በአዲስ አበባ ከተማ አስተዳደር የቂርቆስ ክፍለ ከተማ ጤና ጽ/ቤት

Addis Ababa City Administration Kirkos Sub City Health Office

የህብረተሰብ ጤና አደጋዎች ክትትልና ቁጥጥር ማስተባበሪያ ማዕከል

Public Health Emergency Operation Center (PHEOC)

C VID-19 Preparedness and Response Plan

for 2015 EFY

Oct, 2022
Addis Ababa
Table of Contents
Contents Page

Acronyms ................................................................................................................................................................ iii

1. Introduction ...................................................................................................................................................... 10

2. COVID-19 Situational Update of Addis Ababa ................................................................................................... 11

2.1 City Administration Context ............................................................................................................................ 11

2.2 COVID 19 Response in Addis Ababa................................................................................................................. 12

2.3 Surveillance .................................................................................................................................................... 13

2.4 Laboratory ...................................................................................................................................................... 14

2.5 Case management and Home Based Isolation and Care .................................................................................. 15

2.6 Risk Communication and Community Engagement (RCCE) .............................................................................. 19

2.7 IPC-WASH ....................................................................................................................................................... 22

2.8 Logistics and Supply Chain Management COVID-19 related activities performance ......................................... 22

2.9 Research and Evidence Synthesis ......................................................................... ……………………………………………23

2.10 Plan, Monitoring, Evaluation and data Management ................................................................................... 25

3. SWOT Analysis ................................................................................................................................................... 28

4. Rational of the EPRP plan ................................................................................................................................... 30

5. Highlights of the Contents in 2015 EFY COVID-19 EPRP Plan ............................................................................. 30

6. Projection of the Pandemic .............................................................................................................................. 31

5.1 Possible COVID-19 transmission risk factors in Addis Ababa ................................................................... 31

6.1.Enabling factor for COVID-19 transmission reduction in Addis Ababa .................................................... 31

7. Goal and objectives ........................................................................................................................................... 34

7.1 Goal ............................................................................................................................................................... 34

7.2 General Objectives.......................................................................................................................................... 34

7.2.1 Specific Objectives...................................................................................................................................... 34

8. Response Arrangements ................................................................................................................................... 37

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9. Key Considerations and Areas of Strategic Focus .............................................................................................. 37

8.1 Strategic focus on case detection, testing and management...................................................................... 37

8.2 Integrate COVID-19 Surveillance and response into routine activity ................................................................ 38

8.3 Increase leadership engagement, multi-level Coordination and collaborations ............................................... 38

8.4 Increasing Public awareness and adherence to NPI ......................................................................................... 38

8.5 Prioritizing individuals or groups at high risk of morbidity and mortality ......................................................... 38

8.6 Increase COVID-19 Vaccine uptake.................................................................................................................. 39

10. Stakeholder Analysis ........................................................................................................................................ 39

11. Implementation strategies............................................................................................................................ 41

11.2 Implementation strategies: Laboratory section ............................................................................................ 43

12. Target setting ............................................................................................................................................ 54

12.1 Target setting: Surveillance.......................................................................................................................... 54

12.2 Target setting: Laboratory Section ............................................................................................................... 57

12.3 Target setting: Case Management Section ................................................................................................... 58

12.4 Target setting: Risk Communication and Community Engagement ............................................................... 58

12.5 Target setting: IPC and WASH ...................................................................................................................... 61

12.6 Target setting: Planning, Monitoring, Evaluation and Data M ....................................................................... 65

13. Budget plan ............................................................................................................................................... 66

Summary of Budget by section............................................................................................................................. 69

14. Key Performance Indicators: Monitoring and evaluation framework .................................................... 70

14.1 Key Performance Indicators: Surveillance .................................................................................................... 70

14.2 Key Performance Indicators: Laboratory section .......................................................................................... 71

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Acronyms
AACA Addis Ababa City Administration
AAPHREM Addis Ababa Public Health Research and Emergency Management
BIA Bole International Airport
CHAI Clinton Health Access Initiative
COVID-19 Corona Virus Disease 2019
CSA Central Statistical Agency
EPHI Ethiopian Public Health Institute
EPRP Emergency Readiness and Preparedness
FMOH Federal Ministry of Health
GHSC-PSM Global Health Supply Chain; Procurement and Supply Chain Management
IPC Infection Prevention and Control
JSI John Snow Inc.
NGOs Non-Governmental Organizations
PHEOC Public Health Emergency Operation Center
RCCE Risk Communication and Community engagement
RDT Rapid Diagnostic Test
PPE Personal Protective Equipment
PoE Point of Entry
RHB Regional Health Bureau
UNICEF United Nations Children’s Fund
TC Technical Committee
WASH Water, Sanitation and Hygiene
WHO World Health Organization

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 1. Introduction
The Corona Virus Disease 2019 (COVID-19) pandemic has had a substantial impact on health, societies, and
economies worldwide, including in the African region. It has been continued to affect the life of many. According
to the World Health Organization (WHO) COVID-19) dashboard, as of 01 July 2022, a total of 566,718,893
COVID-19 cases and 6,375,592 deaths has been reported by 232 countries and territories to the WHO. The
distribution of cumulative cases from the WHO regions (excluding Africa) are as follows: Eastern Mediterranean
Region 18,994,985 (3%), European Region 238,567,709 (42%), Region of the Americas 168,183,683 (30%),
South-East Asia Region 59,187,567 (11%) and Western Pacific Region 69,360,320 (12%). Currently, there are
23,770,292 active cases and among those, 41,674 (0.2%) are serious or critical (World Meter, and July 1, 2021)
when this document. Regarding vaccination coverage, over 4.7 billion people (59% of the global population)
have been fully vaccinated (WHO COVID-19 dashboard.).
In Africa, the first case of COVID-19 was reported on 14 February 2020, and within three months, the virus had
reached every country on the continent (WHO, 2020). In most African countries, the pandemic threatened to
overwhelm already weak health services, worsen health outcomes and decrease living standards. Nearly two years
and a half after the WHO declared it a pandemic, Africa had reported 12,511,813 cases and nearly 256,810 deaths,
which constituted about 2 per cent of the world’s confirmed cases and 4 per cent of all deaths by nearly 17 percent
of the world’s population, as of July 27, 2022. Since the detection of COVID-19 on the African continent (in
February 2020), 53 (96%) countries have experienced three distinct COVID-19 waves, 48 (87%) countries also
experienced four waves, 22 have experienced five waves, and two countries (Kenya and Mauritius) have
experienced a sixth wave.
Ethiopia performed a cumulative of around 5,123, 634 COVID-19 tests as of 01 July 2022, corresponding with
less than 5% of its total population. During the same period, the country reported 491,759 confirmed cases,
468,692 people recoveries, and 7,568 deaths making the case fatality rate 1.5%, and about 42 million
administered doses of the vaccine. Of the total cases reported from Ethiopia, 328,664 (67%) of confirmed cases
and 62% of COVID-19-related deaths were from Addis Ababa. Due to a presumably low detection rate, the actual
incidence of COVID-19 cases assumed to be much higher than the reported one. Ethiopia has administered at
least 52,192,941 doses of COVID vaccines so far. Assuming every person needs 2 doses, that’s enough to have
vaccinated about 23.3% of the country’s population.

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 2. COVID-19 Situational Update of Addis Ababa
2.1 City Administration Context
Addis Ababa is the capital city of Ethiopia and represents the political and economic hub of the country. Addis
Ababa is noted to be among the fastest growing metropolises in Africa; consequently, the city is facing the
common problems associated with rapid urban growth including inadequate transport infrastructure and
services, energy supply insufficiency, and challenges encountered with urban waste management (Ethiopia
Ministry of Transport, 2011).
The dominant economic activity in Addis Ababa is trade and commerce. Other economic sectors which offer
most employment opportunities in the city include: manufacturing and industry, home making, civil
administration, transport and communication (Government of Ethiopia, 2018). The UN-Habitat, reporting on
the state of Addis Ababa in 2017, noted that there has been rapid economic development in the city over the
years; and that the service sector continues to dominate the city’s economy (UN-Habitat, 2017).
Addis Ababa is located at the center of the country. The total population of Addis Ababa is about 3,930,960 as
projected for 2015 EFY (CSA). Addis Ababa is administratively divided in to 11 Sub-Cities and 125 Woredas.

Figure 1: Map of Kirkos Sub City Administration, July 2022

Kirkos sub city is one of the 10 sub cities in A.A, found in the Middle of the Capital city. Total population in
this sub city was 311,107 with 149,331 (48%) males and 161,775 (52%) females. There are a total of 73 health

11
facilities under the 11 woredas, 8 were governmental HCs, 2 governmental hospitals 60 PHFs (3 Hospitals) and
3 are NGO HFs. But the Two governmental hospitals (Gandhi metasebiya & Zewuditu metasebiya) send their
report directly to regional health bureau. There are about 34 protection centers in which 22 were police camp,
5 prison house, 4 child care 2 constriction project and 01 commercial sex worker with the total population 4,356.
There are around 72 schools (30 public & private: 42). Majority of people living in this sub city were in slum
area, so this is risk for any public health emergency.
Table 1: Distribution of Governmental and Private Health Facilities by Woreda in Kirkos Sub City,
July, 2022
# of Private HFs
S.N Population # of HC Government # of Private
Woreda Hospitals Hospitals
1 Woreda 01 25636 0 0 0 3
2 Woreda 02 35159 1 0 0 5
3 Woreda 03 17987 1 0 0 6
4 Woreda 04 40047 1 0 1 9
5 Woreda 05 28381 1 0 0 3
6 Woreda 06 16414 1 0 1 5
7 Woreda 07 24033 0 2 1 14
8 Woreda 08 30442 1 0 0 6
9 Woreda 09 28914 1 0 0 4
10 Woreda 10 31919 0 0 0 3
11 Woreda 11 32176 1 0 0 0
Sub total 311,107 8 2 3 58
Grand total 311,107 71

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 2.2 COVID 19 Response in Addis Ababa
COVID 19 pandemic, which hits the world more than ever before in 100 years, entered in Kirkos Sub City
as well as Addis Ababa Ethiopia in March 11, 2020. Since then, the sub city has experienced four major
COVID-19 Pandemic waves from early August 2020 to February 2022. There have been many efforts
invested to reduce COVID-19 community transmission, reduce the mortality and morbidity and boost public
immunity by increase vaccine coverage.

Figure 2: The trends of COVID-19 pandemic waves in Kirkos Sub City from Jul, 2021 to Jun 2022

As of July 1/2022, Kirkos Sub City had reported more than 14,798 COVID-19 confirmed cases tests and
more than 14,000 recoveries were registered. The performance of testing in Kirkos Sub City nearly matched
to the WHO testing recommendation per case (10-30 test per case) with nearly daily testing adequacy had
fallen to 7.9 test per case. Daily laboratory testing capacity has become more targeted, primarily at clinical
suspects, contacts of positive cases, travelers and etc. A total of 5 deaths were recorded from Jul 2021 to Jun
2022 (CFR=0.06%), no deaths were recorded from health care workers.
When we see annual age distribution of COVID-19 in 2014 EFY, majority (32%) aged between 25-34 years
followed by 26% between the ages of 35-44 and 53% of cases were females. A total of 23 admission were
recorded cases, accounting for <1% of total reported admissions to treatment centers.

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Figure 3: Admissions of COVID-19 cases in Kirkos Sub City from Jul, 2021 to Jun 2022
2.3 Surveillance performance report
Over the last one year a total of 320,793 visitors were screened in the health facility, of which 35,511 (11%)
were suspected for COVID-19 and 32,360 (91%) were tested. From those who were tested 4,603 were tested
positive for COVID-19. In addition to this about 1,886 suspected cases were identified of which 1,536 (81%)
were tested for COVID-19 in protection centers. About 1,097,429 school communities were screened for
COVID-19 of which 828 (0.01%) suspected cases were identified and 42 (5%) were tested. To prevent and
reduce further transmission of COVID-19, it is important to identify and monitor people who had contact
with those infected cases. In this regard, contact tracing was expected to be done for 5,697 eligible cases.
However, contact tracing was conducted for 1,827 (32%) cases and 4,237 contacts were identified. The
overall case to contact ratio in Kirkos sub city were 1:1 (0.7) over the last one year.

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Figure 4: Contact tracing performance across Woreda’s in Kirkos SC from July 01-2021 to June 30-2022
As a part of primary prevention COVID-19 vaccination and monitoring adverse events following an
immunization (AEFI) is very essential. In this regard a total of 128,190 COVID-19 vaccine doses were
administered of which 41,221 individuals were received at least first dose, 64,748 individuals were received
second dose and 22,221 individuals received booster dose in past three consecutive vaccination campaign
and routine vaccinations. During all vaccination campaigns AEFI surveillance was conducted and a total of
205 AEFIs were recorded and all AEFIs were minor with full recovery.
2.4 Laboratory performance report
Kirkos Sub City put in place two main testing plat forms; PCR testing system and Ag RDT testing system
for COVID-19 response. RT-PCR sample have been collected from 2 health centers for testing and Ag-RDT
testing have been conducted at all Health facilities. Currently, a total of 8 public health facilities, 3 Private
hospitals and 2 special population centers have been conducting Ag-RDT testing service and 1 COVID-19
RT-PCR testing laboratories provide COVID-19 testing services for the community.
During COVID-19 pandemic, laboratory surveillance system for COVID-19 response plaid a vital role. In
the last one year from July 1, 2021 to June 30, 2022, there were 36,587 laboratory tests were performed and
4,603 confirmed cases identified in Kirkos Sub City with positivity rate of 8%. From July 1 2021 to June 30,
2022, the number of tests conducted using PCR were 4,227 and RDT testing 32,360 with 4,603 positive cases
reported from 36,587 total tests.
Table 2: Annual testing performance by PCR and RDT in Kirkos Sub City, July, 2022

Total tests (PCR Test by PCR Test by RDT Total positive

+ RDT) (RDT)
36,587 4,227 32,360 4,603

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 2.5 Case management and Home-Based Isolation and Care performance report
Case management section has six pillars namely cases Notification, HBIC, IPC/WASH, Facility Readiness,
Pre-hospital and MHPSS. Starting from covid-19 pandemic, a total of 6,839cases were served, among these
cases, cases were admitted to HBIC while 23 cases are admitted to treatment centers. From the total 6,814
recovered cases, 274,089 cases were recovered from HBIC admission and 41 cases were recovered from
treatment center. A total 2 death occurred in Kirkos Sub city, 23 were from treatment center and 2 of them
were from HBIC.
During annual performance of the last one year, from July 01 2021 to June 30, 2022, from the total 6,839
COVID-19 cases were received from national, and 6,839, (75.8%) were notified while 1,876 cases were not
notified due to different reasons. Among the reason for not notified, 439 were due to phone switch of, 476
were not responded call, 148 wrong phone number and 148 were due to other reasons.
When we see case notification status by Woreda, Woreda-02, Woreda-08 and Woreda-04 had highest
notification rate while Woreda-07 had lowest performance of notification (see Figure)

Figure 5: The case notification status of KSCPHEOC from July 2021 to June 2022

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 Reasons for not notified
Wrong number Phone switched off
Not respond No phone number

No phone number 9

Not respond 476

Phone switched off 439

Wrong number 148

Figure 6: The Reason for not notified KSCPHEOC from July 2021 to June 2022

Notification Vs. HBIC

8000

7000

6000

5000

4000

3000

2000

1000

0
Enrolled
Case Not
Notified into
Rec ived Notified
HBIC
notification vs
7239 6165 1074 4918
HBIC

Figure 7: Total received, notified and enrolled cases from July 2021 – June 2022 in Kirkos Sub City
HBIC teams have been established at all 11 Woreda with trained HCWs providing HBIC services recruited
from 101 HCs. Among the cases notified, a total of 4,931 COVID 19 cases were enrolled to either HBIC or
TCs. Of the enrolled cases, 23, were directly admitted to treatment centers; whereas 4,918 were enrolled to
HBIC follow up.

