Ngoy, Nsenga, Oyugi, Boniface, Ouma, Paul O., Conteh, Ishata Nannie, Woldetsadik, Solomon Fisseha, Nanyunja, Miriam, Okeibunor, Joseph Chukwudi, Yoti, Zabulon, Gueye, Abdou Salam (2022) Coordination mechanisms for COVID-19 in the WHO Regional office for Africa. BMC Health Services Research, 22 . Article Number 711. E-ISSN 1472-6963. (doi:10.1186/s12913-022-08035-w) (KAR id:99005)
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Official URL: https://doi.org/10.1186/s12913-022-08035-w |
Abstract
Aim: this study describes the coordination mechanisms that have been used for management of the COVID-19 pandemic in the WHO AFRO region; relate the patterns of the disease (length of time between onset of coordination and first case; length of the wave of the disease and peak attack rate) to coordination mechanisms established at the national level, and document best practices and lessons learned.
Method: We did a retrospective policy tracing of the COVID-19 coordination mechanisms from March 2020 (when first cases of COVID-19 in the AFRO region were reported) to the end of the third wave in September 2021. Data sources were from document and Literature review of COVID-19 response strategies, plans, regulations, press releases, government websites, grey and peer-reviewed literature. The data was extracted to Excel file database and coded then analysed using Stata (version 15). Analysis was done through descriptive statistical analysis (using measures of central tendencies (Mean, DS, and median) and measures of central dispersion (range)), multiple linear regression, and thematic analysis of qualitative data.
Results: There are three distinct layered coordination mechanisms (strategic, operational, and tactical) that were
either implemented singularly or in tandem with another coordination mechanism. 87.23% (n=41) of the countries
initiated strategic coordination, and 59.57% (n=28) initiated some form of operational coordination. Some of countries (n=26,55.32%) provided operational coordination using functional Public Health Emergency Operation Centres
(PHEOCs) which were activated for the response. 31.91% (n=15) of the countries initiated some form of tactical
coordination which involved the decentralisation of the operations at the local/grassroot level/district/ county levels.
Decentralisation strategies played a key role in coordination, as was the innovative strategies by the countries; some
coordination mechanisms built on already existing coordination systems and the heads of states were effective in the
success of the coordination process. Financing posed challenge to majority of the countries in initiating coordination.
Conclusion: Coordinating an emergency is a multidimensional process that includes having decision-makers and
institutional agents define and prioritise policies and norms that contain the spread of the disease, regulate activities
and behaviour and citizens, and respond to personnel who coordinate prevention.
Item Type: | Article |
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DOI/Identification number: | 10.1186/s12913-022-08035-w |
Uncontrolled keywords: | Coordination mechanism, COVID-19, Health Emergencies, Pandemic Management, WHO Regional Office for Africa |
Subjects: | R Medicine > RA Public aspects of medicine |
Divisions: | Divisions > Division for the Study of Law, Society and Social Justice > School of Social Policy, Sociology and Social Research > Centre for Health Services Studies |
Funders: | University of Kent (https://ror.org/00xkeyj56) |
Depositing User: | George Austin-Coskry |
Date Deposited: | 08 Dec 2022 10:39 UTC |
Last Modified: | 09 Dec 2022 14:21 UTC |
Resource URI: | https://kar.kent.ac.uk/id/eprint/99005 (The current URI for this page, for reference purposes) |
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