The 2nd BSC Based EPHI’s Strategic Management Plan (2015/16 … · 2018-01-17 · The 2nd BSC...
Transcript of The 2nd BSC Based EPHI’s Strategic Management Plan (2015/16 … · 2018-01-17 · The 2nd BSC...
የኢትዮጵያ የሕብረተሰብ ጤና ኢንስቲትዩትEthiopian Public Health Institute
The 2nd BSC Based EPHI’sStrategic Management Plan
(2015/16 to 2019/20)
July 2015
2 The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
MissionThe mission for Ethiopian Public Health Institute is to improve the health of the general public of Ethiopia through undertaking research on priority health and nutrition issues for evidence based information utilization and technology transfer; effective public health emergency management; establishing quality laboratory system; and training public health researchers and practitioners for best public health interventions.
EPHI’s upcoming state of the art laboratory building
Cobas 6000, could analyze 1370 tests per hour.
Vision
To be a center of excellence in public health in Africa.
3The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
ContentI. Acronyms ................................................................................................................................ ......5
II. Forward ........................................................................................................................................7
III. Executive Summary .....................................................................................................................8
Chapter 1: Introduction ...............................................................................................................11
Introduction................................................................................................................................11
Chapter 2: Performance of the first five years BSC Based SPM (2010/11-2014/2015) .........13
2.1 SPM-I: Performance Assessment and Major Achievements in the Past Five Years ...............13
Chapter 3: The 2nd BSC based EPHI’s Strategic Plan .............................................................21
3.1. The Planning Process and Methodology .............................................................................21
3.2. EPHI’s Strategic Assessment ..............................................................................................22
3.3. Strategy (Customer Value Proposition, Strategic Themes and Strategic Results, Perspectives)...29
3.4. Strategic Objectives (SO) ....................................................................................................34
3.5. The Second EPHI’s SPM Strategy Map ...............................................................................45
3.6. Performance Measures and Initiatives for EPHI’s SPM-II ......................................................46
Chapter 4: Costing, Financing and Resource Mapping ...........................................................54
Chapter 5: EPHI SPM Implementation Arrangement ...............................................................57
5.1. Strengthen integration and coordination for successful implementation of the SPM ...........57
5.2. Ensuring the sustainability of the Institute’s achievements ...................................................58
Chapter 6: EPHI SPM Monitoring and Evaluation Framework ................................................61
6.1. The Indicators and Targets for SPM Monitoring and Evaluation ...........................................61
References ...................................................................................................................................72
Annexes ........................................................................................................................................73
Annex-1: Descriptions of strategic initiatives (scopes) and their deliverables ...............................73
Annex -2: Major Activities and specific activities under each initiative and their targets ...............91
Annex -3: Participants of the strategic planning process ..........................................................116
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List of TableTable 1: SWOT (Strengths, Weaknesses, Opportunities and Threats) Analysis: ................................23
Table 2: Stakeholders Analysis .........................................................................................................26
Table-3: EPHI’s customer value proposition .....................................................................................29
Table-4: Budget mapping by strategic objectives .............................................................................54
Table -5: Gap analysis of funding (in USD In ‘000’) ...........................................................................55
Table-6: List of performance measures and targets under each objective ........................................63
List of FigureFigure 1: PHE communication and response ..................................................................................15
Figure 2: Weekly surveillance report Completeness &timeliness level in the past 5 years .................15
Figure 3: PHE risk mapping and preparedness ...............................................................................15
Figure 4: Number of trained professionals on PHEM (short term) ....................................................16
Figure 5: PHEM professionals trained in long term scheme (MSc) ...................................................16
Figure 6: SLIPTA Participant Labs. Recognized for star level 1-5 (as of 2015) .................................17
Figure7: Number of EQA evaluated laboratories for one or more tests .....................................17
Figure 8: Number of hospital labs. Equipped with LIS ...............................................................18
Figure 9: Number of laboratory professionals trained in short term trainings ....................................18
Figure 10: Planned, mobilized and utilized budget for the past 5 years ...........................................19
Figure 11: The EPHI’s Performance House (2015/16-2019/2020) ...................................................33
Figure-12: The EPHI Strategy Map (DNA of EPHI)- 2015/16-2019/2020 .........................................45
Figure 13: Monitoring and Evaluation Framework ...........................................................................62
5The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
I. AcronymsAMR Antimicrobial Resistance
ANC Antenatal Care
ART Anti-Retroviral Treatment
AWD Acute Watery Diarrhoea
BSC Balanced Scorecard
C Community
CB Capacity Building
CBN Community Based Nutrition
CD Communicable Disease
CMAM Acute Malnutrition Management
CSO Civil Society Organization
DDG Deputy Director General
DG Director General
DoT Directly Observed Therapy Short Course
EDHS Ethiopia Demographic and Health Survey
EDK Emergency Drug Kit
EFY Ethiopian Fiscal Year
EHNRI Ethiopian Health and Nutrition Research Institute
EOC Emergency Operation Center
EPHI Ethiopian Public Health Institute
EPI Expanded Immunization Program
EPRP Emergency Preparedness and Response Plan
F Financial Stewardship
FANC Focus Antenatal Care
FELTP Field Epidemiology and Laboratory Training Program
FMHACA Food, Medicine and Health Care Administration and Control Authority
FMoH Federal Ministry of Health
GTP Growth and Transformation Plan
HAPCO HIV-AIDs Prevention and Control Office
HDA Health Development Army
HIV Human Immuno Deficiency Virus
HSDP Health Sector Development Plan
HSTP Health Sector Transformation Plan
I Indicator
ISO International Organization for Standardization
IYCF Infant and Young Child Feeding
JPCF Joint Partnership Coordination Forum
LIS Laboratory Information System
LLINS Long Lasting Insecticide Nets
LQMS Laboratory Quality Management System
LSA Laboratories Accredited with Limited Scope Accreditation
LSA Limited Scope Accreditation
LTT Long Term Training
MARPS Most at Risk Populations
MDG Millennium Development Goal
MIS Malaria indicator Survey
MNH Maternal and Child Health
MoARD Ministry of Agriculture and Rural Development
MoCS Ministry of Civil Service
MoFED Ministry of Finance and Economic Development
MOST Ministry Of Science and Technology
MTE Mid Term Evaluation
NCD Non Communicable Diseases
NGO Nongovernmental Organization
NNP National Nutrition Program
NPHTC National Public Health Center
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NTD Neglected Tropical Diseases
P Internal Process
PFSA Pharmaceuticals Fund and Supply Agency
PHEM Public Health Emergency Management
PMED Planning, Monitoring and Evaluation Directorate
POPs Persistent Organic Pollutants
REQA Regional External Quality Assessment
RRT Rapid Response Team
SARA Service Availability and Readiness Assessment
SI Strategic Initiative
SLIPTA Stepwise Laboratory Improvement Process towards Accreditation
SLMTA Strengthening Laboratory Management Towards Accreditation
SO Strategic Objective
SOP Standard Operation Procedure
SPA Service Provision Assessment
SPM Strategic Management Plan
SWOT Strengths, Weaknesses, Opportunities and Threats
TB Tuberculosis
UNICEF United Nations Child ren’s Fund
VRAM Vulnerability and Risk Assessment and Mapping
WASH Water, Sanitation and Hygiene
WHO World Health Organization
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II. ForwardThe Ethiopian Public Health Institute (EPHI) has developed this strategic plan in line with HSTP and GTP-II to address its mission: improve the health of the general public through undertaking research on priority health and nutrition problems for evidence based decision and technology transfer and utilization; effective public health emergency management; establishing quality laboratory system; and training public health researchers and practitioners for better public health interventions.
We have used Balanced Scorecard (BSC) planning and management tool to develop the five years EPHI’s SPM. The BSC is useful for successful implementation of the Institute’s major activities to realize its vision by addressing major public health priority areas in cascaded, sustained and coordinated manner.
We have taken in to account, previous EPHI SPM implementation experience, current situation analysis, HSTP and other national and international relevant documents in the preparation of this public health SPM. The whole process was participatory and consultative of EPHI’s staffs, stakeholders and partners from whom we have incorporated ideas and views.
In order to realize the vision of the Institute, this strategic plan is mainly focused on four thematic areas to excel: research and technology transfer, public health emergency management, quality laboratory system, and leadership and governance towards assuring quality and equity health care services.
I believe that by implementing suchcomprehensive strategic plan, we will be in a good position to address the public health transformation agenda, strong coordination, partnerships and collaborations with all concerned stake holders and partners of the health sector. This will allow us to create conducive environment for shared vision.
Finally, I would like to express my great pleasure and appreciation to the EPHI’s SPM Development Team for their unreserved effort, endurance and commitment in the preparation to deliver such comprehensive five years working document. I would like also to acknowledge the contributions of all partners, stakeholders, and EPHI colleagues for their contribution.
