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Emergency response framework (ERF)

27 septembre 2013 Organisation mondiale de la santé

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EMERGENCY RESPONSE FRAMEWORK

WHO Library Cataloguing-in-Publication Data Emergency response framework (ERF). 1.Emergencies . 2.Disaster planning. 3.Emergency medical services. 4.World Health Organization. I.World Health Organization. ISBN 978 92 4 150497 3 © World Health Organization 2013 All rights reserved. Publications of the World Health Organization are available on the WHO web site (www.who.int) or can be purchased from WHO Press, World Health Organization, 20 Avenue Appia, 1211 Geneva 27, Switzerland (tel.: +41 22 791 3264; fax: +41 22 791 4857; e-mail: bookorders@who.int). Requests for permission to reproduce or translate WHO publications –whether for sale or for non-commercial distribution– should be addressed to WHO Press through the WHO web site (www.who.int/about/licensing/ copyright_form/en/index.html). 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 the World Health Organization 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 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 the World Health Organization 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 the World Health Organization 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 the World Health Organization be liable for damages arising from its use. WHO’s EMERGENCY RESPONSE Framework

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EMERGENCY RESPONSE FRAMEWORK

Contents

Abbreviations6 Executive summary 7

Introduction9 WHO’s obligations under the International Health Regulations (2005) WHO’s obligations to the Inter-Agency Standing Committee (IASC) WHO’s commitment to its leadership role in emergency response The purpose of the Emergency Response Framework Critical assumptions for successful implementation of the ERF WHO’s core commitments in emergency response 9 10 11 12 13 14

PART 1 Determining if an event has public health impact15 1.1 Monitoring events 1.2 Triggers for event verification and event risk assessment 1.3 Event verification and event risk assessment 1.4 Using results from event risk assessments 1.5 Recording events 1.6 Closing events 15 15 15 16 17 17

PART 2 WHO’s internal grading process for emergencies18 2.1 Purpose and parameters of grading 2.2 Grade definitions 2.3 Grading process 2.4 Removal of grade 18 19 20 22

PART 3 WHO’s Performance Standards in emergency response 3.1 WHO’s Performance Standards 3.2 Application of WHO’s Performance Standards 3.3 Reporting on Performance Standards WHO’S EMERGENCY RESPONSE Framework

23 23 25 26

PART 4 WHO’s four critical functions in emergency response 4.1 The four critical functions 4.2 Delivering on the four critical functions

27 27 27

4.3 Support to the four critical functions from the international level in emergencies 28

PART 5 WHO’s Global Emergency Management Team 5.1 The purpose and composition of the GEMT 5.2 The role of the GEMT in emergency response

29 29 29

PART 6 Essential policies for optimizing WHO’s emergency response 31 6.1 Surge policy 6.2 Health Emergency Leader policy 6.3 No-regrets policy 31 32 33

Part 7 WHO’s Emergency Response Procedures 35 Table 1. Leadership Table 2. Information Table 3. Technical expertise Table 4. Core services 36 42 46 48

Annexes Annex 1. ERF grading flowchart Annex 2. Country-level timeline for response Annex 3. WHO’s obligations under an IASC Level 3 emergency Annex 4. WHO’s Performance Standards in protracted emergencies Annex 5. WHO’s commitment to institutional readiness Annex 6. WHO’s commitment to emergency risk management WHO’s EMERGENCY RESPONSE Framework

50 50 52 54 56 57 58

Abbreviations

CERF ERF ERT ERP EST ESTL GEMT

Central Emergency Response Fund Emergency Response Framework Emergency Response Team (country level) Emergency Response Procedure Emergency Support Team (international level) Emergency Support Team Leader Global Emergency Management Team

GEMT-R Global Emergency Management Team for Response GEN HCC HCT HL HQ HWCO IASC IHR RO WCO WRC Global Emergency Network Health Cluster Coordinator Humanitarian Country Team Health Emergency Leader WHO headquarters Head of WHO Country Office Inter-Agency Standing Committee International Health Regulations (IHR) (2005) WHO regional office WHO country office WHO Response Coordinator

WHO’S EMERGENCY RESPONSE Framework

Executive summary

WHO’s Member States face a broad range of emergencies resulting from various hazards and differing in scale, complexity and international consequences. These emergencies can have extensive political, economic, social and public health impacts, with potential long-term consequences sometimes persisting for years after the emergency. They may be caused by natural disasters, conflict, disease outbreaks, food contamination, or chemical or radio-nuclear spills, among other hazards. They can undermine decades of social development and hard-earned health gains, damage hospitals and other health infrastructure, weaken health systems and slow progress towards the Millennium Development Goals (MDGs). Preparing for and responding effectively to such emergencies are among the most pressing challenges facing the international community. WHO has an essential role to play in supporting Member States to prepare for, respond to and recover from emergencies with public health consequences. WHO also has obligations to the Inter-Agency Standing Committee (IASC) as Health Cluster Lead Agency, to the International Health Regulations (2005) and to other international bodies and agreements related to emergency response. The purpose of this Emergency Response Framework (ERF) is to clarify WHO’s roles and responsibilities in this regard and to provide a common approach for its work in emergencies. Ultimately, the ERF requires WHO to act with urgency and predictability to best serve and be accountable to populations affected by emergencies. First, the ERF sets out WHO’s core commitments in emergency response which are those actions that WHO is committed to delivering in emergencies with public health consequences to minimize mortality and life-threatening morbidity by leading a coordinated and effective health sector response. Second, the ERF elaborates the steps WHO will take between the initial alert of an event and its eventual emergency classification, including event verification and event risk assessment. Third, the ERF describes WHO’s internal grading process for emergencies including the purpose of grading, the definitions of the various grades, the criteria for grading, and the steps to remove a grade. Fourth, this paper describes WHO’s Performance Standards for emergency response: specific deliverables with timelines for completion that are used by WHO to measure its performance. 7

WHO’s EMERGENCY RESPONSE Framework

Fifth, the ERF outlines WHO’s four critical functions during emergency response: leadership, information, technical expertise and core services. Sixth, the ERF states the role of WHO’s Global Emergency Management Team (GEMT) during emergency response, particularly related to the optimal use of Organization-wide resources, the monitoring of the implementation of relevant procedures and policies, and the management of WHO’s internal and external communications. Seventh, the ERF outlines WHO’s Emergency Response Procedures (ERPs) that specify roles and responsibilities across the Organization to deliver on the four critical functions and the Performance Standards. Finally, three essential emergency policies which will optimize WHO’s response are detailed: the surge policy, the Health Emergency Leader policy and the noregrets policy. At the end of the document there are six complementary annexes. Annex 1 provides a flow chart of the grading process and Annex 2 a country-level timeline during emergency response. Annex 3 states WHO’s obligations under an Inter-Agency Standing Committee Level 3 emergency; Annex 4 sets out WHO’s Performance Standards in protracted emergencies; Annex 5 defines WHO’s commitment to institutional readiness; and Annex 6 defines WHO’s commitment to emergency risk management.

WHO’S EMERGENCY RESPONSE Framework

Introduction

Over the decade 2001–2010, an average of more than 700 natural and technological emergencies occurred globally every year, affecting approximately 270 million people and causing over 130 000 deaths annually.1 Twenty-five per cent of these emergencies, and 44 per cent of these deaths, occurred in less developed countries with limited capacities to prepare for and respond effectively to emergencies. These statistics do not include the high levels of mortality and morbidity associated with conflict-related emergencies. According to the World Bank, over 1.5 billion people – one quarter of the world’s population – live in countries affected by violent conflict.2 These populations suffer from the consequences of societal disruption and increases in mortality and morbidity due to infectious diseases, acute malnutrition, trauma and complications from chronic diseases. Of the 20 countries with the highest childhood mortality rates in the world,3 at least 15 have experienced civil conflicts during the past two decades. Of the 10 countries with the highest ratios of maternal mortality,2 nine have recently experienced conflict. Over the same time period, risks to public health have increased due to globalization, and international travel and trade. Such risks might be transmitted by people (e.g. SARS, influenza, polio, Ebola), goods, food, animals (e.g. zoonotic disease), vectors (e.g. dengue, plague, yellow fever), or the environment (e.g. radio-nuclear releases, chemical spills or other contamination). In all types of emergencies, the poorest and most vulnerable people suffer disproportionately. These negative impacts are complicated by the enormity of the resulting economic costs, averaging over US$100 billion per year. The appropriate and timely management of these risks requires effective national and international capacities, intersectoral collaboration, the promotion of equity, the protection of human rights, and the advancement of gender equality.

WHO’s obligations under the International Health Regulations (2005) The renewed and enhanced commitments of Member States and WHO under the International Health Regulations (IHR) (2005) have defined the obligations of countries to assess, report and respond to public health hazards, and established a number of procedures that WHO must follow to uphold global public health security. The IHR (2005) cover a wide variety of public health events and are not limited to infectious diseases. The IHR (2005) defines the term event as a manifestation of disease or an occurrence that creates a potential for disease. Disease means an illness or medical WHO’s EMERGENCY RESPONSE Framework

World Disasters Report 2011. Geneva, International Federation of the Red Cross and Red Crescent Societies, 2011. World Development Report 2011: Conflict, security and development. Washington, DC, World Bank, 2011. 3 State of the World’s Children Report 2011: Children in an urban world. New York, NY, UNICEF, 2011. 1 2

condition that presents or could present significant harm to humans, irrespective of origin or source. In addition, a public health risk is defined in IHR (2005) as the likelihood of an event that may adversely affect the health of human populations, with emphasis on those that may spread internationally or may present a serious and direct danger, and potentially require a coordinated international response. The definitions of these terms are the building blocks of the expanded surveillance and response obligations of Member States and WHO under the IHR (2005). WHO’s increased responsibilities under the IHR (2005) include: 1. designating WHO regional level IHR contact points; 2. coordinating global surveillance and assessment of significant public health risks and disseminating public health information to States Parties; 3. supporting States Parties to assess their existing national public health structures and resources, and to build and strengthen their core public health capacities for surveillance and response; 4. determining whether particular events constitute a public health emergency of international concern, with advice from external experts; and 5. developing and recommending measures for surveillance, prevention and control of public health emergencies of international concern for use by Member States.

WHO’s obligations to the Inter-Agency Standing Committee (IASC) for humanitarian emergencies In recent years, the management of humanitarian emergencies has undergone significant transformation. This transformation is based on over 40 years of international experience in multisectoral emergency management practice at country level during humanitarian emergencies and on lessons learned from recent humanitarian responses in Haiti and Pakistan in 2010, in Libya and the Horn of Africa in 2011, and in Syria and the Sahel region in 2012. Key steps in this transformation took place in 2005 with the Humanitarian Reforms of the Inter-Agency Standing Committee.4 Among other measures, these reforms established the Cluster Approach to ensure predictability and accountability in international responses to humanitarian emergencies. The Cluster Approach clarifies the division of labour among agencies and better defines their roles and responsibilities WHO’S EMERGENCY RESPONSE Framework 4 The IASC, established in 1991 under United Nations General Assembly Resolution 46/182 on the strengthening of humanitarian assistance, is the primary inter-agency forum for coordination, policy development and decision-making involving the key UN and non-UN humanitarian partners.

within the different sectors of the response. The IASC designated global cluster lead agencies in 11 sectors, including WHO as lead of the Global Health Cluster. In 2011, the IASC’s Transformative Agenda identified five areas for additional reforms: 1. experienced humanitarian leadership deployed in a timely and predictable way; 2. more rapid and more effective cluster leadership and coordination; 3. accountability at the head of country office level; 4. better national and international preparedness for humanitarian response; 5. more effective advocacy, and communications and reporting, especially with donors. As an active member of the Inter-Agency Standing Committee, WHO has played a leading role in these reform processes and fully assumes the responsibilities, as agreed within the IASC, regarding leadership, coordination, accountability, effectiveness and predictability.

WHO’s commitment to its leadership role in emergency response WHO’s leading role in emergencies has been documented and strengthened by Article 2(d) of WHO’s Constitution and World Health Assembly Resolutions: 34.26, 46.6, 48.2, 58.1, 59.22, 64.10, 65.20. As the United Nations agency for health, as a member of the IASC, as lead agency of the Global Health Cluster, and as the guardian of the IHR (2005), it became imperative for WHO to adapt its organizational commitments and procedures to respond to these growing demands from Member States. The WHO reform process of 2011–2012 provided WHO’s leadership with the opportunity to redefine the Organization’s commitment to emergency work, focusing on building an Organization-wide approach to improve health outcomes at the country level. WHO began the development of this Emergency Response Framework (ERF) by establishing a Global Emergency Management Team (GEMT) to provide overall policy, strategy and management guidance to WHO`s work in emergencies. The GEMT developed this ERF, based largely on its vast experience and expertise, and is responsible for its implementation. WHO’s EMERGENCY RESPONSE Framework

The purpose of the Emergency Response Framework

The purpose of the Emergency Response Framework is to clarify WHO’s roles and responsibilities in emergency response and to provide a common approach for WHO’s work in emergencies. Recognizing that the principles of emergency management apply to all emergencies, WHO has developed the ERF to describe its core commitments, grading process, Performance Standards, critical functions, role of the GEMT, essential policies for optimizing its response, and Emergency Response Procedures in all emergencies with public health consequences. Ultimately the ERF requires WHO to act with urgency and predictability to best serve and be accountable to girls, boys, women and men affected every year by the public health consequences of emergencies.

WHO’S EMERGENCY RESPONSE Framework

Critical assumptions for successful implementation of the ERF

Successful implementation of the ERF requires: 1. sufficient risk reduction and preparedness capacities in Member States; 2. institutional readiness of WHO in line with standardized checklists at country, regional and headquarters offices; 3. sufficient and sustainable core funding for the above; 4. sufficient and timely response funding; and 5. access to the affected population.

WHO’s EMERGENCY RESPONSE Framework

WHO’s core commitments in emergency response

WHO’s core commitments in emergency response are those actions which the Organization will always deliver and be accountable for during emergencies with public health consequences. This will ensure a more effective and predictable response to and recovery from natural disasters, conflict, food insecurity, epidemics, environmental, chemical, food and nuclear incidents, political or economic crises and all other types of emergencies with public health consequences. In all countries experiencing emergencies, to support Member States and local health authorities to lead a coordinated and effective health sector response together with the national and international community, in order to save lives, minimize adverse health effects and preserve dignity, with specific attention to vulnerable and marginalized populations, WHO will: 1. develop an evidence-based health sector response strategy, plan and appeal; 2. ensure that adapted disease surveillance, early warning and response systems are in place; 3. provide up-to-date information on the health situation and health sector performance; 4. promote and monitor the application of standards and best practices; and 5. provide relevant technical expertise to affected Member States and all relevant stakeholders.

WHO’S EMERGENCY RESPONSE Framework

1 1.1.1 1.1.2

Determining if an event has public health impact

1.1 Monitoring events WHO continually monitors events happening worldwide to determine their potential impact on public health and whether an emergency response is required. Such events happen suddenly or develop progressively over time. Sudden-onset events include earthquakes, tsunamis and chemical spills. Slow-onset events include deteriorating situations where the public health risk may increase over time, such as prolonged armed conflict, progressive disease outbreak, drought or food insecurity.

1.2 Triggers for event verification and event risk assessment 1.2.1 For sudden-onset events, the reporting or detection of the event serves as the trigger for event verification and risk assessment. For slow-onset events, the trigger to conduct an event risk assessment may not always be obvious. In such cases, triggers to initiate or repeat a risk assessment include the following: a. new information available, e.g. through trend analysis of key health indicators in high-risk countries, and from inter-agency work on early warning; b. new developments, e.g. escalation of scale, urgency or complexity, and political, social or economic changes; c. new perceptions e.g. headline news, government concern, UN agency or non governmental organization (NGO) statements, decisions by other agencies on grading.

1.2.2

1.3

Event verification and event risk assessment Once triggered, WHO will support the Member State to verify the event and assess the potential public health impact of the event or, if necessary, conduct an independent WHO risk assessment, within 48 hours, based on the following criteria: 5 a. scale (of the event): consider the number and health status of people affected (with attention to vulnerable and marginalized groups), proportion of population affected or displaced, size of geographical area affected, level of destruction of health structures, post-event national health capacities, number of countries affected,

1.3.1

WHO’s EMERGENCY RESPONSE Framework

The criteria for the WHO grading process include the IHR (2005) criteria. While the IHR criteria are used by Member States to determine the need for event notification to WHO, WHO grading criteria are used internally to define the level of organizational support an event requires and to trigger specific WHO procedures.

1 extent of international disease spread, interference with international trade and travel, degree of deviation from the norm in the case of annual predictable events (e.g. seasonal outbreaks, annual floods or drought); b. urgency (of mounting the response): consider the threat of or actual increase and degree of increase in mortality, morbidity, or global acute malnutrition, degree of transmissibility of pathogen, speed of international spread, case fatality ratio, degree of environmental or food contamination (chemical, radiological, toxic), speed of population displacement and potential for further displacement, intensity of armed conflict or natural disaster, potential for further communal or intrastate conflict, or for prolonged effects of a natural disaster (e.g. on-going rains causing prolonged flooding).

1.4 1.4.1

Using results from event risk assessments If the event risk assessment suggests that the public health impact of the event is negligible or if no WHO response is required at either country or international level, WHO will: a. issue any required communications to Member States and to relevant in-country and global partners; immediately following the event risk assessment; b. close the event.

1.4.2

If the event risk assessment suggests that the public health impact of the event has the potential to become significant in the future, WHO will: a. classify the event as ungraded; b. support the Member State to conduct on-going monitoring and periodic followup risk assessments; as required, but at least every 30 days; until the event is graded or closed; c. support the Member State to undertake relevant preparedness measures to mitigate the future impact of the event, commencing immediately following the event risk assessment; d. support the Member State to develop/update sectoral contingency plans, commencing immediately following the event risk assessment; e. develop/update WHO country office (WCO) business continuity plans, commencing immediately following the event risk assessment;

WHO’S EMERGENCY RESPONSE Framework

1 f. issue any required communications to Member States and to relevant in-country and global partners, immediately following the event risk assessment. 1.4.3 If the risk assessment suggests that the public health impact of the event might constitute an emergency requiring WHO response, at either country or international level: a. relevant WHO staff involved in the risk assessment will notify relevant Regional Advisers and/or contact points, who in turn will notify relevant Directors in regional offices and headquarters (HQ) who are part of the WHO’s Global Emergency Management Team (see part 5), immediately following the event risk assessment for sudden-onset and within five days for slow-onset events; b. relevant Directors at HQ who are part of the GEMT will convene a teleconference of the relevant members of the GEMT to review the results of the event risk assessment, determine if grading is necessary and, if so, grade the emergency within 24 hours of the event risk assessment for sudden-onset and within five days for slow-onset events; c. WHO issues any required communications to Member States and to relevant incountry and global partners immediately following the event risk assessment for sudden-onset and within five days for slow-onset events.

1.5 Recording events 1.5.1 WHO will systematically record all events with current or potential public health impact, along with the results of the event risk assessment, in a registry and/or in WHO’s Event Management System (EMS), immediately following the event risk assessment.

1.6 Closing events 1.6.1 An event is considered closed when the relevant members of the GEMT determine that a WHO response is (a) not required or (b) no longer required and that the internal emergency grade should be removed.

WHO’s EMERGENCY RESPONSE Framework

WHO’s internal grading process for emergencies

2.1 Purpose and parameters of grading 2.1.1 Grading is an internal WHO process that is conducted to: a. inform the Organization of the extent, complexity and duration of organizational and or external support required; b. prompt all WHO offices at all levels to be ready to repurpose resources in order to provide support; c. ensure that the Organization acts with appropriate urgency and mobilizes the appropriate resources in support of the response of the affected Member State, partners and the WHO country office; d. trigger WHO’s Emergency Response Procedures and emergency policies; e. remind the Head of the WHO country office (HWCO) to apply WHO’s Standard Operating Procedures (SOPs) as per the Director General’s memorandum of 15 January 2008; and f. expedite clearance and dissemination of internal and external communications. 2.1.2 Whilst the following factors must be taken into consideration, grading is not directly dependent upon: a. consultation with Member States; b. official requests for international assistance; c. other international emergency classification processes such as those of the IASC or the IHR (2005). However, an IASC Level 3 (L3) is a WHO Grade 3 emergency unless determined otherwise by the relevant members of the GEMT at grading. Regardless of the WHO grade, WHO will comply with its obligations in an IASC L3 system-wide activation (see Annex 3).

WHO’S EMERGENCY RESPONSE Framework

2 2.2 Grade definitions 2.2.1 WHO has the following grade definitions:

UNGRADED

Ungraded: an event that is being assessed, tracked or monitored by GRADE 1 GRADE 3 GRADE 2 WHO but that requires no WHO response at the time. Grade 1: a single or multiple country event with minimal public health consequences that requires a minimal WCO response or a minimal international WHO GRADE 3 and/or external support GRADE 2 response. Organizational required by the WCO is minimal. The provision of support to the WCO is coordinated by a focal point in the regional office. Grade 2: a single or multiple country event with moderate public health consequences that requires a moderate WCO response and/ or moderate international WHO response. Organizational and/or GRADE 3 external support required by the WCO is moderate. An Emergency Support Team, run out of the regional office,6 coordinates the provision of support to the WCO. Grade 3: a single or multiple country event with substantial public health consequences that requires a substantial WCO response and/ or substantial international WHO response. Organizational and/or external support required by the WCO is substantial. An Emergency Support Team, run out of the regional office, coordinates the provision of support to the WCO.

GRADED

GRADE 1

RADE 1

GRADE 2

RADE 2

GRADE 3

WHO’s EMERGENCY RESPONSE Framework

The Emergency Support Team is only run out of HQ if multiple regions are affected (see 4.3).

2 Type of support Technical UNGRADED GRADE 1 UNGRADED GRADE 1 2 UNGRADED GRADE GRADE 1 2 3 GRADE GRADE GRADE GRADE 2 3 GRADE 3

Remote technical assistance from international level

Time-limited missions; remote input to strategic plans; technical advice

In-country on-going technical assistance through surge; issuance of hazardspecific and country specific guidance

Financial

Minimal to none (handled with financial resources available at country level) Minimal to none (handled with human resources available at country level)

Access to global Access to regional and regional WHO WHO financial financial resources; resources; international international resource mobilization resource mobilization and donor outreach on request Surge of emergency experts, as required Surge team deployed on a noregrets basis

Human Resources

2.3

Grading process

2.3.1 Grading occurs within 24 hours of completion of a risk assessment for a suddenonset event, and within five days of an updated risk assessment for a slow-onset event. 2.3.2 A Grade 1 may be determined by the HWCO and regional office without convening the GEMT (with the expectation of minimal to no international support). A potential Grade 2 or Grade 3 emergency must be referred to the GEMT for grading.

2.3.3 Any member of the GEMT may convene a teleconference to grade an emergency. However, the relevant Directors at HQ who are part of the GEMT are ultimately responsible for convening a GEMT teleconference to consider (or reconsider) grading upon notification of the results of an event risk assessment. 2.3.4 If the event is considered to be a potential Grade 3 emergency, the Director General and WHO Regional Director of the affected region are invited to participate in the GEMT grading teleconference.

WHO’S EMERGENCY RESPONSE Framework

2 2.3.5 The GEMT determines the grade by reviewing the results of the event risk assessment (scale, urgency – see 1.3.1) and by considering the following additional criteria:7 a. complexity: consider the range of health consequences, including potential downstream public health consequences, concurrent emergencies, unknown pathogen or chemical/toxin, specialized technical knowledge and skills required, presence of non-state actors or anti-government elements, problems of humanitarian access, issues of staff security, conflict, number of countries and regions involved; and b. context: consider the level of health systems resources, population vulnerabilities, public perception, reputational risk, degree of panic, level of preparedness and capacities of national authorities, level of international capacities and readiness in-country (including those of WCO) to manage the emergency, and robustness of civil society coping mechanisms. 2.3.6 The grading decision takes effect immediately upon completion of the GEMT grading teleconference, at which time the ERPs are activated and the timeline to deliver on WHO’s Performance Standards begins. In the case of grading a slow-onset emergency, the GEMT, at the grading call, sets appropriate timeframes for delivery of the Performance Standards for that specific emergency. The GEMT ensures that the grading decision is transmitted to the Regional Director in a Grade 2 and the Director General in a Grade 3. The grading is announced officially throughout the Organization by e-mail from the Regional Director in a Grade 2 and the Director General in a Grade 3, within 24 hours of the grading.

2.3.7

2.3.8

2.3.9

2.3.10 The HWCO and relevant members of the GEMT continue to monitor the situation and revise the grade as the situation evolves and as more information becomes available from both internal and external sources.

WHO’s EMERGENCY RESPONSE Framework

2 2.4 Removal of grade 2.4.1 Eventually, the GEMT determines that the acute phase of the emergency has ended and an internal grade is no longer required. This is generally expected to happen within three months of the initial grading. 2.4.2 The removal of grade is announced by e-mail from the relevant Directors at HQ who are part of the GEMT. In some cases, when an emergency situation appears likely to continue for more than six months, the GEMT may redefine the emergency as ‘protracted’ but decide to maintain WHO’s repurposed staffing structure and Organization-wide support structure. These decisions would be included in the e-mail that announces the removal of grade as described above in 2.4.2. In such a case, the GEMT would continue to review the situation on a three-monthly basis to make further decisions related to staffing structure and support. In humanitarian situations where the Cluster Approach has been activated, and WHO removes the grade and thus deactivates the ERPs, the HWCO informs the Humanitarian Coordinator, other cluster lead agencies and Health Cluster partners about the consequent changes to WHO staffing and activities. The HWCO also discusses with the Member State(s) and partners about a possible deactivation and exit strategy of the Health Cluster and whether the recovery plan could be implemented with more traditional means of health sector coordination. A grading flowchart can be found in Annex 1.

2.4.3

2.4.4

2.4.5

WHO’S EMERGENCY RESPONSE Framework

3 3.1.1

WHO’s Performance Standards in emergency response

3.1 WHO’s Performance Standards To ensure an effective and timely health sector response to reduce mortality, lifethreatening morbidity, and disability in the affected areas, with special attention to vulnerable and marginalized groups, and to assist the Member State, WHO will take the following action: Within 12 hours 1. Designate the WHO emergency focal point and share contact details with relevant staff throughout the Organization. 2. Repurpose the WHO country office and/or other relevant offices, mobilizing its existing staff to form the Emergency Response Team (ERT), to initially perform WHO’s four critical functions in emergency response, and to deliver on the first Performance Standards, until the emergency grade is removed, or until the staff are replaced by newly arriving (deployed) staff. Within 48 hours 3. Ensure a continuous WHO presence at the site of the emergency and make initial contact with local authorities and partners (or as soon as access is possible). 4. Negotiate access and clearances with the government (where relevant) on behalf of health sector partners (and then on-going). 5. Make widely available the preliminary health sector analysis based on the most recent event risk assessment. 6. Compile and produce the first situation report (using a standard format), media brief and other communications and advocacy products relevant to the emergency. Within 72 hours 7. Ensure the arrival in-country of a team of experienced professionals to reinforce or replace the repurposed WCO staff to fulfil WHO’s four critical functions as part of WHO’s Emergency Response Team (ERT). In a Grade 3, and possibly in a Grade 2, a Health Emergency Leader (HL)8 is deployed on a no-regrets basis to lead the ERT. 8. Establish and deliver emergency administrative, human resources, finance, grant management and logistics services (and then on-going). WHO’s EMERGENCY RESPONSE Framework 8

Pre-qualified, experienced staff deployed in grade 3 emergencies to lead the health sector response and WHO response activities.

3 9. Establish health sector/cluster leadership and coordination; conduct a health sector/cluster meeting; update the 4W matrix (a database of who is doing what where and when), and plan next steps. 10. Represent WHO and the health sector/cluster at meetings of the UN Country Team (UNCT),9 Humanitarian Country Team (HCT),10 inter-sector/cluster coordination and other relevant sectors/clusters (such as water/sanitation/hygiene, logistics and nutrition), (and then on-going). 11. Use preliminary health sector analysis (see 5 above) to identify major health risks and health sector objectives and priorities for the first three months, including potential downstream public health consequences. 12. Engage health sector partners to participate in a joint health assessment as part of a multisectoral process (see 21 below). Within five days 13. Develop a flexible, short-term health sector response strategy and action plan, in collaboration with the Ministry of Health (MoH) and partners that addresses health needs, risks and capacities, with appropriate preventive and control interventions, for the first three months (and then review and update as required). Within seven days 14. Develop, in collaboration with the MoH and partners, a funding appeal, if required (revise it at 30 days and as necessary thereafter). 15. Provide coordinated, specialized, international technical assistance as required, including logistics for implementation of prevention and control interventions (and then on-going). 16. Adapt/strengthen surveillance and early warning systems for diseases and other health consequences in the affected area (or ensure its establishment within 14 days), and produce the first weekly epidemiological bulletin. 17. Promote and monitor the application of national, and where applicable international, protocols, health standards, methodologies, tools and best practices (e.g. IHR, other WHO, Global Health Cluster, IASC, SPHERE11), (and then on-going, as required).

WHO’S EMERGENCY RESPONSE Framework

Composed of heads of UN agencies in a country. UNCT plus representatives of non-UN agencies including NGOs, and the Red Cross/Crescent movement. 11 Sphere Project: Humanitarian Charter and Minimum Standards in Humanitarian Response (SPHERE). 9 10

3 18. Compile and produce a second situation report, media brief and other communications and advocacy products relevant to the emergency (and then on-going at least twice per week). 19. Monitor and share relevant information for decision-making on health indicators, using appropriate parameters of measurement, (and then weekly). 20. Monitor the response of the health sector and address gaps in implementation of prevention and control measures, service delivery and cluster leadership (and then weekly). Within 15 days 21. Make widely available the results of the joint health assessment (see 12 above). Within 60 days 22. Lead the health sector/cluster in conducting an in-depth health-specific assessment (after day 15 and before day 60). 23. Develop a health sector transition strategy from response to recovery, in collaboration with MoH and partners.

3.2 Application of WHO’s Performance Standards 3.2.1 3.2.2 3.2.3 WHO’s Performance Standards take effect upon grading an emergency. These Performance Standards apply for all graded emergencies. From the moment that WHO grades an emergency due to a sudden-onset event, WHO will deliver on the Performance Standards within respective timeframes described below.

3.2.4 From the moment that WHO grades an emergency due to a slow-onset event, WHO will deliver on the same Performance Standards, within emergency-specific timeframes designated by the GEMT at grading. 3.2.5 In some types of emergencies, an international WHO response may be required in the absence of a country-level response (a multi-country event involving, for example, scattered cases of a severe unknown respiratory illness, or where a country does not have a WCO). Such a response may involve the repurposing of staff in relevant

WHO’s EMERGENCY RESPONSE Framework

3 regional offices and headquarters, event assessment and information management, deployment of staff, development of international control strategies, provision of technical assistance, promotion of international standards, and issuance of reports and communications. In such a situation, these relevant Performance Standards would apply at the international level, on any graded emergency.

3.3

Reporting on Performance Standards

3.3.1 WHO is committed to reporting annually against its Performance Standards. 3.3.2 Internally, the relevant regional office tracks and reports on the implementation of the Performance Standards in each graded emergency, and explains any case where a specific performance standard was deemed unnecessary for a particular emergency. For an IASC Level 3 emergency, WHO is committed to reporting to the Humanitarian Coordinator on its achievements against these Performance Standards, upon request.

3.3.3

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4 4.1 4.1.1

WHO’s four critical functions in emergency response

To deliver on its core commitments and Performance Standards, WHO must fulfil four critical functions in emergency response: leadership, information, technical expertise and core services.

The four critical functions The four critical functions are listed below. • Leadership: provide leadership and coordination of the health sector/cluster response in support of the national and local health authorities. • Information: coordinate the collection, analysis and dissemination/communication of essential information on health risks, needs, health sector response, gaps and performance. • Technical expertise: provide technical assistance appropriate to the health needs of the emergency (including the provision of health policy and strategy advice, promotion of expert technical guidelines, standards and protocols, best practices, and implementation/strengthening of disease surveillance and disease early warning systems); WHO will always work to ensure the provision of health services through partners and, as a last resort, will take measures to cover the critical gaps, for example through mobile clinics or other interventions. • Core services: ensure logistics, office establishment, surge and human resources management, procurement and supply management, administration, finance and grant management.

4.2 4.2.1

Delivering on the four critical functions Where a country-level response is required, the WHO country office is responsible for fulfilling these four critical functions, bringing in additional internal and external resources as required. The country-level team that delivers the four critical functions is called the Emergency Response Team (ERT).

4.2.2

4.2.3 Depending on the situation, one or more staff or even teams may be required against each of the four critical functions, both in the WCO and in sub-offices.

WHO’s EMERGENCY RESPONSE Framework

4 4.2.4 The ERT is normally led by the HWCO. However in Grade 3 emergencies, and sometimes in Grade 2 emergencies, an experienced and pre-qualified Health Emergency Leader is deployed to run the ERT, in support of the HWCO (see the Health Emergency Leader policy in 6.2). The ERT is composed of repurposed WCO staff and, if required, additional deployed experts from stand-by surge teams with expertise in the four critical functions. 4.2.5

4.3 4.3.1

Support to the four critical functions from the international level in emergencies At the international level, for Grade 2 and 3 emergencies, WHO establishes an Emergency Support Team (EST) to back-stop the ERT in performing the four critical functions.

4.3.2 Where an international response is required in the absence of a WCO, the EST itself delivers on WHO’s four critical functions (see 3.2.5). 4.3.3 The EST (1) provides technical support for the four critical functions; (2) mobilizes and deploys emergency experts; (3) leads international communications with partners, donors and media; (4) leads international resource mobilization efforts; and (5) manages grants that come through the regional office or HQ. 4.3.4 The EST is led by a senior Emergency Support Team Leader (ESTL) who will be physically based at the regional office in a single-region emergency and at HQ in a multi-region emergency.

4.3.5 The ESTL is supported by an Emergency Support Team Coordinator (ESTC) who manages the day-to-day workings and communication flow of the EST. 4.3.6 In a Grade 3 that affects only one region, where the EST is at the regional office, the EST members who are based at HQ are similarly coordinated by an ESTC at HQ level. In a Grade 3 that affects multiple regions, where the EST is at HQ, the EST members who are based at the regional offices are similarly coordinated by an ESTC at regional office level.

4.3.7

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5 5.1 5.1.1

WHO’s Global Emergency Management Team

The purpose and composition of the GEMT The Global Emergency Management Team was established in late 2011 to lead the planning, management, implementation, monitoring and evaluation of WHO’s emergency work including national preparedness, institutional readiness and emergency response for any hazard with public health consequences.

5.1.2 The GEMT is composed of the relevant headquarters and regional office Directors (or their delegates) responsible for all-hazards emergency risk management, including preparedness, surveillance, alert and response, as well as any Directors overseeing hazard-specific work on epidemic-prone diseases, natural disasters and conflict, zoonoses, food safety, and chemical and radio nuclear hazards. Other relevant headquarters, regional and country office representatives may be invited to join the discussion of the GEMT, as required. 5.1.3 The expertise of the GEMT is all-hazards emergency risk management. The GEMT also has expertise in Health Cluster leadership and in the specific hazards mentioned above. For technical expertise on other specific areas, the GEMT seeks the advice of the Global Emergency Network (GEN). The GEN is comprised of Directors (or delegates) of departments and programmes with a role in the emergency work of the Organization, e.g. reproductive health, maternal, newborn, child and adolescent health, communicable diseases, non-communicable diseases, water and sanitation, environmental health, mental health, health systems, pharmaceuticals, etc.

5.2 The role of the GEMT in emergency response 5.2.1 During an emergency, a subset of the GEMT, known as the GEMT-Response (GEMT-R), comes together to grade and manage the response to a specific emergency. The GEMT-R is composed of the relevant HQ and regional office Directors (or delegates), and the HWCO and/or Health Emergency Leader, if applicable.

5.2.2

5.2.3 For Grade 2 or 3 emergencies, based on on-going monitoring, the GEMT-R is responsible for making recommendations to executive management related to the

WHO’s EMERGENCY RESPONSE Framework

5 required repurposing of staff and resources at the country, regional and headquarters levels, to ensure that WHO has the most appropriate emergency managers and technical experts at the site of an emergency in the Emergency Response Team, and in the international Emergency Support Team. 5.2.4 The GEMT-R is responsible for making recommendations to executive management on the best use of WHO resources, taking into account the extent, duration and complexity of the support required and any other events that draw on the same limited Organization-wide resources. 5.2.5 The GEMT-R is responsible for ensuring the application of the following standards, procedures and policies: • WHO’s Performance Standards in emergency response (see part 3); • the emergency Standard Operating Procedures (SOPs); • the policies of surge, Health Emergency Leader, and no-regrets (see part 6); • the Emergency Response Procedures (ERPs) (see part 7); and • expedited clearance and dissemination of internal and external communications. 5.2.6 The GEMT-R is responsible for ensuring that communications are fast, reliable and unencumbered by extended clearance procedures. Where there is the potential for substantial risk to public health, the GEMT-R ensures available information is rapidly shared both internally and externally, and that on-going and regular communication occurs as new information becomes available. The broader GEMT is also responsible for continuous tracking of all global events and the Organization-wide use of internal and external resources in all emergencies. The GEMT produces an annual report on all graded emergencies. The report describes each grading process, the justification for each grade, performance against standards, and the application of the Emergency Response Procedures and Standard Operating Procedures in each graded emergency.

5.2.7

5.2.8

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6 6.1 6.1.1

Essential policies for optimizing WHO’s emergency response

The application of three policies is essential to optimize WHO’s response to Grade 2 and 3 emergencies by ensuring the rapid deployment of appropriate staff and resources with the full support of the Organization.

Surge policy WHO mobilizes and rapidly deploys (surges) experienced professionals to join the WCO as part of the Emergency Response Team (ERT) to perform WHO’s four critical functions in emergency response, as required. This is accomplished using an Organization-wide, interregional surge mechanism consisting of qualified staff from throughout WHO’s programmes worldwide as well as from partner organizations. Recognizing the challenges of meeting surge requirements, WHO follows a twophased human resources surge process over three months. Prior to this surge, the WCO first repurposes existing WCO staff to form the initial ERT, and then identifies any remaining surge needs to complete the ERT. After the three months of surge, the WCO and regional office ensure longer term staffing, as required.

6.1.2

6.1.3 In phase 1 (start-up: Surge Team 1), within 72 hours of grading, WHO surges pre-identified, trained and experienced professionals primarily from across the Organization on a no-regrets basis. 6.1.4 Surge Team 1 (ST1) members complement or replace existing WCO staff members who were repurposed for the response, both in the capital city, and in any WHO suboffice at the site of the emergency. Both ST1 and the repurposed WCO staff make up the ERT that works to deliver on WHO’s four critical functions in emergency response. ST1 members are expected to work in the WCO for a minimum of three weeks and a maximum of four weeks. In Grade 3, and potentially in Grade 2 emergencies, a Health Emergency Leader (HL) is deployed to run the ERT (see 6.2 below). The HL is expected to work in the WCO for a minimum of eight weeks. Key positions for possible deployment in ST1 include a Health Emergency Leader (HL), a WHO Response Coordinator (WRC), a Health Sector/Cluster Coordinator (HCC), a Public Health Adviser, an Information Officer, an Epidemiologist, a Data Manager, a Communications Officer and a Logistician. 6.1.5 In phase 2 (reinforcement/replacement: Surge Team 2), within two weeks from grading, WHO provides additional surge staff, from within WHO, the Global Outbreak Alert and Response Network (GOARN), or Global Health Cluster partners or other entities holding pre-signed Letters of Understanding or Stand-By Agreements, to strengthen 31

WHO’s EMERGENCY RESPONSE Framework

6 or replace the existing ERT in the WCO and on-site sub-offices. Surge Team 2 (ST2) members are expected to work for a minimum of six weeks and a maximum of eight weeks, including a one week overlap if replacing any outgoing members of the ERT. Depending on the duration of these assignments, this phase may require progressive deployments to ensure full coverage of the four critical functions for the initial 12 weeks after grading. 6.1.6 By the end of the twelfth week from grading, the regional office ensures the longer term replacement, as required, of surge team members (WCO staffing-up). All surge team members are removed and all WCO repurposed staff revert to previous activities by the end of the third month, unless special arrangements are made by the RO. Longer-term staff are expected to have a one week overlap with outgoing surge staff or reverting WCO staff. 6.1.7 Surged individuals are fully supported by the WCO and RO to work, to be mobile, to communicate and to be safely housed. They are further supported by the Emergency Response Procedures, the emergency Standard Operating Procedures and preagreed job descriptions. Before deployment, they are provided with training and basic equipment. 6.1.8 WHO provides incentives for staff to volunteer to be part of surge. All WHO staff across the Organization and across the technical programmes with relevant expertise are expected to be part of an on-call surge team at least once a biennium.

6.2

Health Emergency Leader policy

6.2.1 In Grade 1 and most Grade 2 emergencies, the Emergency Response Team (ERT) is led by the HWCO (see 4.2.4). In Grade 3 emergencies, and sometimes in Grade 2 emergencies, an experienced and pre-qualified Health Emergency Leader (HL) is deployed within 72 hours on a no-regrets basis to run the ERT, in support of the HWCO. 6.2.2 The HL is directly responsible for all staff involved in the emergency, including existing WCO staff who are repurposed to work on the emergency as well as those deployed to the WCO through surge. The HL supervises both the Health Sector/Cluster Coordinator (HCC) and the WHO Response Coordinator (WRC), who run the day-today work of the ERT to fulfil WHO’s Performance Standards.

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6 6.2.3 The HL is drawn from a pool of pre-qualified and experienced individuals from country offices, regional offices and headquarters who have successfully performed leadership and management functions as described in the Emergency Response Procedures (see part 7) during major emergencies (as evaluated by both WHO and the relevant Humanitarian Coordinators), have undertaken refresher training on best practices in emergencies, know WHO’s ERF and the IHR (2005), and understand IASC approaches and processes, including the Cluster Approach and Transformative Agenda.

6.2.4 As head of the ERT, the HL is accountable to the RD through the HWCO, and in the case of an IASC Level 3 humanitarian emergency, the HL is also accountable to the empowered Humanitarian Coordinator. The HL represents WHO and the Health Cluster on the Humanitarian Country Team (HCT) while the HWCO continues to represent WHO on the UN Country Team (UNCT). 6.2.5 The HL has delegation of authority and approval level for all expenditures of Outbreak and Crisis Response (OCR) funding related to the emergency, and any other funding made available by the WCO. 6.2.6 Before deployment, the HL has the pre-agreed support of his/her supervisor to be absent from his/her regular post for the minimum eight week deployment period. In very unique or exceptional circumstances,12 the DG and RD may decide to designate the HL to serve as the HWCO in place of the incumbent HWCO. In these cases, a communication to the corresponding national authorities, including the CV of the selected person, will be issued.

6.2.7

6.3

No-regrets policy

6.3.1 At the onset of all emergencies, WHO ensures that predictable levels of staff and funds are made available to the WCO, even if it is later realized that less is required, with full support from the Organization and without blame or regret. This policy affirms that it is better to err on the side of over-resourcing the critical functions rather than risk failure by under-resourcing.

WHO’s EMERGENCY RESPONSE Framework

12 These include: a sudden and profound disruption of in-country operations, serious health issues, personal security concerns, and/or a clear absence of expertise, placing WHO’s life-saving operations at serious risk.

6 6.3.2 In terms of human resources, this policy facilitates the successful implementation of the surge policy and the Health Emergency Leader policy. In terms of financial resources, this policy provides the Health Emergency Leader with the authority to spend up to US$500 000 without having to obtain the normal WHO programmatic approvals in advance of expenditure. The financial procedures for accountability and documentation remain in place, as per the emergency Standard Operating Procedures. The US$500 000 is drawn from either the regional office’s rapid response accounts or headquarters’ rapid response account, and is replenished as OCR funds are raised for the emergency. This no-regrets policy applies to any expenditure incurred during the first three months of the response. 6.3.3

WHO’S EMERGENCY RESPONSE Framework

WHO’s Emergency Response Procedures

WHO’s Emergency Response Procedures are described in the following tables. They define expected outputs from each level of the Organization, by WHO’s four critical functions, with concrete deliverables and timelines.

WHO’s EMERGENCY RESPONSE Framework

TABLE

Leadership

WHO’s Emergency Response Procedures

Includes WCO positions: Health Emergency Leader, Health Cluster/Sector Coordinator, WHO Response Coordinator, External/Donor Relations Officer Performance Standards (timeline as of grading) WHO Country Office Within 12 hours PS 1: Designate the WHO emergency focal point and share contact details with relevant staff throughout the Organization. PS 2: Repurpose the WHO country office and/or other relevant offices, mobilizing existing staff to form the Emergency Response Team (ERT) to initially perform WHO’s four critical functions in emergency response and to deliver on the first Performance Standards, until the emergency grade is removed, or until the staff are replaced by newly arriving (deployed) staff. Identify the RO focal point and share contact details throughout the Organization. For Grades 2 and 3, repurpose the RO to establish the inter-departmental Emergency Support Team, and identify its leader and coordinator. Provide WCO with a standard organizational chart for ERT and guidance for WCO repurposing. Respond to WCO requests for support; liaise with HQ for back-up support. Begin administrative and travel arrangements to deploy surge team members. Identify HQ focal point and share contact details throughout the Organization (Grade 2 and 3). For Grades 2 and 3, repurpose HQ as required to ensure expert technical backup support to the EST on the four critical functions; identify the HQ ESTC to lead coordinated HQ support to the EST; mobilize and deploy HQ staff to RO to reinforce EST as required; activate the SHOC room, as required. Respond to RO requests for support. Prepare for possible deployment of HQ staff to RO as part of EST. Prepare for possible deployment of HQ surge team members to WCO as part of ERT. Back-up support. Monitoring of global response with information from global institutions, agencies, partners and media. Organizational support Regional Office Headquarters

Based on the standard organizational chart for the ERT, request that the RO deploy needed members of the on-call surge team to reinforce the ERT.

Within 48 hours PS 3: Ensure continuous WHO presence at the site of the emergency and make initial contact with local authorities and partners. Monitor the situation, the overall health sector response and the WHO response (using information from WCO, media reports, inputs from other regional institutions and sources, and other intelligence-gathering techniques). Back-up advocacy with relevant regional bodies or institutions.

PS 4: Negotiate access and clearances with government, where relevant, on behalf of health sector partners. HWCO has initial meeting with UNCT/HCT to contribute to decision-making and priority setting, including whether Cluster Approach is activated.

Back-up advocacy with relevant global bodies, institutions, embassies. Represent WHO and Health Cluster at the meeting of IASC principles to determine emergency level.

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TABLE

Leadership

WHO’s Emergency Response Procedures

Performance Standards (timeline as of grading) WHO Country Office Within 72 hours PS 7: Ensure the arrival in-country of a team of experienced professionals to reinforce or replace the repurposed WCO staff to fulfil WHO’s four critical functions as part of the ERT.

Organizational support Regional Office Ensure the arrival in-country of a team of experienced professionals to reinforce or replace the ERT. In a Grade 3, and in some Grade 2, ensure the arrival in-country of a Health Emergency Leader to lead the ERT. Headquarters Back-up support.

PS 9: Establish health sector/cluster leadership and coordination; conduct a health sector/cluster meeting; and plan next steps.

For Grade 2 and 3, lead teleconference with global health partners (including GHC). Provide ERT with copies of the Health Cluster Guide and other relevant guidance.

For Grade 2 and 3, organize teleconference with global health partners (including GHC).

PS 10: Represent WHO and the health sector/cluster at meetings of the UN Country Team, Humanitarian Country Team, inter-sector/cluster coordination and other relevant sectors/clusters, e.g. water/sanitation/hygiene, logistics and nutrition. Present urgent health sector budget to Humanitarian Coordinator for initial CERF funding. Within 5 days PS 13: Coordinate overall development of a flexible, short-term health sector response strategy and action plan, in collaboration with the MoH and partners, that addresses health needs, risks and capacities, with appropriate preventive and control interventions, for the first three months (and then review and update as required). Within 7 days PS 14: Coordinate overall development of a funding appeal, if required, in collaboration with the MoH and partners. Conduct resource mobilization and advocacy; keep donors informed of health concerns through inter-agency and bilateral meetings; actively seek opportunities for local fund raising; ensure full implementation and reporting on funds received.

Provide technical support on IASC and GHC policy and guidance. Support with analysis, priority setting and technical advice. Support with logical framework, technical input, writing, editing, budgeting; ensure conformity with WHO rules and regulations,

Back-up support.

Ensure conformity with WHO rules and regulations and with donor specifications. Actively seek opportunities for regional fund raising; for Grades 2 and 3, conduct regional donor meeting to present the strategy, action plan and appeal.

Back-up support; final edits to related appeals and proposals to ensure global donor specifications are addressed Actively seek opportunities for global fund raising; for Grades 2 and 3, produce and disseminate donor brief and advocacy materials; for Grade 3, hold global donor meeting to present strategy, action plan and appeal; negotiate contribution agreements. Back-up support.

WHO’S EMERGENCY RESPONSE Framework

PS 20: Monitor the response of the health sector and address gaps in implementation of prevention and control measures, service delivery and cluster leadership (then weekly). 38

Provide monitoring tools, technical support and analysis as required.

TABLE

Leadership

WHO’s Emergency Response Procedures

Performance Standards (timeline as of grading) WHO Country Office Within 60 days Prepare for arrival of Surge Team 2 members; arrange for their in-country transport, communications, housing and office space; within 21 days. Revise, in collaboration with MoH and partners, the funding appeal, within 30 days and as necessary thereafter. Prepare for arrival of longer term staff, as required. PS 23: Coordinate overall development of a health sector transition strategy from response to recovery, in collaboration with MoH and partners. After removal of grade Advise HCT and Health Cluster of consequent changes to WCO staffing and activities.

Organizational support Regional Office Ensure the arrival in-country of Surge Team 2 members to reinforce or replace Surge Team 1 team members. Support, as required. Finalize longer term staffing, as required. Support with logical framework, technical input, writing, editing and budgeting. Conduct evaluation mission. Back-up support. Headquarters Back-up support.

Back-up support.

Support evaluation mission.

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TABLE

Information

WHO’s Emergency Response Procedures

Includes WCO positions: Assessment Officer, Data Analyst (Epidemiologist), Information Officer, Writer/Editor. Communication/Media Officer Performance Standards (timeline as of grading) WHO Country Office Within 24 hours Ensure that relevant information is shared with the international community for appropriate action. Establish and lead all communications between WCO, RO and HQ; establish mechanism for information sharing: web sites, share point, e-mail and contact lists; provide meeting summaries and action points of all internal meetings (on-going). Expedite clearance and dissemination processes of all internal and external communications (on-going). Within 48 hours Hold first media interview at the site of the emergency and be visible (on-going). Enter any new information into WHO’s Event Management System (EMS) (on-going). PS 5: Make widely available the preliminary health sector analysis based on the most recent event risk assessment. PS 6: Compile and produce the first situation report (using a standard format), media brief and other communications and advocacy products relevant to the emergency. Within 72 hours PS 9: Update the 4W matrix (a database of who does what, where and when). PS 12: Engage health sector partners to participate in a joint health assessment as part of a multisectoral process (also see PS 21). Provide the tool and technical support. Back-up support. Support, as required. Quality control and editing; disseminate information to regional partners and relevant RO staff. Back-up support. Back-up support; disseminate information to global donors, partners, media, relevant HQ staff, including wwDGO. For Grade 3, the WHO Department of Communications (DCO) conducts all media relations and all external communications and briefings, unless delegated otherwise. Organizational support Regional Office Headquarters

Technical support; disseminate results to Disseminate results to global donors, regional partners and relevant RO staff. partners and relevant HQ staff, including DGO.

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TABLE

Information

WHO’s Emergency Response Procedures

Performance Standards (timeline as of grading) WHO Country Office Within 7 days PS 18: Compile and produce a second situation report, media brief and other communications and advocacy products relevant to the emergency (and then at least twice per week). PS 19: Monitor and share relevant information for decision-making on health indicators, using appropriate parameters of measurement. Within 15 days PS 21: Make widely available the results of the joint health assessment (also see PS 12). Within 60 days PS 22: Lead the health sector/cluster in conducting an in-depth health-specific assessment (after day 15 and before day 60).

Organizational support Regional Office Quality control and editing; disseminate information to regional partners and relevant RO staff. Headquarters Back-up support; disseminate information to global donors, partners, media, relevant HQ staff, including DGO.

Disseminate regionally.

Disseminate globally.

Provide methodologies, tools and technical support.

Back-up support.

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TABLE

Technical Expertise

WHO’s Emergency Response Procedures

Includes WCO positions: Public Health Officer for Strategic Planning in Emergency Settings, Surveillance Officer, other technical experts as relevant (infection control, laboratory, clinical, vector control, behavioural/social interventions, water and sanitation, specific diseases experts, specialized logistics experts for implementation of infection control and bio-hazard management, cold chain, vaccination, etc.) Performance Standards (timeline as of grading) WHO Country Office Within 72 hours PS 11: Use preliminary health sector analysis (see PS 5) to identify major health risks and health sector objectives and priorities for the first three months, including potential downstream public health consequences. Within 5 days PS 13: Develop a flexible, short-term health sector response strategy and action plan, in collaboration with the MoH and partners, that addresses health needs and risks and capacities, with appropriate preventive and control interventions, for the first three months. Within 7 days PS 15: Provide coordinated, specialized, international technical assistance as required, including logistics for implementation of prevention and control interventions (then ongoing) PS 16: Adapt/strengthen surveillance and early warning systems for diseases and other health consequences in the affected area (or ensure its establishment within 14 days), and produce first weekly epidemiological bulletin. PS 17: Promote and monitor the application of national, and where applicable international, protocols, health standards, methodologies, and tools and best practices (e.g. IHR, other WHO, GHC, IASC, SPHERE). Within 60 days PS 23: Develop a health sector transition strategy from response to recovery, in collaboration with MoH and partners. Provide coordinated technical input from relevant departments (and in Grade 2 or 3, provide through the EST). Provide coordinated technical input from relevant departments (and in Grade 2 or 3, provide through the EST). Provide coordinated technical input from relevant departments (and in Grade 2 or 3, provide through the EST). Provide coordinated technical input from relevant departments (and in Grade 2 or 3, provide through the EST). Provide coordinated technical input from relevant departments (and in Grade 2 or 3, provide through the EST). Provide coordinated technical input from relevant departments (and in Grade 2 or 3, provide through the EST). Provide coordinated technical input from relevant departments (and in Grade 2 or 3, provide through the EST). Provide coordinated technical input from relevant departments (and in Grade 2 or 3, provide through the EST). Provide coordinated technical input from relevant departments (and in Grade 2 or 3, provide through the EST). Provide coordinated technical input from relevant departments (and in Grade 2 or 3, provide through the EST). Provide coordinated technical input from relevant departments (and in Grade 2 or 3, provide through the EST). Provide coordinated technical input from relevant departments (and in Grade 2 or 3, provide through the EST). Organizational support Regional Office Headquarters

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TABLE

Core Services

WHO’s Emergency Response Procedures

Includes WCO positions: Administrative Officer, Human Resources in Emergencies Officer, Senior Logistics Officer for Emergency Settings, Finance and Grant Management Officer for Emergency Settings, IT Officer, Security Officer Performance Standards (timeline as of grading) WHO Country Office Within 72 hours PS 7: Provide all administrative support to ensure the arrival in-country of a team of experienced professionals to reinforce or replace the repurposed WCO staff to fulfil WHO’s four critical functions as part of the ERT. PS 8: Establish and deliver emergency administrative, human resources, grant management and logistics services. Administrative support for contracts/travel. Back-up administrative support for deployments from HQ and global partners/ consultants. Back-up surge support with global partners/ consultants. Back-up deployment of global stockpiles. Organizational support Regional Office Headquarters

Deployment of surge team. Deployment of supplies from regional stockpiles, if provision of supplies is identified as a priority intervention. Deployment of regional emergency funds and/ or advice on reprogramming of existing WCO funds. Technical support on implementation of SOPs. Manage grants that pass through RO, and ensure timely reporting. EST members negotiate contribution agreements; initiate awards; negotiate details of award including no-cost extensions, reallocation of funds, waivers of rules; track pledges and funds received; oversee the management and reporting on awards to donors; produce financial reports, and deliver reports to donors on time.

Back-up deployment of HQ emergency funds. Back-up support on SOPs. Manage grants that pass through HQ, and ensure timely reporting. Back-up support.

Authorize Health Emergency Leader (HL) to approve expenditures up to US$500 000 for immediate costs related to the response, to extent required, supported by the SOP delegation of authority.

Approve allocation of the US$500 000 to HL from the RO rapid response account.

If required as back-up to RO, approve allocation of the US$500 000 to HL from the HQ rapid response account.

WHO’S EMERGENCY RESPONSE Framework

Annex 1

ERF grading flowchart

Sudden onset

EVENT

Slow onset

Event Risk Assessment

Assessment Triggers

Public health impact has the potential to become signiﬁcant in the future. An event that is being assessed, tracked or monitored by WHO but that requires no WHO response at the time.

Likely Grade 1 emergency A single or multiple country even with minimal public health consequences that requires a minimal WCO response or minimal international response. Organizational and/or external support is minimal.

Likely Grade 2 or Grade 3 emergency A single or multiple country event with moderate public health consequences that requires a WCO response. Organizational and/or external support is moderate. A single or multiple country/region event with substantial public health consequences that requires a substantial international response. Organizational and/or external support is substantial.

GRADE 1

GRADE 2

UNGRADED

GRADE 3

Monitor regularly

Undertake relevant preparedness measures, contingency planning

WCO/RO determines Grade 1

GEMT-R determines Grade 2 or Grade 3

Response as per ERF: performance standards, ERPs, emergency policies activated Event is either closed or considered for grading

Grade Review by GEMT-R to change or remove Grade

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Annex 2

Country-level timeline for response

WHO performance standards (PS) Day 1 Day 2 PS 1: Designate the WHO emergency focal point and share contact details. PS 2: Repurpose the WHO Country Office and/or relevant offices. PS 3: Ensure a continuous presence at the site of the emergency and make initial contact with local authorities and partners. PS 4: Negotiate access and clearances with government, where relevant, on behalf of health sector partners. PS 5: Make widely available the preliminary health sector analysis based on the most recent event risk assessment. PS 6: Compile and produce the first situation report, media brief and other communications and advocacy products. PS 7: Ensure the arrival in-country of a team of experienced professionals to reinforce or replace the repurposed WCO staff. PS 8: Establish and deliver emergency administrative, human resources, finance, grant management and logistics services. PS 9: Establish health sector/cluster leadership and coordination; conduct a health sector/cluster meeting; update the 4W matrix. PS 10: Represent WHO and the health sector/cluster at meetings of the UN Country Team (UNCT), Humanitarian Country Team (HCT), inter-sector/cluster coordination and other relevant sectors/clusters. PS 11: Use preliminary health sector analysis to identify major health risks and health sector objectives and priorities. PS 12: Engage health sector partners to participate in a joint health assessment as part of a multisectoral process. PS 13: Develop a flexible, short-term health sector response strategy and action plan. PS 14: Develop a funding appeal. PS 15: Provide technical assistance. PS 16: Adapt/strengthen a surveillance and early warning system and produce the first weekly epidemiological bulletin. PS 17: Promote and monitor the application of protocols, health standards, methodologies, tools and best practices. PS 18: Compile and produce a second situation report, media brief and other communications and advocacy products. PS 19: Monitor and share relevant information for decision-making on health indicators, using appropriate parameters or measurement. PS 20: Monitor the response of the health sector and address gaps. PS 21: Make widely available the results of the joint health assessment.

IASC processes

Decision on cluster activation

Initial sector analysis and preliminary scenario definition (PSD)

Day 3

Initial CERF allocation Initial strategic plan

Day 5 Day 7

Inter-agency Inter-agency rapid rapid assessment assessment Flash Appeal and CERF proposals developed and launched Flash Appeal and CERF proposal development

Day 15 Day 20 Day 30 Day 60 WHO’S EMERGENCY RESPONSE Framework

Assessment report Revised Strategic plan

PS 22: Lead the health sector/cluster in conducting an in-depth health specific assessment. PS 23: Develop a health sector transition strategy from response recovery.

In-depth In-depth sectoral sectoral assessment assessment

Health sector transition strategy

2nd CERF and revised Flash appeal launch Flash Appeal

Day 90 52 53

Annex 3

WHO’s obligations under an IASC Level 3 emergency

The designation of an IASC Level 3 (L3) emergency, in consultation with the IASC Principals, is issued by the Emergency Relief Coordinator (ERC), on the basis of an analysis of five criteria: scale, complexity, urgency, capacity, and reputational risk.

An IASC L3 activation implies: a. establishment of the Humanitarian Country Team, with the current Resident Coordinator (RC) assigned as Humanitarian Coordinator (HC) ad interim, pending a decision on the most appropriate leadership model; b. deployment of a senior/emergency HC within 72 hours, if required, to support existing leadership at country level; c. activation of ‘empowered leadership’, where the HC has increased authority over the allocation of resources, planning and priority setting, activation of clusters, and advocacy; d. deployment by each agency of a core team of pre-identified and experienced staff on a no-regrets basis to ensure cluster leadership, coordination, assessment, strategic planning and other context-specific capacities, with the following time-bound deliverables: multisector initial rapid assessment, particularly the Preliminary Scenario Definition within 72 hours; elaboration of a strategic statement on which basis the initial Central Emergency Response Fund (CERF) is allocated by the ERC within 72 hours; elaboration of a strategic plan within five days to guide a funding appeal and individual cluster response and monitoring; and e. that IASC member organizations put in place appropriate systems and mobilize sufficient resources to fulfil these requirements and to fulfil their responsibilities as cluster lead agencies and cluster partners in alignment with the country level strategic statement.

WHO’S EMERGENCY RESPONSE Framework WHO’S EMERGENCY RESPONSE Framework

An IASC L3 does not affect: a. the ability of IASC member organizations to decide on activation of their respective major emergency mechanisms and procedures, nor the manner in which those would be applied.

As per the ERF, following the activation of an IASC L3, WHO will: a. deploy a Surge Team (ST1) on a no-regrets basis to ensure that dedicated cluster coordination, assessment, information management, strategic planning, and other context-specific technical capacities are fulfilled; b. participate in the HCT; c. report to the HC against pre-agreed Performance Standards upon request; d. participate in multisectoral initial rapid assessment and contribute to the intersectoral preliminary scenario definition (PSD) within 72 hours; e. develop the health sector component of the strategic statement within 72 hours, laying out health sector priorities and a common strategic approach for the initial CERF allocation; f. develop the health sector component of the initial strategic plan within five days;

g. develop the health sector component of the appeal within 7–10 days; and h. lead and coordinate the Health Cluster and facilitate and monitor the Health Cluster response within the framework of the strategic plan.

WHO’s EMERGENCY RESPONSE Framework

Annex 4

WHO’s Performance Standards in protracted emergencies

In countries with protracted emergencies, where mortality rates appear to have stabilized, to increase access to basic needs and predictable service delivery to reduce mortality and morbidity, WHO will: a. provide policy advice and technical expertise to health authorities and partners to establish and implement a programme of work to respond to the emergency that links to appropriate development mechanisms (e.g. United Nations Development Assistance Framework – UNDAF), continually; b. produce the health component of a common humanitarian action plan and funding appeal, annually; c. compile and produce situation reports, media briefs and other communications products relevant to the emergency, quarterly; d. promote and monitor the application of national and, where necessary, international, protocols, health standards, methodologies, tools and best practices, continually; e. monitor and share relevant information for decision-making on health indicators, the response of the health sector, cluster leadership performance and health response funding, and formally assess and find solutions to gaps in the implementation of activities, service delivery and cluster leadership, at least annually; f. integrate a programme of work for emergency response into its Country Cooperation Strategy (CCS), every 5 years; and g. advocate for health as a priority sector for the response, continually.

WHO’S EMERGENCY RESPONSE Framework

Annex 5

WHO’s commitment to institutional readiness

WHO is committed to implementing a programme of institutional readiness across the Organization based on the Emergency Response Framework, its commitments, Performance Standards, response procedures and four critical functions, and to ensure that WHO country offices are fit to respond to acute and protracted emergencies with public health consequences.

WHO’s EMERGENCY RESPONSE Framework

Annex 6

WHO’s commitment to emergency risk management

In all countries throughout the world (focusing on those with the highest risk and lowest capacities), WHO is committed to providing technical cooperation to strengthen national and sub-national health emergency risk management programmes and capacities.

