Strategic Plan For Strengthening PHEOC in Member States of Africa and Eastern Meditrranean Region

Strategic Plan
For Strengthening Public Health Emergency

Operations Centres in Member States of
Africa and Eastern Mediterranean Region
(2023–2027)
A joint multistakeholder plan

January 2023
Strategic Plan
For Strengthening Public Health Emergency
Operations Centres in Member States of Africa
and Eastern Mediterranean Region
(2023–2027)
A joint multistakeholder plan

January 2023
3 Strategic Plan for Strengthening PHEOCs in MS of Africa and
Eastern Mediterranean Region
Strategic plan for strengthening Public Health Emergency Operations Centres in Member States of Africa and
Eastern Mediterranean Region (2023–2027)
ISBN: 978-929023497-5
© WHO African Region, 2023
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Designed in the WHO African Region
Strategic Plan for Strengthening PHEOCs in MS of Africa and
Contents
Acknowledgements..............................................................................................................................................................iii
Abbreviations........................................................................................................................................................................iv
Executive summary................................................................................................................................................................v
1. Introduction.......................................................................................................................................................................1
2. Situational analysis of pheoc implementation in the african and eastern mediterranean regions..............................4
2.1. Partner support in africa and eastern mediterranean region (2015–2021)..................................................................5
2.2. Existing pheoc capacities of african region member states..........................................................................................7
2.3. Existing pheoc capacities of the eastern mediterranean member states....................................................................8
2.4. Development process of the joint multistakeholder plan..........................................................................................13
3. Strategic goal and objectives..........................................................................................................................................15
3.1. Strategic goal................................................................................................................................................................15
3.2. Strategic objectives......................................................................................................................................................15
4. Pheoc strategic pillars.....................................................................................................................................................16
4.1. Develop, approve, and implement core pheoc policies, plans and procedures.......................................................16
4.2. Develop capabilities of the pheoc routine and surge staff.........................................................................................18
4.3. Reinforce information management and data standards..........................................................................................20
4.4. Strengthen the pheoc communication technology and physical infrastructure......................................................22
4.5. Establish pheoc “centres of excellence”......................................................................................................................23
5. Budget and timeframe....................................................................................................................................................25
6. Plan implementation......................................................................................................................................................28
6.1. Implementation timeline............................................................................................................................................28
6.2. Regional-level coordination........................................................................................................................................28
6.3. Country-level coordination.........................................................................................................................................28
6.4. Technical coordinators................................................................................................................................................28
7. Monitoring and evaluation.............................................................................................................................................29
8. Annexes...........................................................................................................................................................................31
8.1. Operational plan for the african and eastern mediterranean regions 2023-2027....................................................31
8.2. Budget estimate for the african and eastern mediterranean regions 2023–2027....................................................41
8.3. Performance measures for the african and eastern mediterranean regions 2023–2027.........................................50
8.4. Workshop participants, african and eastern mediterranean regions, march and april 2022..................................59
8.4.1. Participants from the african region, march 2022...................................................................................................59
8.4.2. Participants from the eastern mediterranean region, april 2022...........................................................................65
iii Strategic Plan for Strengthening PHEOCs in MS of Africa and
Acknowledgements
Member States of Africa and Eastern Mediterranean Region, World Health Organization Regional Offices for Africa
(WHO AFRO) and Eastern Mediterranean (WHO EMRO), Africa Centres for Disease Control and Prevention (Africa
CDC), West African Health Organization (WAHO), US Centers for Disease Control and Prevention (US CDC), UK Health
Security Agency (UKHSA.), Bill and Melinda Gates Foundation (BMGF) and Robert Koch Institute (RKI) collaborated
on the development of this joint strategic plan (2023–2027) to strengthen public health emergency operations
centres (PHEOCs) across these countries.
The professionals mentioned below contributed in different ways during the development of this document. In
addition, the participants from Member States of the African and Eastern Mediterranean Regions and partners who
contributed in reviewing the document during the workshops held in March and April 2022 are found in Annex 8.4.
World Health Organization Regional Office for Africa

Abdou Salam Gueye, Fiona Braka, Senait Tekeste Fekadu, Abrham Lilay, and Yan Kawe.
World Health Organization Regional Office for the Eastern Mediterranean

Richard John Brennan, Dalia Samhouri, Ali Abdullah, Samar Dimacjkie Hammoud, and Huda Anan.
World Health Organization Headquarters

Jian Li and Youssouf Baptiste.
Africa Centres for Disease Control and Prevention

Ahmed Ogwell, Wessam Mankoula, Womi-Eteng Oboma Eteng, Mathew Tut, Ibrahima Sonko, Merawi Aragau and
Chimwemwe Waya.
West African Health Organization

Virgil Lokossou.
US Centers for Disease Control and Prevention

Chuck Menchion, Emily Rosenfeld, and Preethi Raja.
UK Health Security Agency

Emily Collard, Martin Muita, and Liz McGinley.
Bill and Melinda Gates Foundation

Valerie Nkamgang, Darren Hoerner and Trisha Comsti.
Robert Koch Institute

Ariane Halm.
Strategic Plan for Strengthening PHEOCs in MS of Africa and iv
Abbreviations
AAR: After-action review/report
Africa CDC: Africa Centres for Disease Control and Prevention
ARM: Annual Review Meeting
BMGF: Bill and Melinda Gates Foundation
COVID-19: coronavirus disease 2019
EOC-NET: Emergency Operations Centre Network
EVD: Ebola virus disease
ICT: Information and Communication Technology
IHR: International Health Regulations
IMS: Incident Management System
IT : Information Technologys
JEE: Joint External Evaluations(s)
MoU: Memorandum of Understanding
M&E: Monitoring and Evaluation
MoH: Ministery of Health
MS: Member States
NPHI: National Public Health Institutes
PHEs: Public Health Emergencies
PHEM: Public Health Emergency Management
PHEOC: Public Health Emergency Operations Centre
PHEM-F: Public Health Emergency Management Fellowship
RKI: Robert Koch Institute
RRTs: Rapid Response Teams
SIMEX: Simulation Exercisea
SOP: Standard Operating Procedure
ToR: Terms of Reference
ToT: Training of Trainers
TWG: Technical Working Group
US CDC: United States Centers for Disease Control and Prevention
UKHSA: United Kingdom Health Security Agency
WAHO: West African Health Organization
WHO: World Health Organization
WHO AFRO: World Health Organization Regional Office for Africa
WHO EMRO: World Health Organization Regional Office for the Eastern Mediterranean
v Strategic Plan for Strengthening PHEOCs in MS of Africa and
Executive Summary
”
Public health threats such as disasters and public
health emergencies (PHEs) including disease
outbreaks, conflicts, droughts, and civil wars
continue to be a major concern for Member States
in Africa and Eastern Mediterranean Region. The
International Health Regulations (IHR (2005))
Many countries
require States Parties to develop, strengthen and
maintain their capacity to respond promptly and
effectively to public health risks and emergencies
(PHEs). The Member States (MS) and partners, established and
made a substantial investment leading to
noteworthy progress in improving the emergency
preparedness and response capabilities, especially
operationalized
after the largest Ebola virus disease (EVD) epidemic
in West Africa in 2014–2016.
their PHEOCs in the
aftermath of EVD
The Public Health Emergency Operations Centre
(PHEOC) is a hub for joint risk assessment and
planning, and coordination of information and
resources for effective emergency management.
Many countries established and operationalized
their PHEOCs in the aftermath of EVD epidemic in
West Africa.
epidemic in West
Africa.
”
Strategic Plan for Strengthening PHEOCs in MS of Africa and vi
An in-depth review of the key achievements in implementing PHEOC by MS to further strengthen the emergency
management capability from 2015 to 2021, as well as a PHEOC survey, were conducted in May 2021 to determine the
progress made and to identify key challenges in PHEOC implementation. According to these findings, 36 MS from
the African Region and 10 MS from Eastern Mediterranean Region have established a PHEOC. Results showed that
MS have varying PHEOC implementation capabilities. Hence, MS and partners agreed to develop a joint strategic
plan (SP) to strengthen PHEOCs by harmonizing the efforts of the various stakeholders and assisting resource
mobilization and addressing the gaps to improve management of PHEs. Subsequently, WHO, Africa CDC, the West
African Health Organization (WAHO), United States Centers for Disease Control and Prevention (US CDC), United
Kingdom Health Security Agency (UKHSA), Bill and Melinda Gates Foundation (BMGF), and Robert Koch Institute
”
(RKI) worked with MS to develop this joint strategic plan to strengthen the PHEOCs, with the aim of having fully
functional PHEOCs in 90% of MS in the African and Eastern Mediterranean Regions between 2023 and 2027.
To achieve this goal, the SP identified five strategic objectives across the core components of a PHEOC. The primary
areas of focus under the PHEOC policy, plans, and procedures are finalization, validation and operationalization of
the documents including the legal framework, handbook, multi-hazard response plan and other pertinent plans
and procedures. The PHEOC and surge personnel capacity development is another key focus area to ensure trained
and skilled personnel are available to support emergency management through the PHEOC. This will be ensured
by providing regional-level capacity-building activities (training of trainers, national-level training, online training,
PHEOC/PHEM fellowship, simulation exercises and mentorship). The information system management capacity
of the PHEOC, as an essential requirement, will be strengthened by defining data and information requirements,
developing data and information standards, and deploying software to assist in data collection, analysis, and
visualization. To facilitate communication and information-sharing, appropriate communication and information
technology equipment (computers, plasma screens, printers, copiers, scanners, internet modems, internet security,
etc.) and office supplies will be mobilized and deployed.
Furthermore, PHEOC “Centres of Excellence” will be established

to serve as regional reference centres for MS and other
stakeholders in strengthening and establishing fully functional
PHEOCs, facilitating experience sharing especially on PHEOC
operations and emergency management, PHEOC routine and
US$ 181, 637, 498 surge staff capacity development through initiatives including
fellowships, mentorship, study tours, etc.
is the total Periodic performance review reports, meetings as well as
estimated budget mid-term and end-term evaluations are the mechanisms to

be employed to track the performance measures at country
required to execute and regional levels. A tool will be developed to ensure that a
standard review approach is utilized in assessing performance
the activities across the core components.
throughout the The total estimated budget required to execute the activities
throughout the plan in both Regions is US$ 181, 637, 498.
plan in both The budget will cover costs related to renovating the PHEOC
facilities, procurement of information and communication
Regions. technology equipment, salary and daily subsistence allowances

for experts, workshop participants, training and simulation
exercise programmes and establishing regional PHEOC “Centres
of Excellence”, among others.
”
1 Introduction
A functional public health

emergency operations
centre (PHEOC) is critical in
assisting MS in preparing
for and responding to
public health emergencies.
Strategic Plan for Strengthening PHEOCs in MS of Africa and 2
Public health threats such as disasters and public health emergencies (PHEs) continue to be a major concern for
African Member States (MS). Ebola virus disease (EVD), COVID-19, conflicts, droughts, floods, cholera, Rift Valley
fever, Crimean-Congo haemorrhagic fever and yellow fever, among others, are major public health threats in the
African continent. Similarly, countries in the Eastern Mediterranean Region are frequently affected by various public
health emergencies including disease outbreaks, natural disasters, conflicts, and civil wars.
Previous experiences, particularly the EVD outbreak in West Africa from 2014 to 2016, revealed critical gaps in
preparation for and response to public health emergencies. One of the key recommendations following this, was to
”
strengthen preparedness and response to future threats. The International Health Regulations (IHR (2005)) require
State Parties to develop, strengthen and maintain their capacity to respond promptly and effectively to public
health emergencies (PHEs). A functional public health emergency operations centre (PHEOC) is critical in assisting
MS in preparing for and responding to public health emergencies. A PHEOC acts as a hub for the coordination of
information and resources.
Following the EVD outbreak in West Africa from 2014 to 2016, MS in the Region began establishing and strengthening
public health emergency operations centres (PHEOCs) to improve their capacity to coordinate their response to
PHEs. In 2015, the World Health Organization Regional Office for Africa (WHO AFRO) officially launched a regional
emergency operations centre network (AFR-EOCNET) to support this initiative. Other key partners¹ joined WHO
to assist MS in Africa and the Eastern Mediterranean Region to establish and strengthen their PHEOCs, providing
technical assistance to develop key PHEOC legal frameworks, operational and functional plans and procedures,
capacitating the health PHEOC routine and surge staff through training and exercises, and establishing, upgrading
and/or converting existing locations into a PHEOC facility, procuring and distributing office supplies and Information
and Communication Technology (ICT) equipment (computers, printers, scanners, smart television sets, LCD
projectors, etc.).
Member States accross Africa and the Eastern

Mediterranean Regions have made noteworthy progress
in improving their emergency preparedness and
response capability, but there are still gaps in having fully
functional PHEOCs. The findings of the MS Joint External
The plan’s main
Evaluations (JEE), assessment of PHEOC implementation
status, bi-regional (MS, WHO AFRO and EMRO and key
purpose is to
partners) meetings and other findings indicated that MS
are at various levels of capacity, ranging from limited to guide PHEOC
full capacity.
implementation in
Furthermore, the prominent level of interest from partners
and donors in strengthening countries’ emergency MS of the African and
Eastern Mediterranean
management capacities through the establishment
of fully functional PHEOCs, as well as the inclusion of
Regions toward
emergency response operations as a core capacity in
JEE/IHR recommendations, serves as a driving force to
meeting the minimum

support the initiative.
requirements or core
Despite the efforts of MS and partners to strengthen
PHEOCs in Africa and the Eastern Mediterranean Region,
recently conducted assessments, review of relevant
documents and bi-regional meetings revealed gaps in capacities of a PHEOC.
the full functionality of PHEOCs . These hampered the
1
WHO, Africa CDC, WAHO, US CDC, UKHSA, BMGF and RKI.
efficiency of coordinated responses during the management of the COVID-19 pandemic, EVD epidemic, humanitarian
crises and other PHEs. Even though some MS have strong PHEOC implementation capabilities, in others these are
still limited. In partnership with other institutions, WHO AFRO, WHO EMRO and Africa Centres for Disease Control
and Prevention (Africa CDC) started devoting resources to assist MS in strengthening their PHEOCs to effectively
manage any public health threat. The MS and partners agreed to develop a joint strategic plan to harmonize the
efforts of the various stakeholders towards addressing the gaps regarding effective management of public health
threats. Subsequently, MS supported by WHO, Africa CDC, WAHO, US CDC, UKHSA, BMGF and RKI developed this
joint multi-stakeholder strategic plan (2023-2027) to strengthen PHEOCs aiming to have fully functional ones in 90%
of MS. To achieve this goal, the plan identified key tasks across the four core components of a PHEOC to strengthen
capacities in MS (1. Policy, plans and procedures, 2. Data and information, 3. Physical infrastructure and technology,
and 4. Skilled, trained personnel). Supporting the development, finalization, validation and implementation of
key PHEOC plans and procedures (legal framework, handbook, plans and several functional plans and Standard
Operating Procedures (SOPs)); establishing training and exercise programmes in the PHEOC for continuous capacity
development and systems’ testing (short training, online training, PHEM fellowship, simulation exercises and
mentorship); defining information requirements and digitization and, providing regional-level capacity development.
In addition, mobilizing and equipping PHEOCs with communication and information technology equipment and
office supplies will be the key areas of focus concerning infrastructure. Furthermore, PHEOC “Centres of Excellence”
will be established in selected countries and will serve as regional reference centres for MS and other stakeholders
in the strive to strengthen and implement fully functional PHEOCs. The centres will facilitate experience sharing,
especially in PHEOC operations and emergency management, PHEOC routine and surge staff capacity development
through initiatives including fellowship, mentorship, study tours, etc.
The plan’s main purpose is to guide PHEOC implementation in African MS and the Eastern Mediterranean Regions
toward meeting the minimum requirements for PHEOC core capacities. MS are expected to incorporate the activities
and tasks in this strategic plan into their respective National Action Plans. Partners will work with the respective MS
to support implementation by providing technical support and assisting them in resource mobilization.
Policy,
Data and
plans and
information
procedures
PHEOC
Physical Skilled,
infrastructure and trained
technology personnel
2 Situational
analysis of PHEOC
implementation in
africa and the eastern
mediterranean region
A review of the key achievements in implementing PHEOCs by MS and partners was conducted in May 2021 to
determine the progress made thus far toward the establishment of functional PHEOCs in African MS and the Eastern
Mediterranean Region.
In addition, an assessment of existing PHEOC capacities was conducted in all MS, supplemented by joint (Africa and
the Eastern Mediterranean) meetings between May and July 2021 to identify the key achievements and areas that
need strengthening. The summary of the key achievements recorded from 2015 to 2021 is presented in Box 1.
Additionally, the areas that need strengthening to improve the coordination of responses to public health threats
were identified and summarized in Box 2.
BOX 1. BOX 2.
Key achievements. Areas that need strengthening.
Functional network of PHEOCs to strengthen 20 MS (10 in each region), do not have a PHEOC
national capacities and facilitate communication, facility in the African and Eastern Mediterranean
exchange of information and best practices. Regions.
36 MS established PHEOCs at the national level in In the Africa and Eastern Mediterranean Regions,
the African Region.
only 17 and 10 MS respectively established PHEOCs
12 MS established national-level PHEOCs in the at the subnational level.
Eastern Mediterranean Region.
About half of the MS in the two regions do
Key PHEOC documents developed, and published, not have an approved legal authority for the
legal framework guide, handbook, training operationalization of the PHEOC.
modules, etc.
About half of the PHEOCs in the two regions have a
Countries supported in development of plans and
procedures for PHEOC operations. handbook for their operations and management but
these are not validated and endorsed.
Various national and regional simulation
exercises (SIMEX) to test PHEOC systems and staff The majority of the PHEOCs have inadequate
capabilities conducted. office supplies and communication technology
infrastructure for the workstations.
More than 60 regional experts trained as trainers
(ToT) in emergency management from MS of the The established PHEOCs lack the software to
two regions and regional roster of PHEOC experts manage routine and response-related data and
developed. information.
56 weekly webinars on PHEOC and COVID-19
There are not sufficient , well-trained, and skilled
management were conducted and MS in both
Regions have taken part and shared their PHEOC and surge personnel in the MS of the
experiences. regions.
Regional-level robust partnership and

collaboration platform involving all key partners
established.
PHEOC WhatsApp Network with over 90 members
of the network sharing information and best
practices created.
Software (ePHERM) to be deployed to PHEOCs for
managing information developed.
The detailed findings of the document review, bi-regional meetings and PHEOC survey are narrated in sections 2.1,
2.2 and 2.3 of this document.
2.1. Partner support in Africa and Eastern Mediterranean Region (2015–2021)

