and response capabilities, especially after the largest Ebola virus disease (EVD) epidemic in West Africa in 2014–2016. The Public Health Emergency Operations Centre (PHEOC) is a hub for joint risk assessment and planning, and coordination of information and resources for effective emergency management. Many countries established and operationalized their PHEOCs in the aftermath of EVD epidemic in West Africa. Many countries established and operationalized their PHEOCs in the aftermath of EVD epidemic in West Africa. ” ” Strategic Plan for Strengthening PHEOCs in MS of Africa and Eastern Mediterranean Region vi An in-depth review of the key achievements in implementing PHEOC by MS to further strengthen the emergency management capability from 2015 to 2021, as well as a PHEOC survey, were conducted in May 2021 to determine the progress made and to identify key challenges in PHEOC implementation. According to these findings, 36 MS from the African Region and 10 MS from Eastern Mediterranean Region have established a PHEOC. Results showed that MS have varying PHEOC implementation capabilities. Hence, MS and partners agreed to develop a joint strategic plan (SP) to strengthen PHEOCs by harmonizing the efforts of the various stakeholders and assisting resource mobilization and addressing the gaps to improve management of PHEs. Subsequently, WHO, Africa CDC, the West African Health Organization (WAHO), United States Centers for Disease Control and Prevention (US CDC), United Kingdom Health Security Agency (UKHSA), Bill and Melinda Gates Foundation (BMGF), and Robert Koch Institute (RKI) worked with MS to develop this joint strategic plan to strengthen the PHEOCs, with the aim of having fully functional PHEOCs in 90% of MS in the African and Eastern Mediterranean Regions between 2023 and 2027. To achieve this goal, the SP identified five strategic objectives across the core components of a PHEOC. The primary areas of focus under the PHEOC policy, plans, and procedures are finalization, validation and operationalization of the documents including the legal framework, handbook, multi-hazard response plan and other pertinent plans and procedures. The PHEOC and surge personnel capacity development is another key focus area to ensure trained and skilled personnel are available to support emergency management through the PHEOC. This will be ensured by providing regional-level capacity-building activities (training of trainers, national-level training, online training, PHEOC/PHEM fellowship, simulation exercises and mentorship). The information system management capacity of the PHEOC, as an essential requirement, will be strengthened by defining data and information requirements, developing data and information standards, and deploying software to assist in data collection, analysis, and visualization. To facilitate communication and information-sharing, appropriate communication and information technology equipment (computers, plasma screens, printers, copiers, scanners, internet modems, internet security, etc.) and office supplies will be mobilized and deployed. Furthermore, PHEOC “Centres of Excellence” will be established to serve as regional reference centres for MS and other stakeholders in strengthening and establishing fully functional PHEOCs, facilitating experience sharing especially on PHEOC operations and emergency management, PHEOC routine and surge staff capacity development through initiatives including fellowships, mentorship, study tours, etc. Periodic performance review reports, meetings as well as mid-term and end-term evaluations are the mechanisms to be employed to track the performance measures at country and regional levels. A tool will be developed to ensure that a standard review approach is utilized in assessing performance across the core components. The total estimated budget required to execute the activities throughout the plan in both Regions is US$ 181, 637, 498. The budget will cover costs related to renovating the PHEOC facilities, procurement of information and communication technology equipment, salary and daily subsistence allowances for experts, workshop participants, training and simulation exercise programmes and establishing regional PHEOC “Centres of Excellence”, among others. US$ 181, 637, 498 is the total estimated budget required to execute the activities throughout the plan in both Regions. ” Strategic Plan for Strengthening PHEOCs in MS of Africa and Eastern Mediterranean Region 1 A functional public health emergency operations centre (PHEOC) is critical in assisting MS in preparing for and responding to public health emergencies. Introduction1 ” Strategic Plan for Strengthening PHEOCs in MS of Africa and Eastern Mediterranean Region 2 Public health threats such as disasters and public health emergencies (PHEs) continue to be a major concern for African Member States (MS). Ebola virus disease (EVD), COVID-19, conflicts, droughts, floods, cholera, Rift Valley fever, Crimean-Congo haemorrhagic fever and yellow fever, among others, are major public health threats in the African continent. Similarly, countries in the Eastern Mediterranean Region are frequently affected by various public health emergencies including disease outbreaks, natural disasters, conflicts, and civil wars. Previous experiences, particularly the EVD outbreak in West Africa from 2014 to 2016, revealed critical gaps in preparation for and response to public health emergencies. One of the key recommendations following this, was to strengthen preparedness and response to future threats. The International Health Regulations (IHR (2005)) require State Parties to develop, strengthen and maintain their capacity to respond promptly and effectively to public health emergencies (PHEs). A functional public health emergency operations centre (PHEOC) is critical in assisting MS in preparing for and responding to public health emergencies. A PHEOC acts as a hub for the coordination of information and resources. Following the EVD outbreak in West Africa from 2014 to 2016, MS in the Region began establishing and strengthening public health emergency operations centres (PHEOCs) to improve their capacity to coordinate their response to PHEs. In 2015, the World Health Organization Regional Office for Africa (WHO AFRO) officially launched a regional emergency operations centre network (AFR-EOCNET) to support this initiative. Other key partners¹ joined WHO to assist MS in Africa and the Eastern Mediterranean Region to establish and strengthen their PHEOCs, providing technical assistance to develop key PHEOC legal frameworks, operational and functional plans and procedures, capacitating the health PHEOC routine and surge staff through training and exercises, and establishing, upgrading and/or converting existing locations into a PHEOC facility, procuring and distributing office supplies and Information and Communication Technology (ICT) equipment (computers, printers, scanners, smart television sets, LCD projectors, etc.). Member States accross Africa and the Eastern Mediterranean Regions have made noteworthy progress in improving their emergency preparedness and response capability, but there are still gaps in having fully functional PHEOCs. The findings of the MS Joint External Evaluations (JEE), assessment of PHEOC implementation status, bi-regional (MS, WHO AFRO and EMRO and key partners) meetings and other findings indicated that MS are at various levels of capacity, ranging from limited to full capacity. Furthermore, the prominent level of interest from partners and donors in strengthening countries’ emergency management capacities through the establishment of fully functional PHEOCs, as well as the inclusion of emergency response operations as a core capacity in JEE/IHR recommendations, serves as a driving force to support the initiative. Despite the efforts of MS and partners to strengthen PHEOCs in Africa and the Eastern Mediterranean Region, recently conducted assessments, review of relevant documents and bi-regional meetings revealed gaps in the full functionality of PHEOCs . These hampered the 1 WHO, Africa CDC, WAHO, US CDC, UKHSA, BMGF and RKI. The plan’s main purpose is to guide PHEOC implementation in MS of the African and Eastern Mediterranean Regions toward meeting the minimum requirements or core capacities of a PHEOC. ” Strategic Plan for Strengthening PHEOCs in MS of Africa and Eastern Mediterranean Region 3 efficiency of coordinated responses during the management of the COVID-19 pandemic, EVD epidemic, humanitarian crises and other PHEs. Even though some MS have strong PHEOC implementation capabilities, in others these are still limited. In partnership with other institutions, WHO AFRO, WHO EMRO and Africa Centres for Disease Control and Prevention (Africa CDC) started devoting resources to assist MS in strengthening their PHEOCs to effectively manage any public health threat. The MS and partners agreed to develop a joint strategic plan to harmonize the efforts of the various stakeholders towards addressing the gaps regarding effective management of public health threats. Subsequently, MS supported by WHO, Africa CDC, WAHO, US CDC, UKHSA, BMGF and RKI developed this joint multi-stakeholder strategic plan (2023-2027) to strengthen PHEOCs aiming to have fully functional ones in 90% of MS. To achieve this goal, the plan identified key tasks across the four core components of a PHEOC to strengthen capacities in MS (1. Policy, plans and procedures, 2. Data and information, 3. Physical infrastructure and technology, and 4. Skilled, trained personnel). Supporting the development, finalization, validation and implementation of key PHEOC plans and procedures (legal framework, handbook, plans and several functional plans and Standard Operating Procedures (SOPs)); establishing training and exercise programmes in the PHEOC for continuous capacity development and systems’ testing (short training, online training, PHEM fellowship, simulation exercises and mentorship); defining information requirements and digitization and, providing regional-level capacity development. In addition, mobilizing and equipping PHEOCs with communication and information technology equipment and office supplies will be the key areas of focus concerning infrastructure. Furthermore, PHEOC “Centres of Excellence” will be established in selected countries and will serve as regional reference centres for MS and other stakeholders in the strive to strengthen and implement fully functional PHEOCs. The centres will facilitate experience sharing, especially in PHEOC operations and emergency management, PHEOC routine and surge staff capacity development through initiatives including fellowship, mentorship, study tours, etc. The plan’s main purpose is to guide PHEOC implementation in African MS and the Eastern Mediterranean Regions toward meeting the minimum requirements for PHEOC core capacities. MS are expected to incorporate the activities and tasks in this strategic plan into their respective National Action Plans. Partners will work with the respective MS to support implementation by providing technical support and assisting them in resource mobilization. Policy, plans and procedures Physical infrastructure and technology Data and information Skilled, trained personnel PHEOC ” Strategic Plan for Strengthening PHEOCs in MS of Africa and Eastern Mediterranean Region 4 A review of the key achievements in implementing PHEOCs by MS and partners was conducted in May 2021 to determine the progress made thus far toward the establishment of functional PHEOCs in African MS and the Eastern Mediterranean Region. In addition, an assessment of existing PHEOC capacities was conducted in all MS, supplemented by joint (Africa and the Eastern Mediterranean) meetings between May and July 2021 to identify the key achievements and areas that need strengthening. The summary of the key achievements recorded from 2015 to 2021 is presented in Box 1. Additionally, the areas that need strengthening to improve the coordination of responses to public health threats were identified and summarized in Box 2. Situational analysis of PHEOC implementation in africa and the eastern mediterranean region 2 Strategic Plan for Strengthening PHEOCs in MS of Africa and Eastern Mediterranean Region 5 The detailed findings of the document review, bi-regional meetings and PHEOC survey are narrated in sections 2.1, 2.2 and 2.3 of this document. 2.1. Partner support in Africa and Eastern Mediterranean Region (2015–2021) Since 2015, when the regional AFR-EOCNET was officially launched in Congo-Brazzaville and until 2021, key achievements in supporting the establishment and strengthening of PHEOCs in African MS and the Eastern Mediterranean Region are summarized below by PHEOC core components. Legal frameworks, plans and procedures In 2015, the Framework for a Public Health Emergency Operations Centre² was published to provide high-level methodical guidance for designing, developing, and strengthening PHEOCs. Additional guiding documents including a Handbook for PHEOC Operations and Management³ and a PHEOC Legal Framework Guide4 for the development of a legal framework to authorize PHEOC establishment have been developed and published to provide additional technical guidance to various stakeholders involved in the establishment and strengthening of PHEOCs. Functional network of PHEOCs to strengthen national capacities and facilitate communication, exchange of information and best practices. 36 MS established PHEOCs at the national level in the African Region. 12 MS established national-level PHEOCs in the Eastern Mediterranean Region. Key PHEOC documents developed, and published, legal framework guide, handbook, training modules, etc. Countries supported in development of plans and procedures for PHEOC operations. Various national and regional simulation exercises (SIMEX) to test PHEOC systems and staff capabilities conducted. More than 60 regional experts trained as trainers (ToT) in emergency management from MS of the two regions and regional roster of PHEOC experts developed. 56 weekly webinars on PHEOC and COVID-19 management were conducted and MS in both Regions have taken part and shared their experiences. Regional-level robust partnership and collaboration platform involving all key partners established. PHEOC WhatsApp Network with over 90 members of the network sharing information and best practices created. Software (ePHERM) to be deployed to PHEOCs for managing information developed. 20 MS (10 in each region), do not have a PHEOC facility in the African and Eastern Mediterranean Regions. In the Africa and Eastern Mediterranean Regions, only 17 and 10 MS respectively established PHEOCs at the subnational level. About half of the MS in the two regions do not have an approved legal authority for the operationalization of the PHEOC. About half of the PHEOCs in the two regions have a handbook for their operations and management but these are not validated and endorsed. The majority of the PHEOCs have inadequate office supplies and communication technology infrastructure for the workstations. The established PHEOCs lack the software to manage routine and response-related data and information. There are not sufficient , well-trained, and skilled PHEOC and surge personnel in the MS of the regions. BOX 1. Key achievements. BOX 2. Areas that need strengthening. 2 https://www.who.int/publications/i/item/framework-for-a-public-health-emergency-operations 3 https://www.afro.who.int/sites/default/files/2021-03/AFRO_PHEOC-Handbook_.pdf 4 https://www.afro.who.int/sites/default/files/2021-03/AFRO_PHEOC-Legal-Framework-Guide_.pdf Strategic Plan for Strengthening PHEOCs in MS of Africa and Eastern Mediterranean Region 6 More than 30 MS from the two Regions received technical assistance through the deployment of experts from the regional roster who assisted in developing a legal framework for PHEOC operationalization and a handbook for PHEOC management and operations, and conducted national-level training and simulation exercises. Human resources, training, and exercises Regional, national, and remote technical support was provided to support training, and SIMEX were conducted to also support training and exercise programmes. A workshop was held in Brazzaville, Congo, on 22–26, October 2018, to review and finalize PHEOC training materials (facilitator and participant guides and PowerPoint presentations), which were prepared on the basis of the existing PHEOC handbook and legal documents. PHEOC focal points and PHEM experts delegated by MS from Africa attended the workshop. Regional Trainings of Trainers (ToTs)s program have been designed to build the capacities of countries’ response personnel and produce a regional pool of experts to cater for emergency response deployment and assist PHEOC operationalization in another MS based on request and prioritization. Two cohorts of ToTs were conducted and 67 experts were trained from Africa and Eastern Mediterranean Region. Experts from the regional database have been identified and deployed on short-term missions (three to six months) to different MS in the African Region through WHO AFRO and Africa CDC, including many study tours. These experts were instrumental in developing national implementation plan; training of national responders; developing legal frameworks, plans, handbooks, SOPs and conducting SIMEX to test emergency response capabilities. A series of basic and intermediate-level trainings on IMS and public health emergency management principles was given to PHEOC and PHEM experts from various MS of the African Region in Ouagadougou, Dakar, Dar es Salaam, Nairobi, and Brazzaville. The US CDC hosts a fellowship in PHEM for which 82 persons from Africa and Eastern Mediterranean Region have benefited since its inception in 2014. Similarly, UKHSA and RKI have provided study tour opportunities for experts in MS to broaden their understanding of public health emergency management. Two regional functional exercises were held in 2018 and 2019 to assess the readiness of PHEOCs in the WHO African Region to respond to PHE. From their designated national PHEOC facility, 17 MS composed of multisectoral and multidisciplinary experts participated . Each MS developed a corrective action plan to address the gaps following the exercises. There was an additional simulation exercise organized in Dakar, Senegal in which six MS from the Region took part. Communication technology and physical infrastructure WHO and other partners played a key role in refurbishing existing offices, constructing new buildings, and equipping them with the necessary communication technology infrastructure (computers, printers, copiers, plasma television screens, projectors, etc.) and office supplies (desks and chairs) in countries of the two Regions. By the end of 2021, the partners had supported 36 MS from the African Region and 12 from the Eastern Mediterranean Region, while establishing and strengthening PHEOCs to boost their emergency preparedness and response capabilities. Regional-level PHEOC network The Regional Public Health Emergency Operations Centre Network (AFR PHEOC-NET) was officially launched in Brazzaville in 2015. Its main purpose was to serve as a platform for communication and sharing of information and best practices and experiences among countries. The African Regional PHEOC Network WhatsApp group was created in October 2018 to further strengthen the existing network. The group currently has over 90 members from MS who work as PHEOC focal points and emergency management managers. A website was created to facilitate communication and information sharing among MS and emergency management experts. The Network serves as an important means of exchanging information about disease outbreaks and other emergencies, the implementation progress of PHEOC and its significance in strengthening preparedness and response efforts and other relevant developments. Partners revitalized existing coordination platforms through their subregional and country-level offices, particularly Strategic Plan for Strengthening PHEOCs in MS of Africa and Eastern Mediterranean Region 7 through the activation of PHEOC to support the coordination of response activities to various PHEs, including the management of the COVID-19 pandemic. Furthermore, WHO, the Africa CDC and other key partners held weekly webinars on PHEOC and COVID-19 management intended to improve MS’ response efforts through the PHEOC. A total of 56 webinars were organized between April 2020 and December 2021, focusing on a variety of themes. They were attended by over 12 000 emergency management personnel. Representatives from selected MS were invited to share their experiences and lessons learnt in the management of the COVID-19 pandemic through the weekly webinars so that other MS could adapt them to their countries’ environment. A virtual community of practice platform was hosted on Discord to enable continuous engagement after the live webinar sessions. 