Amha Kebede, Ph D
Director General, EPHI
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III. Executive SummaryThe Ethiopian Public Health Institute (EPHI), the former Ethiopian Health and Nutrition Research Institute (EHNRI), is reestablished as an autonomous federal government institute having its own legal personality as the main government body in charge of three main tasks as expressed in the regulation number 301/2013: Research, based on national public health research agenda on priority public health and nutrition issues, generate, translate and disseminate scientific and technological knowledge; surveillance, for the early identification and detection of public health risks and prevent public health emergencies through adequate preparedness, alert, timely information during public health emergency, respond effectively and timely and ensure rapid recovery of the affected population from the impact of public health emergency; Referral diagnostic and Analytical tests and support the capacity building of health and food science laboratories at the national level for quality laboratory services.
In order to better fulfill its mandate and align its engagement with national development priorities, the Institute had developed its first five years strategic plan (2010/11 to 2014/15). Taking into consideration of the achievements, limitations and challenges of the first SPM, the second five years strategic plan (2015/16 to 2020/21) is prepared in accordance with the Balanced Score Card (BSC) principles based on the mission and vision of EPHI, mid-term evaluation results, situations, stakeholders and SWOT analysis, and the customers’/community value propositions. The second five years SPM has four major strategic thematic areas: excellence in research and technology transfer, excellence in public health emergency management, excellence in public health laboratory quality system, and excellence in leadership management and governance, and outlines 15 strategic objectives (4 from community, 7 from internal process, 1financial stewardship and 3 from learning and growth perspectives) which are formulated to realize the strategic results of the strategic themes. Each strategic objective is designed with 67 performance measures, 42 initiatives and 90 major activities according to the prospective of BSC.
The Research and Technology Transfer theme addresses public health research priority areas such as communicable and non-communicable diseases, food science and nutrition issues, traditional and modern medicine, policy, program and strategy evaluation, environmental and occupational health, health systems and reproductive health for policy and programs improvement. The Institute planned to increase local production of vaccines and anti-sera products as well as production packages from traditional medicines and foods with potential for commercialization. Evaluation of diagnostic reagents and kits through technology transfer to ensure availability of sufficient quantities with qualities are focus areas.
The Public Health Emergency Management theme focuses on disease outbreaks and nutritional emergencies. The strategic plan also emphasizes on early and timely detection, risk communication and control of epidemics and other public health threats, reduction in morbidity, mortality as well as case fatality rate of epidemic diseases to cope with existing and emerging and re-emerging epidemics, natural disasters of national and international concerns.
EPHI strives to develop an affordable and sustainable laboratory system whereby quality laboratory services are accessible to all Ethiopians. EPHI tries to fulfill the above achievements by supporting laboratories through capacity building, quality assurance programs, infrastructure development, training and maintenance towards quality assurance and accreditation.
Leadership management and governance strategic theme deals with effective implementation of the SPM to realize the institute vision through engaged leadership. The SPM promotes opportunities that encourage
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collaboration and partnership among national and international partners and stakeholders working to address health issues in accordance with Ethiopia’s needs and priorities. Budget breakdown set for different Objectives planned to be addressed during the SPM timeframe period.
EPHI will make sustained efforts to properly document information generated from the respective thematic areas. All evidence-based information are planned to be interpreted, organized and disseminated in a proper manner for appropriate use by policy makers, stakeholders and the community at large. The SPM ensures that appropriate technologies will be transferred, promoted and utilized. The SPM is in line with the priority areas of the Health Sector Transformation Plan (HSTP).
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CHAPTER 1
11The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
Chapter 1: Introduction
IntroductionThe Ethiopian Public Health Institute (EPHI), which was formerly called as the Ethiopian Health and Nutrition Research Institute (EHNRI), has planned and implemented its first implemented strategic plan (SPM) (2010/11-2014/15) by including research & technology transfer, public health emergency management and quality laboratory system establishment. It has been part of the first Growth and Transformation Plan (GTP), under the final phase of health sector development plan (HSDP-IV) which ended in June 2015. The EPHI has almost finalized its five years (2010/11-2014/2015) strategic plan (SPM).
The Second EPHI SPM is the next five-year strategic plan, which covers from July 2015– June 2020 (2008-2012 EFY). It has been prepared based on the performance evaluation of the first EPHI strategic plan and by in-depth situational assessment of the internal and external conditions of the institute. The Health Sector Transformation Plan goal & need, the country’s global commitment, and the long term Growth and Transformation Plan (GTP) goal have also been considered to design the SPM.
The performance of EPHI in the last five years has been reviewed critically through the Mid-Term Evaluation (MTE), annual and final performance reviews. The second EPHI SPM is prepared as part of the HSTP, which in turn aligned with the second Growth and Transformation Plan (GTP-II) of the country.
This strategic plan has four thematic areas viz: excellence in research and technology transfer, excellence in public health emergency management, excellence in quality laboratory system, and excellence in leadership management and governance. Four perspectives such as Community, Internal Process, Finance, and Learning & Growth have been pointed out and under which 4, 7, 1, and 3 strategic objectives have been designed respectively.
To measure each strategic objective, performance measures (indicators) have been identified and targets are set. Under each strategic objective strategic initiatives have been planned. Major activities and detailed activities also have been planned to address initiative (s).
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CHAPTER 2
13The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
Chapter 2: Performance of the first five years BSC Based SPM (2010/11-2014/2015)
2.1 SPM-I: Performance Assessment and Major Achievements in the Past Five Years2.1.1. Research and Technology Transfer
Research Dissemination and Translation: To improve the evidence based policy decision making, the institute’s research outputs have been disseminated through various channels. During the last five years, 87 (four years) research technical reports were disseminated to different stakeholders and concerned bodies. Moreover, the Institute managed to disseminate 175 research findings in peer reviewed Journals and many research preliminary and final results have been disseminated through national & international conferences, workshops and newsletters and website. In addition, two policy briefs on human resource capacity to effectively implement malaria elimination in Ethiopia, prevention of postpartum hemorrhage in Ethiopia, improving healthcare financing in Ethiopia, improving the health extension program in Ethiopia and improving skilled birth attendance in Ethiopia were developed and disseminated.
Development of Vaccines and Food Products: To increase production and the availability of vaccines, plant based medicines, Complementary foods and other biological products the Institute has been undertaking various researches. The institute produced and distributed 83,166; 21,838; 22518 and 26,280 doses of Fermi vaccine for human and animal use from 2010/11 to 2014/15, respectively, to treat rabies infected patients. To improve the rabies vaccine technology, the institute has developed a new rabies cell culture vaccine production package for animal use and handed over to National Veterinary Institute for mass production while the vaccine dosage determination study for human use is undergoing. Three standardized food products from ground nut and quality protein maize was developed and one indigenous food processing technology was also documented. Further, food composition table and dietary menu were developed.
Disease Survey and Surveillance: National surveys and surveillances on infectious diseases have been conducted. Among these, the first National TB prevalence survey, EDHS+, ANC Sentinel HIV Surveillance (round 2009 and 2014), HIV prevalence survey among MARPs, HIV Case Based Surveillance Sexually Transmitted Illness surveillance, the annual TB/HIV co-infection surveillance and malaria indicator survey (MIS) were conducted and results were disseminated. Routine annual viral surveillances on polio, measles, rota, rubella, influenza and other respiratory diseases including meningitis and pediatric bacterial meningitis have been conducted. Survey of the neglected tropical diseases including rabies, lymphatic fliariasis, onchocercheasis, schitosmiasis have been conducted. Haemophilus Influenza types B Survey, TB-HIV DOT program evaluation have been also conducted.
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Drug and Insecticide Resistance Survey and Surveillance: With regards to anti-microbial and insecticide resistance surveys, the HIV drug resistance early warning indicators assessment, HIV drug resistance threshold survey and HIV drug resistance prevention monitoring surveys, first and second line TB drug resistance surveillance, National malaria drug and insecticide resistance surveys, Gonorrhea drug resistance &serological survey, Coartem efficacy Monitoring study were conducted.
Food &Nutrition and Survey and Research: During the past five years the institute has conducted national surveys on nutrition, food consumption survey, national nutrition program baseline survey, iron-foliate supplementary adherence promotion study, iodine consumption survey. National Nutrition Program (NNP) evaluation and operation researches, Calcium Intake, Chickpea Based Children supplementary food for treatment of moderately acute malnourished children, Shelf-life determination on six foods, Study on the national IYCF policy and program: Achievements and gaps, Fluoride intake and mitigation strategy in the rift valley of Ethiopia, and Study of nutritional profile of Moringa species were conducted.
Evaluation: ART advanced clinical monitoring; Bottled Water Quality Assessment, Evaluating Efficacy of LLINs, Trance metal exposure, GeneXpert and Malaria RTD evaluations were conducted.
Health System Research: with regard to health system research the institute has undertaken nationally relevant surveys to evaluate the health sector programs impacts. These include Service Provision Assessment (SPA+), Expanded Immunization Program (EPI) Survey, Evaluations of Health Sector MDGs, Maternal and Newborn Healthcare Program Evaluation, Post Measles Immunization Coverage survey, Meningitis Immunization Coverage Program; Hospital based Pattern and Trend of non-communicable diseases survey (Population based non-communication diseases survey) and national FANC survey were conducted.