Since 2015, when the regional AFR-EOCNET was officially launched in Congo-Brazzaville and until 2021, key
achievements in supporting the establishment and strengthening of PHEOCs in African MS and the Eastern
Mediterranean Region are summarized below by PHEOC core components.
Legal frameworks, plans and procedures

In 2015, the Framework for a Public Health Emergency Operations Centre² was published to provide high-level
methodical guidance for designing, developing, and strengthening PHEOCs. Additional guiding documents including
a Handbook for PHEOC Operations and Management³ and a PHEOC Legal Framework Guide 4 for the development
of a legal framework to authorize PHEOC establishment have been developed and published to provide additional
technical guidance to various stakeholders involved in the establishment and strengthening of PHEOCs.
2
https://www.who.int/publications/i/item/framework-for-a-public-health-emergency-operations
3
https://www.afro.who.int/sites/default/files/2021-03/AFRO_PHEOC-Handbook_.pdf
4
https://www.afro.who.int/sites/default/files/2021-03/AFRO_PHEOC-Legal-Framework-Guide_.pdf
More than 30 MS from the two Regions received technical assistance through the deployment of experts from the
regional roster who assisted in developing a legal framework for PHEOC operationalization and a handbook for
PHEOC management and operations, and conducted national-level training and simulation exercises.
Human resources, training, and exercises

Regional, national, and remote technical support was provided to support training, and SIMEX were conducted to
also support training and exercise programmes. A workshop was held in Brazzaville, Congo, on 22–26, October 2018,
to review and finalize PHEOC training materials (facilitator and participant guides and PowerPoint presentations),
which were prepared on the basis of the existing PHEOC handbook and legal documents. PHEOC focal points and
PHEM experts delegated by MS from Africa attended the workshop.
Regional Trainings of Trainers (ToTs)s program have been designed to build the capacities of countries’ response
personnel and produce a regional pool of experts to cater for emergency response deployment and assist PHEOC
operationalization in another MS based on request and prioritization. Two cohorts of ToTs were conducted and 67
experts were trained from Africa and Eastern Mediterranean Region. Experts from the regional database have been
identified and deployed on short-term missions (three to six months) to different MS in the African Region through
WHO AFRO and Africa CDC, including many study tours. These experts were instrumental in developing national
implementation plan; training of national responders; developing legal frameworks, plans, handbooks, SOPs and
conducting SIMEX to test emergency response capabilities.
A series of basic and intermediate-level trainings on IMS and public health emergency management principles was
given to PHEOC and PHEM experts from various MS of the African Region in Ouagadougou, Dakar, Dar es Salaam,
Nairobi, and Brazzaville. The US CDC hosts a fellowship in PHEM for which 82 persons from Africa and Eastern
Mediterranean Region have benefited since its inception in 2014. Similarly, UKHSA and RKI have provided study tour
opportunities for experts in MS to broaden their understanding of public health emergency management.
Two regional functional exercises were held in 2018 and 2019 to assess the readiness of PHEOCs in the WHO African
Region to respond to PHE. From their designated national PHEOC facility, 17 MS composed of multisectoral and
multidisciplinary experts participated . Each MS developed a corrective action plan to address the gaps following
the exercises. There was an additional simulation exercise organized in Dakar, Senegal in which six MS from the
Region took part.
Communication technology and physical infrastructure

WHO and other partners played a key role in refurbishing existing offices, constructing new buildings, and equipping
them with the necessary communication technology infrastructure (computers, printers, copiers, plasma television
screens, projectors, etc.) and office supplies (desks and chairs) in countries of the two Regions. By the end of 2021,
the partners had supported 36 MS from the African Region and 12 from the Eastern Mediterranean Region, while
establishing and strengthening PHEOCs to boost their emergency preparedness and response capabilities.
Regional-level PHEOC network

The Regional Public Health Emergency Operations Centre Network (AFR PHEOC-NET) was officially launched in
Brazzaville in 2015. Its main purpose was to serve as a platform for communication and sharing of information and
best practices and experiences among countries.
The African Regional PHEOC Network WhatsApp group was created in October 2018 to further strengthen the
existing network. The group currently has over 90 members from MS who work as PHEOC focal points and emergency
management managers. A website was created to facilitate communication and information sharing among MS
and emergency management experts. The Network serves as an important means of exchanging information
about disease outbreaks and other emergencies, the implementation progress of PHEOC and its significance in
strengthening preparedness and response efforts and other relevant developments.
Partners revitalized existing coordination platforms through their subregional and country-level offices, particularly
through the activation of PHEOC to support the coordination of response activities to various PHEs, including the
management of the COVID-19 pandemic.
Furthermore, WHO, the Africa CDC and other key partners held weekly webinars on PHEOC and COVID-19
management intended to improve MS’ response efforts through the PHEOC. A total of 56 webinars were organized
between April 2020 and December 2021, focusing on a variety of themes. They were attended by over 12 000
emergency management personnel. Representatives from selected MS were invited to share their experiences and
lessons learnt in the management of the COVID-19 pandemic through the weekly webinars so that other MS could
adapt them to their countries’ environment. A virtual community of practice platform was hosted on Discord to
enable continuous engagement after the live webinar sessions.
2.2. Existing PHEOC capacities of African Region Member States

As part of the response to the COVID-19 pandemic, bi-regional meetings were held from 25 May to 23 June 2021.
They were organized in five sessions to define key gaps in PHEOC implementation in MS of Africa and the Eastern
Mediterranean, as well as to determine how WHO and partners can strengthen specific country capacities.
Moreover, they also afforded the opportunity to assess the usefulness of the weekly webinars on PHEOC and
COVID-19 management, which were intended to help countries respond more effectively1 and adjusted according
to MS feedback.
A PHEOC assessment was carried out using a standard tool to examine the progress made in implementing PHEOC
in the 47 MS of the WHO African Region2. Most of them have a PHEOC facility at the national level, which is either
permanent or temporary. The establishment of PHEOCs for coordinating responses has made considerable progress,
and they played a critical role, particularly during the COVID-19 pandemic management. In addition, with the help
of partners, countries were able to prepare key documents to guide PHEOC implementation and equip themselves
with basic office supplies and ICT equipment. PHEOC and surge employees were given a series of training sessions
on IMS and emergency management.
Despite considerable progress in improving emergency response coordination capacities through the establishment
of functional PHEOCs, there are still shortcomings in meeting the minimum requirements of each PHEOC core
component, as described below.
Policy, plans and procedures

The majority of MS still have no approved and enacted legal framework to establish their PHEOC, and also lack
a handbook/manual for PHEOC management and operations.
The absence of a legal framework led to a lack of designated funding from the national budget to run PHEOC-
related activities, with no clearly defined mandate, roles and responsibilities to properly operate.
Human resources, training, and exercise

Many PHEOCs do not have the minimum required staff for a PHEOC (PHEOC manager, operations lead, planning,
logistics, finance and administration, as well as Communications officers, including ICT personnel).
There are still MS with PHEOCs whose regular staff have not received adequate training.
Inadequate surge personnel in times of extended response operations.
The majority of the PHEOCs have no training or exercise programmes in place.
1
Strengthening COVID-19 pandemic response coordination through public health emergency operations centres (PHEOC) in Africa: Review of a multi-faceted knowledge management and sharing
approach, 2020–2021 Retrievable from https://journals.plos.org/globalpublichealth/article?id=10.1371/journal.pgph.0001386
2
Public health emergency operations centres in Africa: a cross-sectional study assessing the implementation status of core components and areas for improvement, December 2021. Retrievable from
https://bmjopen.bmj.com/content/13/6/e068934
Information management and data standards

The presence of advanced/good capacity related to data management and information at the national level is
established due to the ad-hoc team, which is composed of senior experts from government and partners (not
PHEOC staff). Meanwhile, routine PHEOC staff have no such capacities.
There is limited capacity in managing information systems and response-related data at subnational and lower
levels.

Ten Member States still do not have a PHEOC facility at the national level.
Fifteen PHEOCs have limited space, not allowing all response personnel to have working stations.
A considerable number of PHEOCs have limited basic office supplies (computers, printers, copiers) and internet
access.
The internet access/connectivity in the PHEOCs is inadequate for all working stations in many MS.
2.3. Existing PHEOC capacities of the Eastern Mediterranean Member States

An online survey adapted from the PHEOC framework (Annex-9) was completed in 2021 by official PHEOC focal
points in 15 countries (survey respondents). The survey addressed the minimum PHEOC requirements. Besides, a
review of countries’ PHEOC status presentations and compilation of information throughout the communications
with Member States was also done to detect the challenges of implementing PHEOCs in MS.
The results of the assessment reflected that 12 countries reported the presence of a PHEOC facility and 10 of them
used their PHEOC in their response operations. The following points summarize the main assessment results for
PHEOC core components.
Plans and procedures

Ten MS reported that PHEOCs are included in their health sector organogram. Nine countries have approved
and enacted legal instruments for their PHEOCs. Out of these, eight countries reported defining the governance
structure, core functions, and scope of PHEOC authority and operations approved by their government in their
legal instruments.
Mapping of existing national laws and regulations to avoid conflicts with other relevant authorities was not
conducted in some countries which established PHEOCs. Meanwhile, nine countries agreed that there is a
relationship between the ministry of health, the PHEOC, and the national disaster management organization
and/or other ministries, agencies, and sectors before, during, and after public health emergencies.
Eleven countries reported having a clear operational structure comprising management, operations, planning,
logistics, finance, and administration, or a similar organizational chart in place.
A policy group to provide strategic and policy guidance was established in 10 countries and a steering committee
for planning and development of PHEOC existed in eight countries.
An all-hazards national public health emergency response plan including the concept of operations, and
addressing priority risks, has been developed and approved in seven countries. A plan for defining rules of
engagement of various stakeholders from outside the Ministery of Health (MoH) is reported in nine countries.
Business continuity plans were developed in five countries only.
PHEOC manuals or handbooks for management and operations were developed in eight countries with
integrated procedures and protocols that align with existing MoH or other government agency procedures.
Political support and understanding were reported in the 12 countries that responded to the survey. However,
only six of the national PHEOCs have sufficient human and financial resources to run their response operations.
The minimum requirements for routine staff are met in only eight countries.
Eleven of the PHEOCs can identify and contact a roster of trained personnel while only six PHEOCs have
a dedicated training programme and a comprehensive, progressive exercise programme. Eight countries
reported that their staff can activate a response within 120 minutes of detecting an event and they are available
around the clock to fulfil key PHEOC roles.
Half of 12 National PHEOCs reported that their staff did not receive formal training in PHEM. Only eight countries
have an established training programme with follow-up documentation supporting training activities. Only
five countries reported that training and exercise programmes are primary components of a performance
monitoring and evaluation system, and their staff are routinely trained.
Information systems, and data standards

Nine established PHEOCs rely on electronic solutions to support at least one aspect of PHEOC information
management and in five of those national PHEOCs, solutions are government-owned.
Half of the countries do not have a direct link to the national surveillance systems where essential data
systematically flow to the PHEOC from relevant sectors.
Access to essential contextual information such as road network, and demography (GIS data) is available in six
countries. Only seven countries reported the availability of visual data dashboards to convey a concise picture
of the situation or response activities.

Twelve countries reported the presence of a PHEOC facility and ten of them used their PHEOC in their response
operations. Even though not all countries have a functioning PHEOC, all have some sort of response mechanism
in place.
Countries that do have a PHEOC reported multiple uses of their PHEOC during the last year, mostly for infectious
disease outbreaks and natural emergencies. A wide range of partner categories interact with PHEOCs at the
national level, including departments within ministries of health, line ministries, UN agencies, NGOs and INGOs,
and donors. There are challenges in identifying human and financial resources for running operations.
Eleven PHEOCs have a dedicated facility with adequate space for management, operations, planning, logistics,
and finance to support routine and response PHEOC activities.
Ten countries reported having appropriate teleconferencing services; 11 countries have sufficient computer
workstations; seven countries have antivirus and cyber security protocols; eight countries have audiovisual
functionality; and seven countries have sufficiently tested telephonic and/or radio communications.
Sufficient internet access and capacity were reported in 11 PHEOCs, but only five had interoperability of their
communication equipment. A hotline for receiving emergency calls and alerts is also available in 11 countries.
Not all PHEOCs have sufficient office equipment like printers, copiers, fax machines, scanners, or digital senders
that are maintained and functional; only nine PHEOCs reported having sufficient office equipment. Electricity
supply was also an issue with only nine reporting having sufficient electricity.
The following important recommendations were proposed to address the gaps based on the Strengths, Weakness,
Opportunities and Threats (SWOT) analysis findings. They were as follows:
Development of country-specific national action plans to address the capacity gaps identified in the respective
MS.
Conduct high-level advocacy to gain political buy-in by policies and decision makers to establish fully functional
PHEOCs to improve emergency management.
Development of a joint PHEOC strategic plan to guide PHEOC implementation that meets the minimum
requirements in the Africa and Eastern Mediterranean Regions.
Facilitate resource mapping and mobilization to assist MS in Africa and Eastern Mediterranean in establishing
fully functional PHEOCs.
In addition, a SWOT analysis from the PHEOC survey complemented with findings of the bi-regional meeting was
developed and summarized for the two Regions by the core components of PHEOC as depicted in Table 1 below.
Table 1. Major findings of the PHEOC Survey in Africa and Eastern Mediterranean Member States, June 2021
PHEOC Gaps /Areas that need

Strengths Opportunities Threats
component improving
Some of the MS had Many PHEOCs still Availability of Lack of leader-

developed and enact- have no approved le- published PHEOC ship support to
ed a legal framework gal framework to enact policy, plans and enact or revise
to authorize PHEOC PHEOC establishment. procedures (frame- existing legal
establishment. works, handbook, frameworks to
and standard address PHEOC
training modules) mandates.
to guide PHEOC
operationalization.
The majority of Some PHEOCs had Partners’ support No estab-

PHEOCs developed a no approved manual/ to develop required lished PHEOC
handbook/manual for handbook for PHEOC plans and proce- organizational
PHEOC management management and dures. structure that
and operations. operations and other is aligned to
relevant guidance existing sectoral
documents. organizational
structure.
Legal Adoption of key The absence of a Sustainability of
framework, PHEOC and related legal framework led the PHEOCs.
policies, plans documents to further to a lack of desig-
and procedures strengthen key func- nated funding to run
tions and implemen- PHEOC-related activi-
tation. ties from the national
budget and legiti-
macy to ensure the
fulfilment of PHEOC
mandates.
Adopting/Applying
the standard response
structure, the incident
management system
(IMS), enabled im-
proved coordination
and communication
across various stake-
holders at various
levels.

component improving
Almost all PHEOCs Difficult to maintain Regional-level Lack of a

have a designated day-to-day prepared- training oppor- dedicated
PHEOC manager. ness activities of tunities in IMS budget from
PHEOC and delayed and emergency the government
coordination where management. for training and
there is no dedicated exercises.
staff.
High turnover of
skilled PHEOC
Many PHEOCs have Only some of the Trained and skilled
technical staff
trained routine staff PHEOCs had an PHEOC experts at
and leadership.
serving, at least, the exercise programme the regional level
PHEOC core functions (one exercise per year), (Regional roster of
(PHEOC manager, involving their staff experts).
Operations, Planning, and stakeholders and
Logistics, Finance and prepared evaluation
Admin and IT). reports (After-action
reviews, AAR) that
resulted in the im-
provement of plans.
Some of the PHEOCs
have a policy group
or steering committee
composed of various
multisectoral stake-
holders to provide
strategic and techni-
Human cal guidance.
resources,
training, and The majority of
exercise PHEOCs could identify
and contact a roster of
trained personnel for
deployment.
Training opportunities
(in-class, online) at
regional and national
levels to improve staff
capacities.
Webinar series plat-

form on strengthening
COVID-19 response
coordination and
emergency manage-
ment.
About 60% of the

PHEOCs with trained
personnel were able
to activate and mount
a response within
the standard time
frame (120 minutes)
following the decision
to activate.