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Figure 8: COVID-19 Cases enrollment status from July 2021 – June 2022 in Kirkos Sub City

The HBIC follow up team could be conduct either of home visit or phone call for a patient. During last EFY,
among cases enrolled to HBIC follow up, 6,839 cases were get direct phone call from health care workers
and 4,918, cases were received home visit follow up consultation. During home visit, the team did
hypertension screening for 93 cases, screened for DM (2022,) and screened for oxygen saturation (93) (See
below table).

Table 3: Targeted Risk Group Screening for NCD and oxygenation, July-June 2022
Indicators Cumulative
# of HBIC pts who are screened for HTN at home 93
# of HBIC pts found with raised BP 5
# of HBIC pts who are screened(followed) for DM at home 2
# of HBIC new pts with raised RBS 3
# of HBIC pts who are screened(followed) for Oxygen Saturation 93
# of HBIC pts found SpO2 ≤ 90% 0
The HBIC team also does random telephone call and verbal autopsy for home death. The team equipped with
necessary materials like BP apparatus (5), glucometer (5), pulse oximetry (5) and thermo-scan (5).

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Table 4: Distributed HBIC- Kits to all 11 HBIC teams in Kirkos Sub City from July 2021 to June 2022
Equipment Quantity
BP Apparatus 5
Glucometer 5
Pulse Oximetry 5
Thermo-Scan 5

Regarding recoveries, a total of 4,918 cases were recovered and discharged; 4,941 of them were discharged
from treatment centers and 4,918 discharged from HBIC.
Currently, there are 8 governmental COVID 19 treatment centers are fully operational with a total bed
capacity of 2 beds, 1-2 Oxygen Cylinders and patient monitor. The patient referral activities and 2 advanced
ambulances providing 24/7, with call handling and patient transfer services. In addition, with its MHPSS
units it gives mental health and psychosocial services to patients at treatment centers and HBIC. This pie
chart shows total admitted patients at home and treatment centers in Addis Ababa for the past one year, we
can see from this graph most of the patient admitted at home in Addis Ababa. Regarding recoveries, a total
of 4,918 cases were recovered and discharged; 4,941 of them were discharged from treatment centers and
4,918 discharged from HBIC. Currently, there are 8 governmental COVID 19 treatment centers are fully
operational with a total bed capacity of 2 beds, , 1-2 Oxygen Cylinders and patient monitor. The patient
referral activities and 2 advanced ambulances providing 24/7, with call handling and patient transfer services.
In addition, with its MHPSS units it gives mental health and psychosocial services to patients at treatment
centers and HBIC. This pie chart shows total admitted patients at home and treatment centers in Addis Ababa
for the past one year, we can see from this graph most of the patient admitted at home in Addis Ababa.
2.6 Risk Communication and Community Engagement (RCCE) performance report
Emergency risk communication is the real-time exchange of information, advice and opinions between
experts or officials and for the people at risk or affected people by COVID-19, to advance their health, or
economic or social well-being. Community engagement: -It is a process of involving different community
members, groups, community platforms, and relevant stakeholders to take part in the COVID-19 response.
In the 2014 EFY, the risk communication and community engagement team by FHT visited 62479households
and 155726 people received health education on COVID-19 prevention and control measures.

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Figure 9: The RCCE team by FHT visits and providing of health education on COVID-19.
prevention and control measures in Kirkos sub city from July 2021 to June 2022

Figure 10: The RCCE team by FHT visits and providing of health education on COVID-19.
prevention and control measures in Kirkos sub city from July 2021 to June 2022
2.7 IPC-WASH performance report
The IPC/WASH practices and the recommended measures should be continuously monitored and evaluated
for continuous improvement of the gaps in practices. Conducting continues improvement assessments on
IPC practices of hospitals, HC IPC/WASH score card, Mask utilization, availability of PPE and detergent at
school, special setting etc. so the average score card assessment for treatment center, hospitals and health
center was 86%, 81% and 78% respectively. Mask utilization assessment for treatment center 74%, hospitals
66% and health center 62% of HCWs was properly dressed their mask. Currently the cases were varied time

20
to time this is may be due to poor infection prevention practice. Therefore, effective implementation of
IPC/WASH strategies and Measures for COVID-19 at all healthcare settings is very critical.
2.8 Logistics and Supply Chain Management COVID-19 related activities performance report
We received total cost of COVID-19 related health commodities 16,031,235Birr and 78/100 cents in
2014 EFY
Table 5: Cost of pharmaceuticals distributed through donation via AACAHB from June, 2021 to Jun
2022.
S. N Category of Products Products Products Achievement
received distributed (%)
1 Pharmaceuticals 14,475,224.28 540,209.95 4%

2 Medical equipment 1,556,011.50 355,210.81 23%

Total cost of COVID-19 related health commodities distributed in 2014 was 16,031,235 Birr and 78/100 and
895,420 Birr and 76/100 cents remained undistributed. Of the total health commodities distributed, more
than 90 % accounted for pharmaceuticals while around 10% accounted for medical equipment.

Table 6: Maintenance/installation performance HC under Kirkos sub-city H.C, July 2022

S/no Types of medical
equipment
Maintenance Installation
1 Oxygen concentrator
2 Patient monitor
3 Mechanical ventilators
4 Pulse ox meter
5 Oxygen cylinder
6 Suction machine
Total
Activity Activity site
3 0
At meshualkiya HC (2) & felege hiwot
0 1 At Meshualkiya HC
0 0
0 0
0 0
4 0 Felege hiwot/kirkos/meshualkiya &
feresmeda HC
7 1

Regarding medical equipment management activities, we conducted need assessment for Medical Equipment
and devices, coordinate maintenance activities across HFs for identified nonfunctional equipment, on-job
training was given to the new installed equipment and follow-up was done on the functionality and status of
covid-19 related medical equipment.

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 Objectives Major Activities Target Achievement %
Prepare COVID 19 specific drug/ 1 1 100%
pharmaceutical least
To ensure responsive Ensure availability of COVID 19 95% 85% 94%
Pharmaceutical Supply Chain supplies; no stock outs
Management, pharmacy To quantify, distribute, storage and 90% 86% 95%
services and Medical monitoring of vaccine
equipment management for Perform SS/mentoring to lower level 2 1 50%
maximal operational response stores
To establish a well-organized medical 8 8 100%
equipment management,
Rate of functionality of equipment 95% 85% 90%
(MV and other functionality >95%)
As COVID 19 vaccines were distributed to 08 health facilities HCs under Kirkos Sub city health office, a
total of 02 non-functional refrigerators were maintained during the campaign. Oxygen cylinder
management. We have achieved 94% on availability of COVID 19 supplies and 87 % of medical equipment’s
are functional. But well-organized medical equipment management and work shop problem and work shop
problem was not solved.

Figure 11: Logistics supply chain management team performance in Kirkos sub city from July 2021
to June 2022

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 2.9 Plan, Monitoring, Evaluation and Evidence Synthesis performance report
The ultimate goal of the COVID-19 Emergency Preparedness & Response Plan (CPRP) is to prevent and
control community transmission, decrease incidence and Mortality rates. It is the role of the PHEOC and more
of the Planning, Coordination and M&E section to track and inform whether the preparedness and response is
being implemented in the right way, whether it is in the right direction to bring about the desired outcomes,
and to identifies gaps in the management of the overall process and enables the actors to solve the gaps and
improve performance.
Thus, the proper functionality of the CPRP should be monitored and changes attributable to it should be
evaluated accordingly. Moreover, efforts planned to strengthen the response system should be tracked
meticulously whether the expected resources are available and the planned activities are executed.
Accordingly, logic model is developed to guide the monitoring and evaluation activities of this plan. The logic
model presents the logical progression and relationship of the preparedness and response elements (inputs,
activities, outputs, outcomes) and their causal relationships. It provides a linear, “logical” interpretation of the
relationship between inputs, activities, outputs and outcomes with respect to objectives and goals.
Hence, the logic model prepared for the CPRP outlines the specific inputs needed to carry out the
activities/processes to produce specific outputs that will result in specific outcomes. It does form the basis for
monitoring and evaluation activities for all stages of the PHEOCs. As it is described below, this plan needs
adequate human resources, finance, technology, transportation means, logistics & supplies and partners and
stakeholders as inputs to run the system where capacity building; advocacy and social mobilization,
development or customization of guidelines and manuals, conducting assessments & research, integration of
efforts and collaboration, resource mobilization; and continuous monitoring & evaluation are the expected
activities to be performed. These processes and efforts are expected to result in the existence of a competent
work force, harmony in tackling the pandemic, guidelines and manuals, improvement plans, evidences for
decision making and adequate logistics and supplies.
The intermediate outcomes of this plan are improvements in NPIs implementation, case detection, testing
adequacy, access and quality of care and evidence-based decision making. Furthermore, improving recovery
rate and decreasing incidence rate, mortality rate and case fatality rate will be monitored and evaluated as the
long-term outcomes of the CPRP period. In last 2014 EFY, the PME section has coordinated evaluation of
COVID-19 response activities on daily zoom and weekly in person meetings with some interruption to
achieve 67% as planned. To provide timely response, the regional PHEOC decided to establish PHEOC at
SCs, and HCs level and revise Organogram to determine human power in all EOC from region to health facility
level.

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 The sub city revitalization team composed of different section was deployed since January 2022 to each health
center to support implementation of EPRP at lower level. The deployment has two phases:
1. Phase one: - System strengthening and sustainability (Organogram, EPRP and Case detection) from
January 1 to February 28, 2022 in all Health centers in the sub city
2. Phase two: - Enhancing case detection, testing capacity (pre-triage, triage and SD screening, school health,
protection section) and enhance data quality (DHIS2) from March 3 to June 30, 2022
During revitalization integrated team supervision, a total of 24 supervision visits were conducted and all 8
HCs had completed establishment of new functional EOC structure. Also, 8 HCS assigned HWs with official
letters to new Organo-gram position, 8 Health centers cascaded and adopted EPRP plan, 8 health centers have
pre-triage screening active pre-triage screening and 8 health facilities have integrated Notification, contact
trace, HBIC and MHPSS team (see table below)
Table 5: Summary finding of revitalization team supportive supervision in Addis Ababa, from January
to June 2022

washing at gate of HC
Completed New EOC

Notification, HBIC&
Functionality of hand
HFs with Pre- triage
# of HCs assigned

Completed EPRP
team with letter

isolation room

Integration of
# of HCs with
structure
# of HCs
Sub- city

screening

CTFP
Plan

team
SN

1 Kirkos 8 8 8 8 8 8 7 8
Total 8 8 8 8 8 8 7 8

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 3. SWOT Analysis
SWOT analysis is a simple analysis system designed to check the strategic position of a particular project in its
field of operation. And hence, we assessed AA EOC for COVID 19 to see its position in leading COVID 19
emergency operation. The purpose of SWOT analysis is to also assertively identify factors that influence the
functioning of the EOC providing very useful information in the planning process. The SWOT analysis of Addis
Ababa EOC for COVID 19 is divided into two parts: the internal environment of the AAEOC was assessed through
strengths and weaknesses, and the analysis of external environment of the EOC was assessed through threats and
opportunities. The detail SWOT analysis of Addis Ababa EOC is below.

Strength Weakness
ü Well organized PHEOC structure established at Sub-city and Health ü Weak integration of teams between CTFU, HBIC,
center level ü Data discrepancy in enrollment status of patient between
ü Strong revitalization team composed of composed of different notification and HBIC
sections and disciplines conducting continuous integrated supportive ü The HFs isolation room not fully equipped and ready
supervision to HCs ü Weak data/report verification system for RCCE
ü Common Monitoring, Evaluation and reporting platforms at all level ü Interruption of weakly EOC coordination meeting and evaluation
ü Symptomatic targeted screening established at pre-triage and Service COVID activities at sub-city and HF level
delivery at the all HCs ü Data quality problem (Completeness, timeliness, consistency, data
ü Availability and distribution of Covid-19 standard case definition, analysis and utilization/timely action)
Line list and reporting formats to all HC timely ü Insufficient ware-house (poor infrastructure) during bulk
ü Presence of surveillance and response system in protection sites and procurement
Schools ü Shortage of antigen RDT kits and Reagent Stock out for RT-PCR
ü Strong linkage of Suspected cases to laboratory (> 90% of suspected ü Lab request incompleteness
cases were linked to testing) ü Shortage of Laboratory personnel at HFs
ü Regular morning session on pre-hospital care activities ü RDT Positive not reported by Line-List through DHIS2
ü 24/7 Ambulance services ü No availability of Vehicle for PCR sample transportation
ü Case notification achieved high performance ü Weak / low COVID-19 screening, sample collection, testing, and
ü Strong and central pre-hospital care and referral system follow up at health facility, school, protection and house hold level
ü Continuous weekly NPI assessment done at HC and Sub city level ü Low adherence towards IPC Measures at healthcare facilities
ü Establishment of stock monitoring tool like DAGU2 ü Health Care Workers and Community negligence towards
ü Inventory management system was improved through frequent implementation of IPC/WASH implementation protocols
monitoring of stocks ü Low suspected case detection rate at health facility
ü Integrate Emergency work with Routine work ü Persistent low contact tracing percentage, cases to contact ration and
ü Ag RDT laboratory expansion at health center level Contact follow up
ü Lab related quality monitoring activities have been in the place