Traditional and Modern Medicine: survey on traditional medicine utilization and practice among health professionals, healers and community was conducted. Plant based medicine development study for diabetics, asthma, diarrhea, hypertensive, antihelmentic, malaria, dermal fungus, water-purification and animal skin has been conducting. Unidentified Liver Disease Investigation Study was also conducted.
2.1.2. Public Health Emergency Management (PHEM)Communication, Response and Recovery: The Institute implementing to strengthening public health emergency communication, response, rehabilitation and recovery for early verification outbreaks and epidemics. During the first three years, the percentage of health events communicated within 1 hour of the occurrence of PHE and alerting stakeholders after 30 minutes of case investigation were increasing reaching up to 86% in 20011/12 (see figure 1). In 2014/15, 83% of identified risks (mainly Acute Watery Diarrhea (AWD), measles, malaria, meningitis, flooding, mal-nutrition and Ebola) were communicated to concerned bodies within the specified period.
Integrated Public Health Surveillance: To improve the early detection and identification of public health emergencies, Integrated Public Health Surveillance System has been established and currently the institute is receiving weekly diseases surveillance reports from more than 22,000 health facilities located in all over the country. The institute is receiving surveillance report that combines communicable disease surveillance, nutrition surveillance and monitoring of
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health events apart from many other hazards. The completeness and timeliness of reports are significantly improving and have reached 91% and 90% in May 2015, respectively (see figure 2).
Percent of health events communicated to relevant
bodies with specified period
Percent of risk profiles communicated to relevant
bodies within specified period
Proportion of PHE with prevention and control
measures initiated within 48hrs
2010/11
2011/12
2012/13
2013/14
2014/15
Five Year Target
120
100
80
60
40
20
7786
78
6153
100 100 100
7685 83
100
67.575 75
10088
100
Figure 1: PHE communication and response
Weekly Emergency Survillance Report Completness and Timliness (Percentage)
0
25
50
75
100
2010/11 2011/12 2012/13 2013/14 20114/15
Percentage of completeness Percentage of timeliness
37
6376
92 88 91 90
Figure 2: Weekly surveillance report Completeness & timeliness level in the past 5 years
Public Health Emergency Risk Mapping and Preparedness: Improving risk identification and institutional preparedness for existing and emerging epidemic-prone diseases is one of the prioritized areas. The percentage of threats/ risks identified and communicated to the regions and partners shows significant progress, increasing from 18% in 2010/11 to 100% in 2014/15 (see figure 3). The achievement shows (figure 3) that 100% identified PHE risks had adequate stockpiles of drugs and medical supplies at the center as per the PHEM guideline. Although it is improving, the availability of sufficient stockpiles of drug and medical supplies at lower administration level has to be further strengthened as a short fall is evidenced.
0
20
40
60
80
100
120
2010/11
2011/12
2012/13
2013/14
2014/15
Five Year Target
Percent of threats/ risk mapped and communi-cated to the regions and
partners
Percent of identified risks with EPRP prepared
Proportion of PHE with adequate stockpiles
1830
75
100 100 100
53
100
45
100 100 100 100 100 100 100 100 100
Figure 3: PHE risk mapping and preparedness
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0 1000 2000 3000 4000 5000
2014/15
2013/14
2012/13
2011/12
2010/11
2874125
260148
26042
280320
287368
Planned Trained on PHEM skills
Number of PHEM and Other Health Professionals Trained on Short term PHEM Trainings
Figure 4: Number of trained professionals on PHEM (short term)
With short term trainings scheme 4985 health professionals were trained on management of public health emergencies during five years, among which significant number of trained personnel are recorded in the years 2014/15 due to extensive training program on Ebola management. Moreover, the institute, in partnership with universities and other partners, coordinated the provision of Field Epidemiology and Laboratory Training Program (FELTP) at master’s level. Accordingly, about 86 professionals from all regional states as well as PHEM center have graduated from FELTP (Figure 5).
These trainings significantly boost the human resource capacity in managing public health emergencies at regional as well as central level.
Number of Trained PHEM on Field Epidemiology and Laboratory (Masters Program
0
20
40
60
Trained Planned
2010/11 2011/12 2012/13 2013/14 2014/15
1320 21
40
15
40
13
40
24
13
Figure 5: PHEM professionals trained in long term scheme (MSc)
2.1.3. Quality Laboratory SystemLaboratory Accreditation: To improve the quality of laboratories and hence to enable them
for accreditation, the institute implemented Stepwise Laboratory Improvement Process towards
Accreditation (SLIPTA) Program with the collaboration of partners and regional laboratories.
For the last five years, 109 regional and hospital laboratories were involved in SLIPTA initiative.
The enrolment’s goal is to produce measurable improvement and prepare laboratories for
international accreditation to ISO- 15189 standards. Participant laboratories of the SLIPTA
program have brought visible changes and improvement in their laboratory quality and service
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provisions. Although the five targets were very ambitious, the current assessment shows that
21, 12, 7 and 2 laboratories got 1, 2, 3 and 4 star level recognition.
SLPTA Participant Laboratories Recognized For Different Star Level (As of 2015)
Star 1 Star 2 Star 3 Star 4 Star 50
20
40
60
80
100
11 7 4 1 0 515
3839
88
Figure 6: SLIPTA Participant Labs. Recognized for star level 1-5 (as of 2015)
External Quality Assessment: An innovative EQA samples and feedback transportation was established through postal services. Currently, 175 laboratories have participated for one or more tests of EQA (Figure 7) samples including Digital-PT, UKNEQAS, DNA-PCR, Viral Load and TB Culture. Further, 93% of health facility laboratories in the country are linked through postal services for DBS, TB and EQA sample transportation that improved the public access to different laboratory services.
0
50
100
150
200
2010/11 2011/12 2012/13 2013/14 2014/15
118100
145120
154120
156 155175 175
Performance Planned
Number of EQA Ecaluated Laboratories (for one or more tests)
Figure7: Number of EQA evaluated laboratories for one or more tests
Laboratory Manuals and Guidelines: To standardize laboratory diagnostic and operational procedures, more than 20 different laboratory guidelines, manuals and formats were developed and disseminated. These include malaria diagnostic manuals, EQA guidelines, quality manual, referral linkage, epidemic prone diseases manual, early infant HIV diagnostic manual, various training manuals, and national bio-safety manual.
Laboratory Information System: The standardization of laboratories further strengthened through installing Laboratory Information System (LIS) for 22 hospital laboratories that improve information sharing and data management among laboratory technicians and clinicians (Figure 8). Moreover, database for EQA, training and maintenance services were developed and
disseminated to regional laboratories.
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0
10
20
30
40
10
20
13
20 2225
22 24 22
40
2010/11 2011/12 2012/13 2013/14 2014/15
Performance Planned
Number of Hospital Laboratories Equiped with Laboratory Information System (LIS)
Figure 8: Number of hospital labs. Equipped with LIS
Laboratory Trainings: To strengthen the capacity of regional and hospital laboratories, during
the last five years, the Institute had given trainings to 4198 laboratory professionals that engaged
in different laboratory activities (Figure 9) mainly on SLIPTA, LIS, HIV, TB & malaria diagnostics,
quality management, safety and microbiology, laboratory management and laboratory machine
maintenance.
0
300
600
900
1200
1500
1800
2100
1407 1402
640
1481
752
1655
876
1740
523
1816
2010/11 2011/12 2012/13 2013/14 2014/15Performance Planned
Number of Laboratory Professionals Trained
Figure 9: Number of laboratory professionals trained in short term trainings
Diagnostic Equipments and Laboratory Renovation: To improve and decentralize
laboratories diagnostic capacity of special and referral services, regional and hospital laboratory
establishment and renovation have been undertaken. State of the art laboratories were built in
Adama Regional Laboratory, Bahirdar Regional Laboratory and Hawassa regional laboratory. And
in addition to these Mekele, Dessie and Nekempte regional laboratories are under construction.
Furthermore over 200 laboratories are enabled to provide different special and referral services
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2.1.4. Leadership and ManagementFinancial plan, mobilization and utilization in the past five years have been indicated on figure-10.
0
100
200
300
400
500
600
214
109 119
253219
156
202168
101
286
170
128
563
168
104
2010/11 2011/12 2012/13 2013/14 2014/15
Budget Mobilized Expenditure
Annual Financial Budget, Mobilized and Utilization (in 000,000 ETB)
Figure 10: Planned, mobilized and utilized budget for the past 5 years
20 The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
CHAPTER 3
21The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
Chapter 3: The 2nd BSC based EPHI’s Strategic Plan
3.1. The Planning Process and MethodologyIn the five years strategic planning (2015/16-2019/2020) process, the Balanced Score Card (BSC), which is the strategic planning and management system designed to help everyone in an organization understand and work towards a shared vision and strategy, has been used. The Strategic planning process aimed to produce a document that enables EPHI to address public health issues such as research and technology transfer, public health emergency management and establishing quality laboratory system in the country.