component improving
The majority of MS Many of the PHEOCs Regional level Financial

established PHEOC have no adequate robust partnership dependency on
either in a perma- working stations for and coordination partners and
nent or temporary surge personnel and platform. donors.
location with space conducting meetings.
to accommodate the
focal points of the key
IMS functions.
27 MS have PHEOCs at The majority of MS Partner and donor No established

the subnational level. have yet to establish interest in strength- PHEOC struc-
PHEOCs at the subna- ening emergency ture integrated
tional levels and have management into the existing
limited capacity. capacity through organizational
PHEOC. structure.
No or limited budget The inclusion of

allocation from the PHEOC as one core
government for the capacity in JEE/IHR
PHEOC. recommendations
serves as a driving
force to having
Communication functional PHEOC.
technology
and physical The majority of Significant number Partner support Irregular
infrastructure the PHEOCs had of PHEOCs were not to equip PHEOCs maintenance of
dedicated hotlines for equipped with office with basic office infrastructures.
receiving emergency supplies (desks, tables) supplies and ICT
calls and alerts. and ICT equipment equipment. Lack of sustain-
(computers, printers, able funding for
copiers, etc.). ICT equipment.
Some of the PHEOCs Many PHEOCs had

were equipped with no adequate internet
operational ICT connectivity for all
equipment (printers, working stations.
copiers, fax machines
and scanners/digital
senders) and internet
connectivity for the
workstations.
The establishment Lack of software to
of call centres was manage signals and
critical in receiving incident/response-re-
rumours and signals lated information.
and addressing
concerns from the
communities.

component improving
Many PHEOCs had Many established Online/free soft- Unstable inter-

direct access to the PHEOCs do not have ware (ePHERM) net connec-
national surveillance direct access to the developed to sup- tivity.
structure for monitor- national surveillance port MS to manage
ing and responding to system for monitoring PHEOC data. Coordination
priority public health and responding to and data shar-
threats. priority public health ing challenges
threats. between differ-
ent sectors.
Inadequately trained
staff to process and
manage PHEOC data
using the software,
though there was
good capacity for data
management due to
the ad-hoc team es-
Information tablished with experts
management from government and
and data partners, (not PHEOC
standards routine staff).
Data at the country Capacities in informa- Partner interest in
level was flowing tion systems manage- providing technical
systematically to the ment were limited at support.
PHEOC from relevant subnational and lower
sectors (such as sur- levels.
veillance and/or local
health systems).
The majority of There is no electronic

the PHEOCs had software for informa-
dashboards for visual tion communication
data display to convey from and to the PHEOC
concise pictures of the and other departments
situation or response and sectors.
activities.
2.4. Development process of the joint multistakeholder plan
Existing evidence of PHEOC implementation in MS of Africa and Eastern Mediterranean Region was
evaluated and analysed regarding the core PHEOC capacities. Major accomplishments and areas for
improvement were extracted from the relevant documents collected from MS and partners, such as
national action plans, PHEOC surveys detailing existing capacities in MS and findings of the bi-regional
meetings . The major findings were the foundation for the formulation of this joint multistakeholder plan.
A Technical Working Group (TWG) composed of representatives from the partners supporting PHEOC
activities in MS of Africa and Eastern Mediterranean Region met on a weekly basis to provide constant
feedback on each section of the plan until its finalization. A virtual workshop in March 2022 and April 2022
with all MS in the two Regions and partners’ representatives was also convened to review and validate
the plan and consolidate inputs from the workshops. The milestones of the plan development process
are depicted in Figure 1.
Held Bi-regional 2021

May
meeting June
Agreed to develop a joint

June 2021 multistakeholder strategic
Plan
Conducted Survey
to assess PHEOC capacities 2021 May
Consultant recruited to support

October 2021 the joint SP development
Formed PHEOC TWG

from partners Conducted 2021 November
Situational analysis
Dec 21 2021 Joint PHEOC SP

May 22 2022 (2023-2027) developed
Conducted SP review
workshop with MS in 2022 March
African Region
Conducted SP review
April 2022 workshop with MS
in Eastern M. Region
Internal partners
planning meeting 2022 May
High-level Launch and

June 2023 Advocacy with all MS
and partners
Resource mapping
workshop for the SP PHEOC 2023 June
Figure 1. Milestones of the developmental process of the joint multistakeholder PHEOC Strategic Plan
(2023–2027)
3 Strategic goal
and objectives
3.1. Strategic goal
The strategic plan aims to improve the public health emergency management capability by putting in
place fully functional5 Public Health Emergency Operations Centres (PHEOCs) in at least 90% of MS in
Africa and Eastern Mediterranean Region by the end of 2027.
3.2. Strategic objectives to be reached by 2027
Objective 1: At least 90% of MS in Africa and Eastern Mediterranean Region will have developed and
implemented the core PHEOC policy, plans and procedures: legal framework, operational and functional
plans, and procedures.
Objective 2: Develop and/or strengthen the capabilities of the PHEOC workforce (routine and surge
staff) to support preparedness and response coordination in at least 90% of MS in Africa and Eastern
Mediterranean Region.
Objective 3: At least 90% of PHEOCs in MS of Africa and Eastern Mediterranean Region will have the
information management and sharing platform(s) suitable for handling the minimum data required.
Objective 4: Ensure that at least 90% of MS in Africa and Eastern

Putting in place Mediterranean Region have a PHEOC facility in place equipped with
fully functional information and communication technology and physical infrastructure
Public Health that meet the minimum requirements.
Emergency
Objective 5: Designate eight PHEOC “Centres of Excellence’’ in selected
Operations Member States in the WHO African and Eastern Mediterranean Regions.
Centres (PHEOCs)
in at least 90%
of MS in Africa
and Eastern
Mediterranean
Region by the end
of 2027.
5
The criteria or critical requirements described in the PHEOC Framework used in determining a PHEOC as fully functional will be further reviewed and communicated with all MS.
4 PHEOC strategic
”
pillars
4.1. Develop, approve, and
implement core PHEOC policies,
plans and procedures
Description: Having the core documents in the PHEOC,

such as the legal framework, handbook or guideline
for operation and management, multihazard
preparedness and response plan, hazard-specific
plans, and relevant standard operating procedures
(SOPs) help the operationalization of national PHEOCs
and ensure effective coordination of preparedness
and responses activities.
To achieve this, the core PHEOC policy, plans and
procedures will be prepared, finalized, validated and 90% of MS in
Africa and Eastern
implemented with an established monitoring and
evaluation mechanism in at least 90% of MS in Africa
Mediterranean
and Eastern Mediterranean Region. The following key
tasks will be undertaken to meet this objective.
Tasks: will have

implemented
Complete a comprehensive mapping6 of existing
legal mandates on public health emergency
the core PHEOC

management systems and PHEOC.
Adapt and/or amend legal frameworks for
policy, plans and

operationalization of the PHEOC, in line
with existing national disaster/emergency
procedures.
management act/policy.
Enact legal frameworks for the operationalization
of the PHEOC.
Implement the PHEOC handbook/plan for
PHEOC operations and management involving
relevant stakeholders.
6
Refers to multisectoral engagement and exhaustive mapping of existing authorities and mandates of the emergency
management systems and PHEOC.
Implement the PHEOC handbook/plan for PHEOC operations and management.

Develop/adapt PHEOC emergency management training and exercise programme/plan to strengthen capacities
and regularly test systems and skills.
Conduct strategic risk assessment, hazard/risk prioritization and resource mapping.
Prepare/update a multihazard emergency preparedness, response and recovery plan involving relevant
stakeholders.
Develop generic SOPs for the management of Rapid Response Teams (RRTs) and surge personnel in the national
PHEOC to be adapted by national PHEOCs.
Support countries in adapting SOPs for management of RRTs and surge personnel in their PHEOC.
Develop generic SOPs/guides for financial management within the PHEOC to be adapted by countries.
Conduct country-level workshops to review and validate7 the key national PHEOC plans and procedures
(handbook/plans and procedures).
Revise the national IMS/response coordination structure based on the experiences from the response and/or
SIMEX.
Conduct awareness workshops on the key PHEOC plans and procedures with national authority/leadership and
experts from MoH, relevant sectors, agencies, and in-country partners.
Conduct training for PHEOC staff (routine and surge) on the validated PHEOC plans and procedures so that all
response personnel are aware of the emergency management mechanism.
Map and regularly review stakeholders working on PHEM and PHEOC activities at the country level.
Form/revitalize policy group/steering committee composed of relevant government departments and partners
for overseeing operationalization of PHEOC.
Monitoring and evaluating the progress of PHEOC implementation in terms of establishing and strengthening a
PHEOC facility with communication technology infrastructure.
Deploy PHEOC experts from the regional-level database to MS of the two Regions to assist with the development,
adaptation and finalization of the key PHEOC policy, plans and procedures, as well as training.
Targets:
By the end of the implementation period:
90% of MS of Africa and Eastern Mediterranean Region have completed a comprehensive mapping and review of
existing legal authorities and emergency management systems.
90% of MS of Africa and Eastern Mediterranean Region have developed or amended the legal framework for the
operationalization of their PHEOC.
90% of PHEOCs have developed, approved, and implemented a handbook or manual for PHEOC management
and operations.
90% of PHEOCs have developed training and exercise programmes to regularly build capacity and test systems,
skills, and capabilities.
90% of key PHEOC plans and procedures (legal framework, handbook/plan, plans and procedures, training and
exercise programmes plans) are validated.
90% of PHEOCs have developed and obtained approval for a multisectoral, all-hazards national response plan.
90% of PHEOCs have utilized the standard response structure/the IMS to coordinate emergency management.
Strategies to accomplish the tasks:

High-level advocacy.
Workshops and consultations.
7
Refers to a multisectoral and multidisciplinary workshop organized to review and/or validate a certain document.
Sensitization and training.

Deploying PHEOC experts.
Providing financial support.
4.2. Develop capabilities

of the PHEOC routine and
surge staff
Description: Trained and skilled PHEOC routine and surge staff in emergency
management should be in the PHEOC to monitor the day-to-day preparedness
activities and able to be mobilized from the roster to fill positions within the
IMS and support response operations through the PHEOC.
90% of MS in
The plan set an objective to develop and/or strengthen the capabilities of the
PHEOC routine and surge staff in 90% of MS in Africa and Eastern Mediterranean
Africa and Eastern
Region. The following key tasks are included in the plan to make sure that this Mediterranean
objective is met. Region will have
trained and skilled
Tasks:
Conduct high-level advocacy to ensure permanent and qualified staff are
PHEOC regular and
assigned for the PHEOC to perform day-to-day preparedness activities. surge staff.
Conduct a review of staff retention mechanisms to maintain the PHEOC
staff.
Prepare a strategy for staff retention with a focus on maintaining routine PHEOC staff.
Conduct up-to-date country-level PHEOC routine and surge staff capacity gap analysis on PHEOC human
resources capacities.
Conduct up-to-date subnational PHEOC routine and surge staff capacity gap analysis on PHEOC and PHEM
systems.
Establish a regular training and exercise programme8 to train PHEOC and surge personnel on an annual basis
based on the needs or gap analysis.
Conduct regional-level ToTs on emergency management for 200 PHEOC and/or PHEM professionals from MS of
Africa and Eastern Mediterranean Region.
Cascade the regional emergency management training at the country level in both Regions.
Provide high-level PHEOC operations and IMS orientation/sensitization to high- and mid-level leadership.
Develop/design a web-based/online PHEOC/IMS training platform to enable all emergency management
professionals from all MS to receive the training to enhance their knowledge.
Initiate registration/enrolment of PHEOC and surge personnel in the web-based/online PHEOC/IMS training and
8
The PHEOC needs to conduct at least one training per year to train national and subnational PHEOC and surge personnel.
follow up completion of the training.

Develop selection criteria to identify potential academic institutions in Africa and Eastern Mediterranean Region to provide a Public
Health Emergency Management Fellowship (PHEM-F).
Adapt/develop PHEM fellowship in the two Regions in collaboration with the identified academic institutions (adapt curriculum,
course materials, commence the fellowship, etc.).
Enrol and provide the PHEM fellowship to 250 PHEOC and/or PHEM experts in collaboration with the academic institutions in the two
Regions.
Monitor and evaluate the implementation of the PHEM fellowship and revise the curriculum and approaches based on the findings.
Conduct simulation exercise needs assessment involving relevant ministries, agencies, and sectors at the country and regional levels.
Design and conduct regional and country-level tabletop and functional simulation exercises (SIMEX) from the respective countries’
PHEOC locations, involving key personnel from the relevant ministries and agencies.
Prepare corrective action plans following the exercises to continuously improve the capabilities and systems.
Adapt/prepare a standard database/roster template for registering and documenting all trained and skilled PHEOC and surge
personnel.
Maintain and regularly update the country-level database of trained and skilled PHEOC and surge personnel to support preparedness
and response coordination.
Maintain and regularly update the regional-level database of trained and skilled surge personnel for potential deployment to support
MS.
Organize regional-level workshops to share experiences and best practices on PHEOC operations and response coordination among
countries.
Deploy PHEOC experts from the regional-level database to MS with the limited trained PHEOC routine and surge staff in both Regions
to support capacity development.
4.2.1. Human resources
Targets:
National level
100% of MS have assigned the minimum9 routine staff in their PHEOCs as per their defined standard9.
100% of MS have trained and skilled surge staff for emergency response and a roster of surge staff is available.
Regional level
PHEOC experts recruited and deployed to selected10 MS to support capacity building and implementation of the strategic plan.
4.2.2. Capacity development
Targets:
National level
100% of the routine PHEOC staff trained in PHEOC operations and IMS.
80% of PHEOCs conducted a training needs assessment to identify capacity gaps.
9
The minimum staff needed in the PHEOC to run the key functions will be communicated with countries.
10
Refers to MS with limited skilled workforce in PHEOC operations and emergency management.
11
The number varies from country to country, and it could be determined based on findings of risk mapping.
80% of the PHEOCs developed a dedicated training programme based on assessment findings.
90% of MS have sufficient11 trained surge capacity to support preparedness and response coordination.
95% of PHEOC and surge personnel completed online PHEOC training.
100% of the functional PHEOCs in both regions conducted a minimum of one tabletop simulation SIMEX per
year involving concerned stakeholders and preparing corrective action plans.
90% of the PHEOCs conducted at least one functional SIMEX every two years involving concerned stakeholders
and preparing corrective action plans.
100% of the PHEOCs maintained and regularly updated the national database of trained and skilled PHEOCs
and surge personnel based on the standard template to support preparedness and response coordination.
Regional level
200 PHEOC experts from MS of Africa and Eastern Mediterranean Region received ToTs.
Developed, designed, and initiated a web-based/online PHEOC learning platform.
Adapted/developed PHEM fellowship in collaboration with the identified academic institutions in both Regions.
250 professionals from the prioritized MS of Africa and Eastern Mediterranean Region enrolled and completed
PHEM fellowship.
Designed and conducted at least four functional SIMEX involving concerned stakeholders from all MS of the two
Regions.
Adapted/prepared a generic database and shared it with all MS in both Regions to regularly allow tracking
trained human resources.
Maintained and regularly updated the regional database of trained and skilled surge personnel for potential
deployment to support MS.

Conduct regional level ToT and cascading training at country level.
Carry out SIMEX.
Deploy PHEOC experts to MS.
Develop a PHEOC fellowship programme and web-based training.
Provide capacity building/training to national PHEOC staff, including PHEM-F.
Provide financial support.
4.3. Reinforce information

management and data
standards
Description: For informed interventions and effective response, the PHEOC needs to provide the capability to receive,
analyse, display, and monitor incident information (incident-related, operational, and contextual information). It is
essential that the three types of information systematically flow to the PHEOC and that tools are available to manage
the information. The PHEOC should also determine information requirements, develop information management
platforms, and deploy digital solutions/software. Besides, putting in place the information management SOPs and a
memorandum of understanding (MoU) with relevant departments, sectors and agencies is critical for the PHEOC to
facilitate efficient information management and communication to effectively manage health emergencies.
To meet this goal, the PHEOC will establish an integrated information

management system with the information-sharing platform(s) containing 90% MS of Africa
the minimum12 data required in at least 90% of MS in Africa and Eastern
Mediterranean Region. The following key tasks will be undertaken to
and Eastern
meet this objective. Mediterranean
Region will have
Tasks:
information
Map the existing systems/platforms or information management
and sharing used to collect, process, display and communicate data
management and
from and to the PHEOC. communication
Conduct a data flow analysis and define the business processes of system.
the PHEOC.
Convene a workshop to map data sources and requirements for the PHEOC.
Establish a system to get the data or variables of interest from various stakeholders required in the PHEOC.
Determine data and information requirements (essential elements of information and critical information
requirements) needed to inform decision-making.
Deploy software (integrated and interoperable) to manage PHEOC and response information.
Establish an interoperability platform for exchanging information between the various existing information
systems.
Provide functional PHEOCs with security equipment, networks, and communication to collect, process and
share information.
Prepare and share regional-level communication and information management and initiate standard sharingof
SOPs and MoU guidance.
Prepare and implement SOPs and MoU to establish communication, coordination and information management
and sharing mechanisms between the concerned stakeholders.
Adapt/prepare standard templates for drafting situational reports and disseminating them to the MS’ PHEOCs.
Organize training for PHEOC staff and other experts on the application and management of the various software
deployed in the PHEOC.
Targets:
90% the PHEOCs have implemented digital/software solutions to manage information systems.
90% of the PHEOCs have established communication, coordination and information management and sharing
mechanisms between the concerned stakeholders.
90% of the PHEOCs have developed the capacity to produce situational reports and information products.
12
The minimum data required in the PHEOC will be defined with the MS.