2.2. Existing PHEOC capacities of African Region Member States As part of the response to the COVID-19 pandemic, bi-regional meetings were held from 25 May to 23 June 2021. They were organized in five sessions to define key gaps in PHEOC implementation in MS of Africa and the Eastern Mediterranean, as well as to determine how WHO and partners can strengthen specific country capacities. Moreover, they also afforded the opportunity to assess the usefulness of the weekly webinars on PHEOC and COVID-19 management, which were intended to help countries respond more effectively1 and adjusted according to MS feedback. A PHEOC assessment was carried out using a standard tool to examine the progress made in implementing PHEOC in the 47 MS of the WHO African Region2. Most of them have a PHEOC facility at the national level, which is either permanent or temporary. The establishment of PHEOCs for coordinating responses has made considerable progress, and they played a critical role, particularly during the COVID-19 pandemic management. In addition, with the help of partners, countries were able to prepare key documents to guide PHEOC implementation and equip themselves with basic office supplies and ICT equipment. PHEOC and surge employees were given a series of training sessions on IMS and emergency management. Despite considerable progress in improving emergency response coordination capacities through the establishment of functional PHEOCs, there are still shortcomings in meeting the minimum requirements of each PHEOC core component, as described below. Policy, plans and procedures The majority of MS still have no approved and enacted legal framework to establish their PHEOC, and also lack a handbook/manual for PHEOC management and operations. The absence of a legal framework led to a lack of designated funding from the national budget to run PHEOC- related activities, with no clearly defined mandate, roles and responsibilities to properly operate. Human resources, training, and exercise Many PHEOCs do not have the minimum required staff for a PHEOC (PHEOC manager, operations lead, planning, logistics, finance and administration, as well as Communications officers, including ICT personnel). There are still MS with PHEOCs whose regular staff have not received adequate training. Inadequate surge personnel in times of extended response operations. The majority of the PHEOCs have no training or exercise programmes in place. 1 Strengthening COVID-19 pandemic response coordination through public health emergency operations centres (PHEOC) in Africa: Review of a multi-faceted knowledge management and sharing approach, 2020–2021 Retrievable from https://journals.plos.org/globalpublichealth/article?id=10.1371/journal.pgph.0001386 2 Public health emergency operations centres in Africa: a cross-sectional study assessing the implementation status of core components and areas for improvement, December 2021. Retrievable from https://bmjopen.bmj.com/content/13/6/e068934 Strategic Plan for Strengthening PHEOCs in MS of Africa and Eastern Mediterranean Region 8 Information management and data standards The presence of advanced/good capacity related to data management and information at the national level is established due to the ad-hoc team, which is composed of senior experts from government and partners (not PHEOC staff). Meanwhile, routine PHEOC staff have no such capacities. There is limited capacity in managing information systems and response-related data at subnational and lower levels. Communication technology and physical infrastructure Ten Member States still do not have a PHEOC facility at the national level. Fifteen PHEOCs have limited space, not allowing all response personnel to have working stations. A considerable number of PHEOCs have limited basic office supplies (computers, printers, copiers) and internet access. The internet access/connectivity in the PHEOCs is inadequate for all working stations in many MS. 2.3. Existing PHEOC capacities of the Eastern Mediterranean Member States An online survey adapted from the PHEOC framework (Annex-9) was completed in 2021 by official PHEOC focal points in 15 countries (survey respondents). The survey addressed the minimum PHEOC requirements. Besides, a review of countries’ PHEOC status presentations and compilation of information throughout the communications with Member States was also done to detect the challenges of implementing PHEOCs in MS. The results of the assessment reflected that 12 countries reported the presence of a PHEOC facility and 10 of them used their PHEOC in their response operations. The following points summarize the main assessment results for PHEOC core components. Plans and procedures Ten MS reported that PHEOCs are included in their health sector organogram. Nine countries have approved and enacted legal instruments for their PHEOCs. Out of these, eight countries reported defining the governance structure, core functions, and scope of PHEOC authority and operations approved by their government in their legal instruments. Mapping of existing national laws and regulations to avoid conflicts with other relevant authorities was not conducted in some countries which established PHEOCs. Meanwhile, nine countries agreed that there is a relationship between the ministry of health, the PHEOC, and the national disaster management organization and/or other ministries, agencies, and sectors before, during, and after public health emergencies. Eleven countries reported having a clear operational structure comprising management, operations, planning, logistics, finance, and administration, or a similar organizational chart in place. A policy group to provide strategic and policy guidance was established in 10 countries and a steering committee for planning and development of PHEOC existed in eight countries. An all-hazards national public health emergency response plan including the concept of operations, and addressing priority risks, has been developed and approved in seven countries. A plan for defining rules of engagement of various stakeholders from outside the Ministery of Health (MoH) is reported in nine countries. Business continuity plans were developed in five countries only. PHEOC manuals or handbooks for management and operations were developed in eight countries with integrated procedures and protocols that align with existing MoH or other government agency procedures. Human resources, training, and exercise Strategic Plan for Strengthening PHEOCs in MS of Africa and Eastern Mediterranean Region 9 Political support and understanding were reported in the 12 countries that responded to the survey. However, only six of the national PHEOCs have sufficient human and financial resources to run their response operations. The minimum requirements for routine staff are met in only eight countries. Eleven of the PHEOCs can identify and contact a roster of trained personnel while only six PHEOCs have a dedicated training programme and a comprehensive, progressive exercise programme. Eight countries reported that their staff can activate a response within 120 minutes of detecting an event and they are available around the clock to fulfil key PHEOC roles. Half of 12 National PHEOCs reported that their staff did not receive formal training in PHEM. Only eight countries have an established training programme with follow-up documentation supporting training activities. Only five countries reported that training and exercise programmes are primary components of a performance monitoring and evaluation system, and their staff are routinely trained. Information systems, and data standards Nine established PHEOCs rely on electronic solutions to support at least one aspect of PHEOC information management and in five of those national PHEOCs, solutions are government-owned. Half of the countries do not have a direct link to the national surveillance systems where essential data systematically flow to the PHEOC from relevant sectors. Access to essential contextual information such as road network, and demography (GIS data) is available in six countries. Only seven countries reported the availability of visual data dashboards to convey a concise picture of the situation or response activities. Communication technology and physical infrastructure Twelve countries reported the presence of a PHEOC facility and ten of them used their PHEOC in their response operations. Even though not all countries have a functioning PHEOC, all have some sort of response mechanism in place. Countries that do have a PHEOC reported multiple uses of their PHEOC during the last year, mostly for infectious disease outbreaks and natural emergencies. A wide range of partner categories interact with PHEOCs at the national level, including departments within ministries of health, line ministries, UN agencies, NGOs and INGOs, and donors. There are challenges in identifying human and financial resources for running operations. Eleven PHEOCs have a dedicated facility with adequate space for management, operations, planning, logistics, and finance to support routine and response PHEOC activities. Ten countries reported having appropriate teleconferencing services; 11 countries have sufficient computer workstations; seven countries have antivirus and cyber security protocols; eight countries have audiovisual functionality; and seven countries have sufficiently tested telephonic and/or radio communications. Sufficient internet access and capacity were reported in 11 PHEOCs, but only five had interoperability of their communication equipment. A hotline for receiving emergency calls and alerts is also available in 11 countries. Not all PHEOCs have sufficient office equipment like printers, copiers, fax machines, scanners, or digital senders that are maintained and functional; only nine PHEOCs reported having sufficient office equipment. Electricity supply was also an issue with only nine reporting having sufficient electricity. The following important recommendations were proposed to address the gaps based on the Strengths, Weakness, Opportunities and Threats (SWOT) analysis findings. They were as follows: Development of country-specific national action plans to address the capacity gaps identified in the respective MS. Conduct high-level advocacy to gain political buy-in by policies and decision makers to establish fully functional PHEOCs to improve emergency management. Strategic Plan for Strengthening PHEOCs in MS of Africa and Eastern Mediterranean Region 10 PHEOC component Strengths Gaps /Areas that need improving Opportunities Threats Legal framework, policies, plans and procedures Some of the MS had developed and enact- ed a legal framework to authorize PHEOC establishment. Many PHEOCs still have no approved le- gal framework to enact PHEOC establishment. Availability of published PHEOC policy, plans and procedures (frame- works, handbook, and standard training modules) to guide PHEOC operationalization. Lack of leader- ship support to enact or revise existing legal frameworks to address PHEOC mandates. The majority of PHEOCs developed a handbook/manual for PHEOC management and operations. Some PHEOCs had no approved manual/ handbook for PHEOC management and operations and other relevant guidance documents. Partners’ support to develop required plans and proce- dures. No estab- lished PHEOC organizational structure that is aligned to existing sectoral organizational structure. Adoption of key PHEOC and related documents to further strengthen key func- tions and implemen- tation. The absence of a legal framework led to a lack of desig- nated funding to run PHEOC-related activi- ties from the national budget and legiti- macy to ensure the fulfilment of PHEOC mandates. Sustainability of the PHEOCs. Adopting/Applying the standard response structure, the incident management system (IMS), enabled im- proved coordination and communication across various stake- holders at various levels. Table 1. Major findings of the PHEOC Survey in Africa and Eastern Mediterranean Member States, June 2021 Development of a joint PHEOC strategic plan to guide PHEOC implementation that meets the minimum requirements in the Africa and Eastern Mediterranean Regions. Facilitate resource mapping and mobilization to assist MS in Africa and Eastern Mediterranean in establishing fully functional PHEOCs. In addition, a SWOT analysis from the PHEOC survey complemented with findings of the bi-regional meeting was developed and summarized for the two Regions by the core components of PHEOC as depicted in Table 1 below. Strategic Plan for Strengthening PHEOCs in MS of Africa and Eastern Mediterranean Region 11 PHEOC component Strengths Gaps /Areas that need improving Opportunities Threats Human resources, training, and exercise Almost all PHEOCs have a designated PHEOC manager. Difficult to maintain day-to-day prepared- ness activities of PHEOC and delayed coordination where there is no dedicated staff. Regional-level training oppor- tunities in IMS and emergency management. Lack of a dedicated budget from the government for training and exercises. High turnover of skilled PHEOC technical staff and leadership. Many PHEOCs have trained routine staff serving, at least, the PHEOC core functions (PHEOC manager, Operations, Planning, Logistics, Finance and Admin and IT). Only some of the PHEOCs had an exercise programme (one exercise per year), involving their staff and stakeholders and prepared evaluation reports (After-action reviews, AAR) that resulted in the im- provement of plans. Trained and skilled PHEOC experts at the regional level (Regional roster of experts). Some of the PHEOCs have a policy group or steering committee composed of various multisectoral stake- holders to provide strategic and techni- cal guidance. The majority of PHEOCs could identify and contact a roster of trained personnel for deployment. Training opportunities (in-class, online) at regional and national levels to improve staff capacities. Webinar series plat- form on strengthening COVID-19 response coordination and emergency manage- ment. About 60% of the PHEOCs with trained personnel were able to activate and mount a response within the standard time frame (120 minutes) following the decision to activate. Strategic Plan for Strengthening PHEOCs in MS of Africa and Eastern Mediterranean Region 12 PHEOC component Strengths Gaps /Areas that need improving Opportunities Threats Communication technology and physical infrastructure The majority of MS established PHEOC either in a perma- nent or temporary location with space to accommodate the focal points of the key IMS functions. Many of the PHEOCs have no adequate working stations for surge personnel and conducting meetings. Regional level robust partnership and coordination platform. Financial dependency on partners and donors. 27 MS have PHEOCs at the subnational level. The majority of MS have yet to establish PHEOCs at the subna- tional levels and have limited capacity. Partner and donor interest in strength- ening emergency management capacity through PHEOC. No established PHEOC struc- ture integrated into the existing organizational structure. No or limited budget allocation from the government for the PHEOC. The inclusion of PHEOC as one core capacity in JEE/IHR recommendations serves as a driving force to having functional PHEOC. The majority of the PHEOCs had dedicated hotlines for receiving emergency calls and alerts. Significant number of PHEOCs were not equipped with office supplies (desks, tables) and ICT equipment (computers, printers, copiers, etc.). Partner support to equip PHEOCs with basic office supplies and ICT equipment. Irregular maintenance of infrastructures. Lack of sustain- able funding for ICT equipment. Some of the PHEOCs were equipped with operational ICT equipment (printers, copiers, fax machines and scanners/digital senders) and internet connectivity for the workstations. Many PHEOCs had no adequate internet connectivity for all working stations. The establishment of call centres was critical in receiving rumours and signals and addressing concerns from the communities. Lack of software to manage signals and incident/response-re- lated information. Strategic Plan for Strengthening PHEOCs in MS of Africa and Eastern Mediterranean Region 13 PHEOC component Strengths Gaps /Areas that need improving Opportunities Threats Information management and data standards Many PHEOCs had direct access to the national surveillance structure for monitor- ing and responding to priority public health threats. Many established PHEOCs do not have direct access to the national surveillance system for monitoring and responding to priority public health threats. Online/free soft- ware (ePHERM) developed to sup- port MS to manage PHEOC data. Unstable inter- net connec- tivity. Coordination and data shar- ing challenges between differ- ent sectors. Inadequately trained staff to process and manage PHEOC data using the software, though there was good capacity for data management due to the ad-hoc team es- tablished with experts from government and partners, (not PHEOC routine staff). Data at the country level was flowing systematically to the PHEOC from relevant sectors (such as sur- veillance and/or local health systems). Capacities in informa- tion systems manage- ment were limited at subnational and lower levels. Partner interest in providing technical support. The majority of the PHEOCs had dashboards for visual data display to convey concise pictures of the situation or response activities. There is no electronic software for informa- tion communication from and to the PHEOC and other departments and sectors. 