WHO’S EMERGENCY RESPONSE Framework

WHO’s EMERGENCY RESPONSE Framework

World Health Organization 20 Avenue Appia CH-1211 Geneva 27 Switzerland

EMERGENCY ‫ﺍﻻﺳﺘﺠﺎﺑﺔ‬ ‫ﺇﻃﺎﺭ‬ RESPONSE ‫ﻟﻠﻄﻮﺍﺭﺉ‬ FRAMEWORK

ERF (Emergency Response Framework)

‫العالمية ‪WHO‬‬ ‫‪Library‬‬ ‫‪Cataloguing-in-Publication‬‬ ‫‪Data‬‬ ‫الصحة‬ ‫معطيات فهرسة مكتبة منشورات منظمة‬ ‫‪Emergency response‬‬ ‫‪framework‬‬ ‫‪(ERF).‬‬ ‫للطوارئ ‪ERF‬‬ ‫االستجابة‬ ‫إطار‬ ‫‪1.Emergencies.‬‬ ‫‪2.Disaster‬‬ ‫‪planning.‬‬ ‫‪3.Emergency‬‬ ‫‪medical‬‬ ‫‪services.‬‬ ‫‪4.World‬‬ ‫‪Health‬‬ ‫منظمة‬ ‫منظمة الصحة العالمية‪| .‬‬ ‫الطوارئ ‪-4 .‬‬ ‫الطبية أثناء‬ ‫الكوارث‪ -3 .‬الخدمات‬ ‫لمواجهة‬ ‫التخطيط‬ ‫الطوارئ‪-2 .‬‬ ‫‪-1‬‬ ‫‪Organization. I.World Health Organization.‬‬ ‫الصحة العالمية‪.‬‬ ‫‪ISBN‬‬ ‫‪978‬‬ ‫‪9244650497‬‬ ‫‪6504978‬‬ ‫‪8‬‬ ‫‪ISBN‬‬ ‫‪978‬‬ ‫‪92‬‬ ‫‪(NLM classification:‬‬ ‫‪classification: WB‬‬ ‫)‪WB 105‬‬ ‫)‪105‬‬ ‫‪(NLM‬‬ ‫© منظمة الصحة العالمية ‪2013‬‬ ‫جميع الحقوق محفوظة‪ .‬يمكن الحصول على مطبوعات منظمة الصحة العالمية من على موقع المنظمة اإللكتروني (‪ )www.who.int‬أو شراءها من قسم‬ ‫الطباعة والنشر‪ ،‬منظمة الصحة العالمية ‪Avenue Appia, 1211 Geneva 27, Switzerland‬ا‪( 20‬هاتف رقم‪+41 22 791 3264 :‬؛ فاكس رقم‪:‬‬ ‫‪+41 22 791 4857‬؛ عنوان البريد اإللكتروني‪.)bookorders@who.int :‬‬ ‫وينبغي توجيه طلبات الحصول على اإلذن باستنساخ أو ترجمة منشورات منظمة الصحة العالمية ‪ -‬سواء كان ذلك لبيعها أو لتوزيعها توزيعاً غير تجاري ‪ -‬إلى‬ ‫قسم الطباعة والنشر عبر موقع المنظمة اإللكتروني (‪)http://www.who.int/about/licensing/copyright_form/en/index.html‬‬ ‫والتسميات المستخدمة في هذا المطبوع‪ ،‬وطريقة عرض المواد الواردة فيه‪ ،‬ال تعبر إطالقاً عن رأي منظمة الصحة العالمية بشأن الوضع القانوني ألي بلد‪ ،‬أو‬ ‫إقليم‪ ،‬أو مدينة‪ ،‬أو منطقة‪ ،‬أو لسلطات أي منها‪ ،‬أو بشأن تحديد حدودها أو تخومها‪ .‬وتشكل الخطوط المنقوطة على الخرائط خطوطاً حدودية تقريبية قد ال يوجد‬ ‫بعد اتفاق كامل عليها‪.‬‬ ‫ً‬ ‫تفضيال لها‬ ‫وذكر شركات بعينها أو منتجات جهات صانعة معينة ال يعني أن هذه الشركات والمنتجات معتمدة‪ ،‬أو موصى بها من قبل منظمة الصحة العالمية‪،‬‬ ‫على سواها مما يماثلها ولم يرد ذكره‪ .‬وفيما عدا الخطأ والسهو‪ ،‬تميز أسماء المنتجات المسجلة الملكية بوضع خط تحتها‪.‬‬ ‫وقد اتخذت منظمة الصحة العالمية كل االحتياطات المعقولة للتحقق من صحة المعلومات الواردة في هذا المطبوع‪ .‬ومع ذلك ّ‬ ‫فإن المواد المنشورة توزع دون‬ ‫أي ضمان من أي نوع صريحاً كان أو ضمنياً‪ .‬والقارئ هو المسؤول عن تفسير واستعمال المواد المنشورة‪ .‬والمنظمة ليست مسؤولة بأي حال عن األضرار‬ ‫التي تترتب على استعمال هذه المواد‪.‬‬ ‫‪Printed by the WHO document Production Services, Geneva, Switzerland.‬‬ ‫إطار منظمة الصحة‬ ‫العالمية لالستجابة‬ ‫للطوارئ‬

EMERGENCY ‫ﺇﻃﺎﺭ ﺍﻻﺳﺘﺠﺎﺑﺔ‬ RESPONSE ‫ﻟﻠﻄﻮﺍﺭﺉ‬ FRAMEWORK

‫ﺍﻟﻤﺤﺘﻮﻳﺎﺕ‬

‫‪٦‬‬ ‫‪٧‬‬ ‫‪٩‬‬ ‫‪٩‬‬ ‫‪١٠‬‬ ‫‪١١‬‬ ‫‪١٢‬‬ ‫‪١٣‬‬ ‫‪١٤‬‬

‫ﺍﺧﺘﺼﺎﺭﺍﺕ‬ ‫ﺧﻼﺻﺔ ﺗﻨﻔﻴﺬﻳﺔ‬ ‫ﻣﻘﺪﻣﺔ‬ ‫ﺍﻟﺘﺰﺍﻣﺎﺕ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﺿﻤﻦ ﺍﻟﻠﻮﺍﺋﺢ ﺍﻟﺼﺤﻴﺔ ﺍﻟﺪﻭﻟﻴﺔ )‪(٢٠٠٥‬‬ ‫ﺍﻟﺘﺰﺍﻣﺎﺕ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﻧﺤﻮ ﺍﻟﻠﺠﻨﺔ ﺍﻟﺪﺍﺋﻤﺔ ﺍﻟﻤﺸﺸﺘﺮﻛﺔ ﺑﻴﻦ ﺍﻟﻮﻛﺎﻻﺕ ﻟﻠﻄﻮﺍﺭﺉ ﺍﻹﻧﺴﺎﻧﻴﺔ )‪(IASC‬‬ ‫ﺍﻟﺘﺰﺍﻡ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﺑﺪﻭﺭﻫﺎ ﺍﻟﻘﻴﺎﺩﻱ ﻓﻲ ﺍﻻﺳﺘﺠﺎﺑﺔ ﻟﻠﻄﻮﺍﺭﺉ‬ ‫ﻫﺪﻑ ﺇﻃﺎﺭ ﺍﻻﺳﺘﺠﺎﺑﺔ ﻟﻠﻄﻮﺍﺭﺉ‬ ‫ﺍﻻﻓﺘﺮﺍﺿﺎﺕ ﺍﻟﺤﺎﺳﻤﺔ ﻟﻠﺘﻨﻔﻴﺬ ﺍﻟﻨﺎﺟﺢ ﻹﻃﺎﺭ ﺍﻻﺳﺘﺠﺎﺑﺔ ﻟﻠﻄﻮﺍﺭﺉ‬ ‫ﺍﻻﻟﺘﺰﺍﻣﺎﺕ ﺍﻟﺠﻮﻫﺮﻳﺔ ﻟﻤﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﺍﺳﺘﺠﺎﺑﺔ ﻟﻠﻄﻮﺍﺭﺉ‬

‫‪١٥‬‬ ‫‪١٥‬‬ ‫‪١٥‬‬ ‫‪١٥‬‬ ‫‪١٦‬‬ ‫‪١٧‬‬ ‫‪١٧‬‬

‫ﺍﻟﺠﺰء ‪ ١‬ﺗﺤﺪﻳﺪ ﻣﺎ ﺇﺫﺍ ﻛﺎﻥ ﻟﺤﺪﺙ ﻣﺎ ﺃﺛﺮ ﻋﻠﻰ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻣﺔ‬ ‫‪ ١-١‬ﺭﺻﺪ ﺍﻷﺣﺪﺍﺙ‬ ‫‪ ٢-١‬ﺍﻟﺘﺤﻘﻖ ﻣﻦ ﺍﻟﻌﻮﺍﻣﻞ ﺍﻟﺘﻲ ﺗﻄﻠﻖ ﺍﻷﺣﺪﺍﺙ ﻭﺗﻘﻴﻴﻢ ﺧﻄﺮﻫﺎ‬ ‫‪ ٣-١‬ﺍﻟﺘﺤﻘﻖ ﻣﻦ ﺍﻷﺣﺪﺍﺙ ﻭﺗﻘﻴﻴﻢ ﺧﻄﺮﻫﺎ‬ ‫‪ ٤-١‬ﺍﺳﺘﺨﺪﺍﻡ ﻧﺘﺎﺋﺞ ﺗﻘﻴﻴﻤﺎﺕ ﺃﺧﻄﺎﺭ ﺍﻷﺣﺪﺍﺙ‬ ‫‪ ٥-١‬ﺗﺴﺠﻴﻞ ﺍﻷﺣﺪﺍﺙ‬ ‫‪ ٦-١‬ﺇﻏﻼﻕ ﺍﻷﺣﺪﺍﺙ‬

‫‪١٨‬‬ ‫‪١٨‬‬ ‫‪١٩‬‬ ‫‪٢٠‬‬ ‫‪٢٢‬‬

‫ﺍﻟﺠﺰء ‪ ٢‬ﻋﻤﻠﻴﺔ ﺗﻌﻴﻴﻦ ﺩﺭﺟﺎﺕ ﺍﻟﻄﻮﺍﺭﺉ ﺩﺍﺧﻞ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ‬ ‫‪ ١-٢‬ﻫﺪﻑ ﻭﻣﻌﺎﻳﻴﺮ ﺗﻌﻴﻴﻦ ﺍﻟﺪﺭﺟﺎﺕ‬ ‫‪ ٢-٢‬ﺗﻌﺎﺭﻳﻒ ﺗﻌﻴﻴﻦ ﺍﻟﺪﺭﺟﺎﺕ‬ ‫‪ ٣-٢‬ﻋﻤﻠﻴﺔ ﺗﻌﻴﻴﻦ ﺍﻟﺪﺭﺟﺎﺕ‬ ‫‪ ٤-٢‬ﺇﺯﺍﻟﺔ ﺗﻌﻴﻴﻦ ﺍﻟﺪﺭﺟﺎﺕ‬

‫‪٢٣‬‬ ‫‪٢٣‬‬ ‫‪٢٥‬‬ ‫‪٢٦‬‬

‫ﺍﻟﺠﺰء ‪ ٣‬ﻣﻌﺎﻳﻴﺮ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﻟﻸﺩﺍء ﻟﻼﺳﺘﺠﺎﺑﺔ ﻟﻠﻄﻮﺍﺭﺉ‬ ‫‪ ١-٣‬ﻣﻌﺎﻳﻴﺮ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﻟﻸﺩﺍء‬ ‫‪ ٢-٣‬ﺗﻄﺒﻴﻖ ﻣﻌﺎﻳﻴﺮ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﻟﻸﺩﺍء‬ ‫‪ ٣-٣‬ﺇﻋﺪﺍﺩ ﺍﻟﺘﻘﺎﺭﻳﺮ ﺍﻟﻤﺘﻌﻠﻘﺔ ﺑﻤﻌﺎﻳﻴﺮ ﺍﻷﺩﺍء‬ ‫ﺇﻃﺎﺭ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ‬ ‫ﺍﻟﻌﺎﻟﻤﻴﺔ ﻟﻼﺳﺘﺠﺎﺑﺔ‬ ‫ﻟﻠﻄﻮﺍﺭﺉ‬

‫‪٤‬‬

‫‪٢٧‬‬ ‫‪٢٧‬‬ ‫‪٢٧‬‬ ‫‪٢٨‬‬

‫ﺍﻟﺠﺰء ‪ ٤‬ﺍﻟﻮﻇﺎﺋﻒ ﺍﻷﺳﺎﺳﻴﺔ ﺍﻷﺭﺑﻌﺔ ﻟﻤﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﻓﻲ ﺍﻻﺳﺘﺠﺎﺑﺔ ﻟﻠﻄﻮﺍﺭﺉ‬ ‫‪ ١-٤‬ﺍﻟﻮﻇﺎﺋﻒ ﺍﻷﺳﺎﺳﻴﺔ ﺍﻷﺭﺑﻊ‬ ‫‪ ٢-٤‬ﺇﻳﺘﺎء ﺍﻟﻮﻇﺎﺋﻒ ﺍﻷﺳﺎﺳﻴﺔ ﺍﻷﺭﺑﻊ‬ ‫‪ ٣-٤‬ﺩﻋﻢ ﺍﻟﻮﻇﺎﺋﻒ ﺍﻷﺳﺎﺳﻴﺔ ﺍﻷﺭﺑﻊ ﻣﻦ ﺍﻟﻤﺴﺘﻮﻯ ﺍﻟﺪﻭﻟﻲ ﻓﻲ ﺍﻟﻄﻮﺍﺭﺉ‬

‫‪٢٩‬‬ ‫‪٢٩‬‬ ‫‪٢٩‬‬

‫ﺍﻟﺠﺰء ‪ ٥‬ﺍﻟﻔﺮﻳﻖ ﺍﻟﻌﺎﻟﻤﻲ ﻹﺩﺍﺭﺓ ﺍﻟﻄﻮﺍﺭﺉ ‪ GEMT‬ﻓﻲ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ‬ ‫‪ ١-٥‬ﻫﺪﻑ ﻭﺗﺮﻛﻴﺐ ﺍﻟﻔﺮﻳﻖ ﺍﻟﻌﺎﻟﻤﻲ ﻹﺩﺍﺭﺓ ﺍﻟﻄﻮﺍﺭﺉ‬ ‫‪ ٢-٥‬ﺩﻭﺭ ﺍﻟﻔﺮﻳﻖ ﺍﻟﻌﺎﻟﻤﻲ ﻹﺩﺍﺭﺓ ﺍﻟﻄﻮﺍﺭﺉ ﻓﻲ ﺍﻻﺳﺘﺠﺎﺑﺔ ﻟﻠﻄﻮﺍﺭﺉ‬

‫‪٣١‬‬ ‫‪٣١‬‬ ‫‪٣٢‬‬ ‫‪٣٣‬‬

‫ﺍﻟﺠﺰء ‪ ٦‬ﺍﻟﺴﻴﺎﺳﺎﺕ ﺍﻷﺳﺎﺳﻴﺔ ﻟﺮﻓﻊ ﺍﺳﺘﺠﺎﺑﺔ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﺇﻟﻰ ﺍﻟﺪﺭﺟﺔ ﺍﻟﻘﺼﻮﻯ‬ ‫‪ ١-٦‬ﺳﻴﺎﺳﺔ ﺍﻟﺘﺪﺧﻞ ﺍﻟﺴﺮﻳﻊ‬ ‫‪ ٢-٦‬ﺳﻴﺎﺳﺔ ﻗﺎﺋﺪ ﺍﻟﻄﻮﺍﺭﺉ ﺍﻟﺼﺤﻴﺔ‬ ‫‪ ٣-٦‬ﺳﻴﺎﺳﺔ ﺭﻓﻊ ﺍﻟﺤﺮﺝ‬

‫‪٣٥‬‬ ‫‪٣٦‬‬ ‫‪٤٢‬‬ ‫‪٤٦‬‬ ‫‪٤٨‬‬

‫ﺍﻟﺠﺰء ‪ ٧‬ﺟﺮﺍءﺍﺕ ﺍﺳﺘﺠﺎﺑﺔ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﻟﻠﻄﻮﺍﺭﺉ‬ ‫ﺍﻟﺠﺪﻭﻝ ‪ -١‬ﺍﻟﻘﻴﺎﺩﺓ‬ ‫ﺍﻟﺠﺪﻭﻝ ‪ -٢‬ﺍﻟﻤﻌﻠﻮﻣﺎﺕ‬ ‫ﺍﻟﺠﺪﻭﻝ ‪ -٣‬ﺍﻟﺨﺒﺮﺍﺕ ﺍﻟﺘﻘﻨﻴﺔ‬ ‫ﺍﻟﺠﺪﻭﻝ ‪ ٤‬ﺍﻟﺨﺪﻣﺎﺕ ﺍﻟﺠﻮﻫﺮﻳﺔ‬

‫‪٥٠‬‬ ‫‪٥٠‬‬ ‫‪٥٢‬‬ ‫‪٥٤‬‬ ‫‪٥٦‬‬ ‫‪٥٧‬‬ ‫‪٥٨‬‬

‫ﺍﻟﻤﻠﺤﻘﺎﺕ‬ ‫ﺍﻟﻤﻠﺤﻖ ‪ -١‬ﻣﺨﻄﻂ ﺇﻃﺎﺭ ﺗﻌﻴﻴﻦ ﺍﻟﺪﺭﺟﺎﺕ ﻓﻲ ﺍﻻﺳﺘﺠﺎﺑﺔ ﻟﻠﻄﻮﺍﺭﺉ‬ ‫ﺍﻟﻤﻠﺤﻖ ‪ -٢‬ﺍﻟﻤﺨﻄﻂ ﺍﻟﺰﻣﻨﻲ ﻟﻼﺳﺘﺠﺎﺑﺔ ﻋﻠﻰ ﺍﻟﻤﺴﺘﻮﻯ ُ‬ ‫ﺍﻟﻘﻄﺮﻱ‬ ‫ﺍﻟﻤﻠﺤﻖ ‪ -٣‬ﺍﻟﺘﺰﺍﻣﺎﺕ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﺗﺤﺖ ﺍﻟﻠﺠﻨﺔ ﺍﻟﺪﺍﺋﻤﺔ ﺍﻟﻤﺸﺘﺮﻛﺔ ﺑﻴﻦ ﺍﻟﻮﻛﺎﻻﺕ ﻓﻲ ﻣﺴﺘﻮﻯ ﺍﻟﻄﻮﺍﺭﺉ ‪٣‬‬ ‫ﺍﻟﻤﻠﺤﻖ ‪ -٤‬ﻣﻌﺎﻳﻴﺮ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﻟﻸﺩﺍء ﻓﻲ ﺍﻟﻄﻮﺍﺭﺉ ﺍﻟﻤﺪﻳﺪﺓ‬ ‫ﺍﻟﻤﻠﺤﻖ ‪ -٥‬ﺍﻟﺘﺰﺍﻡ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﺑﺎﻟﺠﺎﻫﺰﻳﺔ ﺍﻟﻤﺆﺳﺴﻴﺔ‬ ‫ﺍﻟﻤﻠﺤﻖ ‪ -٦‬ﺍﻟﺘﺰﺍﻡ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﺑﺈﺩﺍﺭﺓ ﻣﺨﺎﻃﺮ ﺍﻟﻄﻮﺍﺭﺉ‬ ‫ﺇﻃﺎﺭ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ‬ ‫ﺍﻟﻌﺎﻟﻤﻴﺔ ﻟﻼﺳﺘﺠﺎﺑﺔ‬ ‫ﻟﻠﻄﻮﺍﺭﺉ‬

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‫ﺍﺧﺘﺼﺎﺭﺍﺕ‬

‫ﺍﻟﺼﻨﺪﻭﻕ ﺍﻟﻤﺮﻛﺰﻱ ﻟﻼﺳﺘﺠﺎﺑﺔ ﻟﻠﻄﻮﺍﺭﺉ‬ ‫ﺇﻃﺎﺭ ﺍﻻﺳﺘﺠﺎﺑﺔ ﻟﻠﻄﻮﺍﺭﺉ‬ ‫ﻓﺮﻳﻖ ﺍﻻﺳﺘﺠﺎﺑﺔ ﻟﻠﻄﻮﺍﺭﺉ )ﻋﻠﻰ ﺍﻟﻤﺴﺘﻮﻯ ﺍﻟﻘﻄﺮﻱ(‬ ‫ﻋﻤﻠﻴﺔ ﺍﻻﺳﺘﺠﺎﺑﺔ ﻟﻠﻄﻮﺍﺭﺉ‬ ‫ﻓﺮﻳﻖ ﺍﻟﺪﻋﻢ ﻟﻠﻄﻮﺍﺭﺉ )ﻋﻠﻰ ﺍﻟﻤﺴﺘﻮﻯ ﺍﻟﺪﻭﻟﻲ(‬ ‫ﻗﺎﺋﺪ ﻓﺮﻳﻖ ﺍﻟﺪﻋﻢ ﺍﻟﻄﻮﺍﺭﺉ‬ ‫ﺍﻟﻔﺮﻳﻖ ﺍﻟﻌﺎﻟﻤﻲ ﻹﺩﺍﺭﺓ ﺍﻟﻄﻮﺍﺭﺉ‬

‫‪CERF‬‬ ‫‪ERF‬‬ ‫‪ERT‬‬ ‫‪ERP‬‬ ‫‪EST‬‬ ‫‪ESTL‬‬ ‫‪GEMT‬‬

‫‪ GEMT-R‬ﺍﻟﻔﺮﻳﻖ ﺍﻟﻌﺎﻟﻤﻲ ﻹﺩﺍﺭﺓ ﺍﻟﻄﻮﺍﺭﺉ ﻟﻼﺳﺘﺠﺎﺑﺔ‬ ‫ﺍﻟﺸﺒﻜﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﻟﻠﻄﻮﺍﺭﺉ‬ ‫ﻣﻨﺴﻖ ﺍﻟﻤﺠﻤﻮﻋﺔ ﺍﻟﺼﺤﻴﺔ‬ ‫ﺍﻟﻔﺮﻳﻖ ﺍﻟﻘﻄﺮﻱ ﻟﻠﻌﻤﻞ ﺍﻹﻧﺴﺎﻧﻲ‬ ‫ﻗﺎﺋﺪ ﻓﻲ ﺍﻟﻄﻮﺍﺭﺉ ﺍﻟﺼﺤﻴﺔ‬ ‫ﺍﻟﻤﻘﺮ ﺍﻟﺮﺋﻴﺴﻲ‬ ‫ﻣﺪﻳﺮ ﻣﻜﺘﺐ ﺍﻟﻘﻄﺮﻱ ﻟﻤﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ‬ ‫ﺍﻟﻠﺠﻨﺔ ﺍﻟﺪﺍﺋﻤﺔ ﺍﻟﻤﺸﺘﺮﻛﺔ ﺑﻴﻦ ﺍﻟﻮﻛﺎﻻﺕ‬ ‫ﺍﻟﻠﻮﺍﺋﺢ ﺍﻟﺼﺤﻴﺔ ﺍﻟﺪﻭﻟﻴﺔ )‪(٢٠٠٥‬‬ ‫ﺍﻟﻤﻜﺘﺐ ﺍﻹﻗﻠﻴﻤﻲ ﻟﻤﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ‬ ‫ﺍﻟﻤﻜﺘﺐ ﺍﻟﻘﻄﺮﻱ ﻟﻤﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ‬ ‫ﻣﻨﺴﻖ ﺍﺳﺘﺠﺎﺑﺔ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ‬ ‫‪GEN‬‬ ‫‪HCC‬‬ ‫‪HCT‬‬ ‫‪HL‬‬ ‫‪HQ‬‬ ‫‪HWCO‬‬ ‫‪IASC‬‬ ‫‪IHR‬‬ ‫‪RO‬‬ ‫‪WCO‬‬ ‫‪WRC‬‬

‫ﺇﻃﺎﺭ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ‬ ‫ﺍﻟﻌﺎﻟﻤﻴﺔ ﻟﻼﺳﺘﺠﺎﺑﺔ‬ ‫ﻟﻠﻄﻮﺍﺭﺉ‬

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‫ﺧﻼﺻﺔ ﺗﻨﻔﻴﺬﻳﺔ‬

‫ﺗﻮﺍﺟﻪ ﺍﻟﺒﻠﺪﺍﻥ ﺍﻷﻋﻀﺎء ﻓﻲ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﻃﻴﻔﺎً ﻭﺍﺳﻌﺎً ﻣﻦ ﺍﻟﻄﻮﺍﺭﺉ ﺗﻨﺠﻢ ﻋﻦ ﻣﺨﺎﻃﺮ ﻣﺨﺘﻠﻔﺔ‪ ،‬ﻭﺗﺘﻔﺎﻭﺕ ﻓﻲ‬ ‫ﻣﺪﺍﻫﺎ‪ ،‬ﻭﻓﻲ ﺗﻌﻘﺪﻫﺎ ﻭﺗﺪﺍﻋﻴﺎﺗﻬﺎ ﺍﻟﺪﻭﻟﻴﺔ‪ .‬ﻭﻗﺪ ﻳﻜﻮﻥ ﻟﻬﺬﻩ ﺍﻟﻄﻮﺍﺭﺉ ﺁﺛﺎﺭ ﻭﺍﺳﻌﺔ ﺳﻴﺎﺳﻴﺔ‪ ،‬ﻭﺍﻗﺘﺼﺎﺩﻳﺔ‪ ،‬ﻭﺍﺟﺘﻤﺎﻋﻴﺔ‬ ‫ﻭﺻﺤﻴﺔ ﻋﺎﻣﺔ‪ ،‬ﻣﻊ ﺇﻣﻜﺎﻥ ﺣﺪﻭﺙ ﺗﺪﺍﻋﻴﺎﺕ ﻃﻮﻳﻠﺔ ﺍﻷﻣﺪ ﺗﺴﺘﻤﺮ ﺳﻨﻮﺍﺕ ﺑﻌﺪ ﺍﻟﻄﻮﺍﺭﺉ ‪ .‬ﻗﺪ ﺗﻨﺠﻢ ﺍﻟﻄﻮﺍﺭﺉ ﻋﻦ ﻛﻮﺍﺭﺙ‬ ‫ﻃﺒﻴﻌﻴﺔ‪ ،‬ﺃﻭ ﻧﺰﺍﻋﺎﺕ‪ ،‬ﺃﻭ ﻓﺎﺷﻴﺎﺕ ﻟﻸﻣﺮﺍﺽ‪ ،‬ﺃﻭ ﺗﻠﻮﺙ ﻏﺬﺍﺋﻲ‪ ،‬ﺃﻭ ﺗﺴﺮﺑﺎﺕ ﻛﻴﻤﻴﺎﺋﻴﺔ ﺃﻭ ﻧﻮﻭﻳﺔ ﺇﺷﻌﺎﻋﻴﺔ‪ ،‬ﺑﻴﻦ ﻏﻴﺮﻫﺎ‬ ‫ﻣﻦ ﺍﻟﻤﺨﺎﻃﺮ‪ .‬ﻭﻳﻤﻜﻦ ﺍﻟﻄﻮﺍﺭﺉ ﺃﻥ ﺗﺨﺮﺏ ﻋﻘﻮﺩﺍً ﻣﻦ ﺍﻟﺘﻄﻮﺭ ﺍﻻﺟﺘﻤﺎﻋﻲ ﻭﺍﻟﻤﻜﺎﺳﺐ ﺍﻟﺼﺤﻴﺔ ﺍﻟﺘﻲ ﺗﺤﻘﻘﺖ ﺑﺸﻖ‬ ‫ﺍﻷﻧﻔﺲ‪ ،‬ﻭﺗﺨﺮﺏ ﺍﻟﻤﺴﺘﺸﻔﻴﺎﺕ ﻭﻏﻴﺮﻫﺎ ﻣﻦ ﺍﻟﺒﻨﻰ ﺍﻟﺼﺤﻴﺔ ﺍﻟﺘﺤﺘﻴﺔ‪ ،‬ﻭﺗﻀﻌﻒ ﺍﻟﻨﻈﺎﻡ ﺍﻟﺼﺤﻲ ﻭﺗﺒﻄﺊ ﻭﺗﻴﺮﺓ ﺍﻟﺴﻴﺮ ﻧﺤﻮ‬ ‫ﺍﻟﻤﺮﺍﻣﻲ ﺍﻹﻧﻤﺎﺋﻴﺔ ﻟﻸﻟﻔﻴﺔ‪ .‬ﻭﻫﻜﺬﺍ ﻳﺼﺒﺢ ﺍﻻﺳﺘﻌﺪﺍﺩ ﻭﺍﻻﺳﺘﺠﺎﺑﺔ ﻟﻠﻄﻮﺍﺭﺉ ﺑﻔﻌﺎﻟﻴﺔ ﻣﻦ ﺍﻟﺘﺤﺪﻳﺎﺕ ﺍﻟﻤﻠﺤﺔ ﺍﻟﺘﻲ ﻳﻮﺍﺟﻬﻬﺎ‬ ‫ﺍﻟﻤﺠﺘﻤﻊ ﺍﻟﺪﻭﻟﻲ‪.‬‬ ‫ﺗﺆﺩﻱ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﺩﻭﺭﺍً ﺃﺳﺎﺳﻴﺎً ﻓﻲ ﺩﻋﻢ ﺍﻟﺒﻠﺪﺍﻥ ﺍﻷﻋﻀﺎء ﻓﻲ ﺍﻻﺳﺘﻌﺪﺍﺩ ﻭﺍﻻﺳﺘﺠﺎﺑﺔ ﻭﺍﻟﺘﻌﺎﻓﻲ ﻣﻦ‬ ‫ﺍﻟﻄﻮﺍﺭﺉ ﺍﻟﺘﻲ ﺗﺘﺮﺍﻓﻖ ﻣﻊ ﺗﺪﺍﻋﻴﺎﺕ ﺻﺤﻴﺔ ﻋﺎﻣﺔ‪ .‬ﻛﻤﺎ ﺃﻥ ﻟﻬﺎ ﺍﻟﺘﺰﺍﻣﺎﺕ ﺗﺠﺎﻩ ﺍﻟﻠﺠﻨﺔ ﺍﻟﺪﺍﺋﻤﺔ ﺍﻟﻤﺸﺘﺮﻛﺔ ﺑﻴﻦ ﺍﻟﻮﻛﺎﻻﺕ‬ ‫‪ IASC‬ﻛﻮﻛﺎﻟﺔ ﺭﺍﺋﺪﺓ ﻟﻠﻤﺠﻤﻮﻋﺔ ﺍﻟﺼﺤﻴﺔ‪ ،‬ﻭﺗﺠﺎﻩ ﺍﻟﻠﻮﺍﺋﺢ ﺍﻟﺼﺤﻴﺔ ﺍﻟﺪﻭﻟﻴﺔ )‪ (٢٠٠٥‬ﻭﺍﻟﻬﻴﺌﺎﺕ ﻭﺍﻻﺗﻔﺎﻗﻴﺎﺕ ﺍﻟﺪﻭﻟﻴﺔ‬ ‫ﺍﻟﺨﺎﺻﺔ ﺑﺎﻻﺳﺘﺠﺎﺑﺔ ﻟﻠﻄﻮﺍﺭﺉ ‪.‬‬ ‫ﻳﻬﺪﻑ ﺇﻃﺎﺭ ﺍﻻﺳﺘﺠﺎﺑﺔ ﻟﻠﻄﻮﺍﺭﺉ ﻫﺬﺍ ﺇﻟﻰ ﺗﻮﺿﻴﺢ ﺃﺩﻭﺍﺭ ﻭﻣﺴﺆﻭﻟﻴﺎﺕ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﻓﻲ ﻫﺬﺍ ﺍﻟﻤﺠﺎﻝ ﻭﺗﺄﻣﻴﻦ‬ ‫ﻣﻘﺎﺭﺑﺔ ﻣﺸﺘﺮﻛﺔ ﻟﻌﻤﻠﻬﺎ ﻓﻲ ﺍﻟﻄﻮﺍﺭﺉ‪ .‬ﻭﻓﻲ ﺍﻟﻨﻬﺎﻳﺔ‪ ،‬ﻳﺘﻄﻠﺐ ﺇﻃﺎﺭ ﺍﻻﺳﺘﺠﺎﺑﺔ ﻟﻠﻄﻮﺍﺭﺉ ﺃﻥ ﺗﻌﻤﻞ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ‬ ‫ﺍﻟﻌﺎﻟﻤﻴﺔ ﺑﺴﺮﻋﺔ ﺑﺄﻣﻞ ﺗﺤﻘﻴﻖ ﺃﻓﻀﻞ ﺧﺪﻣﺔ ﻭﺃﻥ ﺗﻜﻮﻥ ﻣﺴﺆﻭﻟﺔ ﺗﺠﺎﻩ ﺍﻟﻤﺠﻤﻮﻋﺎﺕ ﺍﻟﺴﻜﺎﻧﻴﺔ ﺍﻟﻤﺘﺄﺛﺮﺓ ﺑﺎﻟﻄﻮﺍﺭﺉ‪.‬‬ ‫ً‬ ‫ﺃﻭﻻ‪ ،‬ﻳﻀﻊ ﺇﻃﺎﺭ ﺍﻻﺳﺘﺠﺎﺑﺔ ﻟﻠﻄﻮﺍﺭﺉ ﺍﻟﺘﺰﺍﻣﺎﺕ ﺟﻮﻫﺮﻳﺔ ﻟﻤﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﻟﻼﺳﺘﺠﺎﺑﺔ ﻟﻠﻄﻮﺍﺭﺉ‪ ،‬ﻭﻫﻲ ﺃﻓﻌﺎﻝ‬ ‫ﺗﻠﺘﺰﻡ ﺍﻟﻤﻨﻈﻤﺔ ﺑﺈﻳﺘﺎﺋﻬﺎ ﻓﻲ ﺍﻟﻄﻮﺍﺭﺉ ﺍﻟﺘﻲ ﺗﺘﺮﺍﻓﻖ ﺑﺘﺪﺍﻋﻴﺎﺕ ﺻﺤﻴﺔ ﻋﺎﻣﺔ ﻟﺘﺨﻔﻴﻒ ﺍﻟﻮﻓﻴﺎﺕ ﻭﺍﻷﻣﺮﺍﺽ ﺍﻟﻤﻬﺪﺩﺓ ﻟﻠﺤﻴﺎﺓ‬ ‫ﺑﻘﻴﺎﺩﺓ ﺍﺳﺘﺠﺎﺑﺔ ﻣﺘﻨﺎﺳﻘﺔ ﻭﻓﻌﺎﻟﺔ ﻟﻠﻘﻄﺎﻉ ﺍﻟﺼﺤﻲ‪.‬‬ ‫ﺛﺎﻧﻴﺎً‪ ،‬ﻳﻀﻊ ﺇﻃﺎﺭ ﺍﻻﺳﺘﺠﺎﺑﺔ ﻟﻠﻄﻮﺍﺭﺉ ﺗﻔﺼﻴﻼﺕ ﺣﻮﻝ ﺍﻟﺨﻄﻮﺍﺕ ﺍﻟﺘﻲ ﺳﺘﺘﺨﺬﻫﺎ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﺑﺪءﺍً ﻣﻦ‬ ‫ﺍﻟﺘﻨﺒﻴﻪ ﺍﻷﻭﻟﻲ ﺑﺎﻟﺤﺪﺙ ﻭﻣﺎ ﻳﺆﺩﻱ ﺇﻟﻴﻪ ﻣﻦ ﺍﻟﺘﺼﻨﻴﻒ ﺍﻟﻨﻬﺎﺋﻲ ﻟﻠﻄﻮﺍﺭﺉ‪ ،‬ﺑﻤﺎ ﻓﻴﻪ ﺍﻟﺘﺤﻘﻖ ﻣﻦ ﺍﻷﺣﺪﺍﺙ ﻭﺗﻘﻴﻴﻢ ﻣﺨﺎﻃﺮﻫﺎ‪.‬‬ ‫ﺛﺎﻟﺜﺎً‪ ،‬ﻳﺼﻒ ﺇﻃﺎﺭ ﺍﻻﺳﺘﺠﺎﺑﺔ ﻟﻠﻄﻮﺍﺭﺉ ﻋﻤﻠﻴﺔ ﺍﻟﺘﻌﻴﻴﻦ ﺍﻟﺪﺍﺧﻠﻴﺔ ﻟﻤﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﻟﺪﺭﺟﺎﺕ ﺍﻟﻄﻮﺍﺭﺉ ﺑﻤﺎ ﻓﻴﻬﺎ‬ ‫ﻫﺪﻑ ﺗﻌﻴﻴﻦ ﺍﻟﺪﺭﺟﺎﺕ‪ ،‬ﻭﺗﻌﺎﺭﻳﻒ ﻣﺨﺘﻠﻒ ﺍﻟﺪﺭﺟﺎﺕ‪ ،‬ﻭﻣﻌﺎﻳﻴﺮ ﺗﻌﻴﻴﻦ ﺍﻟﺪﺭﺟﺎﺕ‪ ،‬ﻭﺧﻄﻮﺍﺕ ﺇﺯﺍﻟﺔ ﺩﺭﺟﺔ ﻣﺎ‪.‬‬ ‫ﺭﺍﺑﻌﺎً‪ ،‬ﺗﺼﻒ ﻫﺬﻩ ﺍﻟﻤﻘﺎﻟﺔ ﻣﻌﺎﻳﻴﺮ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﻟﻸﺩﺍء ﻟﻼﺳﺘﺠﺎﺑﺔ ﻟﻠﻄﻮﺍﺭﺉ‪ :‬ﻣﻨﺘﺠﺎﺕ ﺧﺎﺻﺔ ﻣﻊ ﺟﺪﺍﻭﻝ‬ ‫ﺯﻣﻨﻴﺔ ﻹﻧﻬﺎﺋﻬﺎ ﺗﺴﺘﺨﺪﻣﻬﺎ ﺍﻟﻤﻨﻈﻤﺔ ﻟﻘﻴﺎﺱ ﺃﺩﺍﺋﻬﺎ‪.‬‬

‫ﺇﻃﺎﺭ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ‬ ‫ﺍﻟﻌﺎﻟﻤﻴﺔ ﻟﻼﺳﺘﺠﺎﺑﺔ‬ ‫ﻟﻠﻄﻮﺍﺭﺉ‬

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‫ﺧﺎﻣﺴﺎً‪ ،‬ﻳﺤﺪﺩ ﺇﻃﺎﺭ ﺍﻻﺳﺘﺠﺎﺑﺔ ﻟﻠﻄﻮﺍﺭﺉ ﺃﺭﺑﻊ ﻭﻇﺎﺋﻒ ﺣﺎﺳﻤﺔ ﻟﻤﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﺧﻼﻝ ﺍﻻﺳﺘﺠﺎﺑﺔ ﻟﻠﻄﻮﺍﺭﺉ‬ ‫ﻭﻫﻲ‪ :‬ﺍﻟﻘﻴﺎﺩﺓ‪ ،‬ﻭﺍﻟﻤﻌﻠﻮﻣﺎﺕ‪ ،‬ﻭﺍﻟﺨﺒﺮﺓ ﺍﻟﺘﻘﻨﻴﺔ‪ ،‬ﻭﺍﻟﺨﺪﻣﺎﺕ ﺍﻟﺠﻮﻫﺮﻳﺔ‪.‬‬ ‫ﺳﺎﺩﺳﺎً‪ ،‬ﻳﺤﺪﺩ ﺇﻃﺎﺭ ﺍﻻﺳﺘﺠﺎﺑﺔ ﻟﻠﻄﻮﺍﺭﺉ ﺩﻭﺭ ﻓﺮﻳﻖ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﺍﻟﻌﺎﻟﻤﻲ ﻹﺩﺍﺭﺓ ﺍﻟﻄﻮﺍﺭﺉ ‪ GEMT‬ﺧﻼﻝ‬ ‫ﺍﻻﺳﺘﺠﺎﺑﺔ ﻟﻠﻄﻮﺍﺭﺉ‪ ،‬ﻭﺧﺎﺻﺔ ﺍﻻﺳﺘﺨﺪﺍﻡ ﺍﻷﻣﺜﻞ ﻟﻤﻮﺍﺭﺩ ﺍﻟﻤﻨﻈﻤﺔ‪ ،‬ﻭﺗﺮﺻﺪ ﺗﻨﻔﻴﺬ ﺍﻹﺟﺮﺍءﺍﺕ ﻭﺍﻟﺴﻴﺎﺳﺎﺕ ﺫﺍﺕ ﺍﻟﻌﻼﻗﺔ‪،‬‬ ‫ﻭﺇﺩﺍﺭﺓ ﺍﻻﺗﺼﺎﻻﺕ ﺍﻟﺪﺍﺧﻠﻴﺔ ﻭﺍﻟﺨﺎﺭﺟﻴﺔ ﻟﻠﻤﻨﻈﻤﺔ‪.‬‬ ‫ﺳﺎﺑﻌﺎً‪ ،‬ﻳﺤﺪﺩ ﺇﻃﺎﺭ ﺍﻻﺳﺘﺠﺎﺑﺔ ﻟﻠﻄﻮﺍﺭﺉ ﺇﺟﺮﺍءﺍﺕ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﻟﻼﺳﺘﺠﺎﺑﺔ ﻟﻠﻄﻮﺍﺭﺉ ‪ ،ERPs‬ﻭﺍﻟﺘﻲ ﺗﺤﺪﺩ‬ ‫ﺃﺩﻭﺍﺭ ﻭﻣﺴﺆﻭﻟﻴﺎﺕ ﻛﺎﻣﻞ ﺍﻟﻤﻨﻈﻤﺔ ﻟﺘﻘﺪﻳﻢ ﺍﻟﻮﻇﺎﺋﻒ ﺍﻟﺤﺎﺳﻤﺔ ﺍﻷﺭﺑﻊ ﻭﻣﻌﺎﻳﻴﺮ ﺍﻷﺩﺍء‪.‬‬ ‫ﻭﺃﺧﻴﺮﺍً‪ ،‬ﺗﻢ ﺗﻔﺼﻴﻞ ﺛﻼﺙ ﺳﻴﺎﺳﺎﺕ ﺃﺳﺎﺳﻴﺔ ﻟﻠﻄﻮﺍﺭﺉ ﺗﺮﻗﻰ ﺑﺎﺳﺘﺠﺎﺑﺔ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﺇﻟﻰ ﺍﻟﺤﺪ ﺍﻷﻗﺼﻰ‪ :‬ﻫﻲ‬ ‫ﺳﻴﺎﺳﺔ ﺍﻟﺘﺪﺧﻞ ﺍﻟﺴﺮﻳﻊ‪ ،‬ﻭﺳﻴﺎﺳﺔ ﻗﺎﺋﺪ ﺍﻟﻄﻮﺍﺭﺉ ﺍﻟﺼﺤﻴﺔ ﻭﺳﻴﺎﺳﺔ ﺭﻓﻊ ﺍﻟﺤﺮﺝ‪.‬‬ ‫ﻛﻤﺎﺗﻮﺟﺪ ﻓﻲ ﻧﻬﺎﻳﺔ ﺍﻟﻮﺛﻴﻘﺔ ‪ ٦‬ﻣﻠﺤﻘﺎﺕ ﺗﻜﻤﻴﻠﻴﺔ‪ .‬ﻳﻘﺪﻡ ﺍﻟﻤﻠﺤﻖ ‪ ١‬ﻟﻮﺣﺔ ﻟﻤﺴﺎﺭ ﻋﻤﻠﻴﺔ ﺗﻌﻴﻴﻦ ﺍﻟﺪﺭﺟﺎﺕ‪ ،‬ﺃﻣﺎ ﺍﻟﻤﻠﺤﻖ ‪ ٢‬ﻓﻬﻮ‬ ‫ﻣﺨﻄﻂ ﺯﻣﻨﻲ ﻋﻠﻰ ﺍﻟﻤﺴﺘﻮﻯ ﺍﻟﻘﻄﺮﻱ ﺧﻼﻝ ﺍﻻﺳﺘﺠﺎﺑﺔ ﻟﻠﻄﻮﺍﺭﺉ ‪ .‬ﻭﻳﺤﺪﺩ ﺍﻟﻤﻠﺤﻖ ‪ ٣‬ﺍﻟﺘﺰﺍﻣﺎﺕ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ‬ ‫ﺿﻤﻦ ﺍﻟﻠﺠﻨﺔ ﺍﻟﺪﺍﺋﻤﺔ ﺍﻟﻤﺸﺘﺮﻛﺔ ﺑﻴﻦ ﺍﻟﻮﻛﺎﻻﺕ ﻟﻤﺴﺘﻮﻯ ﺍﻟﻄﻮﺍﺭﺉ ‪٣‬؛ ﺃﻣﺎ ﺍﻟﻤﻠﺤﻖ ‪ ٤‬ﻓﻴﻔﺼﻞ ﻣﻌﺎﻳﻴﺮ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ‬ ‫ﺍﻟﻌﺎﻟﻤﻴﺔ ﻟﻸﺩﺍء ﻓﻲ ﺍﻟﻄﻮﺍﺭﺉ ﺍﻟﻄﻮﻳﻠﺔ ﺍﻷﻣﺪ؛ ﻭﻳﻌﺮﻑ ﺍﻟﻤﻠﺤﻖ ‪ ٥‬ﺍﻟﺘﺰﺍﻡ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﺑﺠﺎﻫﺰﻳﺔ ﺍﻟﻤﺆﺳﺴﺎﺕ؛‬ ‫ﻛﻤﺎ ﻳﻌﺮﻑ ﺍﻟﻤﻠﺤﻖ ‪ ٦‬ﺍﻟﺘﺰﺍﻡ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﺑﺈﺩﺍﺭﺓ ﻣﺨﺎﻃﺮ ﺍﻟﻄﻮﺍﺭﺉ ‪.‬‬

‫ﺇﻃﺎﺭ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ‬ ‫ﺍﻟﻌﺎﻟﻤﻴﺔ ﻟﻼﺳﺘﺠﺎﺑﺔ‬ ‫ﻟﻠﻄﻮﺍﺭﺉ‬

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‫ﻣﻘﺪﻣﺔ‬

‫ﺣﺪﺙ ﺧﻼﻝ ﺍﻟﻌﻘﺪ ‪ ٢٠١٠-٢٠٠١‬ﺃﻛﺜﺮ ﻣﻦ ‪ ٧٠٠‬ﻃﺎﺭﺉ ﻃﺒﻴﻌﻲ ﻭﺗﻘﻨﻲ ﻓﻲ ﺍﻟﻌﺎﻟﻢ ﺳﻨﻮﻳﺎً‪ ،‬ﺃﺻﺎﺏ ﺣﻮﺍﻟﻲ ‪ ٢٧٠‬ﻣﻠﻴﻮﻥ‬ ‫ﺇﻧﺴﺎﻥ‪ ،‬ﺳﺒﺐ ﺃﻛﺜﺮ ﻣﻦ ‪ ١٣٠٫٠٠٠‬ﺣﺎﻟﺔ ﻭﻓﺎﺓ ﺳﻨﻮﻳﺎً‪ ١.‬ﻭﻗﺪ ﺣﺪﺛﺖ ﻧﺴﺒﺔ ‪ ٪٢٥‬ﻣﻦ ﻫﺬﻩ ﺍﻟﻄﻮﺍﺭﺉ‪ ،‬ﻭ‪ ٪٤٤‬ﻣﻦ ﻫﺬﻩ‬ ‫ﺍﻟﻮﻓﻴﺎﺕ‪ ،‬ﻓﻲ ﺃﻗﻞ ﺍﻟﺒﻠﺪﺍﻥ ﺗﻄﻮﺭﺍً ﻭﺍﻟﺒﻠﺪﺍﻥ ﺍﻟﻤﺤﺪﻭﺩﺓ ﺍﻟﻘﺪﺭﺍﺕ ﻋﻠﻰ ﺍﻻﺳﺘﻌﺪﺍﺩ ﻭﺍﻻﺳﺘﺠﺎﺑﺔ ﺑﻔﺎﻋﻠﻴﺔ ﺗﺠﺎﻩ ﺍﻟﻄﻮﺍﺭﺉ‪ .‬ﻻ‬ ‫ﺗﺸﻤﻞ ﻫﺬﻩ ﺍﻹﺣﺼﺎﺋﻴﺎﺕ ﺍﻟﻤﺴﺘﻮﻳﺎﺕ ﺍﻟﻌﺎﻟﻴﺔ ﻟﻠﻮﻓﻴﺎﺕ ﻭﺍﻷﻣﺮﺍﺽ ﺍﻟﺘﻲ ﺗﺮﺍﻓﻘﺖ ﻣﻊ ﻃﻮﺍﺭﺉ ﺍﻟﻨﺰﺍﻋﺎﺕ‪ .‬ﻓﺤﺴﺐ ﺍﻟﺒﻨﻚ‬ ‫ﺍﻟﺪﻭﻟﻲ‪ ،‬ﻳﻌﻴﺶ ﺃﻛﺜﺮ ﻣﻦ ‪ ٥-١‬ﺑﻠﻴﻮﻥ ﺇﻧﺴﺎﻥ – ﺭﺑﻊ ﺳﻜﺎﻥ ﺍﻟﻌﺎﻟﻢ – ﻓﻲ ﺑﻠﺪﺍﻥ ﺗﺘﺄﺛﺮ ﺑﺎﻟﻨﺰﺍﻋﺎﺕ ﺍﻟﻤﺴﻠﺤﺔ‪ ٢.‬ﻳﻌﺎﻧﻲ ﻫﺆﻻء‬ ‫ﺍﻟﺴﻜﺎﻥ ﻣﻦ ﺗﺪﺍﻋﻴﺎﺕ ﺍﻟﺘﻤﺰﻕ ﻓﻲ ﺍﻟﻤﺠﺘﻤﻊ ﻭﺯﻳﺎﺩﺍﺕ ﺍﻟﻮﻓﻴﺎﺕ ﻭﺍﻷﻣﺮﺍﺽ ﺍﻟﻨﺎﺟﻤﺔ ﻋﻦ ﺃﻣﺮﺍﺽ ﻋﺪﻭﺍﺋﻴﺔ‪ ،‬ﻭﺳﻮء ﺍﻟﺘﻐﺬﻳﺔ‬ ‫ﺍﻟﺤﺎﺩ‪ ،‬ﻭﺍﻟﺮﺿﺢ ﻭﻣﻀﺎﻋﻔﺎﺕ ﺍﻷﻣﺮﺍﺽ ﺍﻟﻤﺰﻣﻨﺔ‪ .‬ﻭﻗﺪ ﻋﺎﻧﻰ ‪ ١٥‬ﺑﻠﺪﺍً ﻋﻠﻰ ﺍﻷﻗﻞ ﻣﻦ ﺍﻟﺒﻠﺪﺍﻥ ﺍﻟﻌﺸﺮﻳﻦ ﺍﻟﺘﻲ ﺗﺘﻤﻴﺰ‬ ‫ﺑﺄﻋﻠﻰ ﻣﻌﺪﻻﺕ ﻟﻠﻮﻓﻴﺎﺕ ﺃﺛﻨﺎء ﺍﻟﻄﻔﻮﻝﺓ ‪ ٣‬ﻓﻲ ﺍﻟﻌﺎﻟﻢ‪ ،‬ﻣﻦ ﻧﺰﺍﻋﺎﺕ ﺃﻫﻠﻴﺔ ﺧﻼﻝ ﺍﻟﻌﻘﺪﻳﻦ ﺍﻷﺧﻴﺮﻳﻦ‪ .‬ﻛﻤﺎ ﻋﺎﻧﺖ ﻣﻦ‬ ‫‪٢‬‬ ‫ﺍﻟﻨﺰﺍﻋﺎﺕ ﻣﺆﺧﺮﺍً ﺗﺴﻊ ﺩﻭﻝ ﻣﻦ ﺍﻟﺪﻭﻝ ﺍﻟﻌﺸﺮ ﺍﻟﺘﻲ ﺗﻌﺎﻧﻲ ﻣﻦ ﺃﻋﻠﻰ ﻣﻌﺪﻻﺕ ﻭﻓﻴﺎﺕ ﺍﻷﻣﻬﺎﺕ‪.‬‬ ‫ﺍﺯﺩﺍﺩﺕ ﺧﻼﻝ ﻧﻔﺲ ﺍﻟﻔﺘﺮﺓ ﺍﻟﺰﻣﻨﻴﺔ ﺍﻟﻤﺨﺎﻃﺮ ﻋﻠﻰ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻣﺔ ﻧﺘﻴﺠﺔ ﺍﻟﻌﻮﻟﻤﺔ‪ ،‬ﻭﺍﻟﺴﻔﺮ ﺑﻴﻦ ﺍﻟﺪﻭﻝ ﻭﺍﻟﺘﺠﺎﺭﺓ ﺍﻟﺪﻭﻟﻴﺔ‪.‬‬ ‫ﻓﻘﺪ ﺗﺴﺮﻱ ﺗﻠﻚ ﺍﻟﻤﺨﺎﻃﺮ ﺑﻮﺍﺳﻄﺔ ﺍﻟﺒﺸﺮ )ﻣﺜﻞ ﺳﺎﺭﺱ ]ﺍﻟﻤﺘﻼﺯﻣﺔ ﺍﻟﺘﻨﻔﺴﻴﺔ ﺍﻟﺤﺎﺩﺓ ﺍﻟﻮﺧﻴﻤﺔ[‪ ،‬ﻭﺍﻹﻧﻔﻠﻮﻧﺰﺍ‪ ،‬ﻭﺷﻠﻞ‬ ‫ﺍﻷﻃﻔﺎﻝ‪ ،‬ﻭﺇﻳﺒﻮﻻ(‪ ،‬ﻭﺑﻮﺍﺳﻄﺔ ﺍﻟﺒﻀﺎﺋﻊ‪ ،‬ﻭﺍﻷﻏﺬﻳﺔ‪ ،‬ﻭﺑﻮﺍﺳﻄﺔ ﺍﻟﺤﻴﻮﺍﻧﺎﺕ )ﻛﺎﻷﻣﺮﺍﺽ ﺍﻟﺤﻴﻮﺍﻧﻴﺔ ﺍﻟﻤﺼﺪﺭ(‪ ،‬ﻭﺑﻮﺍﺳﻄﺔ‬ ‫ﺍﻟﻨﻮﺍﻗﻞ )ﻛﺎﻟﺪﻧﻚ‪ ،‬ﻭﺍﻟﻄﺎﻋﻮﻥ‪ ،‬ﻭﺍﻟﺤﻤﻰ ﺍﻟﺼﻔﺮﺍء(‪ ،‬ﺃﻭ ﺑﻮﺍﺳﻄﺔ ﺍﻟﺒﻴﺌﺔ )ﻛﺎﻻﻧﺒﻌﺎﺛﺎﺕ ﺍﻹﺷﻌﺎﻋﻴﺔ ﺍﻟﻨﻮﻭﻳﺔ‪ ،‬ﺃﻭﺍﻟﺘﺴﺮﺑﺎﺕ‬ ‫ﺍﻟﻜﻴﻤﻴﺎﺋﻴﺔ ﺃﻭ ﺗﻠﻮﺛﺎﺕ ﺃﺧﺮﻯ(‪.‬‬ ‫ﻭﻓﻲ ﺟﻤﻴﻊ ﺣﺎﻻﺕ ﺍﻟﻄﻮﺍﺭﺉ‪ ،‬ﻳﻌﺎﻧﻲ ﺍﻟﻔﻘﺮﺍء ﻭﺍﻷﻛﺜﺮ ﺿﻌﻔﺎً ﺑﺼﻮﺭﺓ ﻏﻴﺮ ﻣﺘﻨﺎﺳﺒﺔ‪ .‬ﺇﺫ ﺗﺰﺩﺍﺩ ﻫﺬﻩ ﺍﻵﺛﺎﺭ ﺍﻟﺴﻠﺒﻴﺔ ﻧﺘﻴﺠﺔ‬ ‫ﺿﺨﺎﻣﺔ ﺍﻟﺘﻜﺎﻟﻴﻒ ﺍﻻﻗﺘﺼﺎﺩﻳﺔ ﺍﻟﻨﺎﺗﺠﺔ‪ ،‬ﻟﺘﺘﺠﺎﻭﺯ ‪ ١٠٠‬ﺑﻠﻴﻮﻥ ﺩﻭﻻﺭ ﺃﻣﺮﻳﻜﻲ ﺳﻨﻮﻳﺎً‪ .‬ﻭﻫﻜﺬﺍ ﻳﺘﻄﻠﺐ ﺍﻟﺘﺪﺑﻴﺮ ﺍﻟﻤﻨﺎﺳﺐ‬ ‫ﻭﺍﻟﺴﺮﻳﻊ ﻟﻬﺬﻩ ﺍﻟﻤﺨﺎﻃﺮ ﻗﺪﺭﺍﺕ ﻓﻌﺎﻟﺔ ﻭﻃﻨﻴﺔ ﻭﺩﻭﻟﻴﺔ‪ ،‬ﻭﺗﻌﺎﻭﻧﺎً ﻭﺛﻴﻘﺎً ﺑﻴﻦ ﻣﺨﺘﻠﻒ ﺍﻟﻘﻄﺎﻋﺎﺕ‪ ،‬ﻭﺗﻌﺰﻳﺰ ﺍﻹﻧﺼﺎﻑ‪،‬‬ ‫ﻭﺣﻤﺎﻳﺔ ﺣﻘﻮﻕ ﺍﻹﻧﺴﺎﻥ‪ ،‬ﻭﺗﻄﻮﺭ ﺍﻟﻤﺴﺎﻭﺍﺓ ﺑﻴﻦ ﺍﻟﺠﻨﺴﻴﻦ‪.‬‬

‫ﺍﻟﺘﺰﺍﻣﺎﺕ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﺿﻤﻦ ﺍﻟﻠﻮﺍﺋﺢ ﺍﻟﺼﺤﻴﺔ ﺍﻟﺪﻭﺍﻟﻴﺔ )‪(٢٠٠٥‬‬ ‫ﺮﻓﺖ ﺍﻻﻟﺘﺰﺍﻣﺎﺕ ﺍﻟﻤﺘﺠﺪﺩﺓ ﻭﺍﻟﻤﻌﺰﺯﺓ ﻟﻠﺒﻠﺪﺍﻥ ﺍﻷﻋﻀﺎء ﻭﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﺿﻤﻦ ﺍﻟﻠﻮﺍﺋﺢ ﺍﻟﺼﺤﻴﺔ ﺍﻟﺪﻭﻟﻲ‬ ‫ﻋﱠ‬ ‫َ‬ ‫‪ (٢٠٠٥) IHR‬ﺍﻟﺘﺰﺍﻣﺎﺕ ﺍﻟﺒﻠﺪﺍﻥ ﻓﻲ ﺇﺟﺮﺍء ﺍﻟﺘﻘﻴﻴﻢ ﻭﺍﻟﺘﺒﻠﻴﻎ ﻭﺍﻻﺳﺘﺠﺎﺑﺔ ﻟﻠﻤﺨﺎﻃﺮ ﺍﻟﺼﺤﻴﺔ ﺍﻟﻌﺎﻣﺔ‪ ،‬ﻭﺃﺳﺴﺖ ﻋﺪﺓ‬ ‫ﺇﺟﺮﺍءﺍﺕ ﻳﺠﺐ ﺃﻥ ﺗﺘﺒﻌﻬﺎ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﻟﻠﺤﻔﺎﻅ ﻋﻠﻰ ﺍﻷﻣﻦ ﺍﻟﺼﺤﻲ ﺍﻟﻌﺎﻟﻤﻲ ﺍﻟﻌﺎﻡ‪ .‬ﺗﻐﻄﻲ ﺍﻟﻠﻮﺍﺋﺢ ﺍﻟﺼﺤﻴﺔ‬ ‫ﺍﻟﺪﻭﻟﻴﺔ )‪ (٢٠٠٥‬ﺃﻧﻮﺍﻉ ﻛﺜﻴﺮﺓ ﻣﻦ ﺍﻟﺤﻮﺍﺩﺙ ﺍﻟﺼﺤﻴﺔ ﺍﻟﻌﺎﻣﺔ ﻭﻻ ﺗﻘﺘﺼﺮ ﻋﻠﻰ ﺍﻷﻣﺮﺍﺽ ﺍﻟﺴﺎﺭﻳﺔ‪ .‬ﺇﺫ ﺗﻌﺮﻑ ﺍﻟﻠﻮﺍﺋﺢ‬ ‫ﺍﻟﺼﺤﻴﺔ ﺍﻟﺪﻭﻟﻴﺔ )‪ (٢٠٠٥‬ﺗﻌﺒﻴﺮ ﺍﻟﺤﺪﺙ ﻋﻠﻰ ﺃﻧﻪ ﺗﻈﺎﻫﺮﺓ ﻟﻤﺮﺽ ﺃﻭ ﺣﺪﺙ ﻳﺨﻠﻖ ﺇﻣﻜﺎﻧﻴﺔ ﻟﻤﺮﺽ‪ .‬ﺃﻣﺎ ﺍﻟﻤﺮﺽ ﻓﻴﻌﻨﻲ‬ ‫ﺮﻑ‬ ‫ء ﺃﻭ ﺣﺎﻟﺔ ﺗﺆﺩﻱ ﺃﻭ ﻗﺪ ﺗﺆﺩﻱ ﻷﺫﻳﺔ ﺷﺪﻳﺪﺓ ﺗﺼﻴﺐ ﺍﻟﺒﺸﺮ‪ ،‬ﺑﻐﺾ ﺍﻟﻨﻈﺮ ﻋﻦ ﺍﻟﻤﻨﺸﺄ ﺃﻭ ﺍﻟﻤﺼﺪﺭ‪ .‬ﺇﺿﺎﻓﺔ ﻟﺬﻟﻚ‪ ،‬ﻳ‬ ‫ﻌﱠ‬ ‫ﺩﺍ ً‬ ‫َُ‬ ‫ﺍﻟﺨﻄﺮ ﻋﻠﻰ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻣﺔ ﻓﻲ ﺍﻟﻠﻮﺍﺋﺢ ﺍﻟﺼﺤﻴﺔ ﺍﻟﺪﻭﻟﻴﺔ )‪ (٢٠٠٥‬ﺑﺄﻧﻪ ﻣﻴﻞ ﺣﺪﺙ ﻷﻥ ﻳﺼﻴﺐ ﺑﺸﻜﻞ ﻏﻴﺮ ﻣﺮﻏﻮﺏ‬ ‫‪ ١‬ﺗﻘﺮﻳﺮ ﺍﻟﻜﻮﺍﺭﺙ ﺍﻟﻌﺎﻟﻤﻲ ‪ .٢٠١١‬ﺟﻨﻴﻒ‪ ،‬ﺍﻻﺗﺤﺎﺩ ﺍﻟﺪﻭﻟﻲ ﻟﻠﺼﻠﻴﺐ ﺍﻷﺣﻤﺮ ﻭﻣﺠﺘﻤﻌﺎﺕ ﺍﻟﺼﻠﻴﺐ ﺍﻷﺣﻤﺮ‪.٢٠١١ ،‬‬ ‫‪ ٢‬ﺗﻘﺮﻳﺮ ﺍﻟﺘﻄﻮﻳﺮ ﺍﻟﺪﻭﻟﻲ ‪ :٢٠١١‬ﺍﻟﻨﺰﺍﻋﺎﺕ‪ ،‬ﻭﺍﻷﻣﻦ ﻭﺍﻟﺘﻄﻮﻳﺮ‪ .‬ﻭﺍﺷﻨﻄﻦ ﺩ ﺳﻲ‪ ،‬ﺍﻟﺒﻨﻚ ﺍﻟﺪﻭﻟﻲ‪.٢٠١١ ،‬‬ ‫‪ ٣‬ﺗﻘﺮﻳﺮ ﺣﺎﻟﺔ ﺃﻃﻔﺎﻝ ﺍﻟﻌﺎﻟﻢ ‪ :٢٠١١‬ﺍﻷﻃﻔﺎﻝ ﻓﻲ ﺍﻟﻌﺎﻟﻢ ﺍﻟﻤﺪﻳﻨﻲ‪ .‬ﻧﻴﻮﻳﻮﺭﻙ‪ ،‬ﻥ ﻭﺍﻱ‪ ،‬ﺍﻟﻴﻮﻧﻴﺴﻴﻒ‪.٢٠١١ ،‬‬

‫ﺇﻃﺎﺭ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ‬ ‫ﺍﻟﻌﺎﻟﻤﻴﺔ ﻟﻼﺳﺘﺠﺎﺑﺔ‬ ‫ﻟﻠﻄﻮﺍﺭﺉ‬

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‫ﺻﺤﺔ ﻣﺠﻤﻮﻋﺎﺕ ﺳﻜﺎﻧﻴﺔ‪ ،‬ﻣﻊ ﺍﻟﺘﺄﻛﻴﺪ ﻋﻠﻰ ﺍﻷﺣﺪﺍﺙ ﺍﻟﺘﻲ ﻗﺪ ﺗﻨﺘﺸﺮ ﺩﻭﻟﻴﺎً ﺃﻭ ﺗﻤﺜﻞ ﺧﻄﺮﺍً ﺷﺪﻳﺪﺍً ﻭﻣﺒﺎﺷﺮﺍً‪ ،‬ﻭﺭﺑﻤﺎ‬ ‫ﺗﺘﻄﻠﺐ ﺍﺳﺘﺠﺎﺑﺔ ﺩﻭﻟﻴﺔ ﻣﺘﻨﺎﺳﻘﺔ‪ .‬ﺗﻌﺎﺭﻳﻒ ﻫﺬﻩ ﺍﻟﻤﺼﻄﻠﺤﺎﺕ ﻫﻲ ﺃﺣﺠﺎﺭ ﺑﻨﺎء ﺍﻟﺘﺰﺍﻣﺎﺕ ﺍﻟﺘﺮﺻﺪ ﻭﺍﻻﺳﺘﺠﺎﺑﺔ ﺍﻟﻤﻮﺳﻌﻴﻦ‬ ‫ﻟﻠﺒﻠﺪﺍﻥ ﺍﻷﻋﻀﺎء ﻭﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﺿﻤﻦ ﺍﻟﻠﻮﺍﺋﺢ ﺍﻟﺼﺤﻴﺔ ﺍﻟﺪﻭﻟﻴﺔ )‪.(٢٠٠٥‬‬ ‫ﺗﺸﻤﻞ ﺍﻟﻤﺴﺆﻭﻟﻴﺎﺕ ﺍﻹﺿﺎﻓﻴﺔ ﻟﻤﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﺿﻤﻦ ﺍﻟﻠﻮﺍﺋﺢ ﺍﻟﺼﺤﻴﺔ ﺍﻟﺪﻭﻟﻴﺔ )‪:(٢٠٠٥‬‬ ‫‪ -١‬ﺗﻌﻴﻴﻦ ﺿﺒﺎﻁ ﺍﺗﺼﺎﻝ ﻣﻌﻨﻴﻴﻦ ﺑﺎﻟﻠﻮﺍﺋﺢ ﺍﻟﺼﺤﻴﺔ ﺍﻟﺪﻭﻟﻴﺔ ﻋﻠﻰ ﺍﻟﻤﺴﺘﻮﻯ ﺍﻹﻗﻠﻴﻤﻲ ﻟﻠﻤﻨﻈﻤﺔ؛‬ ‫‪ -٢‬ﺗﻨﺴﻴﻖ ﺍﻟﺘﺮﺻﺪ ﺍﻟﻌﺎﻟﻤﻲ ﻭﺗﻘﻴﻴﻢ ﺍﻷﺧﻄﺎﺭ ﺍﻟﻬﺎﻣﺔ ﻋﻠﻰ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻣﺔ ﻭﻧﺸﺮ ﻣﻌﻠﻮﻣﺎﺕ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻣﺔ ﺇﻟﻰ ﺍﻟﺒﻠﺪﺍﻥ‬ ‫ﺍﻷﻋﻀﺎء؛‬ ‫‪ -٣‬ﺩﻋﻢ ﺍﻟﺒﻠﺪﺍﻥ ﺍﻷﻋﻀﺎء ﻓﻲ ﺗﻘﻴﻴﻢ ﺍﻟﺒﻨﻰ ﻭﺍﻟﻤﻮﺍﺭﺩ ﺍﻟﺼﺤﻴﺔ ﺍﻟﻮﻃﻨﻴﺔ ﺍﻟﻌﺎﻣﺔ ﺍﻟﻤﺘﺎﺣﺔ ﻋﻨﺪﻫﺎ‪ ،‬ﻭﺑﻨﺎء ﻭﺗﻘﻮﻳﺔ ﺍﻟﻘﺪﺭﺍﺕ‬ ‫ﺍﻟﺠﻮﻫﺮﻳﺔ ﻟﻠﺼﺤﺔ ﺍﻟﻌﺎﻣﺔ ﻓﻲ ﺍﻟﺘﺮﺻﺪ ﻭﺍﻻﺳﺘﺠﺎﺑﺔ؛‬ ‫‪ -٤‬ﺗﺤﺪﻳﺪ ﻣﺎ ﺇﺫﺍ ﻛﺎﻧﺖ ﺃﺣﺪﺍﺙ ﻣﻌﻴﻨﺔ ﺗﺸﻜﻞ ﻃﻮﺍﺭﺉ ﺻﺤﻴﺔ ﻋﺎﻣﺔ ﻋﻠﻰ ﺍﻟﻤﺴﺘﻮﻯ ﺍﻟﺪﻭﻟﻲ‪ ،‬ﻣﻊ ﺍﺳﺘﺸﺎﺭﺓ ﺧﺒﺮﺍء‬ ‫ﺧﺎﺭﺟﻴﻴﻦ؛ ﻭ‬ ‫‪ -٥‬ﺍﻟﺘﻄﻮﻳﺮ ﻭﺍﻟﻤﺸﻮﺭﺓ ﻓﻲ ﺇﺟﺮﺍءﺍﺕ ﺍﻟﺘﺮﺻﺪ‪ ،‬ﻭﺍﻟﻮﻗﺎﻳﺔ ﻭﺍﻟﺴﻴﻄﺮﺓ ﻋﻠﻰ ﻃﻮﺍﺭﺉ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻣﺔ ﺍﻟﺘﻲ ﺗﺜﻴﺮ ﺍﻟﻘﻠﻖ ﻋﻠﻰ‬ ‫ﺍﻟﺼﻌﻴﺪ ﺍﻟﺪﻭﻟﻲ ﻓﻲ ﺍﻟﺒﻠﺪﺍﻥ ﺍﻷﻋﻀﺎء‪.‬‬

‫ﺍﻟﺘﺰﺍﻣﺎﺕ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﺗﺠﺎﻩ ﺍﻟﻠﺠﻨﺔ ﺍﻟﺪﺍﺋﻤﺔ ﺍﻟﻤﺸﺘﺮﻛﺔ ﺑﻴﻦ ﺍﻟﻮﻛﺎﻻﺕ ﻟﻠﻄﻮﺍﺭﺉ ﺍﻹﻧﺴﺎﻧﻴﺔ‬ ‫ﺧﻀﻌﺖ ﺇﺩﺍﺭﺓ ﺍﻟﻄﻮﺍﺭﺉ ﺍﻹﻧﺴﺎﻧﻴﺔ ﻓﻲ ﺍﻟﺴﻨﻮﺍﺕ ﺍﻷﺧﻴﺮﺓ ﺇﻟﻰ ﺗﺤﻮﻝ ﻛﺒﻴﺮ‪ .‬ﻭﻗﺪ ﺑﻨﻲ ﻫﺬﺍ ﺍﻟﺘﺤﻮﻝ ﻋﻠﻰ ﺃﻛﺜﺮ ﻣﻦ ‪٤٠‬‬ ‫ﻋﺎﻣﺎً ﻣﻦ ﺍﻟﺨﺒﺮﺓ ﺍﻟﻌﺎﻟﻤﻴﺔ ﻓﻲ ﻣﻤﺎﺭﺳﺔ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻤﺘﻌﺪﺩﺓ ﺍﻟﻘﻄﺎﻋﺎﺕ ﻟﻠﻄﻮﺍﺭﺉ ﻋﻠﻰ ﺍﻟﻤﺴﺘﻮﻯ ﺍﻟﻘﻄﺮﻱ ﺧﻼﻝ ﺍﻟﻄﻮﺍﺭﺉ‬ ‫ﺍﻹﻧﺴﺎﻧﻴﺔ‪ ،‬ﻭﺩﺭﻭﺱ ﺗﻢ ﺗﻌﻠﻤﻬﺎ ﻣﻦ ﺍﺳﺘﺠﺎﺑﺎﺕ ﺇﻧﺴﺎﻧﻴﺔ ﺣﺪﻳﺜﺔ ﻓﻲ ﻫﺎﻳﻴﺘﻲ ﻭﺑﺎﻛﺴﺘﺎﻥ ﻋﺎﻡ ‪ ،٢٠١٠‬ﻭﻟﻴﺒﻴﺎ ﻭﺍﻟﻘﺮﻥ ﺍﻷﻓﺮﻳﻘﻲ‬ ‫ﻋﺎﻡ ‪ ،٢٠١١‬ﻭﺳﻮﺭﻳﺎ ﻭﻣﻨﻄﻘﺔ ﺍﻟﺴﺎﺣﻞ ﻋﺎﻡ ‪-٢٠١٢‬‬ ‫ﺣﺪﺛﺖ ﺃﻫﻢ ﺧﻄﻮﺍﺕ ﻫﺬﺍ ﺍﻟﺘﺤﻮﻝ ﻋﺎﻡ ‪ ٢٠٠٥‬ﻣﻊ ﺍﻹﺻﻼﺣﺎﺕ ﻓﻲ ﻣﺠﺎﻝ ﺍﻹﻏﺎﺛﺔ ﺍﻹﻧﺴﺎﻧﻴﺔ ﻓﻲ ﺍﻟﻠﺠﻨﺔ ﺍﻟﺪﺍﺋﻤﺔ ﺍﻟﻤﺸﺘﺮﻛﺔ‬ ‫ﺑﻴﻦ ﺍﻟﻮﻛﺎﻻﺕ‪ ٤.‬ﻭﺑﻴﻦ ﺇﺟﺮﺍءﺍﺕ ﺃﺧﺮﻯ‪ ،‬ﺃﺳﺴﺖ ﻫﺬﻩ ﺍﻹﺻﻼﺣﺎﺕ ﻣﻘﺎﺭﺑﺔ ﻓﻲ ﺍﻟﻤﺠﻤﻮﻋﺔ ﻟﻀﻤﺎﻥ ﺍﻟﻘﺪﺭﺓ ﻋﻠﻰ ﺍﻟﺘﻮﻗﻊ‬ ‫ﻭﺍﻟﻤﺴﺎءﻟﺔ ﻓﻲ ﺍﻻﺳﺘﺠﺎﺑﺎﺕ ﺍﻟﺪﻭﻟﻴﺔ ﺗﺠﺎﻩ ﺍﻟﻄﻮﺍﺭﺉ ﺍﻹﻧﺴﺎﻧﻴﺔ‪ .‬ﻭﺗﻮﺿﺢ ﺍﻟﻤﻘﺎﺭﺑﺔ ﻓﻲ ﺍﻟﻤﺠﻤﻮﻋﺔ ﺗﻘﺴﻴﻢ ﺍﻟﻌﻤﻞ ﺑﻴﻦ‬ ‫ﺍﻟﻮﻛﺎﻻﺕ‪ ،‬ﻭﺗ‬ ‫ﺮﻑ ﺑﺸﻜﻞ ﺃﻓﻀﻞ ﺃﺩﻭﺍﺭﻫﺎ ﻭﻣﺴﺆﻭﻟﻴﺎﺗﻬﺎ ﺿﻤﻦ ﻣﺨﺘﻠﻒ ﻗﻄﺎﻋﺎﺕ ﺍﻻﺳﺘﺠﺎﺑﺔ‪ .‬ﻭﻗﺪ ﻋﻴﻨﺖ ﺍﻟﻠﺠﻨﺔ ﺍﻟﺪﺍﺋﻤﺔ‬ ‫ﻌﱢ‬ ‫َُ‬ ‫ﺍﻟﻤﺸﺘﺮﻛﺔ ﺑﻴﻦ ﺍﻟﻮﻛﺎﻻﺕ‬ ‫ﻭﻛﺎﻻﺕ ﻗﺎﺋﺪﺓ ﻟﻠﻤﺠﻤﻮﻋﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﻓﻲ ﺃﺣﺪ ﻋﺸﺮ ﻗﻄﺎﻋﺎً‪ ،‬ﻭﻣﻨﻬﺎ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ‬ ‫ٍ‬ ‫ﺑﺎﻋﺘﺒﺎﺭﻫﺎ ﺍﻟﻘﺎﺋﺪ ﻟﻠﻤﺠﻤﻮﻋﺔ ﺍﻟﺼﺤﻴﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ‪.‬‬

‫‪ ٤‬ﺍﻟﻠﺠﻨﺔ ﺍﻟﺪﺍﺋﻤﺔ ﺑﻴﻦ ﺍﻟﻮﻛﺎﻻﺕ ‪ ،IASC‬ﺃﺳﺴﺖ ﻋﺎﻡ ‪ ١٩٩١‬ﺑﻘﺮﺍﺭ ﺍﻟﺠﻤﻌﻴﺔ ﺍﻟﻌﺎﻣﺔ ﻟﻸﻣﻢ ﺍﻟﻤﺘﺤﺪﺓ ﺭﻗﻢ ‪ ١٨٢ /٤٦‬ﺣﻮﻝ ﺗﻌﺰﻳﺰ ﺍﻟﻤﺴﺎﻋﺪﺓ ﺍﻹﻧﺴﺎﻧﻴﺔ‪ ،‬ﻭﻫﻲ ﺍﻟﻤﻨﺒﺮ ﺍﻟﺮﺋﻴﺴﻲ ﺑﻴﻦ‬ ‫ﺍﻟﻮﻛﺎﻻﺕ ﻣﻦ ﺃﺟﻞ ﺍﻟﺘﻨﺴﻴﻖ‪ ،‬ﻭﺗﻄﻮﻳﺮ ﺍﻟﺴﻴﺎﺳﺎﺕ‪ ،‬ﻭﺻﻨﻊ ﺍﻟﻘﺮﺍﺭ ﺍﻟﺬﻱ ﻳﺸﻤﻞ ﻭﻛﺎﻻﺕ ﺍﻷﻣﻢ ﺍﻟﻤﺘﺤﺪﺓ ﻭﺍﻟﺸﺮﻛﺎء ﺍﻹﻧﺴﺎﻧﻴﻴﻦ ﻏﻴﺮ ﺍﻟﺘﺎﺑﻌﻴﻦ ﻟﻸﻣﻢ ﺍﻟﻤﺘﺤﺪﺓ‪.‬‬

‫ﺇﻃﺎﺭ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ‬ ‫ﺍﻟﻌﺎﻟﻤﻴﺔ ﻟﻼﺳﺘﺠﺎﺑﺔ‬ ‫ﻟﻠﻄﻮﺍﺭﺉ‬

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‫ﺮَ‬ ‫ﻑ ﺑﺮﻧﺎﻣﺞ ﺍﻟﻌﻤﻞ ﺍﻟﺘﺤﻮﻳﻠﻲ ﺍﻟﺨﺎﺹ ﺑﺎﻟﻠﺠﻨﺔ ﺍﻟﺪﺍﺋﻤﺔ ﺍﻟﻤﺸﺘﺮﻛﺔ ﺑﻴﻦ ﺍﻟﻮﻛﺎﻻﺕ ﺧﻤﺴﺔ ﻣﺠﺎﻻﺕ‬ ‫ﻋﱠ‬ ‫ﻓﻲ ‪َ ،٢٠١١‬‬ ‫ﻟﻺﺻﻼﺣﺎﺕ ﺍﻹﺿﺎﻓﻴﺔ‪:‬‬ ‫‪ -١‬ﻗﻴﺎﺩﺓ ﺧﺒﻴﺮﺓ ﻓﻲ ﺍﻟﻌﻤﻞ ﺍﻹﻧﺴﺎﻧﻲ ﺗﺠﻨﺪ ﺑﻄﺮﻳﻘﺔ ﺳﺮﻳﻌﺔ ﻳﻤﻜﻦ ﺗﻮﻗﻌﻬﺎ؛‬ ‫‪ -٢‬ﻗﻴﺎﺩﺓ ﻭﺗﻨﺴﻴﻖ ﻟﻠﻤﺠﻤﻮﻋﺔ ﺃﻛﺜﺮ ﺳﺮﻋﺔ ﻭﻓﻌﺎﻟﻴﺔ؛‬ ‫‪ -٣‬ﻣﺴﺎءﻟﺔ ﻋﻠﻰ ﻣﺴﺘﻮﻯ ﻣﺪﻳﺮ ﺍﻟﻤﻜﺘﺐ ﺍﻟﻘﻄﺮﻱ ﻟﻠﻤﻨﻈﻤﺔ؛‬ ‫‪ -٤‬ﺍﺳﺘﻌﺪﺍﺩ ﺃﻓﻀﻞ ﻋﻠﻰ ﺍﻟﻤﺴﺘﻮﻳﻴﻦ ﺍﻟﻮﻃﻨﻲ ﻭﺍﻟﺪﻭﻟﻲ ﻟﻼﺳﺘﺠﺎﺑﺔ ﺍﻹﻧﺴﺎﻧﻴﺔ؛‬ ‫‪ -٥‬ﻓﻌﺎﻟﻴﺔ ﺃﻛﺜﺮ ﻓﻲ ﺍﻹﻋﻼﻡ ﻭﺍﻻﺗﺼﺎﻻﺕ ﻭﺇﻋﺪﺍﺩ ﺍﻟﺘﻘﺎﺭﻳﺮ‪ ،‬ﻭﺧﺎﺻﺔ ﻣﻊ ﺍﻟﻤﺎﻧﺤﻴﻦ‪.‬‬ ‫ﻟﻌﺒﺖ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﺑﺎﻋﺘﺒﺎﺭﻫﺎ ﻋﻀﻮﺍً ﻗﻴﺎﺩﻳﺎً ﻓﻲ ﺍﻟﻠﺠﻨﺔ ﺍﻟﺪﺍﺋﻤﺔ ﺍﻟﻤﺸﺘﺮﻛﺔ ﺑﻴﻦ ﺍﻟﻮﻛﺎﻻﺕ‪ ،‬ﺩﻭﺭﺍً ﺭﺍﺋﺪﺍً ﻓﻲ‬ ‫ﻋﻤﻠﻴﺎﺕ ﺍﻹﺻﻼﺡ ﻫﺬﻩ ﻭﺃﺧﺬﺕ ﻛﺎﻣﻞ ﺍﻟﻤﺴﺆﻭﻟﻴﺎﺕ ﻋﻠﻰ ﻋﺎﺗﻘﻬﺎ‪ ،‬ﺣﺴﺐ ﺍﻻﺗﻔﺎﻕ ﻣﻊ ﺍﻟﻠﺠﻨﺔ ﺍﻟﺪﺍﺋﻤﺔ ﺍﻟﻤﺸﺘﺮﻛﺔ ﺑﻴﻦ‬ ‫ﺍﻟﻮﻛﺎﻻﺕ‪ ،‬ﻓﻴﻤﺎ ﻳﺘﻌﻠﻖ ﺑﺎﻟﻘﻴﺎﺩﺓ‪ ،‬ﻭﺍﻟﺘﻨﺴﻴﻖ‪ ،‬ﻭﺍﻟﻤﺴﺎءﻟﺔ‪ ،‬ﻭﺍﻟﻔﻌﺎﻟﻴﺔ ﻭﺇﻣﻜﺎﻧﻴﺔ ﺍﻟﺘﻮﻗﻊ‪.‬‬