Conduct high-level advocacy.
Define national information requirements, sources, and flow mechanism.
Deploy software to manage PHEOC and response data.
Digitize PHEOC data collection, analysis, reporting and sharing system.
Develop information management standards, SOPs, and agreements.
Provide training on application and management of PHEOC software.
4.4. Strengthen the PHEOC

communication technology and
physical infrastructure
Description: The PHEOC should have adequate physical space equipped with
appropriate, fit-for-purpose information and communication technology
infrastructure and office furniture and supplie s to provide ade quate circumstance s
90% of MS in
for the response personnel coordinating the emergency management to operate Africa and Eastern
and to allow seamless communication between the various stakeholders. Mediterranean
Region have
The plan set the objective of ensuring that at least 90% of MS in Africa and Eastern a PHEOC
Mediterranean Region have a PHEOC facility in place equipped with the required
facility in place
information and communication technology infrastructure, furniture, and office
equipment. The following key tasks are included in the plan to make sure that this
equipped with
objective is met.
information and
communication
Tasks: technology
Conduct high-level advocacy on the importance of creating functional PHEOC that meets
with Heads of State, ministries, and agencies (offices of the president, prime the minimum
minister, MoH, national disaster management agencies, relevant ministries
requirements.
and agencies, civil society, partners, and other relevant stakeholders).
Conduct assessments on an annual basis to identify requirements to equip the PHEOCs with office supplies
and communication technology equipment (Computers/laptops, printers, scanners, internet modems, smart
television sets, internet subscription fee, antivirus software) .
Prepare a resource mobilization plan to acquire resources (including logistical, financial and human) from
relevant stakeholders, partners and donors based on the gap analysis.
Procure or acquire the requisite communication technology infrastructure and other required resources and
deploy them to the PHEOCs.
Ensure constant functionning of systems in terms of continuity of operations for physical PHEOC, data backup,
and technological failure including the internet.
13
The ICT and physical infrastructure requirements for a PHEOC described in the PHEOC framework will be further reviewed and communicated withs MS.
14
The requirements for alternate PHEOC facilities will be discussed with MS.
Targets:
Physical facility:
90% of MS have designated a PHEOC physical facility in accordance with their defined standard13 and equipped
with the necessary technology, furniture, and office equipment.
100% of MS with dedicated PHEOC facilities have identified alternate PHEOC locations14 per standard.
Information and communication technology and infrastructure:

90% of the PHEOCs in the two Regions are equipped with workstations, uninterrupted power supply, furniture
(chairs, desks, etc.), and office supplies
90% of PHEOCs are equipped with ICT equipment (computers/laptops/tablets, phones, printers, scanners,
interactive multipurpose display screens, liquid crystal display (LCD) projectors, IT (Information Technology)
security – such as antivirus software, etc.).
90% of the PHEOCs have internet connectivity for their workstations and meeting rooms.
90% of the established PHEOCs can conduct web, video, and teleconferences.

Conduct high-level advocacy.
Establish strong stakeholder partnership and coordination.
Assess needs/requirements.
Mobilize and acquire resources.
Provide technical assistance.
Provide clear communication of expectations and the time frame.
Clarify roles and responsibilities.
4.5. Establish PHEOC

“Centres of Excellence”
Description: Establish PHEOC “Centres of Excellence” that will serve as regional reference centres for MS and other
stakeholders in strengthening and setting up fully functional PHEOCs, facilitating experience sharing especially in
PHEOC operations and emergency management, supporting PHEOC routine and surge staff capacity development
through set initiatives including fellowships, mentorship, and study tours, etc.
The plan aims to designate eight PHEOC “Centres of Excellence’’ in selected MS, five in the WHO African Region and
three in the Eastern Mediterranean Region, with the following key tasks included in the plan to achieve the objective.
15
The guidance document will address the standards or requirements including definitions, functions, requirements, roles, and responsibilities.
The guidance
Tasks:
document will
Conduct high-level advocacy with officials and experts in MoH, relevant
agencies of the selected MS, and other key stakeholders and partners.
address the
Develop a standardized tool to select eligible sites for establishing a standards or
PHEOC Centre of Excellence. requirements
Develop a guidance document for the PHEOC Centre of Excellence15, including
including standards and requirements.
definitions,
Review the tool with potential experts from selected MS and relevant
functions,
stakeholders.
Conduct self-assessments using the PHEOC eligibility tool by willing MS.
requirements,
Validate eligible sites for serving as PHEOC Centres of Excellence.
roles, and
Prepare a resource mobilization plan to acquire the resources from MS, responsibilities.
partners, and donors.
Recruit and deploy senior PHEOC experts (both from the selected MS
and at regional level) to support the establishment and strengthening of the centres.
Organize meetings to review implementation progress with all relevant stakeholders at least twice a year.
Monitor and evaluate the implementation progress of the centres.
Targets:
A guidance document is developed for the establishment of PHEOC Centres of Excellence.
All requirements/resources are mobilized, and resources needed deployed to the centres.
At least eight PHEOC “Centres of Excellence” established in selected MS, five and three in the African and
Eastern Mediterranean Regions, respectively.

Regional and national-level advocacy.
Select eligible entities.
Establish robust partnership and coordination with the selected MS.
Mobilize and deploy resources.
Provide direct technical support.
Annex. 1 contains a thorough operational plan for the next five years (2023–2027) with a set time frame. It also shows
the responsible body for leading the implementation of the specific activities even though each MS is primarily
responsible for overseeing and implementing all the activities outlined in the plan at country level. Further, the
level of implementation provides the information where the planning and coordination of the key tasks will be
managed(at country and regional level).
5
”
Budget
and timeframe
Implementation of
the activities planned
over the next five years
requires approximately
US$ 181, 637 ,498
Implementation of the activities planned over the next five years requires US$ 181, 637, 498 (Table 2). MS in the
two Regions request a budget with a detailed proposal, as well as regular disbursement. Aside from the resources
mobilized from partners and donors, MS also seek regular funding for PHEOC operations, which is included in the
Ministry of Health’s annual budget to ensure ownership and sustainability.
The estimated budget breakdown by thematic area is presented below.
Policy, plans and procedures

The main tasks are the development of key PHEOC legal authorities, functional and operational plans, and
procedures (legal framework, handbook, training and exercise programmes, multisectoral all-hazards response
plans and so on), as well as holding workshops at the national level with relevant stakeholders to validate these key
documents. Workshops to inform the relevant stakeholders on the various PHEOC policies, plans and procedures
and deployment of PHEOC experts to assist MS in both Regions prepare and finalize the PHEOC policy, plans and
procedures and related activities are equally planned. To enable the successful implementation of these activities
an estimated US$ 20, 891, 500 is needed.

Based on the gap analysis, designated professionals from MS of Africa and Eastern Mediterranean Region will
receive regional-level ToTs on PHEOC operations and IMS. Professionals will be enrolled in the PHEM-Fellowship,
implemented in collaboration with identified academic institutions. Furthermore, regional and national simulation
exercises will be conducted to test different capabilities, requiring a total of US$ 59, 064, 350.
Information management and data standards

Deployment of digital/software for managing information systems in the PHEOC, training of key PHEOC personnel in
the software application and preparation of a protocol to guide information sharing platforms will cost US$ 9, 546,
500.

Procurement and installation of communication technology and physical infrastructure, including office supplies,
telecommunications equipment and services, networking and technology infrastructure and the setup of a toll-free
line/call centre in MS requiring this, necessitating US$ 30, 775, 050.
Establishment of PHEOC “Centres of Excellence”

Establishment of eight state of the art “Centres of Excellence” in the two Regions requires US$ 27, 007, 750, for
recruitment, office renovations, communication, information technology equipment procurement and advocacy.
Monitoring and evaluation

Conducting the mid-term and end-of-term evaluations requires US$ 10, 660, 500.
The detailed budget estimation for the key activities across each objective is found in Annex 2.
Table 2. Summary of budget (US dollars) by year, African and Eastern Mediterranean Regions, 2023–2027
Objectives /Thematic areas Yearly budget

Total budget
(to be reached by end of 2027)
2023 2024 2025 2026 2027
At least 90% of MS will have

developed and implemented the
core PHEOC policy, plans and
20,891,500 3,503,000 5,921,000 6,704,250 4,504,250 259,000
procedures: legal framework,
operational and functional plans,
and SOPs.
The capabilities of the PHEOC

workforce (routine and surge
staff) to support preparedness
and response coordination 59,064,350 5,415,375 11,941,675 16,443,167 17,997,467 7,266,667
will be developed and/or
strengthened in at least 90% of
MS.
At least 90% of PHEOCs in

MS will have the information
management and sharing 9,546,500 2,018,750 2,777,500 2,777,500 -
1,972,750
platform(s) suitable for the
minimum data required.
At least 90% of MS have a PHEOC

facility in place equipped with
information and communication
30,775,050 9,639,433 10,066,433 10,063,083 -
technology and a physical 1,006,100
infrastructure meeting the
minimum requirements.
Eight PHEOC “Centres of

Excellence’’ in selected Member
States in the WHO African and 27 007 750 5,415,375 11,941,675 16,443,167 17,997,467 7,266,667
Eastern Mediterranean Regions
will be designated.
The implementation of the key

activities in the strategic plan will
10 666 500 821,100 821,100 4,098,600 821,100 4,098,600
be evaluated: mid-term and end-
term evaluations conducted.
TOTAL 157,945,650 12,831,075 39,031,625 49,056,450 44,832,400 12,194,100
Contingency (15%) 23,691,848 1,924,661.25 5,854,743.75 7,358,467.50 6,724,860.00 1,829,115.00
GRAND TOTAL 181,637,498 14,755,736 44,886,369 56,414,918 51,557,260 14,023,215

”
6 Plan
implementation
6.1. Implementation timeline
The timeline for implementing each activity will be as
indicated in the operational plan.
6.2. Regional-level coordination

Strong regional collaboration and coordination are
essential for the strategic plan’s implementation.
All partners supporting PHEOC operations and
PHEOC experts from selected MS will form a TWG to
oversee the plan’s implementation and provide high-
level technical guidance. The TWG with its Terms of
Close collaboration,
Reference (ToRs) will communicate progress updates
to senior leadership in WHO regional offices, Africa
coordination, and
CDC and other key stakeholders.
communication is
6.3. Country-level coordination
For the successful implementation of the strategic
plan, close coordination, collaboration and
communication between the regional partners and critical for effective
respective MoH/National Public Health Institutes
(NPHI) in MS are critical. Activities outlined in the plan implementation of
”
rely on collaboration at all levels between government
and technical partners. the plan.
6.4. Technical coordinators
Senior technical coordinators who support the
strategic plan implementation at the regional level
will be designated. There will also be specific ToR to
define their roles and responsibilities.
7 Monitoring
and evaluation
The performance measurements will serve as the foundation for monitoring and evaluating the strategic plan’s
implementation. MS, in collaboration with key partners who support PHEOC activities, will monitor implementation
progress. There will be quarterly and annual review meetings at the country level to determine performance against
the annual plan, involving relevant stakeholders. Performance reports will also be prepared twice a year and
distributed to all stakeholders both at the national and regional levels.
There will be internal and external mid-term and end-term evaluations to determine the progress and achievement of
the targets throughout the specified objectives at national and regional levels. A multisectoral and multidisciplinary
team will conduct the mid-term and end-term reviews using a standardised tool. Proceedings of the mid-term and
end-term reviews will be developed and shared with all relevant stakeholders.
The mid-term and long-term goals to be achieved by these time frames will be defined, similarly the yearly target
of MS with fully functional PHEOCs meeting the minimum requirements (Fig. 2). By the end of the plan’s time frame,
approximately 42 (90%) and 20 (90%) MS in Africa and Eastern Mediterranean Region respectively are expected to
have fully functional PHEOCs. By mid-term implementation of the plan, 34 MS in the African Region and 12 in the
Eastern Mediterranean Region will have fully functional PHEOCs (Fig. 2).
62
2027
42 Africa
20 Eastern M.
46 52
2025 2026
34 Africa 37 Africa
12 Eastern M. 15 Eastern M.
30
2023 35
22 Africa
8 Eastern M. 2024
25 Africa
10 Eastern M.
Table 3. Summary of the mid-term and end-term targets in MS of the African and Eastern Mediterranean Regions,
2023–2027
End-term target by Mid-term target by

End-term Mid-term region region
Objectives of the PHEOC Strategic
target (2027) target (2025)
Plan (2023-2027) Eastern Eastern
Both Both Africa Africa
Med. Med.
At least 90% of MS will have developed

and implemented the core PHEOC
policy, plans and procedures: legal 90% 64% 90% 90% 65% 63%
framework, operational and functional
plans, and SOPs.
The capabilities of the PHEOC

workforce (routine and surge staff) to
support preparedness and response 90% 71% 90% 90% 72% 69%
coordination will be developed and/or
strengthened in at least 90% of MS.
At least 90% of PHEOCs in MS will have

the information management and
90% 70% 90% 90% 70% 70%
sharing platform(s) suitable for the
minimum data required.
At least 90% of MS have a PHEOC facility

in place equipped with information
and communication technology and 90% 66% 90% 90% 67% 65%
a physical infrastructure meeting the
minimum requirements.
Eight PHEOC “Centres of Excellence’’

in selected Member States in the WHO
African and Eastern Mediterranean 8 2 5 3 1 1
Regions will be designated by the end
of 2027.
The implementation of the key activities

in the strategic plan will be evaluated:
4 2 2 2 1 1
mid-term and end-term evaluations
conducted.
Annex 3 contains the detailed performance measurements (indicator or measures, indicator computations, data
sources and frequency of data collection) for the key activities planned for the next five years.
8 Annexes
8.1. Operational plan for the African and Eastern Mediterranean Regions 2023-2027
Implementation year Responsible

Objectives Activities
2023 2024 2025 2026 2027 body16
LEVEL OF IMPLEMENTATION – COUNTRY LEVEL 17
Conduct high-level advocacy on the impor-

tance of creating functional PHEOCs with
Heads of State, ministries, and agencies (of-
fices of the president, prime minister, MoH, X X X X X MS and Partners
national disaster management agencies, rel-
evant ministries and agencies, civil society,
partners, and other relevant stakeholders)
Conduct assessments on an annual basis of
Ensure that PHEOC equipment needs regarding office
at least 90% supplies and communication technology
of MS have a equipment
PHEOC facil- X X X X MS and Partners
ity in place,
equipped with
information
and com-
munication Prepare a resource mobilization plan to
technology acquire resources (including logistical, finan-
and physical cial, and human) from relevant stakehold- X X X X MS and Partners
infrastructure ers, partners and donors based on the gap
meeting the analysis
minimum re-
quirements. Procure or acquire the requisite communi-
cation technology infrastructure and other
required resources and deploy them to the X X X X MS and Partners
PHEOCs
Identify locations and equip them based on
the defined standard, also to serve as alter-
nate PHEOCs during expanded coordination X X X X MS
of emergencies and regularly test facilities
and ensure readiness
16
Refers to the primary lead(s) responsible for the implementation of each task: coordination, planning, and execution.
17
Refers to the level of implementation, whether the planning, coordination and execution of the key tasks are managed at the country or regional level.