The second BSC Based EPHI’s 5 years SPM has been emanated from the Health Sector Transformation Plan (HSTP), started by formulating and incorporating the strategic objectives from EPHI contributions as part of HSTP. The objectives like ‘improve research and evidence for decision making’, ‘improve health related disaster risk management’, ‘enhance use of technology & innovation’, and improve equitable access to quality health services have been incorporated into the HSTP as the technical wing contribution of EPHI in areas of research & technology transfer, public health emergency management, and quality laboratory system establishment in the country. In parallel to working together with the HSTP planning team, EPHI has developed its SPM by assigning a technical working group (Core team), composed of professionals from different disciplines.
The whole SPM planning process has been coordinated and guided by Planning, Monitoring and Evaluation Directorate (PMED) under the supervision of the senior management. Four sub-teams for respective thematic areas (Research & technology transfer, PHEM, Quality laboratory system, and leadership management & governance) have been formed to prepare the strategic plan in linking with the core team by applying ‘top down and bottom up planning principles’. In order to align the five years strategic plan of the Institute with the upcoming HSTP, the group participated in 5-days HSTP preparation workshop, which was organized by FMoH, to engage in detailed discussions with various FMoH’s agencies and partners.
In top down approach the EPHI SPM has been designed and prepared by cascading from the HSTP and then the Institute’s strategic themes, results, objectives and initiatives have been formulated in cascaded manner; while bottom up planning has been implemented by intensive involvement of all sub-teams, directorates, case teams and experts/researchers from all directorates. Bottom up planning has been intensively exercised more on cost, major activities, initiatives planning and strategic objectives refinement.
From the logic of BSC, strategic planning starts at high strategic altitude: mission, vision, and core values which are then translated into desired strategic themes and results. Strategic themes (organization’s pillars of excellence) are selected to focus efforts on the strategies that will lead to success. Then the strategy has been decomposed into strategic objectives that can be monitored using performance measures. Performance measures allow the Institute to track results against targets, and to celebrate success and identify potential problems early for the needed action. The strategic initiatives, which are the ones that translate the strategy into a set of high-priority programs/
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mega-projects/major activities to ensure the success of strategy, have been developed. Under each initiative major activities have been also planned.
To substantiate the strategic plan, relevant inputs were taken from documents and experiences of EPHI and HSDPs, FMoH guidelines and other national and international records. Two SPM preparation workshops were conducted (one from December 30 to January 4/2015; and the other from April 5-9/2015) in which EPHI staff members from various fields of all directorates/departments have participated in the sessions to provide the necessary inputs and expertise to enrich the plan.
For the completion the Institute has conducted a three days (June 18-20, 2015 at Adama) stakeholders’ consultative workshop to get additional inputs and incorporated the workshop inputs into the final strategic plan of EPHI.
3.2. EPHI’s Strategic AssessmentMission:
The mission of EPHI is to improve the health of the general public of Ethiopia through undertaking research on priority health and nutrition issues for evidence based information utilization and technology transfer; effective public health emergency management; establishing quality laboratory system; and training public health researchers and practitioners for best public health interventions.
Vision:
To be a center of excellence in public health in Africa.
23The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
Table 1: SWOT (Strengths, Weaknesses, Opportunities and Threats) Analysis:
Enablers PainsStrengths: Weaknesses:Research and Technology Transfer
Long years research experience
Human resource availability
Implementation of BSC
Good laboratory infrastructure/setup
Program management is improving:
Availability of strategies and guidelines like MNH road
map, NNP, NTD road map, NCD strategy, Referral
system guideline, health facility standards,etc.
Legal framework for surveillance /surveys/ research
1.Research and Technology Transfer
Shortage of mega project approach
Weak team sprit/focus
High attrition rate of staff and lack of staff retention
mechanism
Weak integration of work.
Weak communication with potential partners.
Weak commitment of the staff.
Lack of accountability at all levels.
Poor logistic system
Organizational structural problem
Skill gap
Poor/ dissatisfaction on results/findings dissemination.
Poor translation, utilization and follow up of research
results
Weak joint planning with stakeholders
Public Health Emergency Management
Institutionalization of PHEM
Presence of FETP training program
Established surveillance system at all levels
Presence of developed guidelines, SOPs and
reporting Formats
Provided Advanced and basic Epidemiology Trainings
Presence of Monitoring and evaluation Mechanisms
Presence of regular assessment system
Presence of established Task Forces and technical
Working groups
Trained RRT in all regions
Presence of rumor registration and verification
mechanism
2.Public Health Emergency Management
Late detection and response of outbreaks
Not fully functional EOC
Weak coordination and collaboration with other sectors
and FMoH directorates
Slow development and implementation of E-PHEM
Weak team sprit/focus
Limited Stockpiling of emergency drugs and medical
supplies for priority diseases
Absence of sustainable laboratory reagent supply system
National Quality Laboratory System
Decentralized laboratory services
Committed and qualified staff
Well established national laboratory network and
referral services
Smooth communication with partners laboratory
quality management system being actively
implemented
3.National Quality Laboratory System
Low adherence to planned activities
Weak Inter-departmental collaboration
Lack of staff motivation mechanism
Inadequate commitment for referral services
Lack of high Bio-safety level laboratory service
Limited laboratory capacity
24 The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
Enablers PainsStrengths: Weaknesses: Program and Project Management
Good Planning culture in place (BSC based)
Good Monitoring system in place
Strong performance follow up using BSC
Improved Integrated Supportive Supervision practice
A start in SPM midterm evaluation
4.Program and Project Management
Shortage of mega project approach
Shortage of project design and management
Human Resource Development
Good trend in long and short term training experience
to develop human resource
5.Human Resource Development
Gap in human resource development strategy
Shortage of retention mechanism.
Gap in knowledge management
Resource mobilization & utilization
Presence of good relationship with governmental and
non-governmental organization.
Presence of experience for fund mobilization and
utilization
6.Resource mobilization & utilization
Gap in designing mega projects and integrated fund
mobilization approach.
Unorganized resource mobilization.
Inefficient grant management
More than sixty percent of mobilized fund has been spent
for field car rent due to shortage of the institute owned
cars.
Gap in resource mobilization strategy.
Inefficient procurement/logistics system.
Donor dependency/ High donor source for research
& technology transfer, PHEM and laboratory capacity
building
25The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
Enablers PainsStrengths: Weaknesses:Leadership, management & governance
Long years public health leading experience and
exposure
Legal support/framework
performance follow up system in place
Institutionalization of service improvement approaches
like BSC
Coordination, collaboration and partnership
experience
International
National
Civil service HDA platform (case team
(1:5),transformation, directorates and management
coordination and leadership)
Establishment of public wing’s forum
Ensured legal framework for implementing the
Institute’s mandate areas
7. Leadership, management & governance
Weak leadership commitment on decision making
Gap in organizational structure
Gap in strategic thinking
Gap in system establishment / operation
Weak coordination.