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 Opportunities Threats

ü Availability of COVID-19 vaccine ü Absence of Data Servers

ü Availability of Large Data Visualization tools and digital ü Existence of monkey pox epidemic globally
electronic technology platforms such as Google Data Studio, ü Lack of data management and backup server
Kobo Toolbox (data collection tool) etc. ü Shortage of free internet and airtime supply
ü Created chance to know more and deep about medical equipment’s ü Weak implementation of Directive 882/2014
related to covid19 ü Lack of spare part for medical equipment’s may result in a number
ü There is good communication and collaboration with AARHB, of machines to stay passive which is wastage of money
EPSA & EPHI ü Irrational use of PPE
ü More medical equipment’s procured/ purchased which used for ü High turnover and burnout of health care workers
normal service after covid19 ü Medias are not concerned about covid-19 as they did before
ü Created chance to know more people related to heath workers ü Interruption of laboratory supplies.
ü Availability of digital electronic technology plat forms such as ü Shortage of high-level maintenance experts on
DHIS2, medical equipment.
ü Availability private COVID 19 testing and treatment centers ü Distribution of unknown status of COVID Ag RDT Test
ü Presence of Electronic plat form Like Telegram, Gmail, ZOOM, ü Testing Technology change in RT-PCR testing
FB, Imo፣ etc. ü Low vaccine rollout and NPI adherence
ü Availability of digital electronic technology plat forms such as ü Low uptake of different vaccines including by HCWs
DHIS2, ODK (data collection tool) etc. ü Risk of Viral mutation and emerging of new variants following
ü Existence of toll free (National 8335, 952 and AAHB 6406, 633). ü Weak enforcement of Directive 882/2014 by law enforcing
ü Existence of school health clubs, mini media, volunteers & school. bodies.
ü Availability private COVID 19 testing and treatment centers ü High turnover IPC focal at sub city and HC level
ü Presence of preexisting structures and associations like family ü Design and infrastructure of health care facilities is not convenient
health teams, block counsels, youth associations etc. to install WASH facilities
ü Availability of policy on NPI’s (directive 882/2014)

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 4. Rational of the EPRP plan
As we all know, it has been more than 2 years while Kirkos Sub City Administration Health Office has
been working on COVID 19 by establishing COVID 19 Emergency Operation Center. The necessity of
current EPRP development is that the previous plan was completed, variant change and possible case surge,
to integrate the COVID-19 surveillance and response with routine health system activities, to boost
COVID-19 vaccine coverage and need of guidance for monitoring and evaluation purpose. Therefore,
management of COVID 19 emergency should continue to be led by principles of emergency operation with
high attention, manpower, resource and budget.
5. Highlights of the Contents in 2015 EFY COVID-19 EPRP Plan
The 2015 EFY COVID-19 Emergency Preparedness and Response Plan (EPRP) for Kirkos sub city
administration serves as a guide for a holistic public health response to COVID-19 at health facility levels
focusing on how to prepare the system, the sector, the human power better and reduce the impact of future
Covid-19 case surge.
The 2015 EFY EPRP:
• Builds upon the lessons learnt from the implementation of the 2014 EPRP and outlines
kirkos sub city’s preparedness, response and recovery strategy for COVID-19.
• Has been adapted to reflect the sub city’s context including COVID-19 vaccination. It
also considers epidemiological changes and recommendations emerging from the
evaluation report of the 2014 EPRP.
• Provides the indicative resource requirements to reinforce planned interventions in the
sub city to enhance capacities to suppress transmission, save lives and mitigate the impact
of the pandemic on people and health systems.
• Provides a road map for mitigating potential resurgence in the sub city as public ignorance
increases and ensure continuity of other essential health services.
The body of the EPRP plan document is organized into eight sections, namely: chapter 1 is Introduction,
chapter 2 narrates about situational assessment, chapter 3 narrates about strength, weakness, Opportunity
and Threat, Chapter 4 indicates Rationale of developing EPRP Plan, Chapter 5 Highlights of the EPRP plan
Contents, chapter 6 describes the projection approaches, Chapter 7 outlines the Goals, objectives and focus
areas, chapter 8 response arrangement, describes details on the implementation arrangements, chapter 9
Key Considerations chapter 10 describes stakeholders and Areas of Strategic Focus, chapter 11 details the
implementation plan target setting and chapter 12 covers the monitoring and evaluation plan

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 6. Projection of the Pandemic
6.1. Possible exacerbating factors for COVID-19 transmission in Kirkos Sub City
This part considers the driving factors for severity of COVID-19 cases, mortality & load on health services
demand in Kirkos sub city as next year projection. These possible drivers of COVID-19 transmission are
mentioned below: - Risk of exposure: The high season for respiratory pathogens (e.g. influenza) in
Ethiopia may lead to more intense transmission of COVID-19. In addition to this, are practice of sanitation
and hygiene, health conditions, living conditions, socio-cultural conditions, and other contextual factors?
Demographics: Everyone is susceptible to contracting the disease; however, the available data so far
reveals that there is an association between the age and the severity of disease mainly due to the high
prevalence of underlying conditions.
Disease burden: Addis Ababa has a triad burden of chronic communicable, non-communicable
conditions and accidents/injuries particularly among the economically active age group. These conditions
fueled by the prevailing high level of poverty are being associated with more severe COVID-19 outcomes.
Socio-economic, cultural and political factors: Kirkos Sub City economy is basically a service-
based economy like many other sub cities in Addis Ababa and it is very clear its association with
COVID 19. The economy, sociocultural factors and political factors like repeated rally’s due current
situation of the country should be considered for increasing of cases.
6.2.2 Enabling factor for COVID-19 case reduction in Kirkos Sub City
Below are some factors that may enable to reduce the transmission of COVID-19 infection in Kirkos
Sub City.
a) Increased number of Vaccinated individuals: - Since the start of COVID-19 vaccination,
Kirkos Sub City in collaboration with Addis Ababa Health Bureau had conducted three major
COVID-19 vaccination campaigns in addition to routine supply to boost the COVID-19
Vaccination coverage in the city. Currently about 41,221 Individuals has taken at least one round
vaccine in Kirkos Sub City and this is the major factors contributing in reduction of COVID-19
cases in the sub city.
b) Relative health system stability: - Two years back globally and nationally, the health system
was overwhelmed and was fall under great challenges. However, currently due to familiarizing
with COVID-19 pandemics and created strong response forces in the country and in our sub city
administration the capacity of the health system is resumed. Therefore, compared to the last years,
the current situation of our health system seems relatively stable and enables us to tolerate and
reduce the impact of COVID-19 transmission.

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 c) Relatively well-established surveillance system: - following this global pandemics, different
stake holder was with us to support the response activity and we able to create well established
surveillance system in the sub city. PHEM officers were assigned to each public health facility in
Kirkos Sub City and are working strongly on surveillance activity. This is another opportunity to
early detect and respond to COVID-19 cases which helps to reduce the transmission of COVID-
19 among community and Health care worker.
d) Well trained and equipped response staff: - In response to COVID-19 pandemic a lot of
training was provided to health workers and we able to create well trained surge staffs at health
facility level
e) Reduction in COVID-19 global status: From time to time the trend of COVID-19 new cases
is being decreasing which provides another enabling opportunity to the reduction of COVID-19
transmission in the country.
Depending on the two a fore mentioned factors (exacerbating factors and disabling factors for case
reduction) and disease trend scenario over the last one-year pandemic period, in the next coming year
(2015 EFY) is projected in three scenarios, named Low Scenario, Medium Scenario and High
Scenario.
1. The low case scenario: - It implies that the lowest COVID-19 tests and confirmed cases report
among 12 months achievements in 2014 EFY. According to this scenario, the lowest reported
COVID-19 tests and confirmed cases in the last year (2014EFY) was 36,636 and 2230
respectively. The lowest case load scenario might happen only when our health system
performance clearly achieved the set goals of enabling factors.
2. The medium case Scenario: - It implies the number of COVID-19 tests and confirmed cases
report achievements was average in 2014 EFY. According to this scenario, the medium reported
COVID-19 tests and confirmed cases in the last year (2014EFY) was 54,795 and 5,734
respectively. The medium scenario might happen at any moment by any time.
3. The High Case Scenario: - The high case report scenario was projected to happen for next
year in some occasions when a fore mentioned enabling factors to reduce the COVID-19 not meet
their goals or not achieved properly. This projection used high number of COVID-19 tests and
confirmed cases reported in last year (2014 EFY). According to this scenario, the high number of
test and confirmed case load in the last year (2014EFY) was 72,070 and 9,239 respectively. This
project may happen only when there was worst community transmission due to not achieving the
enabling factors.

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Currently, Kirkos sub city is at pace of COVID-19 response and still there is high number case reported
in all direction. Therefore, low case scenario projection is not applicable for next year’s projection.
Even though, there is many challenges, we have many opportunities to achieve Medium case scenarios
due to better vaccine coverage, trained HCWs, approximately stable health system and decreasing
scenario of COVID-19 cases globally. So that, our current projection for next year projection used
Medium case load scenario for projection.
A) Total testing Performance projected for next year (2015 EFY)
Depending on this scenario explanation, kirkos sub city the next yearly (2015 EFY) testing
performance projection is expected to be 54,795 tests (Medium scenario test X 12).
B) Total Confirmed cases projected for next year (2015 EFY)
By using the medium positivity rate during the last year (8.8%), the projected positive cases
from all setting in the next year will be about 5,699. To get this number, multiply total
projected tests by 10.4%

Table 6 Monthly projection for Low, Medium and High case load Scenario for 2015 EFY in Kirkos SC,
Oct 2022

S/N Scenario Total test/Month Total Positives Positivity rate AR/10,000

1 Low scenario 36,636 2230 6.1 11.8

2 Medium Scenario 54,795 5734 10.4 17.2

3 High scenario 72,070 9239 12.8 22.6

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 7. Goal and objectives
7.1 Goal
To decrease COVID 19 Morbidity and mortality through effective primary prevention, control and case
management
7.2 General Objectives
To prevent and control COVID-19 community transmission and potential emergence of new variant of concerns
and its consequences through enhancing surveillance and response activities at all levels
7.2.1 Specific Objectives
ü To strengthen surveillance system to effective case detection, preventive and control measures of COVID-19
ü To improve sample collection, testing surge capacity and participate in EQA programs
ü To enhance the case management system for confirmed cases to improve better patient outcomes and reduce
deaths
ü To promote IPC/WASH activities in high risk and special population groups
ü To sustain risk communication and community engagement efforts at all levels to raise community level
awareness and behaviors as well to reduce miss-perceptions
ü To ensure an effective and efficient Pharmaceutical Supply Chain Management and pharmacy services and
Medical equipment management for maximal operational response
ü To strengthen intra and inter coordination pillar coordination, ensure strong data management system and
information sharing for effective control and preventive measures through monitoring and evaluation
Priority area
7.2.1.1 To strengthen surveillance system to effective case detection, preventive and control
measures of COVID-19
Priority areas/surveillance
ü To strengthen COVID-19 suspected case identification at health facility, protection centers, schools and
other selected public settings
ü To improve the linkage of COVID-19 suspected cases to laboratory for testing
ü Improve surveillance data quality and use
ü To enhance early investigation and verifications of all rumors
ü Strengthen target Contact tracing, follow up and testing
ü Strengthen intra/inter pillar & stakeholders /partners coordination and collaboration for surveillance
ü Strengthen capacity building activities for surveillance and response

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 ü Strengthen monitoring and evaluation of surveillance activities
ü Enhance development, revision and use of guideline, SOP, protocol and TOR
ü Establish AEFI surveillance for covid-19 and other routine vaccinations
7.2.1.2 To strengthen laboratory surveillance system for COVID-19
response Priority areas/Laboratory
ü To integrate COVID-19 testing with routine lab
ü To increase number of specimen collection
ü To increase number of COVID 19 test
ü To improve data quality and digitalization
ü To build the capacity of lab personnel
ü Strengthen referral system
ü Assure quality of lab testing
7.2.1.3 To reduce mortality through improving quality of COVID 19 cases management in Isolation centers,
treatment facilities and HBIC
Priority areas/Case Management
Ø Increase critical care centers’ capacity and improve quality of care
Ø Improve the pre-hospital care system
Ø Ensure consistent and adequate oxygen availability
Ø Ensure the availability and quality of mental health and psychosocial support services
Ø Ensure availability of essential equipment, and supplies to manage severe and critical cases of COVID19
Ø Ensure provision of mental health and psychosocial support services
Ø Capacity building for health care workers deployed on COVID-19 management
Ø Strengthen case notification and enrolment
Ø Strengthen HBIC patient adherence for the protocol and Improve the follow up
Ø Improve data quality and usage
Ø Expanded and equipped isolation corner at all health facility
Ø To integrate case management activity to routine services

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7.2.1.4 To reduce the prevailing community transmission of COVID-19 and its consequences through
strengthening IPC-WASH activities at all levels
Priority areas/IPCWASH
ü To improve IPC/WASH practices of healthcare workers
ü To improve IPC/WASH activities in public and private facilities, high risk and special population groups
ü Provide capacity building support for all health facilities
ü Strengthen recording and reporting system
ü Reduce COVID-19 infection in all health facilities
7.2.1.5 To sustain risk communication and community engagement efforts at all levels to raise community
level awareness and behaviors as well to reduce miss-perceptions
Priority areas/RCCE
ü Improve knowledge, perception (susceptibility, severity), self-efficacy, and health seeking behaviours of
individuals on COVID-19
ü Increase community engagement and ownership of COVID-19 response
ü Improve media engagement and monitoring
ü Advocate the enforcement of directive 882/14 at all levels and in all sectors.
ü Improve uptake of COVID 19 Vaccine through tailored SBCC and rumour management on COVID-19
vaccines.
ü Improve internal and external coordination of RCCE interventions and Mainstream covid-19 prevention
strategies into all sectors
ü Mainstream covid-19 prevention strategies into highly risk areas, crowded and low vaccine uptake area
7.2.1.6 To ensure responsive Pharmaceutical Supply Chain Management, pharmacy services and Medical
equipment management for maximal operational response
Priority areas/logistics
ü To conduct timely needs assessment, identify and map Covid19 related commodities to accommodate the
Covid19 response demand to prevent stock outs, overstocks and emergency orders
ü To Improve mentorship
ü To quantify, distribute, proper storage and monitoring of COVID-19 related commodities in all level
ü To establish a well-organized medical equipment maintenance management system
7.2.1.7 To ensure strong intra and inter pillar coordination, data management system and information
sharing for effective control and preventive measures through consecutive monitoring and
evaluation

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Priority areas/Plan, Evaluation and Data Management
ü To undertake research on priority areas of COVID 19 prevention and control measures
ü To disseminate research findings and outline post study interventions in consultation with other
stakeholders
ü To strengthen leadership and governance insight in supporting the EOC functions and ultimately utilize
internal capacity
ü Track overall performance of all pillars and provide timely feedback
ü Intensify full scale use of Google Data Studio and end to end analysis of COVID-19 data management
ü Strengthen inter pillar & stakeholders /partners coordination and collaboration
ü Strengthen plan, monitoring and evaluation of system at all level
8. Response Arrangements
The implementation arrangement of the EPRP aims to develop and implement different interventions and measures
that facilitate and serve as driving factors to attain the objectives set. There are six major implementation
arrangements identified that aren’t mutually exclusive, but complement each other with synergistic effects in
achieving the advancement of the objectives. These are:
● Data for decision making
● Capacity Building and Mentoring (CBM)
● Innovation and pragmatic approaches
● Integration of efforts and Collaboration
● Advocacy, communication and community engagement
● Resource Mobilization…
9. Key Considerations and Areas of Strategic Focus
9.1 Strategic focus on case detection, testing and management
The plan primary focus on strengthening primary prevention and then early Identification of COVID-19 Suspects
and Targeted testing, early enrollment to follow up and admission of Confirmed cases. The health sector needs to
scale up its efforts of combating COVID-19 in both health facility and community settings. Hence, scaling up
active surveillance of respiratory tract infection in both health facilities and community settings and increasing
testing capacity significantly to test as much suspects as possible and management of sever and critical patients
by increasing sever and critical care capacity, are necessarily important to reduce the impact of COVID-19
infection.