‫ﺍﻟﺘﺰﺍﻡ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﺑﺪﻭﺭﻫﺎ ﺍﻟﻘﻴﺎﺩﻱ ﻓﻲ ﺍﻻﺳﺘﺠﺎﺑﺔ ﻟﻠﻄﻮﺍﺭﺉ‬ ‫ﺗﻢ ﺗﺮﺳﻴﺦ ﺍﻟﺪﻭﺭ ﺍﻟﻘﻴﺎﺩﻱ ﻟﻠﻤﻨﻈﻤﺔ ﺧﻼﻝ ﺍﻟﻄﻮﺍﺭﺉ ﻭﺗﻌﺰﺯ ﺑﺎﻟﻤﺎﺩﺓ ‪)٢‬ﺩﺍﻝ( ﻓﻲ ﺩﺳﺘﻮﺭ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ‬ ‫ﻭﻗﺮﺍﺭﺍﺕ ﺍﻟﺠﻤﻌﻴﺔ ﺍﻟﻌﺎﻣﺔ ﻟﻠﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ‪.٢٠-٦٥ ،١٠-٦٤ ،٢٢-٥٩ ،١-٥٨ ،٢-٤٨ ،٦-٤٦ ،٢٦-٣٤ :‬‬ ‫ﻭﺑﺎﻋﺘﺒﺎﺭﻫﺎ ﺇﺣﺪﻯ ﻭﻛﺎﻻﺕ ﺍﻷﻣﻢ ﺍﻟﻤﺘﺤﺪﺓ ﺍﻟﻤﻌﻨﻴﺔ ﺑﺎﻟﺼﺤﺔ‪ ،‬ﻭﺑﺎﻋﺘﺒﺎﺭﻫﺎ ﻋﻀﻮﺍً ﻓﻲ ﺍﻟﻠﺠﻨﺔ ﺍﻟﺪﺍﺋﻤﺔ ﺍﻟﻤﺸﺘﺮﻛﺔ ﺑﻴﻦ‬ ‫ﺍﻟﻮﻛﺎﻻﺕ‪ ،‬ﻭﺑﺎﻋﺘﺒﺎﺭﻫﺎ ﻭﻛﺎﻟﺔ ﺭﺍﺋﺪﺓ ﻓﻲ ﺍﻟﻤﺠﻤﻮﻋﺔ ﺍﻟﺼﺤﻴﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ‪ ،‬ﻭﺑﺎﻋﺘﺒﺎﺭﻫﺎ ﻭﺻﻴ‬ ‫ّﺔ ﻋﻠﻰ ﺍﻟﻠﻮﺍﺋﺢ ﺍﻟﺼﺤﻴﺔ ﺍﻟﺪﻭﻟﻴﺔ‬ ‫)‪ ،(٢٠٠٥‬ﻓﻘﺪ ﺃﺻﺒﺢ ﻟﺰﺍﻣﺎً ﻋﻠﻰ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﺃﻥ ﺗﻔﻲ ﺑﺎﻟﺘﺰﺍﻣﺎﺗﻬﺎ ﻭﺑﻌﻤﻠﻴﺎﺗﻬﺎ ﻋﻠﻰ ﺻﻌﻴﺪ ﺍﻟﻤﻨﻈﻤﺎﺕ‬ ‫ﻟﻼﺳﺘﺠﺎﺑﺔ ﻟﻠﻤﻄﺎﻟﺐ ﺍﻟﻤﺘﺰﺍﻳﺪﺓ ﻣﻦ ﺍﻟﺒﻠﺪﺍﻥ ﺍﻷﻋﻀﺎء‪.‬‬ ‫ﻗﺪﻣﺖ ﻋﻤﻠﻴﺔ ﺇﺻﻼﺡ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﻟﻌﺎﻣﻲ ‪ ٢٠١٢-٢٠١١‬ﻟﻘﻴﺎﺩﺓ ﺍﻟﻤﻨﻈﻤﺔ ﻓﺮﺻﺔ ﺳﺎﻧﺤﺔ ﻹﻋﺎﺩﺓ ﺗﻌﺮﻳﻒ‬ ‫ﺍﻟﺘﺰﺍﻣﻬﺎ ﺑﺎﻟﻌﻤﻞ ﻓﻲ ﺍﻟﻄﻮﺍﺭﺉ‪ ،‬ﺑﺎﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ ﺑﻨﺎء ﻣﻘﺎﺭﺑﺔ ﺗﺸﻤﻞ ﻛﺎﻣﻞ ﺍﻟﻤﻨﻈﻤﺔ ﻟﺘﺤﺴﻴﻦ ﺍﻟﻨﺘﺎﺋﺞ ﺍﻟﺼﺤﻴﺔ ﻋﻠﻰ‬ ‫ﺍﻟﻤﺴﺘﻮﻯ ﺍﻟﻘﻄﺮﻱ‪.‬‬ ‫ﻓﻘﺪ ﺑﺪﺃﺕ ﺍﻟﻤﻨﻈﻤﺔ ﺑﺘﻄﻮﻳﺮ ﺇﻃﺎﺭ ﺍﻻﺳﺘﺠﺎﺑﺔ ﻟﻠﻄﻮﺍﺭﺉ ﻫﺬﺍ ﺑﺘﺄﺳﻴﺲ ﺍﻟﻔﺮﻳﻖ ﺍﻟﻌﺎﻟﻤﻲ ﻹﺩﺍﺭﺓ ﺍﻟﻄﻮﺍﺭﺉ ‪ GEMT‬ﻟﺘﻘﺪﻳﻢ‬ ‫ﺍﻟﺴﻴﺎﺳﺎﺕ ﻭﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ ﺍﻟﻌﺎﻣﺔ ﻭﺍﻟﺘﻮﺟﻴﻪ ﺍﻹﺩﺍﺭﻱ ﻟﻌﻤﻞ ﺍﻟﻤﻨﻈﻤﺔ ﻓﻲ ﺍﻟﻄﻮﺍﺭﺉ‪َ .‬‬ ‫ﺭ ﻫﺬﺍ ﺍﻟﻔﺮﻳﻖ ﺇﻃﺎﺭ ﺍﻻﺳﺘﺠﺎﺑﺔ‬ ‫ﻭﻃ ﱠ‬ ‫ﻮَ‬ ‫ﻟﻠﻄﻮﺍﺭﺉ‪ ،‬ﺑﻨﺎء ﻋﻠﻰ ﺧﺒﺮﺗﻪ ﺍﻟﻮﺍﺳﻌﺔ ﻭﺧﺒﺮﺓ ﺃﻋﻀﺎﺋﻪ‪ ،‬ﻭﻫﻮ ﻣﺴﺆﻭﻝ ﻋﻦ ﺗﻨﻔﻴﺬﻩ‪.‬‬

‫ﺇﻃﺎﺭ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ‬ ‫ﺍﻟﻌﺎﻟﻤﻴﺔ ﻟﻼﺳﺘﺠﺎﺑﺔ‬ ‫ﻟﻠﻄﻮﺍﺭﺉ‬

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‫ﻫﺪﻑ ﺇﻃﺎﺭ ﺍﻻﺳﺘﺠﺎﺑﺔ ﻟﻠﻄﻮﺍﺭﺉ‬

‫ﻳﻬﺪﻑ ﺇﻃﺎﺭ ﺍﻻﺳﺘﺠﺎﺑﺔ ﻟﻠﻄﻮﺍﺭﺉ ﺇﻟﻰ ﺗﻮﺿﻴﺢ ﺃﺩﻭﺍﺭ ﻭﻣﺴﺆﻭﻟﻴﺎﺕ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﻓﻲ ﺍﻻﺳﺘﺠﺎﺑﺔ ﻟﻠﻄﻮﺍﺭﺉ‬ ‫ﻭﺗﻘﺪﻳﻢ ﻣﻘﺎﺭﺑﺔ ﻣﺸﺘﺮﻛﺔ ﻟﻌﻤﻞ ﺍﻟﻤﻨﻈﻤﺔ ﻓﻲ ﺣﺎﻻﺕ ﺍﻟﻄﻮﺍﺭﺉ‪ .‬ﻭﻣﻊ ﺍﻟﻌﻠﻢ ﺑﺄﻥ ﻣﺒﺎﺩﺉ ﺗﺪﺑﻴﺮ ﺍﻟﻄﻮﺍﺭﺉ ﺗﻨﻄﺒﻖ ﻋﻠﻰ ﻛﻞ‬ ‫ﺍﻟﻄﻮﺍﺭﺉ‪ ،‬ﻓﺈﻥ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﻗﺪ ﻃﻮﺭﺕ ﺇﻃﺎﺭ ﺍﻻﺳﺘﺠﺎﺑﺔ ﻟﻠﻄﻮﺍﺭﺉ ﻟﻮﺻﻒ ﺍﻟﺘﺰﺍﻣﺎﺗﻬﺎ ﺍﻟﺠﻮﻫﺮﻳﺔ‪ ،‬ﻭﻋﻤﻠﻴﺔ‬ ‫ﺗﻌﻴﻴﻦ ﺍﻟﺪﺭﺟﺎﺕ‪ ،‬ﻭﻣﻌﺎﻳﻴﺮ ﺍﻷﺩﺍء‪ ،‬ﻭﺍﻟﻮﻇﺎﺋﻒ ﺍﻟﺤﺎﺳﻤﺔ‪ ،‬ﻭﺩﻭﺭ ﺍﻟﻔﺮﻳﻖ ﺍﻟﻌﺎﻟﻤﻲ ﻹﺩﺍﺭﺓ ﺍﻟﻄﻮﺍﺭﺉ ‪ ،GEMT‬ﻭﺍﻟﺴﻴﺎﺳﺎﺕ‬ ‫ﺍﻟﺮﺋﻴﺴﻴﺔ ﻟﻼﺭﺗﻘﺎء ﺑﺎﺳﺘﺠﺎﺑﺘﻬﺎ ﺇﻟﻰ ﺍﻟﺤﺪ ﺍﻷﻗﺼﻰ‪ ،‬ﻭﺇﺟﺮﺍءﺍﺕ ﺍﻻﺳﺘﺠﺎﺑﺔ ﻟﻠﻄﻮﺍﺭﺉ ﻓﻲ ﺟﻤﻴﻊ ﺍﻟﻄﻮﺍﺭﺉ ﺍﻟﺘﻲ ﺗﺘﺮﺍﻓﻖ‬ ‫ﺑﺘﺪﺍﻋﻴﺎﺕ ﻋﻠﻰ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻣﺔ‪ .‬ﻭﻓﻲ ﺍﻟﻨﻬﺎﻳﺔ‪ ،‬ﻳﺘﻄﻠﺐ ﺇﻃﺎﺭ ﺍﻻﺳﺘﺠﺎﺑﺔ ﻟﻠﻄﻮﺍﺭﺉ ﻋﻤﻞ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﺑﻄﺮﻳﻘﺔ‬ ‫ﻋﺎﺟﻠﺔ ﻭﻳﻤﻜﻦ ﺗﻮﻗﻌﻬﺎ ﻣﻦ ﺃﺟﻞ ﺧﺪﻣﺔ ﺃﻓﻀﻞ ﻭﺃﻥ ﺗﻜﻮﻥ ﻣﺴﺆﻭﻟﺔ ﻋﻦ ﺍﻟﻔﺘﻴﺎﺕ‪ ،‬ﻭﺍﻟﻔﺘﻴﺎﻥ‪ ،‬ﻭﺍﻟﻨﺴﺎء ﻭﺍﻟﺮﺟﺎﻝ ﺍﻟﺬﻳﻦ‬ ‫ﻳﺼﺎﺑﻮﻥ ﻛﻞ ﺳﻨﺔ ﺑﺘﺪﺍﻋﻴﺎﺕ ﺍﻟﻄﻮﺍﺭﺉ ﻋﻠﻰ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻣﺔ‪.‬‬

‫ﺇﻃﺎﺭ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ‬ ‫ﺍﻟﻌﺎﻟﻤﻴﺔ ﻟﻼﺳﺘﺠﺎﺑﺔ‬ ‫ﻟﻠﻄﻮﺍﺭﺉ‬

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‫ﺍﻻﻓﺘﺮﺍﺿﺎﺕ ﺍﻟﺤﺎﺳﻤﺔ ﻣﻦ ﺃﺟﻞ ﺗﻨﻔﻴﺬ ﻧﺎﺟﺢ ﻹﻃﺎﺭ‬ ‫ﺍﻻﺳﺘﺠﺎﺑﺔ ﻟﻠﻄﻮﺍﺭﺉ‬

‫ﻳﺘﻄﻠﺐ ﺍﻟﺘﻨﻔﻴﺬ ﺍﻟﻨﺎﺟﺢ ﻹﻃﺎﺭ ﺍﻻﺳﺘﺠﺎﺑﺔ ﻟﻠﻄﻮﺍﺭﺉ‪:‬‬ ‫‪ -١‬ﺇﻧﻘﺎﺹ ﺍﻟﺨﻄﺮ ﺑﺸﻜﻞ ﻛﺎﻑ ﻭﺯﻳﺎﺩﺓ ﻗﺪﺭﺍﺕ ﺍﺳﺘﻌﺪﺍﺩ ﺍﻟﺒﻠﺪﺍﻥ ﺍﻷﻋﻀﺎء؛‬ ‫‪ -٢‬ﺟﺎﻫﺰﻳﺔ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﺑﺎﻋﺘﺒﺎﺭﻫﺎ ﻣﺆﺳﺴﺔ ﺑﻤﺎ ﻳﺘﻤﺎﺷﻰ ﻣﻊ ﻗﻮﺍﺋﻢ ﺗﺤﻘﻖ ﻣﻌﻴﺎﺭﻳﺔ ﻓﻲ ﺍﻟﻤﻜﺎﺗﺐ ﺍﻟﻘﻄﺮﻳﺔ‪،‬‬ ‫ﻭﺍﻟﻤﻜﺘﺐ ﺍﻹﻗﻠﻴﻤﻲ ﻭﺍﻟﻤﻘﺮ ﺍﻟﺮﺋﻴﺴﻲ؛‬ ‫‪ -٣‬ﺗﻤﻮﻳﻞ ﻣﺒﺪﺋﻲ ﻛﺎﻑ ﻭﻣﺴﺘﻤﺮ ﻟﻤﺎ ﺳﺒﻖ؛‬ ‫‪ -٤‬ﺗﻤﻮﻳﻞ ﺍﺳﺘﺠﺎﺑﺔ ﻛﺎﻑ ﻭﻣﺒﺎﺷﺮ؛ ﻭ‬ ‫‪ -٥‬ﺍﻟﻮﺻﻮﻝ ﺇﻟﻰ ﺍﻟﻤﺠﻤﻮﻋﺎﺕ ﺍﻟﺴﻜﺎﻧﻴﺔ ﺍﻟﻤﺘﻀﺮﺭﺓ‪.‬‬

‫ﺇﻃﺎﺭ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ‬ ‫ﺍﻟﻌﺎﻟﻤﻴﺔ ﻟﻼﺳﺘﺠﺎﺑﺔ‬ ‫ﻟﻠﻄﻮﺍﺭﺉ‬

‫‪١٣‬‬

‫ﺍﻻﻟﺘﺰﺍﻣﺎﺕ ﺍﻟﺠﻮﻫﺮﻳﺔ ﻟﻤﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ‬ ‫ﺍﻟﻌﺎﻟﻤﻴﺔ ﻓﻲ ﺍﻻﺳﺘﺠﺎﺑﺔ ﻟﻠﻄﻮﺍﺭﺉ‬

‫ﺍﻻﻟﺘﺰﺍﻣﺎﺕ ﺍﻟﺠﻮﻫﺮﻳﺔ ﻟﻤﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﻓﻲ ﺍﻻﺳﺘﺠﺎﺑﺔ ﻟﻠﻄﻮﺍﺭﺉ ﻫﻲ ﺃﻋﻤﺎﻝ ﺗﻘﻮﻡ ﺑﻬﺎ ﺍﻟﻤﻨﻈﻤﺔ ﺩﺍﺋﻤﺎً ﻭﺗﻜﻮﻥ‬ ‫ﻣﺴﺆﻭﻟﺔ ﻋﻨﻬﺎ ﺧﻼﻝ ﺍﻟﻄﻮﺍﺭﺉ ﺍﻟﺘﻲ ﺗﺘﺮﺍﻓﻖ ﺑﺘﺪﺍﻋﻴﺎﺕ ﻋﻠﻰ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻣﺔ‪ .‬ﻭﻫﻮ ﻣﺎ ﺳﻴﻀﻤﻦ ﺗﺤﻘﻴﻖ ﺍﺳﺘﺠﺎﺑﺔ ﺃﻛﺜﺮ‬ ‫ﻓﻌﺎﻟﻴﺔ ﻭﻳﻤﻜﻦ ﺗﻮﻗﻌﻬﺎ‪ ،‬ﺇﺿﺎﻓﺔ ﺇﻟﻰ ﺍﻟﺘﻌﺎﻓﻲ ﻣﻦ ﺍﻟﻜﻮﺍﺭﺙ ﺍﻟﻄﺒﻴﻌﻴﺔ‪ ،‬ﻭﺍﻟﻨﺰﺍﻋﺎﺕ‪ ،‬ﻭﻋﺪﻡ ﺍﻻﺳﺘﻘﺮﺍﺭ ﺍﻟﻐﺬﺍﺋﻲ‪ ،‬ﻭﺍﻷﻭﺑﺌﺔ‪،‬‬ ‫ﻭﺍﻟﺤﻮﺍﺩﺙ ﺍﻟﺒﺒﻴﺌﻴﺔ ﻭﺍﻟﻜﻴﻤﻴﺎﺋﻴﺔ ﻭﺍﻟﻐﺬﺍﺋﻴﺔ ﻭﺍﻟﻨﻮﻭﻳﺔ‪ ،‬ﻭﺍﻟﻨﺰﺍﻋﺎﺕ ﺍﻟﺴﻴﺎﺳﻴﺔ ﺃﻭ ﺍﻻﻗﺘﺼﺎﺩﻳﺔ ﻭﺟﻤﻴﻊ ﺍﻷﻧﻤﺎﻁ ﺍﻷﺧﺮﻯ‬ ‫ﻟﻠﻄﻮﺍﺭﺉ ﺫﺍﺕ ﺍﻟﺘﺪﺍﻋﻴﺎﺕ ﻋﻠﻰ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻣﺔ‪.‬‬ ‫ﻓﻲ ﺟﻤﻴﻊ ﺍﻟﺒﻠﺪﺍﻥ ﺍﻟﺘﻲ ﺗﻌﺎﻧﻲ ﻣﻦ ﻃﻮﺍﺭﺉ‪ ،‬ﺗﻘﻮﻡ ﺍﻟﻤﻨﻈﻤﺔ ﺑﺪﻋﻢ ﺍﻟﺒﻠﺪﺍﻥ ﺍﻷﻋﻀﺎء ﻭﺍﻟﺴﻠﻄﺎﺕ ﺍﻟﺼﺤﻴﺔ ﺍﻟﻤﺤﻠﻴﺔ ﻟﻘﻴﺎﺩﺓ‬ ‫ﺍﺳﺘﺠﺎﺑﺔ ﻣﺘﻨﺎﺳﻘﺔ ﻭﻓﻌﺎﻟﺔ ﻟﻠﻘﻄﺎﻉ ﺍﻟﺼﺤﻲ ﺑﺎﻟﺘﺸﺎﺭﻙ ﻣﻊ ﺍﻟﻤﺠﺘﻤﻊ ﺍﻟﻮﻃﻨﻲ ﻭﺍﻟﺪﻭﻟﻲ‪ ،‬ﻛﻲ ﻳﺘﻢ ﺇﻧﻘﺎﺫ ﺍﻷﺭﻭﺍﺡ‪ ،‬ﻭﺗﺨﻔﻴﻒ‬ ‫ﺍﻟﺘﺄﺛﻴﺮﺍﺕ ﺍﻟﺼﺤﻴﺔ ﻏﻴﺮ ﺍﻟﻤﺮﻏﻮﺑﺔ‪ ،‬ﻭﺍﻟﻤﺤﺎﻓﻈﺔ ﻋﻠﻰ ﺍﻟﻜﺮﺍﻣﺔ‪ ،‬ﻣﻊ ﺍﻫﺘﻤﺎﻡ ﺧﺎﺹ ﺑﺎﻟﻤﺠﻤﻮﻋﺎﺕ ﺍﻟﺴﻜﺎﻧﻴﺔ ﺍﻟﻀﻌﻴﻔﺔ‬ ‫ﻭﺍﻟﻤﻬﻤﺸﺔ‪ ،‬ﻭﺫﻟﻚ ﻣﻦ ﺧﻼﻝ‪:‬‬ ‫‪ -١‬ﺗﻄﻮﻳﺮ ﺍﺳﺘﺠﺎﺑﺔ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻭﺗﺨﻄﻴﻄﻴﺔ ﻭﺇﻏﺎﺛﻴﺔ ﻟﻠﻘﻄﺎﻉ ﺍﻟﺼﺤﻲ ﻣﺴﻨﺪﺓ ﺑﺎﻟﺒﻴﻨﺎﺕ؛‬ ‫‪ -٢‬ﺍﻟﺘﺄﻛﺪ ﻣﻦ ﻭﺟﻮﺩ ﻣﺎ ﺗﺘﺒﻨﺎﻩ ﻣﻦ ﻧﻈﻢ ﺗﺮﺻﺪ ﺍﻟﻤﺮﺽ‪ ،‬ﻭﺍﻟﺘﺤﺬﻳﺮ ﺍﻟﺒﺎﻛﺮ ﻭﺍﻻﺳﺘﺠﺎﺑﺔ؛‬ ‫‪ -٣‬ﺗﻘﺪﻳﻢ ﻣﻌﻠﻮﻣﺎﺕ ﺣﺪﻳﺜﺔ ﺣﻮﻝ ﺍﻟﺤﺎﻟﺔ ﺍﻟﺼﺤﻴﺔ ﻭﺃﺩﺍء ﺍﻟﻘﻄﺎﻉ ﺍﻟﺼﺤﻲ؛‬ ‫‪ -٤‬ﺗﺸﺠﻴﻊ ﻭﻣﺮﺍﻗﺒﺔ ﺗﻄﺒﻴﻖ ﺍﻟﻤﻌﺎﻳﻴﺮ ﻭﺃﻓﻀﻞ ﺍﻟﻤﻤﺎﺭﺳﺎﺕ؛ ﻭ‬ ‫‪ -٥‬ﺗﻘﺪﻳﻢ ﺍﻟﺨﺒﺮﺓ ﺍﻟﺘﻘﻨﻴﺔ ﺍﻟﻤﻄﻠﻮﺑﺔ ﻟﻠﺒﻠﺪﺍﻥ ﺍﻷﻋﻀﺎء ﺍﻟﻤﺘﺄﺛﺮﺓ ﻭﺟﻤﻴﻊ ﺃﺻﺤﺎﺏ ﺍﻟﻤﺼﻠﺤﺔ ﺫﻭﻱ ﺍﻟﻌﻼﻗﺔ‪.‬‬

‫ﺇﻃﺎﺭ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ‬ ‫ﺍﻟﻌﺎﻟﻤﻴﺔ ﻟﻼﺳﺘﺠﺎﺑﺔ‬ ‫ﻟﻠﻄﻮﺍﺭﺉ‬

‫‪١٤‬‬

‫ﺗﺤﺪﻳﺪ ﻣﺎ ﺇﺫﺍ ﻛﺎﻥ ﻟﺤﺪﺙ ﻣﺎ ﺃﺛﺮ ﻋﻠﻰ‬ ‫ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻣﺔ‬

‫‪١‬‬ ‫‪١-١‬‬ ‫‪١-١-١‬‬ ‫‪٢-١-١‬‬

‫ﺗﺮﺻﺪ ﺍﻷﺣﺪﺍﺙ‬ ‫ﺗﻘﻮﻡ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﺑﺎﺳﺘﻤﺮﺍﺭ ﺑﺘﺮﺻﺪ ﺍﻷﺣﺪﺍﺙ ﺍﻟﺘﻲ ﺗﻘﻊ ﻓﻲ ﺍﻟﻌﺎﻟﻢ ﻟﺘﺤﺪﻳﺪ ﺃﺛﺮﻫﺎ ﺍﻟﻤﻤﻜﻦ ﻋﻠﻰ ﺍﻟﺼﺤﺔ‬ ‫ﺍﻟﻌﺎﻣﺔ ﻭﻣﺎ ﺇﺫﺍ ﻛﺎﻧﺖ ﺍﻻﺳﺘﺠﺎﺑﺔ ﻟﻠﻄﻮﺍﺭﺉ ﺿﺮﻭﺭﻳﺔ‪.‬‬ ‫ﺗﺤﺪﺙ ﺗﻠﻚ ﺍﻷﺣﺪﺍﺙ ﻓﺠﺄﺓ ﺃﻭ ﺗﺘﺮﻗﻰ ﺗﺪﺭﻳﺠﻴﺎً ﺑﻤﺮﻭﺭ ﺍﻟﻮﻗﺖ‪ .‬ﺗﺸﻤﻞ ﺍﻷﺣﺪﺍﺙ ﺍﻟﻔﺠﺎﺋﻴﺔ‪ :‬ﺍﻟﺰﻻﺯﻝ‪ ،‬ﻭﻓﻴﻀﺎﻥ ﺍﻟﺒﺤﺮ‬ ‫ﻋﻠﻰ ﺍﻟﻴﺎﺑﺴﺔ )ﺍﻟﺘﺴﻮﻧﺎﻣﻲ( ﻭﺍﻟﺘﺴﺮﺑﺎﺕ ﺍﻟﻜﻴﻤﻴﺎﺋﻴﺔ‪ .‬ﻭﺗﺸﻤﻞ ﺍﻷﺣﺪﺍﺙ ﺍﻟﺒﻄﻴﺌﺔ ﺍﻟﺒﺪء‪ :‬ﺗﻔﺎﻗﻢ ﺍﻟﺤﺎﻻﺕ ﺍﻟﺘﻲ ﺗﺰﺩﺍﺩ ﻓﻴﻬﺎ‬ ‫ﺍﻟﻤﺨﺎﻃﺮ ﻋﻠﻰ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻣﺔ‪ ،‬ﻛﺎﻟﻨﺰﺍﻉ ﺍﻟﻤﺴﻠﺢ ﺍﻟﻤﺪﻳﺪ‪ ،‬ﻭﻓﺎﺷﻴﺎﺕ ﺍﻷﻣﺮﺍﺽ ﺍﻟﻤﺘﺮﻗﻴﺔ‪ ،‬ﺃﻭﺍﻟﺠﻔﺎﻑ ﺃﻭ ﺍﻧﻌﺪﺍﻡ ﺍﻷﻣﺎﻥ‬ ‫ﺍﻟﻐﺬﺍﺋﻲ‪.‬‬

‫ﺍﻟﺘﺤﻘﻖ ﻣﻦ ﺍﻟﻌﻮﺍﻣﻞ ﺍﻟﺘﻲ ﺗﻄﻠﻖ ﺍﻟﺰﻧﺎﺩ ﻟﻠﺘﺤﻘﻖ ﻣﻦ ﺍﻷﺣﺪﺍﺙ ﻭﺗﻘﻴﻴﻢ ﺧﻄﺮﻫﺎ‬ ‫ﻓﻲ ﺍﻷﺣﺪﺍﺙ ﺍﻟﻔﺠﺎﺋﻴﺔ ﺍﻟﺒﺪء‪ ،‬ﻳﺆﺩﻱ ﺍﻟﺘﺒﻠﻴﻎ ﻋﻦ ﺣﺪﺙ ﺃﻭ ﻛﺸﻔﻪ ﻭﻇﻴﻔﺔ ﺍﻟﺰﻧﺎﺩ ﺍﻟﺬﻱ ﻳﻄﻠﻖ ﻋﻤﻞ ﺍﻟﺘﺤﻘﻖ ﻋﻦ ﺫﻟﻚ‬ ‫ﺍﻟﺤﺪﺙ ﻭﺗﻘﻴﻴﻢ ﺧﻄﺮﻩ‪.‬‬ ‫ﺃﻣﺎ ﻓﻲ ﺍﻷﺣﺪﺍﺙ ﺍﻟﺒﻄﻴﺌﺔ ﺍﻟﺒﺪء‪ ،‬ﻓﻘﺪ ﻻ ﻳﻜﻮﻥ ﺍﻟﻌﺎﻣﻞ ﺍﻟﺬﻱ ﻳﻄﻠﻖ ﺍﻟﺰﻧﺎﺩ ﻹﺟﺮﺍء ﺗﻘﻴﻴﻢ ﺧﻄﺮ ﺣﺪﺙ ﻣﺎ ﻭﺍﺿﺤﺎً ﺩﺍﺋﻤﺎً‪،‬‬ ‫ﻭﻓﻲ ﺗﻠﻚ ﺍﻷﺣﺪﺍﺙ ﺗﺸﻤﻞ ﺍﻟﻌﻮﺍﻣﻞ ﺍﻟﺘﻲ ﺗﻄﻠﻖ ﺍﻟﺰﻧﺎﺩ ﻟﻠﺒﺪء ﺃﻭ ﻟﺘﻜﺮﺍﺭ ﺗﻘﻴﻴﻢ ﺍﻟﺤﺪﺙ ﻭﺍﺣﺪﺍً ﻣﻤﺎ ﻳﻠﻲ‪:‬‬ ‫ﺃ‪ .‬ﺇﺗﺎﺣﺔ ﻣﻌﻠﻮﻣﺎﺕ ﺟﺪﻳﺪﺓ‪ ،‬ﻛﻤﺎ ﻳﺤﺪﺙ ﻋﺒﺮ ﺗﺤﻠﻴﻞ ﺍﻟﻨﺰﻋﺔ ﺃﻭ ﺍﻟﻤﺆﺷﺮﺍﺕ ﺍﻷﺳﺎﺳﻴﺔ ﻟﻠﺼﺤﺔ ﻓﻲ ﺍﻟﺒﻠﺪﺍﻥ ﺍﻟﻤﻌﺮﺿﺔ‬ ‫ﻟﻤﺨﺎﻃﺮ ﻋﺎﻟﻴﺔ‪ ،‬ﻭﻋﺒﺮ ﺍﻟﻌﻤﻞ ﺍﻟﻤﺸﺘﺮﻙ ﺑﻴﻦ ﺍﻟﻮﻛﺎﻻﺕ ﺣﻮﻝ ﺍﻟﺘﺤﺬﻳﺮ ﺍﻟﺒﺎﻛﺮ؛‬ ‫ﺏ‪ .‬ﺗﻄﻮﺭﺍﺕ ﺟﺪﻳﺪﺓ‪ ،‬ﻛﺎﺯﺩﻳﺎﺩ ﺩﺭﺟﺔ ﺃﻭ ﺇﻟﺤﺎﺡ ﺃﻭ ﺗﻌﻘﺪ ﺍﻟﺤﺪﺙ‪ ،‬ﻭﺍﻟﺘﺒﺪﻻﺕ ﺍﻟﺴﻴﺎﺳﻴﺔ‪ ،‬ﺃﻭ ﺍﻻﺟﺘﻤﺎﻋﻴﺔ‪ ،‬ﺃﻭ ﺍﻻﻗﺘﺼﺎﺩﻳﺔ؛‬ ‫ﺝ‪ .‬ﺇﺩﺭﺍﻛﺎﺕ ﺟﺪﻳﺪﺓ‪ ،‬ﻣﺜﻞ ﺗﺼﺪﺭ ﺍﻟﺤﺪﺙ ﻟﻌﻨﺎﻭﻳﻦ ﺍﻷﺧﺒﺎﺭ‪ ،‬ﻭﻟﻼﻫﺘﻤﺎﻡ ﺍﻟﺤﻜﻮﻣﻲ‪ ،‬ﻭﻟﻠﺘﺼﺮﻳﺤﺎﺕ ﺍﻟﺼﺎﺩﺭﺓ ﻋﻦ ﻭﻛﺎﻟﺔ‬ ‫ﺗﺎﺑﻌﺔ ﻟﻸﻣﻢ ﺍﻟﻤﺘﺤﺪﺓ ﺃﻭ ﻋﻦ ﻣﻨﻈﻤﺔ ﻻﺣﻜﻮﻣﻴﺔ‪ ،‬ﻭﻟﻠﻘﺮﺍﺭﺍﺕ ﺗﺘﺨﺬﻫﺎ ﻭﻛﺎﻻﺕ ﺃﺧﺮﻯ ﺣﻮﻝ ﺗﻌﻴﻴﻦ ﺍﻟﺪﺭﺟﺎﺕ‪.‬‬

‫‪٢-١‬‬ ‫‪١-٢-١‬‬

‫‪٢-٢-١‬‬

‫ﺍﻟﺘﺤﻘﻖ ﻣﻦ ﺍﻟﺤﺪﺙ ﻭﺗﻘﻴﻴﻢ ﺧﻄﺮﻩ‬ ‫ﻋﻨﺪ ﺣﺪﻭﺙ ﻋﺎﻣﻞ ﻳﻘﺪﺡ ﺍﻟﺰﻧﺎﺩ ﻟﻠﺤﺪﺙ‪ ،‬ﺳﺘﺪﻋﻢ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﺍﻟﺒﻠﺪ ﺍﻟﻌﻀﻮ ﻓﻲ ﺍﻟﺘﺤﻘﻖ ﻣﻨﻪ ﻭﺗﻘﻴﻴﻢ ﺃﺛﺮﻩ‬ ‫ﺍﻟﻤﻤﻜﻦ ﻋﻠﻰ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻣﺔ‪ ،‬ﺃﻭ ﻋﻨﺪ ﺍﻟﻀﺮﻭﺭﺓ‪ ،‬ﺇﺟﺮﺍء ﺗﻘﻴﻴﻢ ﻣﺴﺘﻘﻞ ﺗﻘﻮﻡ ﺑﻪ ﺍﻟﻤﻨﻈﻤﺔ ﻟﻠﺨﻄﺮ‪ ،‬ﺧﻼﻝ ‪ ٤٨‬ﺳﺎﻋﺔ‪،‬‬ ‫‪٥‬‬

‫‪٣-١‬‬ ‫‪١-٣-١‬‬

‫ﺑﻨﺎء ﻋﻠﻰ ﺍﻟﻤﻌﺎﻳﻴﺮ ﺍﻟﺘﺎﻟﻴﺔ‪:‬‬

‫ﱡﻢ ﻣﻼﺋﻢ ﻟﻠﺤﺪﺙ‪ :‬ﺩﺭﺍﺳﺔ ﺍﻟﻌﺪﺩ ﻭﺍﻟﺤﺎﻟﺔ ﺍﻟﺼﺤﻴﺔ ﻟﻠﺴﻜﺎﻥ ﺍﻟﻤﺼﺎﺑﻴﻦ )ﻣﻊ ﺍﻫﺘﻤﺎﻡ ﺑﺎﻟﻤﺠﻤﻮﻋﺎﺕ‬ ‫ﺳﻠ‬ ‫ﺃ‪ .‬ﺍﻟﻘﻴﺎﺱ ﻭﻓﻖ ُ‬ ‫ﺍﻟﻤﻌﺮﺿﺔ ﻟﻠﺨﻄﺮ ﻭﺍﻟﻤﻬﻤﺸﺔ(‪ ،‬ﻭﻧﺴﺒﺔ ﺍﻟﻤﺼﺎﺑﻴﻦ ﺃﻭ ﺍﻟﻨﺎﺯﺣﻴﻦ‪ ،‬ﻭﺣﺠﻢ ﺍﻟﺒﻘﻌﺔ ﺍﻟﺠﻐﺮﺍﻓﻴﺔ ﺍﻟﻤﺼﺎﺑﺔ‪ ،‬ﻭﻣﺴﺘﻮﻯ‬

‫‪ ٥‬ﻣﻌﺎﻳﻴﺮ ﻋﻤﻠﻴﺔ ﺍﻟﺘﺪﺭﻳﺞ ﺍﻟﺨﺎﺻﺔ ﺑﻤﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﺑﻤﺎ ﻓﻴﻬﺎ ﻣﻌﺎﻳﻴﺮ ﺍﻟﻠﻮﺍﺋﺢ ﺍﻟﺼﺤﻴﺔ ﺍﻟﺪﻭﻟﻴﺔ )‪ .(٢٠٠٥‬ﻭﺑﻴﻨﻤﺎ ﺗﺴﺘﺨﺪﻡ ﺍﻟﺒﻠﺪﺍﻥ ﺍﻷﻋﻀﺎء ﻣﻌﺎﻳﻴﺮ ﺍﻟﻠﻮﺍﺋﺢ ﺍﻟﺼﺤﻴﺔ‬ ‫ﺍﻟﺪﻭﻟﻴﺔ ﻟﺘﺤﺪﻳﺪ ﻭﺟﻮﺏ ﺍﻟﺘﺒﻠﻴﻎ ﻋﻦ ﺍﻟﺤﺪﺙ ﻟﻤﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ‪ ،‬ﻓﺈﻥ ﻣﻌﺎﻳﻴﺮ ﺍﻟﺘﺪﺭﻳﺞ ﺍﻟﺨﺎﺻﺔ ﺑﺎﻟﻤﻨﻈﻤﺔ ﺗﺴﺘﺨﺪﻡ ﺩﺍﺧﻠﻴﺎً ﻟﺘﺤﺪﻳﺪ ﻣﺴﺘﻮﻯ ﺍﻟﺪﻋﻢ ﺍﻟﺬﻱ ﻳﺘﻄﻠﺒﻪ ﺍﻟﺤﺪﺙ ﻛﻲ‬ ‫ﻳﻄﻠﻖ ﺍﻟﺰﻧﺎﺩ ﻹﺟﺮﺍءﺍﺕ ﻧﻮﻋﻴﺔ ﺑﻤﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ‪.‬‬

‫ﺇﻃﺎﺭ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ‬ ‫ﺍﻟﻌﺎﻟﻤﻴﺔ ﻟﻼﺳﺘﺠﺎﺑﺔ‬ ‫ﻟﻠﻄﻮﺍﺭﺉ‬

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‫‪١‬‬ ‫ﺗﺨﺮﺏ ﺍﻟﺒﻨﻰ ﺍﻟﺼﺤﻴﺔ‪ ،‬ﻭﺍﻟﻘﺪﺭﺍﺕ ﺍﻟﺼﺤﻴﺔ ﺍﻟﻮﻃﻨﻴﺔ ﺍﻟﺘﺎﻟﻴﺔ ﻟﻠﺤﺪﺙ‪ ،‬ﻭﻋﺪﺩ ﺍﻟﺒﻠﺪﺍﻥ ﺍﻟﻤﺼﺎﺑﺔ‪ ،‬ﻭﻣﺪﻯ ﺍﻧﺘﺸﺎﺭ‬ ‫ﺍﻟﻤﺮﺽ ﺍﻟﺪﻭﻟﻲ‪ ،‬ﻭﺗﺪﺧﻞ ﺍﻟﺘﺠﺎﺭﺓ ﺍﻟﺪﻭﻟﻴﺔ ﻭﺍﻟﺴﻔﺮ‪ ،‬ﻭﺩﺭﺟﺔ ﺍﻻﻧﺤﺮﺍﻑ ﻋﻦ ﺍﻟﺴﻮﺍء ﻓﻲ ﺣﺎﻟﺔ ﺍﻷﺣﺪﺍﺙ ﺍﻟﺴﻨﻮﻳﺔ‬ ‫ﺍﻟﻤﺘﻮﻗﻌﺔ )ﻛﺎﻟﻔﺎﺷﻴﺎﺕ ﺍﻟﻔﺼﻠﻴﺔ‪ ،‬ﻭﺍﻟﻔﻴﻀﺎﻧﺎﺕ ﺍﻟﺴﻨﻮﻳﺔ ﺃﻭ ﺍﻟﺠﻔﺎﻑ(‪.‬‬ ‫ﺏ‪ .‬ﻣﺪﻯ ﺍﻹﻟﺤﺎﺡ )ﻟﺮﻓﻊ ﺍﻻﺳﺘﺠﺎﺑﺔ(‪ :‬ﺩﺭﺍﺳﺔ ﺍﻟﺘﻬﺪﻳﺪ ﺃﻭ ﺍﻟﺰﻳﺎﺩﺓ ﺍﻟﻔﻌﻠﻴﺔ‪ ،‬ﻭﺩﺭﺟﺔ ﺯﻳﺎﺩﺓ ﻣﻌﺪﻝ ﺍﻟﻮﻓﻴﺎﺕ‪ ،‬ﺃﻭ ﺍﻟﻤﺮﺍﺿﺔ‬ ‫ُﺴﺒﺐ ﻟﻠﻤﺮﺽ‪ ،‬ﻭﺳﺮﻋﺔ ﺍﻻﻧﺘﺸﺎﺭ ﺍﻟﺪﻭﻟﻲ‪ ،‬ﻭﻣﻌﺪﻝ ﺇﻣﺎﺗﺔ‬ ‫ﺃﻭ ﺳﻮء ﺍﻟﺘﻐﺬﻳﺔ ﺍﻟﺤﺎﺩ ﺍﻟﺸﺎﻣﻞ‪ ،‬ﻭﺩﺭﺟﺔ ﺳﺮﺍﻳﺔ ﺍﻟﻌﺎﻣﻞ ﺍﻟﻤ‬ ‫ﺍﻟﺤﺎﻻﺕ‪ ،‬ﻭﺩﺭﺟﺔ ﺍﻟﺘﻠﻮﺙ ﻓﻲ ﺍﻟﺒﻴﺌﺔ ﺃﻭ ﻓﻲ ﺍﻟﻄﻌﺎﻡ )ﺍﻟﺘﻠﻮﺙ ﺍﻟﻜﻴﻤﻴﺎﺋﻲ‪ ،‬ﻭﺍﻹﺷﻌﺎﻋﻲ‪ ،‬ﻭﺍﻟﺴﻤﻲ(‪ ،‬ﻭﺳﺮﻋﺔ ﻧﺰﻭﺡ‬ ‫ﺍﻟﺴﻜﺎﻥ ﻭﺇﻣﻜﺎﻧﻴﺔ ﺍﻟﻨﺰﻭﺡ ﺍﻹﺿﺎﻓﻲ‪ ،‬ﻭﺷﺪﺓ ﺍﻟﻨﺰﺍﻉ ﺍﻟﻤﺴﻠﺢ ﺃﻭ ﺍﻟﻜﺎﺭﺛﺔ ﺍﻟﻄﺒﻴﻌﻴﺔ‪ ،‬ﻭﺇﻣﻜﺎﻧﻴﺔ ﺣﺪﻭﺙ ﻣﺰﻳﺪ ﻣﻦ ﺍﻟﻨﺰﺍﻉ‬ ‫ﺍﻟﻄﺎﺋﻔﻲ ﺃﻭ ﺑﻴﻦ ﺍﻟﺒﻠﺪﺍﻥ‪ ،‬ﺃﻭ ﺍﻟﺘﺄﺛﻴﺮﺍﺕ ﺍﻟﻤﺪﻳﺪﺓ ﻟﻜﺎﺭﺛﺔ ﻃﺒﻴﻌﻴﺔ )ﻛﺎﻷﻣﻄﺎﺭ ﺍﻟﻤﺴﺘﻤﺮﺓ ﺍﻟﺘﻲ ﻳﺘﻮﻗﻊ ﺇﺣﺪﺍﺛﻬﺎ ﻓﻴﻀﺎﻧﺎﺕ‬ ‫ﻣﺪﻳﺪﺓ(‪.‬‬

‫ﺍﺳﺘﺨﺪﺍﻡ ﻧﺘﺎﺋﺞ ﺗﻘﻴﻴﻤﺎﺕ ﺧﻄﺮ ﺍﻟﺤﺪﺙ‬ ‫ﺇﺫﺍ ﻛﺎﻥ ﺗﻘﻴﻴﻢ ﺧﻄﺮ ﺍﻟﺤﺪﺙ ﻳﺸﻴﺮ ﺇﻟﻰ ﺃﻥ ﺃﺛﺮ ﺍﻟﺤﺪﺙ ﻋﻠﻰ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻣﺔ ﺿﺌﻴﻞ ﺃﻭ ﻻﺿﺮﻭﺭﺓ ﻻﺳﺘﺠﺎﺑﺔ ﻟﻤﻨﻈﻤﺔ‬ ‫ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﻓﻲ ﺃﻱ ﺑﻠﺪ ﺃﻭ ﻋﻠﻰ ﺍﻟﻤﺴﺘﻮﻯ ﺍﻟﺪﻭﻟﻲ‪ ،‬ﻓﺈﻥ ﺍﻟﻤﻨﻈﻤﺔ‪:‬‬ ‫ﺃ‪ .‬ﻟﻦ ﺗﻘﻮﻡ ﺑﺄﻱ ﺍﺗﺼﺎﻻﺕ ﺿﺮﻭﺭﻳﺔ ﻣﻊ ﺍﻟﺒﻠﺪﺍﻥ ﺍﻷﻋﻀﺎء ﻭﺍﻟﺸﺮﻛﺎء ﺍﻟﻤﻬﺘﻤﻴﻦ ﻓﻲ ﺍﻟﺪﻭﻟﺔ ﻭﺍﻟﺸﺮﻛﺎء ﺍﻟﻌﺎﻟﻤﻴﻴﻦ؛ ﺑﻌﺪ‬ ‫ﺗﻘﻴﻴﻢ ﺧﻄﺮ ﺍﻟﺤﺪﺙ ﻣﺒﺎﺷﺮﺓ؛‬ ‫ﺏ‪ .‬ﺇﻏﻼﻕ ﺍﻟﺤﺪﺙ‪.‬‬ ‫ً ﻓﻲ ﺍﻟﻤﺴﺘﻘﺒﻞ‪ ،‬ﻓﺈﻥ ﻣﻨﻈﻤﺔ‬ ‫ﺇﺫﺍ ﻛﺎﻥ ﺗﻘﻴﻴﻢ ﺧﻄﺮ ﺍﻟﺤﺪﺙ ﻳﺸﻴﺮ ﺇﻟﻰ ﺃﻥ ﺃﺛﺮﻩ ﻋﻠﻰ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻣﺔ ﻗﺪ ﻳﺼﺒﺢ ﻫﺎﻣﺎ‬ ‫ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ‪:‬‬ ‫ﺃ‪ .‬ﺳﺘﺼﻨﻒ ﺍﻟﺤﺪﺙ ﻋﻠﻰ ﺃﻧﻪ ﻟﻢ ﺗﺤﺪﺩ ﺩﺭﺟﺘﻪ؛‬ ‫ً‬ ‫ﺏ‪ .‬ﺗﺪﻋﻢ ﺍﻟﺒﻠﺪ ﺍﻟﻌﻀﻮ ﻹﺟﺮﺍء ﺗﺮﺻﺪ ﻣﺘﻮﺍﺻﻞ ﻭﻣﺘﺎﺑﻌﺔ ﺩﻭﺭﻳﺔ ﻟﺘﻘﻴﻴﻤﺎﺕ ﺍﻟﺨﻄﺮ؛ ﺣﺴﺐ ﺍﻟﻀﺮﻭﺭﺓ‪ ،‬ﻭﻛﻞ ‪ ٣٠‬ﻳﻮﻣﺎ‬ ‫ﻋﻠﻰ ﺍﻷﻗﻞ؛ ﺣﺘﻰ ﺗﺤﺪﺩ ﻣﺮﺣﻠﺔ ﺍﻟﺤﺪﺙ ﺃﻭ ﺣﺘﻰ ﻳﺘﻢ ﺇﻏﻼﻗﻪ؛‬ ‫ﺝ‪ .‬ﺗﺪﻋﻢ ﺍﻟﺒﻠﺪ ﺍﻟﻌﻀﻮ ﻓﻲ ﺍﻟﻘﻴﺎﻡ ﺑﺈﺟﺮﺍءﺍﺕ ﺍﻻﺳﺘﻌﺪﺍﺩ ﺍﻟﻤﻨﺎﺳﺒﺔ ﻓﻲ ﺗﻠﻄﻴﻒ ﺍﻷﺛﺮ ﺍﻟﻤﺴﺘﻘﺒﻠﻲ ﻟﻠﺤﺪﺙ‪ ،‬ﻳﺒﺪﺃ ﻣﺒﺎﺷﺮﺓ ﺑﻌﺪ‬ ‫ﺗﻘﻴﻴﻢ ﺧﻄﺮ ﺍﻟﺤﺪﺙ؛‬ ‫ﺩ‪ .‬ﺩﻋﻢ ﺍﻟﺒﻠﺪ ﺍﻟﻌﻀﻮ ﻓﻲ ﺗﻄﻮﻳﺮ‪/‬ﺗﺤﺪﻳﺚ ﺧﻄﻂ ﺍﻟﻄﻮﺍﺭﺉ ﺍﻟﺨﺎﺻﺔ ﺑﻤﺨﺘﻠﻒ ﺍﻟﻘﻄﺎﻋﺎﺕ‪ ،‬ﻳﺒﺪﺃ ﻣﺒﺎﺷﺮﺓ ﺑﻌﺪ ﺗﻘﻴﻴﻢ ﺧﻄﺮ‬ ‫ﺍﻟﺤﺪﺙ؛‬ ‫ﻫـ ‪ .‬ﺗﻄﻮﻳﺮ‪ /‬ﺗﺤﺪﻳﺚ ﺧﻄﻂ ﻋﻤﻞ ﻣﺴﺘﻤﺮﺓ ﻟﻤﻜﺘﺐ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﺍﻟﻘﻄﺮﻱ‪ ،‬ﻳﺒﺪﺃ ﻣﺒﺎﺷﺮﺓ ﺑﻌﺪ ﺗﻘﻴﻴﻢ ﺧﻄﺮ‬ ‫ﺍﻟﺤﺪﺙ؛‬ ‫ﻭ‪ .‬ﺇﺟﺮﺍء ﺃﻱ ﺍﺗﺼﺎﻻﺕ ﺿﺮﻭﺭﻳﺔ ﻣﻊ ﺍﻟﺒﻠﺪﺍﻥ ﺍﻷﻋﻀﺎء ﻭﺍﻟﺸﺮﻛﺎء ﺍﻟﻤﻬﺘﻤﻴﻦ ﻓﻲ ﺍﻟﺒﻠﺪ ﺃﻭ ﺍﻟﻌﺎﻟﻤﻴﻴﻦ‪ ،‬ﻳﺒﺪﺃ ﻣﺒﺎﺷﺮﺓ ﺑﻌﺪ‬ ‫ﺗﻘﻴﻴﻢ ﺧﻄﺮ ﺍﻟﺤﺪﺙ‪.‬‬

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‫ﺇﻃﺎﺭ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ‬ ‫ﺍﻟﻌﺎﻟﻤﻴﺔ ﻟﻼﺳﺘﺠﺎﺑﺔ‬ ‫ﻟﻠﻄﻮﺍﺭﺉ‬

‫‪١٦‬‬

‫‪١‬‬ ‫ﺇﺫﺍ ﺃﺷﺎﺭ ﺗﻘﻴﻴﻢ ﺍﻟﺨﻄﺮ ﺇﻟﻰ ﺃﻥ ﺃﺛﺮ ﺍﻟﺤﺪﺙ ﻋﻠﻰ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻣﺔ ﻗﺪ ﻳﺸﻜﻞ ﻃﺎﺭﺋﺔ ﺗﺴﺘﺪﻋﻲ ﺍﺳﺘﺠﺎﺑﺔ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ‬ ‫ﺍﻟﻌﺎﻟﻤﻴﺔ‪ ،‬ﺳﻮﺍء ﻋﻠﻰ ﻣﺴﺘﻮﻯ ﺍﻟﺒﻠﺪ‪ ،‬ﺃﻭ ﻋﻠﻰ ﺍﻟﻤﺴﺘﻮﻯ ﺍﻟﺪﻭﻟﻲ‪:‬‬ ‫ﺃ‪ .‬ﺳﻴﻘﻮﻡ ﻓﺮﻳﻖ ﺍﻟﻤﻨﻈﻤﺔ ﺍﻟﻌﺎﻣﻞ ﻓﻲ ﺗﻘﻴﻴﻢ ﺍﻟﺨﻄﺮ ﺑﺘﻨﺒﻴﻪ ﺍﻟﻤﺴﺘﺸﺎﺭﻳﻦ ﺍﻹﻗﻠﻴﻤﻴﻴﻦ ﺍﻟﻤﻬﺘﻤﻴﻦ ﻭ‪ /‬ﺃﻭ ﻧﻘﺎﻁ ﺍﻻﺗﺼﺎﻝ‪،‬‬ ‫ﻭﺍﻟﺬﻳﻦ ﺑﺪﻭﺭﻫﻢ ﺳﻴ‬ ‫ُﻌﻠﻤﻮﻥ ﻣﺪﺭﺍء ﺍﻟﻤﻜﺎﺗﺐ ﺍﻹﻗﻠﻴﻤﻴﺔ ﻭﺍﻟﻤﻘﺮ ﺍﻟﺮﺋﻴﺴﻲ ﺍﻟﺬﻳﻦ ﻳﺸﻜﻠﻮﻥ ﺟﺰءﺍً ﻣﻦ ﺍﻟﻔﺮﻳﻖ ﺍﻟﻌﺎﻟﻤﻲ‬ ‫ﻟﻤﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﻹﺩﺍﺭﺓ ﺍﻟﻄﻮﺍﺭﺉ )ﺍﻧﻈﺮ ﺍﻟﺠﺰء ‪ ،(٥‬ﻣﺒﺎﺷﺮﺓ ﺑﻌﺪ ﺗﻘﻴﻴﻢ ﺧﻄﺮ ﺍﻟﺤﺪﺙ ﺍﻟﻔﺠﺎﺋﻲ ﺍﻟﺒﺪء‪،‬‬ ‫ﻭﺧﻼﻝ ‪ ٥‬ﺃﻳﺎﻡ ﻟﻸﺣﺪﺍﺙ ﺍﻟﺒﻄﻴﺌﺔ ﺍﻟﺒﺪء؛‬ ‫ﺏ‪ .‬ﻳﻘﻮﻡ ﺍﻟﻤﺪﺭﺍء ﺍﻟﻤﺨﺘﺼﻮﻥ ﻓﻲ ﺍﻟﻤﻘﺮ ﺍﻟﺮﺋﻴﺴﻲ ﻭﺍﻟﺬﻳﻦ ﻳﺸﻜﻠﻮﻥ ﺟﺰءﺍً ﻣﻦ ﺍﻟﻔﺮﻳﻖ ﺍﻟﻌﺎﻟﻤﻲ ﻹﺩﺍﺭﺓ ﺍﻟﻄﻮﺍﺭﺉ‬ ‫ﺑﺎﺗﺼﺎﻝ ﻓﻴﺪﻳﻮﻱ ﻣﻊ ﺍﻷﻋﻀﺎء ﺍﻟﻤﺨﺘﺼﻴﻦ ﻣﻦ ﺍﻟﻔﺮﻳﻖ ﺍﻟﻌﺎﻟﻤﻲ ﻹﺩﺍﺭﺓ ﺍﻟﻄﻮﺍﺭﺉ ﻟﻤﺮﺍﺟﻌﺔ ﻧﺘﺎﺋﺞ ﺗﻘﻴﻴﻢ ﺧﻄﺮ‬ ‫ﺍﻟﺤﺪﺙ‪ ،‬ﻭﺗﻘﺮﻳﺮ ﻣﺎ ﺇﺫﺍ ﻛﺎﻥ ﺗﺤﺪﻳﺪ ﺍﻟﺪﺭﺟﺔ ﺿﺮﻭﺭﻳﺎً‪ ،‬ﻭﺇﻥ ﻛﺎﻥ ﻛﺬﻟﻚ‪ ،‬ﺗﺤﺪﻳﺪ ﺍﻟﺪﺭﺟﺔ ﺧﻼﻝ ‪ ٢٤‬ﺳﺎﻋﺔ ﻣﻦ ﺗﻘﻴﻴﻢ‬ ‫ﺧﻄﺮ ﺍﻟﺤﺪﺙ ﻟﻠﺤﺪﺙ ﺍﻟﻔﺠﺎﺋﻲ ﺍﻟﺒﺪء‪ ،‬ﻭ‪ ٥‬ﺃﻳﺎﻡ ﻟﻸﺣﺪﺍﺙ ﺍﻟﺒﻄﻴﺌﺔ ﺍﻟﺒﺪء؛‬ ‫‪ .c‬ﺗﻘﻮﻡ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﺑﻜﻞ ﺍﻻﺗﺼﺎﻻﺕ ﺍﻟﻀﺮﻭﺭﻳﺔ ﻣﻊ ﺍﻟﺒﻠﺪﺍﻥ ﺍﻷﻋﻀﺎء ﻭﻣﻊ ﺍﻟﺸﺮﻛﺎء ﺩﺍﺧﻞ ﺍﻟﺒﻠﺪ‬ ‫ﻭﺍﻟﺸﺮﻛﺎء ﺍﻟﻌﺎﻟﻤﻴﻴﻦ ﻣﺒﺎﺷﺮﺓ ﺑﻌﺪ ﺗﻘﻴﻴﻢ ﺧﻄﺮ ﺍﻟﺤﺪﺙ ﺑﺎﻟﻨﺴﺒﺔ ﻟﻠﺤﺪﺙ ﺍﻟﻔﺠﺎﺋﻲ ﺍﻟﺒﺪء ﻭﺧﻼﻝ ‪ ٥‬ﺃﻳﺎﻡ ﻟﻸﺣﺪﺍﺙ‬ ‫ﺍﻟﺒﻄﻴﺌﺔ ﺍﻟﺒﺪء‪.‬‬ ‫‪٣-٤-١‬‬

‫ﺗﺴﺠﻴﻞ ﺍﻷﺣﺪﺍﺙ‬ ‫ً‬ ‫ﺗﺴﺠﻴﻼ ﻣﻨﻬﺠﻴﺎً ﻟﺠﻤﻴﻊ ﺍﻷﺣﺪﺍﺙ ﺫﺍﺕ ﺍﻷﺛﺮ ﺍﻟﺤﺎﻟﻲ ﺃﻭ ﺍﻟﻤﻤﻜﻦ ﺍﻟﺤﺪﻭﺙ ﻋﻠﻰ‬ ‫ﺳﺘﺠﺮﻱ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ‬ ‫ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻣﺔ‪ ،‬ﻣﻊ ﻧﺘﺎﺋﺞ ﺗﻘﻴﻴﻢ ﺃﺛﺮ ﺍﻟﺤﺪﺙ‪ ،‬ﻓﻲ ﺳﺠﻞ ﻭ‪ /‬ﺃﻭ ﻧﻈﺎﻡ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﻹﺩﺍﺭﺓ ﺍﻟﺤﺪﺙ ‪،EMS‬‬ ‫ﻣﺒﺎﺷﺮﺓ ﺑﻌﺪ ﺗﻘﻴﻴﻢ ﺃﺛﺮ ﺍﻟﺤﺪﺙ‪.‬‬

‫‪٥-١‬‬ ‫‪١-٥-١‬‬

‫ﺇﻏﻼﻕ ﺍﻷﺣﺪﺍﺙ‬ ‫ﻳﻌﺘﺒﺮ ﺍﻟﺤﺪﺙ ﻣﻐﻠﻘﺎً ﻋﻨﺪﻣﺎ ﻳﻘﺮﺭ ﺍﻷﻋﻀﺎء ﺍﻟﻤﺨﺘﺼﻮﻥ ﻓﻲ ﺍﻟﻔﺮﻳﻖ ﺍﻟﻌﺎﻟﻤﻲ ﻹﺩﺍﺭﺓ ﺍﻟﻄﻮﺍﺭﺉ ﺃﻥ )‪ (١‬ﺍﺳﺘﺠﺎﺑﺔ ﻣﻨﻈﻤﺔ‬ ‫ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﻟﻴﺴﺖ ﺿﺮﻭﺭﻳﺔ ﺃﻭ )‪ (٢‬ﺃﻧﻬﺎ ﻟﻢ ﺗﻌﺪ ﺿﺮﻭﺭﻳﺔ ﻭﺃﻥ ﺍﻟﺪﺭﺟﺔ ﺍﻟﺪﺍﺧﻠﻴﺔ ﻟﻠﻄﻮﺍﺭﺉ ﻳﺠﺐ ﺃﻥ ﺗﺰﺍﻝ‪.‬‬

‫‪٦-١‬‬ ‫‪١-٦-١‬‬

‫ﺇﻃﺎﺭ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ‬ ‫ﺍﻟﻌﺎﻟﻤﻴﺔ ﻟﻼﺳﺘﺠﺎﺑﺔ‬ ‫ﻟﻠﻄﻮﺍﺭﺉ‬

‫‪١٧‬‬

‫ﺍﻟﻌﻤﻠﻴﺔ ﺍﻟﺪﺍﺧﻠﻴﺔ ﻟﻤﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ‬ ‫ﻟﺘﻌﻴﻴﻦ ﺩﺭﺟﺎﺕ ﺍﻟﻄﻮﺍﺭﺉ‬

‫‪٢‬‬ ‫‪١-٢‬‬ ‫‪١-١-٢‬‬

‫ﻫﺪﻑ ﻭﻣﻌﺎﻳﻴﺮ ﺗﻌﻴﻴﻦ ﺍﻟﺪﺭﺟﺎﺕ‬ ‫ﺇﻥ ﺗﻌﻴﻴﻦ ﺩﺭﺟﺎﺕ ﺍﻟﻄﻮﺍﺭﺉ ﻋﻤﻠﻴﺔ ﺩﺍﺧﻠﻴﺔ ﻓﻲ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﺗﺘﻢ ﻣﻦ ﺃﺟﻞ‪:‬‬ ‫ﺃ‪ .‬ﺗﺒﻠﻴﻎ ﺍﻟﻤﻨﻈﻤﺔ ﻋﻦ ﻣﺪﻯ‪ ،‬ﻭﺗﻌﻘﺪ‪ ،‬ﻭﻣﺪﺓ ﺍﻟﺪﻋﻢ ﺍﻟﻤﻄﻠﻮﺏ ﻣﻦ ﺍﻟﻤﻨﻈﻤﺔ ﺃﻭ ﺧﺎﺭﺟﻬﺎ؛‬ ‫ﺏ‪ .‬ﺗﺤﻔﻴﺰ ﺟﻤﻴﻊ ﻣﻜﺎﺗﺐ ﺍﻟﻤﻨﻈﻤﺔ ﻋﻠﻰ ﺟﻤﻴﻊ ﺍﻟﻤﺴﺘﻮﻳﺎﺕ ﻷﻥ ﺗﻜﻮﻥ ﻣﺴﺘﻌﺪﺓ ﻹﻋﺎﺩﺓ ﺗﻮﺟﻴﻪ ﺍﻟﻤﻮﺍﺭﺩ ﻛﻲ ﺗﻘﺪﻡ ﺍﻟﺪﻋﻢ؛‬ ‫ﺝ‪ .‬ﺍﻟﺘﺄﻛﺪ ﻣﻦ ﻋﻤﻞ ﺍﻟﻤﻨﻈﻤﺔ ﺑﺴﺮﻋﺔ ﻣﻨﺎﺳﺒﺔ ﻭﺗﺤﺮﻳﻚ ﺍﻟﻤﻮﺍﺭﺩ ﺍﻟﻤﻨﺎﺳﺒﺔ ﺩﻋﻤﺎً ﻻﺳﺘﺠﺎﺑﺔ ﺍﻟﺒﻠﺪ ﺍﻟﻌﻀﻮ ﺍﻟﻤﺼﺎﺏ‪،‬‬ ‫ﻭﺍﻟﺸﺮﻛﺎء ﻭﺍﻟﻤﻜﺘﺐ ﺍﻟﻘﻄﺮﻱ ﻟﻠﻤﻨﻈﻤﺔ؛‬ ‫ﺩ‪ .‬ﻗﺪﺡ ﺍﻟﺰﻧﺎﺩ ﻟﻠﺒﺪء ﺑﺈﺟﺮﺍءﺍﺕ ﺍﺳﺘﺠﺎﺑﺔ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﻟﻠﻄﻮﺍﺭﺉ ﻭﺳﻴﺎﺳﺎﺕ ﺍﻟﻄﻮﺍﺭﺉ ؛‬ ‫ﻫـ‪ .‬ﺗﺬﻛﻴﺮ ﻣﺪﻳﺮ ﺍﻟﻤﻜﺘﺐ ﺍﻟﻘﻄﺮﻱ ﻟﻤﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ‪ HWCO‬ﻟﺘﻄﺒﻴﻖ ﺇﺟﺮﺍءﺍﺕ ﺍﻟﻌﻤﻞ ﺍﻟﻤﻌﻴﺎﺭﻳﺔ ﻟﻠﻤﻨﻈﻤﺔ‬ ‫‪ SOPs‬ﺣﺴﺐ ﻣﺬﻛﺮﺓ ﺍﻟﻤﺪﻳﺮ ﺍﻟﻌﺎﻡ ﺍﻟﻤﺆﺭﺧﺔ ﻓﻲ ‪ ١٥‬ﻳﻨﺎﻳﺮ )ﻛﺎﻧﻮﻥ ﺍﻟﺜﺎﻧﻲ( ‪٢٠٠٨‬؛ ﻭ‬ ‫ﻭ‪ .‬ﺗﺴﺮﻳﻊ ﺇﺟﺮﺍءﺍﺕ ﺍﻟﻤﻮﺍﻓﻘﺎﺕ ﻭﻧﺸﺮ ﺍﻟﺮﺳﺎﺋﻞ ﺍﻹﻋﻼﻣﻴﺔ ﺍﻟﺪﺍﺧﻠﻴﺔ ﻭﺍﻟﺨﺎﺭﺟﻴﺔ‪.‬‬ ‫ﻭﺑﻴﻨﻤﺎ ﺗﺠﺐ ﺩﺭﺍﺳﺔ ﺍﻟﻌﻮﺍﻣﻞ ﺍﻟﺘﺎﻟﻴﺔ‪ ،‬ﺇﻻ ﺃﻥ ﺗﻌﻴﻴﻦ ﺍﻟﺪﺭﺟﺎﺕ ﻻ ﻳﻌﺘﻤﺪ ﻣﺒﺎﺷﺮﺓ ﻋﻠﻴﻬﺎ‪:‬‬ ‫ﺃ‪ .‬ﺍﻟﺘﺸﺎﻭﺭ ﻣﻊ ﺍﻟﺒﻠﺪﺍﻥ ﺍﻷﻋﻀﺎء؛‬ ‫ﺏ‪ .‬ﻃﻠﺒﺎﺕ ﺭﺳﻤﻴﺔ ﻟﻠﻤﺴﺎﻋﺪﺓ ﺍﻟﺪﻭﻟﻴﺔ؛‬ ‫ﺝ‪ .‬ﻋﻤﻠﻴﺎﺕ ﺗﺼﻨﻴﻒ ﻭﻛﺎﻟﺔ ﺩﻭﻟﻴﺔ ﺃﺧﺮﻯ ﻛﺘﺼﻨﻴﻔﺎﺕ ﺍﻟﻠﺠﻨﺔ ﺍﻟﺪﺍﺋﻤﺔ ﺍﻟﻤﺸﺘﺮﻛﺔ ﺑﻴﻦ ﺍﻟﻮﻛﺎﻻﺕ ‪ IASC‬ﺃﻭ ﺍﻟﻠﻮﺍﺋﺢ‬ ‫ﺍﻟﺼﺤﻴﺔ ﺍﻟﺪﻭﻟﻴﺔ ‪ -(٢٠٠٥) IHR‬ﺇﻻ ﺃﻥ ﺍﻟﻤﺴﺘﻮﻯ ‪ ٣‬ﻣﻦ ﺗﺼﻨﻴﻒ ﺍﻟﻠﺠﻨﺔ ﺍﻟﺪﺍﺋﻤﺔ ﺍﻟﻤﺸﺘﺮﻛﺔ ﺑﻴﻦ ﺍﻟﻮﻛﺎﻻﺕ ﻳﻌﺘﺒﺮ‬ ‫ﻫﻮ ﺍﻟﺪﺭﺟﺔ ‪ ٣‬ﻟﻤﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﻓﻲ ﺣﺎﻻﺕ ﺍﻟﻄﻮﺍﺭﺉ ﻣﺎ ﻟﻢ ﻳﺤﺪﺩ ﻏﻴﺮ ﺫﻟﻚ ﺃﻋﻀﺎء ﻣﻦ ﺍﻟﻔﺮﻳﻖ ﺍﻟﻌﺎﻟﻤﻲ‬ ‫ﻹﺩﺍﺭﺓ ﺍﻟﻄﻮﺍﺭﺉ ﻣﺨﺘﺼﻮﻥ ﻓﻲ ﻋﻤﻠﻴﺔ ﺗﻌﻴﻴﻦ ﺍﻟﺪﺭﺟﺎﺕ‪ .‬ﻭﺑﻐﺾ ﺍﻟﻨﻈﺮ ﻋﻦ ﺍﻟﺪﺭﺟﺔ ﺍﻟﺘﻲ ﺗﻢ ﺗﻌﻴﻴﻨﻬﺎ ﻣﻦ ﻗﺒﻞ‬ ‫ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ‪ ،‬ﻓﺈﻥ ﺍﻟﻤﻨﻈﻤﺔ ﺳﺘﻔﻲ ﺑﺎﻟﺘﺰﺍﻣﺎﺗﻬﺎ ﻓﻲ ﺍﻟﺘﻔﻌﻴﻞ ﺍﻟﻮﺍﺳﻊ ﺍﻟﻨﻄﺎﻕ ﻟﻨﻈﺎﻡ ﺍﻟﻤﺴﺘﻮﻯ ‪ ٣‬ﻣﻦ‬ ‫ﺗﺼﻨﻴﻒ ﺍﻟﻠﺠﻨﺔ ﺍﻟﺪﺍﺋﻤﺔ ﺍﻟﻤﺸﺘﺮﻛﺔ ﺑﻴﻦ ﺍﻟﻮﻛﺎﻻﺕ )ﺍﻧﻈﺮ ﺍﻟﻤﻠﺤﻖ ‪.(٣‬‬

‫‪٢-١-٢‬‬

‫ﺇﻃﺎﺭ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ‬ ‫ﺍﻟﻌﺎﻟﻤﻴﺔ ﻟﻼﺳﺘﺠﺎﺑﺔ‬ ‫ﻟﻠﻄﻮﺍﺭﺉ‬

‫‪١٨‬‬

‫‪٢‬‬ ‫ﺗﻌﺎﺭﻳﻒ ﺍﻟﺪﺭﺟﺎﺕ‬ ‫ﻟﺪﻯ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﺗﻌﺎﺭﻳﻒ ﺍﻟﺘﻌﻴﻴﻦ ﻟﻠﺪﺭﺟﺎﺕ ﻫﻲ ﺍﻟﺘﺎﻟﻴﺔ‪:‬‬