Opportunities: Threats:High government commitmentPresence of partners and donorsPresence of FETP residentsAvailability of new initiatives (HDA, one health approach, etc)Presence of WHO surveillance officers at lower levelGood will/trust from customer and stakeholdersStrong legal frame workContinuous support from government & development partners. Existence of in country accreditation systemPresence of revised health sector policy
Attractive salary scale of other similar government & non-government institutions as compared to EPHI (Increasing pull factor for the experienced workers)Variable remuneration system Growing of competitive institutionsEmergence and reemergence of disease epidemicsConflicts in neighboring countriesMovement of peopleLow predictability of foreign fundingPorous boarderWeak health system in emerging regionsClimate changeGlobal economic crises limiting partner support (Diminishing trend of foreign support)Inadequate professional competence
26 The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
Table 2: Stakeholders Analysis
StakeholdersBehaviors we desire
Their needsResistance issues
Their influence
Institutional response
Community Participation, engagement, ownership andhealthy life style
Access to evidence-based health information and service empowerment
Dissatisfactionopting for unsafe alternativesunder utilization
High Advocacy, ensure participation,quality and equitable service and information
FMoH, Parliaments, MoFED, MoCS
Ratification of Policy proclamations, policies, etc.resources allocation
Implementation of proclamations, policy, etc.Equity & quality plans Visionary leadershipCommitted to accomplish mission and visionGood governanceAccountability and timely reporting Deliverables and timely reportingEfficiency and effectiveness Efficient system and competency of compliance management
Administrative measuresOrganizational restructuring influence on budget allocation
High Put in place a strong M&E system & comprehensive capacity building mechanisms
Regional Health Bureaus and health facilities
Commitment, participation and collaboration
Effective Coordination and joint agenda setting Joint Planning, Implementation and joint EvaluationSupportive action and collaborationSystematic capacity building and skill transfer
FragmentationDissatisfaction
High Put in place a strong M&E system & comprehensive capacity building mechanisms
27The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
StakeholdersBehaviors we desire
Their needsResistance issues
Their influence
Institutional response
Line Agencies (FMHACA, HAPCO, Health Insurance Agency, PFSA)
Inter-agencies collaborationconsider health in all policies and strategies
Evidence-based information; research coordination, Technical support
FragmentationDissatisfaction
High CollaborationTransparencyAdvocacy
Health professional training institutes
Knowledgeable, skilled and ethical health professionals produced
Technical support Curriculum revision
Medium Policy and leadership support
Development Partners
Harmonized & alignedParticipation,More financing andTechnical support
Financial system accountable & transparent Involved in planning, implementation, and M&E
FragmentationHigh transaction Inefficiency & ineffective
Medium Government leadershipTransparency Efficient resource use Build financial management capacity
NGOs, CSO, and professinal associations
Harmonisation & alignementParticipation, ressource & TAParticipate in licensing and accreditation Promote professional code of conduct
Involvement in planning, implementation & M&EParticipation
DissatisfactionFragmentationScale downWithdrawal
Medium Transparency, AdvocacyCapacity buildingFinancial support
MoSTLocal Universities
Commitment, participation, collaboration
Coordination and collaboration on research and technology transferInnovative research work and motivational schemesCollaboration on ethical and scientific research management
FragmentationDissatisfaction
Medium Put in place a strong collaboration & coordination
28 The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
StakeholdersBehaviors we desire
Their needsResistance issues
Their influence
Institutional response
Public WingCitizens
Commitment,Participation
Good GovernanceTransparencyParticipatory arrangementsEfficient serviceAccountability and effective use of public property
Dissatisfactionopting for unsafe alternativesunder utilization
High Motivation, Involvement
Staffs/Civil servants/
Commitment,Participation
Motivational schemesConducive working environmentUnderstanding and on the same page on policies and procedures of governmentTransparency and clear guidance
DissatisfactionUnproductive Attrition
High Motivation, Involvement, Accountable
Directorates/ Sections
Commitment,Participation, visionary
Shared responsibilitiesDirectional clarityInspirational and competency development systemDynamic and friendly structure
DissatisfactionUnproductive
High Motivation, Involvement, Accountable
MoARD Commitment, participation, collaboration
Coordination and collaboration on PHEMCoordination and collaboration on zoonosis disease management
FragmentationDissatisfaction
Medium Put in place a strong collaboration & coordination
Core values:
· Evidence based decision
· Pro-activeness and Responsiveness
· Transparency and Accountability
· Respect to humanity
29The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
· Self reliance
· Solidarity
· Ability to exercise professional values, ethics and judgment
· Inclusiveness
3.3. Strategy (Customer Value Proposition, Strategic Themes and Strategic Results, Perspectives)3.3.1. Customer Value Proposition
Table-3: EPHI’s customer value proposition
Product or service attributes Image Relationship
Products & services the EPHI provides have these characteristics:Problem solving
High Efficacy
Accessible (Information and product)Authentic research Timely responseProactivness Quality laboratory service Accessibility–information, physical, financial, etc.Timeliness of servicesAuthentic information Safe and conducive environmentEmpowering community & employeesConducive environment
The image that the EPHI wants to portray has the following characteristics:Problem solver Scientific
Citizens-focusedSupportive Communicative Environment consciousTrustworthyTransparent/AccountableSupportiveProfessionalCustomer-Friendly/OrientedCommitted
The relationship the EPHI wants with its community and stakeholders could be described as:Professional
ResponsiveParticipatory/ Cooperative TrustworthyComplementaryCooperative (participatory)Respectful & ethicalHarmonious (Mutual Understanding)Transparent relationshipDependable (Stewardship)ResponsiveEquitable
3.3.2. Strategic Themes and Strategic ResultsStrategic Theme 1: Excellence in Research and Technology Transfer
This theme aims to undertake research, surveillance and technology transfer activities towards the improvement of evidence based information for decision making through dissemination, translation and utilization of synthesized evidence base information that are systematically reviewed and consolidated from research, evaluation, and surveillance outputs for appropriate use by stakeholders including policy makers such as FMoH, WHO, UNICEF, etc. and the public at large. Production of packages from traditional medicines as-well-as foods that have potential for commercialization and development of vaccines and Anti-Sera products will also be performed. Technology production packages will be disseminated in the form of technology
30 The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
briefs in an attempt to transfer the outcome for the industries, beneficiaries and the public. The ultimate aim of the theme is provision of timely evidence based information, production packages and technology production to stakeholders including policy makers and the public to strengthen the health system.
Strategic Result: Evidence that will be translated into policies, programs, public education, product packages and products.
Key Concepts: With this thematic area the following major activities and results will be delivered to improve the health of the public:
· Surveillances , research and evaluations will be conducted to generate peer reviewed journals, technical reports and synthesized evidences,
· Synthesized evidences will be disseminated and then translated into programs, interventions, policies and/or used as reference/witness for interventions which are implemented in the right way.
· Ensuring utilization of synthesized evidences that will be disseminated and translated, Technology generation in the form of production packages particularly traditional medicines, vaccines and other Anti-Sera, and complementary/supplementary foods. It includes evaluation of diagnostic technologies, dissemination of production packages, production of vaccines, and distribution of products to users.
· Ensuring utilization of production packages and products.
Strategic Theme 2: Excellence in Public Health Emergency Management
Strategic Result 2: Protected and rehabilitated community from consequences of public health emergency
· Minimized/avoided morbidity, disability and mortality due to epidemics and other public health threats ; Psychosocial support provided and health system rehabilitated
· Timely detected and communicated risk of diseases epidemics and other public health threats
· Adequate resources (drugs, vaccines (buffer stocks), personal protection equipment (PPE), emergency health kits, reagents ,medical supplies) and trained human resource for epidemic preparedness ,response and control measures
Key Concepts: Epidemic Preparedness, surveillance and communication, response and recovery. The success in this strategic theme will be measured by:
· Early detection and control of epidemics and other public health threats,
· Reduction in morbidity and mortality,
· Reduction in case fatality rate of epidemic diseases.
How does the Theme and result move us to a higher level of Performance?
Through ensuring community ownership epidemics and other priority public health emergencies
will have been effectively and efficiently prevented and controlled.
31The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
Strategic Theme 3: Excellence in Quality Laboratory System
This theme aims at undertaking programmatic activities towards building a National Laboratory
System that is capable to:
· Contribute to the improvement in quality of health care service delivery through the
provision of accurate, reliable and timely results that are critical for the correct diagnosis
of diseases, treatment monitoring and prognosis of outcomes
· Effectively support Public Health Emergency Management System through the precise
detection and characterization of epidemic prone diseases and hazardous environmental
substances of public health importance
· Generate accurate and reliable data for laboratory based clinical and public health
researches.
· Ensure availability and accessibility of laboratory testing services to all citizens.
Strategic Result: Quality assured laboratories and services
Key Concepts: Guiding principles behind this theme and the anticipated strategic results are
that all medical and public health laboratories in the envisioned system shall:
· Be required to implement laboratory quality management system in order to provide
testing services that fulfill pertinent international quality requirements,
· Strive towards accreditation to ISO 15189 or 17025 standards,
· Have the necessary technological and human resource capacities to provide services
that satisfy their customers’ expectations,
· Have demonstrated capacity to perform all types of tests for clinical and public health
importance,
· Have well established and effectively functioning network structure to ensure accessibility
of laboratory testing services to all citizens.
Strategic Theme 4: Excellence in Leadership, Management and Governance
Strategic Result: Effective and efficient management and governance system
This theme aims at enabling environment for the successful implementation of the three core
thematic areas through availing the state of the art infrastructure, having motivated and skilled
human resource, creating well developed system, efficient coordination and collaboration with
partners. These are:
· The Institute will be equipped with state of the art facilities with competent human
resource to be reference in management and result based structural set up
· Automate all activities and making all program implementations supported by the latest
technology
· Effective coordination, program implementation, monitoring and efficient resource
mobilization and utilization
· Strong communication, collaboration and partnership for joint mission accomplishment
32 The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
· Ensuring transparency, accountability, ethical and public focused working environment
Key Concepts: The concepts for this strategic theme are to create enabling environment for the
three strategic themes and ultimately achieving the mission and vision of the Institute with:
· Conducive working environment and maintaining motivated competent human resource
· Having robust system to track all programs to ensure compliance
· Working with partnership with national and international collaborators to make the
Institute competent in its mandate
3.3.3. Strategic Perspectives:Perspective Key Concept Key Questions
Community (C)
“Evidence based ““Accessible ““Scientific”
How can we enable the customers/community to receive our services and product?
Internal process (P) “Effective and Quality”“Scientific and systematic” Utilization”
How can we enhance our integration & responsiveness in order to improve quality, timeliness, & functionality?
Financial Stewardship (F) “Efficient mobilization and Utilization” How do we mobilize and utilize more resources effectively and efficiently?
