Building Resilience Following Public Health Emergency: Sierra Leone's Experience
presentation shares steps & approaches by Sierra Leone in building resilience post major Public Health Emergencies like Ebola & COVID-19. Covers background, national response architecture, challenges, recommendations, & COVID-19 situation in Sierra Leone led by John Vandy Rogers. Discusses the activation & instruments utilized, economic vulnerability, coordination efforts, situation room briefs, NACOVERC structure, and the country's response to the COVID-19 pandemic.
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Presentation Transcript
A PRESENTATION ON SIERRA LEONES, EXPERIENCE IN A PRESENTATION ON SIERRA LEONES, EXPERIENCE IN BUILDING RESILLIENCE FOLLOWING PUBLIC HEALTH BUILDING RESILLIENCE FOLLOWING PUBLIC HEALTH EMERGENCY: COVID19 A CASE IN POINT EMERGENCY: COVID19 A CASE IN POINT BY JOHN VANDY ROGERS DEPUTY DIRECTOR GENERAL NATIONAL DISASTER MANAGEMENT AGENCY SIERRA LEONE
AIM AIM The aim of this presentation is to share with participants steps and approaches adopted by Sierra Leone is building resilience following major Public Health Emergencies like Ebola and currently COVID19.
SCOPE SCOPE Background to building resilience: Ebola, Landslide& COVID19 National Architecture of NaCOVERC DiCOVERC Activation Instruments used by NaCOVERC in the fight against COVID 19 Pillar Coordination National Situation Room Briefs : One Pager, Daily presentation, Weekly and Monthly Presentation Economic vulnerability Challenges & Recommendations
BACKGROUND TO COVID 19 IN SIERRA LEONE BACKGROUND TO COVID 19 IN SIERRA LEONE The Corona Virus Disease which breakout in Wuhan Provence in China in December 2019 (COVID -19) continued to ravage first world countries. Government of Sierra Leone (GoSL) declared a state of public emergency in preparedness to fight the effects of the pandemic in the country. Efforts to prevent the spread of the virus in the country proved futile; and on 31stMarch 2020, the country recorded its index COVID 19 positive case This development architecture to fight the virus and address its impact on the country. prompted GoSL to activate the Emergency Response
NACOVERC Structure Chairman: H.E. President Bio Chairman: H.E. President National Security Council / COVID 19 Presidential Task Force National Security Council / COVID 19 Presidential Task Force COVID 19 National Coordinator Rtd. Brig. Kellie Conteh COVID 19 National Coordinator Scientific and Technical Advisory Group HE, VP, CM, MoF, COVID-19 Response Core Team, MoF, External Experts Chief of Staff S. Caulker Chief of Staff Scientific and Technical Advisory Group Quality Assurance Advisors Quality Assurance Advisors Strategic Planning Unit Lawrence Bassie, Lt. Col Farmer, Cdre (Rtd) Miller Strategic Planning Unit Public Info and Soc Mob Unit A. Jamiru, Hon. Gobeh-Kamara, L. Dassama, F. Sawaneh F. Kella , E. S. Sfeile, Dr. T Samba, Hon. M. Bangura, O. Sankoh , Dr. D. Sengeh, K Totange Public Info and Soc Mob Unit Technical Lead Dr. F. Sahr Technical Lead Finance / Admin Lead A.U.J., Lt. Col. Dumbuya Finance / Admin Lead Operations Lead Maj. Gen. D Taluva, AIG E. Turay Operations Lead Surveillance Dr. Kenneh, Maj. Gavao, Lt. Col Bangura, T. Singh Surveillance Situation Room - Col. SDT Ngaujah, John Rogers Situation Room - Finance Finance S. Kamara, A. Kamara Case Management Dr. Sevalie, Dr. Bash-Taqi, Dr. Lado Case Management o Field Ops/Security -Col. Idara Bangura Field Ops/Security -a Transport and Logistics Brg-Gen. Fefegula Transport and Logistics a Labs - Prof. Gavao, Lab working group x3 Labs - 3 Procurement M. Amara Procurement Drugs and Med Supply Dr. L. Sandy, Dr. Lappia , J. Lansana, Lt. Col. Tucker, Crown Agents Integrated ICT & Data Mgmt DSTI, D. Stevens, Maj. Fullah Integrated ICT & Data Mgmt Drugs and Med Supply H.R. C. Sheriff H.R. Quarantine Site Manager Lt Col (Rtd) AB Koroma + 80 Site Monitors Risk Comms -H. Thomas, tbd, Kat Owens Risk Comms s Quarantine Site Manager Food Asst & Nutrition A. Koroma, Dr. Taal (WFP), S. Bunwai (UNICEF) Field Monitor Supervisor Lt Col (Rtd) SE Tucker Field Monitor Supervisor Food Asst & Nutrition 14 Field Monitors* 14 Field Monitors* Psychosocial -a A -1
DICOVERC STRUCTURE Presidential Task Force National Coordinator Regional Coordinator / Resident Minister Mayor/ DCC District Medical Officer District Coordinator Admin and Finance Officer Executive Support Officer Public Relations Officer Field Monitoring Officer Technical Pillars Operations Pillar Operations Coordinator Case Management Lead Drug Supply / Med Log. Lead District Surveillance Officer Security/ Ops Cell (SLP, ONS, Y) Logistics Cell Social Mob & Risk Comms Lead Lab Pillar Lead Contact Tracers Situation/ Information Mgmt Cell Quarantine Cell Food Asst / Nutrition Pillar Lead Psychosocial Lead Minimum personnel requirement per cell All District pillar leads to follow the technical guidance and direction of the National Response Pillar Leads. Appointments for the DICOVERC Key: DCC: District Council Chairperson Existing District Roles