‫‪٢-٢‬‬ ‫‪١-٢-٢‬‬

‫ﺑﺪﻭﻥ ﺩﺭﺟﺔ‪ٌ :‬‬ ‫ﺣﺪﺙ ﻗﺎﻣﺖ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﺑﺘﻘﻴﻴﻤﻪ‪ ،‬ﻭﻣﺘﺎﺑﻌﺘﻪ ﺃﻭ ﺗﺮﺻﺪﻩ ﻟﻜﻨﻪ ﻻ‬ ‫ﻳﺘﻄﻠﺐ ﻣﻦ ﺍﻟﻤﻨﻈﻤﺔ ﺃﻱ ﺍﺳﺘﺠﺎﺑﺔ ﺣﺎﻟﻴﺎً‪.‬‬ ‫ﺍﻟﺪﺭﺟﺔ ‪ :١‬ﺣﺪﺙ ﻓﻲ ﺑﻠﺪ ﻭﺍﺣﺪ ﺃﻭ ﺃﻛﺜﺮ ﻣﻊ ﺗﺪﺍﻋﻴﺎﺕ ﻃﻔﻴﻔﺔ ﻋﻠﻰ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻣﺔ ﻳﺘﻄﻠﺐ‬ ‫ﺍﺳﺘﺠﺎﺑﺔ ﻃﻔﻴﻔﺔ ﻣﻦ ﺍﻟﻤﻜﺘﺐ ﺍﻟﻘﻄﺮﻱ ﻟﻤﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﺃﻭ ﺍﺳﺘﺠﺎﺑﺔ ﻃﻔﻴﻔﺔ ﻣﻦ ﺍﻟﻤﻨﻈﻤﺔ‪.‬‬ ‫ﻳﻜﻮﻥ ﺩﻋﻢ ﺍﻟﻤﻨﻈﻤﺔ ﻭ‪ /‬ﺃﻭ ﺍﻟﺪﻋﻢ ﺍﻟﺨﺎﺭﺟﻲ ﺍﻟﻤﻄﻠﻮﺏ ﻣﻦ ﻣﻜﺘﺐ ﺍﻟﻤﻨﻈﻤﺔ ﻃﻔﻴﻔﺎً‪ .‬ﻳﺘﻢ ﺗﻨﺴﻴﻖ‬ ‫ﺍﻟﺪﻋﻢ ﺇﻟﻰ ﺍﻟﻤﻜﺘﺐ ﺍﻟﻘﻄﺮﻱ ﻟﻠﻤﻨﻈﻤﺔ ﻋﺒﺮ ﺿﺎﺑﻂ ﺍﺗﺼﺎﻝ ﻣﺤﺪﺩ ﻓﻲ ﺍﻟﻤﻜﺘﺐ ﺍﻹﻗﻠﻴﻤﻲ‪.‬‬ ‫ﺍﻟﺪﺭﺟﺔ ‪ :٢‬ﺣﺪﺙ ﻓﻲ ﺑﻠﺪ ﺃﻭ ﻋﺪﺓ ﺑﻠﺪﺍﻥ ﻣﻊ ﺗﺪﺍﻋﻴﺎﺕ ﻣﺘﻮﺳﻄﺔ ﻋﻠﻰ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻣﺔ ﺗﺘﻄﻠﺐ‬ ‫ﺍﺳﺘﺠﺎﺑﺔ ﻣﻌﺘﺪﻟﺔ ﻣﻦ ﺍﻟﻤﻜﺘﺐ ﺍﻟﻘﻄﺮﻱ ﻟﻤﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﻭ‪/‬ﺃﻭ ﺍﺳﺘﺠﺎﺑﺔ ﺩﻭﻟﻴﺔ ﻣﻌﺘﺪﻟﺔ ﻣﻦ‬ ‫ﺍﻟﻤﻨﻈﻤﺔ‪ .‬ﻳﻜﻮﻥ ﺍﻟﺪﻋﻢ ﻣﻦ ﺍﻟﻤﻨﻈﻤﺔ ﻭ‪/‬ﺃﻭ ﺍﻟﺪﻋﻢ ﺍﻟﺨﺎﺭﺟﻲ ﺍﻟﻀﺮﻭﺭﻱ ﻟﻠﻤﻜﺘﺐ ﺍﻟﻘﻄﺮﻱ‬ ‫ﻣﺘﻮﺳﻄﺎً‪ .‬ﻳﻘﻮﻡ ﻓﺮﻳﻖ ﺩﻋﻢ ﺍﻟﻄﻮﺍﺭﺉ‪ ،‬ﻣﻦ ﻣﻮﻗﻌﻪ ﻓﻲ ﺍﻟﻤﻜﺘﺐ ﺍﻹﻗﻠﻴﻤﻲ‪ ٦،‬ﺑﺘﻨﺴﻴﻖ ﺍﻻﺳﺘﻌﺪﺍﺩ‬ ‫ﻟﺘﻘﺪﻳﻢ ﺍﻟﺪﻋﻢ ﻟﻠﻤﻜﺘﺐ ﺍﻟﻘﻄﺮﻱ ﻟﻠﻤﻨﻈﻤﺔ‪.‬‬

‫‪UNGRADED‬‬

‫‪GRADE 1‬‬

‫‪GRADE 2‬‬

‫ﺍﻟﺪﺭﺟﺔ ‪ٌ :٣‬‬ ‫ﺣﺪﺙ ﻓﻲ ﺑﻠﺪ ﺃﻭ ﻋﺪﺓ ﺑﻠﺪﺍﻥ ﻣﻊ ﺗﺪﺍﻋﻴﺎﺕ ﺷﺪﻳﺪﺓ ﻋﻠﻰ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻣﺔ ﺗﺘﻄﻠﺐ‬ ‫ﺍﺳﺘﺠﺎﺑﺔ ﻣﻜﺜﻔﺔ ﻣﻦ ﺍﻟﻤﻜﺘﺐ ﺍﻟﻘﻄﺮﻱ ﻟﻤﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﻭ‪/‬ﺃﻭ ﺍﺳﺘﺠﺎﺑﺔ ﺩﻭﻟﻴﺔ ﻣﻜﺜﻔﺔ ﻣﻦ‬ ‫ً‬ ‫ﺍﻟﻤﻨﻈﻤﺔ‪ .‬ﻳﻜﻮﻥ ﺍﻟﺪﻋﻢ ﻣﻦ ﺍﻟﻤﻨﻈﻤﺔ ﻭ‪/‬ﺃﻭ ﺍﻟﺪﻋﻢ ﺍﻟﺨﺎﺭﺟﻲ ﺍﻟﻀﺮﻭﺭﻱ ﻟﻠﻤﻜﺘﺐ ﺍﻟﻘﻄﺮﻱ ﻛﺒﻴﺮﺍ‪.‬‬ ‫ﻳﻘﻮﻡ ﻓﺮﻳﻖ ﺩﻋﻢ ﺍﻟﻄﻮﺍﺭﺉ‪ ،‬ﻣﻦ ﻣﻮﻗﻌﻪ ﻓﻲ ﺍﻟﻤﻜﺘﺐ ﺍﻹﻗﻠﻴﻤﻲ‪ ،‬ﺑﺘﻨﺴﻴﻖ ﺍﻻﺳﺘﻌﺪﺍﺩ ﻟﺘﻘﺪﻳﻢ ﺍﻟﺪﻋﻢ‬ ‫ﻟﻠﻤﻜﺘﺐ ﺍﻟﻘﻄﺮﻱ ﻟﻠﻤﻨﻈﻤﺔ‪.‬‬

‫‪GRADE 3‬‬

‫ﻳﻌﻤﻞ ﻓﺮﻳﻖ ﺩﻋﻢ ﺍﻟﻄﻮﺍﺭﺉ ﻓﻲ ﺍﻟﻤﻘﺮ ﺍﻟﺮﺋﻴﺴﻲ‪ ،‬ﺇﺫﺍ ﺃﺻﻴﺒﺖ ﻋﺪﺓ ﺃﻗﺎﻟﻴﻢ )ﺍﻧﻈﺮ ‪.(٣٫٤‬‬

‫‪٦‬‬

‫ﺇﻃﺎﺭ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ‬ ‫ﺍﻟﻌﺎﻟﻤﻴﺔ ﻟﻼﺳﺘﺠﺎﺑﺔ‬ ‫ﻟﻠﻄﻮﺍﺭﺉ‬

‫‪١٩‬‬

‫‪٢‬‬ ‫ﻧﻤﻂ ﺍﻟﺪﻋﻢ‬ ‫‪GRADE 3‬‬ ‫‪GRADE 2‬‬ ‫‪GRADE 1‬‬

‫ﻣﺴﺎﻋﺪﺓ ﺗﻘﻨﻴﺔ ﻣﺘﻮﺍﺻﻠﺔ ﻓﻲ‬ ‫ﺍﻟﺒﻠﺪ ﻋﺒﺮ ﺍﻟﺘﺪﺧﻞ ﺍﻟﺴﺮﻳﻊ؛‬ ‫ﺇﺻﺪﺍﺭ ﺗﻌﻠﻴﻤﺎﺕ ﻧﻮﻋﻴﺔ‬ ‫ﺑﺎﻟﻤﺨﺎﻃﺮ ﻣﻊ ﺗﻮﺟﻴﻪ ﺧﺎﺹ‬ ‫ﺑﺎﻟﺒﻠﺪ‬ ‫ﻭﺻﻮﻝ ﺇﻟﻰ ﺍﻟﻤﻮﺍﺭﺩ ﺍﻟﻤﺎﻟﻴﺔ‬ ‫ﺍﻟﻌﺎﻣﺔ ﻭﺍﻹﻗﻠﻴﻤﻴﺔ ﻟﻤﻨﻈﻤﺔ‬ ‫ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ؛ ﺗﺤﺮﻳﻚ‬ ‫ﺍﻟﻤﻮﺍﺭﺩ ﺍﻟﺪﻭﻟﻴﺔ ﻭﺍﻟﻮﺻﻮﻝ‬ ‫ﺇﻟﻰ ﻣﺎﻧﺤﻴﻦ‬ ‫ﻓﺮﻳﻖ ﺗﺪﺧﻞ ﺳﺮﻳﻊ ﻳﺠﻨﺪ ﻋﻠﻰ‬ ‫ﺃﺳﺎﺱ ﺭﻓﻊ ﺍﻟﺤﺮﺝ‬

‫ﺑﻌﺜﺎﺕ ﻣﺤﺪﻭﺩﺓ ﺍﻟﺰﻣﻦ؛‬ ‫ﻣﺪﺧﻼﺕ ﻋﻦ ﺑﻌﺪ ﻓﻲ ﺍﻟﺨﻄﻂ‬ ‫ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ؛ ﻣﺸﻮﺭﺓ ﺗﻘﻨﻴﺔ‬

‫ﻣﺴﺎﻋﺪﺓ ﺗﻘﻨﻴﺔ ﻋﻦ ﺑﻌﺪ ﻣﻦ‬ ‫ﻣﺴﺘﻮﻯ ﺩﻭﻟﻲ‬

‫ﺗﻘﻨﻲ‬

‫ﻭﺻﻮﻝ ﺇﻟﻰ ﺍﻟﻤﻮﺍﺭﺩ ﺍﻟﻤﺎﻟﻴﺔ‬ ‫ﺍﻹﻗﻠﻴﻤﻴﺔ ﻟﻤﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ‬ ‫ﺍﻟﻌﺎﻟﻤﻴﺔ؛ ﺗﺤﺮﻳﻚ ﺍﻟﻤﻮﺍﺭﺩ‬ ‫ﺍﻟﺪﻭﻟﻴﺔ ﻋﻨﺪ ﺍﻟﻄﻠﺐ‬ ‫ﺗﺪﺧﻞ ﺳﺮﻳﻊ ﻟﺨﺒﺮﺍء‬ ‫ﺍﻟﻄﻮﺍﺭﺉ‪ ،‬ﺣﺴﺐ ﺍﻟﻀﺮﻭﺭﺓ‪.‬‬

‫ﺣﺪ ﺃﺩﻧﻰ ﻣﻦ ﺍﻟﺪﻋﻢ ﺍﻟﻤﺎﻟﻲ ﺃﻭ‬ ‫ﺑﺪﻭﻥ ﺩﻋﻢ ﻣﺎﻟﻲ )ﻳﺪﺍﺭ ﺣﺴﺐ‬ ‫ﺍﻟﻤﻮﺍﺭﺩ ﺍﻟﻤﺎﻟﻴﺔ ﺍﻟﻤﺘﺎﺣﺔ ﻋﻠﻰ‬ ‫ﻣﺴﺘﻮﻯ ﺍﻟﺒﻠﺪ(‬ ‫ﺣﺪ ﺃﺩﻧﻰ ﻣﻦ ﺍﻟﺪﻋﻢ ﺍﻟﺒﺸﺮﻱ‬ ‫ﺃﻭ ﺑﺪﻭﻥ ﺩﻋﻢ ﺑﺸﺮﻱ )ﻳﺪﺍﺭ‬ ‫ﺣﺴﺐ ﺍﻟﻤﻮﺍﺭﺩ ﺍﻟﻤﺎﻟﻴﺔ‬ ‫ﺍﻟﻤﺘﺎﺣﺔ ﻋﻠﻰ ﻣﺴﺘﻮﻯ ﺍﻟﺒﻠﺪ(‬

‫ﻣﺎﻟﻲ‬

‫ﻣﻮﺍﺭﺩ ﺑﺸﺮﻳﺔ‬

‫ﻋﻤﻠﻴﻪ ﺗﻌﻴﻴﻦ ﺍﻟﺪﺭﺟﺎﺕ‬ ‫ﻳﺤﺪﺙ ﺗﻌﻴﻴﻦ ﺍﻟﺪﺭﺟﺎﺕ ﺧﻼﻝ ‪ ٢٤‬ﺳﺎﻋﺔ ﻣﻦ ﺇﺗﻤﺎﻡ ﺗﻘﻴﻴﻢ ﺍﻟﺨﻄﺮ ﺑﺎﻟﻨﺴﺒﺔ ﻟﻠﺤﺪﺙ ﺍﻟﻔﺠﺎﺋﻲ ﺍﻟﺒﺪ‪ ،‬ﻭﺧﻼﻝ ‪ ٥‬ﺃﻳﺎﻡ ﻣﻦ‬ ‫ﺣﺪﺙ ﺑﻄﻲء ﺍﻟﺒﺪء‪.‬‬ ‫ﺗﺤﺪﻳﺚ ﺗﻘﻴﻴﻢ ﺧﻄﺮ ٍ‬ ‫ﻗﺪ ﻳﺤﺪﺩ ﺭﺋﻴﺲ ﺍﻟﻤﻜﺘﺐ ﺍﻟﻘﻄﺮﻱ ﻭﺍﻟﻤﻜﺘﺐ ﺍﻹﻗﻠﻴﻤﻲ ﺍﻟﺪﺭﺟﺔ ‪ ١‬ﺩﻭﻥ ﻋﻘﺪ ﺍﺟﺘﻤﺎﻉ ﻟﻠﻔﺮﻳﻖ ﺍﻟﻌﺎﻟﻤﻲ ﻹﺩﺍﺭﺓ ﺍﻟﻄﻮﺍﺭﺉ‬ ‫)ﻣﻊ ﺗﻮﻗﻊ ﺩﻋﻢ ﺩﻭﻟﻲ ﺧﻔﻴﻒ ﺃﻭ ﻋﺪﻣﻪ(‪ .‬ﺃﻣﺎ ﻭﺟﻮﺩ ﺣﺎﻟﺔ ﺍﻟﻄﻮﺍﺭﺉ ﻣﻦ ﺍﻟﺪﺭﺟﺔ ‪ ٢‬ﺃﻭ ‪ ٣‬ﻓﻴﺠﺐ ﻋﻘﺪ ﺍﺟﺘﻤﺎﻉ ﻟﻠﻔﺮﻳﻖ‬ ‫ﺍﻟﻌﺎﻟﻤﻲ ﻹﺩﺍﺭﺓ ﺍﻟﻄﻮﺍﺭﺉ ﻟﺘﻌﻴﻴﻦ ﺍﻟﺪﺭﺟﺎﺕ‪.‬‬ ‫ً‬ ‫ﺍﺗﺼﺎﻻ ﻓﻴﺪﻳﻮﻳﺎً ﻟﺘﺤﺪﻳﺪ ﺩﺭﺟﺔ ﺍﻟﻄﻮﺍﺭﺉ‬ ‫ﻳﻤﻜﻦ ﻷﻱ ﻋﻀﻮ ﻣﻦ ﺍﻟﻔﺮﻳﻖ ﺍﻟﻌﺎﻟﻤﻲ ﻹﺩﺍﺭﺓ ﺍﻟﻄﻮﺍﺭﺉ ‪ GEMT‬ﺃﻥ ﻳﺠﺮﻱ‬ ‫ً‬ ‫ﻟﺤﺪﺙ ﻣﺎ‪ .‬ﻟﻜﻦ ﺍﻟﻤﺪﺭﺍء ﺍﻟﻤﺨﺘﺼﻴﻦ ﻓﻲ ﺍﻟﻤﻘﺮ ﺍﻟﺮﺋﻴﺴﻲ ﻭﺍﻟﺬﻳﻦ ﻳﺸﻜﻠﻮﻥ ﺟﺰءﺍ ﻣﻦ ﺍﻟﻔﺮﻳﻖ ﺍﻟﻌﺎﻟﻤﻲ ﻹﺩﺍﺭﺓ ﺍﻟﻄﻮﺍﺭﺉ‬ ‫ﻣﺴﺆﻭﻟﻮﻥ ﻓﻲ ﺍﻟﻨﻬﺎﻳﺔ ﻋﻦ ﺇﺟﺮﺍء ﺍﺗﺼﺎﻝ ﻓﻴﺪﻳﻮﻱ ﻟﻠﻨﻈﺮ )ﺃﻭ ﺇﻋﺎﺩﺓ ﺍﻟﻨﻈﺮ( ﻓﻲ ﺗﻌﻴﻴﻦ ﺍﻟﺪﺭﺟﺎﺕ ﻋﻨﺪ ﺇﺑﺪﺍء ﺍﻟﺮﺃﻱ‬ ‫ﺑﻨﺘﺎﺋﺞ ﺗﻘﻴﻴﻢ ﺧﻄﺮ ﺍﻟﺤﺪﺙ‪.‬‬ ‫ﺇﺫﺍ ﺍﻋﺘﺒﺮ ﺍﻟﺤﺪﺙ ﺣﺎﻟﺔ ﺍﻟﻄﻮﺍﺭﺉ ﻳﺤﺘﻤﻞ ﺃﻥ ﺗﺼﻞ ﺇﻟﻰ ﺍﻟﺪﺭﺟﺔ ‪ ،٣‬ﻓﺈﻥ ﺍﻟﻤﺪﻳﺮ ﺍﻟﻌﺎﻡ ﻟﻠﻤﻨﻈﻤﺔ ﻭﺍﻟﻤﺪﻳﺮ ﺍﻹﻗﻠﻴﻤﻲ ﻓﻲ‬ ‫ﺍﻹﻗﻠﻴﻢ ﺍﻟﻤﺼﺎﺏ ﻳﺪﻋﻮﺍﻥ ﻟﻠﻤﺸﺎﺭﻛﺔ ﻓﻲ ﺍﺗﺼﺎﻝ ﻓﻴﺪﻳﻮﻱ ﻟﻠﻔﺮﻳﻖ ﺍﻟﻌﺎﻟﻤﻲ ﻹﺩﺍﺭﺓ ﺍﻟﻄﻮﺍﺭﺉ ﻟﻮﺿﻊ ﺗﻌﻴﻴﻦ ﺍﻟﺪﺭﺟﺎﺕ‪.‬‬

‫‪٣-٢‬‬ ‫‪١-٣-٢‬‬

‫‪٢-٣-٢‬‬

‫‪٣-٣-٢‬‬

‫‪٤-٣-٢‬‬

‫ﺇﻃﺎﺭ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ‬ ‫ﺍﻟﻌﺎﻟﻤﻴﺔ ﻟﻼﺳﺘﺠﺎﺑﺔ‬ ‫ﻟﻠﻄﻮﺍﺭﺉ‬

‫‪٢٠‬‬

‫‪٢‬‬ ‫ﻳﺤﺪﺩ ﺍﻟﻔﺮﻳﻖ ﺍﻟﻌﺎﻟﻤﻲ ﻹﺩﺍﺭﺓ ﺍﻟﻄﻮﺍﺭﺉ ﺩﺭﺟﺔ ﺍﻟﻄﻮﺍﺭﺉ ﺑﻤﺮﺍﺟﻌﺔ ﻧﺘﺎﺋﺞ ﺗﻘﻴﻴﻢ ﺧﻄﺮ ﺍﻟﺤﺪﺙ )ﺗﻌﻴﻴﻦ ﺍﻟﺪﺭﺟﺎﺕ‪ ،‬ﻣﺪﻯ‬ ‫‪٧‬‬

‫‪٥-٣-٢‬‬

‫ﺍﻹﻟﺤﺎﺡ – ﺍﻧﻈﺮ ‪ (١-٣-١‬ﻭﺩﺭﺍﺳﺔ ﺍﻟﻤﻌﺎﻳﻴﺮ ﺍﻹﺿﺎﻓﻴﺔ ﺍﻟﺘﺎﻟﻴﺔ‪:‬‬

‫ﺃ‪ .‬ﻣﺪﻯ ﺍﻟﺘﻌﻘﺪ‪ :‬ﺩﺭﺍﺳﺔ ﻣﺪﻯ ﺍﻟﺘﺪﺍﻋﻴﺎﺕ ﺍﻟﺼﺤﻴﺔ‪ ،‬ﺑﻤﺎ ﻓﻴﻬﺎ ﺍﻟﺘﺪﺍﻋﻴﺎﺕ ﺍﻟﻤﻤﻜﻨﺔ ﻟﺘﺮﺩﻱ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻣﺔ‪ ،‬ﻭﺍﻟﻄﻮﺍﺭﺉ‬ ‫ُﺰﺍﻣﻨﺔ‪ ،‬ﻭﻭﺟﻮﺩ ﻋﻮﺍﻣﻞ ﻣ‬ ‫ﺍﻟﻤ‬ ‫ُﺴﺒﺒﺔ ﻟﻠﻤﺮﺽ ﻏﻴﺮ ﻣﻌﺮﻭﻓﺔ ﺃﻭ ﻣﻮﺍﺩ ﻛﻴﻤﻴﺎﺋﻴﺔ‪/‬ﺫﻳﻔﺎﻧﺎﺕ‪ ،‬ﻭﺍﻟﻤﻌﺮﻓﺔ ﻭﺍﻟﻤﻬﺎﺭﺍﺕ ﺍﻟﺘﻘﻨﻴﺔ‬ ‫ﺍﻟﻤﺘﺨﺼﺼﺔ ﺍﻟﻀﺮﻭﺭﻳﺔ‪ ،‬ﻭﻭﺟﻮﺩ ﺃﻃﺮﺍﻑ ﻓﺎﻋﻠﺔ ﻣﻦ ﻏﻴﺮ ﺍﻟﺪﻭﻟﺔ ﺃﻭ ﻋﻨﺎﺻﺮ ﻻﺣﻜﻮﻣﻴﺔ‪ ،‬ﻭﻣﺸﻜﻼﺕ ﺇﺗﺎﺣﺔ‬ ‫ﺍﻟﻤﺴﺎﻋﺪﺍﺕ ﺍﻹﻧﺴﺎﻧﻴﺔ‪ ،‬ﻭﻗﻀﺎﻳﺎ ﺃﻣﻦ ﺍﻟﻌﺎﻣﻠﻴﻦ‪ ،‬ﻭﺍﻟﻨﺰﺍﻉ‪ ،‬ﻭﻋﺪﺩ ﺍﻟﺒﻠﺪﺍﻥ ﺃﻭ ﺍﻷﻗﺎﻟﻴﻢ ﺍﻟﻤﺘﻀﺮﺭﺓ؛ ﻭ‬ ‫ﺏ‪ .‬ﺍﻟﺴﻴﺎﻕ‪ :‬ﺩﺭﺍﺳﺔ ﻣﺴﺘﻮﻯ ﻣﻮﺍﺭﺩ ﺍﻟﻨﻈﻢ ﺍﻟﺼﺤﻴﺔ‪ ،‬ﻭﻧﻘﺎﻁ ﺿﻌﻒ ﺍﻟﻤﺠﻤﻮﻋﺔ ﺍﻟﺴﻜﺎﻧﻴﺔ‪ ،‬ﻭﻣﺪﻯ ﺇﺩﺭﺍﻙ ﻋﺎﻣﺔ ﺍﻟﻨﺎﺱ‪،‬‬ ‫ﻭﺍﻟﺨﻄﺮ ﻋﻠﻰ ﺍﻟﺴﻤﻌﺔ‪ ،‬ﻭﺩﺭﺟﺔ ﺍﻟﺨﻮﻑ‪ ،‬ﻭﻣﺴﺘﻮﻯ ﺍﻻﺳﺘﻌﺪﺍﺩ ﻭﻗﺪﺭﺍﺕ ﺍﻟﺴﻠﻄﺎﺕ ﺍﻟﻮﻃﻨﻴﺔ‪ ،‬ﻭﻣﺴﺘﻮﻯ ﺍﻟﻘﺪﺭﺍﺕ‬ ‫ﺍﻟﺪﻭﻟﻴﺔ ﻭﺍﻻﺳﺘﻌﺪﺍﺩ ﻓﻲ ﺍﻟﺒﻠﺪ )ﺑﻤﺎ ﻓﻴﻬﺎ ﻗﺪﺭﺍﺕ ﻭﺍﺳﺘﻌﺪﺍﺩ ﺍﻟﻤﻜﺘﺐ ﺍﻟﻘﻄﺮﻱ ﻟﻤﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ( ﻹﺩﺍﺭﺓ ﺣﺎﻟﺔ‬ ‫ﺍﻟﻄﻮﺍﺭﺉ‪ ،‬ﻭﻧﺸﺎﻁ ﺁﻟﻴﺎﺕ ﺍﻟﺘﺄﻗﻠﻢ ﻓﻲ ﺍﻟﻤﺠﺘﻤﻊ ﺍﻟﻤﺪﻧﻲ‪.‬‬ ‫ﻳﻨﻔﺬ ﻗﺮﺍﺭ ﺗﻌﻴﻴﻦ ﺍﻟﺪﺭﺟﺎﺕ ﻣﺒﺎﺷﺮﺓ ﺑﻌﺪ ﺍﻧﺘﻬﺎء ﺍﻟﻤﺆﺗﻤﺮ ﺍﻟﻔﻴﺪﻳﻮﻱ ﺍﻟﺨﺎﺹ ﺑﺎﻟﻔﺮﻳﻖ ﺍﻟﻌﺎﻟﻤﻲ ﻹﺩﺍﺭﺓ ﺍﻟﻄﻮﺍﺭﺉ‬ ‫‪ GEMT‬ﺑﺨﺼﻮﺹ ﺗﻌﻴﻴﻦ ﺍﻟﺪﺭﺟﺎﺕ‪ ،‬ﻭﻫﻮ ﺍﻟﻮﻗﺖ ﺍﻟﺬﻱ ﺗﺘﻔﻌﻞ ﻓﻴﻪ ﺇﺟﺮﺍءﺍﺕ ﺍﻻﺳﺘﺠﺎﺑﺔ ﻟﻠﻄﻮﺍﺭﺉ ‪ ERPs‬ﻭﻳﺒﺪﺃ‬ ‫ﺍﻟﺨﻂ ﺍﻟﺰﻣﻨﻲ ﻹﻳﺘﺎء ﻣﻌﺎﻳﻴﺮ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﻟﻸﺩﺍء ‪.‬‬ ‫ﻋﻨﺪ ﺗﻌﻴﻴﻦ ﺩﺭﺟﺎﺕ ﺍﻟﻄﻮﺍﺭﺉ ﺍﻟﺒﻄﻴﺌﺔ ﺍﻟﺒﺪء‪ ،‬ﻳﺤﺪﺩ ﺍﻟﻔﺮﻳﻖ ﺍﻟﻌﺎﻟﻤﻲ ﻹﺩﺍﺭﺓ ﺍﻟﻄﻮﺍﺭﺉ‪ ،‬ﺃﺛﻨﺎء ﺍﻟﻤﺆﺗﻤﺮ ﺍﻟﻔﻴﺪﻳﻮﻱ ﻟﺘﻌﻴﻴﻦ‬ ‫ﺍﻟﺪﺭﺟﺎﺕ‪ ،‬ﺟﺪﺍﻭﻝ ﺯﻣﻨﻴﺔ ﻣﻨﺎﺳﺒﺔ ﻟﺘﻘﺪﻳﻢ ﻣﻌﺎﻳﻴﺮ ﺃﺩﺍء ﺍﻟﻄﻮﺍﺭﺉ ﻣﻌﻴﻦ‪.‬‬ ‫ﻳﺘﺄﻛﺪ ﺍﻟﻔﺮﻳﻖ ﺍﻟﻌﺎﻟﻤﻲ ﻹﺩﺍﺭﺓ ﺍﻟﻄﻮﺍﺭﺉ ﻣﻦ ﺇﻳﺼﺎﻝ ﻗﺮﺍﺭ ﺗﻌﻴﻴﻦ ﺍﻟﺪﺭﺟﺎﺕ ﺇﻟﻰ ﺍﻟﻤﺪﻳﺮ ﺍﻹﻗﻠﻴﻤﻲ ﺇﺫﺍ ﻛﺎﻧﺖ ﺍﻟﺪﺭﺟﺔ ‪٢‬‬ ‫ﻭﺇﻟﻰ ﺍﻟﻤﺪﻳﺮ ﺍﻟﻌﺎﻡ ﻓﻲ ﺍﻟﺪﺭﺟﺔ ‪-٣‬‬ ‫ﻳﻌﻠﻦ ﺗﻌﻴﻴﻦ ﺍﻟﺪﺭﺟﺎﺕ ﺭﺳﻤﻴﺎً ﻋﺒﺮ ﺍﻟﻤﻨﻈﻤﺔ ﺑﺒﺮﻳﺪ ﺇﻟﻜﺘﺮﻭﻧﻲ ﻳﺼﺪﺭ ﻣﻦ ﺍﻟﻤﺪﻳﺮ ﺍﻹﻗﻠﻴﻤﻲ ﺇﺫﺍ ﻛﺎﻧﺖ ﺍﻟﺪﺭﺟﺔ ‪ ٢‬ﻭﻣﻦ‬ ‫ﺍﻟﻤﺪﻳﺮ ﺍﻟﻌﺎﻡ ﺇﺫﺍ ﻛﺎﻧﺖ ﺍﻟﺪﺭﺟﺔ ‪ ،٣‬ﺧﻼﻝ ‪ ٢٤‬ﺳﺎﻋﺔ ﻣﻦ ﺗﺤﺪﻳﺪ ﺗﻌﻴﻴﻦ ﺍﻟﺪﺭﺟﺎﺕ ‪.‬‬ ‫ﻳﺴﺘﻤﺮ ﻣﺪﻳﺮ ﺍﻟﻤﻜﺘﺐ ﺍﻟﻘﻄﺮﻱ ﻟﻤﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ‪ HWCO‬ﻭﺍﻷﻋﻀﺎء ﺍﻟﻤﺨﺘﺼﻮﻥ ﻣﻦ ﺍﻟﻔﺮﻳﻖ ﺍﻟﻌﺎﻟﻤﻲ ﻹﺩﺍﺭﺓ‬ ‫ﺍﻟﻄﻮﺍﺭﺉ ﻓﻲ ﻣﺮﺍﻗﺒﺔ ﺍﻟﺤﺎﻟﺔ ﻭﻣﺮﺍﺟﻌﺔ ﺍﻟﺪﺭﺟﺎﺕ ﻣﻊ ﺗﻄﻮﺭ ﺍﻟﺤﺎﻟﺔ ﻭﺯﻳﺎﺩﺓ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﺍﻟﻤﺘﺎﺣﺔ ﻣﻦ ﻣﺼﺎﺩﺭ ﺩﺍﺧﻠﻴﺔ‬ ‫ﻭﺧﺎﺭﺟﻴﺔ ﻋﻠﻰ ﺍﻟﺴﻮﺍء‪.‬‬ ‫‪١٠-٣-٢‬‬ ‫‪٩-٣-٢‬‬ ‫‪٨-٣-٢‬‬ ‫‪٧-٣-٢‬‬ ‫‪٦-٣-٢‬‬

‫‪ ٧‬ﺗﺸﻤﻞ ﻣﻌﺎﻳﻴﺮ ﻋﻤﻠﻴﺔ ﺗﻌﻴﻴﻦ ﺍﻟﺪﺭﺟﺎﺕ ﺍﻟﺨﺎﺻﺔ ﺑﻤﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﻣﻌﺎﻳﻴﺮ ﺍﻟﻠﻮﺍﺋﺢ ﺍﻟﺼﺤﻴﺔ ﺍﻟﺪﻭﻟﻴﺔ )‪ .(٢٠٠٥‬ﻭﺑﻴﻨﻤﺎ ﺗﺴﺘﺨﺪﻡ ﻣﻌﺎﻳﻴﺮ ﺍﻟﻠﻮﺍﺋﺢ ﺍﻟﺼﺤﻴﺔ ﺍﻟﺪﻭﻟﻴﺔ ﻣﻦ‬ ‫ﻗﺒﻞ ﺍﻟﺒﻠﺪﺍﻥ ﺍﻷﻋﻀﺎء ﻟﺘﺤﺪﻳﺪ ﺍﻟﺤﺎﺟﺔ ﻟﻠﺘﺒﻠﻴﻎ ﻋﻦ ﺍﻟﺤﺪﺙ ﺇﻟﻰ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ‪ ،‬ﻓﺈﻥ ﻣﻌﺎﻳﻴﺮ ﺗﻌﻴﻴﻦ ﺍﻟﺪﺭﺟﺎﺕ ﺍﻟﺨﺎﺻﺔ ﺑﻤﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﺗﺴﺘﻌﻤﻞ ﺩﺍﺧﻠﻴﺎً ﻟﺘﺤﺪﻳﺪ‬ ‫ﻣﺴﺘﻮﻯ ﺍﻟﺪﻋﻢ ﻣﻦ ﺍﻟﻤﻨﻈﻤﺔ ﺍﻟﺘﻲ ﻳﺘﻄﻠﺒﻪ ﺣﺪﺙ ﻣﺎ ﻟﺘﺤﻔﻴﺰ ﺇﺟﺮﺍءﺍﺕ ﻧﻮﻋﻴﺔ ﺗﻘﻮﻡ ﺑﻬﺎ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ‪.‬‬

‫ﺇﻃﺎﺭ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ‬ ‫ﺍﻟﻌﺎﻟﻤﻴﺔ ﻟﻼﺳﺘﺠﺎﺑﺔ‬ ‫ﻟﻠﻄﻮﺍﺭﺉ‬

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‫‪٢‬‬ ‫ﺇﺯﺍﻟﺔ ﺍﻟﺪﺭﺟﺔ‬ ‫ﻓﻲ ﺍﻟﻨﻬﺎﻳﺔ‪ ،‬ﻳﺤﺪﺩ ﺍﻟﻔﺮﻳﻖ ﺍﻟﻌﺎﻟﻤﻲ ﻹﺩﺍﺭﺓ ﺍﻟﻄﻮﺍﺭﺉ ﺍﻧﺘﻬﺎء ﺍﻟﻄﻮﺭ ﺍﻟﺤﺎﺩ ﻟﻠﻄﻮﺍﺭﺉ‪ ،‬ﻭﺃﻥ ﺍﻟﺪﺭﺟﺔ ﺍﻟﺪﺍﺧﻠﻴﺔ ﻟﻢ ﺗﻌﺪ‬ ‫ﺿﺮﻭﺭﻳﺔ‪ .‬ﻳﺘﻮﻗﻊ ﻋﻤﻮﻣﺎً ﺣﺪﻭﺙ ﻫﺬﺍ ﺧﻼﻝ ‪ ٣‬ﺃﺷﻬﺮ ﻣﻦ ﺗﻌﻴﻴﻦ ﺍﻟﺪﺭﺟﺎﺕ ﺍﻷﻭﻟﻲ‪.‬‬ ‫ُﻌﻠﻦ ﺇﺯﺍﻟﺔ ﺍﻟﺪﺭﺟﺔ ﺑﺒﺮﻳﺪ ﺇﻟﻜﺘﺮﻭﻧﻲ ﻳﺼﺪﺭ ﻣﻦ ﺍﻟﻤﺪﺭﺍء ﺍﻟﻤﺨﺘﺼﻴﻦ ﻓﻲ ﺍﻟﻤﻜﺘﺐ ﺍﻟﺮﺋﻴﺴﻲ ﺍﻟﺬﻳﻦ ﻳﺸﻜﻠﻮﻥ ﺟﺰءﺍً ﻣﻦ‬ ‫ﺗ‬ ‫ﺍﻟﻔﺮﻳﻖ ﺍﻟﻌﺎﻟﻤﻲ ﻹﺩﺍﺭﺓ ﺍﻟﻄﻮﺍﺭﺉ ‪.‬‬ ‫ﻭﻓﻲ ﺑﻌﺾ ﺍﻟﺤﺎﻻﺕ‪ ،‬ﻋﻨﺪﻣﺎ ﻳﺒﺪﻭ ﺃﻥ ﺣﺎﻟﺔ ﺍﻟﻄﻮﺍﺭﺉ ﻗﺪ ﺗﺴﺘﻤﺮ ﺃﻛﺜﺮ ﻣﻦ ‪ ٦‬ﺃﺷﻬﺮ‪ ،‬ﻗﺪ ﻳﻌﻴﺪ ﺍﻟﻔﺮﻳﻖ ﺍﻟﻌﺎﻟﻤﻲ ﻹﺩﺍﺭﺓ‬ ‫ﺍﻟﻄﻮﺍﺭﺉ ﺗﻌﺮﻳﻒ ﺍﻟﻄﻮﺍﺭﺉ ﻋﻠﻰ ﺃﻧﻬﺎ ”ﻣﺪﻳﺪﺓ“ ﻟﻜﻨﻬﻢ ﻳﻘﺮﺭﻭﻥ ﺍﻟﻤﺤﺎﻓﻈﺔ ﻋﻠﻰ ﺑﻨﺎء ﻓﺮﻳﻖ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﺍﻟﺬﻱ‬ ‫ُﻌﻠﻦ ﺇﺯﺍﻟﺔ‬ ‫ﺗﻤﺖ ﺇﻋﺎﺩﺓ ﺗﻮﺟﻴﻪ ﻣﻬﺎﻣﻪ ﻭﺑﻨﺎء ﺍﻟﺪﻋﻢ ﻣﻦ ﺟﻤﻴﻊ ﺃﻗﺴﺎﻡ ﺍﻟﻤﻨﻈﻤﺔ‪ .‬ﺗﻨﺸﺮ ﻫﺬﻩ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺑﺒﺮﻳﺪ ﺇﻟﻜﺘﺮﻭﻧﻲ ﻳ‬ ‫ﺍﻟﺪﺭﺟﺔ ﻛﻤﺎ ﻫﻮ ﻣﻮﺻﻮﻑ ﻓﻴﻤﺎ ﺳﺒﻖ ﻓﻲ ‪ -٢-٤-٢‬ﻓﻲ ﻣﺜﻞ ﺗﻠﻚ ﺍﻟﺤﺎﻻﺕ‪ ،‬ﻳﺘﺎﺑﻊ ﺍﻟﻔﺮﻳﻖ ﺍﻟﻌﺎﻟﻤﻲ ﻹﺩﺍﺭﺓ ﺍﻟﻄﻮﺍﺭﺉ‬ ‫ﻣﺮﺍﺟﻌﺔ ﺍﻟﺤﺎﻟﺔ ﻛﻞ ﺛﻼﺛﺔ ﺃﺷﻬﺮ ﻻﺗﺨﺎﺫ ﻗﺮﺍﺭﺍﺕ ﺇﺿﺎﻓﻴﺔ ﺗﺘﻌﻠﻖ ﺑﺒﻨﺎء ﺍﻟﻔﺮﻳﻖ ﻭﺩﻋﻤﻪ‪.‬‬ ‫َُ‬ ‫ﱠﻞ ﻓﻴﻬﺎ ﻣﻘﺎﺭﺑﺔ ﺍﻟﻤﺠﻤﻮﻋﺔ‪ ،‬ﻭﺗﺰﻳﻞ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﺍﻟﺪﺭﺟﺔ ﻓﻬﻲ ﺑﺎﻟﺘﺎﻟﻲ ﺗﻠﻐﻲ‬ ‫ﻔﻌ‬ ‫ﻓﻲ ﺍﻟﺤﺎﻻﺕ ﺍﻹﻧﺴﺎﻧﻴﺔ ﺍﻟﺘﻲ ﺗ‬ ‫ّ‬ ‫ﺗﻔﻌﻴﻞ ﺇﺟﺮﺍءﺍﺕ ﺍﻻﺳﺘﺠﺎﺑﺔ ﻟﻠﻄﻮﺍﺭﺉ‪ ،‬ﻳﺒﻠﻎ ﺍﻟﻤﻜﺘﺐ ﺍﻟﻘﻄﺮﻱ ﻟﻤﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﻣﻨﺴﻖ ﺍﻟﻌﻤﻠﻴﺎﺕ ﺍﻹﻧﺴﺎﻧﻴﺔ‪،‬‬ ‫ﻭﺍﻟﻮﻛﺎﻻﺕ ﺍﻟﻘﻴﺎﺩﻳﺔ ﻟﻠﻤﺠﻤﻮﻋﺎﺕ ﺍﻷﺧﺮﻯ ﻭﺍﻟﺸﺮﻛﺎء ﻓﻲ ﺍﻟﻤﺠﻤﻮﻋﺔ ﺍﻟﺼﺤﻴﺔ ﺣﻮﻝ ﺍﻟﺘﺒﺪﻻﺕ ﺍﻟﻨﺎﺗﺠﺔ ﻓﻲ ﺍﻟﻌﺎﻣﻠﻴﻦ ﻓﻲ‬ ‫ﺍﻟﻤﻨﻈﻤﺔ ﻭﻧﺸﺎﻃﺎﺗﻬﺎ‪ .‬ﻛﻤﺎ ﻳﻨﺎﻗﺶ ﺍﻟﻤﻜﺘﺐ ﺍﻟﻘﻄﺮﻱ ﻟﻠﻤﻨﻈﻤﺔ ﻣﻊ ﺍﻟﺒﻠﺪﺍﻥ ﺍﻷﻋﻀﺎء ﻭﺷﺮﻛﺎء ﺁﺧﺮﻳﻦ ﺇﻣﻜﺎﻧﻴﺔ ﺇﺯﺍﻟﺔ ﺍﻟﺘﻔﻌﻴﻞ‬ ‫ﻭﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺧﺮﻭﺝ ﺍﻟﻤﺠﻤﻮﻋﺔ ﺍﻟﺼﺤﻴﺔ‪ ،‬ﻭﻣﺎ ﺇﺫﺍ ﻛﺎﻧﺖ ﺧﻄﺔ ﺍﻟﺘﻌﺎﻓﻲ ﺳﺘﻨﻔﺬ ﺑﻮﺳﺎﺋﻞ ﺃﻛﺜﺮ ﺗﻘﻠﻴﺪﻳﺔ ﻣﻦ ﺗﻨﺴﻴﻖ ﺍﻟﻘﻄﺎﻉ‬ ‫ﺍﻟﺼﺤﻲ‪.‬‬ ‫ﻭﻳﻤﻜﻦ ﺍﻻﻃﻼﻉ ﻋﻠﻰ ﻣﺨﻄﻂ ﺍﻟﺘﺴﻠﺴﻞ ﻓﻲ ﺗﻌﻴﻴﻦ ﺍﻟﺪﺭﺟﺎﺕ ﻓﻲ ﺍﻟﻤﻠﺤﻖ ‪.١‬‬ ‫‪٥-٤-٢‬‬ ‫‪٤-٤-٢‬‬ ‫‪٣-٤-٢‬‬

‫‪٤-٢‬‬ ‫‪١-٤-٢‬‬

‫‪٢-٤-٢‬‬

‫ﺇﻃﺎﺭ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ‬ ‫ﺍﻟﻌﺎﻟﻤﻴﺔ ﻟﻼﺳﺘﺠﺎﺑﺔ‬ ‫ﻟﻠﻄﻮﺍﺭﺉ‬

‫‪٢٢‬‬

‫ﻣﻌﺎﻳﻴﺮ ﺃﺩﺍء ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ‬ ‫ﻟﻼﺳﺘﺠﺎﺑﺔ ﻟﻠﻄﻮﺍﺭﺉ‬

‫‪٣‬‬ ‫‪١-٣‬‬ ‫‪١-١-٣‬‬

‫ﻣﻌﺎﻳﻴﺮ ﺃﺩﺍء ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ‬ ‫ﺣﺘﻰ ﻳﺘﻢ ﺍﻟﺘﺄﻛﺪ ﻣﻦ ﺍﺳﺘﺠﺎﺑﺔ ﻓﻌﺎﻟﺔ ﻭﻣﺒﺎﺷﺮﺓ ﻟﻠﻘﻄﺎﻉ ﺍﻟﺼﺤﻲ ﻹﻧﻘﺎﺹ ﺍﻟﻮﻓﻴﺎﺕ‪ ،‬ﻭﺍﻟﻤﺮﺍﺿﺔ ﺍﻟﻤﻬﺪﺩﺓ ﻟﻠﺤﻴﺎﺓ‪ ،‬ﻭﺍﻟﻌﺠﺰ ﻓﻲ‬ ‫ﺍﻟﻤﻨﺎﻃﻖ ﺍﻟﻤﺼﺎﺑﺔ‪ ،‬ﻣﻊ ﺍﻧﺘﺒﺎﻩ ﺧﺎﺹ ﻟﻠﻤﺠﻤﻮﻋﺎﺕ ﺍﻟﻀﻌﻴﻔﺔ ﻭﺍﻟﻤﻬﻤﺸﺔ‪ ،‬ﻭﻣﺴﺎﻋﺪﺓ ﺍﻟﺒﻠﺪﺍﻥ ﺍﻷﻋﻀﺎء‪ ،‬ﻓﺈﻥ ﺍﻟﻤﻨﻈﻤﺔ ﺳﺘﻘﻮﻡ‬ ‫ﺑﺎﻷﻓﻌﺎﻝ ﺍﻟﺘﺎﻟﻴﺔ‪:‬‬

‫ﺧﻼﻝ ‪ ١٢‬ﺳﺎﻋﺔ‬ ‫‪ -١‬ﺗﺤﺪﻳﺪ ﺿﺎﺑﻂ ﺍﻻﺗﺼﺎﻝ ﺍﻟﺨﺎﺹ ﺑﺎﻟﻄﻮﺍﺭﺉ ﻓﻲ ﺍﻟﻤﻨﻈﻤﺔ ﻭﺍﻟﺘﺸﺎﺭﻙ ﺑﺘﻔﺎﺻﻴﻞ ﺍﻻﺗﺼﺎﻝ ﻣﻊ ﺍﻟﻔﺮﻳﻖ ﺍﻟﺨﺎﺹ ﻓﻲ ﻛﺎﻣﻞ‬ ‫ﺍﻟﻤﻨﻈﻤﺔ ‪.‬‬ ‫‪ -٢‬ﺇﻋﺎﺩﺓ ﺗﻮﺟﻴﻪ ﺍﻟﻤﻬﺎﻡ ﻓﻲ ﺍﻟﻤﻜﺘﺐ ﺍﻟﻘﻄﺮﻱ ﻟﻠﻤﻨﻈﻤﺔ ﻭ‪/‬ﺃﻭ ﺍﻟﻤﻜﺎﺗﺐ ﺍﻷﺧﺮﻯ ﺫﺍﺕ ﺍﻟﺼﻠﺔ‪ ،‬ﻭﺗﺤﺮﻳﻚ ﻓﺮﻳﻘﻬﺎ ﺍﻟﻤﻮﺟﻮﺩ‬ ‫ﻟﺘﺸﻜﻴﻞ ﻓﺮﻳﻖ ﺍﻻﺳﺘﺠﺎﺑﺔ ﻟﻠﻄﻮﺍﺭﺉ‪ ،‬ﻛﻲ ﻳﺘﻢ ﻣﺒﺪﺋﻴﺎً ﺗﻘﺪﻳﻢ ﺍﻟﻮﻇﺎﺋﻒ ﺍﻷﺳﺎﺳﻴﺔ ﺍﻷﺭﺑﻌﺔ ﻟﻠﻤﻨﻈﻤﺔ ﻓﻲ ﺍﻻﺳﺘﺠﺎﺑﺔ‬ ‫ﻟﻠﻄﻮﺍﺭﺉ‪ ،‬ﻭﺗﻘﺪﻳﻢ ﺃﻭﻝ ﻣﻌﺎﻳﻴﺮ ﺍﻷﺩﺍء‪ ،‬ﺣﺘﻰ ﺗﺘﻢ ﺇﺯﺍﻟﺔ ﺩﺭﺟﺔ ﺍﻟﻄﻮﺍﺭﺉ‪ ،‬ﺃﻭ ﻳﺴﺘﺒﺪﻝ ﺍﻟﻌﺎﻣﻠﻮﻥ ﺑﻐﻴﺮﻫﻢ ﻣﻦ ﺍﻟﻌﺎﻣﻠﻴﻦ‬ ‫ﺍﻟﺬﻳﻦ ﻗﺪﻣﻮﺍ ﺣﺪﻳﺜﺎً‪.‬‬ ‫ﺧﻼﻝ ‪ ٤٨‬ﺳﺎﻋﺔ‬ ‫‪ -٣‬ﺍﻟﺘﺄﻛﺪ ﻣﻦ ﺍﺳﺘﻤﺮﺍﺭ ﻭﺟﻮﺩ ﺍﻟﻤﻨﻈﻤﺔ ﻓﻲ ﻣﻮﻗﻊ ﺍﻟﻄﻮﺍﺭﺉ ﻭﺍﻟﻘﻴﺎﻡ ﺑﺎﻻﺗﺼﺎﻝ ﺍﻷﻭﻟﻲ ﻣﻊ ﺍﻟﺴﻠﻄﺎﺕ ﺍﻟﻤﺤﻠﻴﺔ ﻭﺍﻟﺸﺮﻛﺎء‬ ‫)ﺑﺄﺳﺮﻉ ﻣﺎ ﻳﻤﻜﻦ ﺍﻟﻮﺻﻮﻝ ﺇﻟﻴﻪ(‪.‬‬ ‫‪ -٤‬ﺍﻟﺘﻔﺎﻭﺽ ﻋﻠﻰ ﺍﻟﻮﺻﻮﻝ ﻭﺍﻹﺧﻼءﺍﺕ ﻣﻊ ﺍﻟﺤﻜﻮﻣﺔ )ﻋﻨﺪﻣﺎ ﻳﻤﻜﻦ ﺫﻟﻚ( ﻟﺼﺎﻟﺢ ﺷﺮﻛﺎء ﺍﻟﻘﻄﺎﻉ ﺍﻟﺼﺤﻲ )ﻭﺍﻟﻤﺘﺎﺑﻌﺔ‬ ‫ﺑﻌﺪ ﺫﻟﻚ(‪.‬‬ ‫َﺙ ﺍﻟﺨﻄﺮ‪.‬‬ ‫‪ -٥‬ﺍﻹﺗﺎﺣﺔ ﺍﻟﻮﺍﺳﻌﺔ ﻟﺘﺤﻠﻴﻞ ﺃﻭﻟﻲ ﻟﻠﻘﻄﺎﻉ ﺍﻟﺼﺤﻲ ﺑﻨﺎء ﻋﻠﻰ ﺃﺣﺪﺙ ﺗﻘﻴﻴﻢ َ‬ ‫ﻟﻠﺤﺪ ِ‬ ‫‪ -٦‬ﺗﺠﻤﻴﻊ ﻭﺇﻧﺘﺎﺝ ﺃﻭﻝ ﺗﻘﺮﻳﺮ ﻟﻠﺤﺎﻟﺔ )ﺑﺎﺳﺘﻌﻤﺎﻝ ﺻﻴﻐﺔ ﻣﻌﻴﺎﺭﻳﺔ(‪ ،‬ﻭﻣﻮﺟﺰ ﺻﺤﻔﻲ ﻭﺍﺗﺼﺎﻻﺕ ﺃﺧﺮﻯ ﻭﻣﻨﺘﺠﺎﺕ‬ ‫ﺇﻋﻼﻣﻴﺔ ﺗﺘﻌﻠﻖ ﺑﺎﻟﻄﻮﺍﺭﺉ ‪.‬‬ ‫ﺧﻼﻝ ‪ ٧٢‬ﺳﺎﻋﺔ‬ ‫‪ -٧‬ﺍﻟﺘﺄﻛﺪ ﻣﻦ ﻭﺻﻮﻝ ﻓﺮﻳﻖ ﻣﻦ ﻣﻬﻨﻴﻴﻦ ﺃﻛﻔﺎء ﺇﻟﻰ ﺍﻟﺒﻠﺪ ﻟﺘﻘﻮﻳﺔ ﺃﻭ ﻟﻠﺤﻠﻮﻝ ﻣﺤﻞ ﻓﺮﻳﻖ ﺍﻟﻤﻜﺘﺐ ﺍﻟﻘﻄﺮﻱ ﻟﻠﻤﻨﻈﻤﺔ ﺍﻟﺬﻱ‬ ‫ﺗﻤﺖ ﺇﻋﺎﺩﺓ ﺗﻮﺟﻴﻪ ﻣﻬﺎﻣﻪ ﻟﻠﻮﻓﺎء ﺑﺎﻟﻮﻇﺎﺋﻒ ﺍﻟﺤﺎﺳﻤﺔ ﺍﻷﺭﺑﻌﺔ ﻟﻠﻤﻨﻈﻤﺔ‪ ،‬ﺑﺎﻋﺘﺒﺎﺭﻫﻢ ﺟﺰءﺍً ﻣﻦ ﻓﺮﻳﻖ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ‬ ‫ﺍﻟﻌﺎﻟﻤﻴﺔ ﻟﻼﺳﺘﺠﺎﺑﺔ ﻟﻠﻄﻮﺍﺭﺉ‪ .‬ﻭﻓﻲ ﺍﻟﺪﺭﺟﺔ ‪ ،٣‬ﻭﺭﺑﻤﺎ ﻓﻲ ﺍﻟﺪﺭﺟﺔ ‪ ،٢‬ﻳﺘﻢ ﺗﺤﺪﻳﺪ ﻗﺎﺋﺪ ﻃﻮﺍﺭﺉ ‪ ٨ HL‬ﺻﺤﻲ ﻋﻠﻰ‬ ‫ﺃﺳﺎﺱ ﺭﻓﻊ ﺍﻟﺤﺮﺝ ﻟﻘﻴﺎﺩﺓ ﻓﺮﻳﻖ ﺍﻟﻤﻨﻈﻤﺔ ﻟﻼﺳﺘﺠﺎﺑﺔ ﻟﻠﻄﻮﺍﺭﺉ ‪.‬‬ ‫‪ -٨‬ﺗﺄﺳﻴﺲ ﻭﺗﻘﺪﻳﻢ ﺇﺩﺍﺭﺓ ﻟﻠﺸﺆﻭﻥ ﺍﻹﺩﺍﺭﻳﺔ ﻭﻟﻠﻤﻮﺍﺭﺩ ﺍﻟﺒﺸﺮﻳﺔ ﻭﺍﻟﻤﺎﻟﻴﺔ ﻭﻟﻠﻤﻨﺢ ﻭﻟﻠﺨﺪﻣﺎﺕ ﺍﻹﻣﺪﺍﺩﻳﺔ )ﻭﺍﻟﻤﺘﺎﺑﻌﺔ ﺑﻌﺪ‬ ‫ﺫﻟﻚ(‪.‬‬ ‫ُﺠﻨﺪ ﻓﻲ ﺣﺎﻻﺕ ﺍﻟﻄﻮﺍﺭﺉ ﻣﻦ ﺍﻟﺪﺭﺟﺔ ‪ ٣‬ﻟﻴﻘﻮﺩ ﺍﺳﺘﺠﺎﺑﺔ ﺍﻟﻘﻄﺎﻉ ﺍﻟﺼﺤﻲ ﻭﻓﻌﺎﻟﻴﺎﺕ ﺍﺳﺘﺠﺎﺑﺔ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ‪.‬‬ ‫‪ ٨‬ﺷﺨﺺ ﻣﺪﺭﺏ ﺳﺎﺑﻘﺎً ﻭﺧﺒﻴﺮ ﻳ‬ ‫ﺇﻃﺎﺭ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ‬ ‫ﺍﻟﻌﺎﻟﻤﻴﺔ ﻟﻼﺳﺘﺠﺎﺑﺔ‬ ‫ﻟﻠﻄﻮﺍﺭﺉ‬

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‫‪٣‬‬ ‫‪ -٩‬ﺗﺄﺳﻴﺲ ﻗﻴﺎﺩﺓ ﻭﺗﻨﺴﻴﻖ ﻟﻠﻘﻄﺎﻉ ﺍﻟﺼﺤﻲ‪/‬ﺍﻟﻤﺠﻤﻮﻋﺔ ﺍﻟﺼﺤﻴﺔ؛ ﻭﻋﻘﺪ ﺍﺟﺘﻤﺎﻉ ﻟﻠﻘﻄﺎﻉ ﺍﻟﺼﺤﻲ‪/‬ﺍﻟﻤﺠﻤﻮﻋﺔ ﺍﻟﺼﺤﻴﺔ؛‬ ‫ﻭﺗﻌﺪﻳﻞ ﺟﺪﻭﻝ ﺍﻟﻌﻤﻞ ﺍﻟﺮﺑﺎﻋﻲ ‪) ٤W‬ﻗﺎﻋﺪﺓ ﻣﻌﻄﻴﺎﺕ ﺧﺎﺻﺔ ﺑﻤﻦ ﻳﻌﻤﻞ ﻭﻣﺎ ﻳﻌﻤﻞ ﻭﺃﻳﻦ ﻳﻌﻤﻞ ﻭﻣﺘﻰ ﻳﻌﻤﻞ(‪،‬‬ ‫ﻭﺍﻟﺘﺨﻄﻴﻂ ﻟﻠﺨﻄﻮﺍﺕ ﺍﻟﻘﺎﺩﻣﺔ‪.‬‬ ‫‪٩‬‬

‫‪ -١٠‬ﺗﻤﺜﻴﻞ ﺍﻟﻤﻨﻈﻤﺔ ﻭﺍﻟﻘﻄﺎﻉ ﺍﻟﺼﺤﻲ‪ /‬ﺍﻟﻤﺠﻤﻮﻋﺔ ﺍﻟﺼﺤﻴﺔ ﻓﻲ ﺍﺟﺘﻤﺎﻋﺎﺕ ﺍﻟﻔﺮﻳﻖ ﺍﻟﻘﻄﺮﻱ ﻟﻸﻣﻢ ﺍﻟﻤﺘﺤﺪﺓ ‪،UNCT‬‬

‫ﻭﺍﺟﺘﻤﺎﻋﺎﺕ ﺍﻟﻔﺮﻳﻖ ﺍﻟﻘﻄﺮﻱ ﻟﻸﻋﻤﺎﻝ ﺍﻹﻧﺴﺎﻧﻴﺔ ‪ ١٠،HCT‬ﻭﺍﺟﺘﻤﺎﻋﺎﺕ ﺍﻟﺘﻨﺴﻴﻖ ﺑﻴﻦ ﺍﻟﻘﻄﺎﻋﺎﺕ‪ /‬ﺑﻴﻦ ﺍﻟﻤﺠﻤﻮﻋﺎﺕ‬ ‫ﺍﻟﺼﺤﻴﺔ ﻭﺍﻟﻘﻄﺎﻋﺎﺕ‪ /‬ﺍﻟﻤﺠﻤﻮﻋﺎﺕ ﺍﻟﺼﺤﻴﺔ ﺍﻷﺧﺮﻯ ﺍﻟﻤﺨﺘﺼﺔ )ﻛﺎﻟﻤﺎء ﻭﺍﻟﺘﺼﺮﻳﻒ ﺍﻟﺼﺤﻲ ﻭﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻣﺔ‬ ‫ﻭﺍﻹﻣﺪﺍﺩﺍﺕ ﻭﺍﻟﺘﻐﺬﻳﺔ(‪) ،‬ﻭﺍﻟﻤﺘﺎﺑﻌﺔ ﺑﻌﺪ ﺫﻟﻚ(‪.‬‬ ‫‪ -١١‬ﺍﺳﺘﻌﻤﺎﻝ ﺗﺤﻠﻴﻞ ﺍﺑﺘﺪﺍﺋﻲ ﻟﻠﻘﻄﺎﻉ ﺍﻟﺼﺤﻲ )ﺍﻧﻈﺮ ‪ ٥‬ﻓﻴﻤﺎ ﺳﺒﻖ( ﻟﻤﻌﺮﻓﺔ ﺍﻟﻤﺨﺎﻃﺮ ﺍﻟﺼﺤﻴﺔ ﺍﻟﺮﺋﻴﺴﻴﺔ ﻭﺃﻫﺪﺍﻑ‬ ‫ﻭﺃﻭﻟﻮﻳﺎﺕ ﺍﻟﻘﻄﺎﻉ ﺍﻟﺼﺤﻲ ﻟﻸﺷﻬﺮ ﺍﻟﺜﻼﺛﺔ ﺍﻷﻭﻟﻰ‪ ،‬ﺑﻤﺎ ﻓﻴﻬﺎ ﺍﻟﺘﺪﺍﻋﻴﺎﺕ ﺍﻟﺘﻲ ﻳﻤﻜﻦ ﺣﺪﻭﺛﻬﺎ ﻭﺗﻔﺎﻗﻤﻬﺎ ﻓﻲ ﺍﻟﺼﺤﺔ‬ ‫ﺍﻟﻌﺎﻣﺔ‪.‬‬ ‫‪ -١٢‬ﺗﺸﺠﻴﻊ ﺷﺮﻛﺎء ﺍﻟﻘﻄﺎﻉ ﺍﻟﺼﺤﻲ ﻋﻠﻰ ﺍﻟﻤﺸﺎﺭﻛﺔ ﺑﺘﻘﻴﻴﻢ ﺻﺤﻲ ﻣﺸﺘﺮﻙ ﻛﺠﺰء ﻣﻦ ﻋﻤﻠﻴﺔ ﻣﺘﻌﺪﺩﺓ ﺍﻟﻘﻄﺎﻋﺎﺕ )ﺍﻧﻈﺮ‬ ‫‪ ٢١‬ﻓﻴﻤﺎ ﻳﻠﻲ(‪.‬‬ ‫ﺧﻼﻝ ‪ ٥‬ﺃﻳﺎﻡ‬ ‫‪ -١٣‬ﺗﻄﻮﻳﺮ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻟﻼﺳﺘﺠﺎﺑﺔ ﻭﺧﻄﺔ ﻋﻤﻞ ﻣﺮﻧﺔ ﻗﺼﻴﺮﺓ ﺍﻷﻣﺪ ﻟﻠﻘﻄﺎﻉ ﺍﻟﺼﺤﻲ‪ ،‬ﺑﺎﻟﺘﻌﺎﻭﻥ ﻣﻊ ﻭﺯﺍﺭﺓ ﺍﻟﺼﺤﺔ‬ ‫ﻭﺷﺮﻛﺎء ﺁﺧﺮﻳﻦ ﺗﻠﺒﻲ ﺍﻟﺤﺎﺟﺎﺕ ﺍﻟﺼﺤﻴﺔ ﻭﺗﺘﺼﺪﻯ ﻟﻠﻤﺨﺎﻃﺮ ﻭﺗﺄﺧﺬ ﺑﺤﺴﺒﺎﻧﻬﺎ ﺍﻟﻘﺪﺭﺍﺕ ﺍﻟﻼﺯﻣﺔ‪ ،‬ﻣﻊ ﺗﺪﺧﻼﺕ‬ ‫ﻣﻨﺎﺳﺒﺔ ﻟﻠﻮﻗﺎﻳﺔ ﻭﻟﻠﻤﻜﺎﻓﺤﺔ‪ ،‬ﻟﻸﺷﻬﺮ ﺍﻟﺜﻼﺛﺔ ﺍﻷﻭﻟﻰ )ﺛﻢ ﺇﺟﺮﺍء ﻣﺮﺍﺟﻌﺔ ﻭﺗﺤﺪﻳﺚ ﺣﺴﺐ ﺍﻟﻀﺮﻭﺭﺓ(‪.‬‬ ‫ﺧﻼﻝ ‪ ٧‬ﺃﻳﺎﻡ‬ ‫‪ -١٤‬ﺗﻄﻮﻳﺮ ﻧﺪﺍءﺍﺕ ﺗﻤﻮﻳﻞ‪ ،‬ﺑﺎﻟﺘﻌﺎﻭﻥ ﻣﻊ ﻭﺯﺍﺭﺓ ﺍﻟﺼﺤﺔ ﻭﺍﻟﺸﺮﻛﺎء‪ ،‬ﺇﻥ ﻛﺎﻥ ﺫﻟﻚ ﺿﺮﻭﺭﻳﺎً )ﻭﻣﺮﺍﺟﻌﺘﻬﺎ ﺑﻌﺪ ‪ ٣٠‬ﻳﻮﻣﺎً‬ ‫ﺃﻭ ﺣﺴﺐ ﺍﻟﻀﺮﻭﺭﺓ ﺇﺛﺮ ﺫﻟﻚ(‪.‬‬ ‫‪ -١٥‬ﺗﻘﺪﻳﻢ ﻣﺴﺎﻋﺪﺓ ﺗﻘﻨﻴﺔ ﻣﺘﻨﺎﺳﻘﺔ‪ ،‬ﻭﺍﺧﺘﺼﺎﺻﻴﺔ‪ ،‬ﻭﺩﻭﻟﻴﺔ ﺣﺴﺐ ﺍﻟﻀﺮﻭﺭﺓ‪ ،‬ﺑﻤﺎ ﻓﻴﻬﺎ ﺍﻹﻣﺪﺍﺩﺍﺕ ﻟﺘﻨﻔﻴﺬ ﺗﺪﺧﻼﺕ ﻟﻠﻮﻗﺎﻳﺔ‬ ‫ﻭﻟﻠﻤﻜﺎﻓﺤﺔ )ﺛﻢ ﺍﻻﺳﺘﻤﺮﺍﺭ ﺑﻌﺪ ﺫﻟﻚ(‪.‬‬ ‫‪ -١٦‬ﺗﺒﻨﻲ‪ /‬ﺗﻘﻮﻳﺔ ﻧﻈﻢ ﺍﻟﺘﺮﺻﺪ ﻭﺍﻟﺘﻨﺒﻴﻪ ﺍﻟﺒﺎﻛﺮ ﻟﻸﻣﺮﺍﺽ ﻭﺍﻟﺘﺪﺍﻋﻴﺎﺕ ﺍﻷﺧﺮﻯ ﻓﻲ ﺍﻟﻤﻨﻄﻘﺔ ﺍﻟﻤﺼﺎﺑﺔ )ﺃﻭ ﺍﻟﺘﺄﻛﺪ ﻣﻦ‬ ‫ﺗﺄﺳﻴﺲ ﺫﻟﻚ ﺧﻼﻝ ‪ ١٤‬ﻳﻮﻣﺎً(‪ ،‬ﻭﺇﻧﺘﺎﺝ ﺃﻭﻝ ﻣﺠﻠﺔ ﻭﺑﺎﺋﻴﺔ ﺃﺳﺒﻮﻋﻴﺔ‪.‬‬ ‫‪ -١٧‬ﺗﺸﺠﻴﻊ ﻭﺭﺻﺪ ﺗﻄﺒﻴﻖ ﺍﻟﺒﺮﻭﺗﻮﻛﻮﻻﺕ ﻭﺍﻟﻤﻌﺎﻳﻴﺮ ﺍﻟﺼﺤﻴﺔ‪ ،‬ﻭﺍﻟﻤﻨﻬﺠﻴﺎﺕ ﻭﺍﻷﺩﻭﺍﺕ ﻭﺃﻓﻀﻞ ﺍﻟﻤﻤﺎﺭﺳﺎﺕ ﺍﻟﻮﻃﻨﻴﺔ‪،‬‬ ‫ﻭﺍﻟﺪﻭﻟﻴﺔ ﻋﻨﺪﻣﺎ ﻳﻜﻮﻥ ﺫﻟﻚ ﻣﻤﻜﻨﺎً )ﻛﺎﻟﻠﻮﺍﺋﺢ ﺍﻟﺼﺤﻴﺔ ﺍﻟﺪﻭﻟﻴﺔ ‪ ،IHR‬ﻭﺍﻟﻤﺠﻤﻮﻋﺎﺕ ﺍﻟﺼﺤﻴﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ‪ ،‬ﻭﺍﻟﻠﺠﻨﺔ‬ ‫ﺍﻟﺪﺍﺋﻤﺔ ﺍﻟﻤﺸﺘﺮﻛﺔ ﺑﻴﻦ ﺍﻟﻮﻛﺎﻻﺕ‪ ،‬ﻭﻣﺸﺮﻭﻉ ﺍﻟﻤﺠﻤﻮﻋﺔ ﺍﻹﻧﺴﺎﻧﻴﺔ ﻭﺍﻟﻤﻌﺎﻳﻴﺮ ﺍﻟﺪﻧﻴﺎ ﻓﻲ ﺍﻻﺳﺘﺠﺎﺑﺔ ﺍﻹﻧﺴﺎﻧﻴﺔ‪) ،(١١‬ﺛﻢ‬ ‫ﺍﻟﻤﺘﺎﺑﻌﺔ ﺣﺴﺐ ﺍﻟﻀﺮﻭﺭﺓ(‪.‬‬

‫‪ ٩‬ﻣﺆﻟﻔﺔ ﻣﻦ ﺭﺅﺳﺎء ﻭﻛﺎﻻﺕ ﺍﻷﻣﻢ ﺍﻟﻤﺘﺤﺪﺓ ﻓﻲ ﺍﻟﺒﻠﺪ‪.‬‬ ‫‪ ١٠‬ﺍﻟﻔﺮﻳﻖ ﺍﻟﻘﻄﺮﻱ ﻟﻸﻣﻢ ﺍﻟﻤﺘﺤﺪﺓ ﺇﺿﺎﻓﺔ ﺇﻟﻰ ﻣﻤﺜﻠﻴﻦ ﻋﻦ ﻭﻛﺎﻻﺕ ﻻ ﺗﺘﺒﻊ ﻟﻸﻣﻢ ﺍﻟﻤﺘﺤﺪﺓ ﻭﺗﺸﻤﻞ ﻣﻨﻈﻤﺎﺕ ﻻﺣﻜﻮﻣﻴﺔ‪ ،‬ﻭﺣﺮﻛﺔ ﺍﻟﺼﻠﻴﺐ‪/‬ﺍﻟﻬﻼﻝ ﺍﻷﺣﻤﺮ‪.‬‬ ‫‪ ١١‬ﻣﺸﺮﻭﻉ ﺍﻟﻤﺠﻤﻮﻋﺔ ﺍﻹﻧﺴﺎﻧﻴﺔ ﻭﺍﻟﻤﻌﺎﻳﻴﺮ ﺍﻟﺪﻧﻴﺎ ﻓﻲ ﺍﻻﺳﺘﺠﺎﺑﺔ ﺍﻹﻧﺴﺎﻧﻴﺔ ‪.SPHERE‬‬

‫ﺇﻃﺎﺭ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ‬ ‫ﺍﻟﻌﺎﻟﻤﻴﺔ ﻟﻼﺳﺘﺠﺎﺑﺔ‬ ‫ﻟﻠﻄﻮﺍﺭﺉ‬