2023 2024 2025 2026 2027 body16
Complete a comprehensive mapping of exist-

ing legal mandates on public health emer- X X X MS and Partners
gency management systems and PHEOC
Adapt and/or amend a legal framework for
operationalization of the PHEOC, in line with
X X X MS
existing national disaster/emergency man-
agement act/policy
Advocate for the enactment of the PHEOC
legal framework in the presence of the lead- X X X MS and Partners
ership of MoH and relevant agencies
Enact a legal framework for the operational-
X X X X X MS
ization of the PHEOC
Conduct sensitization workshops on the
PHEOC legal framework for leadership, X X X MS and Partners
experts of key sectors and partners
Adapt a handbook/plan for PHEOC opera-
X X X MS and Partners
tions and management
Implement the handbook/plan for PHEOC
X X X X X MS
operations and management
Adapt/prepare PHEOC emergency manage-
ment training and exercises programme/plan X X X MS and Partners
to strengthen capacities
By 2027, at
least 90% of Conduct strategic risk assessment, hazard/
X X X X X MS
MS in Africa risk prioritization and resource mapping
and Eastern Prepare/update a multihazard emergency
Mediterranean preparedness, response and recovery plan X X X X X MS and Partners
Region involving relevant stakeholders
will have
developed and Adapt/prepare country-level SOPs for the
implemented management of RRTs and surge personnel in X X MS
the core the national PHEOC
PHEOC policy, Prepare SOPs/guides for financial manage-
plans and X X MS
ment within the PHEOC
procedures:
legal Conduct workshops to validate the key
framework, PHEOC policy, plans and procedures (hand- X X X X MS and Partners
operational book/plan and procedures)
and functional Revise or update the national IMS/response
plans, and coordination structure based on the experi- X X X X X MS
procedures. ences from the response and/or SIMEX
Implement the standard IMS to coordinate
emergency response efforts of various stake- X X X X X MS
holders through the PHEOC
Conduct awareness workshops on the key
PHEOC plans and procedures with national
authorities/leadership and experts from X X X X MS and Partners
MoH, relevant sectors, agencies, and in-coun-
try partners
Conduct training to the PHEOC staff (routine
and surge) on the validated PHEOC plans and X X X X MS and Partners
procedures
Review of mapping and regularly update
analyses of stakeholder working on PHEM X X X X X MS
and PHEOC activities at the country level
Form/revitalize policy group/steering
committee composed of relevant govern-
ment ministries and relevant agencies and
X X X X X MS
partners for overseeing PHEOC implementa-
tion and regularly update membership once
a year
Monitoring and evaluating the progress of
PHEOC implementation in terms of establish-
X X X X X MS and Partners
ing and strengthening a PHEOC facility with
communication technology infrastructure

2023 2024 2025 2026 2027 body16
Map the existing systems or information

management and sharing used to collect,
process, display and communicate data from
and to the PHEOC
Conduct a data flow analysis and define the
business processes of the PHEOC
By 2027, at Convene a workshop to map data sources

least 90% of and requirements for the PHEOC X X X X MS
PHEOCs in
MS of Africa Establish a system to get the data or vari-
and Eastern ables of interest from various stakeholders X X X MS and Partners
Mediterranean required in the PHEOC
Region will
have the Determine data and information require-
information ments (essential elements of information
management and critical information requirements) need- X X X MS
and sharing ed to inform decision-making
platform(s)
containing the
minimum data Establish an interoperability platform for
required. exchanging information between the various
existing information systems X X X X MS and Partners
Prepare/adapt and implement SOPs and

MoU to establish communication, coordi-
nation and information management and X X X X MS and Partners
sharing mechanisms between the concerned
stakeholders
Provide training on the application and man-
agement of the software to PHEOC staff and X X X X MS and Partners
relevant experts

2023 2024 2025 2026 2027 body16
Conduct high-level advocacy to ensure per-

manent and qualified staff are assigned for
the PHEOC to perform day-to-day prepared- X X X X MS and Partners
ness activities
Ensure the minimal permanent and qualified

staff are assigned for the PHEOC to conduct
day-to-day preparedness activities and are X X X X MS and Partners
permanently absorbed into the national
structure for sustainability
Conduct a review of staff retention strate-

gies/mechanisms to maintain the PHEOC X X X MS and Partners
routine staff
Prepare a strategy for staff retention with a
focus on maintaining PHEOC routine staff X X X MS and Partners
Conduct up-to-date country-level PHEOC

routine and surge staff capacity gap analysis X X X X MS
on PHEOC HR capacities
Develop Cascade the regional emergency manage-
and/or ment training at the country level in both X X X X X MS and Partners
strengthen the Regions
capabilities Establish a regular training and exercise pro-
of the PHEOC gramme to train PHEOC and surge personnel
workforce X X X X X
on an annual basis based on the need or gap
(routine and analysis
surge staff)
to support Provide high-level PHEOC operations and
preparedness IMS orientation/sensitization to high- and X X X MS and Partners
and response mid-level leadership
coordination Conduct simulation exercise needs assess-
in at least 90% ment involving relevant ministries, agencies,
of MS in Africa and sectors at the country and regional levels X X X X MS
and Eastern
Mediterranean
Region by Design and conduct regional and coun-
2027. try-level tabletop simulation exercises (SI-
MEX) from the respective countries’ PHEOC X X X X X MS
locations involving key personnel from the
relevant ministries and agencies
Prepare corrective action plans following the
exercises and revise the plan based on the X X X X X MS
findings
Conduct country and regional-level simula-
tion exercise needs assessment involving MS
of both regions X X MS and Partners
Design and conduct regional and coun-

try-level functional simulation exercises (SI-
MEX) from the respective countries’ PHEOC X X MS
locations involving key personnel from the
relevant ministries and agencies
Maintain and regularly update the coun-

try-level database of trained and skilled
PHEOC and surge personnel to support X X X X X MS
preparedness and response coordination

2023 2024 2025 2026 2027 body16
Prepare an annual workplan for the PHEOC

based on the activities in the five-year strate-
gic plan involving all the relevant stakehold- X X X X X MS
ers, including partners
Conduct a national Annual Review Meeting
Monitoring (ARM) to track the implementation of key
activities of the PHEOC annual plan X X X X X MS
and
evaluation:
annual review Organize and conduct a mid-term evaluation
meetings, to track the implementation progress of the
mid-term, PHEOC five-year strategic plan with all the X MS and Partners
and end-term relevant stakeholders at the national level
evaluations)
Revise the activity plan for the next two and a
half years in the PHEOC strategic plan based
on the findings from the mid-term evaluation
X MS and Partners
(e.g., include the activities not implemented
from the first mid-term into the next imple-
mentation period)
Organize and conduct an end-term evalua-
tion to track the implementation progress
of the PHEOC five-year strategic plan with X MS and Partners
all the relevant stakeholders at the national
level
LEVEL OF IMPLEMENTATION – REGIONAL LEVEL
Prepare relevant documents (brief report,
PowerPoint presentations, etc.) for a work-
X Partners*
shop with representatives of MS and partners
to validate the strategic plan
Organize and conduct a workshop with
representatives of MS of Africa and Eastern
X Partners
Mediterranean Region and key partners to
review and validate the strategic plan
PHEOC
Produce and publish a press release on the
Strategic Plan
strategic plan to inform all implementing
(2023-2027): X Partners
stakeholders (MS, partners, and other stake-
Launch and
holders)
dissemination
Organize round table consultative meet-
ings with the key partners and donors for
X Partners
resource mapping to support the implemen-
tation of the strategic plan
Publish and disseminate the latest version of
the PHEOC strategic plan (2023-2027) to all
X Partners
MS of the two Regions, partners, and other
stakeholders

2023 2024 2025 2026 2027 body16
Conduct high-level advocacy on the impor-

tance of creating functional PHEOCs with
Heads of State, ministries, and agencies (of-
fices of the president, prime minister, MoH, X X X X Partners
national disaster management agencies, rel-
evant ministries and agencies, civil society,
partners, and other relevant stakeholders)
Conduct assessments on an annual basis to
identify requirements to equip the PHEOCs
with office supplies and communication
technology equipment (computers/laptops,
X X X X Partners
printers, scanners, internet modems, smart
Strengthen
television sets, internet subscription fee,
the com-
antivirus software) at least 15 persons per
munication
PHEOC facility
technology
and physical Prepare a resource mobilization plan to
infrastructure acquire resources (including logistical, finan-
cial, and human) from relevant stakehold- X X X X Partners
ers, partners and donors based on the gap
analysis
Procure or acquire the requisite communi-
cation technology infrastructure and other
X X X X Partners
required resources and deploy them to the
PHEOCs
Ensure redundancy of systems in terms of
continuity of operations for physical PHEOC,
X X X X X Partners
data backup, and technological failure
including internet
Develop regional-level SOPs to guide the
development of country-level SOPs for the
X X Partners
management of RRTs and surge personnel in
the PHEOC
Organize regional-level workshops to share
experiences and best practices on PHEOC op-
X X X Partners
erations and response coordination between
Develop and countries
implement the
core PHEOC Deploy PHEOC experts from the regional-lev-
policy, plans el database to MS of the two Regions to assist
with the review and operationalization of the X X X X X Partners
and proce-
dures: legal key PHEOC policy, plans and procedures
framework,
operational Conduct monthly webinar series on PHEOC
and functional X X X X X Partners
best prac-tices and case Studies
plans, and
procedures
Conduct regular meetings and facilitate col-
Member states
laborative discussions within the Technical X X X X X
and partners
Working Groups (TWGs).
Organize Quarterly and Annual Meetings for

Member states
re-viewing the regional PHEOC-Net Activity X X X X X
and partners
Plan

2023 2024 2025 2026 2027 body16
Deploy software (integrated and interop-

erable) to manage PHEOC and response X X X Partners
information
Provide functional PHEOCs with security
equipment, networks, and communication to X X X X Partners
collect, process and share information
Prepare and share regional-level commu-

nication and information management and X X Partners
standard sharing SOPs and MoU guidance
Adapt/prepare regional-level standard tem-
Establish plates for preparing situational reports and X X X Partners
information disseminating them to the PHEOCs
management
and data Adapt SOPs/user manual for the applica-
standards for tion of the software and organize training
the PHEOC for PHEOC staff and other experts on the X X Partners
application and management of the various
software deployed in the PHEOC
Finalize the regional PHEOC-Net website – a

communication and information-sharing X Partners
platform
Launch the regional EOC-Net website X Partners
Conduct Hands-On Training for Regional

X X X X X Partners
PHEOC-Net Members

2023 2024 2025 2026 2027 body16
Conduct up-to-date regional-level PHEOC

routine and surge staff capacity gap analysis X X X X Partners
on PHEOC HR capacities
Conduct regional-level ToTs on emergen-

cy management for PHEOC and/or PHEM
X X X X X Partners
professionals from MS of Africa and Eastern
Mediterranean Region
Develop/design, a web-based/online PHEOC/
IMS training platform to enable all emergen-
X X Partners
cy management professionals from all MS to
receive training to enhance their knowledge
Initiate registering/enrolment of PHEOC and
surge personnel for the web-based/online
X X X X Partners
PHEOC/IMS training and follow-up comple-
tion of the training
Monitor and evaluate the implementation
and achievement of the web-based PHEOC X X X X Partners
training platforms
Develop selection criteria to identify poten-

tial academic institutions in Africa and East-
ern Mediterranean Region to provide a Public X X Partners
Health Emergency Management Fellowship
Develop (PHEM-F)
capabilities Adapt/develop PHEM-F in the two Regions in
of the PHEOC Partners and
collaboration with the identified academic
routine and X X Academic insti-
institutions (adapt curriculum, course mate-
surge staff tutions
rials, commence the fellowship, etc.)
Enrol and provide the PHEM-F to PHEOC and/ Partners and
or PHEM experts in collaboration with the X X X Academic insti-
academic institutions in the two Regions tutions
Monitor and evaluate the implementation of Partners and

the PHEM-F and revise the curriculum and X X X Academic insti-
approaches based on the findings tutions
Conduct regional-level simulation exercise

needs assessment involving MS of both X X MS and Partners
Regions
Design and conduct regional-level functional
simulation exercises (SIMEX) from the respec-
tive countries’ PHEOC locations involving key X X Partners
personnel from the relevant ministries and
agencies
Prepare corrective action plans following the
exercises and revise the plans based on the X X Partners
findings
Adapt/prepare a standard database/ros-

ter template for registering all trained and X X Partners
skilled PHEOC and surge personnel

2023 2024 2025 2026 2027 body16
Conduct high-level advocacy with officials

and experts in MoH, relevant agencies of the Partners and
X X
selected MS, other key stakeholders, and selected MS
partners
Develop a guidance document for the PHEOC
Centre of Excellence, including standards and X X Partners
requirements
Develop an eligibility standardized tool for
establishing a PHEOC centre of excellence X Partners
Review the tool with potential experts from

selected MS and relevant stakeholders X Partners
Conduct the selection process and identify

potential entities in different countries based
on the assessment tool (at least to identify X X Partners
two sites in the initial process/phase and
similarly identify other sites in a later year)
Finalize the self-assessment and share re-
ports with relevant stakeholders X X X MS
Finalize the selection process and dissemi-

nate the assessment report to the selected
countries and other relevant stakeholders X X X Partners
Designate Validate the readiness of the sites for serving

as a PHEOC centres of excellence X X Partners
eight PHEOC
“Centres of
Excellence’’ Prepare a resource mobilization plan to
Partners and
acquire the resources from MS, partners, and X X X X
selected MS
donors
Mobilize/acquire and deploy the resources to Partners and
the centres based on the gap analysis X X X
selected MS
Upgrade existing facilities or construct new
facilities to ensure the establishment of the
centres that meet expected standards and X X X Partners
requirements
Ensure the establishment of the centres by
equipping them with the required resources Partners and
and other requirements based on the set X X X
selected MS
standards
Recruit and deploy senior PHEOC experts

(both from the selected MS and regional
level) to support the establishment and X X X X Partners
strengthening of the centres
Organize meetings to review implementation
Partners and
progress with all relevant stakeholders at X X X
selected MS
least twice a year
Monitor the implementation progress of the Partners and
centres of excellence X X X
selected MS
Evaluate the functioning of the centres of Partners and
excellence as per the established standards X X X
selected MS

2023 2024 2025 2026 2027 body16
Organize and conduct a mid-term evaluation

to track the implementation progress of the
PHEOC five-year strategic plan with all the X Partners
relevant stakeholders at the regional level
Monitoring
and Revise the activity plan for the next two and a
evaluation: half years in the PHEOC strategic plan based
annual review on the findings from the mid-term evaluation
X Partners
meetings, (e.g., include the activities not implemented
mid-term, from the first mid-term into the next imple-
and end-term mentation period)
evaluations)
Organize and conduct an end-term evalua-
tion to track the implementation progress
of the PHEOC five-year strategic plan with X Partners
all the relevant stakeholders at the regional
level
Recruit at least two full-time project coor-

dinators at the regional level for overseeing
and supporting the implementation of the X X X X WHO
strategic plan
Compile and prepare quarterly and annual
progress reports based on the reports from Project coordi-
MS and disseminate them to all stakeholders X X X X X
nators
Project Develop a regional-level annual progress

coordination report of the implementation of the strategic
of the PHEOC plan and ensure it is signed and disseminat- Project coordi-
X X X X X
strategic plan ed to MS and partners through the regional nators
director
Prepare a paper on the key findings of the

implementation of the strategic plan and
X X Partners
publish at least two papers, each for the two
Regions, in international journals
Supervise and support the implementa-
Project coordi-
tion of the strategic plan and other related X X X X X
nators
activities
Note: *Includes currently: WHO, Africa CDC, WAHO, US CDC, UKHSA, BMGF and RKI. It shall be updated periodically to
accommodate new partners, if necessary.
8.2. Budget estimate for the African and Eastern Mediterranean Regions 2022–2026
Annual budget
Total budget
Activities (Both 2023 2024 2025 2026 2027
Regions) US$
Country-level implementation
Objective : At least 90% of MS have a PHEOC facility in place equipped with information and communication technology and
physical infrastructure meeting the minimum requirements.
Conduct high-level advocacy on
the importance of establishing
functional PHEOCs with Heads
of State, ministries, and agencies
(offices of the president, prime
$2,380,000 $476,000 $476,000 $714,000 $333,200 -
minister, MoH, national disaster
management agencies, relevant
ministries and agencies, civil soci-
ety, partners, and other relevant
stakeholders)
Hold regular steering committee
meetings to review the PHEOC
$1,890,000 $378,000 $378,000 $567,000 $264,600 -
implementation and the progress
of the five-year strategic plan
Subtotal $4,270,000 $854,000 $854,000 $1,281,000 $597,800 $0
Objective : By 2027, at least 90% of MS in Africa and Eastern Mediterranean Region will have developed and implemented
the core PHEOC policy, plans and procedures: legal framework, operational and functional plans, and procedures.
Conduct workshop and complete
a comprehensive mapping of
existing legal mandates on public $275,000 $275,000 $412,500 $192,500 - $275,000
health emergency management
systems and PHEOC
Conduct workshop to adapt and/
or amend a legal framework for
operationalization of the PHEOC,
$275,000 $275,000 $412,500 $192,500 - $275,000
in line with existing national
disaster/emergency management
act/policy
Conduct sensitization workshop
on the PHEOC legal framework to
$476,000 $476,000 $714,000 $333,200 - $476,000
leadership, experts of key sectors
and partners
Conduct workshop to adapt a
handbook/plan for the PHEOC $275,000 $275,000 $412,500 $192,500 - $275,000
Operations and Management
Conduct workshops to adapt/
prepare programmes/plans for
the management of PHEOC and $275,000 $275,000 $412,500 $192,500 - $275,000
emergency management training
and exercises
Conduct workshop to adapt/
prepare country-level SOPs for
- $825,000 $880,000 - - -
management of RRTs and surge
personnel in the PHEOC
Conduct workshop to prepare
SOP/guide for financial manage- - $825,000 $880,000 - - -
ment within the PHEOC
Conduct workshops to validate
the key PHEOC policy, plans and
$385,000 $385,000 $577,500 $269,500 - $385,000
procedures (handbook/plan and
procedures)
Annual budget
Total budget
Activities (Both 2023 2024 2025 2026 2027
Regions) US$
Conduct workshops on the key