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9.2 Integrate COVID-19 Surveillance and response into routine activity
The intensive resource repurposing can no longer be maintained with the same intensity as in the early stages of
the outbreak. Therefore, it is clear that we have to restore our energy and resource to combat against the impact
of COVID 19 through integration with the routine services. Nevertheless, we have to be careful that our COVID-
19 preparedness and response efforts should be in a manner that does not severely compromise other dimensions,
activities must be integrated into routine system.
9.3 Increase leadership engagement, multi-level Coordination and collaborations
With respect to this, effective and sustainable COVID-19 response demands a strong leadership and strong
collaboration between all pillars in the health sector. Hence, a more decentralized coordination and response is
needed at lower administrative levels. This requires building the emergency preparedness and response capacity
at these levels and equipping with the necessary resources.
This decentralized approach also aims to mainstream COVID-19 preparedness and response across different
sectors, coupled with the necessary advocacy and risk communication work to improve and reinforce vaccine
uptake, adherence to existing NPIs and directives.
9.4 Increasing Public awareness and adherence to NPI
Recently, public adherence to Non-Pharmaceutical Interventions (NPIs) such as facemask utilization, and hand
hygiene practices appears has been decreasing. Furthermore, adherence to COVID-19 directives seem to be falling
with major non-compliance to NPIs observed in Addis Ababa. As a remedy for limitations in compliance to NPIs,
intensive awareness creation efforts are needed to improve the public’s understanding about the severity of the
disease, improve risk perception, and adherence to preventive measures.
Recent evidence showed that vaccine uptake and mask utilizations could be the most critical public health
intervention to decrease transmission, morbidity, and mortality if coupled with other interventions. Hence,
vaccine uptake and face mask use will need to be at the center of the response with other NPI interventions. With
regards to public compliance to COVID-19 recommendations, aggressive awareness creation on new-norms of
doing day-to-day activities, robust enforcement mechanisms including mainstreaming and an accountability
system needs to be established at all levels.
9.5 Prioritizing individuals or groups at high risk of morbidity and mortality
School children, the elderly, people with underlying medical conditions, and those living in congregate settings
will be prioritized in every pillar of the response. So, the plan aims to reach through awareness creation,
identification and testing, providing quality of care, increasing vaccine uptake and NPI implementations.

35
9.6 Increase COVID-19 Vaccine uptake
As mentioned above Vaccine uptake, mask utilization and hand hygiene can significantly decrease covid-19
transmissions in the community. The main barrier to immunization is access, misinformation and disinformation.
By being evidence-led we can focus our efforts on the main barriers to access and ensure our work by achieving
high vaccination coverage. When vaccines are available but not convenient for people to get the uptake decreases.
So, by tackling key challenges include rumors, disinformation and misinformation, we aim to focus to increase
vaccine uptake in Kirkos Sub City.
10. Stakeholder Analysis
S/N Name of Area of Engagement Expected Deliverables
Stakeholder To be listed by activity

1 Kirkos sub city CO • Over all control any activities & support • Permit budget allowance for this plan
• work any activities peacefully in all
2 Kirkos sub city peace woredas & sectors
& security office • to assure peace &security in all woreda
Kirkos sub city § Assign health care workers • # of schools who adhere to COVID-19

3 education office § Strengthening school health clubs and guidance for schools
mini- media • # of awareness creation conducted every

§ Creating awareness for school community day in each school

• # of health care workers assigned

• # of functional mini media and health

clubs in each school

Kirkos Sub City • Enforcement of PHSM/directive • # of transport providers penalized for
4 transport 882/14 on public transport not enforcing mask wearing and
authority carrying more than the allowed
number of people
Kirkos sub city
5 water& sewerage • Proper utilization of water in all woredas,
authority • avail water supply in all woredas sectors &……

36
 Kirkos Sub City • Creating awareness on service • # of service providers award on
FMHACA providers under their control COVID-19 preventive measures
• Inspecting service providers for • # of inspections conducted on
6 implementation of COVID-19 COVID-19 preventive measures
preventive measures in service providing institutions.
• Providing license for private testing • Service providing institutions
facility and treatment center penalized for ignoring COVID-19
preventive measures
Private
7 COVID-19 • Case identification and notification § Timely and reliable reports of daily
testing notified cases.
facilities
Kirkos sub city § Develop and disseminate news on • # of news done on COVID-19
8 communication COVID- 19 • # of documentaries developed
office § Attend COVID-19 press conferences • # of misinformation’s identified and
§ Develop documentaries tackled
9 Private Health § Case management • Lab diagnostic services
sectors § Pre-hospital care

10 EPSA § Procurement of health commodities • Delivery of health commodities

and standardization
11 EFDA § Regulate the products before • Assure the quality of the products
manufactured

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 11. Implementation strategies
11.1 Implementation strategies: Surveillance
S.N Objectives Major Inputs Major Activities| Process Major Outputs Outcome Measures

1 To strengthen • Case definition • Conduct daily symptomatic screening of all clients visiting • Screened individuals for • Increase COVID-19
COVID-19 • SOP the Health facilities (pre-triage area, service delivery COVID-19 case detection rate
suspected case • Line list, points) • Identified COVID-19 • Reduce
identification at • Report formats • Daily identification of suspected cases at HF level suspected cases transmission
health facility, • Referral forms • Daily screening of all HCWs at HF level • Trained individuals on • Reduce COVID-19
protection centers, • Thermo-scans • Suspected identification for COVID-19 among HCWs surveillance morbidity and
schools and other • Space /Room • Conduct daily symptomatic screening for COVID-19 at mortality
selected public schools
• Budget
settings • Daily identification of suspected cases at schools
• Conduct daily symptomatic screening for COVID-19 at
protection centers
• Daily identification of suspected cases at schools
• Daily screening for COVID-19 at POEs
• Daily identification of suspected cases at schools
• Provide training or orientations
• Conduct regular supportive supervision
2 To improve the • Lab referral • Counseling of suspected cases for COVID-19 lab testing • Linked and tested suspected • Increase COVID-19
linkage of COVID- forms/ lab request • Link all suspected cases to lab with complete lab request cases testing volume
19 suspected cases • Trained health forms with feedback mechanism • Reduce COVID-19
to laboratory for personnel • Daily auditing of suspected and tested cases from each area testing missed
• Lab testing room (HF, service delivery points, schools, protection centers opportunity
testing
and community)
Improve • Computers • Provide training for personnel’s • Report completeness and • create well
surveillance data • Printer • Timely documentation of activities timeliness established data
quality and use • Personnel • Create and update data base • Well documented soft and base for COVID-19
• Talley sheets • Regularly data analysis and monitor trends hard copy of surveillance surveillance and
3 data response activity
• Line list • Create online data collection and reporting tools/platforms
• Reporting • Ensure daily report complete and timelines at each level • Analyzed, interpreted and • Improved data
formats used data quality
• Internet access • Developed standardized tools

41
 Strengthen target • SOPs, • Conduct regular contact identification and listing • Contacts identified and • Increase case
Contact tracing, • Line lists • Work closely with HBIC team followed detection among
follow up and • Reporting formats • Conduct contact tracing for all positive cases at HF and • Contact of confirmed cases contacts
5 testing • Mobile airtime community level linked to lab • Improved timely
• IPC supplies • Close follow up of contacts • Symptomatic contacts linked contact tracing and
• Contact referral • Link all contacts of positive for lab testing to cases detection team case detection
linkage form • Create community awareness in supporting contact tracing • People who are aware about
• Internet access activity contact tracing
Strengthen capacity • Budget • Conduct training need assessment related to surveillance activities • Trained health work force • Improve the KAP of
building activities • Stationeries • Provide on job trainings based on the need assessment result • Supportive supervisions surveillance
• Trained personnel • Develop or revise assessment checks list conducted personnel’s
for surveillance
• Develop or revise reporting forms • Mentorships conducted • Robust surveillance
6 and response • Conduct regular supportive supervision
• Review meetings conducted and response system
• Conduct regular mentorship
• Conduct performance review meetings • Workshops conducted • Reduce spread,
• Conduct different workshops morbidity and
• Monitoring and follow up mortality

Strength • Budget • Provide training or orientation for selected health personnel • M &E trained personnel’s • Strong M & E
monitoring and • Stationeries on M&E • Supervisions conducted system for
evaluation of • Vehicle for • Conduct supportive supervisions regularly • Provided feedbacks surveillance
7 •
surveillance transportation • Conduct regular monitoring and follow-up of M & E • Monitoring and follow-ups Increase timely case
activities • Training activities conducted detection and
Guidelines, • Conduct review meetings • Review meetings conducted response
SOPs/Protocols • Conduct workshops • Reduce spread,
morbidity and
mortality
Enhance Budget Cascade Guidelines, SOPs/protocols/TORs • Cascaded • Improve the KAP of
development, Stationary Distribute Guidelines, SOPs/protocols, TORs for use Guidelines, surveillance
revision and use Experience Conduct regular monitor and follow-up of utilizations SOPs/protocols/TO personnel’s
9 d Rs
of guideline, • Improved timely
personnel • Orientations provided case detection and
SOP, protocol Internet access to surveillance health response
and TOR Reference workers
materials • Guidelines,
SOPs/protocols, TORs
distributed
• Monitoring and follow-ups
done

42
 Establish AEFI • Reporting formats • Conduct periodic performance review Defined role and • Improve AEFI
surveillance for • Budget meetings with stakeholders/partners responsibilities surveillance for
covid-19 and • SOP • Ensure coordination and collaboration for AEFI surveillance Tasks shared COVID-19 and
• Provide training or orientation on immunization and Periodic meetings conducted routine vaccination
routine
AEFI surveillance Well trained staff on AEFI
10 vaccinations • Develop SOPs for AEFI surveillance AEFI cases identified
• Conduct daily AEFI surveillance Monitoring, follow- Monitoring and follow
up and Evaluating AEFI surveillance ups done
• Integrate AEFI surveillance with the routine
COVID-19 surveillance
• Investigate rumors that are related to COVID-19 AEFI

43
 11.2 Implementation strategies: Laboratory section
SN Objectives Major Activities| Inputs Major Activities| Process Major Activities| Outputs Outcome
1 • Budget • Capacity Building • Training Provided Case detection and
To integrate • Trained professional • Create awareness • Aware managements & quality of testing
COVID-19 • Guideline, SOP, Job aid & • Avail Guideline, SOP, Job aid, registration books and lab Professional increased
testing with Forms request

routine lab
2 • Specimen collection and • Provide capacity building • Trained sample collector Increase of case
To increase transportation material • Conduct supportive supervision • Conducted supportive detection rate
number of (VTM, Triple package, • Collect specimens timely as per the instruction supervisions
specimen Swabs, Ice pack) procedures • Collected specimens
• IPC supplies (PPE, ABHR, • Timely transport of specimen to PCR testing site • Conducted discussion with
collection
disinfectants) • Conduct discussion with other pillars about specimen other pillars
• Vehicle for transportation collection and transportation • Transported specimen
• Budget • Maintain COVID-19 precaution during sample • Created communication
• Mobile air time collection platform
• Guidelines/SOPs • Store collected specimens properly • implemented COVID-19
• Registration log book, Lab • Cascade SOPs safety precautions
request Forms • Receive specimen from sample collectors • Cascaded SOPs
• Refrigerator
• Conduct timely recording of collected samples • Quality Specimens
• Thermometer
• Conduct regular temperature monitoring
• Trained Lab Personnel
• Maintain Sample Integrity
• Human Resource

3 To increase • Testing Materials (RDT, PCR • Conduct COVID-19 testing as per the standard • Conducted tests Increase testing
number of machine & reagents) • Conduct timely testing including weekends, holidays • Trained lab personnel coverage and case
COVID 19 test • Budget and night • Recorded tests detection rate
• Trained lab personnel
• Conduct training on COVID-19 testing • Reported tests
• Mobile air time
• Timely recording and reporting • Updated SOPs
• Guidelines/SOPs
• Registration log book, records
• Conduct supportive supervision • Supplies availed
and Formats • Update SOPs regularly • Collected specimens
• Refrigerator • Avail the required supplies for COVID-19 testing
• Thermometer • Increase specimen collection
• Laboratory Infrastructure • Avail Registration log book, records and Formats

44
4 To provide • Budget • Conduct supportive supervision • Conducted supportive Number of cases
capacity • Training materials • Conduct mentoring team Provide trainings/ orientations supervisions increased
building to lab (modules, stationeries) • Develop supportive supervision tools • Conducted mentor
personnel • Trained trainer • Develop mentoring tools • Developed supportive
• Supportive supervision and • Develop/revise SOPs supervision tools; SOPs
Mentoring tools • Develop Training materials • Developed mentoring tools
• Guidelines/SOPs • Developed

6 To ensure • laboratory request form • Develop data collection tools • Developed data collection tools Evidence based decision
laboratory data • Data quality assessment tools • Provide training • Training Provided made
quality and use • Report forms • Collect data from DHIS, registration books and lab request • Collected Data
• Registration log books • Data Analysis • Analyzed Data
• Internet access • Provide feedback • Provided feedback
• DHIS2 • Take intervention • Intervention taken
• Trained personnel • Feedback provided

45
 11.3 Implementation strategies: Case management section
SN Objectives Inputs Major activities/ process Outputs Outcome measures
1 Increase critical care • Vehicle • Update checklists and conduct for assessment • Updated checklists and SOPs • Number of Integrate
capacity and quality • Budget readiness and preparedness • Conducted supportive hospitals COVID-19
of care • Logistic (IPC materials, • Update SOPs supervision critical care service
medical equipment , Beds, • Conduct supportive supervision of HF for • Conducted mentorship • Number of Critical care
oxygen supply) integration and surge plan • Trained health care center expanded
• Guidelines, SOPs • Conduct technical mentorship professionals • Critical care capacity
• Trained health care • Provide training for health care professionals • Affiliated standalone expansion
personnel • Ensure linkage between COVID-19 health centers COVID-19 health centers • Number of HF licensed
• Computer with hospitals with hospitals
• Telephone • Ensure service upgrading • Conducted assessments
• Provide license jointly with FDA • licensed health facilities
2 Improve the pre- • Budget • Equip basic and advanced ambulance • Biomedical work shop
hospital care system • Ambulance • Train and orient professionals and ambulance established • Improved prehospital
• Logistic and supply for crew • fully functional 633 services
biomedical work shop • Establish biomedical work shop • Trained man power
• Rooms for biomedical
workshop
• Make functional 4 additional 633 lines
• Toll-free Line
3 Ensure consistent and • budget • Develop protocol for oxygen safety stock utilization. • Number of oxygen cylinder • Maintained sufficient oxygen
adequate oxygen • Oxygen cylinders • Assess facilities for alternative oxygen refill system availed for safety stock supply
availability • Room and readiness • Number of treatment facilities
• Oxygen safety stock • M and E oxygen safety stock with alternative oxygen refill
mechanism
4 Ensure availability of • Budget • Prepare and update checklist and need • No HF assessed • equip HF with necessary
essential equipment, • Medical equipment’s assessment. • No of materials distributed material
and supplies to • Drugs • Ensure procurement of availability of
manage severe and • Essential drug list equipment, medicines, and supplies
critical cases
5 Capacity building for • Budget • Training proposal preparation • Trained health care • Number of HCW trained
health care workers • Updating training materials professionals
deployed on COVID- • Training on, First aid, basic case management • Training and skills gaps
19 management , HBIC and ICU provision addressed
6 Strengthen case Budget • Train and orient case notification team • All cases are notified. • Improve notification and
notification and Air time • Discuss with private testing facility engagement. • All notified cases are enrolled to enrollment status.
enrolment Computer • Case disaggregation to sub-city timely on daily base HBIC or Linked to pre hospital
team for admission.