‫‪٢٤‬‬

‫‪٣‬‬ ‫‪ -١٨‬ﺇﻋﺪﺍﺩ ﻭﺇﻧﺘﺎﺝ ﺗﻘﺮﻳﺮ ﺛﺎﻥ ﻋﻦ ﺍﻟﺤﺎﻟﺔ‪ ،‬ﻭﻣﻮﺟﺰ ﻟﻠﺼﺤﺎﻓﺔ ﻭﻣﻨﺘﺠﺎﺕ ﺃﺧﺮﻯ ﻓﻲ ﺍﻻﺗﺼﺎﻻﺕ ﻭﺍﻹﻋﻼﻥ ﺗﺘﻌﻠﻖ‬ ‫ﺑﺎﻟﻄﻮﺍﺭﺉ )ﺛﻢ ﺍﻟﻤﺘﺎﺑﻌﺔ ﻣﺮﺗﻴﻦ ﺃﺳﺒﻮﻋﻴﺎً ﻋﻠﻰ ﺍﻷﻗﻞ(‪.‬‬ ‫‪ -١٩‬ﺍﻟﺘﺮﺻﺪ ﻭﻣﺸﺎﺭﻛﺔ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﺫﺍﺕ ﺍﻟﺼﻠﺔ ﻣﻊ ﺻﺎﻧﻌﻲ ﺍﻟﻘﺮﺍﺭ ﺣﻮﻝ ﺍﻟﻤﺆﺷﺮﺍﺕ ﺍﻟﺼﺤﻴﺔ‪ ،‬ﺑﺎﺳﺘﻌﻤﺎﻝ ﺍﻟﻤﻌﺎﻳﻴﺮ‬ ‫ﺍﻟﻤﻨﺎﺳﺒﺔ ﻟﻠﻘﻴﺎﺱ‪) ،‬ﺛﻢ ﻣﺮﺓ ﻭﺍﺣﺪﺓ ﺃﺳﺒﻮﻋﻴﺎً(‪.‬‬ ‫‪ .٢٠‬ﺗﺮﺻﺪ ﺍﺳﺘﺠﺎﺑﺔ ﺍﻟﻘﻄﺎﻉ ﺍﻟﺼﺤﻲ ﻭﺩﺭﺍﺳﺔ ﺍﻟﻔﺠﻮﺍﺕ ﺍﻟﻤﻮﺟﻮﺩﺓ ﻓﻲ ﺗﻨﻔﻴﺬ ﺇﺟﺮﺍءﺍﺕ ﺍﻟﻮﻗﺎﻳﺔ ﻭﺍﻟﻤﻜﺎﻓﺤﺔ‪ ،‬ﻭﺗﻘﺪﻳﻢ‬ ‫ﺍﻟﺨﺪﻣﺔ ﻭﻗﻴﺎﺩﺓ ﺍﻟﻤﺠﻤﻮﻋﺔ )ﺛﻢ ﻣﺮﺓ ﻭﺍﺣﺪﺓ ﺃﺳﺒﻮﻋﻴﺎً(‪.‬‬ ‫ﺧﻼﻝ ‪ ٧‬ﺃﻳﺎﻡ‬ ‫‪ -٢١‬ﺇﺗﺎﺣﺔ ﻧﺘﺎﺋﺞ ﺍﻟﺘﻘﻴﻴﻢ ﺍﻟﺼﺤﻲ ﺍﻟﻤﺸﺘﺮﻙ ﻋﻠﻰ ﻧﻄﺎﻕ ﻭﺍﺳﻊ )ﺍﻧﻈﺮ ‪ ١٢‬ﻓﻴﻤﺎ ﺳﺒﻖ(‪.‬‬ ‫ﺧﻼﻝ ‪ ٦٠‬ﻳﻮﻣﺎً‬ ‫‪ -٢٢‬ﻗﻴﺎﺩﺓ ﺍﻟﻘﻄﺎﻉ ﺍﻟﺼﺤﻲ‪/‬ﺍﻟﻤﺠﻤﻮﻋﺔ ﺍﻟﺼﺤﻴﺔ ﻓﻲ ﺇﺟﺮﺍء ﺗﻘﻴﻴﻢ ﻋﻤﻴﻖ ﻧﻮﻋﻲ ﻟﻠﺼﺤﺔ )ﺑﻌﺪ ‪ ١٥‬ﻳﻮﻣﺎً ﻭﻗﺒﻞ ﺍﻟﻴﻮﻡ ‪.(٦٠‬‬ ‫‪ -٢٣‬ﺗﻄﻮﻳﺮ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻧﺘﻘﺎﻟﻴﺔ ﻟﻠﻘﻄﺎﻉ ﺍﻟﺼﺤﻲ ﻣﻦ ﺍﻻﺳﺘﺠﺎﺑﺔ ﺇﻟﻰ ﺍﻟﺘﻌﺎﻓﻲ‪ ،‬ﺑﺎﻟﺘﻌﺎﻭﻥ ﻣﻊ ﺍﻟﻤﻜﺘﺐ ﺍﻟﻘﻄﺮﻱ ﻟﻠﻤﻨﻈﻤﺔ‬ ‫ﻭﺷﺮﻛﺎء ﺁﺧﺮﻳﻦ‪.‬‬

‫ﺗﻄﺒﻴﻖ ﻣﻌﺎﻳﻴﺮ ﺃﺩﺍء ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ‬ ‫ﻳﺴﺮﻱ ﻣﻔﻌﻮﻝ ﻣﻌﺎﻳﻴﺮ ﺃﺩﺍء ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﻋﻨﺪ ﺗﺤﺪﻳﺪ ﺩﺭﺟﺔ ﺍﻟﻄﻮﺍﺭﺉ ‪.‬‬ ‫ﺗﻨﻄﺒﻖ ﻣﻌﺎﻳﻴﺮ ﺍﻷﺩﺍء ﻫﺬﻩ ﻋﻠﻰ ﺟﻤﻴﻊ ﺣﺎﻻﺕ ﺍﻟﻄﻮﺍﺭﺉ ﺍﻟﻤﺪﺭﺟﺔ‪.‬‬ ‫ﻣﻦ ﺍﻟﻠﺤﻈﺔ ﺍﻟﺘﻲ ﺗﻘﻮﻡ ﻓﻴﻬﺎ ﺍﻟﻤﻨﻈﻤﺔ ﺑﺘﺤﺪﻳﺪ ﺩﺭﺟﺔ ﺍﻟﻄﻮﺍﺭﺉ ﺍﻟﻨﺎﺟﻤﺔ ﻋﻦ ﺣﺪﺙ ﻓﺠﺎﺋﻲ ﺍﻟﺒﺪء‪ ،‬ﺳﺘﻌﻤﻞ ﺍﻟﻤﻨﻈﻤﺔ ﻭﻓﻖ‬ ‫ﻣﻌﺎﻳﻴﺮ ﺍﻷﺩﺍء ﺿﻤﻦ ﺃﻃﺮ ﺯﻣﻨﻴﺔ ﺳﺘﺸﺮﺡ ﻻﺣﻘﺎً‬ ‫ﻣﻦ ﺍﻟﻠﺤﻈﺔ ﺍﻟﺘﻲ ﺗﻘﻮﻡ ﻓﻴﻬﺎ ﺍﻟﻤﻨﻈﻤﺔ ﺑﺘﺤﺪﻳﺪ ﺩﺭﺟﺔ ﺍﻟﻄﻮﺍﺭﺉ ﺍﻟﻨﺎﺟﻤﺔ ﻋﻦ ﺣﺪﺙ ﺑﻄﻲء ﺍﻟﺒﺪء‪ ،‬ﻓﺈﻧﻬﺎ ﺳﺘﻌﻤﻞ ﻭﻓﻖ ﻣﻌﺎﻳﻴﺮ‬ ‫ﺍﻷﺩﺍء ﺫﺍﺗﻬﺎ‪ ،‬ﺿﻤﻦ ﺍﻷﻃﺮ ﺍﻟﺰﻣﻨﻴﺔ ﺍﻟﻨﻮﻋﻴﺔ ﻟﻠﻄﻮﺍﺭﺉ ﻭﺍﻟﻤﺼﻤﻤﺔ ﻣﻦ ﺍﻟﻔﺮﻳﻖ ﺍﻟﻌﺎﻟﻤﻲ ﻹﺩﺍﺭﺓ ﺍﻟﻄﻮﺍﺭﺉ ﻋﻨﺪ ﺗﺤﺪﻳﺪ‬ ‫ﺍﻟﺪﺭﺟﺔ‪.‬‬ ‫ﻓﻲ ﺑﻌﺾ ﺃﻧﻤﺎﻁ ﺍﻟﻄﻮﺍﺭﺉ‪ ،‬ﻗﺪ ﻳﻜﻮﻥ ﻣﻦ ﺍﻟﻀﺮﻭﺭﻱ ﺣﺪﻭﺙ ﺍﺳﺘﺠﺎﺑﺔ ﺩﻭﻟﻴﺔ ﻟﻠﻤﻨﻈﻤﺔ ﻣﻊ ﻏﻴﺎﺏ ﺍﻻﺳﺘﺠﺎﺑﺔ ﺍﻟﻨﻮﻋﻴﺔ ﻋﻠﻰ‬ ‫ﻣﺴﺘﻮﻯ ﺍﻟﺒﻠﺪ )ﺗﺘﻀﻤﻦ ﺣﺪﺛﺎً ﻣﺘﻌﺪﺩ ﺍﻟﺒﻠﺪﺍﻥ‪ ،‬ﺃﻭ ﻋﻨﺪﻣﺎ ﻻ ﻳﻜﻮﻥ ﻓﻲ ﺍﻟﺒﻠﺪ ﻣﻜﺘﺐ ﻗﻄﺮﻱ ﻟﻠﻤﻨﻈﻤﺔ(‪ .‬ﻭﻗﺪ ﺗﺘﻀﻤﻦ ﺗﻠﻚ‬ ‫ﺍﻻﺳﺘﺠﺎﺑﺔ ﺍﺳﺘﻌﺪﺍﺩ ﻓﺮﻳﻖ ﻋﻤﻞ ﻓﻲ ﺍﻟﻤﻜﺎﺗﺐ ﺍﻹﻗﻠﻴﻤﻴﺔ ﺫﺍﺕ ﺍﻟﺼﻠﺔ ﻭﺍﻟﻤﻜﺘﺐ ﺍﻟﺮﺋﻴﺴﻲ‪ ،‬ﻭﺗﻘﻴﻴﻢ ﺍﻟﺤﺪﺙ ﻭﺇﺩﺍﺭﺓ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ‪،‬‬ ‫ﻭﺗﺠﻨﻴﺪ ﺍﻟﻔﺮﻳﻖ‪ ،‬ﻭﺗﻄﻮﻳﺮ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ ﻣﻜﺎﻓﺤﺔ ﺩﻭﻟﻴﺔ‪ ،‬ﻭﺗﻘﺪﻳﻢ ﻣﺴﺎﻋﺪﺓ ﺗﻘﻨﻴﺔ‪ ،‬ﻭﺗﻌﺰﻳﺰ ﺍﻟﻤﻌﺎﻳﻴﺮ ﺍﻟﺪﻭﻟﻴﺔ‪ ،‬ﻭﻛﺘﺎﺑﺔ‬

‫‪٢-٣‬‬ ‫‪١-٢-٣‬‬ ‫‪٢-٢-٣‬‬ ‫‪٣-٢-٣‬‬

‫‪٤-٢-٣‬‬

‫‪٥-٢-٣‬‬

‫ﺇﻃﺎﺭ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ‬ ‫ﺍﻟﻌﺎﻟﻤﻴﺔ ﻟﻼﺳﺘﺠﺎﺑﺔ‬ ‫ﻟﻠﻄﻮﺍﺭﺉ‬

‫‪٢٥‬‬

‫‪٣‬‬ ‫ﺍﻟﺘﻘﺎﺭﻳﺮ ﻭﺇﺟﺮﺍء ﺍﻻﺗﺼﺎﻻﺕ‪ .‬ﻭﻓﻲ ﺗﻠﻚ ﺍﻟﺤﺎﻟﺔ‪ ،‬ﺳﺘﻨﻄﺒﻖ ﻣﻌﺎﻳﻴﺮ ﺍﻷﺩﺍء ﻫﺬﻩ ﻋﻠﻰ ﺍﻟﻤﺴﺘﻮﻯ ﺍﻟﺪﻭﻟﻲ‪ ،‬ﻓﻲ ﺃﻱ ﻃﺎﺭﺋﺔ ﻣﻬﻤﺎ‬ ‫ﻛﺎﻧﺖ ﺩﺭﺟﺘﻬﺎ‪.‬‬

‫ﺇﻋﺪﺍﺩ ﺍﻟﺘﻘﺎﺭﻳﺮ ﺣﻮﻝ ﻣﻌﺎﻳﻴﺮﺍﻷﺩﺍء‬ ‫ﺗﻠﺘﺰﻡ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﺑﺘﻘﺪﻳﻢ ﺗﻘﺎﺭﻳﺮ ﺳﻨﻮﻳﺔ ﺣﻮﻝ ﻣﻌﺎﻳﻴﺮ ﺃﺩﺍﺋﻬﺎ‪.‬‬ ‫ﺩﺍﺧﻠﻴﺎً‪ ،‬ﻳﺘﺎﺑﻊ ﺍﻟﻤﻜﺘﺐ ﺍﻹﻗﻠﻴﻤﻲ ﺍﻟﻤﺨﺘﺺ ﺗﻨﻔﻴﺬ ﺍﻟﻤﻬﺎﻡ ﻭﻳﻌﺪ ﺍﻟﺘﻘﺎﺭﻳﺮ ﺣﻮﻝ ﺗﻨﻔﻴﺬ ﻣﻌﺎﻳﻴﺮ ﺍﻷﺩﺍء ﻓﻲ ﻛﻞ ﻃﺎﺭﺋﺔ ﺣﺎﺯﺕ‬ ‫ﻋﻠﻰ ﺇﺣﺪﻯ ﺍﻟﺪﺭﺟﺎﺕ‪ ،‬ﻭﻳﻘﺪﻡ ﺗﻔﺴﻴﺮﺍﺕ ﻷﻱ ﺣﺎﻟﺔ ﻛﺎﻥ ﻣﻌﻴﺎﺭ ﺍﻷﺩﺍء ﺍﻟﻨﻮﻋﻲ ﻓﻴﻬﺎ ﻏﻴﺮ ﺿﺮﻭﺭﻱ ﻓﻲ ﺑﻌﺾ ﺍﻟﻄﻮﺍﺭﺉ‪.‬‬ ‫ﺃﻣﺎ ﺑﺎﻟﻨﺴﺒﺔ ﻟﻠﻄﻮﺍﺭﺉ ﻣﻦ ﺍﻟﺪﺭﺟﺔ ‪ ٣‬ﻭﻓﻖ ﺗﺼﻨﻴﻒ ﺍﻟﻠﺠﻨﺔ ﺍﻟﺪﺍﺋﻤﺔ ﺍﻟﻤﺸﺘﺮﻛﺔ ﺑﻴﻦ ﺍﻟﻮﻛﺎﻻﺕ‪ ،‬ﻓﺈﻧﻪ ﺗﻠﺘﺰﻡ ﺍﻟﻤﻨﻈﻤﺔ ﺑﻜﺘﺎﺑﺔ‬ ‫ﺗﻘﺎﺭﻳﺮ ﺇﻟﻰ ﻣﻨﺴﻖ ﺍﻟﺸﺆﻭﻥ ﺍﻹﻧﺴﺎﻧﻴﺔ ﺣﻮﻝ ﺇﻧﺠﺎﺯﺍﺗﻬﺎ ﻣﻘﺎﺭﻧﺔ ﺑﻤﻌﺎﻳﻴﺮ ﺍﻷﺩﺍء ﻫﺬﻩ‪ ،‬ﻭﺫﻟﻚ ﻋﻨﺪ ﺍﻟﻄﻠﺐ‪.‬‬

‫‪٣-٣‬‬ ‫‪١-٣-٣‬‬ ‫‪٢-٣-٣‬‬

‫‪٣-٣-٣‬‬

‫ﺇﻃﺎﺭ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ‬ ‫ﺍﻟﻌﺎﻟﻤﻴﺔ ﻟﻼﺳﺘﺠﺎﺑﺔ‬ ‫ﻟﻠﻄﻮﺍﺭﺉ‬

‫‪٢٦‬‬

‫ﺍﻟﻮﻇﺎﺋﻒ ﺍﻷﺳﺎﺳﻴﺔ ﺍﻷﺭﺑﻌﺔ ﻟﻤﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ‬ ‫ﺍﻟﻌﺎﻟﻤﻴﺔ ﻟﻼﺳﺘﺠﺎﺑﺔ ﻟﻠﻄﻮﺍﺭﺉ‬

‫‪٤‬‬ ‫‪١-٤‬‬ ‫‪١-١-٤‬‬

‫ﺣﺘﻰ ﺗﻘﺪﻡ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﺍﻟﺘﺰﺍﻣﺎﺗﻬﺎ ﺍﻷﺳﺎﺳﻴﺔ ﻭﻣﻌﺎﻳﻴﺮ ﺃﺩﺍﺋﻬﺎ‪ ،‬ﻳﺠﺐ ﺃﻥ ﺗﻔﻲ ﺑﺄﺭﺑﻊ ﻭﻇﺎﺋﻒ ﺃﺳﺎﺳﻴﺔ ﻓﻲ‬ ‫ﺍﻻﺳﺘﺠﺎﺑﺔ ﻟﻠﻄﻮﺍﺭﺉ‪ :‬ﺍﻟﻘﻴﺎﺩﺓ‪ ،‬ﻭﺍﻟﻤﻌﻠﻮﻣﺎﺕ‪ ،‬ﻭﺍﻟﺨﺒﺮﺓ ﺍﻟﺘﻘﻨﻴﺔ ﻭﺍﻟﺨﺪﻣﺎﺕ ﺍﻟﺠﻮﻫﺮﻳﺔ‪.‬‬

‫ﺍﻟﻮﻇﺎﺋﻒ ﺍﻷﺳﺎﺳﻴﺔ ﺍﻷﺭﺑﻌﺔ‬ ‫ﻧﺴﺮﺩ ﻓﻴﻤﺎ ﻳﻠﻲ ﺍﻟﻮﻇﺎﺋﻒ ﺍﻷﺳﺎﺳﻴﺔ ﺍﻷﺭﺑﻌﺔ‪.‬‬ ‫• ﺍﻟﻘﻴﺎﺩﺓ‪ :‬ﺗﻘﺪﻡ ﺍﻟﻘﻴﺎﺩﺓ ﻭﺍﻟﺘﻨﺴﻴﻖ ﻻﺳﺘﺠﺎﺑﺔ ﺍﻟﻘﻄﺎﻉ ﺍﻟﺼﺤﻲ‪ /‬ﺍﻟﻤﺠﻤﻮﻋﺔ ﺍﻟﺼﺤﻴﺔ ﺩﻋﻤﺎً ﻟﻠﺴﻠﻄﺎﺕ ﺍﻟﺼﺤﻴﺔ ﺍﻟﻮﻃﻨﻴﺔ‬ ‫ﻭﺍﻟﻤﺤﻠﻴﺔ‪.‬‬ ‫• ﺍﻟﻤﻌﻠﻮﻣﺎﺕ‪ :‬ﺗﻨﺴﻴﻖ ﺟﻤﻊ ﻭﺗﺤﻠﻴﻞ ﻭﺗﻮﺯﻳﻊ‪ /‬ﺗﻮﺻﻴﻞ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﺍﻷﺳﺎﺳﻴﺔ ﺣﻮﻝ ﺍﻟﻤﺨﺎﻃﺮ ﺍﻟﺼﺤﻴﺔ‪ ،‬ﻭﺍﻟﺤﺎﺟﺎﺕ‪،‬‬ ‫ﻭﺍﺳﺘﺠﺎﺑﺔ ﺍﻟﻘﻄﺎﻉ ﺍﻟﺼﺤﻲ‪ ،‬ﻭﺍﻟﺜﻐﺮﺍﺕ ﻭﺍﻷﺩﺍء‪.‬‬ ‫• ﺍﻟﺨﺒﺮﺓ ﺍﻟﺘﻘﻨﻴﺔ‪ :‬ﺗﻘﺪﻳﻢ ﺍﻟﻤﺴﺎﻋﺪﺓ ﺍﻟﺘﻘﻨﻴﺔ ﺍﻟﻤﻨﺎﺳﺒﺔ ﻟﺘﻠﺒﻴﺔ ﺍﻟﺤﺎﺟﺎﺕ ﺍﻟﺼﺤﻴﺔ ﻟﻠﻄﻮﺍﺭﺉ )ﺗﺸﻤﻞ ﺍﻟﻤﺸﻮﺭﺓ ﻓﻲ ﻣﺠﺎﻝ‬ ‫ﺍﻟﺴﻴﺎﺳﺎﺕ ﻭﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ ﺍﻟﺼﺤﻴﺔ‪ ،‬ﻭﺗﻌﺰﻳﺰ ﺍﺳﺘﺨﺪﺍﻡ ﺍﻟﺪﻻﺋﻞ ﺍﻟﺘﻘﻨﻴﺔ ﺍﻟﺨﺒﻴﺮﺓ‪ ،‬ﻭﺍﻟﻤﻌﺎﻳﻴﺮ ﻭﺍﻟﺒﺮﻭﺗﻮﻛﻮﻻﺕ‪،‬‬ ‫ﻭﺃﻓﻀﻞ ﺍﻟﻤﻤﺎﺭﺳﺎﺕ‪ ،‬ﻭﺗﻨﻔﻴﺬ‪/‬ﺗﻘﻮﻳﺔ ﺗﺮﺻﺪ ﺍﻟﻤﺮﺽ ﻭﻧﻈﻢ ﺍﻟﺘﺤﺬﻳﺮ ﺍﻟﺒﺎﻛﺮ ﻟﻠﻤﺮﺽ(؛ ﺳﺘﻌﻤﻞ ﺍﻟﻤﻨﻈﻤﺔ ﺩﺍﺋﻤﺎً ﻟﻠﺘﺄﻛﺪ‬ ‫ﻣﻦ ﺗﻘﺪﻳﻢ ﺍﻟﺨﺪﻣﺎﺕ ﺍﻟﺼﺤﻴﺔ ﻋﺒﺮ ﺷﺮﻛﺎء‪ ،‬ﻭﻛﻤﻼﺫ ﺃﺧﻴﺮ‪ ،‬ﺳﺘﻘﻮﻡ ﺑﺈﺟﺮﺍءﺍﺕ ﺗﻐﻄﻲ ﺍﻟﺜﻐﺮﺍﺕ ﺍﻟﺤﺎﺳﻤﺔ‪ ،‬ﻋﺒﺮ ﻋﻴﺎﺩﺍﺕ‬ ‫ﻣﺘﺤﺮﻛﺔ ﺃﻭ ﺗﺪﺧﻼﺕ ﺃﺧﺮﻯ ً‬ ‫ﻣﺜﻼ‪.‬‬ ‫• ﺍﻟﺨﺪﻣﺎﺕ ﺍﻟﺠﻮﻫﺮﻳﺔ‪ :‬ﺍﻟﺘﺄﻛﺪ ﻣﻦ ﺍﻹﻣﺪﺍﺩﺍﺕ‪ ،‬ﻭﺗﺄﺳﻴﺲ ﺍﻟﻤﻜﺘﺐ‪ ،‬ﻭﺇﺩﺍﺭﺓ ﺍﻟﻤﻮﺍﺭﺩ ﺍﻻﺣﺘﻴﺎﻃﻴﺔ ﺍﻟﻌﺎﺟﻠﺔ ﻭﺍﻟﻤﻮﺍﺭﺩ‬ ‫ﺍﻟﺒﺸﺮﻳﺔ‪ ،‬ﻭﺇﺩﺍﺭﺓ ﺍﻻﺳﺘﻌﺪﺍﺩ ﻭﺍﻟﺘﻤﻮﻳﻦ‪ ،‬ﻭﺍﻹﺩﺍﺭﺓ ﻭﺍﻟﺘﻤﻮﻳﻞ ﻭﺍﻟﻤﻨﺢ‪.‬‬

‫ﺇﻳﺘﺎء ﺍﻟﻮﻇﺎﺋﻒ ﺍﻟﺤﺎﺳﻤﺔ ﺍﻷﺭﺑﻊ‬ ‫ً‬ ‫ﻣﺴﺆﻭﻻ‬ ‫ﻋﻨﺪﻣﺎ ﻳﻜﻮﻥ ﻭﺟﻮﺩ ﺍﺳﺘﺠﺎﺑﺔ ﻋﻠﻰ ﻣﺴﺘﻮﻯ ﺍﻟﻘﻄﺮﻱ ﺿﺮﻭﺭﻳﺎً‪ ،‬ﻳﻜﻮﻥ ﺍﻟﻤﻜﺘﺐ ﺍﻟﻘﻄﺮﻱ ﻟﻤﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ‬ ‫ﻋﻦ ﺍﻟﻮﻓﺎء ﺑﻬﺬﻩ ﺍﻟﻮﻇﺎﺋﻒ ﺍﻷﺳﺎﺳﻴﺔ ﺍﻷﺭﺑﻊ‪ ،‬ﻣﻤﺎ ﻳﺆﻣﻦ ﻣﻮﺍﺭﺩ ﺇﺿﺎﻓﻴﺔ ﺩﺍﺧﻠﻴﺔ ﻭﺧﺎﺭﺟﻴﺔ ﺣﺴﺐ ﺍﻟﻀﺮﻭﺭﺓ‪.‬‬ ‫ﻳﺪﻋﻰ ﺍﻟﻔﺮﻳﻖ ﺍﻟﺬﻱ ﻳﻜﻮﻥ ﻋﻠﻰ ﺍﻟﻤﺴﺘﻮﻯ ﺍﻟﻘﻄﺮﻱ ﻭﻳﻘﺪﻡ ﺍﻟﻮﻇﺎﺋﻒ ﺍﻟﺠﻮﻫﺮﻳﺔ ﺍﻷﺭﺑﻌﺔ ﺑﻔﺮﻳﻖ ﺍﻻﺳﺘﺠﺎﺑﺔ ﻟﻠﻄﻮﺍﺭﺉ‬ ‫‪.ERT‬‬ ‫ﻭﺣﺴﺐ ﺍﻟﺤﺎﻟﺔ‪ ،‬ﻗﺪ ﻳﻜﻮﻥ ﻣﻦ ﺍﻟﻀﺮﻭﺭﻱ ﻭﺟﻮﺩ ﺷﺨﺺ ﻭﺍﺣﺪ ﺃﻭ ﺃﻛﺜﺮ ﻣﻦ ﺍﻟﻔﺮﻳﻖ ﻟﻜﻞ ﻭﺍﺣﺪ ﻣﻦ ﺍﻟﻮﻇﺎﺋﻒ ﺍﻟﺠﻮﻫﺮﻳﺔ‬ ‫ﺍﻷﺭﺑﻊ‪ ،‬ﺳﻮﺍء ﻓﻲ ﺍﻟﻤﻜﺘﺐ ﺍﻟﻘﻄﺮﻱ ﻟﻠﻤﻨﻈﻤﺔ ﺃﻡ ﻓﻲ ﺍﻟﻤﻜﺎﺗﺐ ﺍﻟﻔﺮﻋﻴﺔ‪.‬‬

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‫ﺇﻃﺎﺭ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ‬ ‫ﺍﻟﻌﺎﻟﻤﻴﺔ ﻟﻼﺳﺘﺠﺎﺑﺔ‬ ‫ﻟﻠﻄﻮﺍﺭﺉ‬

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‫‪٤‬‬ ‫ﻳﻘﻮﺩ ﻣﺪﻳﺮ ﺍﻟﻤﻜﺘﺐ ﺍﻟﻘﻄﺮﻱ ﻟﻠﻤﻨﻈﻤﺔ ‪ HWCO‬ﻓﺮﻳﻖ ﺍﻻﺳﺘﺠﺎﺑﺔ ﻟﻠﻄﻮﺍﺭﺉ ‪ .ERT‬ﺃﻣﺎ ﻓﻲ ﻃﻮﺍﺭﺉ ﺍﻟﺪﺭﺟﺔ ‪ ،٣‬ﻭﺃﺣﻴﺎﻧﺎً‬ ‫ﻓﻲ ﻃﻮﺍﺭﺉ ﺍﻟﺪﺭﺟﺔ ‪ ،٢‬ﻳﻔﻀﻞ ﺃﻥ ﻳﻜﻮﻥ ﻗﺎﺋﺪ ﺍﻟﻄﻮﺍﺭﺉ ﺍﻟﺼﺤﻴﺔ ﺧﺒﻴﺮﺍً‬ ‫ً‬ ‫ﻣﺆﻫﻼ ﺳﺎﺑﻘﺎَ ﻹﺩﺍﺭﺓ ﻓﺮﻳﻖ ﺍﻻﺳﺘﺠﺎﺑﺔ ﻟﻠﻄﻮﺍﺭﺉ‪،‬‬ ‫ﻣﺪﻋﻮﻣﺎً ﻣﻦ ﻗﺒﻞ ﺍﻟﻤﻜﺘﺐ ﺍﻟﻘﻄﺮﻱ ﻟﻠﻤﻨﻈﻤﺔ )ﺍﻧﻈﺮ ﺳﻴﺎﺳﺔ ﻗﺎﺋﺪ ﺍﻟﻄﻮﺍﺭﺉ ﺍﻟﺼﺤﻴﺔ ﻓﻲ ‪.(٢-٦‬‬ ‫ﻳﺘﺄﻟﻒ ﻓﺮﻳﻖ ﺍﻻﺳﺘﺠﺎﺑﺔ ﻟﻠﻄﻮﺍﺭﺉ ﻣﻦ ﺍﻟﻔﺮﻳﻖ ﺍﻟﺬﻱ ﺗﻤﺖ ﺇﻋﺎﺩﺓ ﺗﻮﺟﻴﻪ ﻣﻬﺎﻣﻪ ﻓﻲ ﺍﻟﻤﻜﺘﺐ ﺍﻟﻘﻄﺮﻱ ﻟﻠﻤﻨﻈﻤﺔ‪ ،‬ﻭﻋﻨﺪ‬ ‫ﺍﻟﻀﺮﻭﺭﺓ‪ ،‬ﻳﺘﻢ ﺗﺠﻨﻴﺪ ﺧﺒﺮﺍء ﺇﺿﺎﻓﻴﻴﻦ ﻟﺘﻜﻮﻳﻦ ﻓﺮﻕ ﺗﺪ ﱡ‬ ‫َﺧﻞ ﺩﺍﺋﻤﺔ ﻣﻊ ﺧﺒﺮﺍء ﻓﻲ ﺍﻟﻮﻇﺎﺋﻒ ﺍﻟﺠﻮﻫﺮﻳﺔ ﺍﻷﺭﺑﻊ‪.‬‬ ‫‪٥-٢-٤‬‬ ‫‪٤-٢-٤‬‬

‫ﺩﻋﻢ ﺍﻟﻮﻇﺎﺋﻒ ﺍﻷﺳﺎﺳﻴﺔ ﺍﻷﺭﺑﻊ ﻣﻦ ﺍﻟﻤﺴﺘﻮﻯ ﺍﻟﺪﻭﻟﻲ ﻓﻲ ﺍﻟﻄﻮﺍﺭﺉ‬ ‫ﺃﺳﺴﺖ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﻋﻠﻰ ﺍﻟﻤﺴﺘﻮﻯ ﺍﻟﺪﻭﻟﻲ‪ ،‬ﻟﻄﻮﺍﺭﺉ ﺍﻟﺪﺭﺟﺘﻴﻦ ‪ ٢‬ﻭ‪ ،٣‬ﻓﺮﻳﻖ ﺩﻋﻢ ﺍﻟﻄﻮﺍﺭﺉ ‪ EST‬ﻟﻤﺴﺎﻧﺪﺓ‬ ‫ﻓﺮﻳﻖ ﺍﻻﺳﺘﺠﺎﺑﺔ ﻟﻠﻄﻮﺍﺭﺉ ‪ ERT‬ﻓﻲ ﺃﺩﺍء ﺍﻟﻮﻇﺎﺋﻒ ﺍﻟﺠﻮﻫﺮﻳﺔ ﺍﻷﺭﺑﻌﺔ‪.‬‬ ‫ﻭﺣﻴﺜﻤﺎ ﺗﻜﻮﻥ ﺍﻻﺳﺘﺠﺎﺑﺔ ﺍﻟﺪﻭﻟﻴﺔ ﺿﺮﻭﺭﻳﺔ ﺑﻐﻴﺎﺏ ﻣﻜﺘﺐ ﻗﻄﺮﻱ ﻟﻠﻤﻨﻈﻤﺔ‪ ،‬ﻳﻘﺪﻡ ﻓﺮﻳﻖ ﺩﻋﻢ ﺍﻟﻄﻮﺍﺭﺉ ﺍﻟﻮﻇﺎﺋﻒ‬ ‫ﺍﻟﺠﻮﻫﺮﻳﺔ ﺍﻷﺭﺑﻌﺔ ﻟﻠﻤﻨﻈﻤﺔ ﺑﻨﻔﺴﻪ )ﺍﻧﻈﺮ ‪.(٣-٢-٥‬‬ ‫ﻳﻘﺪﻡ ﻓﺮﻳﻖ ﺩﻋﻢ ﺍﻟﻄﻮﺍﺭﺉ ‪ (١) EST‬ﺍﻟﺪﻋﻢ ﺍﻟﺘﻘﻨﻲ ﻟﻠﻮﻇﺎﺋﻒ ﺍﻟﺠﻮﻫﺮﻳﺔ ﺍﻷﺭﺑﻌﺔ؛ )‪ (٢‬ﻳﺤﺮﻙ ﻭﻳﺠﻨﺪ ﺧﺒﺮﺍء ﺍﻟﻄﻮﺍﺭﺉ؛‬ ‫)‪ (٣‬ﻳﻘﻮﺩ ﺍﻻﺗﺼﺎﻻﺕ ﺍﻟﺪﻭﻟﻴﺔ ﻣﻊ ﺍﻟﺸﺮﻛﺎء‪ ،‬ﻭﺍﻟﻤﺎﻧﺤﻴﻦ‪ ،‬ﻭﻭﺳﺎﺋﻞ ﺍﻹﻋﻼﻡ؛ )‪ (٤‬ﻳﻘﻮﺩ ﺟﻬﻮﺩ ﺗﺤﺮﻳﻚ ﺍﻟﻤﻮﺍﺭﺩ ﺍﻟﺪﻭﻟﻴﺔ؛‬ ‫ﻭ)‪ (٥‬ﻳﺪﻳﺮ ﺍﻟﻤﻨﺢ ﺍﻟﺘﻲ ﺗﺄﺗﻲ ﻋﺒﺮ ﺍﻟﻤﻜﺘﺐ ﺍﻹﻗﻠﻴﻤﻲ ﺃﻭ ﺍﻟﻤﻘﺮ ﺍﻟﺮﺋﻴﺴﻲ‪.‬‬ ‫ﻳﻘﻮﺩ ﻓﺮﻳﻖ ﺩﻋﻢ ﺍﻟﻄﻮﺍﺭﺉ ‪ EST‬ﻗﺎﺋﺪ ﻓﺮﻳﻖ ﺩﻋﻢ ﺍﻟﻄﻮﺍﺭﺉ ‪ ESTL‬ﺧﺒﻴﺮ ﻳﺴﺘﻘﺮ ﻓﻲ ﺍﻟﻤﻜﺘﺐ ﺍﻹﻗﻠﻴﻤﻲ ﻓﻲ ﺍﻟﻄﻮﺍﺭﺉ‬ ‫ﺍﻟﺘﻲ ﺗﻘﺘﺼﺮ ﻋﻠﻰ ﺑﻠﺪ ﻭﺍﺣﺪ ﻭﻓﻲ ﺍﻟﻤﻘﺮ ﺍﻟﺮﺋﻴﺴﻲ ﻓﻲ ﺍﻟﻄﻮﺍﺭﺉ ﺍﻟﻤﺘﻌﺪﺩﺓ ﺍﻟﺒﻠﺪﺍﻥ‪.‬‬ ‫ﻳﺘﻠﻘﻰ ﻗﺎﺋﺪ ﻓﺮﻳﻖ ﺩﻋﻢ ﺍﻟﻄﻮﺍﺭﺉ ﺍﻟﺪﻋﻢ ﻣﻦ ﻣﻨﺴﻖ ﻓﺮﻳﻖ ﺩﻋﻢ ﺍﻟﻄﻮﺍﺭﺉ ‪ ESTC‬ﺍﻟﺬﻱ ﻳﺪﻳﺮ ﺍﻟﻌﻤﻞ ﻳﻮﻣﺎً ﺑﻴﻮﻡ ﻛﻤﺎ ﻳﺪﻳﺮ‬ ‫ﺍﻻﺗﺼﺎﻻﺕ ﺍﻟﺘﻲ ﻳﺠﺮﻳﻬﺎ ﻓﺮﻳﻖ ﺩﻋﻢ ﺍﻟﻄﻮﺍﺭﺉ‪.‬‬ ‫ﻓﻲ ﺍﻟﺪﺭﺟﺔ ‪ ٣‬ﺍﻟﺘﻲ ﺗﻘﺘﺼﺮ ﻋﻠﻰ ﺇﺻﺎﺑﺔ ﺇﻗﻠﻴﻢ ﻭﺍﺣﺪ ﻓﻘﻂ‪ ،‬ﻳﺴﺘﻘﺮ ﻓﺮﻳﻖ ﺩﻋﻢ ﺍﻟﻄﻮﺍﺭﺉ ﻓﻲ ﺍﻟﻤﻜﺘﺐ ﺍﻹﻗﻠﻴﻤﻲ‪ ،‬ﻛﻤﺎ ﻳﺘﻢ‬ ‫ﺍﻟﺘﻨﺴﻴﻖ ﻣﻊ ﺃﻋﻀﺎء ﻓﺮﻳﻖ ﺩﻋﻢ ﺍﻟﻄﻮﺍﺭﺉ ﺍﻟﻤﻮﺟﻮﺩﻳﻦ ﻓﻲ ﺍﻟﻤﻘﺮ ﺍﻟﺮﺋﻴﺴﻲ ﻣﻦ ﻗﺒﻞ ﻣﻨﺴﻖ ﻓﺮﻳﻖ ﺩﻋﻢ ﺍﻟﻄﻮﺍﺭﺉ ﻋﻠﻰ‬ ‫ﻣﺴﺘﻮﻯ ﺍﻟﻤﻘﺮ ﺍﻟﺮﺋﻴﺴﻲ‪.‬‬ ‫ﻓﻲ ﺍﻟﺪﺭﺟﺔ ‪ ٣‬ﺍﻟﺘﻲ ﺗﺼﻴﺐ ﻋﺪﺓ ﺃﻗﺎﻟﻴﻢ‪ ،‬ﻳﺴﺘﻘﺮ ﻓﺮﻳﻖ ﺩﻋﻢ ﺍﻟﻄﻮﺍﺭﺉ ﻓﻲ ﺍﻟﻤﻘﺮ ﺍﻟﺮﺋﻴﺴﻲ‪ ،‬ﻭﻳﻌﻤﻞ ﻣﻨﺴﻖ ﻓﺮﻳﻖ ﺩﻋﻢ‬ ‫ﺍﻟﻄﻮﺍﺭﺉ ﻋﻠﻰ ﺍﻟﺘﻨﺴﻴﻖ ﻣﻊ ﺃﻋﻀﺎء ﻓﺮﻳﻖ ﺩﻋﻢ ﺍﻟﻄﻮﺍﺭﺉ ﺍﻟﻤﻮﺟﻮﺩﻳﻦ ﻓﻲ ﺍﻟﻤﻜﺎﺗﺐ ﺍﻹﻗﻠﻴﻤﻴﺔ ﻣﻦ ﻋﻠﻰ ﻣﺴﺘﻮﻯ ﺍﻟﻤﻜﺘﺐ‬ ‫ﺍﻹﻗﻠﻴﻤﻲ‪.‬‬

‫‪٣-٤‬‬ ‫‪١-٣-٤‬‬

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‫ﺇﻃﺎﺭ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ‬ ‫ﺍﻟﻌﺎﻟﻤﻴﺔ ﻟﻼﺳﺘﺠﺎﺑﺔ‬ ‫ﻟﻠﻄﻮﺍﺭﺉ‬

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‫ﻓﺮﻳﻖ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﺍﻟﻌﺎﻟﻤﻲ‬ ‫ﻹﺩﺍﺭﺓ ﺍﻟﻄﻮﺍﺭﺉ‬

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‫ﻫﺪﻑ ﻭﺗﺮﻛﻴﺐ ﺍﻟﻔﺮﻳﻖ ﺍﻟﻌﺎﻟﻤﻲ ﻹﺩﺍﺭﺓ ﺍﻟﻄﻮﺍﺭﺉ‬ ‫ﺃﺳﺲ ﺍﻟﻔﺮﻳﻖ ﺍﻟﻌﺎﻟﻤﻲ ﻹﺩﺍﺭﺓ ﺍﻟﻄﻮﺍﺭﺉ ﻧﻬﺎﻳﺔ ﻋﺎﻡ ‪ ٢٠١١‬ﻟﻘﻴﺎﺩﺓ ﺍﻟﺘﺨﻄﻴﻂ‪ ،‬ﻭﺍﻹﺩﺍﺭﺓ‪ ،‬ﻭﺍﻟﺘﻨﻔﻴﺬ‪ ،‬ﻭﺍﻟﻤﺮﺍﻗﺒﺔ ﻭﺍﻟﺘﻘﻴﻴﻢ ﻟﻌﻤﻞ‬ ‫ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﻓﻲ ﻣﺠﺎﻝ ﺍﻟﻄﻮﺍﺭﺉ ﺑﻤﺎ ﻓﻴﻬﺎ ﺍﻻﺳﺘﻌﺪﺍﺩ ﺍﻟﻮﻃﻨﻲ‪ ،‬ﻭﺟﺎﻫﺰﻳﺔ ﺍﻟﻤﺆﺳﺴﺎﺕ ﻭﺍﻻﺳﺘﺠﺎﺑﺔ ﺍﻟﻄﻮﺍﺭﺉ‬ ‫ﻷﻱ ﺧﻄﺮ ﻟﻪ ﺗﺪﺍﻋﻴﺎﺕ ﻋﻠﻰ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻣﺔ‪.‬‬ ‫ﻳﺘﺄﻟﻒ ﺍﻟﻔﺮﻳﻖ ﺍﻟﻌﺎﻟﻤﻲ ﻹﺩﺍﺭﺓ ﺍﻟﻄﻮﺍﺭﺉ ﻣﻦ ﻣﺪﺭﺍء ﻳﺘﺒﻌﻮﻥ ﺍﻟﻤﻘﺮ ﺍﻟﺮﺋﻴﺴﻲ ﻭﺍﻟﻤﻜﺘﺐ ﺍﻹﻗﻠﻴﻤﻲ )ﺃﻭ ﻣﻦ ﻳﻤﺜﻠﻬﻢ(‬ ‫ﻭﻣﺴﺆﻭﻟﻴﻦ ﻋﻦ ﺇﺩﺍﺭﺓ ﺟﻤﻴﻊ ﺍﻟﻤﺨﺎﻃﺮ ﺍﻟﻤﺆﺫﻳﺔ‪ ،‬ﺑﻤﺎ ﻓﻴﻬﺎ ﺍﻻﺳﺘﻌﺪﺍﺩ‪ ،‬ﻭﺍﻟﺘﺮﺻﺪ‪ ،‬ﻭﺍﻟﺘﻨﺒﻴﻪ ﻭﺍﻻﺳﺘﺠﺎﺑﺔ‪ ،‬ﺇﺿﺎﻓﺔ ﺇﻟﻰ ﺃﻱ‬ ‫ﻣﺪﺭﺍء ﻳﺸﺮﻓﻮﻥ ﻋﻠﻰ ﺍﻟﻌﻤﻞ ﺍﻟﺨﺎﺹ ﺑﺎﻟﺨﻄﺮ ﺣﻮﻝ ﺍﻷﻣﺮﺍﺽ ﺍﻟﺘﻲ ﺗﻤﻴﻞ ﻹﺣﺪﺍﺙ ﺃﻭﺑﺌﺔ‪ ،‬ﻭﺍﻟﻜﻮﺍﺭﺙ ﺍﻟﻄﺒﻴﻌﻴﺔ‬ ‫ﻭﺍﻟﻨﺰﺍﻋﺎﺕ‪ ،‬ﻭﺃﻣﺮﺍﺽ ﺍﻟﺤﻴﻮﺍﻥ‪ ،‬ﻭﺍﻷﻣﻦ ﺍﻟﻐﺬﺍﺋﻲ‪ ،‬ﻭﺍﻟﻤﺨﺎﻃﺮ ﺍﻟﻜﻴﻤﻴﺎﺋﻴﺔ ﻭﺍﻟﻨﻮﻭﻳﺔ ﺍﻹﺷﻌﺎﻋﻴﺔ‪ .‬ﻳﻤﻜﻦ ﺩﻋﻮﺓ ﻣﻤﺜﻠﻴﻦ‬ ‫ﺁﺧﺮﻳﻦ ﻣﺨﺘﺼﻴﻦ ﻣﻦ ﺍﻟﻤﻘﺮ ﺍﻟﺮﺋﻴﺴﻲ‪ ،‬ﻭﺍﻟﻤﻜﺘﺐ ﺍﻹﻗﻠﻴﻤﻲ ﻭﺍﻟﻤﻜﺘﺐ ﺍﻟﻘﻄﺮﻱ ﻟﻼﻧﻀﻤﺎﻡ ﺇﻟﻰ ﻣﻨﺎﻗﺸﺎﺕ ﺍﻟﻔﺮﻳﻖ ﺍﻟﻌﺎﻟﻤﻲ‬ ‫ﻹﺩﺍﺭﺓ ﺍﻟﻄﻮﺍﺭﺉ‪ ،‬ﺣﺴﺐ ﺍﻟﻀﺮﻭﺭﺓ‪.‬‬ ‫ﻳﻀﻢ ﺍﻟﻔﺮﻳﻖ ﺍﻟﻌﺎﻟﻤﻲ ﻹﺩﺍﺭﺓ ﺍﻟﻄﻮﺍﺭﺉ ﺧﺒﺮﺍء ﻓﻲ ﺗﺪﺑﻴﺮ ﺟﻤﻴﻊ ﺃﻧﻮﺍﻉ ﺃﺧﻄﺎﺭ ﺍﻟﻄﻮﺍﺭﺉ‪ .‬ﻛﻤﺎ ﻳﻤﻠﻚ ﺍﻟﻔﺮﻳﻖ ﺧﺒﺮﺍء ﻓﻲ‬ ‫ﻗﻴﺎﺩﺓ ﺍﻟﻤﺠﻤﻮﻋﺔ ﺍﻟﺼﺤﻴﺔ ﻭﻓﻲ ﺍﻟﻤﺨﺎﻃﺮ ﺍﻟﻨﻮﻋﻴﺔ ﺍﻟﻤﺬﻛﻮﺭﺓ ﺳﺎﺑﻘﺎً‪ .‬ﺃﻣﺎ ﺑﺎﻟﻨﺴﺒﺔ ﻟﻠﺨﺒﺮﺓ ﺍﻟﺘﻘﻨﻴﺔ ﻓﻲ ﻧﻮﺍﺣﻲ ﻧﻮﻋﻴﺔ ﺃﺧﺮﻯ‪،‬‬ ‫ﻓﻴﻄﻠﺐ ﺍﻟﻔﺮﻳﻖ ﻣﺸﻮﺭﺓ ﺷﺒﻜﺔ ﺍﻟﻄﻮﺍﺭﺉ ﺍﻟﻌﺎﻟﻤﻴﺔ ‪ .GEN‬ﺗﺘﺄﻟﻒ ﻫﺬﻩ ﺍﻟﺸﺒﻜﺔ ﻣﻦ ﻣﺪﺭﺍء )ﺃﻭ ﻣﻤﺜﻠﻴﻦ( ﻋﻦ ﺃﻗﺴﺎﻡ ﻭﺑﺮﺍﻣﺞ‬ ‫ﻟﻬﺎ ﺩﻭﺭ ﻓﻲ ﺍﻟﻌﻤﻞ ﺍﻟﻄﻮﺍﺭﺋﻲ ﻟﻠﻤﻨﻈﻤﺔ‪ ،‬ﻛﺎﻟﺼﺤﺔ ﺍﻹﻧﺠﺎﺑﻴﺔ‪ ،‬ﻭﺻﺤﺔ ﺍﻷﻡ ﻭﺍﻟﻮﻟﻴﺪ ﻭﺍﻟﻄﻔﻞ ﻭﺍﻟﻴﺎﻓﻊ‪ ،‬ﻭﺍﻷﻣﺮﺍﺽ‬ ‫ﺍﻟﺴﺎﺭﻳﺔ‪ ،‬ﻭﺍﻷﻣﺮﺍﺽ ﻏﻴﺮ ﺍﻟﺴﺎﺭﻳﺔ‪ ،‬ﻭﺍﻟﻤﺎء ﻭﺍﻟﺘﺼﺮﻳﻒ ﺍﻟﺼﺤﻲ‪ ،‬ﻭﺻﺤﺔ ﺍﻟﺒﻴﺌﺔ‪ ،‬ﻭﺍﻟﺼﺤﺔ ﺍﻟﻨﻔﺴﻴﺔ‪ ،‬ﻭﺍﻟﻨﻈﻢ ﺍﻟﺼﺤﻴﺔ‬ ‫ﻭﺍﻷﺩﻭﻳﺔ‪ ،‬ﻭﻏﻴﺮ ﺫﻟﻚ‪.‬‬

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‫ﺩﻭﺭ ﺍﻟﻔﺮﻳﻖ ﺍﻟﻌﺎﻟﻤﻲ ﻹﺩﺍﺭﺓ ﺍﻟﻄﻮﺍﺭﺉ ﻓﻲ ﺍﻻﺳﺘﺠﺎﺑﺔ ﻟﻠﻄﻮﺍﺭﺉ‬ ‫ﺧﻼﻝ ﺍﻟﻄﻮﺍﺭﺉ‪ ،‬ﺗﺠﺘﻤﻊ ﻣﺠﻤﻮﻋﺔ ﻓﺮﻋﻴﺔ ﻣﻦ ﺍﻟﻔﺮﻳﻖ ﺍﻟﻌﺎﻟﻤﻲ ﻹﺩﺍﺭﺓ ﺍﻟﻄﻮﺍﺭﺉ‪ ،‬ﺗﺪﻋﻰ ﺍﻟﻔﺮﻳﻖ ﺍﻟﻌﺎﻟﻤﻲ ﻟﻼﺳﺘﺠﺎﺑﺔ‬ ‫ﻹﺩﺍﺭﺓ ﺍﻟﻄﻮﺍﺭﺉ ‪ ،GEMT-R‬ﻟﺘﻌﻴﻴﻦ ﺩﺭﺟﺎﺕ ﻭﺇﺩﺍﺭﺓ ﺍﻻﺳﺘﺠﺎﺑﺔ ﻟﻄﻮﺍﺭﺉ ﻣﺤﺪﺩﺓ‪.‬‬ ‫ﻳﺘﺄﻟﻒ ﺍﻟﻔﺮﻳﻖ ﺍﻟﻌﺎﻟﻤﻲ ﻟﻼﺳﺘﺠﺎﺑﺔ ﻹﺩﺍﺭﺓ ﺍﻟﻄﻮﺍﺭﺉ ﻣﻦ ﻣﺪﺭﺍء ﻣﺨﺘﺼﻴﻦ ﻣﻦ ﺍﻟﻤﻘﺮ ﺍﻟﺮﺋﻴﺴﻲ ﻭﺍﻟﻤﻜﺘﺐ ﺍﻹﻗﻠﻴﻤﻲ )ﺃﻭ‬ ‫ﻣﻤﺜﻠﻴﻬﻢ(‪ ،‬ﻭﺍﻟﻤﻜﺘﺐ ﺍﻟﻘﻄﺮﻱ ﻟﻠﻤﻨﻈﻤﺔ ﻭﻣﺪﻳﺮ ﺍﻟﻄﻮﺍﺭﺉ ﺍﻟﺼﺤﻴﺔ‪ ،‬ﺇﺫﺍ ﻛﺎﻥ ﺫﻟﻚ ﻣﻤﻜﻨﺎً‪.‬‬ ‫ﺃﻣﺎ ﻓﻲ ﻃﻮﺍﺭﺉ ﺍﻟﺪﺭﺟﺔ ‪ ٢‬ﺃﻭ ‪ ،٣‬ﻓﺒﻨﺎء ﻋﻠﻰ ﺍﻟﺘﺮﺻﺪ ﺍﻟﻤﺴﺘﻤﺮ‪ ،‬ﻳﻜﻮﻥ ﺍﻟﻔﺮﻳﻖ ﺍﻟﻌﺎﻟﻤﻲ ﺍﻟﻤﺴﺘﺠﻴﺐ ﻹﺩﺍﺭﺓ ﺍﻟﻄﻮﺍﺭﺉ‬ ‫ً‬ ‫ﻣﺴﺆﻭﻻ ﻋﻦ ﻭﺿﻊ ﺍﻟﺘﻮﺻﻴﺎﺕ ﺍﻟﺨﺎﺻﺔ ﺑﺎﻹﺩﺍﺭﺓ ﺍﻟﺘﻨﻔﻴﺬﻳﺔ ﺍﻟﻤﺘﻌﻠﻘﺔ ﺑﺈﻋﺎﺩﺓ ﺗﺤﺪﻳﺪ ﺍﻷﻫﺪﺍﻑ ﺍﻟﻤﻄﻠﻮﺑﺔ ﻣﻦ ﺍﻟﻔﺮﻳﻖ ﻋﻠﻰ‬

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‫ﺇﻃﺎﺭ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ‬ ‫ﺍﻟﻌﺎﻟﻤﻴﺔ ﻟﻼﺳﺘﺠﺎﺑﺔ‬ ‫ﻟﻠﻄﻮﺍﺭﺉ‬

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‫‪٥‬‬ ‫ﺍﻟﻤﺴﺘﻮﻯ ﺍﻟﻘﻄﺮﻱ‪ ،‬ﻭﺍﻹﻗﻠﻴﻤﻲ ﻭﺍﻟﻤﻘﺮ ﺍﻟﺮﺋﻴﺴﻲ ﻟﻠﺘﺄﻛﺪ ﻣﻦ ﺃﻥ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﺗﻤﻠﻚ ﺃﻓﻀﻞ ﺍﻟﻤﺪﺭﺍء ﺍﻟﻤﻨﺎﺳﺒﻴﻦ‬ ‫ﻭﺍﻟﺨﺒﺮﺍء ﺍﻟﺘﻘﻨﻴﻴﻦ ﻓﻲ ﻣﻮﻗﻊ ﺍﻟﻄﻮﺍﺭﺉ ﺿﻤﻦ ﻓﺮﻳﻖ ﺍﻻﺳﺘﺠﺎﺑﺔ ﻟﻠﻄﻮﺍﺭﺉ‪ ،‬ﻭﺍﻟﻔﺮﻳﻖ ﺍﻟﺪﻭﻟﻲ ﻟﺪﻋﻢ ﺍﻟﻄﻮﺍﺭﺉ‪.‬‬ ‫ﺍﻟﻔﺮﻳﻖ ﺍﻟﻌﺎﻟﻤﻲ ﻟﻼﺳﺘﺠﺎﺑﺔ ﻹﺩﺍﺭﺓ ﺍﻟﻄﻮﺍﺭﺉ ﻟﻼﺳﺘﺠﺎﺑﺔ ‪ GEMT-R‬ﻣﺴﺆﻭﻝ ﻋﻦ ﻭﺿﻊ ﺗﻮﺻﻴﺎﺕ ﻟﻺﺩﺍﺭﺓ ﺍﻟﺘﻨﻔﻴﺬﻳﺔ ﻣﻦ‬ ‫ﺃﺟﻞ ﺃﻓﻀﻞ ﺍﺳﺘﻌﻤﺎﻝ ﻟﻤﻮﺍﺭﺩ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ‪ ،‬ﺁﺧﺬﺍً ﺑﻌﻴﻦ ﺍﻻﻋﺘﺒﺎﺭ ﻣﺪﻯ‪ ،‬ﻭﻣﺪﺓ‪ ،‬ﻭﺗﻌﻘﺪ ﺍﻟﺪﻋﻢ ﺍﻟﻤﻄﻠﻮﺏ ﻭﺃﻱ‬ ‫ﺃﺣﺪﺍﺙ ﺃﺧﺮﻯ ﺗﻨﺴﺤﺐ ﻋﻠﻰ ﻧﻔﺲ ﺍﻟﻤﻮﺍﺭﺩ ﺍﻟﻤﺤﺪﻭﺩﺓ ﻋﻠﻰ ﻣﺴﺘﻮﻯ ﺍﻟﻤﻨﻈﻤﺔ‪.‬‬ ‫ﺍﻟﻔﺮﻳﻖ ﺍﻟﻌﺎﻟﻤﻲ ﻟﻼﺳﺘﺠﺎﺑﺔ ﻹﺩﺍﺭﺓ ﺍﻟﻄﻮﺍﺭﺉ ‪ GEMT-R‬ﻣﺴﺆﻭﻝ ﻋﻦ ﺍﻟﺘﺄﻛﺪ ﻣﻦ ﺗﻄﺒﻴﻖ ﺍﻟﻤﻌﺎﻳﻴﺮ ﻭﺍﻹﺟﺮﺍءﺍﺕ‬ ‫ﻭﺍﻟﺴﻴﺎﺳﺎﺕ ﺍﻟﺘﺎﻟﻴﺔ‪:‬‬ ‫• ﻣﻌﺎﻳﻴﺮ ﺃﺩﺍء ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﻟﻼﺳﺘﺠﺎﺑﺔ ﻟﻠﻄﻮﺍﺭﺉ )ﺍﻧﻈﺮ ﺍﻟﺠﺰء ‪(٣‬؛‬ ‫• ﺇﺟﺮﺍءﺍﺕ ﺍﻟﻌﻤﻞ ﺍﻟﻤﻌﻴﺎﺭﻳﺔ ﻓﻲ ﺍﻟﻄﻮﺍﺭﺉ ‪SOPs‬؛‬ ‫• ﺳﻴﺎﺳﺎﺕ ﺍﻟﺘﺪﺧﻞ ﺍﻟﺴﺮﻳﻊ‪ ،‬ﻭﻗﺎﺋﺪ ﺻﺤﺔ ﺍﻟﻄﻮﺍﺭﺉ‪ ،‬ﻭ ﺭﻓﻊ ﺍﻟﺤﺮﺝ )ﺍﻧﻈﺮ ﺍﻟﺠﺰء ‪(٦‬؛‬ ‫• ﺇﺟﺮﺍءﺍﺕ ﺍﻻﺳﺘﺠﺎﺑﺔ ﻟﻠﻄﻮﺍﺭﺉ ‪) ERPs‬ﺍﻧﻈﺮ ﺍﻟﺠﺰء ‪(٧‬؛ ﻭ‬ ‫• ﺍﺳﺘﻜﻤﺎﻝ ﺇﺟﺮﺍءﺍﺕ ﺍﻟﺤﺼﻮﻝ ﻋﻠﻰ ﺍﻟﻤﻮﺍﻓﻘﺎﺕ ﻭﻧﺸﺮ ﺍﻻﺗﺼﺎﻻﺕ ﺍﻟﺪﺍﺧﻠﻴﺔ ﻭﺍﻟﺨﺎﺭﺟﻴﺔ‪.‬‬ ‫ﺍﻟﻔﺮﻳﻖ ﺍﻟﻌﺎﻟﻤﻲ ﻟﻼﺳﺘﺠﺎﺑﺔ ﻹﺩﺍﺭﺓ ﺍﻟﻄﻮﺍﺭﺉ ‪ GEMT-R‬ﻣﺴﺆﻭﻝ ﻋﻦ ﺍﻟﺘﺄﻛﺪ ﻣﻦ ﺃﻥ ﺍﻻﺗﺼﺎﻻﺕ ﺳﺮﻳﻌﺔ‪ ،‬ﻭﻳﻤﻜﻦ‬ ‫ُﻌﺮﻗﻠﺔ ﺑﺈﺟﺮﺍءﺍﺕ ﺍﻟﺤﺼﻮﻝ ﻋﻠﻰ ﺍﻟﻤﻮﺍﻓﻘﺎﺕ ﺍﻟﺘﻲ ﺗﺴﺘﻐﺮﻕ ﻭﻗﺘﺎً‬ ‫ً‬ ‫ﻃﻮﻳﻼ‪ .‬ﻭﺣﻴﺜﻤﺎ ﻳﻮﺟﺪ ﺍﺣﺘﻤﺎﻝ‬ ‫ﺍﻟﺘﻌﻮﻳﻞ ﻋﻠﻴﻬﺎ ﻭﻏﻴﺮ ﻣ‬ ‫ﺧﻄﺮ ﻛﺒﻴﺮ ﻋﻠﻰ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻣﺔ‪ ،‬ﻳﺘﺄﻛﺪ ﺍﻟﻔﺮﻳﻖ ﺍﻟﻌﺎﻟﻤﻲ ﻟﻼﺳﺘﺠﺎﺑﺔ ﻹﺩﺍﺭﺓ ﺍﻟﻄﻮﺍﺭﺉ ﻣﻦ ﺍﻟﺘﺸﺎﺭﻙ ﺍﻟﺴﺮﻳﻊ ﺑﺎﻟﻤﻌﻠﻮﻣﺎﺕ‬ ‫ﺍﻟﻤﺘﺎﺣﺔ ﻋﻠﻰ ﺍﻟﻤﺴﺘﻮﻯ ﺍﻟﺪﺍﺧﻠﻲ ﻭﺍﻟﺨﺎﺭﺟﻲ ﻭﺣﺪﻭﺙ ﺍﺗﺼﺎﻻﺕ ﻣﺴﺘﻤﺮﺓ ﻭﻣﻨﺘﻈﻤﺔ ﻋﻨﺪ ﺇﺗﺎﺣﺔ ﻣﻌﻠﻮﻣﺎﺕ ﺟﺪﻳﺪﺓ‪.‬‬ ‫ﻛﻤﺎ ﺃﻥ ﺍﻟﻔﺮﻳﻖ ﺍﻟﻌﺎﻟﻤﻲ ﺍﻷﻭﺳﻊ ﻹﺩﺍﺭﺓ ﺍﻟﻄﻮﺍﺭﺉ ﻣﺴﺆﻭﻝ ﻋﻦ ﻣﺘﺎﺑﻌﺔ ﺟﻤﻴﻊ ﺍﻷﺣﺪﺍﺙ ﺍﻟﻌﺎﻟﻤﻴﺔ ﻭﺍﻻﺳﺘﺨﺪﺍﻡ ﺍﻟﻮﺍﺳﻊ‬ ‫ﻟﻤﻮﺍﺭﺩ ﺍﻟﻤﻨﻈﻤﺔ ﺍﻟﺪﺍﺧﻠﻴﺔ ﻭﺍﻟﺨﺎﺭﺟﻴﺔ ﻓﻲ ﺟﻤﻴﻊ ﺍﻟﻄﻮﺍﺭﺉ‪.‬‬ ‫ً ﻋﻦ ﺟﻤﻴﻊ ﺍﻟﻄﻮﺍﺭﺉ ﺍﻟﺘﻲ ﺣﺎﺯﺕ ﻋﻠﻰ ﺍﻟﺪﺭﺟﺎﺕ‪.‬‬ ‫ﻳﻨﺸﺮ ﺍﻟﻔﺮﻳﻖ ﺍﻟﻌﺎﻟﻤﻲ ﻹﺩﺍﺭﺓ ﺍﻟﻄﻮﺍﺭﺉ ‪ GEMT‬ﺗﻘﺮﻳﺮﺍً ﺳﻨﻮﻳﺎ‬ ‫ً‬ ‫ﻭﻳﺼﻒ ﺍﻟﺘﻘﺮﻳﺮ ﻛﻞ ﻋﻤﻠﻴﺔ ﻟﺘﻌﻴﻴﻦ ﺍﻟﺪﺭﺟﺎﺕ‪ ،‬ﻭﺗﺒﺮﻳﺮ ﻛﻞ ﺩﺭﺟﺔ‪ ،‬ﻭﺍﻷﺩﺍء ﻣﻘﺎﺳﺎ ﺑﺎﻟﻤﻌﺎﻳﻴﺮ‪ ،‬ﻭﺗﻄﺒﻴﻖ ﺇﺟﺮﺍءﺍﺕ‬ ‫ﺍﻻﺳﺘﺠﺎﺑﺔ ﻟﻠﻄﻮﺍﺭﺉ ﻭﺇﺟﺮﺍءﺍﺕ ﺍﻟﻌﻤﻞ ﺍﻟﻘﻴﺎﺳﻴﺔ ﻓﻲ ﻛﻞ ﺍﻟﻄﻮﺍﺭﺉ ﺫﺍﺕ ﺍﻟﺪﺭﺟﺎﺕ ﺍﻟﻤﺤﺪﺩﺓ‪.‬‬ ‫‪٨-٢-٥‬‬ ‫‪٧-٢-٥‬‬ ‫‪٦-٢-٥‬‬ ‫‪٥-٢-٥‬‬ ‫‪٤-٢-٥‬‬

‫ﺇﻃﺎﺭ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ‬ ‫ﺍﻟﻌﺎﻟﻤﻴﺔ ﻟﻼﺳﺘﺠﺎﺑﺔ‬ ‫ﻟﻠﻄﻮﺍﺭﺉ‬

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‫ﺍﻟﺴﻴﺎﺳﺎﺕ ﺍﻷﺳﺎﺳﻴﺔ ﻟﺮﻓﻊ ﺍﺳﺘﺠﺎﺑﺔ ﻣﻨﻈﻤﺔ‬ ‫ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﻟﻠﻄﻮﺍﺭﺉ ﺇﻟﻰ ﺍﻟﺪﺭﺟﺔ‬

‫‪٦‬‬ ‫‪١-٦‬‬ ‫‪١-١-٦‬‬

‫ﺗﻄﺒﻴﻖ ﺛﻼﺙ ﺳﻴﺎﺳﺎﺕ ﺃﺳﺎﺳﻲ ﻟﺮﻓﻊ ﺍﺳﺘﺠﺎﺑﺔ ﺍﻟﻤﻨﻈﻤﺔ ﻓﻲ ﻃﻮﺍﺭﺉ ﺍﻟﺪﺭﺟﺔ ‪ ٢‬ﻭ ‪ ٣‬ﻣﻦ ﺧﻼﻝ ﺍﻟﺘﺄﻛﺪ ﻣﻦ ﺍﻟﻘﻴﺎﻡ ﺑﺘﺠﻨﻴﺪ‬ ‫ﺳﺮﻳﻊ ﻟﻠﻔﺮﻳﻖ ﻭﺍﻟﻤﻮﺍﺭﺩ ﺍﻟﻤﻨﺎﺳﺒﻴﻦ ﻣﻊ ﺩﻋﻢ ﻛﺎﻣﻞ ﺍﻟﻤﻨﻈﻤﺔ‪.‬‬