2.4. Development process of the joint multistakeholder plan Existing evidence of PHEOC implementation in MS of Africa and Eastern Mediterranean Region was evaluated and analysed regarding the core PHEOC capacities. Major accomplishments and areas for improvement were extracted from the relevant documents collected from MS and partners, such as national action plans, PHEOC surveys detailing existing capacities in MS and findings of the bi-regional meetings . The major findings were the foundation for the formulation of this joint multistakeholder plan. A Technical Working Group (TWG) composed of representatives from the partners supporting PHEOC activities in MS of Africa and Eastern Mediterranean Region met on a weekly basis to provide constant feedback on each section of the plan until its finalization. A virtual workshop in March 2022 and April 2022 with all MS in the two Regions and partners’ representatives was also convened to review and validate the plan and consolidate inputs from the workshops. The milestones of the plan development process are depicted in Figure 1. Strategic Plan for Strengthening PHEOCs in MS of Africa and Eastern Mediterranean Region 14 Agreed to develop a joint multistakeholder strategic Plan Conducted Survey to assess PHEOC capacities Joint PHEOC SP (2023-2027) developed Formed PHEOC TWG from partners Conducted Situational analysis Consultant recruited to support the joint SP development Held Bi-regional meeting 2021 May June 2021June 2021 May 2021October 2021 November 2021 2022 Dec 21 May 22 Conducted SP review workshop with MS in Eastern M. Region Conducted SP review workshop with MS in African Region 2022 March 2022April High-level Launch and Advocacy with all MS and partners Internal partners planning meeting 2022 May Resource mapping workshop for the SP PHEOC 2023 June 2023June Figure 1. Milestones of the developmental process of the joint multistakeholder PHEOC Strategic Plan (2023–2027) Strategic Plan for Strengthening PHEOCs in MS of Africa and Eastern Mediterranean Region 15 3.1. Strategic goal The strategic plan aims to improve the public health emergency management capability by putting in place fully functional5 Public Health Emergency Operations Centres (PHEOCs) in at least 90% of MS in Africa and Eastern Mediterranean Region by the end of 2027. 3.2. Strategic objectives to be reached by 2027 Objective 1: At least 90% of MS in Africa and Eastern Mediterranean Region will have developed and implemented the core PHEOC policy, plans and procedures: legal framework, operational and functional plans, and procedures. Objective 2: Develop and/or strengthen the capabilities of the PHEOC workforce (routine and surge staff) to support preparedness and response coordination in at least 90% of MS in Africa and Eastern Mediterranean Region. Objective 3: At least 90% of PHEOCs in MS of Africa and Eastern Mediterranean Region will have the information management and sharing platform(s) suitable for handling the minimum data required. Objective 4: Ensure that at least 90% of MS in Africa and Eastern Mediterranean Region have a PHEOC facility in place equipped with information and communication technology and physical infrastructure that meet the minimum requirements. Objective 5: Designate eight PHEOC “Centres of Excellence’’ in selected Member States in the WHO African and Eastern Mediterranean Regions. Strategic goal and objectives 5 The criteria or critical requirements described in the PHEOC Framework used in determining a PHEOC as fully functional will be further reviewed and communicated with all MS. 3 Putting in place fully functional Public Health Emergency Operations Centres (PHEOCs) in at least 90% of MS in Africa and Eastern Mediterranean Region by the end of 2027. Strategic Plan for Strengthening PHEOCs in MS of Africa and Eastern Mediterranean Region 16 PHEOC strategic pillars Description: Having the core documents in the PHEOC, such as the legal framework, handbook or guideline for operation and management, multihazard preparedness and response plan, hazard-specific plans, and relevant standard operating procedures (SOPs) help the operationalization of national PHEOCs and ensure effective coordination of preparedness and responses activities. To achieve this, the core PHEOC policy, plans and procedures will be prepared, finalized, validated and implemented with an established monitoring and evaluation mechanism in at least 90% of MS in Africa and Eastern Mediterranean Region. The following key tasks will be undertaken to meet this objective. Tasks: Complete a comprehensive mapping6 of existing legal mandates on public health emergency management systems and PHEOC. Adapt and/or amend legal frameworks for operationalization of the PHEOC, in line with existing national disaster/emergency management act/policy. Enact legal frameworks for the operationalization of the PHEOC. Implement the PHEOC handbook/plan for PHEOC operations and management involving relevant stakeholders. 90% of MS in Africa and Eastern Mediterranean will have implemented the core PHEOC policy, plans and procedures. 4.1. Develop, approve, and implement core PHEOC policies, plans and procedures 6 Refers to multisectoral engagement and exhaustive mapping of existing authorities and mandates of the emergency management systems and PHEOC. 4 ” ” Strategic Plan for Strengthening PHEOCs in MS of Africa and Eastern Mediterranean Region 17 Implement the PHEOC handbook/plan for PHEOC operations and management. Develop/adapt PHEOC emergency management training and exercise programme/plan to strengthen capacities and regularly test systems and skills. Conduct strategic risk assessment, hazard/risk prioritization and resource mapping. Prepare/update a multihazard emergency preparedness, response and recovery plan involving relevant stakeholders. Develop generic SOPs for the management of Rapid Response Teams (RRTs) and surge personnel in the national PHEOC to be adapted by national PHEOCs. Support countries in adapting SOPs for management of RRTs and surge personnel in their PHEOC. Develop generic SOPs/guides for financial management within the PHEOC to be adapted by countries. Conduct country-level workshops to review and validate7 the key national PHEOC plans and procedures (handbook/plans and procedures). Revise the national IMS/response coordination structure based on the experiences from the response and/or SIMEX. Conduct awareness workshops on the key PHEOC plans and procedures with national authority/leadership and experts from MoH, relevant sectors, agencies, and in-country partners. Conduct training for PHEOC staff (routine and surge) on the validated PHEOC plans and procedures so that all response personnel are aware of the emergency management mechanism. Map and regularly review stakeholders working on PHEM and PHEOC activities at the country level. Form/revitalize policy group/steering committee composed of relevant government departments and partners for overseeing operationalization of PHEOC. Monitoring and evaluating the progress of PHEOC implementation in terms of establishing and strengthening a PHEOC facility with communication technology infrastructure. Deploy PHEOC experts from the regional-level database to MS of the two Regions to assist with the development, adaptation and finalization of the key PHEOC policy, plans and procedures, as well as training. Targets: By the end of the implementation period: 90% of MS of Africa and Eastern Mediterranean Region have completed a comprehensive mapping and review of existing legal authorities and emergency management systems. 90% of MS of Africa and Eastern Mediterranean Region have developed or amended the legal framework for the operationalization of their PHEOC. 90% of PHEOCs have developed, approved, and implemented a handbook or manual for PHEOC management and operations. 90% of PHEOCs have developed training and exercise programmes to regularly build capacity and test systems, skills, and capabilities. 90% of key PHEOC plans and procedures (legal framework, handbook/plan, plans and procedures, training and exercise programmes plans) are validated. 90% of PHEOCs have developed and obtained approval for a multisectoral, all-hazards national response plan. 90% of PHEOCs have utilized the standard response structure/the IMS to coordinate emergency management. Strategies to accomplish the tasks: High-level advocacy. Workshops and consultations. 7 Refers to a multisectoral and multidisciplinary workshop organized to review and/or validate a certain document. ” Strategic Plan for Strengthening PHEOCs in MS of Africa and Eastern Mediterranean Region 18 Sensitization and training. Deploying PHEOC experts. Providing financial support. Description: Trained and skilled PHEOC routine and surge staff in emergency management should be in the PHEOC to monitor the day-to-day preparedness activities and able to be mobilized from the roster to fill positions within the IMS and support response operations through the PHEOC. The plan set an objective to develop and/or strengthen the capabilities of the PHEOC routine and surge staff in 90% of MS in Africa and Eastern Mediterranean Region. The following key tasks are included in the plan to make sure that this objective is met. Tasks: Conduct high-level advocacy to ensure permanent and qualified staff are assigned for the PHEOC to perform day-to-day preparedness activities. Conduct a review of staff retention mechanisms to maintain the PHEOC staff. Prepare a strategy for staff retention with a focus on maintaining routine PHEOC staff. Conduct up-to-date country-level PHEOC routine and surge staff capacity gap analysis on PHEOC human resources capacities. Conduct up-to-date subnational PHEOC routine and surge staff capacity gap analysis on PHEOC and PHEM systems. Establish a regular training and exercise programme8 to train PHEOC and surge personnel on an annual basis based on the needs or gap analysis. Conduct regional-level ToTs on emergency management for 200 PHEOC and/or PHEM professionals from MS of Africa and Eastern Mediterranean Region. Cascade the regional emergency management training at the country level in both Regions. Provide high-level PHEOC operations and IMS orientation/sensitization to high- and mid-level leadership. Develop/design a web-based/online PHEOC/IMS training platform to enable all emergency management professionals from all MS to receive the training to enhance their knowledge. Initiate registration/enrolment of PHEOC and surge personnel in the web-based/online PHEOC/IMS training and 4.2. Develop capabilities of the PHEOC routine and surge staff 8 The PHEOC needs to conduct at least one training per year to train national and subnational PHEOC and surge personnel. 90% of MS in Africa and Eastern Mediterranean Region will have trained and skilled PHEOC regular and surge staff. Strategic Plan for Strengthening PHEOCs in MS of Africa and Eastern Mediterranean Region 19 follow up completion of the training. Develop selection criteria to identify potential academic institutions in Africa and Eastern Mediterranean Region to provide a Public Health Emergency Management Fellowship (PHEM-F). Adapt/develop PHEM fellowship in the two Regions in collaboration with the identified academic institutions (adapt curriculum, course materials, commence the fellowship, etc.). Enrol and provide the PHEM fellowship to 250 PHEOC and/or PHEM experts in collaboration with the academic institutions in the two Regions. Monitor and evaluate the implementation of the PHEM fellowship and revise the curriculum and approaches based on the findings. Conduct simulation exercise needs assessment involving relevant ministries, agencies, and sectors at the country and regional levels. Design and conduct regional and country-level tabletop and functional simulation exercises (SIMEX) from the respective countries’ PHEOC locations, involving key personnel from the relevant ministries and agencies. Prepare corrective action plans following the exercises to continuously improve the capabilities and systems. Adapt/prepare a standard database/roster template for registering and documenting all trained and skilled PHEOC and surge personnel. Maintain and regularly update the country-level database of trained and skilled PHEOC and surge personnel to support preparedness and response coordination. Maintain and regularly update the regional-level database of trained and skilled surge personnel for potential deployment to support MS. Organize regional-level workshops to share experiences and best practices on PHEOC operations and response coordination among countries. Deploy PHEOC experts from the regional-level database to MS with the limited trained PHEOC routine and surge staff in both Regions to support capacity development. 4.2.1. Human resources Targets: By the end of the implementation period: National level 100% of MS have assigned the minimum9 routine staff in their PHEOCs as per their defined standard9. 100% of MS have trained and skilled surge staff for emergency response and a roster of surge staff is available. Regional level PHEOC experts recruited and deployed to selected10 MS to support capacity building and implementation of the strategic plan. 4.2.2. Capacity development Targets: By the end of the implementation period: National level 100% of the routine PHEOC staff trained in PHEOC operations and IMS. 80% of PHEOCs conducted a training needs assessment to identify capacity gaps. 9 The minimum staff needed in the PHEOC to run the key functions will be communicated with countries. 10 Refers to MS with limited skilled workforce in PHEOC operations and emergency management. 11 The number varies from country to country, and it could be determined based on findings of risk mapping. Strategic Plan for Strengthening PHEOCs in MS of Africa and Eastern Mediterranean Region 20 80% of the PHEOCs developed a dedicated training programme based on assessment findings. 90% of MS have sufficient11 trained surge capacity to support preparedness and response coordination. 95% of PHEOC and surge personnel completed online PHEOC training. 100% of the functional PHEOCs in both regions conducted a minimum of one tabletop simulation SIMEX per year involving concerned stakeholders and preparing corrective action plans. 90% of the PHEOCs conducted at least one functional SIMEX every two years involving concerned stakeholders and preparing corrective action plans. 100% of the PHEOCs maintained and regularly updated the national database of trained and skilled PHEOCs and surge personnel based on the standard template to support preparedness and response coordination. Regional level 200 PHEOC experts from MS of Africa and Eastern Mediterranean Region received ToTs. Developed, designed, and initiated a web-based/online PHEOC learning platform. Adapted/developed PHEM fellowship in collaboration with the identified academic institutions in both Regions. 250 professionals from the prioritized MS of Africa and Eastern Mediterranean Region enrolled and completed PHEM fellowship. Designed and conducted at least four functional SIMEX involving concerned stakeholders from all MS of the two Regions. Adapted/prepared a generic database and shared it with all MS in both Regions to regularly allow tracking trained human resources. Maintained and regularly updated the regional database of trained and skilled surge personnel for potential deployment to support MS. Strategies to accomplish the tasks: Conduct regional level ToT and cascading training at country level. Carry out SIMEX. Deploy PHEOC experts to MS. Develop a PHEOC fellowship programme and web-based training. Provide capacity building/training to national PHEOC staff, including PHEM-F. Provide financial support. Description: For informed interventions and effective response, the PHEOC needs to provide the capability to receive, analyse, display, and monitor incident information (incident-related, operational, and contextual information). It is essential that the three types of information systematically flow to the PHEOC and that tools are available to manage the information. The PHEOC should also determine information requirements, develop information management platforms, and deploy digital solutions/software. Besides, putting in place the information management SOPs and a memorandum of understanding (MoU) with relevant departments, sectors and agencies is critical for the PHEOC to facilitate efficient information management and communication to effectively manage health emergencies. 4.3. Reinforce information management and data standards Strategic Plan for Strengthening PHEOCs in MS of Africa and Eastern Mediterranean Region 21 12 The minimum data required in the PHEOC will be defined with the MS. To meet this goal, the PHEOC will establish an integrated information management system with the information-sharing platform(s) containing the minimum12 data required in at least 90% of MS in Africa and Eastern Mediterranean Region. The following key tasks will be undertaken to meet this objective. Tasks: Map the existing systems/platforms or information management and sharing used to collect, process, display and communicate data from and to the PHEOC. Conduct a data flow analysis and define the business processes of the PHEOC. Convene a workshop to map data sources and requirements for the PHEOC. Establish a system to get the data or variables of interest from various stakeholders required in the PHEOC. Determine data and information requirements (essential elements of information and critical information requirements) needed to inform decision-making. Deploy software (integrated and interoperable) to manage PHEOC and response information. Establish an interoperability platform for exchanging information between the various existing information systems. Provide functional PHEOCs with security equipment, networks, and communication to collect, process and share information. Prepare and share regional-level communication and information management and initiate standard sharingof SOPs and MoU guidance. Prepare and implement SOPs and MoU to establish communication, coordination and information management and sharing mechanisms between the concerned stakeholders. Adapt/prepare standard templates for drafting situational reports and disseminating them to the MS’ PHEOCs. Organize training for PHEOC staff and other experts on the application and management of the various software deployed in the PHEOC. Targets: By the end of the implementation period: 90% the PHEOCs have implemented digital/software solutions to manage information systems. 