46
7 Strengthen HBIC •
Budget • Admit eligible patient to home • Improve HBIC adherence,
patient adherence for •
Trained health care personnel • Conduct supportive supervision • Equipped HBIC team with follow up and patient
•
Mobile air time • Conduct daily new patient eligibility assessment necessary material recovery
the protocol and
•
Guideline and SOPs • Perform phone and home visit follow up • Admit all eligible patient to
Improve the follow •
Updated Reporting format, • Integrate COVID-19 HBIC service to family health home
up checklists, Registration team
• Good follow of home
Logbook, Line list • Perform Random telephone call survey(RTCS)
• HBIC Kit(Pulse-oximetry, • Link ineligible cases to pre hospital care timely
isolated cases ,
Gluco- meter, BP apparatus • Create community awareness in supporting HBIC • Increases awareness about
and Thermal scan activity HBIC,
• Vehicle • Monitoring and evaluating patient follow up status
• Tablet computer
8 • Data storage device • Avail necessary resources / supplies • Organized document • Well established data handling
Improve data quality • Trained personnel • Conduct training • Trained personnel system. And quality data
and usage • Standardized tools ( line • Timely documentation of activities • Data for decision making
list and reporting formats
• Timely and complete reporting
• Internet access
• Monitoring and evaluate the performance
9 Expanded and • Budget • Conduct supportive supervision • Trained health professional • Safely isolate the patient and
equipped isolation • Trained personnel • Provide training and orientation • Well-equipped isolation room provide quality of care
• SOPs • Avail necessary equipment’s
corner at all HFs
• Medical equipment
10 • Budget • Trained man power
To integrate case • Provide training for family health team
• Report format • Good integration of • Run out the covid-19
management activity • Review meeting
• Job-aids services activity in routine path
to routine services • Continues discussion
• Follow-up kit
11 Ensure the • Vehicle • Update check lists for assessment readiness and • Updated checklists • Number of Integrate
availability and • Budget preparedness • Updated SOPs hospitals COVID-19
quality of mental • Logistic (Psychotropic • Update SOPs • Conducted supportive MHPSS service
health and medications,) • Conduct supportive supervision of HF for supervision • Number of MHPSS service
psychosocial support • Guidelines, SOPs integration and surge plan • Conducted mentorship care center expanded
• Budget • Training proposal preparation • Trained non mental health • Number of HCW
Capacity building for
• Cascading national training materials care professionals trained on MHPSS
health care workers on
• Training on, Psychological First aid, mhGAP • Training and skills gaps
MHPSS in response of
IG and HIG , Emotional resilience and addressed
COVID-19 Councelling (Individual, Group and Family)

• Budget • Deploying mental health professionals to the • Availability of mental health • Number of mental
MHPSS staff respective sub city and health facilities in the professionals to the respective health professional
recruitment response of COVID-19 health facility and Sub city recruited in the
response of COVID-19

47
 11.4 Implementation strategies: IPC/WASH Section
Sr.no Objectives Inputs Activities/Process Outputs Outcome
1. To provide capacity building • Professionals and supportive staff • Identify training halls • Trained health
• Guidelines • Improved health
training on IPC for health • protocols and materials • Preparing power points professionals and
professionals and
professionals and the supportive • Stationery for trainer • Conduct the training supportive staff supportive staffs’ on IPC
• Budget
staff practices
• LCD
• Laptop
2. To improve IPC/WASH activities in • Professionals and supportive staff • Arranging transportation • Reporting qualities improved • Improved IPC practice in
service delivery facilities, high risk • Standardized scorecard checklist • Communicating with sub- • Number of reports from all service delivery site
city and hospitals
and special population groups • Supervisors hospitals and sub-city
• Conduct supportive
increased
supervision
3. To reduce COVID-19 infection in • Guidelines • Conduct supportive • Implanting all IPC • Reduce/minimized/ the
the health facility and at hospital • Protocols supervision protocols transmission of COVID-19
level for health care workers, • SOPs • Avail guidelines, • Use proper standard cases and break down chain
protocols and SOPs
patients, students and visitors. • Supervisors precautions of transmission
material

4. To improve the Practice of health • Professionals and supportive staff • Design a checklists • Improved knowledge level of • Improved the Practice of
care workers and community • Logistic materials • Give training health care worker and health care workers and
• Supervisors • Conduct assessments community
towards COVID-19 infection community towards
• Give feedback • Improved behavior on covid-19
prevention and control measures. • Guidelines COVID-19 infection
• Avail guidelines, IPC
• Protocols prevention and control
protocols and SOPs • Increase practice and utilization
• SOPs measures.
material of IPC protocol measures
• Existing directive 882/14
• Supportive supervision

48
 11.5 Implementation strategies: Risk Communication and Community Engagement (RCCE) section
Objective Activities of input
Improve knowledge, • RCCE
perception (susceptibility, implementation
severity), self-efficacy, and manual
health seeking behaviours of • FHT
individuals on COVID-19 • RCCE focal
• Budget for capacity
building
Improve media engagement • Media
and monitoring • Implementation
manual
Increase community
engagement and ownership • Transport for
of COVID-19 response in monitoring
Addis Ababa
• Community
Conversation Guide
• Trained Man Power
At Sub City
• Transport
For
Support
• Resources for cascade
training of school
peer education guide
• Influential school
community to
facilitate peer
education sessions
• Peer education guide
• Trained man power at
sub city
• Transport for support
Improve acceptance and rumor - Resources For
management on COVID-19 Training Of Youth
vaccines among target groups. Volunteers
- Identify Volunteers
Mobile Van
Activities of process
• Train RCCE Officers on message
development for target groups
• Visit house hold
• Provide health education
• Identify suspected individuals
• Refer suspected and identified
individuals to HC
• Conduct mass social mobilization
• Conduct forum meeting with medias
• Conduct media briefed
• Prepare media monitoring tool
• Evaluate and supervise medias
• Engage media houses to promote those who
implement and question those who don’t.
• Promote testimonial message
• Conduct Cascading Training On
Community Conversation Guides
• Conduct Community Conversations
• Engage religious institution
• Prepare and disseminate message
• Conduct cascading training on peer
education guides
• Conduct peer education
• Conduct support on mini media
utilization and strengthening of health
clubs
• Develop message for school
• Disseminate message
- Conduct Training On Covid-19
Messaging For The Volunteers
- Develop message
Disseminate message
Activities of output Outcome
• # of developed materials for each target group • Improved adherence to
• Disseminated materials for each target group preventive measures by
• # of house hold visited target group
• # of individuals received health education • Improved Health
• # of Identified suspected individuals Seeking Behavior By
• # of Referred suspected and identified individuals to HC The Target Group
• # of Conducted mass social mobilization
• #of meeting conducted with Media forum • Improved Media
• # of media briefing conducted engagement
• #prepared monitoring tool
• #of support and evaluation session conducted
• #of testimonial aired on Media
• #of promoted message on Directive 882/14
• # of prepared and disseminated testimonial messages • Improved adherence to
• # of prepared panel discussion with community preventive measures by
representatives from the community conversation the community
• # of individuals participated in community engagement • Improved health seeking
• # of religious institutions implement directive 882/2014 behavior by the
community
• # of prepared and disseminated testimonial • Improved adherence to
messages for school preventive measures
• # of prepared panel discussion with schools by the school
community
• # of prepared experience sharing event with
schools • Improved health
• # of health clubs and mini medias capacitated on seeking behavior by
covid-19 prevention the school community
• #of supportive supervision session conducted
• # of peer education session conducted
- # of Deployed Volunteers To support covid-19 - Improved Adherence To
prevention strategies Preventive Measures
- # of message Developed for volunteers Among Youths
# message Disseminated By The Youth Community
Improved Health Seeking
Behavior Among Youths
49
Improve uptake of COVID
19 vaccine through tailored
SBCC and rumor
management on COVID-19
vaccines...
Improve internal and • Strong Pillars In
external coordination of
RCCE interventions and
Mainstream covid-19
prevention strategies into all
sectors
Increase NPI
implementation in highly
risk, crowded and low
vaccine uptake areas and
Advocate the enforcement
of directive 882/14
• Rumor Tracking • Conduct Training for focal on • #of training on given for focal on misinformation To increase the uptake
Guide Misinformation. circulating In the Target Groups. of vaccine among target
• Human Resource • Conduct Training On Rumor Tracing • # of Prepare Messages On The Importance Of Covid-19
• Finance/Funding/ Concerning COVID-19 Vaccine
group
• Availability of • Prepare Messages On The Importance Of • # of Disseminated The Prepared Message Through
vaccine Covid-19 Vaccine National And Regional Media
• Disseminate Message Through National • # of Identified misinformation Through Media
And Regional Media Monitoring
• Identify Misinformation Through Media • # of individuals referred for Vaccine
Monitoring • # of individuals received Vaccine
• Refer individuals for vaccine
• Develop Teams From Different Pillars • % of implemented action plans • Improve multi
The EOC • Conduct Detailed Joint Assessment on • #of stakeholder mapping conducted sectorial collaboration
• Transportation For Existing Problems • #sectors mainstreamed Covid-19 prevention on resource
Assessment And • Conduct Discussion On How To Solve strategy mobilization
Identified Problems
Support • #organization who provide COVID-19 preventive • Improved adherence
• Develop Action Plan And Implement
• Sectors messages regularly
• Conduct discussion with the organization,
to preventive
measures at these
• Identify employees, who are highly • #behavioral analysis conducted in sector
susceptible, organization organizations
• Conduct behavioral analysis • # discussion conducted • Improved health
• #of identified employs highly susceptible
• Organize discussion with employees and seeking behavior
employer to improve preventive measure
• # of organizations implements NO Mask NO among residents at
• Identify care and support providing Service these organization
organization, police stations, transport
• # of Identify care and support providing • Improve vaccine
sectors and corridors
organization, police stations, transport sectors and uptake
• Provide health education
• Conduct supportive supervision corridors
• # of individuals received health education in
organizations
• # of SS session conducted
• Directive 882/2014 • Provide orientation on enforcement • #of orientation provided on enforcement of • Improved adherence to
document measures for responsible bodies directives preventive measures at
• Covid-19 task force • Organize panel discussion on • #of developed document for assessment of selected places/events
for mobilization of enforcement measure directive implementation (out door, public
responsible body • Engage media houses to promote those • Number of Dissemination of assessment results transport, transport,
• Resource for who implement and question those • # of advocacy meeting conducted public events etc.)
providing training who don’t.
• Transport for • Advocate concerned bodies
monitoring
50
 11.6 Implementation strategies: Logistic and Supply Management section
S.N Objectives Major Activities| Inputs Major Activities| Process Major Activities| Outputs Outcome Measures
Timely identify required • Availability of list of • Map resources to accommodate the • Resources to accommodate the • Increase availability
pharmaceutical items and pharmaceuticals and medical COVID-19 related stock outs COVID-19 related stock outs of PPE, medical
obtained from different equipment • Forecast COVID-19 related • Forecasted COVID-19 related equipment and
1 sources • Budget for training, orientation pharmaceuticals and supplies pharmaceuticals and supplies alcohol hand rub.
• Avail vehicle for transportation • Procure COVID-19 related • Procured COVID-19 related
• Reduce spread,
Pharmaceuticals and supplies from Pharmaceuticals and supplies from
EPSA and private suppliers EPSA and private suppliers morbidity, mortality

• Avail bin card • Collect Covid19 related supplies from • Increase availability PPE • Increase rational use
To identify and map • Avail Dagu-2 soft were EPHI, EPSA, Donors, and Private • Decrease wastage of PPE, alcohol hand
COVID-19 related • Receiving/ issuing tool suppliers and distribute to isolation rubs and medical
resources to center (IC) and treatment center (TC) equipment
accommodate the • Conduct physical inventory of Covid19
• Reduce spread,
2 Covid19 response related pharmaceuticals at PHEM, IC
and TC morbidity, mortality
demand so as to prevent
stock outs and emergency • Monitor the Covid-19 related supplies
orders stock at IC, TC, HF and School
• Asses the Covid19 related supplies SCM
challenges and prepare mitigation plan
To provide mentorship • Trained health work force • Develop assessment checks list • Trained health work force
and communication • Budget for training • Perform Assessment • Developed Standardized tools • Reduce spread
platform for capacity morbidity, mortality
• Supplies(PPE) • Provide supportive supervision • Ensure Early warning and
building and pipeline
monitoring mechanism in • Vehicles • Provide trainings response
3 the region • Stationeries • Develop monitoring tools (Formats,
registration books, etc.)
• Performance review meeting
• Monitoring, follow up and Evaluation

• Trained personnel • Follow up of functionality and status of • Functional covid19 related • Well established data
To establish a responsive • Standardized tools covid19 related medical equipment medical equipment base
a pharmaceuticals and • Availability of online reporting • Quantify, receive, store, distribute and • Quantify, receive, store, distribute • Improved data quality
medical equipment monitor vaccine across the supply chain. and monitor vaccine across the
4 platforms(Daegu 2) • Data driven decision
management practice in supply chain.
• Internet access and action
the region.
• Computers
• Tablet computers