‫ﺳﻴﺎﺳﺔ ﺍﻟﺘﺪﺧﻞ ﺍﻟﺴﺮﻳﻊ‬ ‫ﺗﺘﺤﺮﻙ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﻭﺗﺠﻨﺪ ﺑﺴﺮﻋﺔ )ﻟﻠﺘﺤﺮﻙ ﺍﻟﺴﺮﻳﻊ( ﻣﻬﻨﻴﻴﻦ ﺧﺒﺮﺍء ﻟﻼﻧﻀﻤﺎﻡ ﺇﻟﻰ ﺍﻟﻤﻜﺘﺐ ﺍﻟﻘﻄﺮﻱ‬ ‫ﻟﻠﻤﻨﻈﻤﺔ ﻛﺠﺰء ﻣﻦ ﻓﺮﻳﻖ ﺍﻻﺳﺘﺠﺎﺑﺔ ﻟﻠﻄﻮﺍﺭﺉ ‪ ERT‬ﻟﺘﻨﻔﻴﺬ ﺍﻟﻮﻇﺎﺋﻒ ﺍﻟﺠﻮﻫﺮﻳﺔ ﺍﻷﺭﺑﻊ ﻓﻲ ﺍﻻﺳﺘﺠﺎﺑﺔ ﻟﻠﻄﻮﺍﺭﺉ‪،‬‬ ‫ﺣﺴﺐ ﺍﻟﻀﺮﻭﺭﺓ‪ .‬ﻳﺘﺤﻘﻖ ﻫﺬﺍ ﺑﺎﺳﺘﻌﻤﺎﻝ ﺁﻟﻴﺔ ﺗﺤﺮﻙ ﺳﺮﻳﻊ ﻋﻠﻰ ﺃﻭﺳﻊ ﻧﻄﺎﻕ ﻓﻲ ﺍﻟﻤﻨﻈﻤﺔ‪ ،‬ﻭﻣﺸﺘﺮﻛﺔ ﺑﻴﻦ ﺍﻷﻗﺎﻟﻴﻢ ﺗﺘﺄﻟﻒ‬ ‫ﻣﻦ ﻓﺮﻳﻖ ﻣﺆﻫﻞ ﻣﻦ ﺟﻤﻴﻊ ﺑﺮﺍﻣﺞ ﺍﻟﻤﻨﻈﻤﺔ ﻓﻲ ﺍﻟﻌﺎﻟﻢ ﻭﻣﻨﻈﻤﺎﺕ ﺷﺮﻳﻜﺔ‪.‬‬ ‫ﻭﺗﻘﺪﻳﺮﺍً ﻣﻦ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﻟﻠﺘﺤﺪﻳﺎﺕ ﺍﻟﺘﻲ ﺗﻮﺍﺟﻪ ﺗﻠﺒﻴﺔ ﺣﺎﺟﺎﺕ ﺍﻟﺘﺪﺧﻞ ﺍﻟﺴﺮﻳﻊ‪ ،‬ﻓﺈﻧﻬﺎ ﺗﺘﺒﻊ ﻋﻤﻠﻴﺔ ﺗﺪﺧﻞ ﺳﺮﻳﻊ‬ ‫ﺛﻨﺎﺋﻴﺔ ﺍﻟﻄﻮﺭ ﻟﻠﻤﻮﺍﺭﺩ ﺍﻟﺒﺸﺮﻳﺔ ﺗﺴﺘﻐﺮﻕ ﺛﻼﺛﺔ ﺃﺷﻬﺮ‪ .‬ﻭﻗﺒﻞ ﻫﺬﺍ ﺍﻟﺘﺪﺧﻞ ﺍﻟﺴﺮﻳﻊ‪ ،‬ﻳﻘﻮﻡ ﺍﻟﻤﻜﺘﺐ ﺍﻟﻘﻄﺮﻱ ﻟﻠﻤﻨﻈﻤﺔ ً‬ ‫ﺃﻭﻻ‬ ‫ﺑﺈﻋﺎﺩﺓ ﺗﻮﺟﻴﻪ ﻣﻬﺎﻡ ﻓﺮﻳﻖ ﺍﻟﻤﻜﺘﺐ ﺍﻟﻤﻮﺟﻮﺩ ﺑﺎﻟﻔﻌﻞ ﻟﺘﺸﻜﻴﻞ ﻓﺮﻳﻖ ﺍﻻﺳﺘﺠﺎﺑﺔ ﺍﻷﻭﻟﻲ ﻟﻠﻄﻮﺍﺭﺉ‪ ،‬ﺛﻢ ﻳﺤﺪﺩ ﺍﻟﺤﺎﺟﺎﺕ‬ ‫ﺍﻟﻤﺘﺒﻘﻴﺔ ﻟﻠﺘﺪﺧﻞ ﺍﻟﺴﺮﻳﻊ ﻻﺳﺘﻜﻤﺎﻝ ﻓﺮﻳﻖ ﺍﻻﺳﺘﺠﺎﺑﺔ ﻟﻠﻄﻮﺍﺭﺉ‪ .‬ﻭﺑﻌﺪ ﺛﻼﺛﺔ ﺃﺷﻬﺮ ﻣﻦ ﺍﻟﺘﺪﺧﻞ ﺍﻟﺴﺮﻳﻊ‪ ،‬ﻳﺘﺄﻛﺪ ﺍﻟﻤﻜﺘﺐ‬ ‫ﺍﻟﻘﻄﺮﻱ ﻭﺍﻟﻤﻜﺘﺐ ﺍﻹﻗﻠﻴﻤﻲ ﻟﻠﻤﻨﻈﻤﺔ ﻣﻦ ﻭﺟﻮﺩ ﻓﺮﻳﻖ ﺃﻃﻮﻝ ﺃﻣﺪﺍً‪ ،‬ﺣﺴﺐ ﺍﻟﻀﺮﻭﺭﺓ‪.‬‬ ‫ﻓﻲ ﺍﻟﻄﻮﺭ ‪) ١‬ﺍﻟﺒﺪﺍﻳﺔ‪ :‬ﻓﺮﻳﻖ ﺍﻟﺘﺪﺧﻞ ﺍﻟﺴﺮﻳﻊ ‪ ،(١‬ﺧﻼﻝ ‪ ٧٢‬ﺳﺎﻋﺔ ﻣﻦ ﺗﻌﻴﻴﻦ ﺍﻟﺪﺭﺟﺎﺕ‪ ،‬ﺗﺪﻓﻊ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ‬ ‫ﺑﻤﻬﻨﻴﻴﻦ ﻣﻌﺮﻭﻓﻴﻦ ﻣﺴﺒﻘﺎً‪ ،‬ﻭﻣﺪﺭﺑﻴﻦ ﻭﺧﺒﺮﺍء ﺑﺼﻮﺭﺓ ﺃﻭﻟﻴﺔ ﻣﻦ ﻛﺎﻣﻞ ﺍﻟﻤﻨﻈﻤﺔ ﻋﻠﻰ ﺃﺳﺎﺱ ﺭﻓﻊ ﺍﻟﺤﺮﺝ‪.‬‬ ‫ُﻜﻤ ُ‬ ‫ﻳَ‬ ‫ﱢﻞ ﺃﻋﻀﺎء ﻓﺮﻳﻖ ﺍﻟﺘﺪﺧﻞ ﺍﻟﺴﺮﻳﻊ ‪ (ST1) ١‬ﺃﻭ ﻳﺤﻠﻮﻥ ﻣﻜﺎﻥ ﺃﻋﻀﺎء ﺍﻟﻔﺮﻳﻖ ﺍﻟﻤﻮﺟﻮﺩ ﻓﻲ ﺍﻟﻤﻜﺘﺐ ﺍﻟﻘﻄﺮﻱ ﻟﻠﻤﻨﻈﻤﺔ‬ ‫ﻭﺍﻟﺬﻳﻦ ﺗﻤﺖ ﺇﻋﺎﺩﺓ ﺗﻮﺟﻴﻪ ﻣﻬﺎﻣﻬﻢ ﻟﻼﺳﺘﺠﺎﺑﺔ‪ ،‬ﺳﻮﺍء ﻓﻲ ﺍﻟﻌﺎﺻﻤﺔ ﺃﻭ ﺃﻱ ﻣﻜﺘﺐ ﻓﺮﻋﻲ ﻟﻠﻤﻨﻈﻤﺔ ﻓﻲ ﻣﻮﺿﻊ ﺍﻟﻄﻮﺍﺭﺉ‪.‬‬ ‫ﻳﺘﻢ ﺗﺸﻜﻴﻞ ﻓﺮﻳﻖ ﺍﻻﺳﺘﺠﺎﺑﺔ ﻟﻠﻄﻮﺍﺭﺉ ‪ ERT‬ﻣﻦ ﻛﻞ ﻣﻦ ﻓﺮﻳﻖ ﺍﻟﺘﺪﺧﻞ ﺍﻟﺴﺮﻳﻊ ‪ ١‬ﻣﻊ ﺍﻟﻔﺮﻳﻖ ﺍﻟﺬﻱ ﺗﻤﺖ ﺇﻋﺎﺩﺓ ﺗﻮﺟﻴﻪ‬ ‫ﻣﻬﺎﻣﻪ ﻓﻲ ﺍﻟﻤﻜﺘﺐ ﺍﻟﻘﻄﺮﻱ ﻟﻠﻤﻨﻈﻤﺔ‪ ،‬ﻭﻳﻌﻤﻞ ﻓﺮﻳﻖ ﺍﻻﺳﺘﺠﺎﺑﺔ ﻟﻠﻄﻮﺍﺭﺉ ‪ ERT‬ﻋﻠﻰ ﺗﻘﺪﻳﻢ ﺍﻟﻮﻇﺎﺋﻒ ﺍﻟﺠﻮﻫﺮﻳﺔ ﺍﻷﺭﺑﻊ‬ ‫ﻟﻠﻤﻨﻈﻤﺔ ﻟﻼﺳﺘﺠﺎﺑﺔ ﻟﻠﻄﻮﺍﺭﺉ‪ .‬ﻭﻳﺘﻮﻗﻊ ﺃﻥ ﻳﻌﻤﻞ ﺃﻋﻀﺎء ﻓﺮﻳﻖ ﺍﻟﺘﺪﺧﻞ ﺍﻟﺴﺮﻳﻊ ‪ ١‬ﻓﻲ ﺍﻟﻤﻜﺘﺐ ﺍﻟﻘﻄﺮﻱ ﻟﻠﻤﻨﻈﻤﺔ ﻟﻔﺘﺮﺓ‬ ‫ُﺠﻨﺪ ﻗﺎﺋﺪ‬ ‫ﻻ ﺗﻘﻞ ﻋﻦ ﺛﻼﺛﺔ ﺃﺳﺎﺑﻴﻊ ﻭﻻ ﺗﺰﻳﺪ ﻋﻦ ﺃﺭﺑﻌﺔ‪ .‬ﺃﻣﺎ ﻓﻲ ﻃﻮﺍﺭﺉ ﺍﻟﺪﺭﺟﺔ ‪ ٣‬ﻭﺭﺑﻤﺎ ﻓﻲ ﻃﻮﺍﺭﺉ ﺍﻟﺪﺭﺟﺔ ‪ ،٢‬ﻓﻴ‬ ‫ﻟﻠﻄﻮﺍﺭﺉ ﺍﻟﺼﺤﻲ ‪ HL‬ﻟﻴﻘﻮﺩ ﻓﺮﻳﻖ ﺍﻻﺳﺘﺠﺎﺑﺔ ﻟﻠﻄﻮﺍﺭﺉ ‪) ERT‬ﺍﻧﻈﺮ ‪ ٦-٢‬ﻓﻴﻤﺎ ﻳﻠﻲ(‪ .‬ﻭﻳﺘﻮﻗﻊ ﺃﻥ ﻳﻌﻤﻞ ﻗﺎﺋﺪ‬ ‫ﺍﻟﻄﻮﺍﺭﺉ ﺍﻟﺼﺤﻴﺔ ﻓﻲ ﺍﻟﻤﻜﺘﺐ ﺍﻟﻘﻄﺮﻱ ﻟﻠﻤﻨﻈﻤﺔ ﻟﻔﺘﺮﺓ ﻻ ﺗﻘﻞ ﻋﻦ ‪ ٨‬ﺃﺳﺎﺑﻴﻊ‪ .‬ﻭﺗﺸﻤﻞ ﺍﻟﻮﻇﺎﺋﻒ ﺍﻟﺮﺋﻴﺴﻴﺔ ﻟﻠﺘﺠﻨﻴﺪ ﻓﻲ‬ ‫ﻓﺮﻳﻖ ﺍﻟﺘﺪﺧﻞ ﺍﻟﺴﺮﻳﻊ ‪ ١‬ﻗﺎﺋﺪ ﺍﻟﻔﺮﻳﻖ ﺍﻟﺼﺤﻲ ‪ ،HL‬ﻭﻣﻨﺴﻖ ﺍﺳﺘﺠﺎﺑﺔ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ‪ ،WRC‬ﻭﻣﻨﺴﻖ ﺍﻟﻘﻄﺎﻉ‬ ‫ﺍﻟﺼﺤﻲ‪/‬ﺍﻟﻤﺠﻤﻮﻋﺔ ﺍﻟﺼﺤﻴﺔ ‪ ،HCC‬ﻭﻣﺴﺘﺸﺎﺭ ﻓﻲ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻣﺔ‪ ،‬ﻭﻣﺴﺆﻭﻝ ﻗﻲ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ‪ ،‬ﻭﺧﺒﻴﺮ ﻓﻲ ﺍﻟﻮﺑﺎﺋﻴﺎﺕ‪،‬‬ ‫ﻭﻣﺪﻳﺮ ﻟﻠﻤﻌﻄﻴﺎﺕ‪ ،‬ﻭﻣﻮﻇﻒ ﻟﻼﺗﺼﺎﻻﺕ‪ ،‬ﻭﺧﺒﻴﺮ ﻓﻲ ﺍﻹﻣﺪﺍﺩ‪.‬‬ ‫ﻓﻲ ﺍﻟﻄﻮﺭ ﺍﻟﺜﺎﻧﻲ )ﺍﻟﺘﻌﺰﻳﺰ‪/‬ﺍﻻﺳﺘﺒﺪﺍﻝ‪ :‬ﻓﺮﻳﻖ ﺍﻟﺘﺪﺧﻞ ﺍﻟﺴﺮﻳﻊ ‪ ،(٢‬ﺧﻼﻝ ﺃﺳﺒﻮﻋﻴﻦ ﻣﻦ ﺗﻌﻴﻴﻦ ﺍﻟﺪﺭﺟﺎﺕ‪ ،‬ﺗﻘﺪﻡ ﻣﻨﻈﻤﺔ‬ ‫ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﻓﺮﻳﻘﺎً ﺳﺮﻳﻌﺎً ﻭﺇﺿﺎﻓﻴﺎً ﻟﻠﺘﺪﺧﻞ‪ ،‬ﻣﻦ ﺩﺍﺧﻞ ﺍﻟﻤﻨﻈﻤﺔ‪ ،‬ﻭﺍﻟﺸﺒﻜﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﻟﻠﺘﺒﻠﻴﻎ ﻭﺍﻻﺳﺘﺠﺎﺑﺔ ﻟﻠﻔﺎﺷﻴﺎﺕ‬ ‫‪ GOARN‬ﺃﻭ ﺷﺮﻛﺎء ﻋﺎﻟﻤﻴﻴﻦ ﻟﻠﻤﺠﻤﻮﻋﺔ ﺍﻟﺼﺤﻴﺔ ﺃﻭ ﻛﻴﺎﻧﺎﺕ ﺃﺧﺮﻯ ﺗﺤﻤﻞ ﺭﺳﺎﺋﻞ ﺗﻔﺎﻫﻢ ﻣﻮﻗﻌﺔ ﻣﺴﺒﻘﺎً ﺃﻭ ﺍﺗﻔﺎﻗﻴﺎﺕ‬ ‫‪٣١‬‬

‫‪٢-١-٦‬‬

‫‪٣-١-٦‬‬

‫‪٤-١-٦‬‬

‫‪٥-١-٦‬‬

‫ﺇﻃﺎﺭ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ‬ ‫ﺍﻟﻌﺎﻟﻤﻴﺔ ﻟﻼﺳﺘﺠﺎﺑﺔ‬ ‫ﻟﻠﻄﻮﺍﺭﺉ‬

‫‪٦‬‬ ‫ﺟﺎﻫﺰﺓ‪ ،‬ﻟﺘﻘﻮﻳﺔ ﺃﻭ ﺍﺳﺘﺒﺪﺍﻝ ﻓﺮﻳﻖ ﺍﻻﺳﺘﺠﺎﺑﺔ ﻟﻠﻄﻮﺍﺭﺉ ﻓﻲ ﺍﻟﻤﻜﺘﺐ ﺍﻟﻘﻄﺮﻱ ﻟﻠﻤﻨﻈﻤﺔ ﻭﻓﻲ ﺍﻟﻤﻜﺎﺗﺐ ﺍﻟﻔﺮﻋﻴﺔ ﻓﻲ ﺍﻟﻤﻴﺪﺍﻥ‪.‬‬ ‫ﻳﺘﻮﻗﻊ ﺃﻥ ﻳﻌﻤﻞ ﺃﻋﻀﺎء ﻓﺮﻳﻖ ﺍﻟﺘﺪﺧﻞ ﺍﻟﺴﺮﻳﻊ ‪ (ST2) ٢‬ﻓﺘﺮﺓ ﻻ ﺗﻘﻞ ﻋﻦ ‪ ٦‬ﺃﺳﺎﺑﻴﻊ ﻭﻻ ﺗﺘﺠﺎﻭﺯ ‪ ٨‬ﺃﺳﺎﺑﻴﻊ‪ ،‬ﺑﻤﺎ ﻓﻴﻬﺎ‬ ‫ﺃﺳﺒﻮﻉ ﺗﺮﺍﻛﺐ ﺇﺫﺍ ﻛﺎﻥ ﺍﻟﻔﺮﻳﻖ ﻳﺤﻞ ﻣﻜﺎﻥ ﺃﻱ ﺃﻋﻀﺎء ﺗﺮﻛﻮﺍ ﻋﻤﻠﻬﻢ ﻓﻲ ﻓﺮﻳﻖ ﺍﻻﺳﺘﺠﺎﺑﺔ ﻟﻠﻄﻮﺍﺭﺉ‪ .‬ﻭﺣﺴﺐ ﻓﺘﺮﺓ ﻫﺬﻩ‬ ‫ﺍﻟﺘﻌﻴﻴﻨﺎﺕ‪ ،‬ﻗﺪ ﺗﺘﻄﻠﺐ ﻫﺬﻩ ﺍﻟﻤﻮﺣﻠﺔ ﺗﺠﻨﻴﺪﺍً ﻣﺘﺰﺍﻳﺪﺍً ﻟﻠﺘﺄﻛﺪ ﻣﻦ ﺣﺪﻭﺙ ﺗﻐﻄﻴﺔ ﻛﺎﻣﻠﺔ ﻟﻠﻮﻇﺎﺋﻒ ﺍﻟﺠﻮﻫﺮﻳﺔ ﺍﻷﺭﺑﻌﺔ ﺧﻼﻝ‬ ‫ﺍﻷﺳﺎﺑﻴﻊ ﺍﻻﺛﻨﻲ ﻋﺸﺮﺓ ﺍﻷﻭﻟﻴﺔ ﺑﻌﺪ ﺗﻌﻴﻴﻦ ﺍﻟﺪﺭﺟﺎﺕ‪.‬‬ ‫ﻭﺑﺤﻠﻮﻝ ﻧﻬﺎﻳﺔ ﺍﻷﺳﺒﻮﻉ ﺍﻟﺜﺎﻧﻲ ﻋﺸﺮ ﺑﻌﺪ ﺗﻌﻴﻴﻦ ﺍﻟﺪﺭﺟﺎﺕ‪ ،‬ﻳﺘﺄﻛﺪ ﺍﻟﻤﻜﺘﺐ ﺍﻹﻗﻠﻴﻤﻲ ﻣﻦ ﺣﺪﻭﺙ ﺍﺳﺘﺒﺪﺍﻝ ﺃﻃﻮﻝ‪ ،‬ﺣﺴﺐ‬ ‫ﺍﻟﻀﺮﻭﺭﺓ‪ ،‬ﻷﻋﻀﺎء ﻓﺮﻳﻖ ﺍﻟﺘﺪﺧﻞ ﺍﻟﺴﺮﻳﻊ )ﺯﻳﺎﺩﺓ ﻓﺮﻳﻖ ﺍﻟﻤﻜﺘﺐ ﺍﻟﻘﻄﺮﻱ(‪ .‬ﻳﺘﻢ ﺗﺮﺣﻴﻞ ﻛﻞ ﺃﻋﻀﺎء ﻓﺮﻳﻖ ﺍﻟﺘﺪﺧﻞ‬ ‫ﺍﻟﺴﺮﻳﻊ ﻭﻳﻌﻮﺩ ﻛﻞ ﺃﻋﻀﺎء ﺍﻟﻔﺮﻳﻖ ﺍﻟﺬﻱ ﺗﻤﺖ ﺇﻋﺎﺓ ﺗﻮﺟﻴﻪ ﻣﻬﺎﻣﻪ ﻓﻲ ﺍﻟﻤﻜﺘﺐ ﺍﻟﻘﻄﺮﻱ ﻣﻦ ﻗﺒﻞ ﺇﻟﻰ ﻧﺸﺎﻃﺎﺗﻬﻢ ﺍﻟﺴﺎﺑﻘﺔ‬ ‫ﺑﻨﻬﺎﻳﺔ ﺍﻟﺸﻬﺮ ﺍﻟﺜﺎﻟﺚ‪ ،‬ﻣﺎ ﻟﻢ ﻳﺘﻢ ﺍﺗﺨﺎﺫ ﺗﺮﺗﻴﺒﺎﺕ ﻣﻨﺎﺳﺒﺔ ﻣﻦ ﺍﻟﻤﻜﺘﺐ ﺍﻹﻗﻠﻴﻤﻲ ‪ .RO‬ﻳﺘﻮﻗﻊ ﻟﻠﻔﺮﻳﻖ ﺍﻷﻃﻮﻝ ﺃﻣﺪﺍً ﻓﺘﺮﺓ‬ ‫ﺗﺮﺍﻛﺐ ﻣﺪﺗﻬﺎ ﺃﺳﺒﻮﻉ ﻣﻊ ﻓﺮﻳﻖ ﺍﻟﺘﺪﺧﻞ ﺍﻟﺴﺮﻳﻊ ﺍﻟﻤﻐﺎﺩﺭ ﺃﻭ ﺍﻟﻌﺎﺋﺪ ﺇﻟﻰ ﻓﺮﻳﻖ ﺍﻟﻤﻜﺘﺐ ﺍﻟﻘﻄﺮﻱ‪.‬‬ ‫ﻳﻘﺪﻡ ﻟﻸﻓﺮﺍﺩ ﺍﻟﺬﻳﻦ ﻳﻌﻤﻠﻮﻥ ﻓﻲ ﺍﻟﺘﺪﺧﻞ ﺍﻟﺴﺮﻳﻊ ﺍﻟﺪﻋﻢ ﺍﻟﻜﺎﻣﻞ ﻣﻦ ﺍﻟﻤﻜﺘﺐ ﺍﻟﻘﻄﺮﻱ ﻭﺍﻟﻤﻜﺘﺐ ﺍﻹﻗﻠﻴﻤﻲ ﻟﻠﻌﻤﻞ‪ ،‬ﻭﺍﻟﺘﺤﺮﻙ‪،‬‬ ‫ﻭﺍﻻﺗﺼﺎﻝ ﻭﺍﻟﺴﻜﻦ ﺍﻵﻣﻦ‪ ،‬ﻭﻳﺘﻠﻘﻮﻥ ﺩﻋﻤﺎً ﺇﺿﺎﻓﻴﺎً ﻣﻦ ﺇﺟﺮﺍءﺍﺕ ﺍﻻﺳﺘﺠﺎﺑﺔ ﺍﻟﻄﻮﺍﺭﺉ‪ ،‬ﻭﺇﺟﺮﺍءﺍﺕ ﺍﻟﻌﻤﻞ ﺍﻟﻤﻌﻴﺎﺭﻳﺔ‬ ‫ﺍﻟﻄﻮﺍﺭﺉ ﻭﺗﻮﺻﻴﻔﺎﺕ ﺍﻟﻌﻤﻞ ﺍﻟﻤﺘﻔﻖ ﻋﻠﻴﻬﺎ ﻣﺴﺒﻘﺎً‪ ،‬ﻛﻤﺎ ﻳﻘﺪﻡ ﻟﻬﻢ ﺍﻟﺘﺪﺭﻳﺐ ﻭﺍﻟﻤﻌﺪﺍﺕ ﺍﻷﺳﺎﺳﻴﺔ ﻗﺒﻞ ﺍﻟﺘﺤﺎﻗﻬﻢ ﺑﺎﻟﻌﻤﻞ‪.‬‬ ‫ﺗﻘﺪﻡ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﺣﻮﺍﻓﺰ ﻟﻠﻔﺮﻳﻖ ﻟﻠﺘﻄﻮﻉ ﻛﺠﺰء ﻣﻦ ﺍﻟﺘﺪﺧﻞ ﺍﻟﺴﺮﻳﻊ‪ .‬ﻳﺘﻮﻗﻊ ﻣﻦ ﺟﻤﻴﻊ ﻓﺮﻕ ﺍﻟﻤﻨﻈﻤﺔ ﻓﻲ‬ ‫ﻛﺎﻣﻞ ﺍﻟﻤﻨﻈﻤﺔ ﻭﺍﻟﺒﺮﺍﻣﺞ ﺍﻟﺘﻘﻨﻴﺔ ﺫﺍﺕ ﺍﻟﺨﺒﺮﺓ ﺍﻟﻤﻨﺎﺳﺒﺔ ﺃﻥ ﻳﻜﻮﻧﻮﺍ ﺟﺰءﺍً ﻣﻦ ﻓﺮﻳﻖ ﺗﺪﺧﻞ ﺳﺮﻳﻊ ﻳﺴﺘﺠﻴﺐ ﻋﻨﺪ ﺍﻟﻄﻠﺐ‬ ‫ﻣﺮﺓ ﻭﺍﺣﺪﺓ ﻛﻞ ﺳﻨﺘﻴﻦ ﻋﻠﻰ ﺍﻷﻗﻞ‪.‬‬ ‫‪٨-١-٦‬‬ ‫‪٧-١-٦‬‬ ‫‪٦-١-٦‬‬

‫ﺳﻴﺎﺳﺔ ﻗﺎﺋﺪ ﺍﻟﻄﻮﺍﺭﺉ ﺍﻟﺼﺤﻴﺔ‬ ‫ﻓﻲ ﻃﻮﺍﺭﺉ ﺍﻟﺪﺭﺟﺔ ‪ ١‬ﻭﺃﻏﻠﺐ ﻃﻮﺍﺭﺉ ﺍﻟﺪﺭﺟﺔ ‪ ،٢‬ﻳﻘﻮﺩ ﺭﺋﻴﺲ ﺍﻟﻤﻜﺘﺐ ﺍﻹﻗﻠﻴﻤﻲ ﻟﻠﻤﻨﻈﻤﺔ ﻓﺮﻳﻖ ﺍﻻﺳﺘﺠﺎﺑﺔ ﻟﻠﻄﻮﺍﺭﺉ‬ ‫)ﺍﻧﻈﺮ ‪ .(٤-٢-٤‬ﺃﻣﺎ ﻓﻲ ﻃﻮﺍﺭﺉ ﺍﻟﺪﺭﺟﺔ ‪ ،٣‬ﻭﺃﺣﻴﺎﻧﺎً ﻓﻲ ﻃﻮﺍﺭﺉ ﺍﻟﺪﺭﺟﺔ ‪ ،٢‬ﻓﻴﺘﻢ ﺗﺠﻨﻴﺪ ﻗﺎﺋﺪ ﻟﻠﻄﻮﺍﺭﺉ ﺍﻟﺼﺤﻴﺔ ‪HL‬‬ ‫ﻟﻪ ﺧﺒﺮﺓ‪ ،‬ﻭﺳﺒﻖ ﻟﻪ ﺃﻥ ﺗﻠﻘﻰ ﺍﻟﺘﺪﺭﻳﺐ‪ ،‬ﻭﺫﻟﻚ ﺧﻼﻝ ‪ ٧٢‬ﺳﺎﻋﺔ ﻋﻠﻰ ﺃﺳﺎﺱ ﺭﻓﻊ ﺍﻟﺤﺮﺝ ﻟﻘﻴﺎﺩﺓ ﻓﺮﻳﻖ ﺍﻻﺳﺘﺠﺎﺑﺔ‬ ‫ﻟﻠﻄﻮﺍﺭﺉ‪ ،‬ﻭﻳﺘﻠﻘﻰ ﺍﻟﺪﻋﻢ ﻣﻦ ﺭﺋﻴﺲ ﺍﻟﻤﻜﺘﺐ ﺍﻟﻘﻄﺮﻱ ﻟﻠﻤﻨﻈﻤﺔ‪.‬‬ ‫ﺇﻥ ﻗﺎﺋﺪ ﺍﻟﻄﻮﺍﺭﺉ ﺍﻟﺼﺤﻴﺔ ‪ HL‬ﻣﺴﺆﻭﻝ ﻋﻦ ﻛﺎﻣﻞ ﺍﻟﻔﺮﻳﻖ ﺍﻟﻌﺎﻣﻞ ﻓﻲ ﺍﻟﻄﻮﺍﺭﺉ‪ ،‬ﺑﻤﺎ ﻓﻴﻪ ﺃﻋﻀﺎء ﺍﻟﻔﺮﻳﻖ ﺍﻟﻤﻮﺟﻮﺩ ﻓﻲ‬ ‫ﺍﻟﻤﻜﺘﺐ ﺍﻟﻘﻄﺮﻱ ﻭﺍﻟﺬﻱ ﺗﻤﺖ ﺇﻋﺎﺩﺓ ﺗﻮﺟﻴﻪ ﻣﻬﺎﻣﻬﻢ ﻟﻠﻌﻤﻞ ﻓﻲ ﺍﻟﻄﻮﺍﺭﺉ‪ ،‬ﺇﺿﺎﻓﺔ ﺇﻟﻰ ﻣﻦ ﺗﻢ ﺗﺠﻨﻴﺪﻫﻢ ﻟﻠﻌﻤﻞ ﻓﻲ ﺍﻟﻤﻜﺘﺐ‬ ‫ﺍﻟﻘﻄﺮﻱ ﺧﻼﻝ ﺍﻟﺘﺪﺧﻞ ﺍﻟﺴﺮﻳﻊ‪ .‬ﻳﺸﺮﻑ ﻗﺎﺋﺪ ﺍﻟﻄﻮﺍﺭﺉ ﺍﻟﺼﺤﻴﺔ ﻋﻠﻰ ﻣﻨﺴﻖ ﺍﻟﻘﻄﺎﻉ ﺍﻟﺼﺤﻲ‪/‬ﺍﻟﻤﺠﻤﻮﻋﺔ ﺍﻟﺼﺤﻴﺔ‬ ‫‪ HCC‬ﻭﻣﻨﺴﻖ ﺍﺳﺘﺠﺎﺑﺔ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ‪ ،WRC‬ﻭﺍﻟﺬﻱ ﻳﺪﻳﺮ ﺍﻟﻌﻤﻞ ﺍﻟﻴﻮﻣﻲ ﻟﻔﺮﻳﻖ ﺍﺳﺘﺠﺎﺑﺔ ﺍﻟﻄﻮﺍﺭﺉ ﻟﻠﻮﻓﺎء‬ ‫ﺑﻤﻌﺎﻳﻴﺮ ﺃﺩﺍء ﺍﻟﻤﻨﻈﻤﺔ‪.‬‬

‫‪٢-٦‬‬ ‫‪١-٢-٦‬‬

‫‪٢-٢-٦‬‬

‫ﺇﻃﺎﺭ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ‬ ‫ﺍﻟﻌﺎﻟﻤﻴﺔ ﻟﻼﺳﺘﺠﺎﺑﺔ‬ ‫ﻟﻠﻄﻮﺍﺭﺉ‬

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‫‪٦‬‬ ‫ُﺨﺘﺎﺭ ﻗﺎﺋﺪ ﺍﻟﻄﻮﺍﺭﺉ ﺍﻟﺼﺤﻴﺔ ‪ HL‬ﻣﻦ ﻣﺠﻤﻮﻋﺔ ﻣﻦ ﺧﺒﺮﺍء ﻣﻌﺘﺮﻑ ﺑﻤﺆﻫﻼﺗﻬﻢ ﻣﺴﺒﻘﺎً ﻣﻦ ﺍﻟﻤﻜﺎﺗﺐ ﺍﻟﻘﻄﺮﻳﺔ‪ ،‬ﻭﺍﻟﻤﻜﺎﺗﺐ‬ ‫ﻳ‬ ‫ً‬ ‫ﺍﻹﻗﻠﻴﻤﻴﺔ ﻭﺍﻟﻤﻘﺮ ﺍﻟﺮﺋﻴﺴﻲ ﻣﻤﻦ ﺷﻐﻠﻮﺍ ﺑﻨﺠﺎﺡ ﺳﺎﺑﻘﺎ ﻭﻇﺎﺋﻒ ﻓﻲ ﺍﻟﻘﻴﺎﺩﺓ ﻭﺍﻹﺩﺍﺭﺓ ﻛﻤﺎ ﻭﺻﻒ ﻓﻲ ﺇﺟﺮﺍءﺍﺕ ﺍﻻﺳﺘﺠﺎﺑﺔ‬ ‫ﻟﻠﻄﻮﺍﺭﺉ )ﺍﻧﻈﺮ ﺍﻟﻘﺴﻢ ‪ (٧‬ﺧﻼﻝ ﻃﻮﺍﺭﺉ ﻛﺒﺮﻯ )ﻭﺫﻟﻚ ﻭﻓﻖ ﺗﻘﻴﻴﻢ ﺍﻟﻤﻨﻈﻤﺔ ﻭﺍﻟﻤﻨﺴﻘﻴﻦ ﺍﻹﻧﺴﺎﻧﻴﻴﻦ ﺍﻟﻤﺨﺘﺼﻴﻦ(‪ ،‬ﻭﺗﻠﻘﻮﺍ‬ ‫ﺗﺪﺭﻳﺒﺎً ﺗﺬﻛﻴﺮﻳﺎً ﺣﻮﻝ ﺃﻓﻀﻞ ﺍﻟﻤﻤﺎﺭﺳﺎﺕ ﺧﻼﻝ ﺍﻟﻄﻮﺍﺭﺉ‪ ،‬ﻭﻳﻜﻮﻧﻮﻥ ﻋﻠﻰ ﺍﻃﻼﻉ ﻋﻠﻰ ﺷﺒﻜﺔ ﺍﻻﺳﺘﺠﺎﺑﺔ ﻟﻠﻄﻮﺍﺭﺉ‬ ‫ﻭﺍﻟﻠﻮﺍﺋﺢ ﺍﻟﺼﺤﻴﺔ ﺍﻟﺪﻭﻟﻴﺔ )‪ ،(٢٠٠٥‬ﻭﻳﻔﻬﻤﻮﻥ ﻣﻘﺎﺭﺑﺎﺕ ﻭﻋﻤﻠﻴﺎﺕ ﺍﻟﻠﺠﻨﺔ ﺍﻟﺪﺍﺋﻤﺔ ﺍﻟﻤﺸﺘﺮﻛﺔ ﺑﻴﻦ ﺍﻟﻮﻛﺎﻻﺕ‪ ،‬ﺑﻤﺎ ﻓﻴﻬﺎ‬ ‫ﻣﻘﺎﺭﺑﺔ ﺍﻟﻤﺠﻤﻮﻋﺔ ﻭﺟﺪﻭﻝ ﺍﻷﻋﻤﺎﻝ ﺍﻟﺘﺤﻮﻳﻠﻲ‪.‬‬ ‫ً‬ ‫ﻣﺴﺆﻭﻻ ﺃﻣﺎﻡ ﺍﻟﻤﺪﻳﺮ ﺍﻹﻗﻠﻴﻤﻲ‬ ‫ﻭﺑﺎﻋﺘﺒﺎﺭﻩ ﺭﺋﻴﺴﺎً ﻟﻔﺮﻳﻖ ﺍﻻﺳﺘﺠﺎﺑﺔ ﻟﻠﻄﻮﺍﺭﺉ ‪ ،ERT‬ﻳﻜﻮﻥ ﻗﺎﺋﺪ ﺍﻟﻄﻮﺍﺭﺉ ﺍﻟﺼﺤﻴﺔ ‪HL‬‬ ‫ﻋﺒﺮ ﺍﻟﻤﻜﺘﺐ ﺍﻟﻘﻄﺮﻱ ﻟﻠﻤﻨﻈﻤﺔ‪ ،‬ﻭﻓﻲ ﺣﺎﻟﺔ ﺍﻟﻄﻮﺍﺭﺉ ﺍﻹﻧﺴﺎﻧﻴﺔ ﻣﻦ ﺍﻟﻤﺴﺘﻮﻯ ‪ ٣‬ﺣﺴﺐ ﺍﻟﻠﺠﻨﺔ ﺍﻟﺪﺍﺋﻤﺔ ﺍﻟﻤﺸﺘﺮﻛﺔ ﺑﻴﻦ‬ ‫ً‬ ‫ﻣﺴﺆﻭﻻ ﺃﻳﻀﺎً ﺃﻣﺎﻡ ﺍﻟﻤﻨﺴﻖ ﺍﻟﻤﻔﻮﺽ ﻟﻠﺸﺆﻭﻥ ﺍﻹﻧﺴﺎﻧﻴﺔ‪ .‬ﻭﻳﻤﺜﻞ ﻗﺎﺋﺪ ﺍﻟﻄﻮﺍﺭﺉ‬ ‫ﺍﻟﻮﻛﺎﻻﺕ‪ ،‬ﻳﻜﻮﻥ ﻗﺎﺋﺪ ﺍﻟﻄﻮﺍﺭﺉ ﺍﻟﺼﺤﻴﺔ‬ ‫ﺍﻟﺼﺤﻴﺔ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﻭﺍﻟﻤﺠﻤﻮﻋﺔ ﺍﻟﺼﺤﻴﺔ ﻓﻲ ﺍﻟﻔﺮﻳﻖ ﺍﻟﻘﻄﺮﻱ ﻟﻠﻌﻤﻞ ﺍﻹﻧﺴﺎﻧﻲ ‪ HCT‬ﺑﻴﻨﻤﺎ ﻳﺴﺘﻤﺮ ﺭﺋﻴﺲ‬ ‫ﺍﻟﻤﻜﺘﺐ ﺍﻟﻘﻄﺮﻱ ﻟﻠﻤﻨﻈﻤﺔ ﻓﻲ ﺗﻤﺜﻴﻠﻬﺎ ﻓﻲ ﺍﻟﻔﺮﻳﻖ ﺍﻟﻘﻄﺮﻱ ﻟﻸﻣﻢ ﺍﻟﻤﺘﺤﺪﺓ ‪.UNCT‬‬ ‫ﻳﻨﺎﻝ ﻗﺎﺋﺪ ﺍﻟﻄﻮﺍﺭﺉ ﺍﻟﺼﺤﻴﺔ ﺗﻔﻮﻳﺾ ﺍﻟﺴﻠﻄﺔ ﻭﻣﺴﺘﻮﻯ ﺍﻟﻤﻮﺍﻓﻘﺔ ﻋﻠﻰ ﺗﻤﻮﻳﻞ ﺟﻤﻴﻊ ﺟﻮﺍﻧﺐ ﺍﻹﻧﻔﺎﻕ ﻓﻲ ﺍﻻﺳﺘﺠﺎﺑﺔ‬ ‫ﻟﻠﻔﺎﺷﻴﺔ ﻭﺍﻷﺯﻣﺔ ﺍﻟﺨﺎﺻﺔ ﺑﺎﻟﻄﻮﺍﺭﺉ‪ ،‬ﻭﺃﻱ ﺗﻤﻮﻳﻞ ﺁﺧﺮ ﻳﺆﻣﻨﻪ ﺍﻟﻤﻜﺘﺐ ﺍﻟﻘﻄﺮﻱ ﻟﻠﻤﻨﻈﻤﺔ‪.‬‬ ‫ﻗﺒﻞ ﺍﻟﺘﺠﻨﻴﺪ‪ ،‬ﻳﺘﺎﺡ ﻟﻘﺎﺋﺪ ﺍﻟﻄﻮﺍﺭﺉ ﺍﻟﺼﺤﻴﺔ ﺍﻟﺪﻋﻢ ﺍﻟﻤﺘﻔﻖ ﻋﻠﻴﻪ ﻣﺴﺒﻘﺎً ﻣﻦ ﻗﺒﻞ ﺭﺋﻴﺴﻪ‪ /‬ﺭﺋﻴﺴﻬﺎ ﻟﻠﻐﻴﺎﺏ ﻋﻦ ﻭﻇﻴﻔﺘﻪ‪/‬‬ ‫ﻭﻇﻴﻔﺘﻬﺎ ﺍﻟﻌﺎﺩﻳﺔ ﻟﻔﺘﺮﺓ ﺗﺠﻨﻴﺪ ﻻ ﺗﻘﻞ ﻣﺪﺗﻬﺎ ﻋﻦ ‪ ٨‬ﺃﺳﺎﺑﻴﻊ‪.‬‬ ‫ﻭﻓﻲ ﺍﻟﻈﺮﻭﻑ ﺍﻟﺨﺎﺻﺔ ﺟﺪﺍً ﺃﻭ ﺍﻻﺳﺘﺜﻨﺎﺋﻴﺔ‪ ،١٢‬ﻗﺪ ﻳﻘﺮﺭ ﺍﻟﻤﺪﻳﺮ ﺍﻟﻌﺎﻡ ﺃﻭ ﺍﻟﻤﺪﻳﺮ ﺍﻹﻗﻠﻴﻤﻲ ﺗﻌﻴﻴﻦ ﻗﺎﺋﺪ ﺍﻟﻄﻮﺍﺭﺉ ﺍﻟﺼﺤﻴﺔ‬ ‫ُﺠﺮﻯ ﺍﺗﺼﺎﻝ ﻣﻊ ﺍﻟﺴﻠﻄﺎﺕ‬ ‫ﻟﻴﺨﺪﻡ ﻓﻲ ﻣﻨﺼﺐ ﺭﺋﻴﺲ ﺍﻟﻤﻜﺘﺐ ﺍﻟﻘﻄﺮﻱ ﻟﻠﻤﻨﻈﻤﺔ ‪ .HWCO‬ﻓﻲ ﻫﺬﻩ ﺍﻟﺤﺎﻻﺕ‪ ،‬ﻳ‬ ‫ُﺮﺳﻞ ﻣﻮﺟﺰ ﺍﻟﺴﻴﺮﺓ ﺍﻟﺬﺍﺗﻴﺔ ﻋﻦ ﺍﻟﺸﺨﺺ ﺍﻟﻤﺨﺘﺎﺭ‪.‬‬ ‫ﺍﻟﻮﻃﻨﻴﺔ‪ ،‬ﻭﻳ‬ ‫‪٧-٢-٦‬‬ ‫‪٦-٢-٦‬‬ ‫‪٥-٢-٦‬‬ ‫‪٤-٢-٦‬‬ ‫‪٣-٢-٦‬‬

‫ﺳﻴﺎﺳﺔ ﺭﻓﻊ ﺍﻟﺤﺮﺝ‬ ‫ﻋﻨﺪ ﺑﺪﺍﻳﺔ ﺟﻤﻴﻊ ﺍﻟﻄﻮﺍﺭﺉ‪ ،‬ﺗﺘﺄﻛﺪ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﻣﻦ ﺗﻮﻓﺮ ﺍﻟﻤﺴﺘﻮﻳﺎﺕ ﺍﻟﻤﺘﻮﻗﻌﺔ ﻣﻦ ﻓﺮﻳﻖ ﺍﻟﻌﻤﻞ ﻭﺍﻷﻣﻮﺍﻝ‬ ‫ﻓﻲ ﺍﻟﻤﻜﺘﺐ ﺍﻟﻘﻄﺮﻱ ﻟﻠﻤﻨﻈﻤﺔ‪ ،‬ﺣﺘﻰ ﻟﻮ ﺗﺄﻛﺪ ﻓﻴﻤﺎ ﺑﻌﺪ ﺃﻧﻪ ﺃﻗﻞ ﻣﻦ ﺍﻟﻤﻄﻠﻮﺏ‪ ،‬ﻣﻊ ﺩﻋﻢ ﻛﺎﻣﻞ ﻣﻦ ﺍﻟﻤﻨﻈﻤﺔ ﻭﺩﻭﻥ ﻻﺋﻤﺔ‬ ‫ﺃﻭ ﺣﺮﺝ‪ .‬ﺗﺆﻛﺪ ﻫﺬﻩ ﺍﻟﺴﻴﺎﺳﺔ ﺃﻧﻪ ﻳﻔﻀﻞ ﺃﻥ ﻧﺨﻄﺊ ﻣﻦ ﻧﺎﺣﻴﺔ ﻓﺮﻁ ﺍﻻﺳﺘﻌﺪﺍﺩ ﻓﻲ ﺍﻟﻮﻇﺎﺋﻒ ﺍﻟﺠﻮﻫﺮﻳﺔ ﻣﻦ ﺃﻥ ﻧﻔﺸﻞ ﻓﻲ‬ ‫ﻣﻮﺍﺟﻬﺔ ﺍﻟﺨﻄﺮ ﻧﺘﻴﺠﺔ ﻧﻘﺺ ﺍﻟﻤﻮﺍﺭﺩ‪.‬‬

‫‪٣-٦‬‬ ‫‪١-٣-٦‬‬

‫‪ ١٢‬ﺗﺸﻤﻞ ﻫﺬﻩ ﺍﻟﻈﺮﻭﻑ‪ :‬ﺧﻠﻞ ﻓﺠﺎﺋﻲ ﻭﻋﻤﻴﻖ ﻓﻲ ﺍﻟﻌﻤﻠﻴﺎﺕ ﻓﻲ ﺍﻟﺒﻠﺪ‪ ،‬ﻭﻗﻀﺎﻳﺎ ﺻﺤﻴﺔ ﺧﻄﻴﺮﺓ‪ ،‬ﻭﻣﺨﺎﻭﻑ ﻋﻠﻰ ﺃﻣﺎﻥ ﺍﻷﻓﺮﺍﺩ‪ ،‬ﻭ‪ /‬ﺍﻟﻐﻴﺎﺏ ﺍﻟﻮﺍﺿﺢ ﻟﻠﺨﺒﺮﺍء‪ ،‬ﻣﻤﺎ ﻳﻀﻊ ﻋﻤﻠﻴﺎﺕ‬ ‫ﺇﻧﻘﺎﺫ ﺍﻟﺤﻴﺎﺓ ﺍﻟﺘﻲ ﺗﻘﻮﻡ ﺑﻬﺎ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﻓﻲ ﺧﻄﺮ ﺩﺍﻫﻢ‪.‬‬

‫ﺇﻃﺎﺭ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ‬ ‫ﺍﻟﻌﺎﻟﻤﻴﺔ ﻟﻼﺳﺘﺠﺎﺑﺔ‬ ‫ﻟﻠﻄﻮﺍﺭﺉ‬

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‫‪٦‬‬ ‫ﺃﻣﺎ ﻣﺎ ﻳﺘﻌﻠﻖ ﺑﺎﻟﻤﻮﺍﺭﺩ ﺍﻟﺒﺸﺮﻳﺔ‪ ،‬ﻓﺈﻥ ﻫﺬﻩ ﺍﻟﺴﻴﺎﺳﺔ ﺗﺴﻬﻞ ﺍﻟﺘﻨﻔﻴﺬ ﺍﻟﻨﺎﺟﺢ ﻟﺴﻴﺎﺳﺔ ﺍﻟﺘﺪﺧﻞ ﺍﻟﺴﺮﻳﻊ ﻭﺳﻴﺎﺳﺔ ﻗﺎﺋﺪ ﺍﻟﻄﻮﺍﺭﺉ‬ ‫ﺍﻟﺼﺤﻴﺔ‪.‬‬ ‫ﺃﻣﺎ ﻣﺎ ﻳﺨﺺ ﺍﻟﻤﻮﺍﺭﺩ ﺍﻟﻤﺎﻟﻴﺔ‪ ،‬ﻓﺘﻘﺪﻡ ﻫﺬﻩ ﺍﻟﺴﻴﺎﺳﺔ ﻟﻘﺎﺋﺪ ﺍﻟﻄﻮﺍﺭﺉ ﺍﻟﺼﺤﻴﺔ ﺳﻠﻄﺔ ﺻﺮﻑ ﻣﺎ ﻳﺼﻞ ﺇﻟﻰ ‪٥٠٠٫٠٠٠‬‬ ‫ﺩﻭﻻﺭ ﺃﻣﺮﻳﻜﻲ ﺩﻭﻥ ﺍﻟﺤﺎﺟﺔ ﺇﻟﻰ ﻣﻮﺍﻓﻘﺎﺕ ﻣﺴﺒﻘﺔ ﻟﻺﻧﻔﺎﻕ ﻣﻦ ﺍﻟﺒﺮﺍﻣﺞ ﺍﻟﻌﺎﺩﻳﺔ ﻟﻠﻤﻨﻈﻤﺔ‪ .‬ﺗﺒﻘﻰ ﺍﻹﺟﺮﺍءﺍﺕ ﺍﻟﻤﺎﻟﻴﺔ‬ ‫ﺍﻟﺨﺎﺻﺔ ﺑﺎﻟﻤﺴﺎءﻟﺔ ﻭﺍﻟﺘﻮﺛﻴﻖ ﻓﻌﺎﻟﺔ‪ ،‬ﻛﻤﺎ ﻫﻲ ﺑﺎﻟﻨﺴﺒﺔ ﻹﺟﺮﺍءﺍﺕ ﺍﻟﻌﻤﻞ ﺍﻟﻘﻴﺎﺳﻴﺔ ﻟﻠﻄﻮﺍﺭﺉ‪ .‬ﻳﺴﺤﺐ ﻣﺒﻠﻎ ‪٥٠٠٫٠٠٠‬‬ ‫ﺩﻭﻻﺭ ﺃﻣﺮﻳﻜﻲ ﺇﻣﺎ ﻣﻦ ﺣﺴﺎﺑﺎﺕ ﺍﻻﺳﺘﺠﺎﺑﺔ ﺍﻟﺴﺮﻳﻌﺔ ﻟﻠﻤﻜﺘﺐ ﺍﻹﻗﻠﻴﻤﻲ ﺃﻭ ﺣﺴﺎﺏ ﺍﻻﺳﺘﺠﺎﺑﺔ ﺍﻟﺴﺮﻳﻌﺔ ﻟﻠﻤﻘﺮ ﺍﻟﺮﺋﻴﺴﻲ‪،‬‬ ‫ﻭﺗﻌﻮﺽ ﻣﻦ ﺃﻣﻮﺍﻝ ﺍﻻﺳﺘﺠﺎﺑﺔ ﻟﻠﻔﺎﺷﻴﺎﺕ ﻭﺍﻷﺯﻣﺎﺕ ‪ OCR‬ﺍﻟﺘﻲ ﺗﺠﻤﻊ ﻣﻦ ﺃﺟﻞ ﺍﻟﻄﻮﺍﺭﺉ ‪ .‬ﺗﻨﻄﺒﻖ ﺳﻴﺎﺳﺔ ﺭﻓﻊ ﺍﻟﺤﺮﺝ‬ ‫ﻫﺬﻩ ﻋﻠﻰ ﺃﻱ ﺇﻧﻔﺎﻕ ﻳﺘﻢ ﺧﻼﻝ ﺍﻷﺷﻬﺮ ﺍﻟﺜﻼﺛﺔ ﺍﻷﻭﻟﻰ ﻟﻼﺳﺘﺠﺎﺑﺔ‪.‬‬ ‫‪٣-٣-٦‬‬ ‫‪٢-٣-٦‬‬

‫ﺇﻃﺎﺭ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ‬ ‫ﺍﻟﻌﺎﻟﻤﻴﺔ ﻟﻼﺳﺘﺠﺎﺑﺔ‬ ‫ﻟﻠﻄﻮﺍﺭﺉ‬

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‫ﺇﺟﺮﺍءﺍﺕ ﺍﺳﺘﺠﺎﺑﺔ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ‬ ‫ﻟﻠﻄﻮﺍﺭﺉ‬

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‫ﺮُ‬ ‫ُﺨﺮﺟﺎﺕ ﺍﻟﻤﺘﻮﻗﻌﺔ‬ ‫ﻑ ﺍﻟﻤ‬ ‫ﺗﻮﺻﻒ ﺇﺟﺮﺍءﺍﺕ ﺍﺳﺘﺠﺎﺑﺔ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﻟﻠﻄﻮﺍﺭﺉ ﻓﻲ ﺍﻟﺠﺪﺍﻭﻝ ﺍﻟﺘﺎﻟﻴﺔ‪ .‬ﻭﻫﻲ ﺗ‬ ‫ﻌﱢ‬ ‫َُ‬ ‫ﻣﻦ ﻛﻞ ﻣﺴﺘﻮﻯ ﻣﻦ ﻣﺴﺘﻮﻳﺎﺕ ﺍﻟﻤﻨﻈﻤﺔ‪ ،‬ﻭﺣﺴﺐ ﺍﻟﻮﻇﺎﺋﻒ ﺍﻟﺠﻮﻫﺮﻳﺔ ﺍﻷﺭﺑﻌﺔ ﻟﻬﺎ‪ ،‬ﻣﻊ ﻣﻨﺘﺠﺎﺕ ﻭﺍﺿﺤﺔ ﺍﻟﻤﻌﺎﻟﻢ‬ ‫ﻭﺟﺪﺍﻭﻝ ﺯﻣﻨﻴﺔ‪.‬‬

‫ﺇﻃﺎﺭ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ‬ ‫ﺍﻟﻌﺎﻟﻤﻴﺔ ﻟﻼﺳﺘﺠﺎﺑﺔ‬ ‫ﻟﻠﻄﻮﺍﺭﺉ‬

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‫ﺇﺟﺮﺍءﺍﺕ ﺍﺳﺘﺠﺎﺑﺔ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﻟﻠﻄﻮﺍﺭﺉ‬

‫ﺍﻟﻘﻴﺎﺩﺓ‬

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‫ﺍﻟﺠﺪﻭﻝ‬

‫ﺗﺸﻤﻞ ﺍﻟﻮﻇﺎﺋﻒ ﻓﻲ ﻣﻜﺘﺐ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﺍﻟﻘﻄﺮﻱ‪ :‬ﻗﺎﺋﺪ ﺍﻟﻄﻮﺍﺭﺉ ﺍﻟﺼﺤﻴﺔ‪ ،‬ﻣﻨﺴﻖ ﺍﻟﻤﺠﻤﻮﻋﺔ ﺍﻟﺼﺤﻴﺔ‪/‬ﺍﻟﻘﻄﺎﻉ‬ ‫ﺍﻟﺼﺤﻲ‪ ،‬ﻣﻨﺴﻖ ﺍﺳﺘﺠﺎﺑﺔ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ‪ ،‬ﻣﻮﻇﻒ ﺍﻟﻌﻼﻗﺎﺕ ﺍﻟﺨﺎﺭﺟﻴﺔ‪/‬ﺍﻟﻮﻛﺎﻻﺕ ﺍﻟﻤﺎﻧﺤﺔ‬ ‫ﻣﻌﺎﻳﻴﺮ ﺍﻷﺩﺍء )ﺍﻟﺨﻂ ﺍﻟﺰﻣﻨﻲ ﻭﻓﻖ ﺗﻌﻴﻴﻦ ﺍﻟﺪﺭﺟﺎﺕ(‬ ‫ﺍﻟﻤﻜﺘﺐ ﺍﻟﻘﻄﺮﻱ ﻟﻠﻤﻨﻈﻤﺔ‬ ‫ﺧﻼﻝ ‪ ١٢‬ﺳﺎﻋﺔ‬ ‫ﻣﻌﻴﺎﺭ ﺍﻷﺩﺍء ‪ :١‬ﺗﺤﺪﻳﺪ ﺿﺎﺑﻂ ﺍﻻﺗﺼﺎﻝ ﺍﻟﺨﺎﺹ ﺑﺎﻟﻄﻮﺍﺭﺉ ﻓﻲ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﻭﺍﻟﺘﺸﺎﺭﻙ ﺑﺘﻔﺎﺻﻴﻞ‬ ‫ﺍﻻﺗﺼﺎﻝ ﻣﻊ ﺍﻟﻔﺮﻳﻖ ﺍﻟﻤﺨﺘﺺ ﻓﻲ ﻛﺎﻣﻞ ﺍﻟﻤﻨﻈﻤﺔ‬ ‫ﻣﻌﻴﺎﺭ ﺍﻷﺩﺍء ‪ :٢‬ﺇﻋﺎﺩﺓ ﺗﻮﺟﻴﻪ ﺍﻟﻤﻬﺎﻡ ﻓﻲ ﺍﻟﻤﻜﺘﺐ ﺍﻟﻘﻄﺮﻱ ﻟﻠﻤﻨﻈﻤﺔ ﻭ‪/‬ﺃﻭ ﺍﻟﻤﻜﺎﺗﺐ ﺫﺍﺕ ﺍﻟﻌﻼﻗﺔ ﺍﻷﺧﺮﻯ‪،‬‬ ‫ﺗﺤﺮﻳﻚ ﺍﻟﻔﺮﻳﻖ ﺍﻟﻤﻮﺟﻮﺩ ﻟﺘﺸﻜﻴﻞ ﻓﺮﻳﻖ ﺍﻻﺳﺘﺠﺎﺑﺔ ﻟﻠﻄﻮﺍﺭﺉ ‪ ERT‬ﻟﻠﻘﻴﺎﻡ ً‬ ‫ﺃﻭﻻ ﺑﺎﻟﻮﻇﺎﺋﻒ ﺍﻟﺠﻮﻫﺮﻳﺔ ﺍﻷﺭﺑﻌﺔ‬ ‫ﻟﻤﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﻓﻲ ﺍﻻﺳﺘﺠﺎﺑﺔ ﻟﻠﻄﻮﺍﺭﺉ ﻭﺗﻘﺪﻳﻢ ﻣﻌﺎﻳﻴﺮ ﺍﻷﺩﺍء ﺍﻷﻭﻟﻰ‪ ،‬ﺣﺘﻰ ﺗﺘﻢ ﺇﺯﺍﻟﺔ ﺩﺭﺟﺔ‬ ‫ﺍﻟﻄﻮﺍﺭﺉ‪ ،‬ﺃﻭ ﻳﺴﺘﺒﺪﻝ ﺍﻟﻔﺮﻳﻖ ﺑﻔﺮﻳﻖ ﻳﺼﻞ ﺣﺪﻳﺜﺎً )ﻓﺮﻳﻖ ﻣﺠﻨﺪ(‪.‬‬

‫ﺑﻨﺎء ﻋﻠﻰ ﺍﻟﻤﺨﻄﻂ ﺍﻟﺘﻨﻈﻴﻤﻲ ﺍﻟﻤﻌﻴﺎﺭﻱ ﻟﻔﺮﻳﻖ ﺍﻻﺳﺘﺠﺎﺑﺔ ﻟﻠﻄﻮﺍﺭﺉ‪ ،‬ﻳﺘﻢ ﺍﻟﻄﻠﺐ ﻣﻦ ﺍﻟﻤﻜﺘﺐ ﺍﻹﻗﻠﻴﻤﻲ ﺃﻥ ﻳﻘﻮﻡ‬ ‫ﺑﺘﺠﻨﻴﺪ ﺍﻷﻋﻀﺎء ﺍﻟﻀﺮﻭﺭﻳﻴﻦ ﻟﻠﺘﺤﺮﻙ ﺍﻟﺴﺮﻳﻊ ﻋﻨﺪ ﺍﻟﺤﺎﺟﺔ ﻟﺘﻌﺰﻳﺰ ﻓﺮﻳﻖ ﺍﻻﺳﺘﺠﺎﺑﺔ ﻟﻠﻄﻮﺍﺭﺉ‪.‬‬

‫ﺧﻼﻝ ‪ ٤٨‬ﺳﺎﻋﺔ‬ ‫ﻣﻌﻴﺎﺭ ﺍﻷﺩﺍء ‪ :٣‬ﺍﻟﺘﺄﻛﺪ ﻣﻦ ﺍﻟﺘﻮﺍﺟﺪ ﺍﻟﺪﺍﺋﻢ ﻟﻤﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﻓﻲ ﻣﻮﻗﻊ ﺍﻟﻄﻮﺍﺭﺉ‪ ،‬ﻭﺍﻟﻘﻴﺎﻡ ﺑﺎﻻﺗﺼﺎﻻﺕ ﺍﻷﻭﻟﻴﺔ‬ ‫ﻣﻊ ﺍﻟﺴﻠﻄﺎﺕ ﺍﻟﻤﺤﻠﻴﺔ ﻭﺍﻟﺸﺮﻛﺎء‪.‬‬

‫ﻣﻌﻴﺎﺭ ﺍﻷﺩﺍء ‪ :٤‬ﻣﻨﺎﻗﺸﺔ ﺍﻹﺗﺎﺣﺔ ﻭﺇﺟﺮﺍءﺍﺕ ﺍﻟﺤﺼﻮﻝ ﻋﻠﻰ ﺍﻟﻤﻮﺍﻓﻘﺎﺕ ﻣﻊ ﺍﻟﺤﻜﻮﻣﺔ‪ ،‬ﻋﻨﺪﻣﺎ ﻳﺘﻄﻠﺐ ﺍﻷﻣﺮ ﺫﻟﻚ‪،‬‬ ‫ﻟﺼﺎﻟﺢ ﺷﺮﻛﺎء ﺍﻟﻘﻄﺎﻉ ﺍﻟﺼﺤﻲ‪.‬‬ ‫ﻳﺠﺮﻱ ﻣﺪﻳﺮ ﺍﻟﻤﻜﺘﺐ ﺍﻟﻘﻄﺮﻱ ﻟﻠﻤﻨﻈﻤﺔ ﺍﺟﺘﻤﺎﻋﺎً ﺃﻭﻟﻴﺎً ﻣﻊ ﺍﻟﻔﺮﻳﻖ ﺍﻟﻘﻄﺮﻱ ﻟﻸﻣﻢ ﺍﻟﻤﺘﺤﺪﺓ ‪ / UNCT‬ﺍﻟﻔﺮﻳﻖ‬ ‫ﺍﻟﻘﻄﺮﻱ ﻟﻠﻌﻤﻞ ﺍﻹﻧﺴﺎﻧﻲ ‪ HCT‬ﻟﻠﻤﺸﺎﺭﻛﺔ ﻓﻲ ﺍﺗﺨﺎﺫ ﺍﻟﻘﺮﺍﺭ ﻭﺗﺤﺪﻳﺪ ﺍﻷﻭﻟﻮﻳﺎﺕ‪ ،‬ﺑﻤﺎ ﻓﻴﻬﺎ ﺿﺮﻭﺭﺓ ﺗﻔﻌﻴﻞ ﺃﺳﻠﻮﺏ‬ ‫ﺍﻟﻤﺠﻤﻮﻋﺔ‪.‬‬ ‫ﺇﻃﺎﺭ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ‬ ‫ﺍﻟﻌﺎﻟﻤﻴﺔ ﻟﻼﺳﺘﺠﺎﺑﺔ‬ ‫ﻟﻠﻄﻮﺍﺭﺉ‬

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‫ﺩﻋﻢ ﺍﻟﻤﻨﻈﻤﺔ‬ ‫ﺍﻟﻤﻘﺮ ﺍﻟﺮﺋﻴﺴﻲ‬ ‫ﺗﺤﺪﻳﺪ ﺿﺎﺑﻂ ﺍﻻﺗﺼﺎﻝ ﻓﻲ ﺍﻟﻤﻘﺮ ﺍﻟﺮﺋﻴﺴﻲ ﻭﺍﻟﺘﺸﺎﺭﻙ ﺑﺘﻔﺎﺻﻴﻞ‬ ‫ﺍﻻﺗﺼﺎﻝ ﻓﻲ ﺍﻟﻤﻨﻈﻤﺔ )ﺍﻟﺪﺭﺟﺔ ‪ ٢‬ﻭ‪(٣‬‬ ‫ﺑﺎﻟﻨﺴﺒﺔ ﻟﻠﺪﺭﺟﺔ ‪ ٢‬ﻭ‪ ،٣‬ﺇﻋﺎﺩﺓ ﺗﻮﺟﻴﻪ ﺍﻟﻤﻬﺎﻡ ﻓﻲ ﺍﻟﻤﻘﺮ‬ ‫ﺍﻟﺮﺋﻴﺴﻲ ﺣﺴﺐ ﺍﻟﻀﺮﻭﺭﺓ ﻟﻠﺘﺄﻛﺪ ﻣﻦ ﺍﻟﺪﻋﻢ ﺑﺎﻟﺨﺒﺮﺍﺕ ﺍﻟﺘﻘﻨﻴﺔ‬ ‫ﻟﻔﺮﻳﻖ ﺩﻋﻢ ﺍﻟﻄﻮﺍﺭﺉ ﺣﻮﻝ ﺍﻟﻮﻇﺎﺋﻒ ﺍﻟﺠﻮﻫﺮﻳﺔ ﺍﻷﺭﺑﻌﺔ؛‬ ‫ﺗﺤﺪﻳﺪ ﻣﻨﺴﻖ ﻓﺮﻳﻖ ﺍﻻﺳﺘﺠﺎﺑﺔ ﻟﻠﻄﻮﺍﺭﺉ ﻭﺍﻟﺨﺎﺹ ﺑﺎﻟﻤﻘﺮ‬ ‫ﺍﻟﺮﺋﻴﺴﻲ ﻟﻴﻮﺟﻪ ﺍﻟﺪﻋﻢ ﺍﻟﻤﺘﻨﺎﺳﻖ ﻟﻠﻤﻜﺘﺐ ﺍﻟﺮﺋﻴﺴﻲ ﻟﺪﻋﻢ ﻓﺮﻳﻖ‬ ‫ﺍﻻﺳﺘﺠﺎﺑﺔ ﻟﻠﻄﻮﺍﺭﺉ؛ ﺗﺤﺮﻳﻚ ﻭﺗﺠﻨﻴﺪ ﻓﺮﻳﻖ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﺎﻣﺔ‬ ‫ﻟﻠﻤﻜﺘﺐ ﺍﻹﻗﻠﻴﻤﻲ ﻟﺘﻌﺰﻳﺰ ﻓﺮﻳﻖ ﺍﻻﺳﺘﺠﺎﺑﺔ ﻟﻠﻄﻮﺍﺭﺉ ﺣﺴﺐ‬ ‫ﺍﻟﻀﺮﻭﺭﺓ؛ ﻭﺗﻔﻌﻴﻞ ﻏﺮﻓﺔ ﻣﺮﻛﺰ ﺍﻟﻌﻤﻠﻴﺎﺕ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ‬ ‫ﺍﻟﺼﺤﻴﺔ ‪ ،SHOC‬ﺣﺴﺐ ﺍﻟﻀﺮﻭﺭﺓ‪.‬‬ ‫ﺍﻻﺳﺘﺠﺎﺑﺔ ﻟﻄﻠﺒﺎﺕ ﺍﻟﻤﻜﺘﺐ ﺍﻹﻗﻠﻴﻤﻲ ﻣﻦ ﺃﺟﻞ ﺍﻟﺪﻋﻢ‪.‬‬ ‫ﺍﻻﺳﺘﻌﺪﺍﺩ ﻹﻣﻜﺎﻧﻴﺔ ﺗﺠﻨﻴﺪ ﻓﺮﻳﻖ ﻣﻦ ﺍﻟﻤﻘﺮ ﺍﻟﺮﺋﻴﺴﻲ ﺇﻟﻰ‬ ‫ﺍﻟﻤﻜﺘﺐ ﺍﻹﻗﻠﻴﻤﻲ ﻛﺠﺰء ﻣﻦ ﻓﺮﻳﻖ ﺩﻋﻢ ﺍﻟﻄﻮﺍﺭﺉ ‪.EST‬‬ ‫ﺍﻻﺳﺘﻌﺪﺍﺩ ﻹﻣﻜﺎﻧﻴﺔ ﺗﺠﻨﻴﺪ ﻓﺮﻳﻖ ﻟﻠﺘﺪﺧﻞ ﺍﻟﺴﺮﻳﻊ ﻣﻦ ﺍﻟﻤﻘﺮ‬ ‫ﺍﻟﺮﺋﻴﺴﻲ ﺇﻟﻰ ﺍﻟﻤﻜﺘﺐ ﺍﻟﻘﻄﺮﻱ ﻛﺠﺰء ﻣﻦ ﻓﺮﻳﻖ ﺍﻻﺳﺘﺠﺎﺑﺔ ﻓﻲ‬ ‫ﺍﻟﻄﻮﺍﺭﺉ ‪ERT‬‬ ‫ﺩﻋﻢ ﺍﺣﺘﻴﺎﻃﻲ‪ .‬ﻣﺮﺍﻗﺒﺔ ﺍﻻﺳﺘﺠﺎﺑﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﻣﻊ ﻣﻌﻠﻮﻣﺎﺕ ﻣﻦ‬ ‫ﺍﻟﻤﺆﺳﺴﺎﺕ ﻭﺍﻟﻮﻛﺎﻻﺕ ﻭﺍﻟﺸﺮﻛﺎء ﻭﻭﻛﺎﻻﺕ ﺍﻷﻧﺒﺎء ﺍﻟﻌﺎﻟﻤﻴﺔ‪.‬‬ ‫ﺗﺮﺻﺪ ﺍﻟﺤﺎﻟﺔ‪ ،‬ﻭﺍﻻﺳﺘﺠﺎﺑﺔ ﺍﻹﺟﻤﺎﻟﻴﺔ ﻟﻠﻘﻄﺎﻉ ﺍﻟﺼﺤﻲ ﻭﺍﺳﺘﺠﺎﺑﺔ‬ ‫ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ )ﺑﺎﺳﺘﻌﻤﺎﻝ ﻣﻌﻠﻮﻣﺎﺕ ﺍﻟﻤﻜﺘﺐ ﺍﻟﻘﻄﺮﻱ ‪،‬‬ ‫ُﺪﺧﻼﺕ ﻣﻦ ﺍﻟﻤﻌﺎﻫﺪ ﺍﻹﻗﻠﻴﻤﻴﺔ ﻭﺍﻟﻤﺼﺎﺩﺭ‬ ‫ﻭﺗﻘﺎﺭﻳﺮ ﺍﻟﺼﺤﺎﻓﺔ‪ ،‬ﻭﻣ‬ ‫ﺍﻷﺧﺮﻯ‪ ،‬ﻭﺍﻟﺘﻘﻨﻴﺎﺕ ﺍﻷﺧﺮﻯ ﺍﻻﺳﺘﺨﺒﺎﺭﺍﺗﻴﺔ ﻟﺠﻤﻊ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ(‪.‬‬ ‫ﺍﻟﻤﺸﻮﺭﺓ ﺍﻟﺪﺍﻋﻤﺔ ﻣﻊ ﺍﻟﻬﻴﺌﺎﺕ ﺍﻟﻌﺎﻟﻤﻴﺔ ﺍﻟﻤﺨﺘﺼﺔ‪ ،‬ﻭﺍﻟﻤﻌﺎﻫﺪ‬ ‫ﻭﺍﻟﺴﻔﺎﺭﺍﺕ‪.‬‬ ‫ﺍﻟﻤﻜﺘﺐ ﺍﻹﻗﻠﻴﻤﻲ‬ ‫ﺗﺤﺪﻳﺪ ﺿﺎﺑﻂ ﺍﻻﺗﺼﺎﻝ ﻓﻲ ﺍﻟﻤﻜﺘﺐ ﺍﻟﻘﻄﺮﻱ ﻭﺍﻟﺘﺸﺎﺭﻙ‬ ‫ﺑﺘﻔﺎﺻﻴﻞ ﺍﻻﺗﺼﺎﻝ ﻓﻲ ﻛﺎﻣﻞ ﺍﻟﻤﻨﻈﻤﺔ‬ ‫ﺑﺎﻟﻨﺴﺒﺔ ﻟﻠﺪﺭﺟﺘﻴﻦ ‪ ٢‬ﻭ‪ ،٣‬ﺇﻋﺎﺩﺓ ﺗﻮﺟﻴﻪ ﺍﻟﻤﻬﺎﻡ ﻓﻲ ﺍﻟﻤﻜﺘﺐ‬ ‫ﺍﻹﻗﻠﻴﻤﻲ ﻟﺘﺄﺳﻴﺲ ﻓﺮﻳﻖ ﺩﻋﻢ ﺍﻟﻄﻮﺍﺭﺉ ﻣﺸﺘﺮﻙ ﺑﻴﻦ ﺍﻷﻗﺴﺎﻡ‪،‬‬ ‫ﻭﺗﺤﺪﻳﺪ ﻗﺎﺋﺪ ﻭﻣﻨﺴﻖ ﻟﻪ‪.‬‬ ‫ﺇﻣﺪﺍﺩ ﺍﻟﻤﻜﺘﺐ ﺍﻟﻘﻄﺮﻱ ﺑﻤﺨﻄﻂ ﺗﻨﻄﻴﻤﻲ ﻣﻌﻴﺎﺭﻱ ﻟﻔﺮﻳﻖ‬ ‫ﺍﻻﺳﺘﺠﺎﺑﺔ ﻟﻠﻄﻮﺍﺭﺉ ﻭﺗﻮﺟﻴﻪ ﺍﺳﺘﻌﺪﺍﺩ ﺍﻟﻤﻜﺘﺐ ﺍﻟﻘﻄﺮﻱ ‪.‬‬

‫ﺍﻻﺳﺘﺠﺎﺑﺔ ﻟﻄﻠﺒﺎﺕ ﺍﻟﻤﻜﺘﺐ ﺍﻟﻘﻄﺮﻱ ﻣﻦ ﺃﺟﻞ ﺍﻟﺪﻋﻢ؛ ﺍﻻﺗﺼﺎﻝ‬ ‫ﻣﻊ ﺍﻟﻤﻘﺮ ﺍﻟﺮﺋﻴﺴﻲ ﻟﺘﺄﻣﻴﻦ ﺍﻟﺪﻋﻢ‪.‬‬ ‫ﺍﻟﺒﺪء ﺑﺎﻟﺘﺮﺗﻴﺒﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﻭﺗﺮﺗﻴﺒﺎﺕ ﺍﻟﺴﻔﺮ ﻟﺘﺠﻨﻴﺪ ﺃﻋﻀﺎء‬ ‫ﻓﺮﻳﻖ ﺍﻟﺘﺪﺧﻞ ﺍﻟﺴﺮﻳﻊ‪.‬‬

‫ﺍﻟﻤﺸﻮﺭﺓ ﺍﻟﺪﺍﻋﻤﺔ ﻣﻊ ﺍﻟﻬﻴﺌﺎﺕ ﺍﻟﻌﺎﻟﻤﻴﺔ ﺍﻟﻤﺨﺘﺼﺔ‪ ،‬ﻭﺍﻟﻤﺆﺳﺴﺎﺕ‬ ‫ﻭﺍﻟﺴﻔﺎﺭﺍﺕ‪.‬‬ ‫ﺗﻤﺜﻴﻞ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﻭﺍﻟﻤﺠﻤﻮﻋﺔ ﺍﻟﺼﺤﻴﺔ ﻓﻲ ﺍﻻﺟﺘﻤﺎﻉ‬ ‫ﺍﻟﺨﺎﺹ ﺑﻤﺒﺎﺩﺉ ﺍﻟﻠﺠﻨﺔ ﺍﻟﺪﺍﺋﻤﺔ ﺑﻴﻦ ﺍﻟﻮﻛﺎﻻﺕ ‪ IASC‬ﻟﺘﺤﺪﻳﺪ‬ ‫ﻣﺴﺘﻮﻯ ﺍﻟﻄﻮﺍﺭﺉ‪.‬‬

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‫ﺇﺟﺮﺍءﺍﺕ ﺍﺳﺘﺠﺎﺑﺔ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﻟﻠﻄﻮﺍﺭﺉ‬

‫ﺍﻟﻘﻴﺎﺩﺓ‬

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‫ﺍﻟﺠﺪﻭﻝ‬

‫ﻣﻌﺎﻳﻴﺮ ﺍﻷﺩﺍء )ﺍﻟﺨﻂ ﺍﻟﺰﻣﻨﻲ ﻭﻓﻖ ﺗﻌﻴﻴﻦ ﺍﻟﺪﺭﺟﺎﺕ(‬ ‫ﺍﻟﻤﻜﺘﺐ ﺍﻟﻘﻄﺮﻱ ﻟﻠﻤﻨﻈﻤﺔ‬ ‫ﺧﻼﻝ ‪ ٧٢‬ﺳﺎﻋﺔ‬ ‫ﻣﻌﻴﺎﺭ ﺍﻷﺩﺍء ‪ :٧‬ﺍﻟﺘﺄﻛﺪ ﻣﻦ ﻭﺻﻮﻝ ﻓﺮﻳﻖ ﺍﻟﻤﻬﻨﻴﻴﻦ ﺍﻟﺨﺒﺮﺍء ﺇﻟﻰ ﺍﻟﺒﻠﺪ ﻟﺘﻌﺰﻳﺰ ﺃﻭ ﺍﺳﺘﺒﺪﺍﻝ ﻓﺮﻳﻖ ﺍﻟﻤﻜﺘﺐ ﺍﻟﻘﻄﺮﻱ‬ ‫ﻟﻠﻤﻨﻈﻤﺔ ﺍﻟﺬﻱ ﺗﻤﺖ ﺇﻋﺎﺩﺓ ﺗﻮﺟﻴﻪ ﻣﻬﺎﻣﻪ ﻟﻠﻮﻓﺎء ﺑﺎﻟﻮﻇﺎﺋﻒ ﺍﻟﺠﻮﻫﺮﻳﺔ ﺍﻷﺭﺑﻌﺔ ﻟﻤﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﻛﺠﺰء ﻣﻦ‬ ‫ﻓﺮﻳﻖ ﺍﻻﺳﺘﺠﺎﺑﺔ ﻟﻠﻄﻮﺍﺭﺉ ‪.ERT‬‬

‫ﻣﻌﻴﺎﺭ ﺍﻷﺩﺍء ‪ :٩‬ﺗﺄﺳﻴﺲ ﻗﻴﺎﺩﺓ ﻭﺗﻨﺴﻴﻖ ﺍﻟﻘﻄﺎﻉ‪ /‬ﺍﻟﻤﺠﻤﻮﻋﺔ ﺍﻟﺼﺤﻴﺔ ؛ ﺇﺟﺮﺍء ﺍﺟﺘﻤﺎﻉ ﺍﻟﻘﻄﺎﻉ‪ /‬ﺍﻟﻤﺠﻤﻮﻋﺔ ﺍﻟﺼﺤﻴﺔ ؛‬ ‫ﻭﺗﺨﻄﻴﻂ ﺍﻟﺨﻄﻮﺍﺕ ﺍﻟﺘﺎﻟﻴﺔ‪.‬‬