PHEOC policy, plans and proce-
dures to raise awareness of the
$476,000 $1,190,000 $1,285,200 - - $476,000
leadership and experts from MoH,
relevant agencies, sectors, and
partners
Conduct training on the validated
PHEOC policy, plans and proce-
$770,000 $770,000 $1,155,000 $539,000 - $770,000
dures for the PHEOC and surge
personnel
Subtotal $3,207,000 $5,571,000 $7,141,700 $1,911,700 $0 $3,207,000
Objective : By 2027, at least 90% of PHEOCs in MS of Africa and Eastern Mediterranean Region will have the information
management and sharing platform(s) containing the minimum data required.
Conduct a consultative workshop
to map the existing information
management and sharing plat-
$1,025,000 $205,000 $205,000 $307,500 $143,500 -
forms to collect, process, display
and communicate data from and
to the PHEOC
Convene a workshop to map data
sources and requirements for the $1,025,000 $205,000 $205,000 $307,500 $143,500 -
PHEOC
Conduct a workshop to develop
an interoperability platform for
exchanging information between $1,375,000 $275,000 $275,000 $412,500 $192,500 -
the various existing information
systems
Conduct a workshop to prepare/
adapt and implement SOPs and
MoU to establish communication,
coordination and information $1,375,000 $275,000 $275,000 $412,500 $192,500 -
management and sharing mech-
anisms between the concerned
stakeholders
Provide training on the application
and management of the soft-
$3,850,000 $770,000 $770,000 $1,155,000 $539,000 -
ware to PHEOC staff and relevant
experts
Subtotal $8,650,000 $1,730,000 $1,730,000 $2,595,000 $1,211,000 $0
Objective : Develop and/or strengthen the capabilities of the PHEOC workforce (routine and surge staff) to support pre-
paredness and response coordination in at least 90% of MS in Africa and Eastern Mediterranean Region by 2027.
Conduct high-level advocacy in
the presence of top leadership
from the MoH and other relevant
agencies on the importance of $3,284,400 $476,000 $952,000 $952,000 $904,400 -
assigning permanent and qualified
staff to run the PHEOC’s day-to-day
preparedness activities
Prepare a strategy for staff reten-
tion with a focus on maintaining $1,897,500 $275,000 $550,000 $550,000 $522,500 -
the skilled and routine PHEOC staff
Cascade/provide the regional
IMS and emergency management
$16,663,500 $2,415,000 $4,830,000 $4,830,000 $4,588,500 -
training at the country level in
both Regions
Provide high-level PHEOC opera-
tions and IMS training to cen-
$5,313,000 $770,000 $1,540,000 $1,540,000 $1,463,000 -
tral-level leadership and mid-level
managers
Annual budget
Total budget
Activities (Both 2023 2024 2025 2026 2027
Regions) US$
Conduct simulation exercise needs

assessment involving relevant
$745,200 $108,000 $216,000 $216,000 $205,200 -
ministries, agencies, and sectors at
the country level
Design and conduct country-level
tabletop simulation exercises (SI-
$3,284,400 $476,000 $952,000 $952,000 $904,400 -
MEX) involving key personnel from
the concerned stakeholders
Design and conduct country-level
functional simulation exercises (SI-
$3,960,600 - $1,980,300 - $1,980,300 -
MEX) involving key personnel from
the concerned stakeholders
Subtotal $35,148,600 $4,520,000 $11,020,300 $9,040,000 $10,568,300 $0
Objective : Evaluate the implementation of the key activities in the strategic plan: conduct mid-term and end-term evalua-
tions
Convene a national annual review
meeting (ARM) to track the imple-
821,100 821,100 821,100
mentation of key activities of the 4,105,500 821,100 821,100
PHEOC annual plan
Organize and conduct a mid-term
evaluation to track the imple-
mentation progress of the PHEOC
- - 2,656,500 - -
five-year strategic plan with all 2,656,500
the relevant stakeholders at the
national level
Organize and conduct an end-term
evaluation to track the imple-
mentation progress of the PHEOC
- - - -
five-year strategic plan with all 2,656,500 2,656,500
the relevant stakeholders at the
national level
Subtotal $9,418,500 $821,100 $821,100 $3,477,600 $821,100 $3,477,600
TOTAL $76,272,100 $11,132,100 $19,996,400 $23,535,300 $15,109,900 $3,477,600
Contingency (15%) $11,440,815 $1,669,815 $2,999,460 $3,530,295 $2,266,485 $521,640
GRAND TOTAL $87,712,915 $12,801,915 $22,995,860 $27,065,595 $17,376,385 $3,999,240
Annual budget
Total budget
Activities (Both Regs.) 2023 2024 2025 2026 2027
US$
Regional level implementation

Objective : Ensure that at least 90% of MS in Africa and Eastern Mediterranean Region have a PHEOC facility equipped
with information, communication technology and physical infrastructure that meet the minimum requirements by 2027.
Conduct high-level advocacy on
the importance of establishing
functional PHEOCs with Heads
of State, ministries, and agen-
cies (offices of the president,
$595,000 $148,750 $148,750 $148,750 $148,750 -
prime minister, MoH, national
disaster management agencies,
relevant ministries and agen-
cies, civil society, partners, and
other relevant stakeholders)
Conduct assessments on an
annual basis to identify require-
ments to equip the PHEOCs with
office supplies and communi-
cation technology equipment
(computers/laptops, printers, $10,050 $3,350 $3,350 $3,350 - -
scanners, internet modems,
smart television sets, internet
subscription fee, antivirus
software) at least 15 persons per
PHEOC facility
Subtotal $605,050 $152,100 $152,100 $152,100 $148,750 $0
Objective : By 2027, at least 90% of MS in Africa and Eastern Mediterranean Region will have developed and implemented
the core PHEOC policy, plans and procedures: legal framework, operational and functional plans, and procedures.
Develop regional-level standard
operating procedures (SOPs)
to guide the development of
$106,250 - $106,250 - - -
country-level SOPs for the
management of RRTs and surge
personnel in the PHEOC
Organize regional-level work-
shops to share experiences and
best practices on PHEOC opera- $446,250 - $148,750 $148,750 $148,750 -
tions and response coordination
between countries
Subtotal $552,500 $0 $255,000 $148,750 $148,750 $0
Objective : By 2027, at least 90% of PHEOCs in MS of Africa and Eastern Mediterranean Region will have the information
management and sharing platform(s) containing the minimum data required.
Prepare and share regional-level
communication and informa-
$106,250 $53,125 $53,125 - - -
tion management and standard
sharing SOPs and MoU
Adapt SOPs/user manual for the
application of the software and
$106,250 $53,125 $53,125 - - -
prepare training materials to
train PHEOC staff
Subtotal $212,500 $106,250 $106,250 $0 $0 $0
Objective : Develop and/or strengthen the capabilities of the PHEOC workforce (routine and surge staff) to support pre-
paredness and response coordination in at least 90% of MS in Africa and Eastern Mediterranean Region by 2027.
Conduct regional-level ToT on
IMS and emergency manage-
ment for 200 PHEOC and/or
$1,750,000 $350,000 $350,000 $350,000 $350,000 $350,000
PHEM professionals from MS of
Africa and Eastern Mediterra-
nean Region
Annual budget
Total budget
US$
Develop/design, a web-based/
online PHEOC/IMS training
platform to enable all emergen-
cy management professionals $318,750 $159,375 $159,375 - - -
from all MS of both Regions to
receive the training to enhance
their knowledge
Develop selection criteria to
identify potential academic
institutions in Africa and Eastern
Mediterranean Region to pro- $106,250 $53,125 $53,125 - - -
vide a Public Health Emergen-
cy Management Fellowship
(PHEM-F)
Adapt/develop PHEM-F in the
two Regions in collaboration
with the identified academic
$318,750 $159,375 $159,375 - - -
institutions (adapt curriculum,
course materials, commence
the fellowship, etc.)
Enrol and provide the PHEM-F
to 250 PHEOC and/or PHEM
experts (two fellowship
$20,750,000 - - $6,916,667 $6,916,667 $6,916,667
programmes a year) in col-
laboration with the academic
institutions in the two Regions
Subtotal $23,243,750 $721,875 $721,875 $7,266,667 $7,266,667 $7,266,667
Objective : Designate eight PHEOC “Centres of Excellence’’ in selected Member States in the WHO African and Eastern
Mediterranean Regions by the end of 2027.
Develop a guidance document
for the PHEOC Centre of Excel-
$212,500 $106,250 $106,250 - - -
lence, including standards and
requirements
Develop a site selection stan-
dardized tool for establishing a $106,250 - $106,250 - - -
PHEOC centre of excellence
Finalize the selection process
and disseminate the assess-
ment report to the selected $297,500 - $99,167 $99,167 $99,167 -
countries and other relevant
stakeholders
Conduct high-level advocacy
with officials and experts in
MoH, relevant agencies of the $595,000 - $297,500 $297,500 - -
selected MS, other key stake-
holders, and partners
Organize meetings to review
implementation progress with
$1,487,500 - - $495,833 $495,833 $495,833
all relevant stakeholders at least
twice a year
Subtotal $2,698,750 $106,250 $609,167 $892,500 $595,000 $495,833
Objective : Evaluate the implementation of the key activities in the strategic plan: conduct mid-term and end-term evalu-
ations
Organize and conduct a mid-
term evaluation to track the
implementation progress of the
$297,500 - - $297,500 $0 $0
PHEOC five-year strategic plan
with all the relevant stakehold-
ers at the regional level
Annual budget
Total budget
US$
Organize and conduct an end-

term evaluation to track the
implementation progress of the
$297,500 - - - - $297,500
PHEOC five-year strategic plan
with all the relevant stakehold-
ers at the regional level
Organize workshops to dissem-
inate the findings of the mid-
term and end-term evaluations
$595,000 - - $297,500 - $297,500
of the PHEOC five-year strategic
plan involving the relevant
stakeholders
Subtotal $1,190,000 $0 $0 $595,000 $0 $595,000
TOTAL $28,502,550 $1,086,475 $1,844,392 $9,055,017 $8,159,167 $8,357,500
Contingency (15%) $4,275,383 $162,971 $276,659 $1,358,253 $1,223,875 $1,253,625
GRAND TOTAL $32,777,933 $1,249,446 $2,121,050 $10,413,269 $9,383,042 $9,611,125
Total budget Annual budget

Activities
US$ 2023 2024 2025 2026 2027
Ensure that at least 90% of MS in Africa and Eastern Mediterranean Region have a PHEOC facility in place equipped
with information, communication technology and physical infrastructure that meets the minimum requirements by
2027.
Recruit and deploy experts
to assist MS with the selec-
$1,050,000 - $350,000 $350,000 $350,000 -
tion process and setting up
of the PHEOC facility
Subtotal $1,050,000 $0 $350,000 $350,000 $350,000 $0
By 2027, at least 90% of MS in Africa and Eastern Mediterranean Region will have developed and implemented the core
PHEOC policy, plans and procedures: legal framework, operational and functional plans, and procedures.
Deploy PHEOC experts from
the regional-level database
to MS of the two Regions to
assist with the review and 1 554 000 296 000 370 000 370 000 259 000 259 000
operationalization of the
key PHEOC policy, plans
and procedures
Subtotal 1 554 000 296 000 370 000 370 000 259 000 259 000
By 2027, at least 90% of PHEOCs in MS of Africa and Eastern Mediterranean Region will have the information manage-
ment and sharing platform(s) containing the minimum data required.
Deploy experts to MS of the
two Regions to assist with
the software installation 546 000 136 500 136 500 136 500 136 500 -
and training on the applica-
tion of the software
Subtotal 546 000 136 500 136 500 136 500 136 500 0
Develop and/or strengthen the capabilities of the PHEOC workforce (routine and surge staff) to support preparedness
and response coordination in at least 90% of MS in Africa and Eastern Mediterranean Region by 2027.
Recruit expert(s) to support

adapting/developing
PHEM-F in collaboration
with the identified academ-
74 000 37 000 37 000 - - -
ic institutions (adapt cur-
riculum, course materials,
commence the fellowship,
etc.)
Recruit and deploy experts
to MS to support capacity
546 000 136 500 136 500 136 500 136 500 -
development activities
(training, mentorship, etc.)
Recruit experts to support
the design and conduct of
regional-level functional
simulation exercises (SI-
52 000 - 26 000 - 26 000 -
MEX) involving key person-
nel from the concerned
stakeholders of all MS of the
two Regions
Subtotal 672 000 173 500 199 500 136 500 162 500 0
Designate eight PHEOC “Centres of Excellence’’ in selected Member States in the WHO African and Eastern Mediterra-
nean Regions by the end of 2027.
Recruit an expert to support

the development of a
guidance document for the
13 000 6 500 6 500 - - -
PHEOC Centre of Excel-
lence, including standards
and requirements
Total budget Annual budget

Activities
US$ 2023 2024 2025 2026 2027
Deploy PHEOC experts or
consultants to support the
establishment of PHEOC
“Centres of Excellence” or 296 000 - 74 000 74 000 74 000 74 000
state of the art PHEOCs in
identified sites/MS in the
two Regions
Subtotal 309 000 6 500 80 500 74 000 74 000 74 000
Evaluate the implementation of the key activities in the strategic plan: conduct mid-term and end-term evaluations .
Recruit consultants to
organize and conduct
regional-level mid-term
evaluations to track the 26 000 - - 26 000 - -
implementation progress
of the PHEOC five-year
strategic plan
Recruit consultants to
organize and conduct
regional-level end-term
evaluations to track the 26 000 - - - - 26 000
implementation progress
of the PHEOC five-year
strategic plan
Subtotal 52 000 0 0 26 000 0 26 000
TOTAL $4,183,000 $612,500 $1,136,500 $1,093,000 $982,000 $359,000
Contingency (15%) $627,450 $91,875 $170,475 $163,950 $147,300 $53,850
GRAND TOTAL $627,450 $91,875 $170,475 $163,950 $147,300 $53,850
Annual budget
Objectives Total budget
2023 2024 2025 2026 2027
Ensure that at least 90% of MS in Africa and Eastern Mediterranean Region have a PHEOC facility in place equipped with
information, communication technology and physical infrastructure that meets the minimum requirements by 2027.
Equip the PHEOCs with of-
fice supplies and communi-
cation technology equip-
ment (computers/laptops,
printers, scanners, internet
modems, smart television $24,850,000 $0 $8,283,333 $8,283,333 $8,283,333 $0
sets, internet subscription
fee, antivirus software)
for at least 15 persons per
PHEOC facility based on the
assessment findings
Subtotal 24,850,000 - 8,283,333 8,283,333 8,283,333 -
By 2027, at least 90% of PHEOCs in MS of Africa and Eastern Mediterranean Region will have the information manage-
ment and sharing platform(s) containing the minimum data required.
Provide functional PHEOCs
with security equipment
and networks and commu- 138 000 0 46 000 46 000 46 000 $0
nication to collect, process
and share information
Subtotal 138 000 - 46 000 46 000 46 000 -
Designate eight PHEOC “Centres of Excellence’’ in selected Member States in the WHO African and Eastern Mediterranean
Regions by the end of 2027.
Support upgrading/renova-
tion of facilities to establish
16 000 000 0 5 333 333 5 333 333 5 333 333 0
PHEOC “Centres of Excel-
lence”
Procure office supplies
and ICT equipment for the 8 000 000 0 2 666 667 2 666 667 2 666 667 0
Centres of Excellence
Subtotal 24 000 000 0 8 000 000 8 000 000 8 000 000 0
TOTAL 48,988,000 16,329,333 16,329,333 16,329,333 -

-
Contingency (15%) $7,348,200 $0 $2,449,400 $2,449,400 $2,449,400 $0
GRAND TOTAL 56,336,200 18,778,733 18,778,733 18,778,733 -

-
8.3. Performance measures for the African and Eastern Mediterranean Regions 2022–2026
End
Indicators/ Indicator End End Frequency
PHEOC core target Source
Performance definitions / target target Annual target (both) of data
component (Eastern of data
measures Calculations (both) (Africa) collection
Med.)
2023 2024 2025 2026 2027

Total
Proportion of number of
PHEOC PHEOCs that PHEOCs that
legal frame- completed a completed a Mapping
works, comprehen- comprehen- 90% 90% 90% 50% 75% 90% docu- Quarterly
plans and sive mapping sive mapping ment
procedures of existing le- of legal
gal mandates mandates of
PHEOCs
Proportion Total number
of MS that of MS that
prepared and/ adopted and/
or amended or amended Legal
a legal instru- legal instru- 90% 90% 90% 45% 65% 90% instru- Quarterly
ment for the ments for ment
operational- operational-
ization of the ization of the
PHEOC PHEOC
Total number
of PHEOCs
that enacted
Proportion a legal instru-
of PHEOCs ment for the
that enacted operation-
Legal
a legal instru- alization of
90% 90% 90% 40% 55% 70% 90% instru- Quarterly
ment for the the PHEOC/
ment
operational- Total number
ization of the of PHEOCs
PHEOC expected to
enact the
PHEOC legal
instrument
of PHEOCs of PHEOCs
that adapted that adapted Hand-
a handbook/ a handbook/ book /
90% 90% 90% 50% 75% 90% Quarterly
plan for plan for their guide-
PHEOC op- operations line
erations and and manage-
Management ment
Total
number of
PHEOCs that
implemented
a PHEOC op-
Proportion of
erations and
PHEOCs that
management
implemented Hand-
handbook/
a handbook/ book /
Total number 90% 90% 90% 50% 60% 75% 90% Quarterly
plan for guide-
of PHEOCs
PHEOC op- line
expected to
erations and
implement a
management
PHEOC hand-
book for their
operations
and manage-
ment
End
Med.)
2023 2024 2025 2026 2027

Number of
PHEOCs that
developed
multihazard
Proportion of
national re-
PHEOCs that
sponse plan/ Re-
developed a
Total number 90% 90% 90% 50% 60% 70% 90% sponse Quarterly
multihazard
of PHEOCs plans
national re-
expected to
sponse plan
develop a
multihazard
national re-
sponse plan
Number of
regional-level
Number of
generic SOPs
regional-level
developed/
generic SOPs
Total number
developed for
of SOPs
the manage- 1 1 1 1 SOP Once
planned for
ment of RRTs
the manage-
and surge
ment of RRTs
personnel in
and surge
the PHEOC
personnel in
the PHEOC
Number
of MS that
developed
Proportion of SOPs/Total
PHEOCs that number
developed of MS that
SOPs for the planned
90% 90% 90% 60% 90% SOP Annually
management to develop
of RRTs and SOPs for the
surge person- management
nel of RRTs and
surge per-
sonnel in the
PHEOC
Number of
PHEOCs that
developed
training and
Proportion of
exercise
PHEOCs that Activa-
guides/total
developed tion /
number of 90% 90% 90% 50% 65% 75% 90% Annually
training and AAR
PHEOCs
exercise reports
expected
guides
to develop
their training
and exercise
guides
Number of
validated
Proportion key PHEOC
of PHEOCs policy, plans
that validated and proce-
the key de- dures (legal
veloped core document,
Work-
PHEOC policy, handbook,
90% 90% 90% 50% 60% 75% 90% shop Annually
plans and and guides)/
reports
procedures total number
(handbook/ of key PHEOC
plan and policy,
related proce- plans and
dures) procedures
expected to
be validated
End
Med.)
2023 2024 2025 2026 2027