51

To quantify, distribute,
storage and monitoring of
5 Donors, and Private suppliers.
vaccine in the region
To establish well
6 •
organized medical
equipment maintenance
To decrease wastage rate
7 •
11.4. Implementation strategies: Planning, Monitoring, Evaluation and Data Management Section
S.N Objectives
To strengthen intra/inter
pillar and
stakeholders/partners
1 coordination and
collaboration
• Trained manpower
• SOPs, format,
• Vehicle for transportation
• Mobile airtime
• IPC supplies
• Tablet computers
• Trained manpower
• SOPs, format,
Vehicle for transportation
• Budget
• Avail bin card
• Avail Dagu-2 soft were
• Trained manpower
• Vehicle for transportation
• Budget
Inputs
• Partners
• Budget
• Stationeries
• Sections
• Transportation for assessment
• Conducted physical inventory
• Conduct physical inventory.
• Collected Covid19 related
• Collect Covid19 related supplies
supplies from EPHI, EPSA,
from EPHI, EPSA, Donors, and • Reduce spread,
Private suppliers. morbidity,
• Monitoring, follow up and
• Monitoring, follow up and evaluate mortality
evaluate
• Distribute to HF.
• Distributed vaccine to HF.
• Functional covid19 related
• Follow up of functionality and status
medical equipment
of covid19 related medical equipment
• Conducted preventive and
• Conduct preventive and corrective
corrective maintenance for
maintenance for COVID related
COVID related medical • Reduce spread,
medical equipment. morbidity,
equipment.
• Forecast, procure and distribute spare mortality
• Forecast, procure and distribute
parts of non-functional medical
spare parts of non-functional • Effective and
equipment’s.
medical equipment’s. Efficient resource
• Provide a capacity building sessions
• Provide a capacity building utilization
for COVID related medical equipment
sessions for COVID related
installation, management and use
medical equipment installation,
management and use
• Conduct physical inventory of • Decrease wastage rate
Covid19 related pharmaceuticals at • Increase availability PPE • Effective and
PHEM, IC and TC Efficient resource
Report utilization
• Monitoring and evaluation
Activities| Process Outputs Outcome Measures
• Conduct partner and stakeholders mapping • Enrolled stakeholders/partners • Improved timely
• Conduct partner and stakeholders forum • Agreement signed for coordination response activities
• Organize workshop and collaboration • Reduce new
• Develop MOU, SOPs, and TOR for coordination • Discussion meetings held with other inf4ection,
collaboration pillars morbidity and
• Peer review with different teams • Reviewed quarter and annual mortality
performance
52
 • Communication with the other EOC pillars on COVID-
19 related issues
• Coordinate daily zoom meeting and weekly in person
meeting
• Conduct regular quarterly or bi annually performance
review meeting
To strengthen capacity • Stationeries • Conduct training for PME teams to handle data • conduct training need assessment • Research findings
building activities for • Trained personnel properly and identify skills or knowledge utilized for
2
PME teams • Finance/budget • Provide onjob training based on need assessment gaps that need to be addressed decision making
• Mentor and support sub cities, hospitals and health
center
To Conduct a research • Computer /laptop • Select the research Topics • peer review conducted • Finalized
on the on the COVID- • Paper, pen, pencil, sharpener • use Secondary data from regional lab to analyze for • Topic selected Research findings
19 prevention and • CD/Flash disc decision making • Topics selected utilized for
control related • Reviewed articles • Develop the proposal • Utilized secondary data decision making
researches in Addis • COVID-19 updated reports • Prepare Data Collection Tools • Finalized Research proposal
Ababa for evidence • Internet • Recruit Data collectors • Data collectors recruited
based decision making • Researchers/professionals • Pre-test the data collection tools • The data collection tools Pre-test
5 purpose • Data collectors • Conduct data collection conducted
• Supervisors • Prepare budget proposal for data analysis workshop • Data Collection Conducted
• Vehicle • Organize data analysis workshop • Finalized budget proposal for data
• Finance/budget • Conduct data analysis analysis workshop
• Thesis report preparation • Data analysis workshop organized
• generating timely research results • Data analysis conducted
• Thesis report prepared

To disseminate the
findings to COVI-19
response team and
stakeholders
6 •
• Computer /laptop • Prepare budget proposal for health research conference • Research Papers selected for
• Stationary (Paper, pen, on COVID-19 dissemination in the health research
pencil, sharpener) • Screen Research papers to be disseminated on the conference • Research findings
• CD/Flash disc health research conference • Participants selected for disseminated and
Research papers • Screen Participants for the conference dissemination in the health research used for evidence
• Research result presenters • Conduct the health research conference conference based decision
• Vehicle • Prepare manuscript for Publication • Health research conference making purpose
• Finance/budget Conducted
• Manuscript prepared
• Researches published

53
 12. Target setting
12.1 Target setting: Surveillance
Objectives/prior Quarter Quarter
S it Activities Unit Base line Target Monthly Quarter 1 2 Quarter 3 4 Remark
N y areas 2014

Number of clients visiting the

To strengthen HFs # of visits 326,044 358648 29,887 89,662 89,662 89,662 89,662

COVID-19 Conduct daily screening of all

suspected case clients # of screen 320,793 358648 29,887 89,662 89,662 89,662 89,662
identification at visiting the Health facilities (pre-
health facility, triage area and service delivery
protection
centers, points)
schools, Daily identification of suspected # of suspects 36,009 35865 2989 8966 8966 8966 8967 5%
and
1
other selected cases at HF level suspect
public settings rate
Conduct symptomatic screening # of HW
of screen
To strengthen all HCWs for COVID-19 in the
COVID-19 HF
suspected case
Conduct suspected case
identification at identification # of HW
health facility, for COVID-19 among HCWs in
protection the suspects
centers,
schools,
and HF
1,097,42 274,357 274,357
other selected Daily COVID-19 symptomatic # of screened 1,097,429 9 91,452 274,357 274,358
screening at schools

# of
Daily identification of suspected suspected 6,990 7,690 641 1922 1922 1923 1923 0.01%
cases at schools cases suspect
54
 Daily COVID-19 symptomatic # of screened 81,537 81,537 6,795 20,384 20,384 20,384 20,385
screening at protection centers

# of
Daily identification of suspected suspected 1,536 1,691 141 423 423 423 424 0.6%
cases at protection centers cases Suspect
rate

Counseling of suspected cases

for #counseled 35,649 35,865 2989 8966 8966 8966 8967
Improve the COVID-19 lab testing ( HF
level)

linkage of Link all suspected cases to lab #of cases

with linked 35649 35,865 2989 8966 8966 8966 8967
COVID-19 lab request form with feedback (
HF
suspected cases
2 to Link all suspected cases to lab #of cases
with linked 42 7,690 641 1922 1922 1923 1923
laboratory for
lab request form with feedback (
testing
school level)

Link all suspected cases to lab #of cases

with linked 1,691 141 423 423 423 424
lab request form with feedback ( 1536
protection center level)

# of sub 8 8 8 8 8 8
Daily report on time > 95% (Sub cities 8
Cities)
# of sub 8 8 8 8 8 8 8
Daily report completeness > cities
95%
3 (Sub Cities)
55
 8 8 8 8 8 8 8
Daily report on time > 95% # of HFs
(HFs)

Daily report completeness > 8 8 8 8 8 8 8

Improve data 95% # of HFs
quality and use (HFs)

Daily report on time> 95% # of schools 72 72 72 72 72 72 72

(Schools)

%of schools 100% 100% 100% 100% 100% 100% 100%

Daily report completeness> 95%
(schools )

Daily report on time (> 95% # of 33 33 33 33 33 33

report Protection 33
timeliness at protection Centers) centers

Daily report completeness (> # of 33 33 33 33 33 33

95% Protection 33
Protection centers) centers

Daily contact identification and # of contacts 17,204 1,434 4,301 4,301 4,301 4,301 75 % of
identified
listing listed 116,844
4 Strengthen cases *4
target
contacts
Contact tracing
Daily contact follow up # of contacts 17,204 1,434 4,301 4,301 4,301 4,301
and follow up
traced

Link contact of cases for

COVID-19 # of linked 17,204 1,434 4,301 4,301 4,301 4,301
56
 lab test contacts

Strengthen Provide training / orientation on # of HCWs 160 80 80

trained from
5 Capacity for COVID-19 surveillance HFs
# of School
surveillance and focal 80 40 40
# of
response individuals 40 20 20
from PCs

Develop or revise assessment # developed

Strength checks by 4 4 2 2
lists for HFs, Schools,
monitoring and protection, type
6 contact tracing and for S/S
evaluation of

Condu supportive supervisions

surveillance ct to # of S/Ss 12 12 1 3 3 3 3
HFs conducted
Condu supportive supervisions
ct to # of S/Ss 2 4 1 1 1 1
school
s conducted

Condu supportive supervisions

ct to # of S/Ss 3 4 1 1 1 1
protection centers conducted

Condu supportive supervisions

ct to SCs # of S/Ss 12 4 1 1 1 1
conducted
Conduct review meetings with
HFs, # of review 4 8 2 3 1 3
schools, protection centers and meetings
contact tracing

Develop/revise JSS check lists # developed

for by 4 4 4
HFs, schools, protection centers, type
contact tracing
57
 Enhance Cascading # by type 4 4 2 2
SOPS/Protocols and used for
7 utilization of surveillance (HF Case detection,
guideline, SOP, protections, schools & POEs)

protocol and
TOR Distribute line lists and reporting # of line lists 2 2
Establish AEFI
routine
8 vaccination forms to sub cities and health and report
faciliti
es formats

Conduct routine AEFI 8 8 8 8 8

surveillance # of HFs 8
conduct
for COVID-19 and other routine AEFI
vaccinations by all HFs surveillance

Receive, compile and share 8 8 8 8 8

reports # of AEFI 8
reporting
HFs

Trained health care workers on # of trained 8 8

COVID-19 vaccination and
AEFI HCWs

58
 12.2 Target setting: Laboratory Section
Objectives Major Activities Quarter Remark

Monthly
Baseline
2021/22

Target
Unit
1 2 3 4

y
of specimen Conduct supportive supervision # 12 12 1 X X X X
collection
Collect specimens for COVID-19 Tests # 49,754 54,729 4560 13,682 13,682 13,682 13,682
(PCR+RDT)
Avail specimen collection and % - 100% 1 X X X X
transportation material
of COVID 19 test Conduct COVID-19 test by Ag RDT # 42,500 46, 750 2921 11687 11687 11687 11687
Conduct COVID-19 tests by PCR # 7,254 7,979 498 1, 994 1, 994 1, 994 1, 994
Avail PPE and Testing kit distribution % 100% 100% 1 3 3 3 3
Conduct supportive supervision # 12 12 1 3 3 3 3
Preparing supervision tools # 12 12 1 3 3 3 3

quality & Ensure laboratory request form and % 100% 100%

Digitalization internet availability for DHIS2 100% 100% 100% 100%
Collect data from all sources % 100% 100% 100% 100% 100% 100%
Analysed and compared to other 100% 100% 100% 100%
sources % 100% 100%
Clear Back log % 100% 100% 100% 100% 100% 100%

59
 12.3 Target setting: Case Management Section
Monthl Quarte Quarte Quarte Quarte
SN Objectives Major activities Unit Base Target y r r r r Remar
line one two three four k
Technical supportive supervision of
1 Increase critical care health facility Number 1 4 0 1 2 3 4
capacity and quality of for surge plan
care Increase bed capacity Number 16 24 16 16 24 24 24
Number of COVID- 19 patients 98.2
recovered and Percent % >99% >99% >99% >99% >99% >99%
discharged from treatment centers

Number of COVID 19 deaths at

treatment centers Percent 1.7% <1% <1% <1% <1% <1% <1%
2 Improve the pre-hospital Equip all ambulance Number 0 2 0 0 1 2 2

care system Receive emergency calls Number 23 23 2 5 10 17 23

Transfer/admitted patient to TC Number 23 23 2 5 10 17 23

3 Ensure consistent and Avail supply Percent 100% 100% 100% 100% 100% 100% 100%
adequate oxygen
availability

4 Ensure availability of Avail necessary material Percent 100% 100% 100% 100% 100% 100% 100%
essential equipment, and
supplies to manage severe
and critical cases
Biannua
5 Capacity building for HCWs Provide training No of 0 2 1 1 2 2 lly
deployed on COVID-19 training
management
Assess health center Quarterl
6 Strengthen case notification Number 0 4 1 2 3 4 y

Number of Notified
notification status cases Number 91% 6839 570 1709 3418 5127 6839
7 Strengthen HBIC patient Conduct Random Number 0 12 1 3 6 9 12 Monthl
60
 phone call survey y
Conduct supportive Quarterl
adherence for the protocol supervision Number 0 4 1 2 3 4 y

and Improve the follow up Admit the patient to

home Number 4931 4931 411 1233 2465 3698 4931

Number of deaths
from HBIC Number 2 0 0 0 0 0 0
Number of
patients/clients
discharged from
HBIC Number 100% 4931 411 1233 2465 3698 4931

Monitoring and 8 8 8 8 8 8
8 Improve data quality and evaluation Number 8 weekly
≥95% Report # of 8 8 8 8 8 8
usage timelines report 8 daily
≥95% Report # of 8 8 8 8 8 8
completeness report 4 daily
Conduct Supportive quarterl
9 Expanded and equipped supervision Number 1 4 0 1 2 3 4 y
isolation corner at all HF
Conduct supportive quarterl
10 To integrate case supervision Number 0 4 1 2 3 4 y
quarterl
management activity to Review meeting Number 0 4 1 2 3 4 y
routine services
Provide MHPSS
services for COVID-
Integration of COVID-19 with 19 patients Number 4931 4931 411 1233 2465 3698 4931
strengthen MHPSS
services integration
Routine services with the Percent 65% 35% 10% 10% 10% 5%
existing PHC
Training HEWs
working on HBIC
on C-19 MHPSS Number 8 10 10 10 10 10

61
 12.4 Target setting: IPC and WASH

SN Proposed Major Activities Unit Base Targets Monthly Time frame Remark
Intervention line Q1 Q2 Q3 Q4
Provide Basic COVID-19 IPC/Wash Training for
1 Strengthen health #of trained 60 30 30
Capacity care professionals who are working at health
building facilities & HCWs 14
of HCW and health school

supportive staffs, Provide orientation and on job training COVID-

19 IPC/Wash for #of trained 400 200 100 100
supportive staffs who are working at special
center, health school HCWs
& Health facilities.