90% of the PHEOCs have established communication, coordination and information management and sharing mechanisms between the concerned stakeholders. 90% of the PHEOCs have developed the capacity to produce situational reports and information products. 90% MS of Africa and Eastern Mediterranean Region will have information management and communication system. Strategic Plan for Strengthening PHEOCs in MS of Africa and Eastern Mediterranean Region 22 Strategies to accomplish the tasks: Conduct high-level advocacy. Define national information requirements, sources, and flow mechanism. Deploy software to manage PHEOC and response data. Digitize PHEOC data collection, analysis, reporting and sharing system. Develop information management standards, SOPs, and agreements. Provide training on application and management of PHEOC software. Description: The PHEOC should have adequate physical space equipped with appropriate, fit-for-purpose information and communication technology infrastructure and office furniture and supplies to provide adequate circumstances for the response personnel coordinating the emergency management to operate and to allow seamless communication between the various stakeholders. The plan set the objective of ensuring that at least 90% of MS in Africa and Eastern Mediterranean Region have a PHEOC facility in place equipped with the required information and communication technology infrastructure, furniture, and office equipment. The following key tasks are included in the plan to make sure that this objective is met. Tasks: Conduct high-level advocacy on the importance of creating functional PHEOC with Heads of State, ministries, and agencies (offices of the president, prime minister, MoH, national disaster management agencies, relevant ministries and agencies, civil society, partners, and other relevant stakeholders). Conduct assessments on an annual basis to identify requirements to equip the PHEOCs with office supplies and communication technology equipment (Computers/laptops, printers, scanners, internet modems, smart television sets, internet subscription fee, antivirus software) . Prepare a resource mobilization plan to acquire resources (including logistical, financial and human) from relevant stakeholders, partners and donors based on the gap analysis. Procure or acquire the requisite communication technology infrastructure and other required resources and deploy them to the PHEOCs. Ensure constant functionning of systems in terms of continuity of operations for physical PHEOC, data backup, and technological failure including the internet. 13 The ICT and physical infrastructure requirements for a PHEOC described in the PHEOC framework will be further reviewed and communicated withs MS. 14 The requirements for alternate PHEOC facilities will be discussed with MS. 90% of MS in Africa and Eastern Mediterranean Region have a PHEOC facility in place equipped with information and communication technology that meets the minimum requirements. 4.4. Strengthen the PHEOC communication technology and physical infrastructure Strategic Plan for Strengthening PHEOCs in MS of Africa and Eastern Mediterranean Region 23 Targets: By the end of the implementation period: Physical facility: 90% of MS have designated a PHEOC physical facility in accordance with their defined standard13 and equipped with the necessary technology, furniture, and office equipment. 100% of MS with dedicated PHEOC facilities have identified alternate PHEOC locations14 per standard. Information and communication technology and infrastructure: 90% of the PHEOCs in the two Regions are equipped with workstations, uninterrupted power supply, furniture (chairs, desks, etc.), and office supplies 90% of PHEOCs are equipped with ICT equipment (computers/laptops/tablets, phones, printers, scanners, interactive multipurpose display screens, liquid crystal display (LCD) projectors, IT (Information Technology) security – such as antivirus software, etc.). 90% of the PHEOCs have internet connectivity for their workstations and meeting rooms. 90% of the established PHEOCs can conduct web, video, and teleconferences. Strategies to accomplish the tasks: Conduct high-level advocacy. Establish strong stakeholder partnership and coordination. Assess needs/requirements. Mobilize and acquire resources. Provide technical assistance. Provide clear communication of expectations and the time frame. Clarify roles and responsibilities. Description: Establish PHEOC “Centres of Excellence” that will serve as regional reference centres for MS and other stakeholders in strengthening and setting up fully functional PHEOCs, facilitating experience sharing especially in PHEOC operations and emergency management, supporting PHEOC routine and surge staff capacity development through set initiatives including fellowships, mentorship, and study tours, etc. The plan aims to designate eight PHEOC “Centres of Excellence’’ in selected MS, five in the WHO African Region and three in the Eastern Mediterranean Region, with the following key tasks included in the plan to achieve the objective. 15 The guidance document will address the standards or requirements including definitions, functions, requirements, roles, and responsibilities. 4.5. Establish PHEOC “Centres of Excellence” Strategic Plan for Strengthening PHEOCs in MS of Africa and Eastern Mediterranean Region 24 Tasks: Conduct high-level advocacy with officials and experts in MoH, relevant agencies of the selected MS, and other key stakeholders and partners. Develop a standardized tool to select eligible sites for establishing a PHEOC Centre of Excellence. Develop a guidance document for the PHEOC Centre of Excellence15, including standards and requirements. Review the tool with potential experts from selected MS and relevant stakeholders. Conduct self-assessments using the PHEOC eligibility tool by willing MS. Validate eligible sites for serving as PHEOC Centres of Excellence. Prepare a resource mobilization plan to acquire the resources from MS, partners, and donors. Recruit and deploy senior PHEOC experts (both from the selected MS and at regional level) to support the establishment and strengthening of the centres. Organize meetings to review implementation progress with all relevant stakeholders at least twice a year. Monitor and evaluate the implementation progress of the centres. Targets: By the end of the implementation period: A guidance document is developed for the establishment of PHEOC Centres of Excellence. All requirements/resources are mobilized, and resources needed deployed to the centres. At least eight PHEOC “Centres of Excellence” established in selected MS, five and three in the African and Eastern Mediterranean Regions, respectively. Strategies to accomplish the tasks: Regional and national-level advocacy. Select eligible entities. Establish robust partnership and coordination with the selected MS. Mobilize and deploy resources. Provide direct technical support. Annex. 1 contains a thorough operational plan for the next five years (2023–2027) with a set time frame. It also shows the responsible body for leading the implementation of the specific activities even though each MS is primarily responsible for overseeing and implementing all the activities outlined in the plan at country level. Further, the level of implementation provides the information where the planning and coordination of the key tasks will be managed(at country and regional level). The guidance document will address the standards or requirements including definitions, functions, requirements, roles, and responsibilities. Strategic Plan for Strengthening PHEOCs in MS of Africa and Eastern Mediterranean Region 25 Budget and timeframe Implementation of the activities planned over the next five years requires approximately US$ 181, 637 ,498 5 ” Strategic Plan for Strengthening PHEOCs in MS of Africa and Eastern Mediterranean Region 26 Implementation of the activities planned over the next five years requires US$ 181, 637, 498 (Table 2). MS in the two Regions request a budget with a detailed proposal, as well as regular disbursement. Aside from the resources mobilized from partners and donors, MS also seek regular funding for PHEOC operations, which is included in the Ministry of Health’s annual budget to ensure ownership and sustainability. The estimated budget breakdown by thematic area is presented below. Policy, plans and procedures The main tasks are the development of key PHEOC legal authorities, functional and operational plans, and procedures (legal framework, handbook, training and exercise programmes, multisectoral all-hazards response plans and so on), as well as holding workshops at the national level with relevant stakeholders to validate these key documents. Workshops to inform the relevant stakeholders on the various PHEOC policies, plans and procedures and deployment of PHEOC experts to assist MS in both Regions prepare and finalize the PHEOC policy, plans and procedures and related activities are equally planned. To enable the successful implementation of these activities an estimated US$ 20, 891, 500 is needed. Human resources, training, and exercise Based on the gap analysis, designated professionals from MS of Africa and Eastern Mediterranean Region will receive regional-level ToTs on PHEOC operations and IMS. Professionals will be enrolled in the PHEM-Fellowship, implemented in collaboration with identified academic institutions. Furthermore, regional and national simulation exercises will be conducted to test different capabilities, requiring a total of US$ 59, 064, 350. Information management and data standards Deployment of digital/software for managing information systems in the PHEOC, training of key PHEOC personnel in the software application and preparation of a protocol to guide information sharing platforms will cost US$ 9, 546, 500. Communication technology and physical infrastructure Procurement and installation of communication technology and physical infrastructure, including office supplies, telecommunications equipment and services, networking and technology infrastructure and the setup of a toll-free line/call centre in MS requiring this, necessitating US$ 30, 775, 050. Establishment of PHEOC “Centres of Excellence” Establishment of eight state of the art “Centres of Excellence” in the two Regions requires US$ 27, 007, 750, for recruitment, office renovations, communication, information technology equipment procurement and advocacy. Monitoring and evaluation Conducting the mid-term and end-of-term evaluations requires US$ 10, 660, 500. The detailed budget estimation for the key activities across each objective is found in Annex 2. Strategic Plan for Strengthening PHEOCs in MS of Africa and Eastern Mediterranean Region 27 Objectives /Thematic areas (to be reached by end of 2027) Total budget Yearly budget 2023 2024 2025 2026 2027 At least 90% of MS will have developed and implemented the core PHEOC policy, plans and procedures: legal framework, operational and functional plans, and SOPs. 20,891,500 3,503,000 5,921,000 6,704,250 4,504,250 259,000 The capabilities of the PHEOC workforce (routine and surge staff) to support preparedness and response coordination will be developed and/or strengthened in at least 90% of MS. 59,064,350 5,415,375 11,941,675 16,443,167 17,997,467 7,266,667 At least 90% of PHEOCs in MS will have the information management and sharing platform(s) suitable for the minimum data required. 9,546,500 1,972,750 2,018,750 2,777,500 2,777,500 - At least 90% of MS have a PHEOC facility in place equipped with information and communication technology and a physical infrastructure meeting the minimum requirements. 30,775,050 1,006,100 9,639,433 10,066,433 10,063,083 - Eight PHEOC “Centres of Excellence’’ in selected Member States in the WHO African and Eastern Mediterranean Regions will be designated. 27 007 750 5,415,375 11,941,675 16,443,167 17,997,467 7,266,667 The implementation of the key activities in the strategic plan will be evaluated: mid-term and end- term evaluations conducted. 10 666 500 821,100 821,100 4,098,600 821,100 4,098,600 TOTAL 157,945,650 12,831,075 39,031,625 49,056,450 44,832,400 12,194,100 Contingency (15%) 23,691,848 1,924,661.25 5,854,743.75 7,358,467.50 6,724,860.00 1,829,115.00 GRAND TOTAL 181,637,498 14,755,736 44,886,369 56,414,918 51,557,260 14,023,215 Table 2. Summary of budget (US dollars) by year, African and Eastern Mediterranean Regions, 2023–2027 Strategic Plan for Strengthening PHEOCs in MS of Africa and Eastern Mediterranean Region 28 Plan implementation 6.1. Implementation timeline The timeline for implementing each activity will be as indicated in the operational plan. 6.2. Regional-level coordination Strong regional collaboration and coordination are essential for the strategic plan’s implementation. All partners supporting PHEOC operations and PHEOC experts from selected MS will form a TWG to oversee the plan’s implementation and provide high- level technical guidance. The TWG with its Terms of Reference (ToRs) will communicate progress updates to senior leadership in WHO regional offices, Africa CDC and other key stakeholders. 6.3. Country-level coordination For the successful implementation of the strategic plan, close coordination, collaboration and communication between the regional partners and respective MoH/National Public Health Institutes (NPHI) in MS are critical. Activities outlined in the plan rely on collaboration at all levels between government and technical partners. 6.4. Technical coordinators Senior technical coordinators who support the strategic plan implementation at the regional level will be designated. There will also be specific ToR to define their roles and responsibilities. Close collaboration, coordination, and communication is critical for effective implementation of the plan. 6 ” ” Strategic Plan for Strengthening PHEOCs in MS of Africa and Eastern Mediterranean Region 29 Monitoring and evaluation The performance measurements will serve as the foundation for monitoring and evaluating the strategic plan’s implementation. MS, in collaboration with key partners who support PHEOC activities, will monitor implementation progress. There will be quarterly and annual review meetings at the country level to determine performance against the annual plan, involving relevant stakeholders. Performance reports will also be prepared twice a year and distributed to all stakeholders both at the national and regional levels. There will be internal and external mid-term and end-term evaluations to determine the progress and achievement of the targets throughout the specified objectives at national and regional levels. A multisectoral and multidisciplinary team will conduct the mid-term and end-term reviews using a standardised tool. Proceedings of the mid-term and end-term reviews will be developed and shared with all relevant stakeholders. The mid-term and long-term goals to be achieved by these time frames will be defined, similarly the yearly target of MS with fully functional PHEOCs meeting the minimum requirements (Fig. 2). By the end of the plan’s time frame, approximately 42 (90%) and 20 (90%) MS in Africa and Eastern Mediterranean Region respectively are expected to have fully functional PHEOCs. By mid-term implementation of the plan, 34 MS in the African Region and 12 in the Eastern Mediterranean Region will have fully functional PHEOCs (Fig. 2). 2024 25 Africa 10 Eastern M. 2023 22 Africa 8 Eastern M. 2025 34 Africa 12 Eastern M. 2026 37 Africa 15 Eastern M. 2027 42 Africa 20 Eastern M. 30 35 46 52 62 7 ” Strategic Plan for Strengthening PHEOCs in MS of Africa and Eastern Mediterranean Region 30 Annex 3 contains the detailed performance measurements (indicator or measures, indicator computations, data sources and frequency of data collection) for the key activities planned for the next five years. Table 3. Summary of the mid-term and end-term targets in MS of the African and Eastern Mediterranean Regions, 2023–2027 Objectives of the PHEOC Strategic Plan (2023-2027) End-term target (2027) Both Mid-term target (2025) Both End-term target by region Mid-term target by region Africa Eastern Med. Africa Eastern Med. At least 90% of MS will have developed and implemented the core PHEOC policy, plans and procedures: legal framework, operational and functional plans, and SOPs. 90% 64% 90% 90% 65% 63% The capabilities of the PHEOC workforce (routine and surge staff) to support preparedness and response coordination will be developed and/or strengthened in at least 90% of MS. 90% 71% 90% 90% 72% 69% At least 90% of PHEOCs in MS will have the information management and sharing platform(s) suitable for the minimum data required. 90% 70% 90% 90% 70% 70% At least 90% of MS have a PHEOC facility in place equipped with information and communication technology and a physical infrastructure meeting the minimum requirements. 90% 66% 90% 90% 67% 65% Eight PHEOC “Centres of Excellence’’ in selected Member States in the WHO African and Eastern Mediterranean Regions will be designated by the end of 2027. 8 2 5 3 1 1 The implementation of the key activities in the strategic plan will be evaluated: mid-term and end-term evaluations conducted. 4 2 2 2 1 1 Strategic Plan for Strengthening PHEOCs in MS of Africa and Eastern Mediterranean Region 31 Objectives Activities Implementation year Responsible body162023 2024 2025 2026 2027 LEVEL OF IMPLEMENTATION17 – COUNTRY LEVEL Ensure that at least 90% of MS have a PHEOC facil- ity in place, equipped with information and com- munication technology and physical infrastructure meeting the minimum re- quirements. Conduct high-level advocacy on the impor- tance of creating functional PHEOCs with Heads of State, ministries, and agencies (of- fices of the president, prime minister, MoH, national disaster management agencies, rel- evant ministries and agencies, civil society, partners, and other relevant stakeholders) X X X X X MS and Partners Conduct assessments on an annual basis of PHEOC equipment needs regarding office supplies and communication technology equipment X X X X MS and Partners Prepare a resource mobilization plan to acquire resources (including logistical, finan- cial, and human) from relevant stakehold- ers, partners and donors based on the gap analysis X X X X MS and Partners Procure or acquire the requisite communi- cation technology infrastructure and other required resources and deploy them to the PHEOCs X X X X MS and Partners Identify locations and equip them based on the defined standard, also to serve as alter- nate PHEOCs during expanded coordination of emergencies and regularly test facilities and ensure readiness X X X X MS Annexes 8.1. Operational plan for the African and Eastern Mediterranean Regions 2023-2027 16 Refers to the primary lead(s) responsible for the implementation of each task: coordination, planning, and execution. 