Number of
PHEOCs that
applied IMS
to coordinate
Proportion of
responses/
PHEOCs that
total number
applied stan-
of PHEOCs Activa-
dard response
expected tion /
structure/ 90% 90% 90% 55% 65% 75% 90% Annually
to apply AAR
the IMS to
standard reports
coordinate
response
emergency
structure/IMS
management
to coordinate
emergency
response
operations
The number
Number
of MS that
of PHEOC
received
experts de-
PHEOC ex-
ployed from
perts from re-
regional lev-
gional level/ Deploy-
els to assist
total number ment
MS with the 42 26 16 8 18 28 35 42 Annually
of MS that mission
review and
planned reports
operational-
to receive
ization of key
PHEOC
PHEOC policy,
experts from
plans and
regional level
procedures
offices
Number
of PHEOCs
that have
Proportion of assigned the
PHEOCs that minimum
Human
have assigned expected rou- Annual
resources,
themselves tine staff for 100% 100% 100% 55% 65% 75% 100% Perform. Annually
training,
minimum day-to-day Report
and exercise
expected preparedness
routine staff activities/
total number
of active
PHEOCs
Number
of PHEOCs
with regular
training
programme/
Proportion
total number
of PHEOCs
of PHEOCs
with a regular
expected Reports
training
to develop 80% 80% 80% 40% 50% 60% 80% /Atten- Annually
programme
a regular dance
to train their
training
staff and
programme
surge staff
to train their
staff and
surge staff
based on the
gap analysis
Number of
PHEOCs with
Proportion of
trained staff
PHEOCs with
on PHEOC Reports
trained staff
operations 100% 100% 100% 45% 55% 70% 100% /Atten- Annually
on PHEOC
and IMS/total dance
operations
number of
and IMS
PHEOCs with
routine staff
End
Med.)
2023 2024 2025 2026 2027

The number
of profes-
Number of sionals that
professionals received
that received regional-lev-
Reports
regional-level ToT on
200 115 85 50 50 50 50 /Atten- Annually
el ToT on PHEOC and
dance
PHEOC and emergency
emergency management
management from MS
of the two
Regions
Number of
Proportion of MS that have
MS that have trained surge
Data-
trained surge capacity/to-
base /
capacity tal number of 90% 90% 90% 40% 55% 70% 85% 90% Annually
Training
to support MS expected
reports
response to have
operations trained surge
capacity
The number
of web based
PHEOC learn-
Number of ing platforms
web-based developed,
PHEOC learn- designed,
Docu-
ing platforms and initiated 1 1 1 1 Once
ment
developed, to enhance
designed, and the capacity
initiated of emergency
management
personnel in
both Regions
Number of
personnel
who complet-
ed the online
Proportion of
PHEOC
PHEOC and
training/total
surge person-
number of Data-
nel who com- 95% 95% 95% 70% 80% 90% 95% Annually
personnel base
pleted the
expected to
online PHEOC
enrol and
training
complete
the online
PHEOC
training
The number
of PHEM
Fellowship
programmes
adapted/
developed,
designed,
Number of
and initiated Docu-
PHEM Fellow-
in collabo- ment/
ships that are 1 1 1 1 Once
ration with Status
adapted and
academic report
initiated
institutions
to build the
capacity of
PHEOC and
PHEOC ex-
perts in both
Regions
End
Med.)
2023 2024 2025 2026 2027

The number
of PHEOC
Number of and PHEM
PHEOC and experts en-
PHEM experts rolled in the
enrolled and PHEM-F from
Fellow-
who com- prioritized
250 150 100 40 60 75 75 ship Annually
pleted the MS of the two
reports
PHEM-F from Regions in
prioritized collaboration
MS of the two with the
Regions identified
academic
institutions
The total
number of
Proportion of
PHEOCs that
PHEOCs that
conducted a
conducted a
minimum of
minimum of
one tabletop
one tabletop AAR
simulation 100% 100% 100% 100% 100% 100% 100% 100% Annually
SIMEX per reports
exercise per
year and
year and
prepared cor-
prepared
rective action
corrective ac-
plans
tion plans for
each SIMEX
Number of Number of
regional-level regional-level
functional functional AAR
4 2 2 2 2 Once
simulation exercises or- reports
exercises ganized and
conducted conducted
Number
of PHEOCs
conducted
at least one
functional
Proportion of exercise and
PHEOCs that produced
conducted reports/
AAR
at least one total number 90% 90% 90% 50% 90% Once
reports
functional of PHEOCs
SIMEX every expected
two years to conduct
at least one
functional
exercise and
produce
reports
Total number
Proportion of
of PHEOCs
PHEOCs that
that main-
maintained
tained and
and regularly
regularly
updated
updated Data-
the national
the national 100% 100% 100% 100% 100% 100% 100% 100% base / Annually
database
database Roster
of trained
of trained
and skilled
and skilled
PHEOCs and
PHEOCs
surge person-
and surge
nel
personnel
End
Med.)
2023 2024 2025 2026 2027

Proportion of
PHEOCs that The total
implement- number of
Information
ed digital/ PHEOCs that
manage- Report
software implemented
ment and 90% 90% 90% 60% 70% 80% 90% /Soft- Quarterly
solutions software to
data stan- ware
to manage manage data
dards
PHEOC data and informa-
and information
tion
The total
Proportion of
number of
PHEOCs that
PHEOCs that
established
established
communica-
communi-
tion, coordi-
cation and
nation and
information Protocol
information 90% 90% 90% 60% 70% 80% 90% Quarterly
management /SOP
management
and sharing
and sharing
mechanisms
mechanisms
between
between
the key
concerned
concerned
bodies
bodies
Proportion of
Total
PHEOCs that
number of
developed SITREPs
PHEOCs that
the capacity /AAR
developed
to produce 90% 90% 90% 60% 75% 90% reports/ Annually
capacities
situational IAR
to produce
reports and reports
situational
information
reports
products
Number of
MS that have
designated
PHEOC
Proportion
facility per
of MS with
the standard/
Communi- designat-
total number Annual
cation tech- ed PHEOC
of MS expect- Perform.
nology and facilities
ed to have a 90% 90% 90% 55% 65% 75% 90% /Assess- Annually
Physical (permanent,
designated ment
infrastruc- multipurpose,
PHEOC reports
ture temporary)
facility
per require-
(permanent,
ment
multipur-
pose, tempo-
rary) per the
standard
Total number
Proportion of PHEOCs
of PHEOCs that are
Annual
equipped equipped
Perform.
with office with office
90% 90% 90% 55% 65% 75% 90% /Assess- Annually
supplies supplies
ment
(chairs, desks, (chairs,
reports
etc.) for the desks, etc.)
workstations for the work-
stations
Total number
Proportion of
of PHEOCs
PHEOCs that
that have Annual
have internet
internet Perform.
connectiv-
connectiv- 90% 90% 90% 55% 65% 75% 90% /Assess- Quarterly
ity for all
ity for all ment
workstations
workstations reports
and meeting
and meeting
rooms
rooms
End
Med.)
2023 2024 2025 2026 2027

Proportions Total number Annual
of PHEOCs of PHEOCs Perform.
that can that can 90% 90% 90% 55% 65% 75% 90% /Assess- Quarterly
conduct tele- conduct tele- ment
conferences conferences reports
of MS with of MS with
designated designated Annual
PHEOCs that PHEOCs that Perform.
have identi- have identi- 100% 100% 100% 60% 75% 90% 100% /Assess- Annually
fied alternate fied alternate ment
PHEOC PHEOC reports
locations per locations per
standard standard
Number of
guidance
documents
Number of
developed
guidance
defining the Guid-
PHEOC documents
standards and ance
“Centres of developed 1 1 1 1 Once
requirements docu-
Excellence” for PHEOC
for the PHEOC ment
“Centres of
“Centres of
Excellence”
Excellence” at
the regional
level
Number of
Number of site selection
site selection standard-
standardized ized tools 1 1 1 1 Tool Once
tools devel- developed to
oped identify po-
tential sites
Proportion of
Total number
requirements Status
of centres
mobilized and report /
supplied with 100% 100% 100% 33% 65% 100% Quarterly
supplied for Obser-
the require-
the “Centres vation
ments
of Excellence”
The number
Number of
of centres
“Centres of
established
Excellence” or
in the two
“state of the
Regions/
art” PHEOCs Status
total number 8 5 3 2 6 8 Annually
that are es- report
of centres
tablished and
expected to
functional
be estab-
based on the
lished in both
requirements
Regions
Number of
PHEOC an-
nual review
Project Number of meetings
monitoring annual review conducted/ ARM
69 47 22 69 69 69 69 69 Annually
and evalua- meetings total number reports
tion conducted of PHEOC an-
nual review
meetings
planned
Number
of external
mid-term
Number
evaluations
of external Evalu-
conducted/
mid-term 2 1 1 2 ation Twice
total number
evaluations reports
of external
conducted
mid-term
evaluations
planned
End
Med.)
2023 2024 2025 2026 2027

Number
of external
end-term
Number
evaluations
of external Evalu-
conducted/
end-term 2 1 1 2 ation Twice
total number
evaluations reports
of external
conducted
end-term
evaluations
planned
Number
of project
managers or
Number
consultants
of project
recruited/ HR
managers/ 2 1 1 2 2 2 2 2 Annually
Total number reports
consultants
of project
recruited
managers/
consultants
planned
Number of
regional-level
annual prog-
ress reports
prepared and
Number of dissemi-
regional-level nated/total
annual prog- number of Progress
10 5 5 2 2 2 2 2 Annually
ress reports regional-lev- reports
prepared and el annual
disseminated progress re-
ports whose
preparation
and dissem-
ination are
planned
NB:
1. The percentages shown in the annual plan are cumulative, that is, adding each year’s perfor-
mance to the previous year’s performance.
2. The numbers shown in the annual plan are
the actual plan for each year.
8.4. Workshop participants, African and Eastern Mediterranean Regions, March and April 2022
8.4.1. Participants from the African Region, March 2022
S. No Name (Original Name) Country Organization Email
1 Abdoulaye Bousso Senegal WHO - EMRO [email protected]
Ministére de la santé et de l'action

2 Abdoulaye Diaw Senegal [email protected]
sociale
Ministére de la Santé, de la Solidarité
3 ABOUBACAR Saïd Anli Comores , de la Protection sociale et de la Pro- [email protected]
motion du Genre
4 Aboubakar Gandou [email protected]
5 Aboubakar Krouman [email protected]
6 Abraham W. Nyenswah Liberia National Public Health Institute [email protected]
7 Abrham Lilay Gebrewahid Regional Office-AFR World Health Organization [email protected]
8 Agostinho Lutumba Angola Ministry of Public Health [email protected]

Public Health Emergency Operation
9 Ahmadou Boly Mali [email protected]
Department
10 Aissata Mahamadou Sidibe Mali Public Health Operation Centre [email protected]
11 Ajoy Nundoochan [email protected]
12 Aklagba Kuawo Kuassi Togo WHO [email protected]
13 Alain Mbongo [email protected]
14 Alanna Brown [email protected]
15 Alexandre Bili South Sudan World Health Organization [email protected]
16 Alexis Niyomwungere Burundi World Health Organization [email protected]
17 Ali Abdullah Regional Office-EMR World Health Organization [email protected]
18 Alioune Badara Ly Senegal Health Emergency Operations Centre [email protected]
19 Alioune Ibnou Abytalib [email protected]
20 Amadou Woury Jallow The Gambia PHEOC/IDSR - Ministry of Health [email protected]
21 Ambroise Ané [email protected]
22 Andrew Charles Sierra Leone DHSE/ MoHS [email protected]
23 Andrianarisaina Benalisoa [email protected]

National Public Health Emergency
24 Anita Kisakye Uganda [email protected]
Operations Centre
25 Ariane Halm Germany Robert Koch Institute (RKI) [email protected]
26 Armel Boubindji [email protected]
27 Arsene Daizo Tchad OMS [email protected]

Arthur Lamina Rakotonja-
28 Congo WCO [email protected]
nabelo
29 Aubin Ngbeadego [email protected]
azumahabdultawab@gmail.
30 Azumah Abdul-Tawab Ghana PHEOC Manager-Ghana Health Service
com
31 Ba Mady Senegal World Health Organization [email protected]
32 Bah Ives Kouadio [email protected]
33 Baholy Rasaona [email protected]
34 Bakissy Pina S. Tomé e Príncipe Ministry of Public Health [email protected]

Ministry of Public Health-DLMEP
35 Bayong Kyeng Mirabelle Cameroon [email protected]
CAFETP
36 Benjamin [email protected]
37 Bintou Konate [email protected]
38 Bisimwa Mirindi [email protected]

COUSP(Centre des Opérations d'Ur-
39 Bizimana Jean Claude Burundi [email protected]
gence de Santé Publique)
COUSP(Centre des Opérations d'Ur-
40 Bodje Valentin Bodje Côte d'Ivoire gence de Santé Publique) Abidjan, [email protected]
Côte d'Ivoire
Centre des opérations de réponse aux
41 Brice Wilfried Bicaba Burkina Faso urgences sanitaires/Ministère de la [email protected]
santé
42 Camille Peneau Algeria WHO Country Office [email protected]
43 Chamssoudine [email protected]
COUSP_Institut National d'Hygiène
44 CHERIF Djibril Côte d'Ivoire [email protected]
Publique
45 Chimwemwe Waya Headquarters [email protected]
46 Christophe Mwaluka [email protected]
47 Claudette Amuzu Sierra Leone World Health Orgnanization [email protected]
48 Clement Glele Kakaï Benin World Health Organization [email protected]

Institut National d'Hygiene Publique_
49 Daouda COULIBALY Côte d'Ivoire [email protected]
COUSP
50 Devanand Moonasar South Africa WHO Country Office [email protected]
51 Diba Dulacha [email protected]
52 Didier Tambwe [email protected]

Centre des Opérations d'Urgence de
53 Dissia Fittouin Tchad [email protected]
Santé Publique
Djamaldine Mohamed Directeur Régional de la Santé de
54 Comores [email protected]
Sambi Mohéli
55 Djimrassengar Honore Tchad WHO Country Office [email protected]
56 Domingos Guihole Mozambique PHEOC, Ministry of Health
57 Edson Katushabe [email protected]
58 Efrem Mengisteab Eritrea Ministry of Health [email protected]
59 El Habib Ben Alifeni Union des Comores Directeur regional de la santé Anjouan [email protected]
Direction de la Surveillance et de la
60 Elhadji IBRAHIM Tassiou Niger [email protected]
Riposte aux Epidémies
61 Elhadji Mamadou Mbengue Senegal IT Manager HEOC (Senegal) [email protected]
62 Elizabeth Mgamb Eritrea WHO Country Office [email protected]

63 Elkhalil Cheikh Sidiya Mauritania [email protected]
Operations Centre
64 Emily Collard UK UK Health Security Agency [email protected]
65 Emily Rosenfeld USA US Centers for Disease Control [email protected]
66 Emma Basimaki Tanzania World Health Organization (WHO) [email protected]
67 Emmanuel Douba Epee [email protected]
68 Emmanuel Maurice Ochien Uganda Epidemiologist WHO Uganda [email protected]

Ministry of Health-IDSR/ Epidemiol-
69 Emmanuel Okunga Kenya [email protected]
ogist
emmy-else.ndevaetela@mhss.
70 Emmy-Else Ndevaetela Namibia Ministry of Health and Social Services
gov.na
71 Ernest Dabire Regional Office-AFR World Health Organization (WHO) [email protected]
72 Ernest Kalthan [email protected]
73 Eusebio Manuel Angola Surveillance/IDSR Ministry of Health [email protected]
74 Faraja Msemwa [email protected]

75 Felix Ocom Uganda [email protected]
Operations Centre
Ferdinand Gnansounou
76 Gabon Ministry of Health [email protected]
Délicat
77 Fidiniaina Mamy [email protected]
78 Firmin Kusasamana [email protected]
79 Flavia Semedo Cabo Verde World Health Organization (WHO) [email protected]
80 Gabriel Joseph Namibia World Health Organization (WHO) [email protected]
81 Gaoudo Sagounta [email protected]
82 Gertrude Chapotera Malawi World Health Organization (WHO) [email protected]
83 Gervais Folefack [email protected]
84 Gilbert Tshifuaka Madagascar World Health Organization [email protected]
85 Gildas Romanique [email protected]
86 Glele Kakai [email protected]
87 Gwamaka Mwabulambo Tanzania Ministry of Health [email protected]
88 Hamida Naufal Kassim [email protected]
89 Hanitra Voahangimalala [email protected]
90 Harinirina Raseheno [email protected]

rambeloson.neddy@yahoo.
91 Hasina Rambeloson
com
92 Helena Hakwenye Namibia Ministry of Health and Social Services [email protected]
Hery Nasandratra Rakoton- Surveillance DVSSER/Ministère de la herynasandratra091@gmail.
93 Madagascar
dramboarina Santé Publique com
94 Hillary Kimeli Limo Kenya PHEOC, Ministry of Health [email protected]
95 Hippolyte Traoré [email protected]