Learning & Growth (CB) “Efficiency” “Capacity”
To excel in our processes, what capacities must our organization have and improve?
33The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
3.3.4. The EPHI Performance House
Solidarity
Evidence based decision
Transparency and Accountablity
Proactiveness and Responsive Self relianceInclusivenessRespect toHumanity
EPHI Mission: To improve the health of the general public throught undertaking research on priority
health and nutrition issues so as to develop, disseminating new scientific knowledge and technology transfer; public health emergency
management; establish quality laboratory sustem throughout the country; and training public healthresearchers and practitioners for best public health interventions.
EPHI Vision: To be a centre of excellence in public health in Africa
Strategic ThemesValues Values
Perspectives
CommunityCustomer
InternalProcess
Finance
Learning and growth
Excellence in leadership
management and
governance
Excellence in quality
laboratory system Excellence in
public health emergency
management
Excellence in research and technology
transfer
Engaged Leadership: Interactive Communication
Figure 11: The EPHI’s Performance House (2015/16-2019/2020)
34 The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
3.4. Strategic Objectives (SO)3.4.1. EPHI’s Strategic Objectives along with the strategic
perspectives and themes
Perspectives Strategic Objectives
Community (C) C1: Improve translation and utilization of evidence based information, production packages and products
C2: Improve public health emergency response and rehabilitation
C3: Increase and maintain quality assured laboratories
C4: Enhance community ownership
Internal process (P) P1: Improve public health surveillance system
P2: Improve research and evaluation on key health & nutrition issuesP3: Improve technology evaluation and transfer
P4: Improve public health emergency preparedness
P5: Enhance laboratory quality management system implementationP6: Strengthening Laboratory Capacity for Referral and Backup Testing Services
P7: Improve programs/projects and Institutional policies Development and Management
Financial Stewardship (F) F1: Improve financial resource mobilization and utilization efficiency
Learning & Growth (CB) CB1: Improve Human Resource Development, management and GovernanceCB2: Enhance Infrastructure and System developmentCB3: Enhance Communication, collaboration and Partnership
3.4.2. EPHI’s Strategic Themes and Strategic Objectives Alignment with HSTP Objectives
HSTP Strategic Objectives (SOs) EPHI SOs, cascaded from HSTP SOs
P8: Improve Research and Evidence for Decision MakingCB1: Enhance use of Technology & Innovation
C1: Improve translation and utilization of evidence based information, production packages and productsP2: Improve research and evaluation on key health & nutrition issuesP3: Improve technology evaluation and transfer
P2:Improve Health Related Disaster Risk MgtC2: Enhance community ownershipP6: Improve community participation and engagement
C2: Improve public health emergency response and rehabilitationP1: Improve public health surveillance system P4: Improve public health emergency preparednessC4 Enhance community ownership
35The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
P1: Improve Equitable Access to Quality Health Services
C3: Increase and maintain quality assured laboratories P5: Enhance laboratory quality management system implementationP6: Strengthening Laboratory Capacity for Referral and Backup Testing Services
P3: Enhance Good GovernanceP5:Improve logistic supply and managementP7:Improve resource mobilizationCB2:Improve development and management of human resource for healthCB4:Enhance Policy and Procedures
P7: Improve programs/projects and Institutional policies Development and ManagementF1: Improve financial resource mobilization and utilization efficiencyCB1: Improve Human Resource Development, management and GovernanceCB2: Enhance Infrastructure and System developmentCB3: Enhance Communication, collaboration and Partnership
C1: Improve translation and utilization of evidence based information, production
packages and products
Description:
To improve translation and utilization of evidence based information the following major activities
will be conducted; dissemination of synthesised evidence-based information of research,
surveillance and technology transfer outcomes for appropriate use by stakeholders including
policy makers such as FMoH, WHO, UNICEF, etc. and the public at large. Here, the synthesised
information will consist of information that are systematically reviewed and consolidated on
diseases epidemiology, prevention, control, treatment and diagnosis of key communicable
and non-communicable diseases, nutrition issues, traditional medicine and health system for
appropriate use by the end users.
Production packages developed from traditional medicines as-well-as foods that have potential
for commercialization and products like vaccines and Anti-Sera will be produced in the Institute.
Developed technology production packages disseminated in the form of technology briefs in an
attempt to transfer the outcomes for the industries. Public education through mass media will
be conducted to the public to educate and create awareness about the outcomes. In addition,
disseminated evidence based information; production packages and products will be assessed
and evaluated to ensure their proper utilization by key stake holders including policy makers and
the public.
Outcome:
· Translated and utilized evidences
· Translated and utilized production packages
· Utilized products
Key component:
· Review and synthesis of evidences systematically
· Dissemination and translation of synthesized information for key stakeholders including
policy makers/programmers and the public
· Translation and utilization of synthesized information, production packages and products
36 The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
C2: Improve health emergency response and rehabilitation
Description:
This strategic objective includes a set of activities which follow the warning or alert communicated
and encompasses action pre, during and post the event. The activities include rapid field
assessment, outbreak investigation, prevention and control activities, monitoring, mobilization
of drugs, vaccines, medical supplies, and nutritional supplements and other relevant materials
as well as funds to Regions and Woredas in case of Public Health Emergency especially in
vulnerable populations with limited access to health services such as displaced or nomadic
groups. Identifying the extent of damage caused by an incident, conducting thorough post-
event assessments and determining and providing the support needed for recovery and
restoration activities to minimize future loss from a similar event is also a major component of
rehabilitation and recovery.
Outcome:
· Damaged health system and affected communities rehabilitated.
· Implemented control and prevention measures
Key component:
· Rapid Assessment/ outbreak investigation,
· Quarantine and isolation,
· Case management,
· Health information and communication,
· Post Emergency assessment and recovery.
C3: Increase and maintain quality assured laboratories
Description:
Laboratory accreditation will be a significant milestone to ensure the provision of quality laboratory
services and serves as an overarching metric for the implementation of quality management
system standards. Laboratories implementing comprehensive quality assurance measures or
have achieved accreditation to international standards are capable of generating accurate and
reliable information that is critical for the diagnosis of diseases, monitoring of treatment and
prognosis as well as prevention at individual and community levels. As such, implementation
of initiatives that enhance the efforts of laboratories in the national system towards sustainable
improvement thus accreditation is the strategic priority of EPHI.
One of such proven initiatives for the systematic and structured implementation of laboratory
quality standards is the Stepwise Laboratory Improvement Process towards Accreditation
(SLIPTA). As a national laboratory improvement strategy, SLIPTA will be implemented at all tiers
of the national laboratory network whereby the National and Regional Reference Laboratories,
all hospital laboratories and those of Health Centers with high test volumes will be given priority.
Ensuring quality-assured laboratory services at all tiers of the national laboratory system will not
only improve the quality of healthcare delivery and case management but will also effectively
support disease prevention and responses to public health emergency situations.
37The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
In order to maximize the utilization of quality-assured laboratory services, it is imperative that
functional interfaces exist between the laboratory system and its immediate customers, the
clinical service, the PHEM system and health researchers. Thus, an initiative with various scopes
of activities will be implemented to ascertain the seamless flow of information between the
laboratory system and its customers.
Outcomes:
· Quality diagnostic laboratory services
· Quality public health laboratory services
· Laboratories that generate quality data for health researches
Key components:
· SLMTA implementation
· Laboratory Audits and Continuous Quality Improvement (SLIPTA)
· Laboratory-customer interface ISO Accreditation
C4: Enhance community ownership
Description:
Enhancing community ownership refers to the end result of empowering communities to produce their own health. It addresses the social, cultural, political and economic determinants that underpin health, and seeks to build partnerships with other sectors in finding their own solutions to their own problems. Community ownership is attaining a much higher result by empowering the community to do health and health related activities by itself for its own wellbeing. Hence, community ownership ensures sustainable development in the health of the community. Community ownership guarantees solidarity among neighborhoods as they clearly understand health is a Public good. In community ownership, the community is collectively responsible for individual member’s action and hence works towards assisting each other to shoulder the collective accountability. As the result, individual actions will be healthy developing into healthy family and community. It describes the focus on the community ownership in decision making in all matters of its own health. It is when it exerts necessary effort to make sure its voice is heard in decision making; and influence over or take control of its own health.
The community ownership influences the health system positively to deliver better health services in equitable manner as the community considers it has a role in the health system as its own property. It implies community understand individual health behavior can affect the public and hence each member of the community behaves responsibly to carry out surveillance of reportable diseases and any unusual events at the community level using the existing structures
such as households, 1 to 5 networks and development teams.
Outcome:
· Model family, model development team, model Kebeles and model Woredas
Key Components:
· Community surveillance
· Outbreak response and prevention
38 The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
P1: Improve public health surveillance system
Description:
This strategic objective includes both indicator-based and event-based components of public
health and nutrition surveillances on communicable and non-communicable diseases (CDs
and NCDs), demographic and behavior, utilization of fortified foods, micronutrient status of
population and salt iodization coverage, drug resistance and drug utilization related resistance
on its irrational utilization. It also includes insecticide resistance activities from selected areas,
reproductive health, environmental tracking, identifying and closely monitoring of public health
threats, predicting the risk it poses on the health of the public and the health system. The
ultimate aim is provision of timely and complete information for proactive prevention of health
threats by decision makers for improving quality of life.