17 Refers to the level of implementation, whether the planning, coordination and execution of the key tasks are managed at the country or regional level. 8 Strategic Plan for Strengthening PHEOCs in MS of Africa and Eastern Mediterranean Region 32 Objectives Activities Implementation year Responsible body162023 2024 2025 2026 2027 By 2027, at least 90% of MS in Africa and Eastern Mediterranean Region will have developed and implemented the core PHEOC policy, plans and procedures: legal framework, operational and functional plans, and procedures. Complete a comprehensive mapping of exist- ing legal mandates on public health emer- gency management systems and PHEOC X X X MS and Partners Adapt and/or amend a legal framework for operationalization of the PHEOC, in line with existing national disaster/emergency man- agement act/policy X X X MS Advocate for the enactment of the PHEOC legal framework in the presence of the lead- ership of MoH and relevant agencies X X X MS and Partners Enact a legal framework for the operational- ization of the PHEOC X X X X X MS Conduct sensitization workshops on the PHEOC legal framework for leadership, experts of key sectors and partners X X X MS and Partners Adapt a handbook/plan for PHEOC opera- tions and management X X X MS and Partners Implement the handbook/plan for PHEOC operations and management X X X X X MS Adapt/prepare PHEOC emergency manage- ment training and exercises programme/plan to strengthen capacities X X X MS and Partners Conduct strategic risk assessment, hazard/ risk prioritization and resource mapping X X X X X MS Prepare/update a multihazard emergency preparedness, response and recovery plan involving relevant stakeholders X X X X X MS and Partners Adapt/prepare country-level SOPs for the management of RRTs and surge personnel in the national PHEOC X X MS Prepare SOPs/guides for financial manage- ment within the PHEOC X X MS Conduct workshops to validate the key PHEOC policy, plans and procedures (hand- book/plan and procedures) X X X X MS and Partners Revise or update the national IMS/response coordination structure based on the experi- ences from the response and/or SIMEX X X X X X MS Implement the standard IMS to coordinate emergency response efforts of various stake- holders through the PHEOC X X X X X MS Conduct awareness workshops on the key PHEOC plans and procedures with national authorities/leadership and experts from MoH, relevant sectors, agencies, and in-coun- try partners X X X X MS and Partners Conduct training to the PHEOC staff (routine and surge) on the validated PHEOC plans and procedures X X X X MS and Partners Review of mapping and regularly update analyses of stakeholder working on PHEM and PHEOC activities at the country level X X X X X MS Form/revitalize policy group/steering committee composed of relevant govern- ment ministries and relevant agencies and partners for overseeing PHEOC implementa- tion and regularly update membership once a year X X X X X MS Monitoring and evaluating the progress of PHEOC implementation in terms of establish- ing and strengthening a PHEOC facility with communication technology infrastructure X X X X X MS and Partners Strategic Plan for Strengthening PHEOCs in MS of Africa and Eastern Mediterranean Region 33 Objectives Activities Implementation year Responsible body162023 2024 2025 2026 2027 By 2027, at least 90% of PHEOCs in MS of Africa and Eastern Mediterranean Region will have the information management and sharing platform(s) containing the minimum data required. Map the existing systems or information management and sharing used to collect, process, display and communicate data from and to the PHEOC X X X MS and Partners Conduct a data flow analysis and define the business processes of the PHEOC X X X MS and Partners Convene a workshop to map data sources and requirements for the PHEOC X X X X MS Establish a system to get the data or vari- ables of interest from various stakeholders required in the PHEOC X X X MS and Partners Determine data and information require- ments (essential elements of information and critical information requirements) need- ed to inform decision-making X X X MS Establish an interoperability platform for exchanging information between the various existing information systems X X X X MS and Partners Prepare/adapt and implement SOPs and MoU to establish communication, coordi- nation and information management and sharing mechanisms between the concerned stakeholders X X X X MS and Partners Provide training on the application and man- agement of the software to PHEOC staff and relevant experts X X X X MS and Partners Strategic Plan for Strengthening PHEOCs in MS of Africa and Eastern Mediterranean Region 34 Objectives Activities Implementation year Responsible body162023 2024 2025 2026 2027 Develop and/or strengthen the capabilities of the PHEOC workforce (routine and surge staff) to support preparedness and response coordination in at least 90% of MS in Africa and Eastern Mediterranean Region by 2027. Conduct high-level advocacy to ensure per- manent and qualified staff are assigned for the PHEOC to perform day-to-day prepared- ness activities X X X X MS and Partners Ensure the minimal permanent and qualified staff are assigned for the PHEOC to conduct day-to-day preparedness activities and are permanently absorbed into the national structure for sustainability X X X X MS and Partners Conduct a review of staff retention strate- gies/mechanisms to maintain the PHEOC routine staff X X X MS and Partners Prepare a strategy for staff retention with a focus on maintaining PHEOC routine staff X X X MS and Partners Conduct up-to-date country-level PHEOC routine and surge staff capacity gap analysis on PHEOC HR capacities X X X X MS Cascade the regional emergency manage- ment training at the country level in both Regions X X X X X MS and Partners Establish a regular training and exercise pro- gramme to train PHEOC and surge personnel on an annual basis based on the need or gap analysis X X X X X Provide high-level PHEOC operations and IMS orientation/sensitization to high- and mid-level leadership X X X MS and Partners Conduct simulation exercise needs assess- ment involving relevant ministries, agencies, and sectors at the country and regional levels X X X X MS Design and conduct regional and coun- try-level tabletop simulation exercises (SI- MEX) from the respective countries’ PHEOC locations involving key personnel from the relevant ministries and agencies X X X X X MS Prepare corrective action plans following the exercises and revise the plan based on the findings X X X X X MS Conduct country and regional-level simula- tion exercise needs assessment involving MS of both regions X X MS and Partners Design and conduct regional and coun- try-level functional simulation exercises (SI- MEX) from the respective countries’ PHEOC locations involving key personnel from the relevant ministries and agencies X X MS Maintain and regularly update the coun- try-level database of trained and skilled PHEOC and surge personnel to support preparedness and response coordination X X X X X MS Strategic Plan for Strengthening PHEOCs in MS of Africa and Eastern Mediterranean Region 35 Objectives Activities Implementation year Responsible body162023 2024 2025 2026 2027 Monitoring and evaluation: annual review meetings, mid-term, and end-term evaluations) Prepare an annual workplan for the PHEOC based on the activities in the five-year strate- gic plan involving all the relevant stakehold- ers, including partners X X X X X MS Conduct a national Annual Review Meeting (ARM) to track the implementation of key activities of the PHEOC annual plan X X X X X MS Organize and conduct a mid-term evaluation to track the implementation progress of the PHEOC five-year strategic plan with all the relevant stakeholders at the national level X MS and Partners Revise the activity plan for the next two and a half years in the PHEOC strategic plan based on the findings from the mid-term evaluation (e.g., include the activities not implemented from the first mid-term into the next imple- mentation period) X MS and Partners Organize and conduct an end-term evalua- tion to track the implementation progress of the PHEOC five-year strategic plan with all the relevant stakeholders at the national level X MS and Partners LEVEL OF IMPLEMENTATION – REGIONAL LEVEL PHEOC Strategic Plan (2023-2027): Launch and dissemination Prepare relevant documents (brief report, PowerPoint presentations, etc.) for a work- shop with representatives of MS and partners to validate the strategic plan X Partners* Organize and conduct a workshop with representatives of MS of Africa and Eastern Mediterranean Region and key partners to review and validate the strategic plan X Partners Produce and publish a press release on the strategic plan to inform all implementing stakeholders (MS, partners, and other stake- holders) X Partners Organize round table consultative meet- ings with the key partners and donors for resource mapping to support the implemen- tation of the strategic plan X Partners Publish and disseminate the latest version of the PHEOC strategic plan (2023-2027) to all MS of the two Regions, partners, and other stakeholders X Partners Strategic Plan for Strengthening PHEOCs in MS of Africa and Eastern Mediterranean Region 36 Objectives Activities Implementation year Responsible body162023 2024 2025 2026 2027 Strengthen the com- munication technology and physical infrastructure Conduct high-level advocacy on the impor- tance of creating functional PHEOCs with Heads of State, ministries, and agencies (of- fices of the president, prime minister, MoH, national disaster management agencies, rel- evant ministries and agencies, civil society, partners, and other relevant stakeholders) X X X X Partners Conduct assessments on an annual basis to identify requirements to equip the PHEOCs with office supplies and communication technology equipment (computers/laptops, printers, scanners, internet modems, smart television sets, internet subscription fee, antivirus software) at least 15 persons per PHEOC facility X X X X Partners Prepare a resource mobilization plan to acquire resources (including logistical, finan- cial, and human) from relevant stakehold- ers, partners and donors based on the gap analysis X X X X Partners Procure or acquire the requisite communi- cation technology infrastructure and other required resources and deploy them to the PHEOCs X X X X Partners Ensure redundancy of systems in terms of continuity of operations for physical PHEOC, data backup, and technological failure including internet X X X X X Partners Develop and implement the core PHEOC policy, plans and proce- dures: legal framework, operational and functional plans, and procedures Develop regional-level SOPs to guide the development of country-level SOPs for the management of RRTs and surge personnel in the PHEOC X X Partners Organize regional-level workshops to share experiences and best practices on PHEOC op- erations and response coordination between countries X X X Partners Deploy PHEOC experts from the regional-lev- el database to MS of the two Regions to assist with the review and operationalization of the key PHEOC policy, plans and procedures X X X X X Partners Conduct monthly webinar series on PHEOC best prac-tices and case Studies X X X X X Partners Conduct regular meetings and facilitate col- laborative discussions within the Technical Working Groups (TWGs). X X X X X Member states and partners Organize Quarterly and Annual Meetings for re-viewing the regional PHEOC-Net Activity Plan X X X X X Member states and partners Strategic Plan for Strengthening PHEOCs in MS of Africa and Eastern Mediterranean Region 37 Objectives Activities Implementation year Responsible body162023 2024 2025 2026 2027 Establish information management and data standards for the PHEOC Deploy software (integrated and interop- erable) to manage PHEOC and response information X X X Partners Provide functional PHEOCs with security equipment, networks, and communication to collect, process and share information X X X X Partners Prepare and share regional-level commu- nication and information management and standard sharing SOPs and MoU guidance X X Partners Adapt/prepare regional-level standard tem- plates for preparing situational reports and disseminating them to the PHEOCs X X X Partners Adapt SOPs/user manual for the applica- tion of the software and organize training for PHEOC staff and other experts on the application and management of the various software deployed in the PHEOC X X Partners Finalize the regional PHEOC-Net website – a communication and information-sharing platform X Partners Launch the regional EOC-Net website X Partners Conduct Hands-On Training for Regional PHEOC-Net Members X X X X X Partners Strategic Plan for Strengthening PHEOCs in MS of Africa and Eastern Mediterranean Region 38 Objectives Activities Implementation year Responsible body162023 2024 2025 2026 2027 Develop capabilities of the PHEOC routine and surge staff Conduct up-to-date regional-level PHEOC routine and surge staff capacity gap analysis on PHEOC HR capacities X X X X Partners Conduct regional-level ToTs on emergen- cy management for PHEOC and/or PHEM professionals from MS of Africa and Eastern Mediterranean Region X X X X X Partners Develop/design, a web-based/online PHEOC/ IMS training platform to enable all emergen- cy management professionals from all MS to receive training to enhance their knowledge X X Partners Initiate registering/enrolment of PHEOC and surge personnel for the web-based/online PHEOC/IMS training and follow-up comple- tion of the training X X X X Partners Monitor and evaluate the implementation and achievement of the web-based PHEOC training platforms X X X X Partners Develop selection criteria to identify poten- tial academic institutions in Africa and East- ern Mediterranean Region to provide a Public Health Emergency Management Fellowship (PHEM-F) X X Partners Adapt/develop PHEM-F in the two Regions in collaboration with the identified academic institutions (adapt curriculum, course mate- rials, commence the fellowship, etc.) X X Partners and Academic insti- tutions Enrol and provide the PHEM-F to PHEOC and/ or PHEM experts in collaboration with the academic institutions in the two Regions X X X Partners and Academic insti- tutions Monitor and evaluate the implementation of the PHEM-F and revise the curriculum and approaches based on the findings X X X Partners and Academic insti- tutions Conduct regional-level simulation exercise needs assessment involving MS of both Regions X X MS and Partners Design and conduct regional-level functional simulation exercises (SIMEX) from the respec- tive countries’ PHEOC locations involving key personnel from the relevant ministries and agencies X X Partners Prepare corrective action plans following the exercises and revise the plans based on the findings X X Partners Adapt/prepare a standard database/ros- ter template for registering all trained and skilled PHEOC and surge personnel X X Partners Strategic Plan for Strengthening PHEOCs in MS of Africa and Eastern Mediterranean Region 39 Objectives Activities Implementation year Responsible body162023 2024 2025 2026 2027 Designate eight PHEOC “Centres of Excellence’’ Conduct high-level advocacy with officials and experts in MoH, relevant agencies of the selected MS, other key stakeholders, and partners X X Partners and selected MS Develop a guidance document for the PHEOC Centre of Excellence, including standards and requirements X X Partners Develop an eligibility standardized tool for establishing a PHEOC centre of excellence X Partners Review the tool with potential experts from selected MS and relevant stakeholders X Partners Conduct the selection process and identify potential entities in different countries based on the assessment tool (at least to identify two sites in the initial process/phase and similarly identify other sites in a later year) X X Partners Finalize the self-assessment and share re- ports with relevant stakeholders X X X MS Finalize the selection process and dissemi- nate the assessment report to the selected countries and other relevant stakeholders X X X Partners Validate the readiness of the sites for serving as a PHEOC centres of excellence X X Partners Prepare a resource mobilization plan to acquire the resources from MS, partners, and donors X X X X Partners and selected MS Mobilize/acquire and deploy the resources to the centres based on the gap analysis X X X Partners and selected MS Upgrade existing facilities or construct new facilities to ensure the establishment of the centres that meet expected standards and requirements X X X Partners Ensure the establishment of the centres by equipping them with the required resources and other requirements based on the set standards X X X Partners and selected MS Recruit and deploy senior PHEOC experts (both from the selected MS and regional level) to support the establishment and strengthening of the centres X X X X Partners Organize meetings to review implementation progress with all relevant stakeholders at least twice a year X X X Partners and selected MS Monitor the implementation progress of the centres of excellence X X X Partners and selected MS Evaluate the functioning of the centres of excellence as per the established standards X X X Partners and selected MS Strategic Plan for Strengthening PHEOCs in MS of Africa and Eastern Mediterranean Region 40 Objectives Activities Implementation year Responsible body162023 2024 2025 2026 2027 Monitoring and evaluation: annual review meetings, mid-term, and end-term evaluations) Organize and conduct a mid-term evaluation to track the implementation progress of the PHEOC five-year strategic plan with all the relevant stakeholders at the regional level X Partners Revise the activity plan for the next two and a half years in the PHEOC strategic plan based on the findings from the mid-term evaluation (e.g., include the activities not implemented from the first mid-term into the next imple- mentation period) X Partners Organize and conduct an end-term evalua- tion to track the implementation progress of the PHEOC five-year strategic plan with all the relevant stakeholders at the regional level X Partners Project coordination of the PHEOC strategic plan Recruit at least two full-time project coor- dinators at the regional level for overseeing and supporting the implementation of the strategic plan X X X X WHO Compile and prepare quarterly and annual progress reports based on the reports from MS and disseminate them to all stakeholders X X X X X Project coordi- nators Develop a regional-level annual progress