Honoré Harinivo Razafind-

96 Madagascar SURECa Ministry of Public Health [email protected]
rakoto
97 Huda Haidar Anan Regional Office-EMR World Health Organization [email protected]
98 Husna Daffalla South Sudan World Health Organization [email protected]
99 Ibrahim Mamadu Nigeria World Health Organization [email protected]
100 Ibrahima Sonko Headquarters Africa CDC [email protected]
101 Idris Sekibo Tanzania World Health Organization [email protected]
102 Ifeanyi Udenweze The Gambia World Health Organization [email protected]
103 Innocent Nzeyimana [email protected]
104 Ishata Conteh Brazzaville, Congo WHO - AFRO [email protected]

105 Issa Makumbi Uganda [email protected]
Operations Centre
National Public Health Institute of
106 Janilza Silveira Silva Cabo Verde [email protected]
Cabo Verde
107 Javier Aramburu Angola World Health Organization [email protected]
108 Jean Claude Bizimana Burundi COUSP [email protected]
109 Jian Li Headquarters World Health Organization [email protected]
110 Jim Thierry Ntwari Burundi World Health Organization [email protected]

111 Joshua Kayiwa Uganda [email protected]
Operations Centre
112 Julius Monday [email protected]
113 Kalidou Djibril SOW Senegal Health Emergency Operations Centre [email protected]
114 Katushabe Edson Uganda World Health Organization [email protected]
115 Kentse Moakofhi Botswana World Health Organization [email protected]
116 Kentse Moakofhi [email protected]
117 Kevin Makadzange Eswatini World Health Organization [email protected]

Public health emergency operation
118 Kokou Tossa Togo [email protected]
centre
119 Kola Jinadu [email protected]
120 Kouadio Kobahounde Burundi World Health Organization [email protected]

121 Kyazze Simon Uganda [email protected]
Operations Centre
122 Landivololona Ramangason [email protected]
123 Leila Mekongo Simo [email protected]

Letonhan Rodrigue Grace
124 Benin COUSP BENIN / Ministry of Health [email protected]
GLELE AHO
125 Leungo Audrey Nthibo Botswana Ministry of Health IDSR /IHR [email protected]
126 Lincoln S. Charimari Zimbabwe WHO EPR Team Lead [email protected]
127 Linda Esso Cameroon Ministry of Health [email protected]
128 Liz McGinley UK UK Health Security Agency [email protected]
129 Lonkululeko Khumalo Eswatini World Health Organization [email protected]
130 Lutumba Agostinho Angola Ministry of Health/Emergencies [email protected]

Makerere University Infectious Diseas-
131 Lydia Nakiire Zimbabwe [email protected]
es Institute
132 Maddy Rabeniary [email protected]
133 Madeleine Rabeniary [email protected]
134 Maimuna Eusébio Luís Mozambique PHEOC, Ministry of Health [email protected]
135 Maimuna Eusébio Luís [email protected]
136 Malick Yissibe Kone Mali Public Health Operation Centre [email protected]
Centre des opérations de réponse aux
137 Mamadou Traore Burkina Faso [email protected]
urgences sanitaires
138 Mamitahiana Rakotoson [email protected]
139 Maria Caterina CIAMPI Senegal World Health Organization [email protected]
140 Maria Caterina Ciampi [email protected]
141 Maria Da Luz Lima Cabo Verde Public Health Operation Centre [email protected]
142 Martins Livinus Ethiopia World Health Organization [email protected]
143 Mathew Tut Kol South Sudan Africa CDC [email protected]

Republique Democra-
144 Mathias Mossoko Ministère de la Santé Publique [email protected]
tique du Congo
145 Michel Rabarison [email protected]
146 Mireille Randria [email protected]
147 Mliva Ahamada [email protected]
148 Mohamed 2 Kaba Burundi World Health Organization [email protected]
149 Mohlakola Hlabana [email protected]

150 Moses Blake Sierra Leone [email protected]
Centre, MoHS
151 Motuma Guyassa [email protected]
152 Mpho Selemogo Botswana Ministry of Health IDSR/IHR [email protected]
153 Muhau Kuku Angola World Health Organization [email protected]

Public Health Emergency Operation mukeh.phemanager16@gmail.
154 Mukeh Kenneth Fahnbulleh Sierra Leone
Centre, MoHS com
155 Mustapha Jalloh Sierra Leone [email protected]
Centre, MoHS
156 Naouiroumhadji [email protected]
National Institute for Communicable
157 Nevashan Govender South Africa Diseases, a division of the National [email protected]
Health Laboratory Service
158 Ngibo Fernandes Cabo Verde National Public Health Institute [email protected]
159 Nkosilathi Mpala Zimbabwe WHO IHM Officer [email protected]
160 Nollascus Ganda Kenya WHO IHM Officer [email protected]
161 Oaitse Hubona Botswana Ministry of Health IDSR/IHR [email protected]
162 Okware Solome Uganda World Health Organization [email protected]
163 Onalethata Lesetedi Botswana Ministry of Health IDSR/IHR [email protected]
164 Parfait Akana Burundi World Health Organization [email protected]
165 Patrick Moonasar [email protected]
166 Patrick Okumu Abok Regional Office-AFR World Health Organization [email protected]
167 Preethi Raja Headquarters [email protected]
168 Priscilla Anya Cameroon Ministry of Public Health [email protected]

RAHERIZAH Andry Nan-

169 [email protected]
drasana
170 Rakotoson Mamitahiana [email protected]
171 Ralainarivo Zoly [email protected]
172 Regis Mbary Daba [email protected]
173 Reuben Opara Ngofa Regional Office-AFR World Health Organization [email protected]
174 Rindra Rakotoarison Madagascar DGMP / MoH [email protected]

sabineramananivosoa@gmail.
175 Sabine Ramananivosoa
com
176 Sahr Simeon Gbandeh Sierra Leone DHSE/ MoHS [email protected]
177 Salim Abdoulkarim [email protected]
178 Samia Hammadi Algeria Ministry of Health [email protected]
179 Sanata Togola Mali Public Health Operation Centre [email protected]
180 Sandrine Belinga [email protected]
181 Sanou Simon [email protected]
182 Senait Tekeste Regional Office-AFR World Health Organization [email protected]
183 Senya Nzeyimana Burundi World Health Organization [email protected]
184 Seydou Dia Mauritania World Health Organization [email protected]

National Primary Health Care Develop-
185 Shehu Hassan Nigeria [email protected]
ment Agency (NPHCDA)
186 Simon Kyazze [email protected]
187 Sinesia Sitao Mozambique World Health Organization [email protected]
188 Sonia Ouedraogo Burkina Faso World Health Organization [email protected]
189 Sory Conde Guinée Agence Nationale de Sécurité Sanitaire [email protected]
190 Stephen Ablino Laku South Sudan Ministry of Health /PHEOC [email protected]
191 Tassiou Elh Ibrahim [email protected]
192 Tekle Tewolde Eritrea Ministry of Health [email protected]
193 Thierry Franchard [email protected]
194 Thomas Koyazegbe [email protected]
195 Tihitina Legesse Negash Ethiopia World Health Organization [email protected]
196 Traoré Hippolyte [email protected]
197 Tshepo Leeme Botswana Ministry of Health IDSR/IHR [email protected]
198 Tshepo Matlho Botswana Ministry of Health IDSR/IHR [email protected]
199 Tumisang Madisa [email protected]
200 Tumisang Malebo Madisa Botswana Ministry of Health [email protected]

The Democratic Re-
201 Valentin Mukinda World Health Organization [email protected]
public of the Congo
202 Vilfrido Gil [email protected]
203 Violet Mathenge [email protected]
204 Virgil Lokossou Headquarters [email protected]
205 Walter Firmino Angola World Health Organization [email protected]
206 Werema Solomon [email protected]

207 Wessam Mankoula Headquarters [email protected]
208 Wilbrod Mwanje Uganda PHEOC, Ministry of Health -Uganda [email protected]

US Centers for Disease Control and
209 Wilton C. Menchion USA [email protected]
Prevention
210 Womi Eteng Headquarters [email protected]
211 Yacouba Kone Mali Direction Générale de la Santé [email protected]
212 Yan Kawe Regional Office-AFR World Health Organization [email protected]
213 Yankho Madula Luwe Malawi Ministry of Health [email protected]
214 Yao Kouadio Theodore Burundi World Health Organization [email protected]
215 Zewdu Assefa Edea Ethiopia Ethiopian Public Health Institute [email protected]
8.4.2. Participants from the Eastern Mediterranean Region, April 2022
S.No Name (Original Name) Country Organization Email
1 Abdoulaye Bousso Regional Office - EMRO World Health Organization [email protected]
2 Abrham Lilay Regional Office-AFRO World Health Organization [email protected]
3 Ahmed Saeed Soliman United Arab Emirates Ministry of Health [email protected]

Emergency Preparedness and
4 Aimal Alkozaidr Afghanistan [email protected]
Response Unit
5 Ali Abdullah Regional Office - EMRO World Health Organization [email protected]
6 Ayat Ahmed Regional Office - EMRO World Health Organization [email protected]
7 Ariane Halm Robert Koch Institute [email protected]
8 Azzam Alhadi Hussein Libya Ministry of Health [email protected]
9 Basel Obaid Yemen WHO Office Yemen [email protected]
10 Betigel Habtewold Sudan WHO Office Sudan [email protected]

Africa Centres for Disease Control
11 Chimwemwe Waya [email protected]
and Prevention
US, Centers for Disease Control
12 Chuck Menchion [email protected]
and Prevention
13 Dalia Samhouri Regional Office - EMRO World Health Organization [email protected]
14 Ehsanullah Halimi Afghanistan Ministry of Health [email protected]
15 Emily Collard UK Health Security Agency [email protected]

16 Emily Rosenfeld [email protected]
and Prevention
17 Farah Sabih Pakistan WHO Office Pakistan [email protected]
18 Firas Tamween Abid Iraq Ministry of Health [email protected]
19 Hamza Hasan Syria WHO Office Syria [email protected]
20 Henda Chebi Tunisia Ministry of Health [email protected]

General Directorate Of Emergen-
21 Hisham Hassan Ali Dinar Saudi Arabia cies , Disasters & Medical Trans- [email protected]
portation Ministry of Health
[email protected].
22 Hassan Mohamud Ali Somalia Federal Ministry of Health
so
23 Huda Anan Regional Office - EMRO World Health Organization [email protected]
Ibrahim Saied Ibrahim
24 Egypt Ministry of Health [email protected]
Eldeyahy
25 Isra Tawalbeh Jordan Ministry of Health [email protected]
26 Ismaiel Mohamed Alsanosi Libya Ministry of Health [email protected]

27 Issa Sanad Libya WHO Office Libya [email protected]
28 Jian Li Headquarters (HQ) World Health Organization [email protected]
29 Khaled Abdelsalam Sudan Ministry of Health [email protected]
30 Kubra Naser Bahrain Ministry of Health [email protected]
31 Latifa Arfaoui EP Assidi Tunisia WHO Office Tunisia [email protected]
32 Liz McGinley UK Health Security Agency [email protected]
33 Mansoor Al Hubaishi Yemen Ministry of Health [email protected]
34 Marwan Al-Ani Iraq WHO Office Iraq [email protected]
35 Mary Karanja Somalia WHO Office Somalia [email protected]

36 Mathew Tut Moses Kol [email protected]
and Prevention
37 Mohamed Saad Shaxshox Libya Ministry of Health [email protected]
38 Mohamed Salem Al Ghzaiwi Libya Ministry of Health [email protected]
39 Mohamed Taho Afghanistan WHO Office Afghanistan [email protected]

Director of Emergency Manage-
40 Mohammed Al-Abri Oman [email protected]
ment Center
41 Mohammed Ismaili Morocco Ministry of Health [email protected]
Mohammed Mohammed
42 Qatar Ministry of Public Health [email protected]
Al-Hajri
Senior Scientific Officer Field Epi-
43 Muhammad Wasif Malik Pakistan demiology & Disease Surveillance [email protected]
Division
44 Mojtaba Khaledi Iran Ministry of Health [email protected]
45 Maher Asaad Almahallawi Saudi Arabia Ministry of Health [email protected]

General Directorate Of Emergen-
46 Mohammad Abdullah Alamri Saudi Arabia cies, Disasters & Medical Transpor- [email protected]
tation Ministry of Health
47 Nadia Alaali Bahrain WHO Office Bahrain [email protected]
48 Nadir Eltaib Sudan Ministry of Health [email protected]
49 Omar Kakar Afghanistan WHO Office Afghanistan [email protected]
50 Osan Ismail Yemen WHO Office Yemen [email protected]
51 Obaid Abdellatif Ibrahim United Arab Emirates Ministry of Health [email protected]

Ola Salah ElDeen Mohamed
52 Egypt Ministry of Health [email protected]
Deghedy
53 Omar Abu El Atta Egypt WHO Office Egypt [email protected]
54 Preethi Raja [email protected]
and Prevention
55 Rashid Al Badi Oman Ministry of Health [email protected]
56 Reuben Opara Ngofa Regional Office-AFRO World Health Organization [email protected]

WHO Regional Office for the East-
57 Richard Brennan Regional Office - EMRO [email protected]
ern Mediterranean
58 Samir Wahid Egypt Ministry of Health [email protected]
Ministry of National Health Ser-
59 Samra Mazhar Pakistan [email protected]
vices regulations and coordination
60 Samar Hammoud Dimachkie Lebanon WHO Office Lebanon [email protected]
61 Senait Fekadu Regional Office-AFRO World Health Organization [email protected]
62 Seyed Mohsen Boroujeni Iran WHO Office Iran [email protected]

63 Shiva Yousefian Iran Ministry of Health [email protected]
64 Soumia Triki Morocco WHO Office Morocco [email protected]
65 Saverio Bellizzi Jordan WHO Office Jordan [email protected]

National Emergency Crisis and
66 Shereena Khamis Al Mazrouei United Arab Emirates [email protected]
Disaster Management Authority
National Emergency Crisis and
67 Talal Sherif AlAhmed United Arab Emirates [email protected]
Disaster Management Authority
68 Touria Benamar Morocco Ministry of Health [email protected]
valerie.bemo@gatesfoundation.
69 Valerie Bemo Bill & Melinda Gates Foundation
org
70 Virgil Lokossou West African Health Organization. [email protected]
71 Wael Motwakel Sudan Ministry of Health [email protected]
72 Wafa Saidi Tunisia Ministry of Health [email protected]
73 Wael Hatahit Iraq WHO Office Iraq [email protected]

Emirates Corporation for Health
74 Wedad Al Maidour United Arab Emirates [email protected]
Services
75 Wessam Mankoula [email protected]
and Prevention
76 Womi Eteng [email protected]
and Prevention
77 Youssouf Kanoute Headquarters (HQ) World Health Organization [email protected]
78 Yan Kawe Regional Office-AFRO World Health Organization [email protected]


Strategic Plan For Strengthening PHEOC in Member States of Africa and Eastern Meditrranean Region

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Strategic Plan For Strengthening PHEOC in Member States of Africa and Eastern Meditrranean Region

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Strategic Plan

For Strengthening Public Health Emergency

A joint multistakeholder plan

A joint multistakeholder plan

© WHO African Region, 2023

Cataloguing-in-Publication (CIP) data. CIP data are available at http://apps.who.int/iris.

World Health Organization Regional Office for Africa

World Health Organization Regional Office for the Eastern Mediterranean

World Health Organization Headquarters

Africa Centres for Disease Control and Prevention

West African Health Organization

US Centers for Disease Control and Prevention

UK Health Security Agency

Bill and Melinda Gates Foundation

Robert Koch Institute

Furthermore, PHEOC “Centres of Excellence” will be established

is the total Periodic performance review reports, meetings as well as

estimated budget mid-term and end-term evaluations are the mechanisms to

the activities across the core components.

Regions. technology equipment, salary and daily subsistence allowances

A functional public health

Member States accross Africa and the Eastern

meeting the minimum

Regional-level robust partnership and

2.1. Partner support in Africa and Eastern Mediterranean Region (2015–2021)

Legal frameworks, plans and procedures

Human resources, training, and exercises

Communication technology and physical infrastructure

Regional-level PHEOC network

2.2. Existing PHEOC capacities of African Region Member States

Policy, plans and procedures

Human resources, training, and exercise

Information management and data standards

Communication technology and physical infrastructure

2.3. Existing PHEOC capacities of the Eastern Mediterranean Member States

Plans and procedures

Information systems, and data standards

Communication technology and physical infrastructure

PHEOC Gaps /Areas that need

Some of the MS had Many PHEOCs still Availability of Lack of leader-

The majority of Some PHEOCs had Partners’ support No estab-

PHEOC Gaps /Areas that need

Almost all PHEOCs Difficult to maintain Regional-level Lack of a

Webinar series plat-

About 60% of the

PHEOC Gaps /Areas that need

The majority of MS Many of the PHEOCs Regional level Financial

27 MS have PHEOCs at The majority of MS Partner and donor No established

No or limited budget The inclusion of

Some of the PHEOCs Many PHEOCs had

PHEOC Gaps /Areas that need

Many PHEOCs had Many established Online/free soft- Unstable inter-

The majority of There is no electronic

2.4. Development process of the joint multistakeholder plan

Held Bi-regional 2021

Agreed to develop a joint

Consultant recruited to support

Formed PHEOC TWG