Conduct assessment for the implementation

2 Strengthen IPC/WASH at #of special 1 1 1
4 03
monitoring & special centers center
evaluation Conduct assessment for the implementation
system IPC/WASH at #of health 1 1 1
4 03
health facility facilities
Conduct assessment for the implementation
IPC/WASH at school #of school 4 03 1 1 1
Organize review meeting with health Centre 1 1 1
#of session 4 03
IPC/WASH focal person
3 Strengthen Availing all IPC guidelines, job aids and protocols #of 100% 100% 100%
8 100%
CoVID-19 health center
Providing technical support on IPC-WASH for
IPC/WASH health #of health 3 3 3
8 8
Measure facilities facilities
implementation
at Provide routine monitoring and follow up #of HFs 8 8 3 3 3
HF
4 Strengthen Availing all IPC guidelines, job aids and protocols #of school 100% 100% 100% 100% 100%
62
 IPC/WASH
measure Providing technical support for on IPC-WASH #of school 1 1
practices at
school 4 3 1
5 8 8 8 8
mask Providing basic no mask no service strategies #of HFs 8
utilization &
hand Providing technical support for on IPC-WASH
#of HFs 8 8 8 8 8
washing practice

12.5 Target setting: Risk Communication and Community Engagement

Rema
2015 EFY r
Activities Unit Base target Mont
Objective h Q1 Q2 Q3 Q4 k
Numbe
Improve Number of RCCE focal received training r 08 16 08 08

knowledge, Number of developed materials For each target

group 03 03 - - 01 01 01
perception Numbe
Disseminated materials For each target group r 10000 20000 - 5000 5000 5000 5000

(susceptibili 259,66 259,66

ty, Number of house hold visited Number 62479 70000 - 17500 259,662 2 2

severity), self- Number of individuals received health education Number 155726 300000 - 75000 75000 75000 75000
efficacy, and
health
Number of identified suspected individuals Number 7950 7950 - 1987 1987 1987 1987
seeking
behaviors Number of Referred suspected and identified 7950 7950 - 1987 1987 1987 1987
of individuals to HC Number
individuals on
COVID-19. Number of conducted mass social mobilization Session 01 01 - - 01 - -
Improve media Number of meeting conducted with Media forum Session - - - - - - -
63
engagement and Number of media briefing conducted Session - - - - - - -

Number media monitoring conducted using - - - - - - -

monitoring monitoring tool Session

Number of support and evaluation session - - - - - - -

conducted Session
Number of Prepared And Disseminated - - - - - - -
Testimonial Messages Session

Number of testimonial aired on Media Number - - - - - - -

Number of promoted message on Directive

Increase 882/14 number 01 - - - - 01 -

Number of Prepared Panel Discussion With

community Community session
Representatives From The Community 2 2 1 1 1
engagement and Conversation
ownership
of
Number of community conversation conducted Session 08 08 - 02 02 02 02

COVID-19
response in Number of individuals participated in community Number
Addis 530 530 - 133 133 133 133
conversation
Ababa Number of religious institutions implement
directive Number
581 581 48 144 145 144 145
882/2014

Number of Prepared And Disseminated

Testimonial Number
0 1 1 1
Messages for school
Number of Prepared Panel Discussion With
Schools Session 2 4 1 1 1 1 1

Number of Prepared Experience Sharing Event session 0 1 1 1

64
 With

Schools

Number of Health Clubs And Mini Medias

capacitated on Number
0 97 - 24 24 24 25
covid-19 prevention
Number of supportive supervision session
conducted Session 2 2 1 1 1
Number of peer education session conducted session 1000 1000 - 250 250 250 250
Number of Deployed Volunteers To support
covid-19 Number
08 16 - 04 04 04 04
prevention strategies
conduct training on COVID-19 messaging for the Session
1 1 1 1
volunteers
Improve uptake Number of training given for focal on
of misinformation and Session
2 2 1 1 1
COVID 19 rumor circulating In the Target Groups.

Vaccine through Number of Prepare Messages On The Importance

tailored SBCC Of Number
and 1 1 1 1
Covid-19 Vaccine
rumor
management
on COVID- Number of Disseminated The Prepared Message
19 Through Number
1 1 1 1
vaccines SUB CITY Media

Number of session conducted to Identified

misinformation Number
0 - 0 0 0 0 0
Through Media Monitoring

65
 Number of individuals referred for Vaccine Number 4,560 15000 1250 3750 3750 3750 3750

Number of individuals received Vaccine Number 1,360 10,000 800 2500 2500 2500 2500
Number of discussion conducted with internal and
Improve internal external Session
01 01 - - -- 1 -
and external stakeholders
coordination of Number of stakeholder mapping conducted Number 1 1 1 1
Number of sectors mainstreamed Covid-19
RCCE prevention strategy Number 13 13 03 4 3 3 3

interventions and Number organization who provide COVID-19

Mainstream preventive Number
covid- 08 08 02 02 02 02 02
messages regularly
19 prevention Number of behavioral analysis conducted in
sector session
strategies into all 0 1 1 1
organization
sectors
Number of identified employs highly susceptible Number 0 400 400 100 100 100 100

Number of organizations implements NO Mask

NO Service Number 19 19 0 04 04 04 05

Number of Identify care and support providing Number

organization, police stations, transport sectors and 48 48 0 12 12 12 12
corridors
Number of individuals received health education 20000
in organizations Number 08 112000 0 50000 50000 50000 50000

Number of SS session conducted Number 2 2 1 1 1

Number of orientation provided on enforcement

Increase NPI of directives Session 1 1 1 1 1
implementation
in Number of developed document for assessment of Number
highly risk, directive implementation 0 1 1 1 1
66
crowded and low
Number of Dissemination of assessment results Number 0 1 1 1 1

vaccine uptake
areas and Number of advocacy meeting conducted Session 3 3 1 1 1
Assessment of mask utilization in open
Advocate the area/public percent
15% 70% 70% 70% 70% 70% 70%
enforcement of gathering areas/

directive 882/14. Assessment of mask utilization in closed spaces percent 31% 80% 80% 80% 80% 80% 80%
Assessment of physical distancing in closed space percent 15% 35% 35% 35% 35% 35% 35%
Assessment of hand hygiene practice in different
service percent
20% 50% 50% 50% 50% 50% 50%
providing institution
Number of Conducted joint review meeting
regarding NPI Session
0 1 1 1 1
implementation
Number of Identified highly risk areas Number
48 48 - 12 12 12 12

67
 12.6 Target setting: logistics and supply chain management section

Major Frequency
Objectives Activities Indicator definition Baseline Target Data source of Responsible
reporting

Conduct need
assessment Number of need assessment
Forecast COVID-19 for conducted divided 0 1 Assessment Quarterly All LSCM
COVID-19
related
medicines,
related ME, by expected target reports Teams
Supplies,
Chemicals
pharmaceuticals and and PPE

Collect
consumption Number of consumption
supplies service data service data divided 0 12 Monthly monthly All LSCM
by expected consumption
service data reports Teams

Forecast
COVID-19 Number of forecast COVID Semiannual Semiannuall
related 19 related 0 2 reports y All LSCM
medicines,
PPE, ME, commodities divided by
supplies and expected target Teams
chemicals

Visual Quarterly
Receiving COVID- inspection of Number of total visual Quarterly
19 potential inspections conducted 80 100 report All LSCM
deliveries of
COVID-19 divided by expected number
related medicines, related of visual Teams
PPE, ME, Spare medicines, inspection in plan
68
 parts, PPE, ME,
supplies and
Supplies,
Chemicals
chemicals

Conciliation
of supplier Number of total Conciliation Model 19
Voucher of supplier 80 100 and Monthly
with physical voucher divided by expected
count number of supplier All LSCM
conciliation of supplier
voucher Voucher Teams

Updating Bin Number of updating bin Bin cards

cards for the cards respective 80 100 and daily
respective
received received COVID 19
COVID-19 commodities divided by Physical All LSCM
expected target inventory
related items Teams

Total number of reporting

Reporting aggregated received aggregating 6 12 Daily Monthly
items to with their received items divided by expected
price and source target aggregation
to whom it may transaction All LSCM
concern
report Teams

Distribution of Total number of distribution of

COVAX COVAX divided by expected target 8 12 Model 22, Quarterly All LSCM

Monitor the Monitor the

COVID- COVID-19 related Total number of monitor COVID 19 2 4 Physical Quarterly All LSCM
19 related PPE, supplies stock commodities supplies stock at sub
PPE, at Sub city and city and TC inventory , Teams
69
 supplies stock
at TC divided by expected target Bin card

Conduct physical Total number of conduct physical

TC and HFs inventory of inventory 1 1 Bin card Annually All LSCM
COVID 19 related pharmaceuticals
COVID-19 related TC and sub city warehouse divided
pharmaceuticals by expected target Teams
at TC and sub city
warehouse

Monitor the
COVID-19 related Number of Monitor the COVID 19 1 4 Physical Quarterly All LSCM
PPE, supplies stock commodities supplies stock at count, bin
at sub city central ware card Teams
house divided by expected target

Provide Provide (update) Total no provide checklist to

mentorship checklist to conduct 1 4 Assessment Quarterly All LSCM
activities on conduct mentorship
COVID- on COVID-19 mentorship on COVID 19 related report Teams
related
19 related pharmaceutical pharmaceutical LSCM performance
Supplies for LSCM divided by
performance and
TC challenges expected target

Number of conduct mentorship

Conduct mentorship divided by expected target 3 4 Daily report Quarterly All LSCM
Monitor the rational Number of monitor rational use
use of COVID- COVID 19 2 2 Daily report Quarterly All LSCM
19 related
COVID-19 pharmaceuticals and pharmaceuticals and PPE divided by
related medical PPE expected target Teams
equipment Asses the COVID-19 Total no asses the COVID 19 related
management related supplies 3 4 Assessment Quarterly All LSCM

70
supplies SCM
challenges at HFs, SCM challenges at HFs, TC divided
TC by expected target report Teams

Follow up of Total no of functionality status of

functionality and COVID 19 3 4 Daily report Quarterly Medical
status of COVID-19
related medical related medical equipment divided by
equipment expected target Equipment

71
 12.7 Target setting: Planning, Monitoring, Evaluation and Evidence Synthesis
Objectives Major Activities Quarter Remar

Monthl
Baselin

Target
k

Unit
1 2 3 4

y
e
Data quality Prepare Indicator definition Number 1 2 1 1
assurance Data quality assessment for each section Day 180 360 30 90 90 90 90
Conduct Routine Data Quality Assurance Number 1 4 1 1 1 1
Information Prepare COVID-19 Google Data Studio Dashboard Day 180 360 30 90 90 90 90
distribution and Day 180 360 30 90 90 90 90
Prepare daily COVID -19 SITREP
provide feedback
Disseminate COVID -19 daily SITREP to decision makers Day 180 360 30 90 90 90 90
Prepare weekly COVID -19 SITREP feedback Week 24 48 4 12 12 12 12
Prepare & summarize EOC plan feed back Week 24 48 4 12 12 12 12
Plan, monitoring Prepare overall EOC weekly Plan vs performance report Week 24 48 4 12 12 12 12
and evaluation Disseminate and follow weekly performance review Week 24 48 4 12 12 12 12
activities meeting minute

72
 13. Budget plan
Section Objectives Activities # of Total budget
Participants (ETB)

Provide training/orientation for school health surveillance Health care workers ( 3 days ) 160 48,000
Provide training/orientation for COVID-19 surveillance for HF health workers (3 days) 340 102,000
Provide training/orientation for protection center surveillance health workers (3 days) 80 12,000
Conduct quarterly performance review meeting with health facilities and Sub Cities on
Strengthen COVID-19 suspected case 100 10,000
COVID-19 surveillance and response activities
identification at health facility,
protection centers, schools, households Conduct semi-annual performance review meeting with selected schools and Sub Cities on
80 32,000
and selected public settings COVID-19 surveillance and response
Conduct performance review meeting with protection centers and Sub Cities on COVID- 40 16,000
19 surveillance and response activities
Surveillance
Conduct supportive super vision on school health surveillance
5 14,000

Conduct supportive super vision on COVID-19 surveillance at protection center

5 14,000

Conduct supportive super vision on COVID-19 surveillance at health facilities

10 32,000
Weekend payment (EOC surveillance members) 14 728,000
Sanitizer of one liter (EOC surveillance members) 14 17,000
Sub Total 1,025,000
Supportive Supervision/ Mentorship by Laboratory personnel 2 19,200
Mobile Air Time 16 96,000
Orientation 16 1,600
Performance review meeting 29 2,900

To strengthen laboratory surveillance Trainings 16 4,800

Laboratory
system for COVID-19 response Overtime payment(Weekends, holidays) 8 1,440,000
Overtime payment (night duty) 1 14,000

73
 Sub total 1,578,900
COVID 19 critical care training for governmental hospitals 50 50,000
Provide critical care training for health care professionals (HC) 50 50,000
Comprehensive case management training (case management, IPC, HBIC & MHPSS) 50 50,000
Training on oxygen therapy 50 50,000
Basic HBIC and notification training 50 50,000
Capacity building for health care Review meeting 50 50,000
workers deployed on COVID-19
Supportive supervision for service integration 18 18,000
management
Supportive supervision for isolation room monitoring 18 18,000
Supportive supervision for HBIC and notification 18 18,000
Case Technical supportive supervision to increase critical care capacity 18 18,000
Management Strengthen notification, HBIC, pre Communicate with covid-19 cases /air time/ 18 18,000
hospital, facility readiness and MHPSS.
Strengthen patient transfer to For transportation(fuel) 18 18,000
treatment center
Ensure quality and availability of Check the above the detail Objectives and details activities Above in 386,500
MHPSS service detail
Sub total 386,500
Improve knowledge, perception Conducted mass social mobilization 1 10,000
(susceptibility, severity), self-efficacy, RCCE focal received training 16 200,000
RCCE and health seeking behaviors of
Developed Materials For Each Target Group 8 6,500
individuals on COVID-19.
Conduct media monitoring using monitoring tool 1 21,800

conduct supportive supervision and evaluation 8 7,500

Improve media engagement and
Prepare And Disseminate Testimonial Messages 1 10,000
monitoring
conduct training on COVID-19 messaging for the volunteers 20 120,000

74
 Total 572,000
Training 60*5*100 30,000
Orientation 4008*100 40,000
Review meeting 15*3*100 4500
Refreshment/health break 60*5*2+400*2 16,800
To improve IPC/Wash Mobile card 9*500*9 40,500
IPC/Wash implementation Sub total 1945 131,800
Organized partner coordination meetings 4 100,000
Organized sector coordination meetings 4 120,000
Organize quarterly meeting with TCs and SCs 4 140,000
Scale up and monitor Dashboard Implementation 50 25,000

To support efficient and effective Perform supportive supervision 60 120,000

epidemic response measures at all Conduct routine data quality assurance (RDQA) 60 120,000
levels in the city administration Organize training in related with data quality assessment 60 120,000
thereby guide key decisions such as
informational needs, capacity building Prepare and distribute different types of capacity building trainings 8 163,000
PME and resource allocation Sub total 800,000
NA
Pharmaceuticals
NA
LSCM Supply
NA
Medical equipment and NA
device