report of the implementation of the strategic plan and ensure it is signed and disseminat- ed to MS and partners through the regional director X X X X X Project coordi-nators Prepare a paper on the key findings of the implementation of the strategic plan and publish at least two papers, each for the two Regions, in international journals X X Partners Supervise and support the implementa- tion of the strategic plan and other related activities X X X X X Project coordi-nators Note: *Includes currently: WHO, Africa CDC, WAHO, US CDC, UKHSA, BMGF and RKI. It shall be updated periodically to accommodate new partners, if necessary. Strategic Plan for Strengthening PHEOCs in MS of Africa and Eastern Mediterranean Region 41 8.2. Budget estimate for the African and Eastern Mediterranean Regions 2022–2026 Activities Total budget (Both Regions) US$ Annual budget 2023 2024 2025 2026 2027 Country-level implementation Objective : At least 90% of MS have a PHEOC facility in place equipped with information and communication technology and physical infrastructure meeting the minimum requirements. Conduct high-level advocacy on the importance of establishing functional PHEOCs with Heads of State, ministries, and agencies (offices of the president, prime minister, MoH, national disaster management agencies, relevant ministries and agencies, civil soci- ety, partners, and other relevant stakeholders) $2,380,000 $476,000 $476,000 $714,000 $333,200 - Hold regular steering committee meetings to review the PHEOC implementation and the progress of the five-year strategic plan $1,890,000 $378,000 $378,000 $567,000 $264,600 - Subtotal $4,270,000 $854,000 $854,000 $1,281,000 $597,800 $0 Objective : By 2027, at least 90% of MS in Africa and Eastern Mediterranean Region will have developed and implemented the core PHEOC policy, plans and procedures: legal framework, operational and functional plans, and procedures. Conduct workshop and complete a comprehensive mapping of existing legal mandates on public health emergency management systems and PHEOC $275,000 $275,000 $412,500 $192,500 - $275,000 Conduct workshop to adapt and/ or amend a legal framework for operationalization of the PHEOC, in line with existing national disaster/emergency management act/policy $275,000 $275,000 $412,500 $192,500 - $275,000 Conduct sensitization workshop on the PHEOC legal framework to leadership, experts of key sectors and partners $476,000 $476,000 $714,000 $333,200 - $476,000 Conduct workshop to adapt a handbook/plan for the PHEOC Operations and Management $275,000 $275,000 $412,500 $192,500 - $275,000 Conduct workshops to adapt/ prepare programmes/plans for the management of PHEOC and emergency management training and exercises $275,000 $275,000 $412,500 $192,500 - $275,000 Conduct workshop to adapt/ prepare country-level SOPs for management of RRTs and surge personnel in the PHEOC - $825,000 $880,000 - - - Conduct workshop to prepare SOP/guide for financial manage- ment within the PHEOC - $825,000 $880,000 - - - Conduct workshops to validate the key PHEOC policy, plans and procedures (handbook/plan and procedures) $385,000 $385,000 $577,500 $269,500 - $385,000 Strategic Plan for Strengthening PHEOCs in MS of Africa and Eastern Mediterranean Region 42 Activities Total budget (Both Regions) US$ Annual budget 2023 2024 2025 2026 2027 Conduct workshops on the key PHEOC policy, plans and proce- dures to raise awareness of the leadership and experts from MoH, relevant agencies, sectors, and partners $476,000 $1,190,000 $1,285,200 - - $476,000 Conduct training on the validated PHEOC policy, plans and proce- dures for the PHEOC and surge personnel $770,000 $770,000 $1,155,000 $539,000 - $770,000 Subtotal $3,207,000 $5,571,000 $7,141,700 $1,911,700 $0 $3,207,000 Objective : By 2027, at least 90% of PHEOCs in MS of Africa and Eastern Mediterranean Region will have the information management and sharing platform(s) containing the minimum data required. Conduct a consultative workshop to map the existing information management and sharing plat- forms to collect, process, display and communicate data from and to the PHEOC $1,025,000 $205,000 $205,000 $307,500 $143,500 - Convene a workshop to map data sources and requirements for the PHEOC $1,025,000 $205,000 $205,000 $307,500 $143,500 - Conduct a workshop to develop an interoperability platform for exchanging information between the various existing information systems $1,375,000 $275,000 $275,000 $412,500 $192,500 - Conduct a workshop to prepare/ adapt and implement SOPs and MoU to establish communication, coordination and information management and sharing mech- anisms between the concerned stakeholders $1,375,000 $275,000 $275,000 $412,500 $192,500 - Provide training on the application and management of the soft- ware to PHEOC staff and relevant experts $3,850,000 $770,000 $770,000 $1,155,000 $539,000 - Subtotal $8,650,000 $1,730,000 $1,730,000 $2,595,000 $1,211,000 $0 Objective : Develop and/or strengthen the capabilities of the PHEOC workforce (routine and surge staff) to support pre- paredness and response coordination in at least 90% of MS in Africa and Eastern Mediterranean Region by 2027. Conduct high-level advocacy in the presence of top leadership from the MoH and other relevant agencies on the importance of assigning permanent and qualified staff to run the PHEOC’s day-to-day preparedness activities $3,284,400 $476,000 $952,000 $952,000 $904,400 - Prepare a strategy for staff reten- tion with a focus on maintaining the skilled and routine PHEOC staff $1,897,500 $275,000 $550,000 $550,000 $522,500 - Cascade/provide the regional IMS and emergency management training at the country level in both Regions $16,663,500 $2,415,000 $4,830,000 $4,830,000 $4,588,500 - Provide high-level PHEOC opera- tions and IMS training to cen- tral-level leadership and mid-level managers $5,313,000 $770,000 $1,540,000 $1,540,000 $1,463,000 - Strategic Plan for Strengthening PHEOCs in MS of Africa and Eastern Mediterranean Region 43 Activities Total budget (Both Regions) US$ Annual budget 2023 2024 2025 2026 2027 Conduct simulation exercise needs assessment involving relevant ministries, agencies, and sectors at the country level $745,200 $108,000 $216,000 $216,000 $205,200 - Design and conduct country-level tabletop simulation exercises (SI- MEX) involving key personnel from the concerned stakeholders $3,284,400 $476,000 $952,000 $952,000 $904,400 - Design and conduct country-level functional simulation exercises (SI- MEX) involving key personnel from the concerned stakeholders $3,960,600 - $1,980,300 - $1,980,300 - Subtotal $35,148,600 $4,520,000 $11,020,300 $9,040,000 $10,568,300 $0 Objective : Evaluate the implementation of the key activities in the strategic plan: conduct mid-term and end-term evalua- tions Convene a national annual review meeting (ARM) to track the imple- mentation of key activities of the PHEOC annual plan 4,105,500 821,100 821,100 821,100 821,100 821,100 Organize and conduct a mid-term evaluation to track the imple- mentation progress of the PHEOC five-year strategic plan with all the relevant stakeholders at the national level 2,656,500 - - 2,656,500 - - Organize and conduct an end-term evaluation to track the imple- mentation progress of the PHEOC five-year strategic plan with all the relevant stakeholders at the national level 2,656,500 - - - - 2,656,500 Subtotal $9,418,500 $821,100 $821,100 $3,477,600 $821,100 $3,477,600 TOTAL $76,272,100 $11,132,100 $19,996,400 $23,535,300 $15,109,900 $3,477,600 Contingency (15%) $11,440,815 $1,669,815 $2,999,460 $3,530,295 $2,266,485 $521,640 GRAND TOTAL $87,712,915 $12,801,915 $22,995,860 $27,065,595 $17,376,385 $3,999,240 Strategic Plan for Strengthening PHEOCs in MS of Africa and Eastern Mediterranean Region 44 Activities Total budget (Both Regs.) US$ Annual budget 2023 2024 2025 2026 2027 Regional level implementation Objective : Ensure that at least 90% of MS in Africa and Eastern Mediterranean Region have a PHEOC facility equipped with information, communication technology and physical infrastructure that meet the minimum requirements by 2027. Conduct high-level advocacy on the importance of establishing functional PHEOCs with Heads of State, ministries, and agen- cies (offices of the president, prime minister, MoH, national disaster management agencies, relevant ministries and agen- cies, civil society, partners, and other relevant stakeholders) $595,000 $148,750 $148,750 $148,750 $148,750 - Conduct assessments on an annual basis to identify require- ments to equip the PHEOCs with office supplies and communi- cation technology equipment (computers/laptops, printers, scanners, internet modems, smart television sets, internet subscription fee, antivirus software) at least 15 persons per PHEOC facility $10,050 $3,350 $3,350 $3,350 - - Subtotal $605,050 $152,100 $152,100 $152,100 $148,750 $0 Objective : By 2027, at least 90% of MS in Africa and Eastern Mediterranean Region will have developed and implemented the core PHEOC policy, plans and procedures: legal framework, operational and functional plans, and procedures. Develop regional-level standard operating procedures (SOPs) to guide the development of country-level SOPs for the management of RRTs and surge personnel in the PHEOC $106,250 - $106,250 - - - Organize regional-level work- shops to share experiences and best practices on PHEOC opera- tions and response coordination between countries $446,250 - $148,750 $148,750 $148,750 - Subtotal $552,500 $0 $255,000 $148,750 $148,750 $0 Objective : By 2027, at least 90% of PHEOCs in MS of Africa and Eastern Mediterranean Region will have the information management and sharing platform(s) containing the minimum data required. Prepare and share regional-level communication and informa- tion management and standard sharing SOPs and MoU $106,250 $53,125 $53,125 - - - Adapt SOPs/user manual for the application of the software and prepare training materials to train PHEOC staff $106,250 $53,125 $53,125 - - - Subtotal $212,500 $106,250 $106,250 $0 $0 $0 Objective : Develop and/or strengthen the capabilities of the PHEOC workforce (routine and surge staff) to support pre- paredness and response coordination in at least 90% of MS in Africa and Eastern Mediterranean Region by 2027. Conduct regional-level ToT on IMS and emergency manage- ment for 200 PHEOC and/or PHEM professionals from MS of Africa and Eastern Mediterra- nean Region $1,750,000 $350,000 $350,000 $350,000 $350,000 $350,000 Strategic Plan for Strengthening PHEOCs in MS of Africa and Eastern Mediterranean Region 45 Activities Total budget (Both Regs.) US$ Annual budget 2023 2024 2025 2026 2027 Develop/design, a web-based/ online PHEOC/IMS training platform to enable all emergen- cy management professionals from all MS of both Regions to receive the training to enhance their knowledge $318,750 $159,375 $159,375 - - - Develop selection criteria to identify potential academic institutions in Africa and Eastern Mediterranean Region to pro- vide a Public Health Emergen- cy Management Fellowship (PHEM-F) $106,250 $53,125 $53,125 - - - Adapt/develop PHEM-F in the two Regions in collaboration with the identified academic institutions (adapt curriculum, course materials, commence the fellowship, etc.) $318,750 $159,375 $159,375 - - - Enrol and provide the PHEM-F to 250 PHEOC and/or PHEM experts (two fellowship programmes a year) in col- laboration with the academic institutions in the two Regions $20,750,000 - - $6,916,667 $6,916,667 $6,916,667 Subtotal $23,243,750 $721,875 $721,875 $7,266,667 $7,266,667 $7,266,667 Objective : Designate eight PHEOC “Centres of Excellence’’ in selected Member States in the WHO African and Eastern Mediterranean Regions by the end of 2027. Develop a guidance document for the PHEOC Centre of Excel- lence, including standards and requirements $212,500 $106,250 $106,250 - - - Develop a site selection stan- dardized tool for establishing a PHEOC centre of excellence $106,250 - $106,250 - - - Finalize the selection process and disseminate the assess- ment report to the selected countries and other relevant stakeholders $297,500 - $99,167 $99,167 $99,167 - Conduct high-level advocacy with officials and experts in MoH, relevant agencies of the selected MS, other key stake- holders, and partners $595,000 - $297,500 $297,500 - - Organize meetings to review implementation progress with all relevant stakeholders at least twice a year $1,487,500 - - $495,833 $495,833 $495,833 Subtotal $2,698,750 $106,250 $609,167 $892,500 $595,000 $495,833 Objective : Evaluate the implementation of the key activities in the strategic plan: conduct mid-term and end-term evalu- ations Organize and conduct a mid- term evaluation to track the implementation progress of the PHEOC five-year strategic plan with all the relevant stakehold- ers at the regional level $297,500 - - $297,500 $0 $0 Strategic Plan for Strengthening PHEOCs in MS of Africa and Eastern Mediterranean Region 46 Activities Total budget (Both Regs.) US$ Annual budget 2023 2024 2025 2026 2027 Organize and conduct an end- term evaluation to track the implementation progress of the PHEOC five-year strategic plan with all the relevant stakehold- ers at the regional level $297,500 - - - - $297,500 Organize workshops to dissem- inate the findings of the mid- term and end-term evaluations of the PHEOC five-year strategic plan involving the relevant stakeholders $595,000 - - $297,500 - $297,500 Subtotal $1,190,000 $0 $0 $595,000 $0 $595,000 TOTAL $28,502,550 $1,086,475 $1,844,392 $9,055,017 $8,159,167 $8,357,500 Contingency (15%) $4,275,383 $162,971 $276,659 $1,358,253 $1,223,875 $1,253,625 GRAND TOTAL $32,777,933 $1,249,446 $2,121,050 $10,413,269 $9,383,042 $9,611,125 Strategic Plan for Strengthening PHEOCs in MS of Africa and Eastern Mediterranean Region 47 Activities Total budget US$ Annual budget 2023 2024 2025 2026 2027 Ensure that at least 90% of MS in Africa and Eastern Mediterranean Region have a PHEOC facility in place equipped with information, communication technology and physical infrastructure that meets the minimum requirements by 2027. Recruit and deploy experts to assist MS with the selec- tion process and setting up of the PHEOC facility $1,050,000 - $350,000 $350,000 $350,000 - Subtotal $1,050,000 $0 $350,000 $350,000 $350,000 $0 By 2027, at least 90% of MS in Africa and Eastern Mediterranean Region will have developed and implemented the core PHEOC policy, plans and procedures: legal framework, operational and functional plans, and procedures. Deploy PHEOC experts from the regional-level database to MS of the two Regions to assist with the review and operationalization of the key PHEOC policy, plans and procedures 1 554 000 296 000 370 000 370 000 259 000 259 000 Subtotal 1 554 000 296 000 370 000 370 000 259 000 259 000 By 2027, at least 90% of PHEOCs in MS of Africa and Eastern Mediterranean Region will have the information manage- ment and sharing platform(s) containing the minimum data required. Deploy experts to MS of the two Regions to assist with the software installation and training on the applica- tion of the software 546 000 136 500 136 500 136 500 136 500 - Subtotal 546 000 136 500 136 500 136 500 136 500 0 Develop and/or strengthen the capabilities of the PHEOC workforce (routine and surge staff) to support preparedness and response coordination in at least 90% of MS in Africa and Eastern Mediterranean Region by 2027. Recruit expert(s) to support adapting/developing PHEM-F in collaboration with the identified academ- ic institutions (adapt cur- riculum, course materials, commence the fellowship, etc.) 74 000 37 000 37 000 - - - Recruit and deploy experts to MS to support capacity development activities (training, mentorship, etc.) 546 000 136 500 136 500 136 500 136 500 - Recruit experts to support the design and conduct of regional-level functional simulation exercises (SI- MEX) involving key person- nel from the concerned stakeholders of all MS of the two Regions 52 000 - 26 000 - 26 000 - Subtotal 672 000 173 500 199 500 136 500 162 500 0 Designate eight PHEOC “Centres of Excellence’’ in selected Member States in the WHO African and Eastern Mediterra- nean Regions by the end of 2027. Recruit an expert to support the development of a guidance document for the PHEOC Centre of Excel- lence, including standards and requirements 13 000 6 500 6 500 - - - Strategic Plan for Strengthening PHEOCs in MS of Africa and Eastern Mediterranean Region 48 Activities Total budget US$ Annual budget 2023 2024 2025 2026 2027 Deploy PHEOC experts or consultants to support the establishment of PHEOC “Centres of Excellence” or state of the art PHEOCs in identified sites/MS in the two Regions 296 000 - 74 000 74 000 74 000 74 000 Subtotal 309 000 6 500 80 500 74 000 74 000 74 000 Evaluate the implementation of the key activities in the strategic plan: conduct mid-term and end-term evaluations . Recruit consultants to organize and conduct regional-level mid-term evaluations to track the implementation progress of the PHEOC five-year strategic plan 26 000 - - 26 000 - - Recruit consultants to organize and conduct regional-level end-term evaluations to track the implementation progress of the PHEOC five-year strategic plan 26 000 - - - - 26 000 Subtotal 52 000 0 0 26 000 0 26 000 TOTAL $4,183,000 $612,500 $1,136,500 $1,093,000 $982,000 $359,000 Contingency (15%) $627,450 $91,875 $170,475 $163,950 $147,300 $53,850 GRAND TOTAL $627,450 $91,875 $170,475 $163,950 $147,300 $53,850 Strategic Plan for Strengthening PHEOCs in MS of Africa and Eastern Mediterranean Region 49 Objectives Total budget Annual budget 2023 2024 2025 2026 2027 Ensure that at least 90% of MS in Africa and Eastern Mediterranean Region have a PHEOC facility in place equipped with information, communication technology and physical infrastructure that meets the minimum requirements by 2027. Equip the PHEOCs with of- fice supplies and communi- cation technology equip- ment (computers/laptops, printers, scanners, internet modems, smart television sets, internet subscription fee, antivirus software) for at least 15 persons per PHEOC facility based on the assessment findings $24,850,000 $0 $8,283,333 $8,283,333 $8,283,333 $0 Subtotal 24,850,000 - 8,283,333 8,283,333 8,283,333 - By 2027, at least 90% of PHEOCs in MS of Africa and Eastern Mediterranean Region will have the information manage- ment and sharing platform(s) containing the minimum data required. Provide functional PHEOCs with security equipment and networks and commu- nication to collect, process and share information 138 000 0 46 000 46 000 46 000 $0 Subtotal 138 000 - 46 000 46 000 46 000 - Designate eight PHEOC “Centres of Excellence’’ in selected Member States in the WHO African and Eastern Mediterranean Regions by the end of 2027. Support upgrading/renova- tion of facilities to establish PHEOC “Centres of Excel- lence” 16 000 000 0 5 333 333 5 333 333 5 333 333 0 Procure office supplies and ICT equipment for the Centres of Excellence 