Director Deputy Director Tech Coord Ops Coord RSLAF Surveillance Donor Liaison SLP District Support South Cast Mgt Admin Labs Monitoring / Reporting Psycho- social CISU District Support East ONS Risk Comm Immigration Quarantine Data Analyst Reporting District Support North Watch keeper GIS ICT Support Mapping North West District Support WEST
PILLAR RESPONSE ENGAGEMENT PILLAR RESPONSE ENGAGEMENT Surveillance Quarantine Laboratory Case Management Food and Nutrition Psychosocial Social Mobilization and Information Infection, Prevention & Control National Situation Room Quality Control & Strategic team Operations Vaccine & Research
CLASSIFICATION/ LEVEL OF ACTIVATION FOR EFFECTIVE CLASSIFICATION/ LEVEL OF ACTIVATION FOR EFFECTIVE RESPONSE RESPONSE Level 1 Normal day to day operations are conducted in a readiness of any emergency that is likely to be within the capabilities of the MoHS. Level 2 - Any disaster/emergency that is likely to require the assistance of selected MDAs. NEOC is activated and staffed only with necessary personnel and specific national agencies. Level 3 - Disaster/emergency that requires long-term involvement of all NEOC members. The NEOC is fully activated with 24-hour staffing from all NEOC members.
BRIEF : ONE PAGER BRIEF : ONE PAGER The One pager brief gives a snap-shoot of Covid-19 status in the country. What makes up the One pager. Quarantine statistics Surveillance updates (Contact tracing, Laboratory statistics/results by districts, Case Management status) Psychosocial updates Operational updates (By Districts) Critical Issues( Needing urgent attention or escalation to the senior Covid-19 response leadership) Capacity gap issues Proffers next steps Regional MRU statistics
NATIONAL LOCKDOWN & ENFORCEMENT NATIONAL LOCKDOWN & ENFORCEMENT The Government presented to parliament a public Health state of emergency regulation for approval. Government used the PHSE to declare two national lockdowns. Inter district restriction on movement of the public Frontline health workers, operations cell of the response and SOCMOB sensitize the public. Lockdown was enforced by the security component of the response. The Following : IPC, Social Distancing & Masking were observed . Entrainment centers and educational institutions were closed and enforced.
CROSS BORDER MANAGEMENT CROSS BORDER MANAGEMENT COVID 19 made GoSL to close its national borders: Land Air and Sea Deployment of essential workers was made at strategic POE. Wharfs, Jettys and anchorage points of maritime domain were manned . NaCOVERC ensured rigorous health checks at the perimeter of the airport for passengers.
CROSS BORDER MANAGEMENT CROSS BORDER MANAGEMENT Isolation and holding centers were established in close proximity to the main airport. Infected persons were immediately quarantined Details of patients were sent by surveillance to lab and case management pillars for action. The 15th Protocol of the MRU was anchored upon to engage member states . Returnees from Kuwait and Niger (May 2020 )
ECONOMIC VULNERABILITIES OF THE PANDEMIC ECONOMIC VULNERABILITIES OF THE PANDEMIC The pandemic is having a devastating effect on lives, disrupting small and large scale businesses, subsistence agriculture as well as other economic activities. Shut down of small and medium scale businesses have increased the risk of job cuts and losses, inflation, slowdown in foreign direct investments, tourism, as well as unintended increases in health and security spending in the country. All of the above have huge economic security implication for a region with high % of poverty.
CHALLENGES TO EFFECTIVE PREPAREDNESS AND RESPONSE CHALLENGES TO EFFECTIVE PREPAREDNESS AND RESPONSE 1. Resources: This is envisage through limited provision of Financial resources to fund activities And provision of Physical equipment and facilities to aid response 2. Coordination with partners: Due to the rapidly changing environment with COVID19 in all countries of the world it may be difficult to garner support 3. Behavioral Changes: Changing behavior of people to reduce caseload of the disease is a possible challenge 4. Transition: Transitioning form response to longer term recovery can be tricky Government of Sierra Leone is eager to restore services while focusing on getting to 0 Partners have to develop long-term strategy and continue day-to-day operations 5. Decision making The NERC has had to make very rapid, influential decisions with sometimes unclear information 6. Quarantine: Building public confidence in quarantines and establishing stable security to prevent escapes and potential spread of EVD may pose a challenge
KEY KEY RECOMMENDATIONS RECOMMENDATIONS FOR FOR CONSIDERATION CONSIDERATION 1. Maintain and enhance disaster management capabilities 2. Strengthen decentralized structures 3. Strengthen a strong emergency response line like 117 4. Enhance a national wide effective ambulance service 5. Establish proper financial structures for disbursement and accountability in an emergency response 6. Maintain an ongoing cross-MDA readiness with continuous training and simulation exercises with relevant stakeholder departments