75
 NA
Medicine NA
NA
Laboratory reagents NA
Duty NA
Duty payment Air time NA
Emergency supply chain management NA
Rational use of PPE NA
Integrated pharmaceutical supply chain for laboratory and pharmacy professionals NA
DAGU2 software application NA
Capacity building for health care
workers Medical equipment maintenance NA
Medical equipment installation NA
maintainance Review meeting NA
Sub total
Grand Total 4,494,200

Summary of Budget by section

S/N Pillar budget assigned Total cost summary
1 Surveillance 1,025,000

2 Laboratory 1,578,900

3 Case Mgt 386,500

4 RCCE 572,000

5 IPC/Wash 131,800

6 PME 800,000

7 LSCM NA
Total 4,494,200

76
 14. Monitoring and evaluation framework
14.1 Key Performance Indicators: Surveillance
S.N KPIs Types of Target Monthly Frequency of Data source Remark
indicators reporting
1 Number of individuals visiting the heath facility Output 358,648 29,887 Daily Talley sheet
2 Number of individuals screened for COVID-19 Output 358,648 29,887 Daily Screening list
3 Number of suspected cases from screened Output 35,865 2989 Daily List of suspects
4 Number of suspected cases linked to lab and tested Output 35,865 2989 Daily List of suspects
5 Number of confirmed cases among suspected cases output 5,699 475 Daily List of confirmed
cases
6 Contact tracing percentage Output 100% 100% Daily List of contacts
7 Contact follow up coverage Output 100% 100% Daily List of follow-ups
8 Proportion of confirmed cases among contacts and Output 100% 100% Daily Lab positive line
tested for COVID-19 list
9 Case to contact ratio Output 1:4 1:4 Daily Surveillance data
10 Number of HCWs screened for COVID-19 Output Daily Screening list
11 Number of suspected cases among screened HCWs Output Daily List of suspects

12 Proportion of new confirmed cases among suspected Output Daily List of

cases HCWs confirmed
cases
13 Number of AEFI cases reported due to COVID-19 Output NA NA Daily Reported data
vaccination

77
14 Proportion of AEFI cases investigated from reported Output 100% 100% Daily List of
investigated
15 Number of COVID-19 related rumors received Output Daily List of rumors
16 Proportion of rumors investigated for COVID-19 Output 100% 100% Daily List of
investigated
rumors
17 Number of HFs report timely (report timeliness > 95%) Output 8 8 Daily Surveillance Data
base
18 Number of HFs with complete report (Completeness> Output 8 8 Daily Surveillance Data
95%) base
19 Number of HFs that conduct COVID-19 symptomatic Output 8 8 Daily Surveillance Data
pre- triage screening base
20 Number of intra pillar morning briefs or discussion done Output 48 4 Weekly Discussion Minute
Number of trained individuals on COVID-19 Output Quarterly Training
surveillance registration
21 Number of review meetings conducted Output 4 4 Quarterly RM discussion
minute

78
 14.2 Key Performance Indicators: Laboratory section
Objectives Major Activities Indicator definition Baseline Target Data Frequency of Responsible
source reporting
To strengthen Follow sample collection team for Number of samples collected divided by 49,754 54,729 Daily Daily Lab
laboratory quantity and quality of sample (Quantity) total number of samples supposed to be (>100%) (100%) reports
surveillance system collected

for COVID-19 Number of tests conducted using PCR Number of tests by PCR divided by the 49,754 7979 Daily Daily Lab

response (30%) plan (30% of total test) (>100%) (100%) reports

Number of tests conducted using RDT Number of tests by RDT divided by the 84% 46750 Daily Daily Lab
(70%) previous trend plan (70% of the total test) (100%) reports
Decrease Sample Rejection below 2% Number of samples rejected divided by . < 2% Weekly Weekly Lab
Total sample received reports

79
 14.3 Key Performance Indicators: Case management
S. N KPI Baseline Target Data source Frequency Responsible
of reporting
1 Increase bed capacity 16 24 institution daily Facility Readiness
2 Equip all ambulances 100% 100% report Weekly Pre-hospital
3 Ensure consistent and adequate oxygen availability; no 100% 100% report Daily Pre-hospital
stock outs
4 Number of COVID 19 patients admitted at treatment 23 58 Report, register Daily Pre-hospital
centers
5 Number of COVID 19 patients recovered and discharged 100% 100% report daily Case MX
from treatment centers
6 Number of COVID 19 deaths at treatment centers 1% <1% report daily Facility Readiness
7 Number of COVID 19 patients/clients enrolled in HBIC 4931 5,699 report and dashboard Daily HBIC
8 No of Receive emergency calls register Daily Pre-hospital
9 Number of COVID 19 patients/clients discharged from 100% 100% report daily HBIC
HBIC
10 Number of HCW trained on critical care of COVID 19 Reports, Quarterly Case MX
attendance
11 Number of deaths from HBIC 2 0 reports daily HBIC

12 Number of COVID 19 patients waiting for high flow 0 0 reports Daily Facility Readiness
oxygen or MV
13 Number of COVID 19 deaths waiting for critical care 0 0 Daily reports Daily Pre-hospital
service

80
14 No of supportive supervision conducted to assess HC 4 12 Monthly reports Daily Case Mx
notification status
15 Improve case notification 73% 95% Daily reports Daily Case Mx

16 Improve quality of HBIC 74% 95% Daily reports weekly Case Mx

17 Improve HBIC adherence 82% 90% Weekly report weekly Case Mx

18 >=95% Report timelines 8 8 report daily Case MX

19 >=95% Report completeness (no of sub city) 8 8 report daily Case MX

20 Number of assigned MHPSS focal person for public 8 8 Quarterly report 2times/quarter Case Mx, MHPSS
health emergency operation and at
HC level
21 Number of MHPSS services received COVID-19 patients 4931 5699 Quarterly report 1times/quarter Case Mx, MHPSS
22 Proportion of MHPSS services integration with the 65% 35% Quarterly report 1times/quarter Case Mx, MHPSS
existing PHC
23 Number of MHPSS training given to HEWs working on 8 8 Quarterly report 3times/4th
HBIC on Covid-19 response quarter
24 Number of distributed MHPSS reporting forms to the 8 8 Quarterly report 3rd quarter Case Mx, MHPSS
health facilities

25 Number of supportive supervision plan and alternatives 1 4 Quarterly report 1times/4th Case Mx, MHPSS
for the continuity of MHPSS quarter
service by health facilities
26 Proportion of Initiated/reinitiated MHPSS service at 100% 100% Quarterly report each quarter Case Mx, MHPSS
COVID-19 health facilities

81
 14.4 Key Performance Indicators: IPC/WASH
z IPC/WASH Pillars’ & sectors’ monitoring & Evaluation for COVID-19
response
S. No Key performance indictors Reporting Types of quarterly Annual Frequency Data source Disaggregation
Sites indicators Target Target
1 Number of assessments conducted HF, EOCs Process 1 4 weekly Routine report By topic
Hospital,
school, special population…
2 Number of health care workers trained EOCs Output 30 60 Quarterly Routine report By type/topic, sex,
responsibility,
3 Number of supportive supervisions conducted EOCs Process 1 4 weekly Routine report By topic of org, sub-city
4 Percentage of organizations implementing Schools, Outcome 100% 100% Monthly Routine report By type of org, sub-city
standard facilities
IPC practice …
5 Percentage of organizations implementing Schools, outcome 100% 100% Monthly Routine report By type of org, sub-city
standard facilities
WASH practice …
6 Percentage of organizations implementing no Schools, outcome 100% 100% weekly Routine report By type of org, sub-city
mask facilities
no service policy …
7 Percentage of health care facilities EOC Out put 100% 100% weekly Routine report By facility type
implemented
WHO Scorecard
8 Number of schools received orientation on schools Out put 74 74 Monthly Routine report By school community
COVID-
19 IPC
9 Number of school community adhering schools Out put 85% 85% Weekly Routine report By school community
proper mask
wearing
10 Number of schools which have functional schools Out put 100% 100% Weekly Routine report By facility & sub city
hand
washing facility at critical stations
11 Proportion of schools which fulfil the schools Out co 100% 100% Weekly Routine report
minimum
standard of IPC/WASH
12 Number of schools received orientation on Centers Out put 100% 100% Weekly Routine report By facility & sub city
COVID-19 IPC
82
 14.5 Key Performance Indicators: RCCE
SN KPIs Types of Target Monthly Frequency Data source Remark
indicators of reporting
1 Number of weekly COVID -19 RCCE report Prepared Output 48 4 Weekly Report
2 COVID -19 RCCE report disseminate to decision makers Output 48 4 Weekly Report
3 Provide Supportive supervision for HC Output 12 Two weeks Checklist/feedback
4 Prepare key message on COVID-19 prevention Process 6 1 Monthly Developed key
messages
5 Design/produce COVID-19 HLM Process 6 1 Monthly Designed materials
6 Disseminate COVID-19 HLM through varies channels. Output 6 1 Monthly Media link
7 Face mask utilization assessment Output 24 4 Weekly Tally sheet
8 Proper face mask utilization report Output 24 4 Weekly Assessment report
9 Percentage of target groups using facemask in schools, Outcome 80% 80% Weekly Survey/assessment
institutes of higher
education, and service delivery points
10 Percentage of people using face mask in public areas, Outcome 70% 70% Weekly Survey/assessment
congregate settings
11 Physical distancing Outcome 35% 35% Weekly Survey/assessment
12 Hand hygiene practice at assessed locations Outcome 80% 80% Weekly Survey/assessment
13 Training/capacity building Process 4 Monthly Proposal
14 Number of community dialogue performed Process 24 4 Weekly Reports/documents
15 Number of peer education session conducted process 12 2 Two weeks Report/documents
16 Number of suspected individual identification and referral process 50000 1025 Weekly Report/documents
17 Number of advocacy meeting conducted process 4 1 Quarterly Proposal
83
 14.6 Key Performance Indicators: Logistic section
Objectives Major Activities Indicator definition Baseline Target Data source Frequency of Responsible
reporting
Forecast COVID-19 Conduct need assessment for Number of need assessment conducted divided 2 4 Assessment Quarterly All LSCM
related COVID-19 related medicines, ME, by expected target reports Teams
pharmaceuticals and Supplies, Chemicals and PPE
supplies Collect consumption service data Number of consumption service data divided 1 12 Monthly monthly All LSCM
by expected consumption service data reports Teams
Forecast COVID-19 related Number of forecast COVID 19 related 4 4 Daily reports Daily All LSCM
medicines, PPE, ME, supplies and commodities divided by expected target Teams
chemicals
COVID-19 related Procure COVID-19 related Number of procure COVID 19 commodities 160 160 Model 19, Daily All LSCM
Pharmaceuticals and Pharmaceuticals and supplies from divided by expected target and request Teams
supplies procurement EPSA and private suppliers data
Receiving COVID-19 Visual inspection of potential Number of total visual inspections conducted 160 120 Daily report Daily All LSCM
related medicines, deliveries of COVID-19 related divided by expected number of visual Teams
PPE, ME, Spare parts, medicines, PPE, ME, supplies and inspections in plan
Supplies, Chemicals chemicals
Conciliation of supplier Voucher Number of total Conciliation of supplier 160 160 Model 19 and Daily
with physical count voucher divided by expected number of supplier All LSCM
conciliation of supplier voucher Voucher Teams
Transcribing supplier voucher on Number of supplier voucher on EOC receiving 10 12 Model 19 Daily
EOC receiving voucher (model 19) Voucher divided by expected number of All LSCM
receiving voucher Teams
Updating Bin cards for the Number of updating bin cards respective 210 249 Bin cards and daily
respective received COVID-19 received COVID 19 commodities divided by Physical All LSCM
related items expected target inventory Teams

84
 Reporting aggregated received Total number of reporting aggregating 34 48 Daily Weekly
items to with their price and source received items divided by expected target aggregation
to whom it may concern transaction All LSCM
report Teams
Map resources to accommodate Total number of resources to accommodate 3 4 MOH, EPHI Quarterly All LSCM
the COVID-19 related supplies. COVID 19 related supplies divided by and EPSS Teams
expected target
Distribution of COVAX Total number of distribution of COVAX 4 4 Model 22, Quarterly All LSCM
divided by expected target Teams
Monitor the COVID- Monitor the COVID-19 related Total number of monitor COVID 19 4 4 Physical Quarterly All LSCM
19 related PPE, PPE, supplies stock at Sub city and commodities supplies stock at subcity and TC inventory , Teams
supplies stock at IC TC divided by expected target Bin card
and TC and central Conduct physical inventory of Total number of conduct physical inventory 1 1 Bin card Annually All LSCM
warehouse COVID-19 related pharmaceuticals COVID 19 related pharmaceuticals at EOC and Teams
at EOC and Central warehouse central ware house divided by expected target
Monitor the COVID-19 related Number of Monitor the COVID 19 3 4 Physical Quarterly All LSCM
PPE, supplies stock at central commodities supplies stock at central ware count, in card Teams
warehouse house divided by expected target and DAGU 2
COVID-19 related Monitoring the delivery of order Number of monitoring the delivery order items 3 4 Model 19 Daily All LSCM
pharmaceuticals items from supplier from supplier divided by expected target Teams
Pipeline Monitoring Monitoring full delivery of COVID- Number of monitoring full delivery of COVID 3 4 Model 19 Daily All LSCM
19 supplies from EPHI via EPSA 19 supplies from EPHI vis EPSA divided by Teams
expected target
Provide mentorship Provide (update) checklist to Total no provide checklist to conduct 1 4 Assessment Quarterly All LSCM
activities on COVID- conduct mentorship on COVID-19 mentorship on COVID 19 related report Teams
19 related Supplies for related pharmaceutical LSCM pharmaceutical LSCM performance divided by
Sub city, hospital, and performance and challenges expected target
TC Conduct mentorship Number of conduct mentorship divided by 3 4 Daily report Quarterly All LSCM
expected target Teams

85
 Monitor the rational use of COVID- Number of monitor rational use COVID 19 2 2 Daily report Quarterly All LSCM
19 related pharmaceuticals and PPE pharmaceuticals and PPE divided by expected Teams
target
Asses the COVID-19 related Total no asses the COVID 19 related supplies 3 4 Assessment Quarterly All LSCM
supplies SCM challenges at Sub SCM challenges at sub city, TC and Hospitals report Teams
city, TC and Hospitals divided by expected target
Provide Capacity Provide Capacity building for Total no capacity building for LSCM divided 4 Daily report Quarterly All LSCM
building for personnel LSCM by expected target Teams
working on COVID- Provide Capacity building for Total no capacity building biomedical 2 Daily report Biannual Medical
19 LSCM Biomedical Professionals professionals divided by expected target Equipment
Management
Team
COVID-19 related Follow up of functionality and Total no of functionality status of COVID 19 3 4 Daily report Quarterly Medical
medical equipment status of COVID-19 related medical related medical equipment divided by expected Equipment
management equipment target Management
Team

86
78