8 000 000 0 2 666 667 2 666 667 2 666 667 0 Subtotal 24 000 000 0 8 000 000 8 000 000 8 000 000 0 TOTAL 48,988,000 - 16,329,333 16,329,333 16,329,333 - Contingency (15%) $7,348,200 $0 $2,449,400 $2,449,400 $2,449,400 $0 GRAND TOTAL 56,336,200 - 18,778,733 18,778,733 18,778,733 - Strategic Plan for Strengthening PHEOCs in MS of Africa and Eastern Mediterranean Region 50 8.3. Performance measures for the African and Eastern Mediterranean Regions 2022–2026 PHEOC core component Indicators/ Performance measures Indicator definitions / Calculations End target (both) End target (Africa) End target (Eastern Med.) Annual target (both) Source of data Frequency of data collection 2023 2024 2025 2026 2027 PHEOC legal frame- works, plans and procedures Proportion of PHEOCs that completed a comprehen- sive mapping of existing le- gal mandates Total number of PHEOCs that completed a comprehen- sive mapping of legal mandates of PHEOCs 90% 90% 90% 50% 75% 90% Mapping docu- ment Quarterly Proportion of MS that prepared and/ or amended a legal instru- ment for the operational- ization of the PHEOC Total number of MS that adopted and/ or amended legal instru- ments for operational- ization of the PHEOC 90% 90% 90% 45% 65% 90% Legal instru- ment Quarterly Proportion of PHEOCs that enacted a legal instru- ment for the operational- ization of the PHEOC Total number of PHEOCs that enacted a legal instru- ment for the operation- alization of the PHEOC/ Total number of PHEOCs expected to enact the PHEOC legal instrument 90% 90% 90% 40% 55% 70% 90% Legal instru- ment Quarterly Proportion of PHEOCs that adapted a handbook/ plan for PHEOC op- erations and Management Total number of PHEOCs that adapted a handbook/ plan for their operations and manage- ment 90% 90% 90% 50% 75% 90% Hand- book / guide- line Quarterly Proportion of PHEOCs that implemented a handbook/ plan for PHEOC op- erations and management Total number of PHEOCs that implemented a PHEOC op- erations and management handbook/ Total number of PHEOCs expected to implement a PHEOC hand- book for their operations and manage- ment 90% 90% 90% 50% 60% 75% 90% Hand- book / guide- line Quarterly Strategic Plan for Strengthening PHEOCs in MS of Africa and Eastern Mediterranean Region 51 PHEOC core component Indicators/ Performance measures Indicator definitions / Calculations End target (both) End target (Africa) End target (Eastern Med.) Annual target (both) Source of data Frequency of data collection 2023 2024 2025 2026 2027 Proportion of PHEOCs that developed a multihazard national re- sponse plan Number of PHEOCs that developed multihazard national re- sponse plan/ Total number of PHEOCs expected to develop a multihazard national re- sponse plan 90% 90% 90% 50% 60% 70% 90% Re- sponse plans Quarterly Number of regional-level generic SOPs developed for the manage- ment of RRTs and surge personnel in the PHEOC Number of regional-level generic SOPs developed/ Total number of SOPs planned for the manage- ment of RRTs and surge personnel in the PHEOC 1 1 1 1 SOP Once Proportion of PHEOCs that developed SOPs for the management of RRTs and surge person- nel Number of MS that developed SOPs/Total number of MS that planned to develop SOPs for the management of RRTs and surge per- sonnel in the PHEOC 90% 90% 90% 60% 90% SOP Annually Proportion of PHEOCs that developed training and exercise guides Number of PHEOCs that developed training and exercise guides/total number of PHEOCs expected to develop their training and exercise guides 90% 90% 90% 50% 65% 75% 90% Activa- tion / AAR reports Annually Proportion of PHEOCs that validated the key de- veloped core PHEOC policy, plans and procedures (handbook/ plan and related proce- dures) Number of validated key PHEOC policy, plans and proce- dures (legal document, handbook, and guides)/ total number of key PHEOC policy, plans and procedures expected to be validated 90% 90% 90% 50% 60% 75% 90% Work- shop reports Annually Strategic Plan for Strengthening PHEOCs in MS of Africa and Eastern Mediterranean Region 52 PHEOC core component Indicators/ Performance measures Indicator definitions / Calculations End target (both) End target (Africa) End target (Eastern Med.) Annual target (both) Source of data Frequency of data collection 2023 2024 2025 2026 2027 Proportion of PHEOCs that applied stan- dard response structure/ the IMS to coordinate emergency management Number of PHEOCs that applied IMS to coordinate responses/ total number of PHEOCs expected to apply standard response structure/IMS to coordinate emergency response operations 90% 90% 90% 55% 65% 75% 90% Activa- tion / AAR reports Annually Number of PHEOC experts de- ployed from regional lev- els to assist MS with the review and operational- ization of key PHEOC policy, plans and procedures The number of MS that received PHEOC ex- perts from re- gional level/ total number of MS that planned to receive PHEOC experts from regional level offices 42 26 16 8 18 28 35 42 Deploy- ment mission reports Annually Human resources, training, and exercise Proportion of PHEOCs that have assigned themselves minimum expected routine staff Number of PHEOCs that have assigned the minimum expected rou- tine staff for day-to-day preparedness activities/ total number of active PHEOCs 100% 100% 100% 55% 65% 75% 100% Annual Perform. Report Annually Proportion of PHEOCs with a regular training programme to train their staff and surge staff Number of PHEOCs with regular training programme/ total number of PHEOCs expected to develop a regular training programme to train their staff and surge staff based on the gap analysis 80% 80% 80% 40% 50% 60% 80% Reports /Atten- dance Annually Proportion of PHEOCs with trained staff on PHEOC operations and IMS Number of PHEOCs with trained staff on PHEOC operations and IMS/total number of PHEOCs with routine staff 100% 100% 100% 45% 55% 70% 100% Reports /Atten- dance Annually Strategic Plan for Strengthening PHEOCs in MS of Africa and Eastern Mediterranean Region 53 PHEOC core component Indicators/ Performance measures Indicator definitions / Calculations End target (both) End target (Africa) End target (Eastern Med.) Annual target (both) Source of data Frequency of data collection 2023 2024 2025 2026 2027 Number of professionals that received regional-lev- el ToT on PHEOC and emergency management The number of profes- sionals that received regional-lev- el ToT on PHEOC and emergency management from MS of the two Regions 200 115 85 50 50 50 50 Reports /Atten- dance Annually Proportion of MS that have trained surge capacity to support response operations Number of MS that have trained surge capacity/to- tal number of MS expected to have trained surge capacity 90% 90% 90% 40% 55% 70% 85% 90% Data- base / Training reports Annually Number of web-based PHEOC learn- ing platforms developed, designed, and initiated The number of web based PHEOC learn- ing platforms developed, designed, and initiated to enhance the capacity of emergency management personnel in both Regions 1 1 1 1 Docu-ment Once Proportion of PHEOC and surge person- nel who com- pleted the online PHEOC training Number of personnel who complet- ed the online PHEOC training/total number of personnel expected to enrol and complete the online PHEOC training 95% 95% 95% 70% 80% 90% 95% Data-base Annually Number of PHEM Fellow- ships that are adapted and initiated The number of PHEM Fellowship programmes adapted/ developed, designed, and initiated in collabo- ration with academic institutions to build the capacity of PHEOC and PHEOC ex- perts in both Regions 1 1 1 1 Docu- ment/ Status report Once Strategic Plan for Strengthening PHEOCs in MS of Africa and Eastern Mediterranean Region 54 PHEOC core component Indicators/ Performance measures Indicator definitions / Calculations End target (both) End target (Africa) End target (Eastern Med.) Annual target (both) Source of data Frequency of data collection 2023 2024 2025 2026 2027 Number of PHEOC and PHEM experts enrolled and who com- pleted the PHEM-F from prioritized MS of the two Regions The number of PHEOC and PHEM experts en- rolled in the PHEM-F from prioritized MS of the two Regions in collaboration with the identified academic institutions 250 150 100 40 60 75 75 Fellow- ship reports Annually Proportion of PHEOCs that conducted a minimum of one tabletop SIMEX per year and prepared cor- rective action plans The total number of PHEOCs that conducted a minimum of one tabletop simulation exercise per year and prepared corrective ac- tion plans for each SIMEX 100% 100% 100% 100% 100% 100% 100% 100% AAR reports Annually Number of regional-level functional simulation exercises conducted Number of regional-level functional exercises or- ganized and conducted 4 2 2 2 2 AAR reports Once Proportion of PHEOCs that conducted at least one functional SIMEX every two years Number of PHEOCs conducted at least one functional exercise and produced reports/ total number of PHEOCs expected to conduct at least one functional exercise and produce reports 90% 90% 90% 50% 90% AAR reports Once Proportion of PHEOCs that maintained and regularly updated the national database of trained and skilled PHEOCs and surge person- nel Total number of PHEOCs that main- tained and regularly updated the national database of trained and skilled PHEOCs and surge personnel 100% 100% 100% 100% 100% 100% 100% 100% Data- base / Roster Annually Strategic Plan for Strengthening PHEOCs in MS of Africa and Eastern Mediterranean Region 55 PHEOC core component Indicators/ Performance measures Indicator definitions / Calculations End target (both) End target (Africa) End target (Eastern Med.) Annual target (both) Source of data Frequency of data collection 2023 2024 2025 2026 2027 Information manage- ment and data stan- dards Proportion of PHEOCs that implement- ed digital/ software solutions to manage PHEOC data and informa- tion The total number of PHEOCs that implemented software to manage data and informa- tion 90% 90% 90% 60% 70% 80% 90% Report /Soft- ware Quarterly Proportion of PHEOCs that established communica- tion, coordi- nation and information management and sharing mechanisms between concerned bodies The total number of PHEOCs that established communi- cation and information management and sharing mechanisms between the key concerned bodies 90% 90% 90% 60% 70% 80% 90% Protocol /SOP Quarterly Proportion of PHEOCs that developed the capacity to produce situational reports and information products Total number of PHEOCs that developed capacities to produce situational reports 90% 90% 90% 60% 75% 90% SITREPs /AAR reports/ IAR reports Annually Communi- cation tech- nology and Physical infrastruc- ture Proportion of MS with designat- ed PHEOC facilities (permanent, multipurpose, temporary) per require- ment Number of MS that have designated PHEOC facility per the standard/ total number of MS expect- ed to have a designated PHEOC facility (permanent, multipur- pose, tempo- rary) per the standard 90% 90% 90% 55% 65% 75% 90% Annual Perform. /Assess- ment reports Annually Proportion of PHEOCs equipped with office supplies (chairs, desks, etc.) for the workstations Total number of PHEOCs that are equipped with office supplies (chairs, desks, etc.) for the work- stations 90% 90% 90% 55% 65% 75% 90% Annual Perform. /Assess- ment reports Annually Proportion of PHEOCs that have internet connectiv- ity for all workstations and meeting rooms Total number of PHEOCs that have internet connectiv- ity for all workstations and meeting rooms 90% 90% 90% 55% 65% 75% 90% Annual Perform. /Assess- ment reports Quarterly Strategic Plan for Strengthening PHEOCs in MS of Africa and Eastern Mediterranean Region 56 PHEOC core component Indicators/ Performance measures Indicator definitions / Calculations End target (both) End target (Africa) End target (Eastern Med.) Annual target (both) Source of data Frequency of data collection 2023 2024 2025 2026 2027 Proportions of PHEOCs that can conduct tele- conferences Total number of PHEOCs that can conduct tele- conferences 90% 90% 90% 55% 65% 75% 90% Annual Perform. /Assess- ment reports Quarterly Proportion of MS with designated PHEOCs that have identi- fied alternate PHEOC locations per standard Total number of MS with designated PHEOCs that have identi- fied alternate PHEOC locations per standard 100% 100% 100% 60% 75% 90% 100% Annual Perform. /Assess- ment reports Annually PHEOC “Centres of Excellence” Number of guidance documents developed defining the standards and requirements for the PHEOC “Centres of Excellence” at the regional level Number of guidance documents developed for PHEOC “Centres of Excellence” 1 1 1 1 Guid- ance docu- ment Once Number of site selection standardized tools devel- oped Number of site selection standard- ized tools developed to identify po- tential sites 1 1 1 1 Tool Once Proportion of requirements mobilized and supplied for the “Centres of Excellence” Total number of centres supplied with the require- ments 100% 100% 100% 33% 65% 100% Status report / Obser- vation Quarterly Number of “Centres of Excellence” or “state of the art” PHEOCs that are es- tablished and functional based on the requirements The number of centres established in the two Regions/ total number of centres expected to be estab- lished in both Regions 8 5 3 2 6 8 Status report Annually Project monitoring and evalua- tion Number of annual review meetings conducted Number of PHEOC an- nual review meetings conducted/ total number of PHEOC an- nual review meetings planned 69 47 22 69 69 69 69 69 ARM reports Annually Number of external mid-term evaluations conducted Number of external mid-term evaluations conducted/ total number of external mid-term evaluations planned 2 1 1 2 Evalu- ation reports Twice Strategic Plan for Strengthening PHEOCs in MS of Africa and Eastern Mediterranean Region 57 PHEOC core component Indicators/ Performance measures Indicator definitions / Calculations End target (both) End target (Africa) End target (Eastern Med.) Annual target (both) Source of data Frequency of data collection 2023 2024 2025 2026 2027 Number of external end-term evaluations conducted Number of external end-term evaluations conducted/ total number of external end-term evaluations planned 2 1 1 2 Evalu- ation reports Twice Number of project managers/ consultants recruited Number of project managers or consultants recruited/ Total number of project managers/ consultants planned 2 1 1 2 2 2 2 2 HR reports Annually Number of regional-level annual prog- ress reports prepared and disseminated Number of regional-level annual prog- ress reports prepared and dissemi- nated/total number of regional-lev- el annual progress re- ports whose preparation and dissem- ination are planned 10 5 5 2 2 2 2 2 Progress reports Annually NB: 1. The percentages shown in the annual plan are cumulative, that is, adding each year’s perfor- mance to the previous year’s performance. 2. The numbers shown in the annual plan are the actual plan for each year. Strategic Plan for Strengthening PHEOCs in MS of Africa and Eastern Mediterranean Region 58 8.4. Workshop participants, African and Eastern Mediterranean Regions, March and April 2022 8.4.1. Participants from the African Region, March 2022 S. No Name (Original Name) Country Organization Email 1 Abdoulaye Bousso Senegal WHO - EMRO layebousso@yahoo.fr 2 Abdoulaye Diaw Senegal Ministére de la santé et de l'action sociale layejaw@yahoo.fr 3 ABOUBACAR Saïd Anli Comores Ministére de la Santé, de la Solidarité , de la Protection sociale et de la Pro- motion du Genre sgs@sante.gouv.km 4 Aboubakar Gandou iaboubakargandou@yahoo.fr 5 Aboubakar Krouman kaboubakar@inhp.ci 6 Abraham W. Nyenswah Liberia National Public Health Institute nyenswahwlah@gmail.com 7 Abrham Lilay Gebrewahid Regional Office-AFR World Health Organization lilayabrish@yahoo.com 8 Agostinho Lutumba Angola Ministry of Public Health agostinho.lutumba@gmail.com 9 Ahmadou Boly Mali Public Health Emergency Operation Department ahmadouboly@hotmail.fr 10 Aissata Mahamadou Sidibe Mali Public Health Operation Centre a.m.sidibe@outlook.com 11 Ajoy Nundoochan nundoochana@who.int 12 Aklagba Kuawo Kuassi Togo WHO kuassik@who.int 13 Alain Mbongo alainmbongo@yahoo.fr 14 Alanna Brown sjy4@cdc.gov 15 Alexandre Bili South Sudan World Health Organization bilia@who.int 16 Alexis Niyomwungere Burundi World Health Organization niyomwungerea@who.int 17 Ali Abdullah Regional Office-EMR World Health Organization abdullahal@who.int 18 Alioune Badara Ly Senegal Health Emergency Operations Centre ably@cousenegal.sn 19 Alioune Ibnou Abytalib adiouf@who.int 20 Amadou Woury Jallow The Gambia PHEOC/IDSR - Ministry of Health amadou.jallow@gmail.com 21 Ambroise Ané anea@who.int 22 Andrew Charles Sierra Leone DHSE/ MoHS andr.charles1990@gmail.com 23 Andrianarisaina Benalisoa nalikati55@gmail.com 24 Anita Kisakye Uganda National Public Health Emergency Operations Centre anitakisakye4@gmail.com 25 Ariane Halm Germany Robert Koch Institute (RKI) halma@rki.de 26 Armel Boubindji boubindjia@who.int 27 Arsene Daizo Tchad OMS daizoa@who.int 28 Arthur Lamina Rakotonja-nabelo Congo WCO rakotonl@who.int 29 Aubin Ngbeadego ngbeadegoa@gmail.com 30 Azumah Abdul-Tawab Ghana PHEOC Manager-Ghana Health Service azumahabdultawab@gmail.com Strategic Plan for Strengthening PHEOCs in MS of Africa and Eastern Mediterranean Region 59 S. No Name (Original Name) Country Organization Email 31 Ba Mady Senegal World Health Organization mba@who.int 32 Bah Ives Kouadio kouadiob@who.int 33 Baholy Rasaona barasaona@gmail.com 34 Bakissy Pina S. Tomé e Príncipe Ministry of Public Health costapina31@gmail.com 35 Bayong Kyeng Mirabelle Cameroon Ministry of Public Health-DLMEP CAFETP bayongbelle@gmail.com 36 Benjamin atipobenjamin65@gmail.com 37 Bintou Konate bintouk@who.int 38 Bisimwa Mirindi ruhanamirindib@who.int 39 Bizimana Jean Claude Burundi COUSP(Centre des Opérations d'Ur-gence de Santé Publique) claudebizi@gmail.com 40 Bodje Valentin Bodje Côte d'Ivoire COUSP(Centre des Opérations d'Ur- gence de Santé Publique) Abidjan, Côte d'Ivoire bobodje@yahoo.fr 41 Brice Wilfried Bicaba Burkina Faso Centre des opérations de réponse aux urgences sanitaires/Ministère de la santé bicaba_brico@yahoo.fr 42 Camille Peneau Algeria WHO Country Office peneauc@who.int 43 Chamssoudine chamssoudinemoh@gmail.com 44 CHERIF Djibril Côte d'Ivoire COUSP_Institut National d'Hygiène Publique bekansy_1@yahoo.fr 45 Chimwemwe Waya Headquarters wayachimwemwe@gmail.com 46 Christophe Mwaluka mwaluka27@gmail.com 47 Claudette Amuzu Sierra Leone World Health Orgnanization amuzuc@who.int 48 Clement Glele Kakaï Benin World Health Organization glelec@who.int 49 Daouda COULIBALY Côte d'Ivoire Institut National d'Hygiene Publique_COUSP daocoul@yahoo.fr 50 Devanand Moonasar South Africa WHO Country Office moonasard@who.int 51 Diba Dulacha dibad@who.int 52 Didier Tambwe tambwed@who.int 53 Dissia Fittouin Tchad Centre des Opérations d'Urgence de Santé Publique akdissia@gmail.com 54 Djamaldine Mohamed Sambi Comores Directeur Régional de la Santé