This includes identifying and closely monitoring public health threats, predicting the risk it poses
on the health of the Public and the health system, and the provision of timely and effective
information that allows preparing for effective response or taking action to avoid or reduce risk
throughout the country.
Outcome:
· Generated surveillance outputs in the form of technical reports.
· Generated surveillance outputs in the form of peer reviewed journals
· Complete and timely delivered information from weekly disease monitoring
Key components:
· Surveillances on:
· Diseases and their determinants
· Drug and insecticide resistance
· Food and Nutrition issues
· Reproductive health issues
· Maternal death
· Laboratory
· Environmental Tracking
· Event Monitoring and Communication.
P2: Improve research and evaluation on key Health and Nutrition issues
Description:
This objective’s scope includes research and evaluation of communicable and non-communicable
diseases and their determinants, traditional and modern medicine, food and nutrition, policy,
strategy and programs, health system, environmental and occupational health and their
determinants and reproductive health. Survey activities that generate standardized information
on trends of priority diseases, their epidemiology and behaviour and anthropology/socio-culture
determinants will also be included. Synthesised data will be utilized by policy makers at the
39The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
national, regional and Woreda levels, including stakeholders such as WHO, UNICEF, etc., for
implementing tools and mechanisms development to reduce morbidity and mortality. In general,
generation of reliable data as an outcome on health, nutrition and health system programs will
be used for the improvement of public health problems.
Outcome:
· Generated research outputs in the form of technical reports
· Generated research outputs in the form of peer reviewed journals.
Key component:
· Diseases research and their determinants
· Traditional and modern medicine research
· Food and Nutrition research
· Policy and program evaluation
· Health system research
· Environmental, occupational health and their determinants research
· Reproductive health research
P3: Improve technology evaluation and transfer
Description:
This objective is about identification, transfer and adaptation of new health technologies
from abroad and also use of local technologies (indigenous knowledge) for product and
production packages. Activities include health technology evaluation, validation, adaptation and
development of new products and their transfer to users through commercialization and other
beneficiaries, respectively.
Outcome:
· Identified, transferred and adapted technology
· Developed production packages and technology products
Key component:
· Develop technology production packages from indigenous practices and abroad.
· Production of products
· Evaluate diagnostic technology
P4: Improve public health emergency preparedness
Description:
This strategic objective focuses on strengthening capacity in recognizing and responding
to public health emergencies through conducting regular risk identification and analysis,
establishing coordination and collaboration, enhancing community participation and
implementing community-based interventions, putting in place the necessary logistic and fund,
equipping public health personnel and respondents with the necessary knowledge and tools,
40 The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
and educating the public on related measures to be taken to prevent and control the event
during the pre emergency phase and ensuring their monitoring and evaluation.
Outcome:
· Developed risk profile
· Developed Epidemic Preparedness Response Plan and Humanitarian Requirement
Document
Key component:
· Vulnerability assessment and Risk analysis
· Capacity building (system and human)
· Stockpiling resources (medications, equipment)
· Risk reduction
P5: Enhance laboratory quality management system implementation
Description:
Provision of accurate, reliable and timely laboratory test results is the centerpiece and ultimate
goal of public health laboratories. Implementation of Laboratory Quality Management System
(LQMS) in its entirety across all laboratory processes and disciplines is crucial for the proper
diagnosis of diseases, monitoring of treatments and prognosis of outcomes. Timely detection
and characterization of epidemic prone and other diseases of public health importance
including hazardous environmental substances are dependent on the capacity and quality of
testing practices which in turn are closely related to the level of laboratory quality management
implementation.
Ethiopian laboratories of all tiers have been striving to implement laboratory quality management
system over the past few years. However, many factors have been limiting their pace towards
the ultimate goal thus necessitating further efforts in the years to come to maintain what has
been achieved so far and remaining to be accomplished. As part of this strategic objective, many
initiatives and activities will be undertaken to ensure the holistic implementation of all essentials of
quality. In this regard, initiatives and activities pertaining to ensuring organizational commitment
and support to quality services, personnel and equipment management, purchasing and
inventory, process control and improvement, information management, document and records,
occurrence management, facility and safety, customer satisfaction, assessment and monitoring
and evaluation of implementation including infrastructure upgrading will be undertaken.
Outcome:
· Laboratories implementing all essentials of laboratory Quality Management System
Key components:
· Organization and Management commitment
· External Quality Assessment
· Document and information management
41The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
· Equipment and supplies management
· Process control and process improvement
· Facility and safety
· Laboratory
· In-service Trainings
P6: Strengthening Laboratory Capacity for Referral and Backup Testing Services
Description
The health care system in Ethiopia relies upon a tiered network of laboratories that include
national and regional reference laboratories, hospital and health center laboratories with an
increasing degree of specialized testing capacity towards the apex. This variation in testing
capacities between the tiers necessitates the availability of reliable specimen referral linkage
system within the network to ensure the accessibility of laboratory testing services to all citizens.
Existing arrangements for inter-laboratory backup testing support will be strengthened to ensure
uninterrupted services due to equipment failures; human resource constraints supply shortages,
etc. The national and regional reference laboratories will serve as the main centers for referral
and backup testing services. Thus, special attention will be paid to building the capacity of
national and regional clinical and public health reference laboratories through the introduction of
advanced tests and technologies. Capacities will also be built at federal health institutions and
regional specialized hospitals to foster their abilities to provide extended referral testing services.
Utmost efforts will be made to strengthen the capacities of EPHI’s National Reference Labs
which are the backbones of the national laboratory system in the evaluation, introduction and
scaling up of novel laboratory methods and technologies.
Existing vertical and horizontal laboratory networks will be strengthened, robust and functional
national system for integrated specimen management and transportation including result
feedbacks will be developed and implemented.
Over time, EPHI aims at building the necessary capacities at all tiers or facilities to enable
them provide the expected testing services rather than relying on referral and backup support
systems.
Outcomes:
· Functional and optimized tiered laboratory network
· Robust and reliable specimen and results transportation system
· Strong and effective system for inter laboratory backup (vertical /horizontal) and referral
testing services
· New/advanced testing methods and technologies in place
Key components
· Strengthening system for Specimen referral and backup testing services
· Introduction and expansions of specialized/ esoteric tests
· Introduction of advanced methods and technologies
42 The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
P7: Improve programs/project, Institutional policies Development and Management
Description:
This objective is planned to set institutional policies, procedures and guidelines for all services
provided by the institute and to put in place effective and efficient program/project management
system. This has two major categories; first Institutional policies, procedures and guideline is
to in place complete administrational, financial and technical procedures in order to improve
efficiency and transparency and the second is Program/ project development and management
system includes priority setting, proposal development, efficient implementation, monitoring
and evaluation.
Outcome:
· Increased efficiency and effectiveness of program/ project implementation
· Ensured transparency and good governance
Key component:
· Administrative, Financial, programmatic and technical procedures and guidelines
development
· Priority setting, proposal development, implementation, monitoring, supportive
supervision and evaluation
F1: Improve financial resource mobilization and utilization efficiency
Description:
This objective is planned to avail financial resources needed to execute all the targeted activities
for the whole thematic areas. It has two major categories; financial resource mobilization and
proper utilization of the mobilized financial resources. The base for financial resource mobilization
is the costed strategic plan document. It covers resource mapping, identification of gaps by
each thematic area, development of financial resource mobilization strategy and mobilization
through proposal development, negotiation with funders and contractual agreements. Proper
financial resource utilization covers efficient use of the mobilized finance through procurement
and logistic supplies, tracking, monitoring, evaluation and inspection of program and projects.
Outcome:
· Efficient program/ project implementation
· Proper utilization of the availed resources
Key component:
· Financial resource mapping
· Detailed gap identification by thematic areas
· Development of Financial resource Mobilization strategy
· Proposal development, Negotiation, MoU signing and project commencement
· Execution and implementation in accordance with the plan and project agreement
· Monitoring and evaluation plan development
43The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
CB1: Improve Human Resource Development and Governance
Description:
This objective has three major categories. The first category is to develop health development
army through applying all HDA schemes. The second one is to have high quality human
resource for the Institute by availing human resource for the execution of planned activities
through recruitment, promotion and applying different retention schemes; skill development
through short and long term trainings based on identified training needs, establishing public health
training operational system, which consists making the National Public Health Center (NPHTC)
fully operational by creating proper structure, operational set up and curricula development.
The third category is providing long term and short term training to improve overall skill and
knowledge of health workers that contribute for health sector transformation.