‫ﻣﻌﻴﺎﺭ ﺍﻷﺩﺍء ‪ :١٠‬ﺗﻤﺜﻴﻞ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﻭﺍﻟﻘﻄﺎﻉ‪ /‬ﺍﻟﻤﺠﻤﻮﻋﺔ ﺍﻟﺼﺤﻴﺔ ﻓﻲ ﺍﻟﻔﺮﻳﻖ ﺍﻟﻘﻄﺮﻱ ﻟﻸﻣﻢ ﺍﻟﻤﺘﺤﺪﺓ‪،‬‬ ‫ﻭﺍﻟﻔﺮﻳﻖ ﺍﻟﻘﻄﺮﻱ ﻟﻸﻋﻤﺎﻝ ﺍﻹﻧﺴﺎﻧﻴﺔ‪ ،‬ﻭﺍﻟﺘﻨﺴﻴﻖ ﺑﻴﻦ ﺍﻟﻘﻄﺎﻋﺎﺕ ‪ /‬ﺑﻴﻦ ﺍﻟﻤﺠﻤﻮﻋﺎﺕ ﻭﺍﻟﻘﻄﺎﻋﺎﺕ‪ /‬ﺍﻟﻤﺠﻤﻮﻋﺎﺕ‬ ‫ﺍﻷﺧﺮﻯ ﺍﻟﻤﺸﺎﺑﻬﺔ‪ ،‬ﻣﺜﻞ ﺍﻟﻤﺎء‪ /‬ﺍﻟﺼﺮﻑ ﺍﻟﺼﺤﻲ‪ /‬ﺍﻟﺼﺤﺔ ﺍﻟﺸﺨﺼﻴﺔ‪ ،‬ﻭﺍﻹﻣﺪﺍﺩﺍﺕ ﻭﺍﻟﺘﻐﺬﻳﺔ‪.‬‬ ‫ﺗﻘﺪﻳﻢ ﺍﻟﻤﻴﺰﺍﻧﻴﺔ ﺍﻟﻤﺨﺼﺼﺔ ﻟﻠﻄﻮﺍﺭﺉ ﻟﻠﻘﻄﺎﻉ ﺍﻟﺼﺤﻲ ﺇﻟﻰ ﻣﻨﺴﻖ ﺍﻷﻋﻤﺎﻝ ﺍﻹﻧﺴﺎﻧﻴﺔ ﻣﻦ ﺃﺟﻞ ﺍﻟﺘﻤﻮﻳﻞ ﺍﻷﻭﻟﻲ‬ ‫ﻟﺼﻨﺪﻭﻕ ﺍﻟﺘﻤﻮﻳﻞ ﺍﻟﻤﺮﻛﺰﻱ ﻟﻠﻄﻮﺍﺭﺉ ‪.CERF‬‬

‫ﺧﻼﻝ ‪ ٥‬ﺃﻳﺎﻡ‬ ‫ﻣﻌﻴﺎﺭ ﺍﻷﺩﺍء ‪ :١٣‬ﺗﻨﺴﻴﻖ ﺍﻟﺘﻄﻮﻳﺮ ﺍﻹﺟﻤﺎﻟﻲ ﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻭﺧﻄﺔ ﻋﻤﻞ ﻻﺳﺘﺠﺎﺑﺔ ﺍﻟﻘﻄﺎﻉ ﺍﻟﺼﺤﻲ ﺗﻜﻮﻥ ﻣﺮﻧﺔ‬ ‫ﻭﻗﺼﻴﺮﺓ ﺍﻷﻣﺪ‪ ،‬ﺑﺎﻟﺘﻌﺎﻭﻥ ﻣﻊ ﻭﺯﺍﺭﺓ ﺍﻟﺼﺤﺔ ﻭﺍﻟﺸﺮﻛﺎء‪ ،‬ﺗﺪﺭﺱ ﺍﻟﺤﺎﺟﺎﺕ ﺍﻟﺼﺤﻴﺔ‪ ،‬ﻭﺍﻟﻤﺨﺎﻃﺮ ﻭﺍﻟﻘﺪﺭﺍﺕ‪ ،‬ﻣﻊ‬ ‫ﺗﺪﺧﻼﺕ ﻣﻨﺎﺳﺒﺔ ﻟﻠﻮﻗﺎﻳﺔ ﻭﻟﻠﻤﻜﺎﻓﺤﺔ‪ ،‬ﻟﻸﺷﻬﺮ ﺍﻟﺜﻼﺛﺔ ﺍﻷﻭﻟﻰ )ﺛﻢ ﻣﺮﺍﺟﻌﺘﻬﺎ ﻭﺗﺤﺪﻳﺜﻬﺎ ﺣﺴﺐ ﺍﻟﻀﺮﻭﺭﺓ(‪.‬‬ ‫ﺧﻼﻝ ‪ ٧‬ﺃﻳﺎﻡ‬ ‫ﻣﻌﻴﺎﺭ ﺍﻷﺩﺍء ‪ :١٤‬ﺗﻨﺴﻴﻖ ﺍﻟﺘﻄﻮﻳﺮ ﺍﻹﺟﻤﺎﻟﻲ ﻟﻨﺪﺍءﺍﺕ ﻟﻠﺘﻤﻮﻳﻞ ﺍﻹﻏﺎﺛﻲ‪ ،‬ﻋﻨﺪ ﺍﻟﻀﺮﻭﺭﺓ‪ ،‬ﺑﺎﻟﺘﻌﺎﻭﻥ ﻣﻊ ﻭﺯﺍﺭﺓ‬ ‫ﺍﻟﺼﺤﺔ ﻭﺍﻟﺸﺮﻛﺎء ﺁﺧﺮﻳﻦ‪.‬‬ ‫ﺗﺤﺮﻳﻚ ﺣﻤﻠﺔ ﺇﻋﻼﻣﻴﺔ ﻟﺤﺸﺪ ﺍﻟﻤﻮﺍﺭﺩ؛ ﺇﺑﻘﺎء ﺍﻟﻤﺎﻧﺤﻴﻦ ﻣﻄﻠﻌﻴﻦ ﻋﻠﻰ ﺍﻟﻤﺨﺎﻭﻑ ﺍﻟﺼﺤﻴﺔ ﻋﺒﺮ ﺍﺟﺘﻤﺎﻋﺎﺕ ﻣﺸﺘﺮﻛﺔ‬ ‫ﺑﻴﻦ ﺍﻟﻮﻛﺎﻻﺕ ﻭﺛﻨﺎﺋﻴﺔ ﺍﻟﺠﺎﻧﺐ؛ ﻭﺍﻟﺒﺤﺚ ﺍﻟﻔﺎﻋﻞ ﻋﻦ ﻓﺮﺹ ﻟﺰﻳﺎﺩﺓ ﺍﻟﺘﻤﻮﻳﻞ ﺍﻟﻤﺤﻠﻲ؛ ﻭﺍﻟﺘﺄﻛﺪ ﻣﻦ ﺍﻟﺘﻨﻔﻴﺬ ﺍﻟﻜﺎﻣﻞ‬ ‫ﻭﺇﻋﺪﺍﺩ ﺍﻟﺘﻘﺎﺭﻳﺮ ﻟﻠﺘﺒﻠﻴﻎ ﻋﻦ ﺍﻷﻣﻮﺍﻝ ﺍﻟﻤﺴﺘﻠﻤﺔ‪.‬‬

‫ﻣﻌﻴﺎﺭ ﺍﻷﺩﺍء ‪ :٢٠‬ﺭﺻﺪ ﺍﺳﺘﺠﺎﺑﺔ ﺍﻟﻘﻄﺎﻉ ﺍﻟﺼﺤﻲ ﻭﺩﺭﺍﺳﺔ ﺍﻟﺜﻐﺮﺍﺕ ﻓﻲ ﺗﻨﻔﻴﺬ ﺇﺟﺮﺍءﺍﺕ ﺍﻟﻮﻗﺎﻳﺔ ﻭﺍﻟﻤﻜﺎﻓﺤﺔ‪،‬‬ ‫ﻭﺗﻘﺪﻳﻢ ﺍﻟﺨﺪﻣﺎﺕ ﻭﻗﻴﺎﺩﺓ ﺍﻟﻤﺠﻤﻮﻋﺔ )ﺛﻢ ﺃﺳﺒﻮﻋﻴﺎً(‪.‬‬ ‫ﺇﻃﺎﺭ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ‬ ‫ﺍﻟﻌﺎﻟﻤﻴﺔ ﻟﻼﺳﺘﺠﺎﺑﺔ‬ ‫ﻟﻠﻄﻮﺍﺭﺉ‬

‫‪٣٨‬‬

‫ﺩﻋﻢ ﺍﻟﻤﻨﻈﻤﺔ‬ ‫ﺍﻟﻤﻘﺮ ﺍﻟﺮﺋﻴﺴﻲ‬ ‫ﺍﻟﺪﻋﻢ ﺍﻻﺣﺘﻴﺎﻃﻲ‪.‬‬ ‫ﺍﻟﻤﻜﺘﺐ ﺍﻹﻗﻠﻴﻤﻲ‬ ‫ﺍﻟﺘﺄﻛﺪ ﻣﻦ ﻭﺻﻮﻝ ﻓﺮﻳﻖ ﺍﻟﻤﻬﻴﻴﻦ ﺍﻟﺨﺒﺮﺍء ﺇﻟﻰ ﺍﻟﺒﻠﺪ ﻟﺘﻌﺰﻳﺰ ﺃﻭ‬ ‫ﺍﺳﺘﺒﺪﺍﻝ ﻓﺮﻳﻖ ﺍﻻﺳﺘﺠﺎﺑﺔ ﻟﻠﻄﻮﺍﺭﺉ ‪.ERT‬‬ ‫ﻓﻲ ﺍﻟﺪﺭﺟﺔ ‪ ،٣‬ﻭﻓﻲ ﺑﻌﺾ ﺣﺎﻻﺕ ﺍﻟﺪﺭﺟﺔ ‪ ،٢‬ﺍﻟﺘﺄﻛﺪ ﻣﻦ ﻭﺻﻮﻝ‬ ‫ﻗﺎﺋﺪ ﻓﺮﻳﻖ ﺍﻟﻄﻮﺍﺭﺉ ﻟﻘﻴﺎﺩﺓ ﻓﺮﻳﻖ ﺍﻻﺳﺘﺠﺎﺑﺔ ﻟﻠﻄﻮﺍﺭﺉ ﺇﻟﻰ ﺍﻟﺒﻠﺪ‪.‬‬ ‫ﺑﺎﻟﻨﺴﺒﺔ ﻟﻠﺪﺭﺟﺔ ‪ ٢‬ﻭ‪ ،٣‬ﺗﻨﻈﻴﻢ ﻟﻘﺎء ﻓﻴﺪﻳﻮﻱ ﻣﻊ ﺍﻟﺸﺮﻛﺎء ﺍﻟﻌﺎﻟﻤﻴﻴﻦ‬ ‫ﻓﻲ ﺍﻟﺼﺤﺔ )ﺑﻤﺎ ﻓﻴﻬﺎ ﺍﻟﻤﺠﻤﻮﻋﺔ ﺍﻟﺼﺤﻴﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ‪.(GHC‬‬ ‫ﺑﺎﻟﻨﺴﺒﺔ ﻟﻠﺪﺭﺟﺔ ‪ ٢‬ﻭ ‪ ،٣‬ﺇﺟﺮﺍء ﻟﻘﺎء ﻓﻴﺪﻳﻮﻱ ﻣﻊ ﺍﻟﺸﺮﻛﺎء ﺍﻟﻌﺎﻟﻤﻴﻴﻦ‬ ‫ﻓﻲ ﺍﻟﺼﺤﺔ )ﺑﻤﺎ ﻓﻴﻬﺎ ﺍﻟﻤﺠﻤﻮﻋﺔ ﺍﻟﺼﺤﻴﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ‪.(GHC‬‬ ‫ﺗﺰﻭﻳﺪ ﻓﺮﻳﻖ ﺍﻻﺳﺘﺠﺎﺑﺔ ﻟﻠﻄﻮﺍﺭﺉ ﺑﻨﺴﺦ ﻣﻦ ﺩﻟﻴﻞ ﺍﻟﻤﺠﻤﻮﻋﺔ‬ ‫ﺍﻟﺼﺤﻴﺔ ﻭﺍﻟﺘﻮﺟﻴﺎﺕ ﺍﻟﻤﺸﺎﺑﻬﺔ ﺍﻷﺧﺮﻯ‪.‬‬ ‫ﺍﻟﺪﻋﻢ ﺍﻻﺣﺘﻴﺎﻃﻲ‬ ‫ﺗﻘﺪﻳﻢ ﺍﻟﺪﻋﻢ ﺍﻟﺘﻘﻨﻲ ﻟﻠﺠﻨﺔ ﺍﻟﺪﺍﺋﻤﺔ ﺍﻟﻤﺸﺘﺮﻛﺔ ﺑﻴﻦ ﺍﻟﻮﻛﺎﻻﺕ ‪IASC‬‬ ‫ﻭﺍﻟﻤﺠﻤﻮﻋﺔ ﺍﻟﺼﺤﻴﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ‪ GHC‬ﻓﻲ ﺍﻟﺴﻴﺎﺳﺎﺕ ﻭﺍﻟﺘﻮﺟﻴﻪ‪.‬‬

‫ﺩﻋﻢ ﻋﻤﻠﻴﺎﺕ ﺍﻟﺘﺤﻠﻴﻞ‪ ،‬ﻭﺗﺤﺪﻳﺪ ﺍﻷﻭﻟﻮﻳﺎﺕ ﻭﺍﻟﻤﺸﻮﺭﺓ ﺍﻟﺘﻘﻨﻴﺔ‪.‬‬

‫ﺍﻟﺪﻋﻢ ﺍﻻﺣﺘﻴﺎﻃﻲ‬

‫ُﺪﺧﻼﺕ ﺗﻘﻨﻴﺔ‪ ،‬ﻭﺍﻟﻜﺘﺎﺑﺔ‪ ،‬ﻭﺍﻟﺘﺤﺮﻳﺮ‪،‬‬ ‫ﺍﻟﺪﻋﻢ ﺑﺈﻃﺎﺭ ﻣﻨﻄﻘﻲ‪ ،‬ﻭﻣ‬ ‫ﻭﺇﻋﺪﺍﺩ ﺍﻟﻤﻴﺰﺍﻧﻴﺔ؛ ﻭﺍﻟﺘﺄﻛﺪ ﻣﻦ ﺍﻟﺘﻮﺍﻓﻖ ﻣﻊ ﻗﻮﺍﻧﻴﻦ ﻭﻟﻮﺍﺋﺢ ﻣﻨﻈﻤﺔ‬ ‫ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ‪.‬‬ ‫ﺍﻟﺘﺄﻛﺪ ﻣﻦ ﺍﻟﺘﻮﺍﻓﻖ ﻣﻊ ﻗﻮﺍﻧﻴﻦ ﻭﻟﻮﺍﺋﺢ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ‬ ‫ﻭﺗﻮﺻﻴﺎﺕ ﺍﻟﻤﺎﻧﺢ‪.‬‬ ‫ﺍﻟﺒﺤﺚ ﺍﻟﻔﺎﻋﻞ ﻋﻦ ﻓﺮﺹ ﻟﺰﻳﺎﺩﺓ ﺍﻟﺘﻤﻮﻳﻞ ﺍﻹﻗﻠﻴﻤﻲ؛ ﻭﺑﺎﻟﻨﺴﺒﺔ‬ ‫ﻟﻠﺪﺭﺟﺔ ‪ ٢‬ﻭ‪ ،٣‬ﺇﺟﺮﺍء ﺍﺟﺘﻤﺎﻉ ﻟﻠﻤﺎﻧﺤﻴﻦ ﺍﻹﻗﻠﻴﻤﻴﻴﻦ ﻟﺸﺮﺡ‬ ‫ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ‪ ،‬ﻭﺧﻄﺔ ﺍﻟﻌﻤﻞ ﻭﻃﻠﺒﺎﺕ ﺍﻹﻏﺎﺛﺔ‪.‬‬

‫ﺩﻋﻢ ﺍﺣﺘﻴﺎﻃﻲ؛ ﺗﻨﻘﻴﺤﺎﺕ ﻧﻬﺎﺋﻴﺔ ﻟﻠﺘﺪﺍءﺍﺕ ﺍﻹﻏﺎﺛﻴﺔ ﻭﻟﻠﻤﻘﺘﺮﺣﺎﺕ‬ ‫ﻟﻠﺘﺄﻛﺪ ﻣﻦ ﺍﻟﻮﻓﺎء ﺑﺸﺮﻭﻁ ﺍﻟﻤﺎﻧﺤﻴﻦ ﺍﻟﻌﺎﻟﻤﻴﻴﻦ‪.‬‬ ‫ﺍﻟﺒﺤﺚ ﺍﻟﻔﺎﻋﻞ ﻋﻦ ﻓﺮﺹ ﻟﺰﻳﺎﺩﺓ ﺍﻟﺘﻤﻮﻳﻞ ﺍﻟﻌﺎﻟﻤﻲ؛ ﻭﺑﺎﻟﻨﺴﺒﺔ‬ ‫ﻟﻠﺪﺭﺟﺘﻴﻦ ‪ ٢‬ﻭ‪ ،٣‬ﺇﻧﺘﺎﺝ ﻭﻧﺸﺮ ﻣﻮﺟﺰ ﻋﻦ ﺍﻟﻤﺎﻧﺤﻴﻦ ﻭﻣﻮﺍﺩ‬ ‫ﺇﻋﻼﻣﻴﺔ؛ ﺃﻣﺎ ﺑﺎﻟﻨﺴﺒﺔ ﻟﻠﺪﺭﺟﺔ ‪ ،٣‬ﻋﻘﺪ ﺍﺟﺘﻤﺎﻉ ﻟﻠﻤﺎﻧﺤﻴﻦ ﺍﻟﻌﺎﻟﻤﻴﻴﻦ‬ ‫ﻟﺘﻘﺪﻳﻢ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ‪ ،‬ﻭﺧﻄﺔ ﺍﻟﻌﻤﻞ ﻭﻧﺪﺍءﺍﺕ ﺍﻹﻏﺎﺛﺔ؛ ﻣﻔﺎﻭﺿﺎﺕ‬ ‫ﺑﺸﺄﻥ ﺍﺗﻔﺎﻗﻴﺎﺕ ﺷﺮﺍﻛﺔ‪.‬‬ ‫ﺍﻟﺪﻋﻢ ﺍﻻﺣﺘﻴﺎﻃﻲ‪.‬‬

‫ﺗﻘﺪﻳﻢ ﺃﺩﻭﺍﺕ ﺍﻟﺘﺮﺻﺪ‪ ،‬ﻭﺍﻟﺪﻋﻢ ﺍﻟﺘﻘﻨﻲ ﻭﺍﻟﺘﺤﻠﻴﻞ ﺣﺴﺐ ﺍﻟﻀﺮﻭﺭﺓ‪.‬‬

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‫ﺇﺟﺮﺍءﺍﺕ ﺍﺳﺘﺠﺎﺑﺔ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﻟﻠﻄﻮﺍﺭﺉ‬

‫ﺍﻟﻘﻴﺎﺩﺓ‬

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‫ﺍﻟﺠﺪﻭﻝ‬

‫ﻣﻌﺎﻳﻴﺮ ﺍﻷﺩﺍء )ﺍﻟﺨﻂ ﺍﻟﺰﻣﻨﻲ ﻭﻓﻖ ﺗﻌﻴﻴﻦ ﺍﻟﺪﺭﺟﺎﺕ(‬ ‫ﺍﻟﻤﻜﺘﺐ ﺍﻟﻘﻄﺮﻱ ﻟﻠﻤﻨﻈﻤﺔ‬ ‫ﺧﻼﻝ ‪ ٦٠‬ﻳﻮﻣﺎً‬ ‫ﺍﻟﺘﺤﻀﻴﺮ ﻟﻮﺻﻮﻝ ﺃﻋﻀﺎء ﻓﺮﻳﻖ ﺍﻟﺘﺪﺧﻞ ﺍﻟﺴﺮﻳﻊ ‪٢‬؛ ﻭﺍﻟﺘﺤﻀﻴﺮ ﻟﺘﻨﻘﻼﺗﻬﻢ ﺩﺍﺧﻞ ﺍﻟﺒﻠﺪ‪ ،‬ﻭﺍﺗﺼﺎﻻﺗﻬﻢ‪ ،‬ﻭﺳﻜﻨﻬﻢ‬ ‫ﻭﻣﻜﺎﺗﺒﻬﻢ‪ ،‬ﺧﻼﻝ ‪ ٢١‬ﻳﻮﻣﺎً‬ ‫ﻣﺮﺍﺟﻌﺔ ﻧﺪﺍءﺍﺕ ﺍﻟﺘﻤﻮﻳﻞ ﺍﻹﻏﺎﺛﻲ‪ ،‬ﺑﺎﻟﺘﻌﺎﻭﻥ ﻣﻊ ﻭﺯﺍﺭﺓ ﺍﻟﺼﺤﺔ ﻭﺷﺮﻛﺎء ﺁﺧﺮﻳﻦ‪ ،‬ﺧﻼﻝ ‪ ٣٠‬ﻳﻮﻣﺎً ﻭﺣﺴﺐ ﺍﻟﻀﺮﻭﺭﺓ‬ ‫ﺑﻌﺪ ﺫﻟﻚ‪.‬‬ ‫ﺍﻟﺘﺤﻀﻴﺮ ﻟﻮﺻﻮﻝ ﺍﻟﻔﺮﻳﻖ ﺍﻷﻃﻮﻝ ﺃﻣﺪﺍً‪ ،‬ﺣﺴﺐ ﺍﻟﻀﺮﻭﺭﺓ‪.‬‬ ‫ﻣﻌﻴﺎﺭ ﺍﻷﺩﺍء ‪ :٢٣‬ﺗﻨﺴﻴﻖ ﺍﻟﺘﻄﻮﻳﺮ ﺍﻹﺟﻤﺎﻟﻲ ﻟﻼﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻻﻧﺘﻘﺎﻟﻴﺔ ﻟﻠﻘﻄﺎﻉ ﺍﻟﺼﺤﻲ ﻣﻦ ﺍﻻﺳﺘﺠﺎﺑﺔ ﺇﻟﻰ ﺍﻟﺘﻌﺎﻓﻲ‪،‬‬ ‫ﺑﺎﻟﺘﻌﺎﻭﻥ ﻣﻊ ﻭﺯﺍﺭﺓ ﺍﻟﺼﺤﺔ ﻭﺷﺮﻛﺎء ﺁﺧﺮﻳﻦ‪.‬‬ ‫ﺑﻌﺪ ﺇﺯﺍﻟﺔ ﺍﻟﺪﺭﺟﺔ‬ ‫ﺗﻘﺪﺑﻢ ﺍﻟﻤﺸﻮﺭﺓ ﻭﺍﻟﻨﺼﺢ ﻟﻠﻔﺮﻳﻖ ﺍﻟﻘﻄﺮﻱ ﻟﻸﻋﻤﺎﻝ ﺍﻹﻧﺴﺎﻧﻴﺔ ﻭﺍﻟﻤﺠﻤﻮﻋﺔ ﺍﻟﺼﺤﻴﺔ ﻓﻴﻤﺎ ﻳﺘﻌﻠﻖ ﺑﺎﻟﺘﺒﺪﻻﺕ ﺍﻟﺘﺎﻟﻴﺔ ﻓﻲ‬ ‫ﻓﺮﻳﻖ ﻭﻧﺸﺎﻃﺎﺕ ﺍﻟﻤﻜﺘﺐ ﺍﻟﻘﻄﺮﻱ ﻟﻤﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ‪.‬‬

‫ﺇﻃﺎﺭ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ‬ ‫ﺍﻟﻌﺎﻟﻤﻴﺔ ﻟﻼﺳﺘﺠﺎﺑﺔ‬ ‫ﻟﻠﻄﻮﺍﺭﺉ‬

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‫ﺩﻋﻢ ﺍﻟﻤﻨﻈﻤﺔ‬ ‫ﺍﻟﻤﻘﺮ ﺍﻟﺮﺋﻴﺴﻲ‬ ‫ﺍﻟﺪﻋﻢ ﺍﻻﺣﺘﻴﺎﻃﻲ‬ ‫ﺍﻟﺪﻋﻢ ﺍﻻﺣﺘﻴﺎﻃﻲ‬ ‫ﺍﻟﻤﻜﺘﺐ ﺍﻹﻗﻠﻴﻤﻲ‬ ‫ﺍﻟﺘﺄﻛﺪ ﻣﻦ ﻭﺻﻮﻝ ﺃﻋﻀﺎء ﻓﺮﻳﻖ ﺍﻟﺘﺪﺧﻞ ﺍﻟﺴﺮﻳﻊ ‪ ٢‬ﺇﻟﻰ ﺍﻟﺒﻠﺪ‬ ‫ﻟﺘﻌﺰﻳﺰ ﺃﻭ ﻟﻠﺤﻠﻮﻝ ﻣﻜﺎﻥ ﺃﻋﻀﺎء ﻓﺮﻳﻖ ﺍﻟﺘﺪﺧﻞ ﺍﻟﺴﺮﻳﻊ ‪.١‬‬ ‫ﺍﻟﺪﻋﻢ‪ ،‬ﺣﺴﺐ ﺍﻟﻀﺮﻭﺭﺓ‪.‬‬ ‫ﺗﻤﻮﻳﻞ ﺍﻟﻔﺮﻳﻖ ﻃﻮﻳﻞ ﺍﻷﻣﺪ‪ ،‬ﺣﺴﺐ ﺍﻟﻀﺮﻭﺭﺓ‬ ‫ﺍﻟﺪﻋﻢ ﺍﻻﺣﺘﻴﺎﻃﻲ‬ ‫ُﺪﺧﻼﺕ ﺗﻘﻨﻴﺔ‪ ،‬ﻭﺍﻟﻜﺘﺎﺑﺔ‪ ،‬ﻭﺍﻟﺘﺤﺮﻳﺮ‬ ‫ﺍﻟﺪﻋﻢ ﺑﺈﻃﺎﺭ ﻣﻨﻄﻘﻲ‪ ،‬ﻭﻣ‬ ‫ﻭﺇﻋﺪﺍﺩ ﺍﻟﻤﻴﺰﺍﻧﻴﺔ‪.‬‬ ‫ﺇﺟﺮﺍء ﻣﻬﻤﺔ ﺍﻟﺘﻘﻴﻴﻢ‪.‬‬

‫ﺩﻋﻢ ﻣﻬﻤﺔ ﺍﻟﺘﻘﻴﻴﻢ‪.‬‬

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‫ﺇﺟﺮﺍءﺍﺕ ﺍﺳﺘﺠﺎﺑﺔ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﻟﻠﻄﻮﺍﺭﺉ‬

‫ﺍﻟﻤﻌﻠﻮﻣﺎﺕ‬

‫ﺍﻟﺠﺪﻭﻝ‬

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‫ﺗﺸﻤﻞ ﻭﻇﺎﺋﻒ ﺍﻟﻤﻜﺘﺐ ﺍﻟﻘﻄﺮﻱ ﻟﻤﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ‪ :‬ﻣﺴﺆﻭﻝ ﺗﻘﻴﻴﻢ‪ ،‬ﻣﺤﻠﻞ ﺑﻴﺎﻧﺎﺕ )ﺧﺒﻴﺮ ﻭﺑﺎﺋﻴﺎﺕ(‪ ،‬ﻣﺴﺆﻭﻝ ﻣﻌﻠﻮﻣﺎﺕ‪،‬‬ ‫ﻛﺎﺗﺐ‪/‬ﻣﺤﺮﺭ‪ .‬ﻣﺴﺆﻭﻝ ﺍﺗﺼﺎﻝ‪ /‬ﺇﻋﻼﻡ‬ ‫ﻣﻌﺎﻳﻴﺮ ﺍﻷﺩﺍء )ﺍﻟﺨﻂ ﺍﻟﺰﻣﻨﻲ ﻭﻓﻖ ﺗﻌﻴﻴﻦ ﺍﻟﺪﺭﺟﺎﺕ(‬ ‫ﺍﻟﻤﻜﺘﺐ ﺍﻟﻘﻄﺮﻱ ﻟﻠﻤﻨﻈﻤﺔ‬ ‫ﺧﻼﻝ ‪ ٢٤‬ﺳﺎﻋﺔ‬ ‫ﺍﻟﺘﺄﻛﺪ ﻣﻦ ﺍﻟﺘﺸﺎﺭﻙ ﺑﺎﻟﻤﻌﻠﻮﻣﺎﺕ ﺍﻟﺨﺎﺻﺔ ﺑﺎﻟﻄﻮﺍﺭﺉ ﻣﻊ ﺍﻟﻤﺠﺘﻤﻊ ﺍﻟﺪﻭﻟﻲ ﻟﻠﻘﻴﺎﻡ ﺑﻌﻤﻞ ﻣﻨﺎﺳﺐ‪.‬‬

‫ﺧﻼﻝ ‪ ٤٨‬ﺳﺎﻋﺔ‬ ‫ﻋﻘﺪ ﺃﻭﻝ ﻣﺆﺗﻤﺮ ﺻﺤﻔﻲ ﻓﻲ ﻣﻮﻗﻊ ﺍﻟﻄﻮﺍﺭﺉ ﻭﺃﻥ ﻳﻜﻮﻥ ﻋﻠﻰ ﺍﻟﻬﻮﺍء ﻣﺒﺎﺷﺮﺓ )ﻋﻤﻞ ﻣﺘﻮﺍﺻﻞ(‬ ‫ﺇﺩﺧﺎﻝ ﺃﻱ ﻣﻌﻠﻮﻣﺎﺕ ﺟﺪﻳﺪﺓ ﻓﻲ ﻧﻈﺎﻡ ﺇﺩﺍﺭﺓ ﺍﻷﺣﺪﺍﺙ ﺍﻟﺘﺎﺑﻊ ﻟﻤﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ )ﻋﻤﻞ ﻣﺘﻮﺍﺻﻞ(‪.‬‬ ‫ﻣﻌﻴﺎﺭ ﺍﻷﺩﺍء ‪ :٥‬ﺇﺗﺎﺣﺔ ﻭﺍﺳﻌﺔ ﻟﺘﺤﻠﻴﻞ ﺍﺑﺘﺪﺍﺋﻲ ﻟﻠﻘﻄﺎﻉ ﺍﻟﺼﺤﻲ ﺑﻨﺎء ﻋﻠﻰ ﺃﺣﺪﺙ ﺗﻘﻴﻴﻢ ﻟﺨﻄﺮ ﺍﻟﺤﺪﺙ‪.‬‬ ‫ﻣﻌﻴﺎﺭ ﺍﻷﺩﺍء ‪ :٦‬ﺗﺠﻤﻴﻊ ﻭﺇﻧﺘﺎﺝ ﺍﻟﺘﻘﺮﻳﺮ ﺍﻷﻭﻝ ﻋﻦ ﺍﻟﺤﺎﻟﺔ )ﺑﺎﺳﺘﻌﻤﺎﻝ ﺻﻴﻐﺔ ﻣﻌﻴﺎﺭﻳﺔ(‪ ،‬ﻭﺗﻘﺪﻳﻢ ﺇﻳﺠﺎﺯ ﺻﺤﻔﻲ‬ ‫ﻭﺍﺗﺼﺎﻻﺕ ﺃﺧﺮﻯ ﻭﻣﻨﺘﺠﺎﺕ ﺇﻋﻼﻣﻴﺔ ﺗﺘﻌﻠﻖ ﺑﺎﻟﻄﻮﺍﺭﺉ‪.‬‬ ‫ﺧﻼﻝ ‪ ٧٢‬ﺳﺎﻋﺔ‬ ‫ﻣﻌﻴﺎﺭ ﺍﻷﺩﺍء ‪ :٩‬ﺗﺤﺪﻳﺚ ﺟﺪﻭﻝ ﺍﻟﻌﻤﻞ ﺍﻟﺮﺑﺎﻋﻲ ‪) ٤W‬ﻗﺎﻋﺪﺓ ﻣﻌﻄﻴﺎﺕ ﺗﺘﻀﻤﻦ ﻣﻦ ﺍﻟﺬﻱ ﻳﻘﻮﻡ ﺑﺎﻟﻌﻤﻞ ﻭﻣﺎ ﻫﻮ ﺍﻟﻌﻤﻞ‬ ‫ﻭﺃﻳﻦ ﻳﺘﻢ ﺍﻟﻘﺒﺎﻡ ﺑﺎﻟﻌﻤﻞ ﻭﻣﺘﻰ ﻳﺘﻢ ﺍﻟﻘﻴﺎﻡ ﺑﺎﻟﻌﻤﻞ(‪.‬‬ ‫ﻣﻌﻴﺎﺭ ﺍﻷﺩﺍء ‪ :١٢‬ﺇﺷﺮﺍﻙ ﺷﺮﻛﺎء ﺍﻟﻘﻄﺎﻉ ﺍﻟﺼﺤﻲ ﻓﻲ ﺍﻟﻤﺸﺎﺭﻛﺔ ﻓﻲ ﺗﻘﻴﻴﻢ ﺻﺤﻲ ﻣﺸﺘﺮﻙ ﻛﺠﺰء ﻣﻦ ﻋﻤﻠﻴﺔ ﻣﺘﻌﺪﺩﺓ‬ ‫ﺍﻟﻘﻄﺎﻋﺎﺕ )ﺍﻧﻈﺮ ﺃﻳﻀﺎً ﻣﻌﻴﺎﺭ ﺍﻷﺩﺍء ‪.(٢١‬‬

‫ﺇﻃﺎﺭ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ‬ ‫ﺍﻟﻌﺎﻟﻤﻴﺔ ﻟﻼﺳﺘﺠﺎﺑﺔ‬ ‫ﻟﻠﻄﻮﺍﺭﺉ‬

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‫ﺩﻋﻢ ﺍﻟﻤﻨﻈﻤﺔ‬ ‫ﺍﻟﻤﻘﺮ ﺍﻟﺮﺋﻴﺴﻲ‬ ‫ﺑﺎﻟﻨﺴﺒﺔ ﻟﻠﺪﺭﺟﺔ ‪ ،٣‬ﻳﺠﺮﻱ ﻗﺴﻢ ﺍﻻﺗﺼﺎﻻﺕ ﻓﻲ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ‬ ‫ﺍﻟﻌﺎﻟﻤﻴﺔ ﺟﻤﻴﻊ ﺍﻟﻌﻼﻗﺎﺕ ﺍﻹﻋﻼﻣﻴﺔ ﻭﺍﻻﺗﺼﺎﻻﺕ ﺍﻟﺨﺎﺭﺟﻴﺔ‬ ‫ﻭﺍﻹﻳﺠﺎﺯﺍﺕ ﺍﻟﺼﺤﻔﻴﺔ‪ ،‬ﻣﺎ ﻟﻢ ﻳﻌﻬﺪ ﺫﻟﻚ ﺑﻄﺮﻳﻘﺔ ﺃﺧﺮﻯ‪.‬‬ ‫ﺍﻟﻤﻜﺘﺐ ﺍﻹﻗﻠﻴﻤﻲ‬ ‫ﺗﺄﺳﻴﺲ ﻭﺇﺩﺍﺭﺓ ﺟﻤﻴﻊ ﺍﻻﺗﺼﺎﻻﺕ ﺑﻴﻦ ﺍﻟﻤﻜﺘﺐ ﺍﻟﻘﻄﺮﻱ ﻟﻠﻤﻨﻈﻤﺔ‪،‬‬ ‫ﻭﺍﻟﻤﻜﺘﺐ ﺍﻹﻗﻠﻴﻤﻲ ﻭﺍﻟﻤﻘﺮ ﺍﻟﺮﺋﻴﺴﻲ؛ ﺗﺄﺳﻴﺲ ﺁﻟﻴﺔ ﻟﻠﺘﺸﺎﺭﻙ‬ ‫ﺑﺎﻟﻤﻌﻠﻮﻣﺎﺕ‪ :‬ﻣﻮﺍﻗﻊ ﻋﻠﻰ ﺍﻹﻧﺘﺮﻧﺖ‪ ،‬ﺑﻮﺍﺑﺔ ﻟﺘﺸﺎﺭﻙ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ‬ ‫)‪ ،( share point‬ﺑﺮﻳﺪ ﺇﻟﻜﺘﺮﻭﻧﻲ ﻭﻗﻮﺍﺋﻢ ﺍﺗﺼﺎﻝ؛ ﺗﺄﻣﻴﻦ‬ ‫ﻣﺤﺎﺿﺮ ﻟﻼﺟﺘﻤﺎﻋﺎﺕ ﻭﻧﻘﺎﻁ ﺍﻟﻌﻤﻞ ﻟﺠﻤﻴﻊ ﺍﻻﺟﺘﻤﺎﻋﺎﺕ ﺍﻟﺪﺍﺧﻠﻴﺔ‬ ‫)ﻋﻤﻞ ﻣﺘﻮﺍﺻﻞ(‪.‬‬ ‫ﺇﺟﺮﺍء ﻋﻤﻠﻴﺎﺕ ﺍﻟﺤﺼﻮﻝ ﻋﻠﻰ ﺍﻟﻤﻮﺍﻓﻘﺎﺕ ﺍﻟﻼﺯﻣﺔ ﻭﻧﺸﺮ ﻟﺠﻤﻴﻊ‬ ‫ﺍﻻﺗﺼﺎﻻﺕ ﺍﻟﺪﺍﺧﻠﻴﺔ ﻭﺍﻟﺨﺎﺭﺟﻴﺔ )ﻋﻤﻞ ﻣﺘﻮﺍﺻﻞ(‬

‫ﺍﻟﺪﻋﻢ ﺍﻻﺣﺘﻴﺎﻃﻲ‪.‬‬ ‫ﺩﻋﻢ ﺍﺣﺘﻴﺎﻃﻲ؛ ﻧﺸﺮ ﺍﻟﻤﻌﻠﻮﺍﺕ ﺇﻟﻰ ﺍﻟﻤﺎﻧﺤﻴﻦ ﺍﻟﻌﺎﻟﻤﻴﻴﻦ‪،‬‬ ‫ﻭﺍﻟﺸﺮﻛﺎء‪ ،‬ﻭﺍﻹﻋﻼﻡ‪ ،‬ﻭﻓﺮﻳﻖ ﺍﻟﻤﻘﺮ ﺍﻟﺮﺋﻴﺴﻲ ﺍﻟﻤﺨﺘﺺ‪ ،‬ﺑﻤﺎ ﻓﻴﻬﺎ‬ ‫ﻣﻜﺘﺐ ﺍﻟﻤﺪﻳﺮ ﺍﻟﻌﺎﻡ‪.‬‬

‫ﺍﻟﺪﻋﻢ‪ ،‬ﺣﺴﺐ ﺍﻟﻀﺮﻭﺭﺓ‬ ‫ﻣﺮﺍﻗﺒﺔ ﺍﻟﺠﻮﺩﺓ ﻭﺍﻟﺘﺤﺮﻳﺮ؛ ﻧﺸﺮ ﻣﻌﻠﻮﻣﺎﺕ ﻟﻠﺸﺮﻛﺎء ﺍﻹﻗﻠﻴﻤﻴﻴﻦ‬ ‫ﻭﻓﺮﻳﻖ ﺍﻟﻤﻜﺘﺐ ﺍﻹﻗﻠﻴﻤﻲ ﺍﻟﻤﺨﺘﺺ‪.‬‬

‫ﺍﻟﺪﻋﻢ ﺍﻻﺣﺘﻴﺎﻃﻲ‪.‬‬ ‫ﻧﺸﺮ ﺍﻟﻨﺘﺎﺋﺞ ﺇﻟﻰ ﺍﻟﻤﺎﻧﺤﻴﻦ ﺍﻟﻌﺎﻟﻤﻴﻴﻦ‪ ،‬ﻭﺍﻟﺸﺮﻛﺎء ﻭﻓﺮﻳﻖ ﺍﻟﻤﻘﺮ‬ ‫ﺍﻟﺮﺋﻴﺴﻲ ﺍﻟﻤﺨﺘﺺ‪ ،‬ﺑﻤﺎ ﻓﻴﻪ ﻣﻜﺘﺐ ﺍﻟﻤﺪﻳﺮ ﺍﻟﻌﺎﻡ ‪.DGO‬‬

‫ﺗﻘﺪﻳﻢ ﺍﻷﺩﻭﺍﺕ ﻭﺍﻟﺪﻋﻢ ﺍﻟﺘﻘﻨﻲ‪.‬‬ ‫ﺍﻟﺪﻋﻢ ﺍﻟﺘﻘﻨﻲ‪ :‬ﻧﺸﺮ ﺍﻟﻨﺘﺎﺋﺞ ﺇﻟﻰ ﺍﻟﺸﺮﻛﺎء ﺍﻹﻗﻠﻴﻤﻴﻴﻦ ﻭﺍﻟﻔﺮﻳﻖ‬ ‫ﺍﻟﻤﺨﺘﺺ ﻓﻲ ﺍﻟﻤﻜﺘﺐ ﺍﻹﻗﻠﻴﻤﻲ‪.‬‬

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‫ﺇﺟﺮﺍءﺍﺕ ﺍﺳﺘﺠﺎﺑﺔ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﻟﻠﻄﻮﺍﺭﺉ‬

‫ﺍﻟﻤﻌﻠﻮﻣﺎﺕ‬

‫ﺍﻟﺠﺪﻭﻝ‬

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‫ﻣﻌﺎﻳﻴﺮ ﺍﻷﺩﺍء )ﺍﻟﺨﻂ ﺍﻟﺰﻣﻨﻲ ﻭﻓﻖ ﺗﻌﻴﻴﻦ ﺍﻟﺪﺭﺟﺎﺕ(‬ ‫ﺍﻟﻤﻜﺘﺐ ﺍﻟﻘﻄﺮﻱ ﻟﻠﻤﻨﻈﻤﺔ‬ ‫ﺧﻼﻝ ‪ ٧‬ﺃﻳﺎﻡ‬ ‫ﻣﻌﻴﺎﺭ ﺍﻷﺩﺍء ‪ :١٨‬ﺗﺠﻤﻴﻊ ﻭﺇﻧﺘﺎﺝ ﺍﻟﺘﻘﺮﻳﺮ ﺍﻟﺜﺎﻧﻲ ﻋﻦ ﺍﻟﺤﺎﻟﺔ‪ ،‬ﻭﺍﻟﻤﻮﺟﺰ ﺍﻟﺼﺤﻔﻲ ﻭﺍﺗﺼﺎﻻﺕ ﺃﺧﺮﻯ ﻭﻣﻨﺘﺠﺎﺕ‬ ‫ﺇﻋﻼﻣﻴﺔ ﺧﺎﺻﺔ ﺑﺎﻟﻄﻮﺍﺭﺉ )ﻭﺑﻌﺪ ﺫﻟﻚ ﻣﺮﺗﻴﻦ ﻓﻲ ﺍﻷﺳﺒﻮﻉ(‪.‬‬ ‫ﻣﻌﻴﺎﺭ ﺍﻷﺩﺍء ‪ :١٩‬ﺍﻟﺘﺮﺻﺪ ﻭﺍﻟﺘﺸﺎﺭﻙ ﺑﺎﻟﻤﻌﻠﻮﻣﺎﺕ ﺫﺍﺕ ﺍﻟﺼﻠﺔ ﻟﺼﺎﻧﻌﻲ ﺍﻟﻘﺮﺍﺭ ﺣﻮﻝ ﺍﻟﻤﺆﺷﺮﺍﺕ ﺍﻟﺼﺤﻴﺔ‪ ،‬ﺑﺎﺳﺘﻌﻤﺎﻝ‬ ‫ﻣﻌﺎﻳﻴﺮ ﻣﻨﺎﺳﺒﺔ ﻟﻠﻘﻴﺎﺱ‪.‬‬ ‫ﺧﻼﻝ ‪ ١٥‬ﻳﻮﻣﺎً‬ ‫ﻣﻌﻴﺎﺭ ﺍﻷﺩﺍء ‪ :٢١‬ﻧﺸﺮ ﻧﺘﺎﺋﺞ ﺍﻟﺘﻘﻴﻴﻢ ﺍﻟﺼﺤﻲ ﺍﻟﻤﺸﺘﺮﻙ ﻋﻠﻰ ﻧﻄﺎﻕ ﻭﺍﺳﻊ )ﺍﻧﻈﺮ ﺃﻳﻀﺎً ﻣﻌﻴﺎﺭ ﺍﻷﺩﺍء ‪(١٢‬‬ ‫ﺧﻼﻝ ‪ ٦٠‬ﻳﻮﻣﺎً‬ ‫ﻣﻌﻴﺎﺭ ﺍﻷﺩﺍء ‪ :٢٢‬ﻗﻴﺎﺩﺓ ﺍﻟﻘﻄﺎﻉ‪ /‬ﺍﻟﻤﺠﻤﻮﻋﺔ ﺍﻟﺼﺤﻴﺔ ﻓﻲ ﺇﺟﺮﺍء ﺗﻘﻴﻴﻢ ﻋﻤﻴﻖ ﻧﻮﻋﻲ ﻟﻠﺼﺤﺔ )ﺑﻌﺪ ‪ ١٥‬ﻳﻮﻣﺎً ﻭﻗﺒﻞ ‪٦٠‬‬ ‫ﻳﻮﻣﺎً(‬

‫ﺇﻃﺎﺭ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ‬ ‫ﺍﻟﻌﺎﻟﻤﻴﺔ ﻟﻼﺳﺘﺠﺎﺑﺔ‬ ‫ﻟﻠﻄﻮﺍﺭﺉ‬

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‫ﺩﻋﻢ ﺍﻟﻤﻨﻈﻤﺔ‬ ‫ﺍﻟﻤﻘﺮ ﺍﻟﺮﺋﻴﺴﻲ‬ ‫ﺍﻟﻤﻜﺘﺐ ﺍﻹﻗﻠﻴﻤﻲ‬

‫ﺩﻋﻢ ﺍﺣﺘﻴﺎﻃﻲ؛ ﻧﺸﺮ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﺇﻟﻰ ﺍﻟﻤﺎﻧﺤﻴﻦ ﺍﻟﻌﺎﻟﻤﻴﻴﻦ‪،‬‬ ‫ﻭﺍﻟﺸﺮﻛﺎء‪ ،‬ﻭﺍﻹﻋﻼﻡ‪ ،‬ﻭﺍﻟﻔﺮﻳﻖ ﺍﻟﻤﺨﺘﺺ ﻓﻲ ﺍﻟﻤﻘﺮ ﺍﻟﺮﺋﻴﺴﻲ‪ ،‬ﺑﻤﺎ‬ ‫ﻓﻴﻪ ﻣﻜﺘﺐ ﺍﻟﻤﺪﻳﺮ ﺍﻟﻌﺎﻡ‪.‬‬

‫ﻣﺮﺍﻗﺒﺔ ﺍﻟﺠﻮﺩﺓ ﻭﺍﻟﺘﺤﺮﻳﺮ؛ ﻧﺸﺮ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﺇﻟﻰ ﺍﻟﺸﺮﻛﺎء‬ ‫ﺍﻹﻗﻠﻴﻤﻴﻴﻦ ﻭﺍﻟﻔﺮﻳﻖ ﺍﻟﻤﺨﺘﺺ ﻓﻲ ﺍﻟﻤﻜﺘﺐ ﺍﻹﻗﻠﻴﻤﻲ‪.‬‬

‫ﺍﻟﻨﺸﺮ ﻋﻠﻰ ﺍﻟﻤﺴﺘﻮﻯ ﺍﻟﻌﺎﻟﻤﻲ‬

‫ﺍﻟﻨﺸﺮ ﻋﻠﻰ ﺍﻟﻤﺴﺘﻮﻯ ﺍﻹﻗﻠﻴﻤﻲ‬

‫ﺩﻋﻢ ﺍﺣﺘﻴﺎﻃﻲ‪.‬‬

‫ﺗﺄﻣﻴﻦ ﺍﻟﻤﻨﻬﺠﻴﺎﺕ‪ ،‬ﻭﺍﻷﺩﻭﺍﺕ ﻭﺍﻟﺪﻋﻢ ﺍﻟﺘﻘﻨﻲ‬

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‫ﺇﺟﺮﺍءﺍﺕ ﺍﺳﺘﺠﺎﺑﺔ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﻟﻠﻄﻮﺍﺭﺉ‬

‫ﺍﻟﺨﺒﺮﺓ ﺍﻟﺘﻘﻨﻴﺔ‬

‫ﺍﻟﺠﺪﻭﻝ‬

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‫ﺗﺸﻤﻞ ﻭﻇﺎﺋﻒ ﺍﻟﻤﻜﺘﺐ ﺍﻟﻘﻄﺮﻱ ﻟﻤﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ‪ :‬ﻣﺴﺆﻭﻝ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻣﺔ ﻟﻠﺘﺨﻄﻴﻂ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ ﻓﻲ ﺣﺎﻻﺕ ﺍﻟﻄﻮﺍﺭﺉ‪،‬‬ ‫ﻣﺴﺆﻭﻝ ﺍﻟﺘﺮﺻﺪ‪ ،‬ﺧﺒﺮﺍء ﺗﻘﻨﻴﻴﻦ ﺁﺧﺮﻳﻦ ﺣﺴﺐ ﺍﻟﻀﺮﻭﺭﺓ )ﻣﻜﺎﻓﺤﺔ ﺍﻟﻌﺪﻭﻯ‪ ،‬ﻣﺨﺘﺒﺮﻱ‪ ،‬ﺳﺮﻳﺮﻱ‪ ،‬ﻣﻜﺎﻓﺤﺔ ﺍﻟﻨﺎﻗﻞ‪ ،‬ﺗﺪﺧﻼﺕ‬ ‫ﺳﻠﻮﻛﻴﺔ‪ /‬ﺍﺟﺘﻤﺎﻋﻴﺔ‪ ،‬ﺍﻟﻤﺎء ﻭﺍﻟﺼﺮﻑ ﺍﻟﺼﺤﻲ‪ ،‬ﺧﺒﺮﺍء ﺃﻣﺮﺍﺽ ﻣﻌﻴﻨﺔ‪ ،‬ﺧﺒﺮﺍء ﺇﻣﺪﺍﺩ ﻣﺘﺨﺼﺼﻴﻦ ﻓﻲ ﺗﻨﻔﻴﺬ ﻣﻜﺎﻓﺤﺔ ﺍﻟﻌﺪﻭﻯ‬ ‫ﻭﺇﺩﺍﺭﺓ ﺍﻟﻤﺨﺎﻃﺮ ﺍﻟﺤﻴﻮﻳﺔ‪ ،‬ﺳﻠﺴﻠﺔ ﺑﺎﺭﺩﺓ‪ ،‬ﺗﻠﻘﻴﺢ‪ ،‬ﺍﻟﺦ(‬ ‫ﻣﻌﺎﻳﻴﺮ ﺍﻷﺩﺍء )ﺍﻟﺨﻂ ﺍﻟﺰﻣﻨﻲ ﻭﻓﻖ ﺗﻌﻴﻴﻦ ﺍﻟﺪﺭﺟﺎﺕ(‬ ‫ﺍﻟﻤﻜﺘﺐ ﺍﻟﻘﻄﺮﻱ ﻟﻠﻤﻨﻈﻤﺔ‬ ‫ﺧﻼﻝ ‪ ٧٢‬ﺳﺎﻋﺔ‬ ‫ﻣﻌﻴﺎﺭ ﺍﻷﺩﺍء ‪ :١١‬ﺍﺳﺘﻌﻤﺎﻝ ﺍﻟﺘﺤﻠﻴﻞ ﺍﻻﺑﺘﺪﺍﺋﻲ ﻟﻠﻘﻄﺎﻉ ﺍﻟﺼﺤﻲ )ﺍﻧﻈﺮ ﻣﻌﻴﺎﺭ ﺍﻷﺩﺍء ‪ (٥‬ﻟﺘﺤﺪﻳﺪ ﺍﻟﻤﺨﺎﻃﺮ ﺍﻟﺼﺤﻴﺔ‬ ‫ﻭﺃﻫﺪﺍﻑ ﻭﺃﻭﻟﻮﻳﺎﺕ ﺍﻟﻘﻄﺎﻉ ﺍﻟﺼﺤﻲ ﺧﻼﻝ ﺍﻷﺷﻬﺮ ﺍﻟﺜﻼﺛﺔ ﺍﻷﻭﻟﻰ‪ ،‬ﺑﻤﺎ ﻓﻴﻬﺎ ﺍﻟﺘﺪﺍﻋﻴﺎﺕ ﺍﻟﺘﻲ ﻗﺪ ﺗﺆﺩﻱ ﻟﺘﺮﺩﻱ ﺃﺣﻮﺍﻝ‬ ‫ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻣﺔ‪.‬‬ ‫ﺧﻼﻝ ‪ ٥‬ﺃﻳﺎﻡ‬ ‫ﻣﻌﻴﺎﺭ ﺍﻷﺩﺍء ‪ :١٣‬ﺗﻄﻮﻳﺮ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻭﺧﻄﺔ ﻋﻤﻞ ﻻﺳﺘﺠﺎﺑﺔ ﻣﺮﻧﺔ ﻗﺼﻴﺮﺓ ﺍﻷﻣﺪ ﻟﻠﻘﻄﺎﻉ ﺍﻟﺼﺤﻲ‪ ،‬ﺑﺎﻟﺘﻨﺴﻴﻖ ﻣﻊ‬ ‫ﻭﺯﺍﺭﺓ ﺍﻟﺼﺤﺔ ﻭﺍﻟﺸﺮﻛﺎء‪ ،‬ﺗﺪﺭﺱ ﺍﻟﺤﺎﺟﺎﺕ ﺍﻟﺼﺤﻴﺔ ﻭﺍﻟﻤﺨﺎﻃﺮ ﻭﺍﻟﻘﺪﺭﺍﺕ‪ ،‬ﻣﻊ ﺗﺪﺧﻼﺕ ﻣﻨﺎﺳﺒﺔ ﻟﻠﻮﻗﺎﻳﺔ ﻭﻟﻠﻤﻜﺎﻓﺤﺔ‪،‬‬ ‫ﻟﻸﺷﻬﺮ ﺍﻟﺜﻼﺛﺔ ﺍﻷﻭﻟﻰ‪.‬‬ ‫ﺧﻼﻝ ‪ ٧‬ﺃﻳﺎﻡ‬ ‫ﻣﻌﻴﺎﺭ ﺍﻷﺩﺍء ‪ :١٥‬ﺗﻘﺪﻳﻢ ﻣﺴﺎﻋﺪﺓ ﺗﻘﻨﻴﺔ ﺩﻭﻟﻴﺔ ﻣﺘﻨﺎﺳﻘﺔ ﻭﻣﺘﺨﺼﺼﺔ ﺣﺴﺐ ﺍﻟﻀﺮﻭﺭﺓ‪ ،‬ﺑﻤﺎ ﻓﻴﻬﺎ ﺇﻣﺪﺍﺩﺍﺕ ﻟﺘﻨﻔﻴﺬ ﺗﺪﺧﻼﺕ‬ ‫ﺍﻟﻮﻗﺎﻳﺔ ﻭﺍﻟﻤﻜﺎﻓﺤﺔ )ﺛﻢ ﺍﻻﺳﺘﻤﺮﺍﺭ ﺑﻌﺪ ﺫﻟﻚ(‪.‬‬ ‫ﻣﻌﻴﺎﺭ ﺍﻷﺩﺍء ‪ :١٦‬ﻣﻮﺍءﻣﺔ ‪ /‬ﺗﻘﻮﻳﺔ ﺍﻟﺘﺮﺻﺪ ﻭﻧﻈﻢ ﺍﻟﺘﻨﺒﻴﻪ ﺍﻟﺒﺎﻛﺮ ﻟﻸﻣﺮﺍﺽ ﻭﺍﻟﺘﺪﺍﻋﻴﺎﺕ ﺍﻟﺼﺤﻴﺔ ﺍﻷﺧﺮﻯ ﻓﻲ ﺍﻟﻤﻨﻄﻘﺔ‬ ‫ﺍﻟﻤﺼﺎﺑﺔ )ﺃﻭ ﺍﻟﺘﺄﻛﺪ ﻣﻦ ﺗﺄﺳﻴﺴﻬﺎ ﺧﻼﻝ ‪ ١٤‬ﻳﻮﻣﺎً(‪ ،‬ﻭﺇﺻﺪﺍﺭ ﺃﻭﻝ ﻣﺠﻠﺔ ﻭﺑﺎﺋﻴﺔ ﺃﺳﺒﻮﻋﻴﺔ‪.‬‬ ‫ﻣﻌﻴﺎﺭ ﺍﻷﺩﺍء ‪ :١٧‬ﺗﻌﺰﻳﺰ ﻭﺗﺮﺻﺪ ﺗﻄﺒﻴﻖ ﺍﻟﺒﺮﻭﺗﻮﻛﻮﻻﺕ ﺍﻟﻮﻃﻨﻴﺔ‪ ،‬ﻭﺍﻟﺪﻭﻟﻴﺔ ﻋﻨﺪﻣﺎ ﻳﻜﻮﻥ ﺫﻟﻚ ﻣﻤﻜﻨﺎً‪ ،‬ﻭﺍﻟﻤﻌﺎﻳﻴﺮ‬ ‫ﺍﻟﺼﺤﻴﺔ‪ ،‬ﻭﺍﻟﻤﻨﻬﺠﻴﺎﺕ‪ ،‬ﻭﺍﻷﺩﻭﺍﺕ ﻭﺃﻓﻀﻞ ﺍﻟﻤﻤﺎﺭﺳﺎﺕ )ﻣﺜﻞ ﺍﻟﻠﻮﺍﺋﺢ ﺍﻟﺼﺤﻴﺔ ﺍﻟﺪﻭﻟﻴﺔ‪ ،‬ﻭﺍﻟﻠﻮﺍﺋﺢ ﺍﻷﺧﺮﻯ ﺍﻟﺘﺎﺑﻌﺔ‬ ‫ﻟﻤﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ‪ ،‬ﻭﺍﻟﻤﺠﻤﻮﻋﺔ ﺍﻟﺼﺤﻴﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ‪ ،GHC‬ﻭﺍﻟﻠﺠﻨﺔ ﺍﻟﺪﺍﺋﻤﺔ ﺑﻴﻦ ﺍﻟﻮﻛﺎﻻﺕ ‪،IASC‬‬ ‫ﻭﺍﻟﻤﺠﻤﻮﻋﺔ ﺍﻟﻤﻌﻨﻴﺔ ﺑﺎﻹﻏﺎﺛﺔ ﺍﻹﻧﺴﺎﻧﻴﺔ ﻭﺍﻟﻤﻌﺎﻳﻴﺮ ﺍﻟﺪﻧﻴﺎ ﻓﻲ ﺍﻻﺳﺘﺠﺎﺑﺔ ﺍﻹﻧﺴﺎﻧﻴﺔ ‪.(SPHERE‬‬ ‫ﺧﻼﻝ ‪ ٦٠‬ﻳﻮﻣﺎً‬ ‫ﻣﻌﻴﺎﺭ ﺍﻷﺩﺍء ‪ :٢٣‬ﺗﻄﻮﻳﺮ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻧﺘﻘﺎﻟﻴﺔ ﻟﻠﻘﻄﺎﻉ ﺍﻟﺼﺤﻲ ﻣﻦ ﺍﻻﺳﺘﺠﺎﺑﺔ ﺇﻟﻰ ﺍﻟﺘﻌﺎﻓﻲ‪ ،‬ﺑﺎﻟﺘﻌﺎﻭﻥ ﻣﻦ ﻭﺯﺍﺭﺓ‬ ‫ﺍﻟﺼﺤﺔ ﻭﺷﺮﻛﺎء‪.‬‬

‫ﺇﻃﺎﺭ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ‬ ‫ﺍﻟﻌﺎﻟﻤﻴﺔ ﻟﻼﺳﺘﺠﺎﺑﺔ‬ ‫ﻟﻠﻄﻮﺍﺭﺉ‬

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‫ﺩﻋﻢ ﺍﻟﻤﻨﻈﻤﺔ‬ ‫ﺍﻟﻤﻘﺮ ﺍﻟﺮﺋﻴﺴﻲ‬ ‫ﺍﻟﻤﻜﺘﺐ ﺍﻹﻗﻠﻴﻤﻲ‬

‫ُﺪﺧﻼﺕ ﺗﻘﻨﻴﺔ ﻣﺘﻨﺎﺳﻘﺔ ﻣﻦ ﺍﻷﻗﺴﺎﻡ ﺍﻟﻤﺨﺘﺼﺔ )ﻭﻓﻲ ﺍﻟﺪﺭﺟﺔ‬ ‫ﺗﻘﺪﻳﻢ ﻣ‬ ‫‪ ٢‬ﺃﻭ ‪ ،٣‬ﺗﻘﺪﻡ ﻋﺒﺮ ﻓﺮﻳﻖ ﺍﻟﺪﻋﻢ ﻓﻲ ﺍﻟﻄﻮﺍﺭﺉ(‪.‬‬

‫ُﺪﺧﻼﺕ ﺗﻘﻨﻴﺔ ﻣﺘﻨﺎﺳﻘﺔ ﻣﻦ ﺍﻷﻗﺴﺎﻡ ﺍﻟﻤﺨﺘﺼﺔ )ﻭﻓﻲ‬ ‫ﺗﻘﺪﻳﻢ ﻣ‬ ‫ﺍﻟﺪﺭﺟﺔ ‪ ٢‬ﺃﻭ ‪ ،٣‬ﺗﻘﺪﻡ ﻋﺒﺮ ﻓﺮﻳﻖ ﺍﻟﺪﻋﻢ ﻓﻲ ﺍﻟﻄﻮﺍﺭﺉ(‪.‬‬

‫ﺗﻘﺪﻳﻢ ﻣ‬ ‫ُﺪﺧﻼﺕ ﺗﻘﻨﻴﺔ ﻣﺘﻨﺎﺳﻘﺔ ﻣﻦ ﺍﻷﻗﺴﺎﻡ ﺍﻟﻤﺨﺘﺼﺔ )ﻭﻓﻲ‬ ‫ﺍﻟﺪﺭﺟﺔ ‪ ٢‬ﺃﻭ ‪ ،٣‬ﺗﻘﺪﻡ ﻋﺒﺮ ﻓﺮﻳﻖ ﺍﻟﺪﻋﻢ ﻓﻲ ﺍﻟﻄﻮﺍﺭﺉ(‪.‬‬

‫ُﺪﺧﻼﺕ ﺗﻘﻨﻴﺔ ﻣﺘﻨﺎﺳﻘﺔ ﻣﻦ ﺍﻷﻗﺴﺎﻡ ﺍﻟﻤﺨﺘﺼﺔ )ﻭﻓﻲ ﺍﻟﺪﺭﺟﺔ‬ ‫ﺗﻘﺪﻳﻢ ﻣ‬ ‫‪ ٢‬ﺃﻭ ‪ ،٣‬ﺗﻘﺪﻡ ﻋﺒﺮ ﻓﺮﻳﻖ ﺍﻟﺪﻋﻢ ﻓﻲ ﺍﻟﻄﻮﺍﺭﺉ(‪.‬‬ ‫ُﺪﺧﻼﺕ ﺗﻘﻨﻴﺔ ﻣﺘﻨﺎﺳﻘﺔ ﻣﻦ ﺍﻷﻗﺴﺎﻡ ﺍﻟﻤﺨﺘﺼﺔ )ﻭﻓﻲ ﺍﻟﺪﺭﺟﺔ‬ ‫ﺗﻘﺪﻳﻢ ﻣ‬ ‫‪ ٢‬ﺃﻭ ‪ ،٣‬ﺗﻘﺪﻡ ﻋﺒﺮ ﻓﺮﻳﻖ ﺍﻟﺪﻋﻢ ﻓﻲ ﺍﻟﻄﻮﺍﺭﺉ(‪.‬‬ ‫ُﺪﺧﻼﺕ ﺗﻘﻨﻴﺔ ﻣﺘﻨﺎﺳﻘﺔ ﻣﻦ ﺍﻷﻗﺴﺎﻡ ﺍﻟﻤﺨﺘﺼﺔ )ﻭﻓﻲ ﺍﻟﺪﺭﺟﺔ‬ ‫ﺗﻘﺪﻳﻢ ﻣ‬ ‫‪ ٢‬ﺃﻭ ‪ ،٣‬ﺗﻘﺪﻡ ﻋﺒﺮ ﻓﺮﻳﻖ ﺍﻟﺪﻋﻢ ﻓﻲ ﺍﻟﻄﻮﺍﺭﺉ(‪.‬‬

‫ُﺪﺧﻼﺕ ﺗﻘﻨﻴﺔ ﻣﺘﻨﺎﺳﻘﺔ ﻣﻦ ﺍﻷﻗﺴﺎﻡ ﺍﻟﻤﺨﺘﺼﺔ )ﻭﻓﻲ‬ ‫ﺗﻘﺪﻳﻢ ﻣ‬ ‫ﺍﻟﺪﺭﺟﺔ ‪ ٢‬ﺃﻭ ‪ ،٣‬ﺗﻘﺪﻡ ﻋﺒﺮ ﻓﺮﻳﻖ ﺍﻟﺪﻋﻢ ﻓﻲ ﺍﻟﻄﻮﺍﺭﺉ(‪.‬‬ ‫ُﺪﺧﻼﺕ ﺗﻘﻨﻴﺔ ﻣﺘﻨﺎﺳﻘﺔ ﻣﻦ ﺍﻷﻗﺴﺎﻡ ﺍﻟﻤﺨﺘﺼﺔ )ﻭﻓﻲ‬ ‫ﺗﻘﺪﻳﻢ ﻣ‬ ‫ﺍﻟﺪﺭﺟﺔ ‪ ٢‬ﺃﻭ ‪ ،٣‬ﺗﻘﺪﻡ ﻋﺒﺮ ﻓﺮﻳﻖ ﺍﻟﺪﻋﻢ ﻓﻲ ﺍﻟﻄﻮﺍﺭﺉ(‪.‬‬ ‫ُﺪﺧﻼﺕ ﺗﻘﻨﻴﺔ ﻣﺘﻨﺎﺳﻘﺔ ﻣﻦ ﺍﻷﻗﺴﺎﻡ ﺍﻟﻤﺨﺘﺼﺔ )ﻭﻓﻲ‬ ‫ﺗﻘﺪﻳﻢ ﻣ‬ ‫ﺍﻟﺪﺭﺟﺔ ‪ ٢‬ﺃﻭ ‪ ،٣‬ﺗﻘﺪﻡ ﻋﺒﺮ ﻓﺮﻳﻖ ﺍﻟﺪﻋﻢ ﻓﻲ ﺍﻟﻄﻮﺍﺭﺉ(‪.‬‬

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‫ﺇﺟﺮﺍءﺍﺕ ﺍﺳﺘﺠﺎﺑﺔ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﻟﻠﻄﻮﺍﺭﺉ‬

‫ﺍﻟﻮﻇﺎﺋﻒ ﺍﻟﺠﻮﻫﺮﻳﺔ‬

‫ﺍﻟﺠﺪﻭﻝ‬

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‫ﺗﺸﻤﻞ ﻭﻇﺎﺋﻒ ﺍﻟﻤﻜﺘﺐ ﺍﻟﻘﻄﺮﻱ ﻟﻤﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ‪ :‬ﻣﻮﻇﻒ ﺇﺩﺍﺭﻱ‪ ،‬ﻣﻮﻇﻒ ﺍﻟﻤﻮﺍﺭﺩ ﺍﻟﺒﺸﺮﻳﺔ ﻓﻲ ﺣﺎﻻﺕ ﺍﻟﻄﻮﺍﺭﺉ‪ ،‬ﻣﻮﻇﻒ‬ ‫ﺇﻣﺪﺍﺩﺍﺕ ﻟﻤﻮﺍﻗﻊ ﺍﻟﻄﻮﺍﺭﺉ‪ ،‬ﻣﻮﻇﻒ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻤﺎﻟﻴﺔ ﻭﺍﻟﻤﻨﺢ ﻟﻤﻮﺍﻗﻊ ﺍﻟﻄﻮﺍﺭﺉ‪ ،‬ﻣﻮﻇﻒ ﺗﻘﻨﻴﺔ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ‪ ،‬ﻣﻮﻇﻒ ﺃﻣﻦ‬ ‫ﻣﻌﺎﻳﻴﺮ ﺍﻷﺩﺍء )ﺍﻟﺨﻂ ﺍﻟﺰﻣﻨﻲ ﻭﻓﻖ ﺗﻌﻴﻴﻦ ﺍﻟﺪﺭﺟﺎﺕ(‬ ‫ﺍﻟﻤﻜﺘﺐ ﺍﻟﻘﻄﺮﻱ ﻟﻠﻤﻨﻈﻤﺔ‬ ‫ﺧﻼﻝ ‪ ٧٢‬ﺳﺎﻋﺔ‬ ‫ﻣﻌﻴﺎﺭ ﺍﻷﺩﺍء ‪ :٧‬ﺗﻘﺪﻳﻢ ﻛﺎﻣﻞ ﺍﻟﺪﻋﻢ ﺍﻹﺩﺍﺭﻱ ﻟﻠﺘﺄﻛﺪ ﻣﻦ ﻭﺻﻮﻝ ﻓﺮﻳﻖ ﻣﻦ ﺍﻟﻤﻬﻨﻴﻴﻦ ﺍﻟﺨﺒﺮﺍء ﺇﻟﻰ ﺍﻟﺒﻠﺪ ﻟﺘﻌﺰﻳﺰ ﺃﻭ‬ ‫ﺍﺳﺘﺒﺪﺍﻝ ﻓﺮﻳﻖ ﻣﻜﺘﺐ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﺍﻟﻤﻌﺪﻝ ﺍﻟﻮﻇﻴﻔﺔ ﻟﻠﻮﻓﺎء ﺑﺎﻟﻮﻇﺎﺋﻒ ﺍﻟﺠﻮﻫﺮﻳﺔ ﺍﻷﺭﺑﻌﺔ ﻟﻠﻤﻨﻈﻤﺔ ﻛﺠﺰء‬ ‫ﻣﻦ ﻓﺮﻳﻖ ﺍﻻﺳﺘﺠﺎﺑﺔ ﻟﻠﻄﻮﺍﺭﺉ ‪.ERT‬‬ ‫ﻣﻌﻴﺎﺭ ﺍﻷﺩﺍء ‪ :٨‬ﺗﺄﺳﻴﺲ ﻭﺇﻳﺘﺎء ﺍﻟﺨﺪﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﻟﻠﻄﻮﺍﺭﺉ‪ ،‬ﻭﺍﻟﻤﺘﻌﻠﻘﺔ ﺑﺎﻟﻤﻮﺍﺭﺩ ﺍﻟﺒﺸﺮﻳﺔ‪ ،‬ﻭﺇﺩﺭﺍﺓ ﺍﻟﻤﻨﺢ‬ ‫ﻭﺍﻹﻣﺪﺍﺩ‪.‬‬

‫ﺗﻔﻮﻳﺾ ﻗﺎﺋﺪ ﺍﻟﻄﻮﺍﺭﺉ ﺍﻟﺼﺤﻴﺔ ‪ HL‬ﺑﺼﻼﺣﻴﺎﺕ ﺍﻟﻤﻮﺍﻓﻘﺔ ﻋﻠﻰ ﺍﻟﻨﻔﻘﺎﺕ ﺣﺘﻰ ‪ ٥٠٠٫٠٠٠‬ﺩﻭﻻﺭ ﺃﻣﺮﻳﻜﻲ ﻟﻠﺘﻜﺎﻟﻴﻒ‬ ‫ﺍﻟﻤﺒﺎﺷﺮﺓ ﺍﻟﻤﺘﻌﻠﻘﺔ ﺑﺎﻻﺳﺘﺠﺎﺑﺔ‪ ،‬ﺣﺘﻰ ﺍﻟﺪﺭﺟﺔ ﺍﻟﻤﻄﻠﻮﺑﺔ‪ ،‬ﻣﺪﻋﻮﻣﺎً ﺑﺘﻔﻮﻳﺾ ﺳﻠﻄﺎﺕ ﺍﻹﺟﺮﺍءﺍﺕ ﺍﻟﻘﻴﺎﺳﻴﺔ ﺍﻟﻤﻌﻴﺎﺭﻳﺔ‬ ‫‪.SPO‬‬

‫ﺇﻃﺎﺭ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ‬ ‫ﺍﻟﻌﺎﻟﻤﻴﺔ ﻟﻼﺳﺘﺠﺎﺑﺔ‬ ‫ﻟﻠﻄﻮﺍﺭﺉ‬

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‫ﺩﻋﻢ ﺍﻟﻤﻨﻈﻤﺔ‬ ‫ﺍﻟﻤﻘﺮ ﺍﻟﺮﺋﻴﺴﻲ‬ ‫ﺍﻟﻤﻜﺘﺐ ﺍﻹﻗﻠﻴﻤﻲ‬