de Mohéli djamalsambi@yahoo.fr 55 Djimrassengar Honore Tchad WHO Country Office djimrassengarh@who.int 56 Domingos Guihole Mozambique PHEOC, Ministry of Health 57 Edson Katushabe katushabeed@who.int 58 Efrem Mengisteab Eritrea Ministry of Health efremmeng@gmail.com 59 El Habib Ben Alifeni Union des Comores Directeur regional de la santé Anjouan elhabibbenalifeni@yahoo.fr Strategic Plan for Strengthening PHEOCs in MS of Africa and Eastern Mediterranean Region 60 S. No Name (Original Name) Country Organization Email 60 Elhadji IBRAHIM Tassiou Niger Direction de la Surveillance et de la Riposte aux Epidémies doumakwawa@gmail.com 61 Elhadji Mamadou Mbengue Senegal IT Manager HEOC (Senegal) mmbengue@cousenegal.sn 62 Elizabeth Mgamb Eritrea WHO Country Office mgambe@who.int 63 Elkhalil Cheikh Sidiya Mauritania National Public Health Emergency Operations Centre elkhalilishagh@yahoo.fr 64 Emily Collard UK UK Health Security Agency emily.collard@ukhsa.gov.uk 65 Emily Rosenfeld USA US Centers for Disease Control yhc5@cdc.gov 66 Emma Basimaki Tanzania World Health Organization (WHO) ebasimaki84@gmail.com 67 Emmanuel Douba Epee doubaem@who.int 68 Emmanuel Maurice Ochien Uganda Epidemiologist WHO Uganda ochienm@who.int 69 Emmanuel Okunga Kenya Ministry of Health-IDSR/ Epidemiol-ogist okungae2012@gmail.com 70 Emmy-Else Ndevaetela Namibia Ministry of Health and Social Services emmy-else.ndevaetela@mhss.gov.na 71 Ernest Dabire Regional Office-AFR World Health Organization (WHO) dabireer@who.int 72 Ernest Kalthan kalthanernest@yahoo.fr 73 Eusebio Manuel Angola Surveillance/IDSR Ministry of Health nbembamo@gmail.com 74 Faraja Msemwa msemwaf@who.int 75 Felix Ocom Uganda National Public Health Emergency Operations Centre felixocom@gmail.com 76 Ferdinand Gnansounou Délicat Gabon Ministry of Health fcgnansounou@gmail.com 77 Fidiniaina Mamy fidyrfm@yahoo.fr 78 Firmin Kusasamana firminmwatha@yahoo.fr 79 Flavia Semedo Cabo Verde World Health Organization (WHO) semedof@who.int 80 Gabriel Joseph Namibia World Health Organization (WHO) josephg@who.int 81 Gaoudo Sagounta drsagounta@gmail.com 82 Gertrude Chapotera Malawi World Health Organization (WHO) chapoterag@who.int 83 Gervais Folefack folefacktengomog@who.int 84 Gilbert Tshifuaka Madagascar World Health Organization tshifuakag@who.int 85 Gildas Romanique naoussiromanique@gmail.com 86 Glele Kakai glelec@who.int 87 Gwamaka Mwabulambo Tanzania Ministry of Health gwamaka78@gmail.com 88 Hamida Naufal Kassim hamidanaufal0@gmail.com 89 Hanitra Voahangimalala h.6ntsoa@yahoo.com 90 Harinirina Raseheno harymadagascar@gmail.com 91 Hasina Rambeloson rambeloson.neddy@yahoo.com 92 Helena Hakwenye Namibia Ministry of Health and Social Services hhakwenye5@gmail.com 93 Hery Nasandratra Rakoton-dramboarina Madagascar Surveillance DVSSER/Ministère de la Santé Publique herynasandratra091@gmail. com 94 Hillary Kimeli Limo Kenya PHEOC, Ministry of Health kimelilimo@gmail.com 95 Hippolyte Traoré hippolytrao@gmail.com Strategic Plan for Strengthening PHEOCs in MS of Africa and Eastern Mediterranean Region 61 S. No Name (Original Name) Country Organization Email 96 Honoré Harinivo Razafind-rakoto Madagascar SURECa Ministry of Public Health honorhari@yahoo.fr 97 Huda Haidar Anan Regional Office-EMR World Health Organization ananh@who.int 98 Husna Daffalla South Sudan World Health Organization daffallah@who.int 99 Ibrahim Mamadu Nigeria World Health Organization mamadui@who.int 100 Ibrahima Sonko Headquarters Africa CDC sonkoi@africa-union.org 101 Idris Sekibo Tanzania World Health Organization sekiboi@who.int 102 Ifeanyi Udenweze The Gambia World Health Organization udenwezei@who.int 103 Innocent Nzeyimana nzeyimanai@who.int 104 Ishata Conteh Brazzaville, Congo WHO - AFRO contehis@who.int 105 Issa Makumbi Uganda National Public Health Emergency Operations Centre issamakumbi@gmail.com 106 Janilza Silveira Silva Cabo Verde National Public Health Institute of Cabo Verde janilza.g.silva@insp.gov.cv 107 Javier Aramburu Angola World Health Organization aramburuj@who.int 108 Jean Claude Bizimana Burundi COUSP claudebizi@gmail.com 109 Jian Li Headquarters World Health Organization lij@who.int 110 Jim Thierry Ntwari Burundi World Health Organization ntwarij@who.int 111 Joshua Kayiwa Uganda National Public Health Emergency Operations Centre joshua.kayiwa@uniph.go.ug 112 Julius Monday mondayj@who.int 113 Kalidou Djibril SOW Senegal Health Emergency Operations Centre ksow@cousenegal.sn 114 Katushabe Edson Uganda World Health Organization katushabeed@who.int 115 Kentse Moakofhi Botswana World Health Organization moakofhik@who.int 116 Kentse Moakofhi moakofhik@who.int 117 Kevin Makadzange Eswatini World Health Organization makadzangek@who.int 118 Kokou Tossa Togo Public health emergency operation centre tsvbr@yahoo.fr 119 Kola Jinadu kola.jinadu@ncdc.gov.ng 120 Kouadio Kobahounde Burundi World Health Organization kobahoundek@who.int 121 Kyazze Simon Uganda National Public Health Emergency Operations Centre kyazzesm@gmail.com 122 Landivololona Ramangason rlandivlolona@yahoo.fr 123 Leila Mekongo Simo mekongosimo@yahoo.fr 124 Letonhan Rodrigue Grace GLELE AHO Benin COUSP BENIN / Ministry of Health ggrale1309@yahoo.com 125 Leungo Audrey Nthibo Botswana Ministry of Health IDSR /IHR leun_aud@yahoo.co.uk 126 Lincoln S. Charimari Zimbabwe WHO EPR Team Lead charimaril@who.int 127 Linda Esso Cameroon Ministry of Health endal_2000@yahoo.fr 128 Liz McGinley UK UK Health Security Agency liz.mcginley@ukhsa.gov.uk 129 Lonkululeko Khumalo Eswatini World Health Organization khumalol@who.int 130 Lutumba Agostinho Angola Ministry of Health/Emergencies agostinho.lutumba@gmail.com 131 Lydia Nakiire Zimbabwe Makerere University Infectious Diseas-es Institute lnakiire@idi.co.ug Strategic Plan for Strengthening PHEOCs in MS of Africa and Eastern Mediterranean Region 62 S. No Name (Original Name) Country Organization Email 132 Maddy Rabeniary rabeniarym@who.int 133 Madeleine Rabeniary rabeniarym@who.int 134 Maimuna Eusébio Luís Mozambique PHEOC, Ministry of Health maimunaluis@gmail.com 135 Maimuna Eusébio Luís maimunaluis@gmail.com 136 Malick Yissibe Kone Mali Public Health Operation Centre malick.kone@gmail.com 137 Mamadou Traore Burkina Faso Centre des opérations de réponse aux urgences sanitaires madss07@outlook.fr 138 Mamitahiana Rakotoson rakotosonm@who.int 139 Maria Caterina CIAMPI Senegal World Health Organization ciampim@who.int 140 Maria Caterina Ciampi ciampim@who.int 141 Maria Da Luz Lima Cabo Verde Public Health Operation Centre mariadaluz.lima@insp.gov.cv 142 Martins Livinus Ethiopia World Health Organization livinusm@who.int 143 Mathew Tut Kol South Sudan Africa CDC MathewK@africa-union.org 144 Mathias Mossoko Republique Democra-tique du Congo Ministère de la Santé Publique mossokomathias@gmail.com 145 Michel Rabarison atsgsante05@gmail.com 146 Mireille Randria randrian@who.int 147 Mliva Ahamada msamlivaa@who.int 148 Mohamed 2 Kaba Burundi World Health Organization mkaba@who.int 149 Mohlakola Hlabana hlabanam@who.int 150 Moses Blake Sierra Leone Public Health Emergency Operation Centre, MoHS omblake20162@gmail.com 151 Motuma Guyassa motuma.guyassa@phe.gov.uk 152 Mpho Selemogo Botswana Ministry of Health IDSR/IHR drselemogo@gmail.com 153 Muhau Kuku Angola World Health Organization kmuhau@who.int 154 Mukeh Kenneth Fahnbulleh Sierra Leone Public Health Emergency Operation Centre, MoHS mukeh.phemanager16@gmail. com 155 Mustapha Jalloh Sierra Leone Public Health Emergency Operation Centre, MoHS mustaphajalloh171@gmail.com 156 Naouiroumhadji dnls.at.fm@gmail.com 157 Nevashan Govender South Africa National Institute for Communicable Diseases, a division of the National Health Laboratory Service nevashang@nicd.ac.za 158 Ngibo Fernandes Cabo Verde National Public Health Institute ngibo.fernandes@insp.gov.cv 159 Nkosilathi Mpala Zimbabwe WHO IHM Officer mpalan@who.int 160 Nollascus Ganda Kenya WHO IHM Officer gandan@who.int 161 Oaitse Hubona Botswana Ministry of Health IDSR/IHR charisma.hubona@gmail.com 162 Okware Solome Uganda World Health Organization okwares@who.int 163 Onalethata Lesetedi Botswana Ministry of Health IDSR/IHR onalethatalesetedi@gmail.com 164 Parfait Akana Burundi World Health Organization dtematiop@who.int 165 Patrick Moonasar d.moonasar@gmail.com 166 Patrick Okumu Abok Regional Office-AFR World Health Organization abokp@who.int 167 Preethi Raja Headquarters tee4@cdc.gov 168 Priscilla Anya Cameroon Ministry of Public Health pri6lla@yahoo.fr Strategic Plan for Strengthening PHEOCs in MS of Africa and Eastern Mediterranean Region 63 S. No Name (Original Name) Country Organization Email 169 RAHERIZAH Andry Nan-drasana andryrane75@gmail.com 170 Rakotoson Mamitahiana rakotosonm@who.int 171 Ralainarivo Zoly hanitrinifanja.bozy@gmail.com 172 Regis Mbary Daba mbarydabar@who.int 173 Reuben Opara Ngofa Regional Office-AFR World Health Organization ngofar@who.int 174 Rindra Rakotoarison Madagascar DGMP / MoH rindra.rakotoarison@yahoo.fr 175 Sabine Ramananivosoa sabineramananivosoa@gmail.com 176 Sahr Simeon Gbandeh Sierra Leone DHSE/ MoHS sagbanden@gmail.com 177 Salim Abdoulkarim abdoulkarim.salim@yahoo.fr 178 Samia Hammadi Algeria Ministry of Health shammadi808@hotmail.com 179 Sanata Togola Mali Public Health Operation Centre sanatatogola1984@gmail.com 180 Sandrine Belinga sandrinebelinga@gmail.com 181 Sanou Simon simonsanou@yahoo.fr 182 Senait Tekeste Regional Office-AFR World Health Organization tekestes@who.int 183 Senya Nzeyimana Burundi World Health Organization nzeyimanas@who.int 184 Seydou Dia Mauritania World Health Organization sdia@who.int 185 Shehu Hassan Nigeria National Primary Health Care Develop-ment Agency (NPHCDA) mejidadi1991@gmail.com 186 Simon Kyazze kyazzesm@gmail.com 187 Sinesia Sitao Mozambique World Health Organization sitaos@who.int 188 Sonia Ouedraogo Burkina Faso World Health Organization ouedraogos@who.int 189 Sory Conde Guinée Agence Nationale de Sécurité Sanitaire soryconde25@gmail.com 190 Stephen Ablino Laku South Sudan Ministry of Health /PHEOC stephenwani123@gmail.com 191 Tassiou Elh Ibrahim doumakwawa@gmail.com 192 Tekle Tewolde Eritrea Ministry of Health tekletewolde@gmail.com 193 Thierry Franchard franchardt@who.int 194 Thomas Koyazegbe koyazegbet@who.int 195 Tihitina Legesse Negash Ethiopia World Health Organization tnegash@who.int 196 Traoré Hippolyte hippolytrao@gmail.com 197 Tshepo Leeme Botswana Ministry of Health IDSR/IHR tbleeme@yahoo.com 198 Tshepo Matlho Botswana Ministry of Health IDSR/IHR tshepomatlho@gmail.com 199 Tumisang Madisa madisatm@gmail.com 200 Tumisang Malebo Madisa Botswana Ministry of Health madisatm@gmail.com 201 Valentin Mukinda The Democratic Re-public of the Congo World Health Organization mukindabinkapala@who.int 202 Vilfrido Gil santanagilv@who.int 203 Violet Mathenge mathengev@who.int 204 Virgil Lokossou Headquarters vlokossou@wahooas.org 205 Walter Firmino Angola World Health Organization firminowa@who.int 206 Werema Solomon magogesolomon@gmail.com Strategic Plan for Strengthening PHEOCs in MS of Africa and Eastern Mediterranean Region 64 S. No Name (Original Name) Country Organization Email 207 Wessam Mankoula Headquarters wesam2am@yahoo.com 208 Wilbrod Mwanje Uganda PHEOC, Ministry of Health -Uganda wilbrodmwanje@gmail.com 209 Wilton C. Menchion USA US Centers for Disease Control and Prevention wmenchion@cdc.gov 210 Womi Eteng Headquarters womieteng@gmail.com 211 Yacouba Kone Mali Direction Générale de la Santé ykone203@gmail.com 212 Yan Kawe Regional Office-AFR World Health Organization kawey@who.int 213 Yankho Madula Luwe Malawi Ministry of Health yankho.luwe@health.gov.mw 214 Yao Kouadio Theodore Burundi World Health Organization yaot@who.int 215 Zewdu Assefa Edea Ethiopia Ethiopian Public Health Institute zedhiwot05@gmail.com Strategic Plan for Strengthening PHEOCs in MS of Africa and Eastern Mediterranean Region 65 8.4.2. Participants from the Eastern Mediterranean Region, April 2022 S.No Name (Original Name) Country Organization Email 1 Abdoulaye Bousso Regional Office - EMRO World Health Organization boussoa@who.int 2 Abrham Lilay Regional Office-AFRO World Health Organization lilayabrish@yahoo.com 3 Ahmed Saeed Soliman United Arab Emirates Ministry of Health ahmed.saeed@mohap.gov.ae 4 Aimal Alkozaidr Afghanistan Emergency Preparedness and Response Unit omarkakar90@gmail.com 5 Ali Abdullah Regional Office - EMRO World Health Organization abdullahal@who.int 6 Ayat Ahmed Regional Office - EMRO World Health Organization hassanaina@who.int 7 Ariane Halm Robert Koch Institute HalmA@rki.de 8 Azzam Alhadi Hussein Libya Ministry of Health Az.algamodi@gmail.com 9 Basel Obaid Yemen WHO Office Yemen obaidb@who.int 10 Betigel Habtewold Sudan WHO Office Sudan habtewoldb@who.int 11 Chimwemwe Waya Africa Centres for Disease Control and Prevention wayac@africa-union.org 12 Chuck Menchion US, Centers for Disease Control and Prevention wom0@cdc.gov 13 Dalia Samhouri Regional Office - EMRO World Health Organization samhourid@who.int 14 Ehsanullah Halimi Afghanistan Ministry of Health ehsanullahhalimi@gmail.com 15 Emily Collard UK Health Security Agency Emily.Collard@phe.gov.uk 16 Emily Rosenfeld US, Centers for Disease Control and Prevention yhc5@cdc.gov 17 Farah Sabih Pakistan WHO Office Pakistan sabihf@who.int 18 Firas Tamween Abid Iraq Ministry of Health ftamween@yahoo.com 19 Hamza Hasan Syria WHO Office Syria hhassan@who.int 20 Henda Chebi Tunisia Ministry of Health hendashoc@gmail.com 21 Hisham Hassan Ali Dinar Saudi Arabia General Directorate Of Emergen- cies , Disasters & Medical Trans- portation Ministry of Health halidinar@moh.gov.sa 22 Hassan Mohamud Ali Somalia Federal Ministry of Health comm.ministeroffice@moh.gov.so 23 Huda Anan Regional Office - EMRO World Health Organization ananh@who.int 24 Ibrahim Saied Ibrahim Eldeyahy Egypt Ministry of Health isi.health.eg@gmail.com 25 Isra Tawalbeh Jordan Ministry of Health isratawalbeh@gmail.com 26 Ismaiel Mohamed Alsanosi Libya Ministry of Health almahdi14264@gmail.com Strategic Plan for Strengthening PHEOCs in MS of Africa and Eastern Mediterranean Region 66 S.No Name (Original Name) Country Organization Email 27 Issa Sanad Libya WHO Office Libya issas@who.int 28 Jian Li Headquarters (HQ) World Health Organization lij@who.int 29 Khaled Abdelsalam Sudan Ministry of Health kharas@gmail.com 30 Kubra Naser Bahrain Ministry of Health knasser@health.gov.bh 31 Latifa Arfaoui EP Assidi Tunisia WHO Office Tunisia arfaouil@who.int 32 Liz McGinley UK Health Security Agency Liz.McGinley@phe.gov.uk 33 Mansoor Al Hubaishi Yemen Ministry of Health manssor_ha@yahoo.com 34 Marwan Al-Ani Iraq WHO Office Iraq alanim@who.int 35 Mary Karanja Somalia WHO Office Somalia karanjam@who.int 36 Mathew Tut Moses Kol Africa Centres for Disease Control and Prevention MathewK@africa-union.org 37 Mohamed Saad Shaxshox Libya Ministry of Health Shashoumohd1973@gmail.com 38 Mohamed Salem Al Ghzaiwi Libya Ministry of Health moha.1977@yahoo.com 39 Mohamed Taho Afghanistan WHO Office Afghanistan tahonm@who.int 40 Mohammed Al-Abri Oman Director of Emergency Manage-ment Center r_badi@yahoo.com 41 Mohammed Ismaili Morocco Ministry of Health mohammed.ismaili@yahoo.fr 42 Mohammed Mohammed Al-Hajri Qatar Ministry of Public Health malhajri1@moph.gov.qa 43 Muhammad Wasif Malik Pakistan Senior Scientific Officer Field Epi- demiology & Disease Surveillance Division wasifus@yahoo.com 44 Mojtaba Khaledi Iran Ministry of Health mojtabakh115@gmail.com 45 Maher Asaad Almahallawi Saudi Arabia Ministry of Health MAlmahallawi@moh.gov.sa 46 Mohammad Abdullah Alamri Saudi Arabia General Directorate Of Emergen- cies, Disasters & Medical Transpor- tation Ministry of Health malamri57@moh.gov.sa 47 Nadia Alaali Bahrain WHO Office Bahrain alaalin@who.int 48 Nadir Eltaib Sudan Ministry of Health nader.mekki@gmail.com 49 Omar Kakar Afghanistan WHO Office Afghanistan alkozaia@who.int 50 Osan Ismail Yemen WHO Office Yemen ismailo@who.int 51 Obaid Abdellatif Ibrahim United Arab Emirates Ministry of Health obaid.khalifa@mohap.gov.ae 52 Ola Salah ElDeen Mohamed Deghedy Egypt Ministry of Health olasalah664@yahoo.com 53 Omar Abu El Atta Egypt WHO Office Egypt abouelatao@who.int 54 Preethi Raja US, Centers for Disease Control and Prevention tee4@cdc.gov 55 Rashid Al Badi Oman Ministry of Health r_badi@yahoo.com 56 Reuben Opara Ngofa Regional Office-AFRO World Health Organization ngofar@who.int 57 Richard Brennan Regional Office - EMRO WHO Regional Office for the East-ern Mediterranean brennanr@who.int 58 Samir Wahid Egypt Ministry of Health _samir.wahid1@yahoo.com 59 Samra Mazhar Pakistan Ministry of National Health Ser-vices regulations and coordination samramazhar@gmail.com 60 Samar Hammoud Dimachkie Lebanon WHO Office Lebanon hammoudsa@who.int 61 Senait Fekadu Regional Office-AFRO World Health Organization tekestes@who.int 62 Seyed Mohsen Boroujeni Iran WHO Office Iran shosseini@who.int Strategic Plan for Strengthening PHEOCs in MS of Africa and Eastern Mediterranean Region 67 S.No Name (Original Name) Country Organization Email 63 Shiva Yousefian Iran Ministry of Health shivayousefian2003@yahoo.com 64 Soumia Triki Morocco WHO Office Morocco trikis@who.int 65 Saverio Bellizzi Jordan WHO Office Jordan bellizzis@who.int 66 Shereena Khamis Al Mazrouei United Arab Emirates National Emergency Crisis and Disaster Management Authority shmazrouie@adphc.gov.ae 67 Talal Sherif AlAhmed United Arab Emirates National Emergency Crisis and Disaster Management Authority tahmed@ncema.gov.ae 68 Touria Benamar Morocco Ministry of Health t_benamar@yahoo.com 69 Valerie Bemo Bill & Melinda Gates Foundation valerie.bemo@gatesfoundation.org 70 Virgil Lokossou West African Health Organization. vlokossou@wahooas.org 71 Wael Motwakel Sudan Ministry of Health waelmotwakel2@gmail.com 72 Wafa Saidi Tunisia Ministry of Health saidi.wafa@rocketmail.com 73 Wael Hatahit Iraq WHO Office Iraq hatahitw@who.int 74 Wedad Al Maidour United Arab Emirates Emirates Corporation for Health Services wedad@ehs.gov.ae 75 Wessam Mankoula Africa Centres for Disease Control and Prevention WessamM@africa-union.org 76 Womi Eteng Africa Centres for Disease Control and Prevention etengW@africa-union.org 77 Youssouf Kanoute Headquarters (HQ) World Health Organization kanoutey@who.int 78 Yan Kawe Regional Office-AFRO World Health Organization kawey@who.int Strategic Plan for Strengthening PHEOCs in MS of Africa and Eastern Mediterranean Region 68 Strategic Plan for Strengthening PHEOCs in MS of Africa and Eastern Mediterranean Region 69
Organisation mondiale de la santé (OMS) · Publications
Strategic plan for strengthening public health emergency operations centres in member states of Africa and Eastern Mediterranean Region (2023–2027)
Voir le document original
Le texte intégral est hébergé par l’organisation qui le publie. lawenc.com indexe les métadonnées et renvoie vers la source officielle.
Texte intégral
Informations clés
Organisation
Organisation mondiale de la santé (OMS)
Type de document
Publications
Source
Organisation mondiale de la santé