‫ﺩﻋﻢ ﺇﺩﺍﺭﻱ ﺍﺣﺘﻴﺎﻃﻲ ﻟﺘﺠﻨﻴﺪ ﺷﺮﻛﺎء ﻋﺎﻟﻤﻴﻴﻦ ‪ /‬ﻣﺴﺘﺸﺎﺭﻳﻦ ﻣﻦ‬ ‫ﺍﻟﻤﻘﺮ ﺍﻟﺮﺋﻴﺴﻲ ‪.‬‬ ‫ﺍﻟﺪﻋﻢ ﺍﻻﺣﺘﻴﺎﻃﻲ ﻟﻔﺮﻳﻖ ﺍﻟﺘﺪﺧﻞ ﺍﻟﺴﺮﻳﻊ ﺑﺸﺮﻛﺎء ﻋﺎﻟﻤﻴﻴﻦ‪/‬‬ ‫ﻣﺴﺘﺸﺎﺭﻳﻦ‪.‬‬ ‫ﺗﺠﻨﻴﺪ ﺍﻟﺪﻋﻢ ﻣﻦ ﺍﻟﻤﺴﺘﻮﺩﻋﺎﺕ ﺍﻟﻌﺎﻟﻤﻴﺔ‪.‬‬ ‫ﻧﺸﺮ ﺍﻟﺪﻋﻢ ﻣﻦ ﺍﻷﻣﻮﺍﻝ ﺍﻟﻤﺨﺼﺼﺔ ﻟﻠﻄﻮﺍﺭﺉ ﺑﺎﻟﻤﻘﺮ ﺍﻟﺮﺋﻴﺴﻲ ‪.‬‬ ‫ﺩﻋﻢ ﺍﺣﺘﻴﺎﻃﻲ ﺣﻮﻝ ﺇﺟﺮﺍءﺍﺕ ﺍﻟﻌﻤﻞ ﺍﻟﻘﻴﺎﺳﻴﺔ ‪SOPs‬‬ ‫ﺇﺩﺍﺭﺓ ﺍﻟﻤﻨﺢ ﺍﻟﺘﻲ ﺗﻤﺮ ﻋﺒﺮ ﺍﻟﻤﻘﺮ ﺍﻟﺮﺋﻴﺴﻲ ‪ ،‬ﻭﺍﻟﺘﺄﻛﺪ ﻣﻦ ﺇﻋﺪﺍﺩ‬ ‫ﺍﻟﺘﻘﺎﺭﻳﺮ ﻓﻲ ﺍﻟﻮﻗﺖ ﺍﻟﻤﻨﺎﺳﺐ‪.‬‬ ‫ﺍﻟﺪﻋﻢ ﺍﻻﺣﺘﻴﺎﻃﻲ‪.‬‬

‫ﺩﻋﻢ ﺇﺩﺍﺭﻱ ﻟﻠﻌﻘﻮﺩ ‪ /‬ﺍﻟﺴﻔﺮ‪.‬‬ ‫ﺗﺠﻨﻴﺪ ﻓﺮﻳﻖ ﺍﻟﺘﺪﺧﻞ ﺍﻟﺴﺮﻳﻊ‪.‬‬ ‫ﺣﺸﺪ ﺍﻹﻣﺪﺍﺩﺍﺕ ﻣﻦ ﺍﻟﻤﺴﺘﻮﺩﻋﺎﺕ ﺍﻹﻗﻠﻴﻤﻴﺔ‪ ،‬ﺇﺫﺍ ﺍﻋﺘﺒﺮ ﺗﻘﺪﻳﻢ‬ ‫ﺍﻹﻣﺪﺍﺩﺍﺕ ﻣﻦ ﺍﻟﺘﺪﺧﻼﺕ ﺫﺍﺕ ﺍﻷﻭﻟﻮﻳﺔ‪.‬‬ ‫ﺣﺸﺪ ﺍﻷﻣﻮﺍﻝ ﺍﻹﻗﻠﻴﻤﻴﺔ ﺍﻟﻤﺨﺼﺼﺔ ﻟﻠﻄﻮﺍﺭﺉ ﻭ‪ /‬ﺃﻭ ﺍﻟﻨﺼﺢ‬ ‫ﺑﺈﻋﺎﺩﺓ ﺑﺮﻣﺠﺔ ﺍﻷﻣﻮﺍﻝ ﺍﻟﻤﻮﺟﻮﺩﺓ ﻓﻲ ﺍﻟﻤﻜﺘﺐ ﺍﻟﻘﻄﺮﻱ ﻟﻠﻤﻨﻈﻤﺔ‪.‬‬ ‫ﺩﻋﻢ ﺗﻘﻨﻲ ﻟﺘﻨﻔﻴﺬ ﺇﺟﺮﺍءﺍﺕ ﺍﻟﻌﻤﻞ ﺍﻟﻘﻴﺎﺳﻴﺔ ‪SOPs‬‬ ‫ﺇﺩﺍﺭﺓ ﺍﻟﻤﻨﺢ ﺍﻟﺘﻲ ﺗﻤﺮ ﻋﺒﺮ ﺍﻟﻤﻜﺘﺐ ﺍﻹﻗﻠﻴﻤﻲ‪ ،‬ﻭﺍﻟﺘﺄﻛﺪ ﻣﻦ‬ ‫ﺍﻟﺘﻘﺎﺭﻳﺮ ﻓﻲ ﺍﻟﻮﻗﺖ ﺍﻟﻤﻨﺎﺳﺐ‪.‬‬ ‫ﻳﻔﺎﻭﺽ ﺃﻋﻀﺎء ﻓﺮﻳﻖ ﺍﻟﺪﻋﻢ ﻟﻠﻄﻮﺍﺭﺉ ‪ EST‬ﺍﺗﻔﺎﻗﻴﺎﺕ‬ ‫ﺍﻟﻤﺸﺎﺭﻛﺔ؛ ﺗﺨﺼﻴﺺ ﺍﻟﻤﻮﺍﺭﺩ؛ ﻣﻨﺎﻗﺸﺔ ﺗﻔﺎﺻﻴﻞ ﺗﺨﺼﻴﺺ‬ ‫ﺍﻷﻣﻮﺍﻝ ﺑﻤﺎ ﻓﻴﻬﺎ ﻣﺠﺎﻻﺕ ﺍﻟﺘﻮﺳﻊ ﻓﻲ ﺍﻟﻌﻤﻞ ﺩﻭﻥ ﺍﻟﺤﺎﺟﺔ‬ ‫ﻟﻠﺘﻜﺎﻟﻴﻒ‪ ،‬ﺇﻋﺎﺩﺓ ﺗﺨﺼﻴﺺ ﺍﻷﻣﻮﺍﻝ‪ ،‬ﺗﺨﻄﻲ ﺍﻟﻘﻮﺍﻋﺪ؛ ﻣﺘﺎﺑﻌﺔ‬ ‫ﺍﻟﺘﻌﻬﺪﺍﺕ ﻭﺍﻷﻣﻮﺍﻝ ﺍﻟﻤﺴﺘﻠﻤﺔ؛ ﻭﻣﺮﺍﻗﺒﺔ ﺍﻹﺩﺍﺭﺓ ﻭﺍﻟﺘﻘﺎﺭﻳﺮ ﺣﻮﻝ‬ ‫ﺗﺨﺼﻴﺺ ﺍﻟﻤﺎﻧﺤﻴﻦ ﻟﻠﺘﺒﺮﻋﺎﺕ ﺍﻟﻤﺎﻟﻴﺔ؛ ﺇﻧﺘﺎﺝ ﺗﻘﺎﺭﻳﺮ ﻣﺎﻟﻴﺔ‪،‬‬ ‫ﻭﺇﻳﺼﺎﻝ ﺍﻟﺘﻘﺎﺭﻳﺮ ﺇﻟﻰ ﺍﻟﻤﺎﻧﺤﻴﻦ ﻓﻲ ﺍﻟﻮﻗﺖ ﺍﻟﻤﻨﺎﺳﺐ‪.‬‬ ‫ﺍﻟﻤﻮﺍﻓﻘﺔ ﻋﻠﻰ ﺗﺨﺼﻴﺺ ‪ ٥٠٠٫٠٠٠‬ﺩﻭﻻﺭ ﺃﻣﺮﻳﻜﻲ ﻟﻘﺎﺋﺪ‬ ‫ﺍﻟﻄﻮﺍﺭﺉ ﺍﻟﺼﺤﻴﺔ ﻣﻦ ﺣﺴﺎﺏ ﺍﻻﺳﺘﺠﺎﺑﺔ ﺍﻟﺴﺮﻳﻌﺔ ﻟﻠﻤﻜﺘﺐ‬ ‫ﺍﻹﻗﻠﻴﻤﻲ‪.‬‬

‫ﻋﻨﺪ ﺍﻟﻀﺮﻭﺭﺓ ﻛﺪﻋﻢ ﻟﻠﻤﻜﺘﺐ ﺍﻹﻗﻠﻴﻤﻲ‪ ،‬ﺍﻟﻤﻮﺍﻓﻘﺔ ﻋﻠﻰ ﺗﺨﺼﻴﺺ‬ ‫‪ ٥٠٠٫٠٠٠‬ﺩﻭﻻﺭ ﺃﻣﺮﻳﻜﻲ ﻟﻘﺎﺋﺪ ﺍﻟﻄﻮﺍﺭﺉ ﺍﻟﺼﺤﻴﺔ ﻣﻦ ﺣﺴﺎﺏ‬ ‫ﺍﻻﺳﺘﺠﺎﺑﺔ ﺍﻟﺴﺮﻳﻌﺔ ﻟﻠﻤﻜﺘﺐ ﺍﻟﺮﺋﻴﺴﻲ‪.‬‬

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‫ﺍﻟﻤﺨﻄﻂ ﺍﻟﺘﺴﻠﺴﻠﻲ ﻟﺘﻌﻴﻴﻦ ﺍﻟﺪﺭﺟﺎﺕ ﻓﻲ ﺇﻃﺎﺭ ﺍﻻﺳﺘﺠﺎﺑﺔ ﻟﻠﻄﻮﺍﺭﺉ‬

‫ﺍﻟﻤﻠﺤﻖ ‪١‬‬

‫ﺑﺪء ﺑﻄﻲء‬

‫ﺍﻟﺤﺪﺙ‬

‫!‬

‫ﺑﺪء ﻓﺠﺎﺋﻲ‬

‫ﺗﻘﻴﻴﻢ ﺧﻄﺮ ﺍﻟﺤﺪﺙ‬

‫ﻋﻮﺍﻣﻞ ﺗﻘﺪﺡ ﺍﻟﺰﻧﺎﺩ‬ ‫ﻟﺒﺪء ﺍﻟﺘﻘﻴﻴﻢ‬

‫ﻃﺎﺭﺉ ﻳﻐﻠﺐ ﺃﻥ ﻳﻜﻮﻥ‬ ‫ﻣﻦ ﺍﻟﺪﺭﺟﺔ ‪ ٢‬ﺃﻭ ﺍﻟﺪﺭﺟﺔ ‪٣‬‬ ‫ﺣﺪﺙ ﻳﺨﻀﻊ ﻟﻠﺘﻔﺒﻴﻴﻢ ﺃﻭ‬ ‫‪UNGRADE‬‬

‫ﻃﺎﺭﺉ ﻗﺪ ﻳﻜﻮﻥ ﻣﻦ ﺍﻟﺪﺭﺟﺔ ‪١‬‬ ‫ﺣﺪﺙ ﻓﻲ ﺑﻠﺪ ﻭﺍﺣﺪ ﺃﻭ ﺃﻛﺜﺮ‬ ‫‪GRADE ١‬‬

‫ﺃﺛﺮ ﺻﺤﻲ ﻋﺎﻡ ﻳﻤﻜﻦ ﺃﻥ ﻳﺼﺒﺢ‬ ‫ﺧﻄﻴﺮﺍً ﻓﻲ ﺍﻟﻤﺴﺘﻘﺒﻞ‬ ‫ﺣﺪﺙ ﻓﻲ ﺑﻠﺪ ﻭﺍﺣﺪ ﺃﻭ ﺃﻛﺜﺮ‬ ‫‪GRADE ٢‬‬

‫ﺣﺘﻰ ﻣﻊ ﻗﻠﻴﻞ ﻣﻦ ﺍﻟﺘﺪﺍﻋﻴﺎﺕ‬ ‫ﻋﻠﻰ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻣﺔ ﻳﺘﻄﻠﺐ‬ ‫ﺣﺪﺍً ﺃﺩﻧﻰ ﻣﻦ ﺍﺳﺘﺠﺎﺑﺔ ﺍﻟﻤﻜﺘﺐ‬ ‫ﺍﻟﺒﻠﺪﺍﻧﻲ ﻟﻠﻤﻨﻈﻤﺔ ﺃﻭ ﻣﻦ‬ ‫ﺍﻻﺳﺘﺠﺎﺑﺔ ﺍﻟﺪﻭﻟﻴﺔ‪ .‬ﻭﻳﻜﻮﻥ‬ ‫ﺍﻟﺪﻋﻢ ﺍﻟﺘﻨﻈﻴﻤﻲ ﺃﻭ ﺍﻟﺨﺎﺭﺟﻲ‬ ‫ﻓﻲ ﺍﻟﺤﺪﻭﺩ ﺍﻟﺪﻧﻴﺎ‪.‬‬

‫ﻣﻊ ﺗﺪﺍﻋﻴﺎﺕ ﻣﺘﻮﺳﻄﺔ ﺍﻟﺸﺪﺓ‬ ‫ﻋﻠﻰ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻣﺔ ﺗﺘﻄﻠﺐ‬ ‫ﺍﺳﺘﺠﺎﺑﺔ ﺍﻟﻤﻜﺘﺐ ﺍﻟﻘﻄﺮﻱ‬ ‫ﻟﻠﻤﻨﻈﻤﺔ‪ .‬ﺍﻟﺪﻋﻢ ﺍﻟﺘﻨﻈﻴﻤﻲ‬ ‫ﻭﺍﻟﺨﺎﺭﺟﻲ ﻣﻌﺘﺪﻝ‪.‬‬

‫ﺍﻟﻤﺘﺎﺑﻌﺔ ﺃﻭ ﺍﺗﺮﺻﺪ ﻣﻦ‬ ‫ﺍﻟﻤﻨﻈﻤﺔ ﻭﻟﻜﻦ ﻻ ﻳﺘﻄﻠﺐ‬ ‫ﺍﺳﺘﺠﺎﺑﺔ ﻣﻨﻬﺎ‪.‬‬

‫ﺣﺪﺙ ﻓﻲ ﺑﻠﺪ ‪ /‬ﺇﻗﻠﻴﻢ ﻭﺍﺣﺪ ﺃﻭ‬ ‫ﺃﻛﺜﺮ ﻣﻊ ﺗﺪﺍﻋﻴﺎﺕ ﻫﺎﺋﻠﺔ ﻋﻠﻰ‬ ‫‪GRADE ٣‬‬

‫ً‬ ‫ﺗﺪﺧﻼ‬ ‫ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻣﺔ ﺗﺘﻄﻠﺐ‬ ‫ﺩﻭﻟﻴﺎً ﻛﺒﻴﺮﺍً‪ .‬ﺍﻟﺪﻋﻢ ﺍﻟﺘﻨﻈﻴﻤﻲ‬

‫ﺭﺻﺪ ﺑﺎﻧﺘﻈﺎﻡ‬

‫ﻭﺍﻟﺨﺎﺭﺟﻲ ﻛﺒﻴﺮ ﺟﺪﺍً‪.‬‬

‫ﺍﺗﺨﺎﺫ ﺇﺟﺮﺍءﺍﺕ ﺍﻻﺳﺘﻌﺪﺍﺩ‬ ‫ﺫﺍﺕ ﺍﻟﺼﻠﺔ‪ ،‬ﺗﺨﻄﻴﻂ ﻟﻠﻄﻮﺍﺭﺉ‬

‫ﺍﻟﻔﺮﻳﻖ ﺍﻟﻌﺎﻟﻤﻲ ﻹﺩﺍﺭﺓ ﺍﻟﻄﻮﺍﺭﺉ‬ ‫ﻟﻼﺳﺘﺠﺎﺑﺔ ﻳﻘﺮﺭ ﺍﻟﺪﺭﺟﺔ ‪ ٢‬ﺃﻭ ‪٣‬‬

‫ﺍﻟﻤﻜﺘﺐ ﺍﻟﻘﻄﺮﻱ ‪ /‬ﺍﻟﻤﻜﺘﺐ ﺍﻹﻗﻠﻴﻤﻲ‬ ‫ﻳﻘﺮﺭ ﺍﻟﺪﺭﺟﺔ ‪١‬‬

‫ﺍﻻﺳﺘﺠﺎﺑﺔ ﺣﺴﺐ ﺇﻃﺎﺭ ﺍﻻﺳﺘﺠﺎﺑﺔ ﻟﻠﻄﻮﺍﺭﺉ‪ :‬ﻣﻌﺎﻳﻴﺮ ﺍﻷﺩﺍء‪ ،‬ﺇﺟﺮﺍءﺍﺕ ﺍﻻﺳﺘﺠﺎﺑﺔ‬ ‫ﻟﻠﻄﻮﺍﺭﺉ‪ ،‬ﺗﻔﻌﻴﻞ ﺳﻴﺎﺳﺎﺕ ﺍﻟﻄﻮﺍﺭﺉ‪.‬‬ ‫ﺍﻟﺤﺪﺙ ﺇﻣﺎ ﻣﻐﻠﻖ ﺃﻭ‬ ‫ﻳﺪﺭﺱ ﻟﺘﺤﺪﻳﺪ ﺍﻟﺪﺭﺟﺔ‬

‫ﻣﺮﺍﺟﻌﺔ ﺍﻟﺪﺭﺟﺔ ﺑﻮﺍﺳﻄﺔ ﺍﻟﻔﺮﻳﻖ ﺍﻟﻌﺎﻟﻤﻲ ﻹﺩﺍﺭﺓ ﺍﻟﻄﻮﺍﺭﺉ ﻟﻼﺳﺘﺠﺎﺑﺔ‬ ‫‪.‬ﻟﺘﻐﻴﻴﺮ ﺍﻟﺪﺭﺟﺔ ﺃﻭ ﺇﺯﺍﻟﺘﻬﺎ‬ ‫ﺇﻃﺎﺭ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ‬ ‫ﺍﻟﻌﺎﻟﻤﻴﺔ ﻟﻼﺳﺘﺠﺎﺑﺔ‬ ‫ﻟﻠﻄﻮﺍﺭﺉ‬

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‫ﺍﻟﻤﺨﻄﻂ ﺍﻟﺰﻣﻨﻲ ﻟﻼﺳﺘﺠﺎﺑﺔ ﻋﻠﻰ ﻣﺴﺘﻮﻯ ﺍﻟﺒﻠﺪ‬

‫ﺍﻟﻤﻠﺤﻖ ‪٢‬‬

‫ﻣﻌﺎﻳﻴﺮ ﺃﺩﺍء ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ‬ ‫ﻣﻌﻴﺎﺭ ﺍﻷﺩﺍء ‪ :١‬ﺗﺤﺪﻳﺪ ﺿﺎﺑﻂ ﺍﺗﺼﺎﻝ ﻟﻠﻄﻮﺍﺭﺉ ﻓﻲ ﺍﻟﻤﻨﻈﻤﺔ ﻭﺍﻟﺘﺸﺎﺭﻙ ﺑﺘﻔﺎﺻﻴﻞ ﺍﻻﺗﺼﺎﻝ‪.‬‬ ‫ﻣﻌﻴﺎﺭ ﺍﻷﺩﺍء ‪ :٢‬ﺇﻋﺎﺩﺓ ﺗﻮﺟﻴﻪ ﺍﻟﻤﻬﺎﻡ ﻓﻲ ﺍﻟﻤﻜﺘﺐ ﺍﻟﻘﻄﺮﻱ ﻟﻠﻤﻨﻈﻤﺔ ﻭ‪ /‬ﺃﻭ ﺍﻟﻤﻜﺎﺗﺐ ﺍﻟﻤﺨﺘﺼﺔ‪.‬‬ ‫ﻣﻌﻴﺎﺭ ﺍﻷﺩﺍء ‪ :٣‬ﺍﻟﺘﺄﻛﺪ ﻣﻦ ﺍﻟﺤﻀﻮﺭ ﺍﻟﻤﺴﺘﻤﺮ ﻓﻲ ﻣﻮﻗﻊ ﺍﻟﺤﺪﺙ ﻭﺍﻟﻘﻴﺎﻡ ﺑﺎﻻﺗﺼﺎﻻﺕ ﺍﻷﻭﻟﻴﺔ ﻣﻊ ﺍﻟﺴﻠﻄﺎﺕ‬ ‫ﺍﻟﻤﺤﻠﻴﺔ ﻭﺍﻟﺸﺮﻛﺎء‪.‬‬ ‫ﻣﻌﻴﺎﺭ ﺍﻷﺩﺍء ‪ :٤‬ﺍﻟﺘﻔﺎﻭﺽ ﻣﻦ ﺃﺟﻞ ﺍﻟﻮﺻﻮﻝ ﻭﺍﻟﺤﺼﻮﻝ ﻋﻠﻰ ﺍﻟﻤﻮﺍﻓﻘﺎﺕ ﻣﻊ ﺍﻟﺤﻜﻮﻣﺔ‪ ،‬ﻋﻨﺪﻣﺎ ﻳﻜﻮﻥ ﺫﻟﻚ‬ ‫ﻣﻤﻜﻨﺎً‪ ،‬ﻟﺼﺎﻟﺢ ﺷﺮﻛﺎء ﺍﻟﻘﻄﺎﻉ ﺍﻟﺼﺤﻲ‪.‬‬ ‫ﻣﻌﻴﺎﺭ ﺍﻷﺩﺍء ‪ :٥‬ﺍﻹﺗﺎﺣﺔ ﻋﻠﻰ ﻧﻄﺎﻕ ﻭﺍﺳﻊ ﻟﻠﺘﺤﻠﻴﻞ ﺍﻷﻭﻟﻲ ﻟﻠﻘﻄﺎﻉ ﺍﻟﺼﺤﻲ ﺑﻨﺎء ﻋﻠﻰ ﺃﺣﺪﺙ ﺗﻘﻴﻴﻢ ﻟﺨﻄﺮ‬ ‫ﺍﻟﺤﺪﺙ ‪.‬‬ ‫ﻣﻌﻴﺎﺭ ﺍﻷﺩﺍء ‪ :٦‬ﺻﻴﺎﻏﺔ ﻭﺇﻧﺘﺎﺝ ﺃﻭﻝ ﺗﻘﺮﻳﺮ ﻟﻠﺤﺎﻟﺔ‪ ،‬ﻭﻣﻮﺟﺰ ﺻﺤﻔﻲ‪ ،‬ﻭﺍﺗﺼﺎﻻﺕ ﺃﺧﺮﻯ ﻭﻣﻨﺘﺠﺎﺕ ﺇﻋﻼﻣﻴﺔ‪.‬‬ ‫ﻣﻌﻴﺎﺭ ﺍﻷﺩﺍء ‪ :٧‬ﺍﻟﺘﺄﻛﺪ ﻣﻦ ﻭﺻﻮﻝ ﻓﺮﻳﻖ ﻣﻦ ﺍﻟﻤﻬﻨﻴﻴﻦ ﺍﻟﺨﺒﺮﺍء ﺇﻟﻰ ﺍﻟﺒﻠﺪ ﻟﺘﻌﺰﻳﺰ ﺃﻭ ﺍﻟﺤﻠﻮﻝ ﻣﺤﻞ ﺍﻟﻔﺮﻳﻖ‬ ‫ﺍﻟﻘﻄﺮﻱ ﻟﻤﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﺍﻟﺬﻱ ﺗﻤﺖ ﺇﻋﺎﺩﺓ ﺗﻮﺟﻴﻪ ﻣﻬﺎﻣﻪ‪.‬‬ ‫ﻣﻌﻴﺎﺭ ﺍﻷﺩﺍء ‪ :٨‬ﺗﺄﺳﻴﺲ ﻭ ﺇﻳﺘﺎء ﺧﺪﻣﺎﺕ ﺇﺩﺍﺭﻳﺔ ﻟﻠﻄﻮﺍﺭﺉ ﻭﺍﻟﻤﻮﺍﺭﺩ ﺍﻟﺒﺸﺮﻳﺔ‪ ،‬ﻭﺍﻟﻤﺎﻟﻴﺔ ﻭﺇﺩﺍﺭﺓ ﺍﻟﻤﻨﺢ‬ ‫ﻭﺧﺪﻣﺎﺕ ﺍﻹﻣﺪﺍﺩ‪.‬‬ ‫ﻣﻌﻴﺎﺭ ﺍﻷﺩﺍء ‪ :٩‬ﺗﺄﺳﻴﺲ ﻗﻴﺎﺩﺓ ﻭﺗﻨﺴﻴﻖ ﺧﺎﺻﻴﻦ ﺑﺎﻟﻘﻄﺎﻉ‪ /‬ﺍﻟﻤﺠﻤﻮﻋﺔ ﺍﻟﺼﺤﻴﺔ ؛ ﺇﺟﺮﺍء ﺍﺟﺘﻤﺎﻉ ﺧﺎﺹ‬ ‫ﺑﺎﻟﻘﻄﺎﻉ‪ /‬ﺍﻟﻤﺠﻤﻮﻋﺔ ﺍﻟﺼﺤﻴﺔ ؛ ﺗﺤﺪﻳﺚ ﺍﻟﺠﺪﻭﻝ ﺍﻟﺮﺑﺎﻏﻲ ﻟﻠﻌﻤﻞ ‪.٤W‬‬ ‫ﻣﻌﻴﺎﺭ ﺍﻷﺩﺍء ‪ :١٠‬ﺗﻤﺜﻴﻞ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﻭﺍﻟﻘﻄﺎﻉ‪ /‬ﺍﻟﻤﺠﻤﻮﻋﺔ ﺍﻟﺼﺤﻴﺔ ﻓﻲ ﺍﻻﺟﺘﻤﺎﻋﺎﺕ ﺍﻟﻘﻄﺮﻳﺔ‬ ‫ﻟﻸﻣﻢ ﺍﻟﻤﺘﺤﺪﺓ ‪ ،UNCT‬ﻭﺍﻟﻔﺮﻳﻖ ﺍﻟﻘﻄﺮﻱ ﻟﻸﻋﻤﺎﻝ ﺍﻹﻧﺴﺎﻧﻴﺔ ‪ ،HCT‬ﻭﺍﻟﺘﻨﺴﻴﻖ ﺑﻴﻦ ﺍﻟﻘﻄﺎﻋﺎﺕ‪/‬‬ ‫ﺍﻟﻤﺠﻤﻮﻋﺎﺕ ﻭﺍﻷﻣﻮﺭ ﺍﻷﺧﺮﻯ ﺍﻟﺨﺎﺻﺔ ﺑﺎﻟﻘﻄﺎﻋﺎﺕ‪ /‬ﺍﻟﻤﺠﻤﻮﻋﺎﺕ‪.‬‬ ‫ﻣﻌﻴﺎﺭ ﺍﻷﺩﺍء ‪ :١١‬ﺍﺳﺘﻌﻤﺎﻝ ﺍﻟﺘﺤﻠﻴﻞ ﺍﻻﺑﺘﺪﺍﺋﻲ ﻟﻠﻘﻄﺎﻉ ﺍﻟﺼﺤﻲ ﻟﺘﺤﺪﻳﺪ ﺍﻟﻤﺨﺎﻃﺮ ﺍﻟﺼﺤﻴﺔ ﺍﻟﺮﺋﻴﺴﻴﺔ ﻭﺃﻫﺪﺍﻑ‬ ‫ﺍﻟﻘﻄﺎﻉ ﺍﻟﺼﺤﻲ ﻭﺃﻟﻮﻳﺎﺗﻪ‪.‬‬ ‫ﻣﻌﻴﺎﺭ ﺍﻷﺩﺍء ‪ :١٢‬ﺇﺷﺮﺍﻙ ﺷﺮﻛﺎء ﺍﻟﻘﻄﺎﻉ ﺍﻟﺼﺤﻲ ﻓﻲ ﺗﻘﻴﻴﻢ ﺻﺤﻲ ﻣﺸﺘﺮﻙ ﻛﺠﺰء ﻣﻦ ﺍﻟﻌﻤﻠﻴﺔ ﺍﻟﻤﺘﻌﺪﺩﺓ‬ ‫ﺍﻟﻘﻄﺎﻋﺎﺕ ‪.‬‬ ‫ﻣﻌﻴﺎﺭ ﺍﻷﺩﺍء ‪ :١٣‬ﺗﻄﻮﻳﺮ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻭﺧﻄﺔ ﻣﺮﻧﺔ ﻗﺼﻴﺮﺓ ﺍﻷﻣﺪ ﻻﺳﺘﺠﺎﺑﺔ ﺍﻟﻘﻄﺎﻉ ﺍﻟﺼﺤﻲ‪.‬‬ ‫ﻣﻌﻴﺎﺭ ﺍﻷﺩﺍء ‪ :١٤‬ﺇﻋﺪﺍﺩ ﻃﻠﺐ ﺗﻤﻮﻳﻞ ﺇﻏﺎﺛﻲ‪.‬‬ ‫ﻣﻌﻴﺎﺭ ﺍﻷﺩﺍء ‪ :١٥‬ﺗﻘﺪﻳﻢ ﻣﺴﺎﻋﺪﺓ ﺗﻘﻨﻴﺔ‪.‬‬ ‫ﺣﺎﺳﻴﺔ ‪ :١٦‬ﺗﺒﻨﻲ‪ /‬ﺗﻌﺰﻳﺰ ﻧﻈﺎﻡ ﺗﺮﺻﺪ ﻭﺗﺒﻠﻴﻎ ﺑﺎﻛﺮ ﻭﺇﻧﺘﺎﺝ ﺍﻟﻌﺪﺩ ﺍﻷﻭﻝ ﻣﻦ ﻣﺠﻠﺔ ﻭﺑﺎﺋﻴﺔ ﺃﺳﺒﻮﻋﻴﺔ‪.‬‬ ‫ﻣﻌﻴﺎﺭ ﺍﻷﺩﺍء ‪ :١٧‬ﺗﺸﺠﻴﻊ ﻭﺗﺮﺻﺪ ﺗﻄﺒﻴﻖ ﺍﻟﺒﺮﻭﺗﻮﻛﻮﻻﺕ‪ ،‬ﻭﺍﻟﻤﻌﺎﻳﻴﺮ ﺍﻟﺼﺤﻴﺔ‪ ،‬ﻭﺍﻟﻤﻨﻬﺠﻴﺎﺕ‪ ،‬ﻭﺍﻷﺩﻭﺍﺕ‬ ‫ﻭﺍﻟﻤﻤﺎﺭﺳﺎﺕ ‪.‬‬ ‫ﻣﻌﻴﺎﺭ ﺍﻷﺩﺍء ‪ :١٨‬ﺗﺼﻨﻴﻒ ﻭﺇﻧﺘﺎﺝ ﺍﻟﺘﻘﺮﻳﺮ ﺍﻟﺜﺎﻧﻲ ﻟﻠﺤﺎﻟﺔ‪ ،‬ﻭﻣﻮﺟﺰ ﺻﺤﻔﻲ‪ ،‬ﻭﺍﺗﺼﺎﻻﺕ ﺃﺧﺮﻯ‪ ،‬ﻭﻣﻨﺘﺠﺎﺕ‬ ‫ﺇﻋﻼﻣﻴﺔ ‪.‬‬ ‫ﻣﻌﻴﺎﺭ ﺍﻷﺩﺍء ‪ :١٩‬ﺍﻟﺘﺮﺻﺪ ﻭﺍﻟﺘﺸﺎﺭﻙ ﺑﺎﻟﻤﻌﻠﻮﻣﺎﺕ ﺍﻟﺨﺎﺻﺔ ﺑﻮﺿﻊ ﺍﻟﻘﺮﺍﺭ ﺣﻮﻝ ﺍﻟﻤﺆﺷﺮﺍﺕ ﺍﻟﺼﺤﻴﺔ‪،‬‬ ‫ﻭﺍﻻﺳﺘﻌﻤﺎﻝ ﺍﻟﻤﻨﺎﺳﺐ ﺃﻭ ﺍﻟﻘﻴﺎﺳﺎﺕ ﺍﻟﻤﻨﺎﺳﺒﺔ‪.‬‬ ‫ﻣﻌﻴﺎﺭ ﺍﻷﺩﺍء ‪ :٢٠‬ﺗﺮﺻﺪ ﺍﺳﺘﺠﺎﺑﺔ ﺍﻟﻘﻄﺎﻉ ﺍﻟﺼﺤﻲ ﻭﺩﺭﺍﺳﺔ ﺍﻟﺜﻐﺮﺍﺕ‪.‬‬ ‫ﻣﻌﻴﺎﺭ ﺍﻷﺩﺍء ‪ :٢١‬ﺍﻹﺗﺎﺣﺔ ﺍﻟﻜﺎﻣﻠﺔ ﻟﻨﺘﺎﺋﺞ ﺍﻟﺘﻘﻴﻴﻢ ﺍﻟﺼﺤﻲ ﺍﻟﻤﺸﺘﺮﻙ‪.‬‬ ‫ﺍﻟﻴﻮﻡ ‪١٥‬‬ ‫ﺍﻟﻴﻮﻡ ‪٢٠‬‬ ‫ﺍﻟﻴﻮﻡ ‪٣٠‬‬ ‫ﻣﻌﻴﺎﺭ ﺍﻷﺩﺍء ‪ :٢٢‬ﻗﻴﺎﺩﺓ ﺍﻟﻘﻄﺎﻉ‪ /‬ﺍﻟﻤﺠﻤﻮﻋﺔ ﺍﻟﺼﺤﻴﺔ ﻓﻲ ﺇﺟﺮﺍء ﺗﻘﻴﻴﻢ ﻧﻮﻋﻲ ﺻﺤﻲ ﻋﻤﻴﻖ‪.‬‬ ‫ﻣﻌﻴﺎﺭ ﺍﻷﺩﺍء ‪ :٢٣‬ﺗﻄﻮﻳﺮ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻧﺘﻘﺎﻟﻴﺔ ﻟﻠﻘﻄﺎﻉ ﺍﻟﺼﺤﻲ ﻣﻦ ﺗﻌﺎﻓﻲ ﺍﻻﺳﺘﺠﺎﺑﺔ‪.‬‬ ‫‪٥٢‬‬

‫ﺍﻟﻴﻮﻡ ‪١‬‬ ‫ﺍﻟﻴﻮﻡ ‪٢‬‬

‫ﺍﻟﻴﻮﻡ ‪٣‬‬

‫ﺍﻟﻴﻮﻡ ‪٥‬‬ ‫ﺍﻟﻴﻮﻡ ‪٧‬‬

‫ﺍﻟﻴﻮﻡ ‪٦٠‬‬ ‫ﺍﻟﻴﻮﻡ ‪٩٠‬‬

‫ﺇﻃﺎﺭ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ‬ ‫ﺍﻟﻌﺎﻟﻤﻴﺔ ﻟﻼﺳﺘﺠﺎﺑﺔ‬ ‫ﻟﻠﻄﻮﺍﺭﺉ‬

‫ﻋﻤﻠﻴﺎﺕ ﺍﻟﻠﺠﻨﺔ ﺍﻟﺪﺍﺋﻤﺔ ﺑﻴﻦ ﺍﻟﻮﻛﺎﻻﺕ‬

‫ﻟﻠﻘﻄﺎﻉ‬ ‫‪analysis‬ﺍﻷﻭﻟﻲ‬ ‫ﺍﻟﺘﺤﻠﻴﻞ‬ ‫‪Initial‬‬ ‫‪sector‬‬ ‫ﺍﻻﺑﺘﺪﺍﺋﻲ‬ ‫‪scenario‬ﺍﻟﺴﻴﻨﺎﺭﻳﻮ‬ ‫ﻭﺗﺤﺪﻳﺪ‬ ‫‪and‬‬ ‫‪preliminary‬‬ ‫‪PSD‬‬ ‫‪deﬁnition‬‬ ‫)‪(PSD‬‬

‫‪ on‬ﺣﻮﻝ ﺗﻔﻌﻴﻞ‬ ‫ﺍﻟﻘﺮﺍﺭ‬ ‫ﺍﺗﺨﺎﺫ‬ ‫‪Decision‬‬ ‫‪cluster‬‬ ‫ﺍﻟﻤﺠﻤﻮﻋﺔ‬ ‫‪activation‬‬

‫ﺗﺨﺼﻴﺺ ﺃﻭﻟﻲ ﻟﻠﺼﻨﺪﻭﻕ‬ ‫‪Initial‬‬ ‫‪CERF‬‬ ‫‪allocation‬‬ ‫ﺍﺳﺘﺠﺎﺑﺔ‬ ‫ﺍﻟﻤﺮﻛﺰﻱ‬ ‫ﻟﻠﻄﻮﺍﺭﺉ‬

‫‪Initial‬‬ ‫ﺧﻄﺔ‪strategic‬‬ ‫‪plan‬‬ ‫ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺃﻭﻟﻴﺔ‬

‫‪Inter-agency‬‬ ‫‪rapid‬‬ ‫ﺳﺮﻳﻊ ﺑﻴﻦ ﺍﻟﻮﻛﺎﻻﺕ‬ ‫ﺗﻘﻴﻴﻢ‬ ‫‪assessment‬‬ ‫ﺗﻄﻮﻳﺮ ﻭﺇﻃﻼﻕ ﺍﻹﻏﺎﺛﺔ‬ ‫ﺍﻟﺴﺮﻳﻌﺔ ﻭﻋﺮﻭﺽ‬ ‫ﺍﻟﺼﻨﺪﻭﻕ ﺍﻟﻤﺮﻛﺰﻱ‬ ‫‪Flash‬‬ ‫‪Appeal‬‬ ‫‪and‬‬ ‫ﻟﻠﻄﻮﺍﺭﺉ‬ ‫ﺍﺳﺘﺠﺎﺑﺔ‬ ‫‪CERF proposal‬‬ ‫‪development‬‬

‫‪Assessment‬‬ ‫‪report‬‬ ‫ﺗﻘﺮﻳﺮ ﺍﻟﺘﻘﻴﻴﻢ‬ ‫ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻣﻌﺪﻟﺔ‬ ‫ﺧﻄﺔ‬ ‫‪Revised‬‬ ‫‪Strategic‬‬ ‫‪plan‬‬ ‫ﺇﻏﺎﺛﺔ ﺳﺮﻳﻌﺔ ﺛﺎﻧﻴﺔ ﻭﻣﻨﻘﺤﺔ‬ ‫ﺍﻟﻤﺮﻛﺰﻱ‬ ‫ﻟﻠﺼﻨﺪﻭﻕ‬ ‫‪Flash‬‬ ‫‪appeal‬‬ ‫‪launch‬‬ ‫ﺍﺳﺘﺠﺎﺑﺔ ﻟﻠﻄﻮﺍﺭﺉ‬ ‫‪In-depth‬‬ ‫‪sectoral‬‬ ‫ﻗﻄﺎﻋﻲ ﻋﻤﻴﻖ‬ ‫ﺗﻘﻴﻴﻢ‬ ‫‪assessment‬‬

‫‪Health‬‬ ‫‪transition‬‬ ‫‪ sector‬ﻟﻠﻘﻄﺎﻉ‬ ‫ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻧﺘﻘﺎﻟﻴﺔ‬ ‫‪strategy‬‬ ‫ﺍﻟﺼﺤﻲ‬

‫‪٥٣‬‬

‫ﺍﻟﺘﺰﺍﻣﺎﺕ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﺿﻤﻦ ﺍﻟﻤﺴﺘﻮﻯ ‪ ٣‬ﻟﻠﺠﻨﺔ ﺍﻟﺪﺍﺋﻤﺔ ﺍﻟﻤﺸﺘﺮﻛﺔ ﺑﻴﻦ‬ ‫ﺍﻟﻮﻛﺎﻻﺕ ‪IASC‬‬

‫ﺍﻟﻤﻠﺤﻖ ‪٣‬‬

‫ﻳﺼﺪﺭ ﺗﻌﻴﻴﻦ ﺍﻟﻤﺴﺘﻮﻯ ‪ ٣‬ﻟﻠﻄﻮﺍﺭﺉ ﺍﻟﺨﺎﺹ ﺑﺎﻟﻠﺠﻨﺔ ﺍﻟﺪﺍﺋﻤﺔ ﺍﻟﻤﺸﺘﺮﻛﺔ ﺑﻴﻦ ﺍﻟﻮﻛﺎﻻﺕ‪ ،‬ﺑﺎﻟﺘﺸﺎﻭﺭ ﻣﻊ ﺍﻟﻤﺴﺆﻭﻟﻴﻦ‬ ‫ﺍﻟﺮﺋﻴﺴﻴﻴﻦ ﻓﻲ ﺍﻟﻠﺠﻨﺔ ﺍﻟﺪﺍﺋﻤﺔ ﺍﻟﻤﺸﺘﺮﻛﺔ ﺑﻴﻦ ﺍﻟﻮﻛﺎﻻﺕ‪ ،‬ﻣﻦ ﻣﻨﺴﻖ ﺇﻏﺎﺛﺔ ﺍﻟﻄﻮﺍﺭﺉ ‪ ،ERC‬ﺍﺳﺘﻨﺎﺩﺍً ﺇﻟﻰ ﺗﺤﻠﻴﻞ ﺧﻤﺴﺔ‬ ‫ﻣﻌﺎﻳﻴﺮ‪ :‬ﺍﻟﻤﺪﻯ‪ ،‬ﺍﻟﺘﻌﻘﺪ‪ ،‬ﺍﻹﻟﺤﺎﺡ‪ ،‬ﺍﻟﻘﺪﺭﺍﺕ‪ ،‬ﻭﺧﻄﺮ ﺍﻧﺘﺸﺎﺭ ﺍﻟﺼﻴﺖ‪.‬‬

‫ﻳﻘﺘﻀﻲ ﺗﻔﻌﻴﻞ ﺍﻟﻤﺴﺘﻮﻯ ‪ ٣‬ﻣﻦ ﺗﺼﻨﻴﻒ ﺍﻟﻠﺠﻨﺔ ﺍﻟﺪﺍﺋﻤﺔ ﺍﻟﻤﺸﺘﺮﻛﺔ ﺑﻴﻦ ﺍﻟﻮﻛﺎﻻﺕ‪:‬‬ ‫ﺗﺄﺳﻴﺲ ﺍﻟﻔﺮﻳﻖ ﺍﻟﻘﻄﺮﻱ ﻟﻸﻋﻤﺎﻝ ﺍﻹﻧﺴﺎﻧﻴﺔ‪ ،‬ﻣﻊ ﺗﻌﻴﻴﻦ ﺍﻟﻤﻨﺴﻖ ﺍﻟﻤﻘﻴﻢ ﺍﻟﻤﻮﺟﻮﺩ ﻓﻲ ﺍﻟﻮﻗﺖ ﺍﻟﺤﺎﻟﻲ ‪ RC‬ﻣﻨﺴﻘﺎً‬ ‫ﻣﺆﻗﺘﺎً ﻷﻋﻤﺎﻝ ﺍﻹﻏﺎﺛﺔ ﺍﻹﻧﺴﺎﻧﻴﺔ‪ ،‬ﻓﻲ ﺍﻧﺘﻈﺎﺭ ﺍﺗﺨﺎﺫ ﻗﺮﺍﺭ ﺣﻮﻝ ﺃﻓﻀﻞ ﻧﻤﻮﺫﺝ ﻣﻨﺎﺳﺐ ﻟﻠﻘﻴﺎﺩﺓ؛‬ ‫ﺃ‪.‬‬

‫ﺏ‪ .‬ﺗﺠﻨﻴﺪ ﻣﻨﺴﻖ ﺭﻓﻴﻊ ﺍﻟﻤﺴﺘﻮﻯ ﻷﻋﻤﺎﻝ ﺍﻹﻏﺎﺛﺔ ﺍﻹﻧﺴﺎﻧﻴﺔ‪/‬ﻟﻠﻄﻮﺍﺭﺉ ﺧﻼﻝ ‪ ٧٢‬ﺳﺎﻋﺔ‪ ،‬ﺇﺫﺍ ﻛﺎﻥ ﺫﻟﻚ ﺿﺮﻭﺭﻳﺎً‪ ،‬ﻟﺪﻋﻢ‬ ‫ﺍﻟﻘﻴﺎﺩﺓ ﺍﻟﺤﺎﻟﻴﺔ ﻋﻠﻰ ﺍﻟﻤﺴﺘﻮﻯ ﺍﻟﻘﻄﺮﻱ؛‬ ‫ﺝ‪ .‬ﺗﻔﻌﻴﻞ ”ﺍﻟﻘﻴﺎﺩﺓ ﺍﻟﻤﺘﻤﻜﻨﺔ“‪ ،‬ﺣﻴﺚ ﻳﺘﻤﺘﻊ ﻣﻨﺴﻖ ﺃﻋﻤﺎﻝ ﺍﻹﻏﺎﺛﺔ ﺍﻹﻧﺴﺎﻧﻴﺔ ﺑﺴﻠﻄﺔ ﺇﺿﺎﻓﻴﺔ ﻓﻲ ﺗﺨﺼﻴﺺ ﺍﻟﻤﻮﺍﺭﺩ‪،‬‬ ‫ﻭﺍﻟﺘﺨﻄﻴﻂ ﻭﺗﺤﺪﻳﺪ ﺍﻷﻭﻟﻮﻳﺎﺕ‪ ،‬ﻭﺗﻔﻌﻴﻞ ﺍﻟﻤﺠﻤﻮﻋﺎﺕ‪ ،‬ﻭﺗﻘﺪﻳﻢ ﺍﻟﻤﺸﻮﺭﺓ؛‬ ‫ﺗﻄﻮﻳﺮ ﻛﻞ ﻭﻛﺎﻟﺔ ﻟﻔﺮﻳﻖ ﺃﺳﺎﺳﻲ ﻣﻦ ﺑﻴﻦ ﺍﻟﻌﺎﻣﻠﻴﻦ ﺃﻭﻟﻲ ﺍﻟﺨﺒﺮﺓ ﺍﻟﺬﻳﻦ ﺗﻢ ﺗﻌﻴﻴﻨﻬﻢ ﺳﻠﻔﺎً ﻋﻠﻰ ﺃﺳﺎﺱ ﺭﻓﻊ ﺍﻟﺤﺮﺝ‬ ‫ﻟﻠﺘﺄﻛﺪ ﻣﻦ ﻗﻴﺎﺩﺓ ﺍﻟﻤﺠﻤﻮﻋﺔ‪ ،‬ﻭﺍﻟﺘﻨﺴﻴﻖ‪ ،‬ﻭﺍﻟﺘﻘﻴﻴﻢ‪ ،‬ﻭﺍﻟﺘﺨﻄﻴﻂ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ ﻭﻗﺪﺭﺍﺕ ﺃﺧﺮﻯ ﻧﻮﻋﻴﺔ ﻟﻠﺴﻴﺎﻕ‪ ،‬ﻣﻊ‬ ‫ﺗﻘﺪﻳﻢ ﺍﻟﻨﺘﺎﺋﺞ ﺍﻟﺘﺎﻟﻴﺔ ﺍﻟﻤﺮﺗﺒﻄﺔ ﺑﺎﻟﺰﻣﻦ‪ :‬ﺍﻟﺘﻘﻴﻴﻢ ﺍﻷﻭﻟﻲ ﺍﻟﺴﺮﻳﻊ ﺍﻟﻤﺘﻌﺪﺩ ﺍﻟﻘﻄﺎﻋﺎﺕ‪ ،‬ﻭﺧﺎﺻﺔ ﺍﻟﺘﺤﺪﻳﺪ ﺍﻷﻭﻟﻲ‬ ‫ﻟﻠﺴﻴﻨﺎﺭﻳﻮ ﺧﻼﻝ ‪ ٧٢‬ﺳﺎﻋﺔ؛ ﻭﺇﻋﺪﺍﺩ ﻣﺬﻛﺮﺓ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺗﻔﺼﻴﻠﻴﺔ ﻟﻴﺘﻢ ﺑﺎﻻﺳﺘﻨﺎﺩ ﺇﻟﻴﻬﺎ ﺗﺨﺼﻴﺺ ﺍﻟﺼﻨﺪﻭﻕ‬ ‫ﺍﻟﻤﺮﻛﺰﻱ ﻟﻼﺳﺘﺠﺎﺑﺔ ﻟﻠﻄﻮﺍﺭﺉ ‪ CERF‬ﻣﻦ ﻗﺒﻞ ﻣﻨﺴﻖ ﺍﻹﻏﺎﺛﺔ ﻟﻠﻄﻮﺍﺭﺉ ‪ ERC‬ﺧﻼﻝ ‪ ٧٢‬ﺳﺎﻋﺔ؛ ﻭﺇﻧﺠﺎﺯ‬ ‫ﺧﻄﺔ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺧﻼﻝ ‪ ٥‬ﺃﻳﺎﻡ ﻟﺘﻮﺟﻴﻪ ﻧﺪﺍءﺍﺕ ﻃﻠﺐ ﺍﻟﺘﻤﻮﻳﻞ ﺍﻹﻏﺎﺛﻲ ﻭﺍﺳﺘﺠﺎﺑﺔ ﻛﻞ ﻣﺠﻤﻮﻋﺔ ﺑﻤﻔﺮﺩﻫﺎ‪،‬‬ ‫ﻭﺍﻟﺮﺻﺪ؛ ﻭ‬ ‫ﻮﻥ ﺍﻟﻤﻨﻈﻤﺎﺕ ﺍﻷﻋﻀﺎء ﻓﻲ ﺍﻟﻠﺠﻨﺔ ﺍﻟﺪﺍﺋﻤﺔ ﺍﻟﻤﺸﺘﺮﻛﺔ ﺑﻴﻦ ﺍﻟﻮﻛﺎﻻﺕ ﻧﻈﻤﺎً ﻣﻨﺎﺳﺒﺔ ﻭﺗﺤﺸﺪ ﻣﻮﺍﺭﺩ ﻛﺎﻓﻴﺔ ﻟﺘﻠﺒﻴﺔ‬ ‫ﻫـ‪ .‬ﺃﻥ ﺗﻜ ﱢ‬ ‫ﻫﺬﻩ ﺍﻻﺣﺘﻴﺎﺟﺎﺕ ﻭﻟﻠﻮﻓﺎء ﺑﺎﻟﺘﺰﺍﻣﺎﺗﻬﺎ ﺑﺎﻋﺘﺒﺎﺭﻫﺎ ﻭﻛﺎﻻﺕ ﻗﺎﺋﺪﺓ ﻟﻠﻤﺠﻤﻮﻋﺔ ﻭﺷﺮﻛﺎء ﻓﻲ ﺍﻟﻤﺠﻤﻮﻋﺔ ﺑﻤﺎ ﻳﺘﻤﺎﺷﻰ ﻣﻊ‬ ‫ﺍﻟﺨﻄﺔ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﻘﻄﺮﻳﺔ‪.‬‬ ‫ﺩ‪.‬‬

‫ﺇﻃﺎﺭ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ‬ ‫ﺍﻟﻌﺎﻟﻤﻴﺔ ﻟﻼﺳﺘﺠﺎﺑﺔ‬ ‫ﻟﻠﻄﻮﺍﺭﺉ‬ ‫ﺇﻃﺎﺭ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ‬ ‫ﺍﻟﻌﺎﻟﻤﻴﺔ ﻟﻼﺳﺘﺠﺎﺑﺔ‬ ‫ﻟﻠﻄﻮﺍﺭﺉ‬

‫‪٥٤‬‬

‫ﺇﻥ ﺍﻟﻤﺴﺘﻮﻯ ‪ ٣‬ﻣﻦ ﺗﺼﻨﻴﻒ ﺍﻟﻠﺠﻨﺔ ﺍﻟﺪﺍﺋﻤﺔ ﺍﻟﺸﺘﺮﻛﺔ ﺑﻴﻦ ﺍﻟﻮﻛﺎﻻﺕ ﻻ ﻳﺆﺛﺮ ﻓﻲ‪:‬‬ ‫ﻗﺪﺭﺓ ﺃﻋﻀﺎء ﻣﻨﻈﻤﺎﺕ ﺍﻟﻠﺠﻨﺔ ﺍﻟﺪﺍﺋﻤﺔ ﺍﻟﻤﺸﺘﺮﻛﺔ ﺑﻴﻦ ﺍﻟﻮﻛﺎﻻﺕ ﻓﻲ ﺗﻘﺮﻳﺮ ﻣﺎ ﻳﺘﻌﻠﻖ ﺑﺂﻟﻴﺎﺕ ﻭﺇﺟﺮﺍءﺍﺕ ﺍﻟﻄﻮﺍﺭﺉ‬ ‫ﺍﻟﺮﺋﻴﺴﻴﺔ ﺍﻟﺨﺎﺻﺔ ﺑﻬﺎ‪ ،‬ﻭﻻ ﺑﻄﺮﻳﻘﺔ ﺗﻄﺒﻴﻖ ﺫﻟﻚ‪.‬‬ ‫ﺃ‪.‬‬

‫ﺃﻣﺎ ﺑﺎﻟﻨﺴﺒﺔ ﻹﻃﺎﺭ ﺍﻻﺳﺘﺠﺎﺑﺔ ﻟﻠﻄﻮﺍﺭﺉ‪ ،‬ﻓﺒﻌﺪ ﺗﻔﻌﻴﻞ ﺍﻟﻤﺴﺘﻮﻯ ‪ ٣‬ﻣﻦ ﺍﻟﻠﺠﻨﺔ ﺍﻟﺪﺍﺋﻤﺔ ﺍﻟﻤﺸﺘﺮﻛﺔ ﺑﻴﻦ‬ ‫ﺍﻟﻮﻛﺎﻻﺕ‪ ،‬ﻓﺈﻥ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﺳﻮﻑ‪:‬‬ ‫ﺗﺠﻨﺪ ﻓﺮﻳﻖ ﺍﻟﺘﺪﺧﻞ ﺍﻟﺴﺮﻳﻊ ﺍﻷﻭﻝ ‪ ST١‬ﺍﺳﺘﻨﺎﺩﺍً ﻋﻠﻰ ﺃﺳﺎﺱ ﺭﻓﻊ ﺍﻟﺤﺮﺝ ﻟﻠﺘﺄﻛﺪ ﻣﻦ ﺍﻟﻮﻓﺎء ﺑﻤﺘﻄﻠﺒﺎﺕ ﺍﻟﺘﻨﺴﻴﻖ‬ ‫ﺍﻟﻤﺨﺼﺺ ﻟﻠﻤﺠﻤﻮﻋﺔ‪ ،‬ﻭﺍﻟﺘﻘﻴﻴﻢ‪ ،‬ﻭﺇﺩﺍﺭﺓ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ‪ ،‬ﻭﺍﻟﺘﺨﻄﻴﻂ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ‪ ،‬ﻭﻟﺘﻠﺒﻴﺔ ﺍﻟﻘﺪﺭﺍﺕ ﺍﻟﺘﻘﻨﻴﺔ ﺍﻷﺧﺮﻯ‬ ‫ﺍﻟﻨﻮﻋﻴﺔ ﻟﻠﺴﻴﺎﻕ؛‬ ‫ﺏ‪ .‬ﺗﺸﺎﺭﻙ ﻓﻲ ﺍﻟﻔﺮﻳﻖ ﺍﻟﻘﻄﺮﻱ ﻷﻋﻤﺎﻝ ﺍﻹﻏﺎﺛﺔ ﺍﻹﻧﺴﺎﻧﻴﺔ؛‬ ‫ﺝ‪ .‬ﺗﺮﻓﻊ ﺍﻟﺘﻘﺎﺭﻳﺮ ﺇﻟﻰ ﻣﻨﺴﻖ ﺃﻋﻤﺎﻝ ﺍﻹﻏﺎﺛﺔ ﺍﻹﻧﺴﺎﻧﻴﺔ ﻣﺴﺘﻨﺪﺓ ﺇﻟﻰ ﻣﻌﺎﻳﻴﺮ ﺍﻷﺩﺍء ﺍﻟﻤﺘﻔﻖ ﻋﻠﻴﻬﺎ ﻣﺴﺒﻘﺎً ﻋﻨﺪﻣﺎ ﻳﻄﻠﺐ‬ ‫ﻣﻨﻬﺎ ﺫﻟﻚ؛‬ ‫ﺗﺸﺎﺭﻙ ﻓﻲ ﺍﻟﺘﻘﻴﻴﻢ ﺍﻷﻭﻟﻲ ﺍﻟﺴﺮﻳﻊ ﺍﻟﻤﺘﻌﺪﺩ ﺍﻟﻘﻄﺎﻋﺎﺕ ﻭﻓﻲ ﺗﺤﺪﻳﺪ ﺍﻟﺴﻴﻨﺎﺭﻳﻮ ﺍﻷﻭﻟﻲ ﺍﻟﻤﺸﺘﺮﻙ ﺑﻴﻦ ﺍﻟﻘﻄﺎﻋﺎﺕ‬ ‫‪ PSD‬ﺧﻼﻝ ‪ ٧٢‬ﺳﺎﻋﺔ؛‬ ‫ﻫـ‪ .‬ﺗﻄﻮﺭ ﻣﻜﻮﻥ ﺍﻟﻘﻄﺎﻉ ﺍﻟﺼﺤﻲ ﻟﻠﺒﻴﺎﻥ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ ﺧﻼﻝ ‪ ٧٢‬ﺳﺎﻋﺔ‪ ،‬ﻣﺤﺪﺩﺓ ﺃﻭﻟﻮﻳﺎﺕ ﺍﻟﻘﻄﺎﻉ ﺍﻟﺼﺤﻲ ﻭﺍﻟﻤﻘﺎﺭﺑﺔ‬ ‫ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﻤﺸﺘﺮﻛﺔ ﻟﻠﺘﺨﺼﻴﺺ ﺍﻷﻭﻟﻲ ﻟﻠﺼﻨﺪﻭﻕ ﺍﻟﻤﺮﻛﺰﻱ ﻟﻼﺳﺘﺠﺎﺑﺔ ﻟﻠﻄﻮﺍﺭﺉ؛‬ ‫ﺗﻄﻮﺭ ﻣﻜﻮﻥ ﺍﻟﻘﻄﺎﻉ ﺍﻟﺼﺤﻲ ﻟﻠﺨﻄﺔ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻷﻭﻟﻴﺔ ﺧﻼﻝ ‪ ٥‬ﺃﻳﺎﻡ؛‬ ‫ﺗﻄﻮﺭ ﻣﻜﻮﻥ ﺍﻟﻘﻄﺎﻉ ﺍﻟﺼﺤﻲ ﻟﻨﺪﺍء ﻃﻠﺐ ﺍﻹﻏﺎﺛﺔ ﺧﻼﻝ ‪ ١٠-٧‬ﺃﻳﺎﻡ؛ ﻭ‬ ‫ﻭ‪.‬‬ ‫ﺯ‪.‬‬ ‫ﺩ‪.‬‬ ‫ﺃ‪.‬‬

‫ﺡ‪ .‬ﺗﻘﻮﺩ ﻭﺗﻨﺴﻖ ﺍﻟﻤﺠﻤﻮﻋﺔ ﺍﻟﺼﺤﻴﺔ ﻭﺗﺴﻬﻞ ﻭﺗﺮﺻﺪ ﺍﺳﺘﺠﺎﺑﺔ ﺍﻟﻤﺠﻤﻮﻋﺔ ﺍﻟﺼﺤﻴﺔ ﺿﻤﻦ ﺇﻃﺎﺭ ﺍﻟﺨﻄﺔ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ‪.‬‬

‫ﺇﻃﺎﺭ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ‬ ‫ﺍﻟﻌﺎﻟﻤﻴﺔ ﻟﻼﺳﺘﺠﺎﺑﺔ‬ ‫ﻟﻠﻄﻮﺍﺭﺉ‬

‫‪٥٥‬‬

‫ﻣﻌﺎﻳﻴﺮ ﺃﺩﺍء ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﻓﻲ ﺍﻟﻄﻮﺍﺭﺉ ﺍﻟﻤﺪﻳﺪﺓ‬

‫ﺍﻟﻤﻠﺤﻖ ‪٤‬‬

‫ﻓﻲ ﺍﻟﺒﻠﺪﺍﻥ ﺍﻟﻤﺼﺎﺑﺔ ﺑﻄﻮﺍﺭﺉ ﻣﺪﻳﺪﺓ‪ ،‬ﺣﻴﺚ ﺗﺒﺪﻭ ﻣﻌﺪﻻﺕ ﺍﻟﻮﻓﻴﺎﺕ ﻗﺪ ﺃﺻﺒﺤﺖ ﺛﺎﺑﺘﺔ‪ ،‬ﻓﺈﻥ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﺗﺰﻳﺪ‬ ‫ﻣﻦ ﺗﻠﺒﻴﺔ ﺍﻟﺤﺎﺟﺎﺕ ﺍﻟﺮﺋﻴﺴﻴﺔ ﻭﺇﻳﺼﺎﻝ ﺍﻟﺨﺪﻣﺎﺕ ﺍﻟﻜﻔﻴﻠﺔ ﺑﺈﻧﻘﺎﺹ ﻣﻌﺪﻻﺕ ﺍﻟﻮﻓﻴﺎﺕ ﻭﺍﻷﻣﺮﺍﺽ‪ ،‬ﻣﻦ ﺧﻼﻝ ﻣﺎ ﻳﻠﻲ‪:‬‬ ‫ﺗﻘﺪﻡ ﺍﻟﻨﺼﺢ ﻓﻲ ﺍﻟﺴﻴﺎﺳﺎﺕ ﻭﺍﻟﺨﺒﺮﺓ ﺍﻟﺘﻘﻨﻴﺔ ﻟﻠﺴﻠﻄﺎﺕ ﺍﻟﺼﺤﻴﺔ ﻭﺍﻟﺸﺮﻛﺎء ﻟﺘﺄﺳﻴﺲ ﻭﺗﻨﻔﻴﺬ ﺑﺮﻧﺎﻣﺞ ﻋﻤﻞ ﻟﻼﺳﺘﺠﺎﺑﺔ‬ ‫ﻟﻠﻄﻮﺍﺭﺉ ﻳﺮﺗﺒﻂ ﺑﺂﻟﻴﺎﺕ ﺍﻟﺘﻄﻮﺭ ﺍﻟﻤﻨﺎﺳﺒﺔ )ﻛﺈﻃﺎﺭ ﺍﻟﻤﺴﺎﻋﺪﺓ ﺍﻹﻧﻤﺎﺋﻴﺔ ﻟﻸﻣﻢ ﺍﻟﻤﺘﺤﺪﺓ ‪ ،UNDAF‬ﺑﺎﺳﺘﻤﺮﺍﺭ؛‬ ‫ﺏ‪ .‬ﺗﻨﺘﺞ ﺍﻟﻤﻜﻮﻥ ﺍﻟﺼﺤﻲ ﻣﻦ ﺧﻄﺔ ﺍﻟﻌﻤﻞ ﻟﻺﻏﺎﺛﺔ ﺍﻹﻧﺴﺎﻧﻴﺔ ﺍﻟﻤﺸﺘﺮﻛﺔ ﻭﺍﻟﺘﻤﻮﻳﻞ ﺍﻹﻏﺎﺛﻲ‪ ،‬ﺳﻨﻮﻳﺎً؛‬ ‫ﺝ‪ .‬ﺗﺠﻤﻊ ﻭﺗﻨﺘﺞ ﺗﻘﺎﺭﻳﺮ ﻋﻦ ﺍﻟﺤﺎﻟﺔ‪ ،‬ﻭﻣﻮﺟﺰﺍﺕ ﺻﺤﻔﻴﺔ‪ ،‬ﻭﻣﻨﺘﺠﺎﺕ ﺇﻋﻼﻣﻴﺔ ﺃﺧﺮﻯ ﺗﺘﻌﻠﻖ ﺑﺎﻟﺤﺪﺙ‪ ،‬ﻛﻞ ﺛﻼﺛﺔ ﺷﻬﻮﺭ؛‬ ‫ﺗﻌﺰﺯ ﻭﺗﺮﺻﺪ ﺗﻄﺒﻴﻖ ﺍﻟﺒﺮﻭﺗﻮﻛﻮﻻﺕ ﺍﻟﻮﻃﻨﻴﺔ‪ ،‬ﻭﻋﻨﺪ ﺍﻟﻀﺮﻭﺭﺓ ﺍﻟﺒﺮﻭﺗﻮﻛﻮﻻﺕ ﺍﻟﺪﻭﻟﻴﺔ‪ ،‬ﻭﺍﻟﻤﻌﺎﻳﻴﺮ ﺍﻟﺼﺤﻴﺔ‪،‬‬ ‫ﻭﺍﻟﻤﻨﻬﺠﻴﺎﺕ‪ ،‬ﻭﺍﻷﺩﻭﺍﺕ ﻭﺃﻓﻀﻞ ﺍﻟﻤﻤﺎﺭﺳﺎﺕ‪ ،‬ﺑﺎﺳﺘﻤﺮﺍﺭ؛‬ ‫ﻫـ‪ .‬ﺗﺮﺻﺪ ﻭﺗﺸﺎﺭﻙ ﺑﺎﻟﻤﻌﻠﻮﻣﺎﺕ ﺫﺍﺕ ﺍﻟﺼﻠﺔ ﺑﺼﻨﻊ ﺍﻟﻘﺮﺍﺭ ﺣﻮﻝ ﺍﻟﻤﺆﺷﺮﺍﺕ ﺍﻟﺼﺤﻴﺔ‪ ،‬ﻭﺍﺳﺘﺠﺎﺑﺔ ﺍﻟﻘﻄﺎﻉ ﺍﻟﺼﺤﻲ‪،‬‬ ‫ﻭﺃﺩﺍء ﻗﻴﺎﺩﺓ ﺍﻟﻤﺠﻤﻮﻋﺔ‪ ،‬ﻭﺗﻤﻮﻳﻞ ﺍﻻﺳﺘﺠﺎﺑﺔ ﺍﻟﺼﺤﻴﺔ‪ ،‬ﻭﺍﻟﺘﻘﻴﻴﻢ ﻭﺇﻳﺠﺎﺩ ﺍﻟﺤﻠﻮﻝ ﻋﻠﻰ ﺍﻟﺼﻌﻴﺪ ﺍﻟﺮﺳﻤﻲ ﻟﻠﺜﻐﺮﺍﺕ ﻓﻲ‬ ‫ﺗﻨﻔﻴﺬ ﺍﻟﻨﺸﺎﻃﺎﺕ‪ ،‬ﻭﺇﻳﺘﺎء ﺍﻟﺨﺪﻣﺎﺕ ﻭﻗﻴﺎﺩﺓ ﺍﻟﻤﺠﻤﻮﻋﺔ‪ ،‬ﻣﺮﺓ ﻭﺍﺣﺪﺓ ﺳﻨﻮﻳﺎً ﻋﻠﻰ ﺍﻷﻗﻞ؛‬ ‫ﺗﺪﺭﺝ ﺑﺮﻧﺎﻣﺞ ﻋﻤﻞ ﻟﻼﺳﺘﺠﺎﺑﺔ ﻟﻠﻄﻮﺍﺭﺉ ﺿﻤﻦ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﺘﻌﺎﻭﻥ ﺍﻟﻘﻄﺮﻳﺔ ﺍﻟﺨﺎﺻﺔ ﺑﺎﻟﺒﻠﺪ ﺍﻟﻤﻌﻨﻲ ‪ ،CCS‬ﻛﻞ‬ ‫‪ ٥‬ﺳﻨﻮﺍﺕ‪ ،‬ﻭ‬ ‫ﺗﺮﻭﺝ ﻟﻠﺼﺤﺔ ﺑﺎﻋﺘﺒﺎﺭﻫﺎ ﻗﻄﺎﻋﺎً ﺫﺍ ﺃﻭﻟﻮﻳﺔ ﻓﻲ ﺍﻻﺳﺘﺠﺎﺑﺔ‪ ،‬ﺑﺼﻮﺭﺓ ﻣﺴﺘﻤﺮﺓ‪.‬‬ ‫ﺯ‪.‬‬ ‫ﻭ‪.‬‬ ‫ﺩ‪.‬‬ ‫ﺃ‪.‬‬

‫ﺇﻃﺎﺭ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ‬ ‫ﺍﻟﻌﺎﻟﻤﻴﺔ ﻟﻼﺳﺘﺠﺎﺑﺔ‬ ‫ﻟﻠﻄﻮﺍﺭﺉ‬

‫‪٥٦‬‬

‫ﺍﻟﺘﺰﺍﻡ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﺑﺎﻟﺠﺎﻫﺰﻳﺔ ﺍﻟﻤﺆﺳﺴﻴﺔ‬

‫ﺍﻟﻤﻠﺤﻖ ‪٥‬‬

‫ﺗﻠﺘﺰﻡ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﺑﺘﻨﻔﻴﺬ ﺑﺮﻧﺎﻣﺞ ﺍﻟﺠﺎﻫﺰﻳﺔ ﺍﻟﻤﺆﺳﺴﻴﺔ ﻓﻲ ﻛﺎﻣﻞ ﺍﻟﻤﻨﻈﻤﺔ ﺑﻨﺎء ﻋﻠﻰ ﺇﻃﺎﺭ ﺍﻻﺳﺘﺠﺎﺑﺔ‬ ‫ﻟﻠﻄﻮﺍﺭﺉ‪ ،‬ﻭﻋﻠﻰ ﻣﺎ ﻳﺘﻀﻤﻨﻪ ﻣﻦ ﺍﻟﺘﺰﺍﻣﺎﺕ‪ ،‬ﻭﻋﻠﻰ ﻣﻌﺎﻳﻴﺮ ﺍﻷﺩﺍء ﻓﻴﻬﺎ‪ ،‬ﻭﻋﻠﻰ ﺇﺟﺮﺍءﺍﺕ ﺍﻻﺳﺘﺠﺎﺑﺔ ﻭﺍﻟﻮﻇﺎﺋﻒ ﺍﻟﺤﺎﺳﻤﺔ‬ ‫ﺍﻷﺭﺑﻊ‪ ،‬ﻭﺍﻟﺘﺄﻛﺪ ﻣﻦ ﺃﻥ ﺍﻟﻤﻜﺎﺗﺐ ﺍﻟﻘﻄﺮﻳﺔ ﻟﻠﻤﻨﻈﻤﺔ ﺟﺎﻫﺰﺓ ﻟﻼﺳﺘﺠﺎﺑﺔ ﻟﻠﻄﻮﺍﺭﺉ ﺍﻟﺤﺎﺩﺓ ﻭﺍﻟﻤﺪﻳﺪﺓ ﻭﻟﺘﺪﺍﻋﻴﺎﺗﻬﺎ ﻋﻠﻰ‬ ‫ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻣﺔ‪.‬‬

‫ﺇﻃﺎﺭ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ‬ ‫ﺍﻟﻌﺎﻟﻤﻴﺔ ﻟﻼﺳﺘﺠﺎﺑﺔ‬ ‫ﻟﻠﻄﻮﺍﺭﺉ‬

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‫ﺍﻟﺘﺰﺍﻡ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﺑﺈﺩﺍﺭﺓ ﻣﺨﺎﻃﺮ ﺍﻟﻄﻮﺍﺭﺉ‬

‫ﺍﻟﻤﻠﺤﻖ ‪٦‬‬

‫ﺗﻠﺘﺰﻡ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﻓﻲ ﺟﻤﻴﻊ ﺍﻟﺒﻠﺪﺍﻥ ﻓﻲ ﻛﻞ ﺃﻧﺤﺎء ﺍﻟﺪﻧﻴﺎ )ﻭﺧﺎﺻﺔ ﺍﻟﺒﻠﺪﺍﻥ ﺍﻟﺘﻲ ﺗﺘﻌﺮﺽ ﻷﻋﻠﻰ ﺍﻟﻤﺨﺎﻃﺮ‬ ‫ﻭﻓﻴﻬﺎ ﺃﻗﻞ ﺍﻟﻘﺪﺭﺍﺕ( ﺑﺘﻘﺪﻳﻢ ﺗﻌﺎﻭﻥ ﺗﻘﻨﻲ ﻟﺘﻘﻮﻳﺔ ﺑﺮﺍﻣﺞ ﻭﻗﺪﺭﺍﺕ ﺇﺩﺍﺭﺓ ﻣﺨﺎﻃﺮ ﺍﻟﻄﻮﺍﺭﺉ ﺍﻟﺼﺤﻴﺔ ﺍﻟﻮﻃﻨﻲ ﻭﺩﻭﻥ‬ ‫ﺍﻟﻮﻃﻨﻴﺔ‪.‬‬

‫ﺇﻃﺎﺭ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ‬ ‫ﺍﻟﻌﺎﻟﻤﻴﺔ ﻟﻼﺳﺘﺠﺎﺑﺔ‬ ‫ﻟﻠﻄﻮﺍﺭﺉ‬

‫‪٥٨‬‬

‫ﺇﻃﺎﺭ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ‬ ‫ﺍﻟﻌﺎﻟﻤﻴﺔ ﻟﻼﺳﺘﺠﺎﺑﺔ‬ ‫ﻟﻠﻄﻮﺍﺭﺉ‬

‫‪٥٩‬‬

World Health Organization 20 Avenue Appia CH-1211 Geneva 27 Switzerland

Informations clés

Organisation Organisation mondiale de la santé (OMS)

Type de document Publications

Date d'adoption 27 septembre 2013

Source Organisation mondiale de la santé