Out comes:
· Skilled and high caliber work force
· Efficient health service delivery in the Institute
Key component:
· HDA development scheme through continuous evaluation and upgrading
· Identification of human resource gap and designing strategy to fill it
· Capacity development of the Institute HR through long term and short term training
· Implementing staff retention schemes
· Establishing the public health training center operational system
CB2: Enhance Infrastructure and System development
Description:
The Infrastructure part of the objective is the physical construction of the Institute’s premise and
technical facilities to enhance institutional capacities. System development part of the objective
is the automation, data base and online communication establishment for efficient and effective
execution of EPHI’s mission.
Outcome:
· Efficient performance
· Intensive technical facilities with established technology
· Fully Automated and efficient systems
Key component:
· Survey and design work based on the targeted needs
· Contract out and physical construction
44 The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
· System design and networking
· Contract out and operationalize the system
CB3: Enhance Communication, Coordination and Partnership
Description:
This objective has two categories; the first is to have effective and efficient communication
to promote and publicize the services and achievements of the Institute to the general public
and other stakeholders. The second is to strengthen coordination and partnership with local,
regional and international partnership towards achieving the mission and vision of the Institute.
Outcome:
· Increased public awareness on the service provision
· Better performance through partnership
Key component:
· Identification of target audiences
· Develop and implement communication strategy
· Identification of local, regional and international partners
· Create forum based on the intended partnership
· Build coordination and partnership
45The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
3.5. The Second EPHI’s SPM Strategy Map
Engaged Leadership: Interactive Communication
Com
mun
ityIn
tern
al P
roce
ssLe
arni
ng a
nd G
row
thFi
nanc
ial
Ste
war
dshi
p
C2: Improve publichealth emergency
response andrehabilitation
C1: Improve translationand utilization ofevidence based
information, productionpackages and products
C4: Enhancecommunityownership
P4: Improve publichealth emergency
preparedness
P3: Improve technologyevaluation and
transfer
P2: Improving researchand evaluation on key
health and nutrition issues
CB2: Enhance infrastructureand system development
CB3: Enhance communication,coordination and partnership
F1: Improve efficient mobilization and utilization of financial resources
Vision: To be a centre of excellence in public health in Africa
C3: Increase andmainatain quality
assured laboratories
CB1: Improve humanresource development,
management andgovernance
P1: Improve publichealth surveillance
systemP6: Strengthening
laboratory capacity forreferral and backup
testing sevices
P5: Enhance laboratoryquality management
system implementationP7: Improve programs/ projects
and institutional policiesdevelopment and
management
Figure-12: The EPHI Strategy Map (DNA of EPHI)- 2015/16-2019/2020
46 The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
3.6. Performance Measures and Initiatives for EPHI’s SPM-II
3.6.1. C1. Improve utilization of evidence based information, production packages and products
Performance measures:
By the end of 2020:
1. Thirty one synthesized evidence-based information generated and disseminated for
decision making in five years
2. 89% of synthesized evidence-based information utilized by decision making,
3. Five types of vaccines and serum products distributed in five years.
4. 99% of doses/vials of vaccines and Anti-Sera products utilized,
5. Ten production packages disseminated in five years
6. 99% of production packages utilized,
7. Sixty one types of diagnostic technologies disseminated in five years
8. 99% of distributed diagnostic technologies utilized
Strategic Initiatives:
1. Disseminate evidence based information, product packages and products
2. Ensure translation and utilization of evidence based information, product packages and
products
3.6.2. C2: Improve public health emergency response and rehabilitation1
Performance measures:
By the end of 2020:
1. Increase proportion of affected people provided rehabilitation from 36% to 95%,
2. 85% of epidemics controlled within the standard of mortality,
3. Proportion of health facilities rehabilitation increased to 95%,
4. 95% of public health risks averted.
Strategic Initiatives:
1. Strengthen Epidemic response and rehabilitation
1 Operational definition for Rehabilitation includes .1 maintaining basic health service by erecting temporary shelters, mobilization of health workers and/or provision of emergency health kits. 2. Giving psychosocial support during a disaster.
47The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
3.6.3. C3: Increase and maintain quality assured laboratoriesPerformance measures:
By the end of 2020:
1. Increase proportion of hospital and regional laboratories with SLIPTA Star-levels 3-5,
from 20% to 100%
2. Increase proportion of health center laboratories with SLIPTA Star-levels 1-5, from 1% to
85%
3. 375 laboratories accredited with limited scope accreditation (LSA) ISO 15189 and/or
17025 in five years
4. 97 laboratories accredited with full scope accreditation ISO 15189 and/or 17025 in five
years
5. 100% of laboratories improving their limited scope accreditation (LSA) status
6. 100% of laboratories maintaining their full accreditation status
7. Increase customer satisfaction to ≥95% within five years
Strategic Initiatives:
1. Implementation of Stepwise Laboratory Quality Improvement Process towards
Accreditation (SLIPTA)
3.6.4. C4: Enhance community ownershipPerformance measures:
By the end of 2020:
1. Increase proportion of Kebeles implementing community based surveillance, from 0 to
80%.
Strategic Initiatives:
1. Implementation of community based surveillance
3.6.5. P1: Improve Public Health Surveillance System Performance measures:
By the end of 2020:
1. 43 publications produced in peer reviewed journals from surveillance in five years
2. 197 technical reports produced from surveillance in five years
3. 95% of health facilities reporting complete and timely weekly diseases report
4. Increase proportion of health facilities using e-PHEM reporting, from 0 to 80%
48 The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
Strategic Initiatives:
1. Surveillance of diseases and their determinants
2. Surveillance of drugs and insecticide resistance
3. Surveillance of food and nutrition issues
4. Surveillance of reproductive health issues
5. Strengthen routine Surveillance (IDS, Nutrition)
6. Establish Emergency Operation Centres (EOCs)
3.6.6. P2: Improve research and evaluation on key health and nutrition issues
Performance measures:
By the end of 2020:
1. 153 publications produced in peer reviewed journals from research in five years
2. 683 technical reports produced from research in five years
Strategic Initiatives:
1. Conduct diseases and their determinants research
2. Perform traditional and modern medicine research
3. Conduct food and nutrition research
4. Carryout policy, strategy and program evaluations
5. Conduct health system research
6. Conduct environmental, occupational health and their determinants research
7. Conduct reproductive health research
3.6.7. P3: Improve technology evaluation and transfer Performance measures:
1. Five vaccines and serum products produced.
2. Ten production packages generated.
3. Sixty one types of diagnostic technologies evaluated and recommended.
4. 45 publications produced in peer reviewed journals
5. 91 technical reports produced from technology evaluation and transfer in five years
Strategic Initiatives:
1. Develop health technology production packages from abroad and indigenous practices
49The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
2. Production of health technology products
3. Evaluation of diagnostic and disease preventive technologies
3.6.8. P4: Improve public health emergency preparedness Performance measures:
By the end of 2020:
1. Increase proportion of identified potential epidemics with adequate Emergency Drug &
Kits (EDKs) and other supplies from 71% to 95%
Strategic Initiatives:
1. Vulnerability Assessment and Risk mapping (VRAM) and avail emergency supplies
3.6.9. P5: Enhance laboratory quality management system implementation
Performance measures:
By the end of 2020:
1. Increase proportion of laboratories implementing all essentials of LQMS from 30% to
100%
2. 430 laboratories equipped with electronic LIS in five years
3. Increase proportion of laboratories participating in EQA from 75% to 100%
4. Thirteen equipment maintenance workshops established and/ or strengthened in five
years
5. 100% of laboratories below 5% service interruption rate due to equipment failures and/or
supply stock outs
6. 100% of EQA rechecking laboratories with database
Strategic Initiatives:
1. Implementing External Quality Assessment (EQA)
2. Documents and information management
3. Equipment and supplies management
4. Process control and process improvement
5. Facility and safety
50 The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
3.6.10. P6: Strengthening Laboratory Capacity for Referral and Backup Testing Services Performance measures:
By the end of 2020:
1. Increase proportion of laboratories networked to referral testing services from 60% to
100%
2. 100 % of health facilities have implemented test menu per established standard
3. 35 facilities capacitated (Full packages) for detection and characterization of epidemic
prone disease and other disease of Public Health importance
4. 100% provision for national, regional and international referral network system at all times
for epidemic prone and other disease of public health importance.
Strategic Initiatives:
1. Strengthening laboratory network and referral testing services
2. Strengthening diagnostic capacity of Laboratories
3.6.11. P7: Improve programs/projects and institutional policies development and management
Performance measures:
By the end of 2020:
1. 16 programs/projects monitoring rounds conducted in five years.
2. 7 programs/projects/SPM evaluations conducted in five years.
3. 50 Institutional policies, guidelines and manuals developed and updated in five years.
Strategic Initiatives:
1. Strengthening program/project monitoring and evaluation system
2. Strengthen administrative and technical policies and guidelines
3.6.12. F1: Improve financial resource mobilization and utilization efficiency
Performance measures:
By the end of 2020:
1. Increase proportion of mobilized financial resource from 80% to 100%
2. Increase proportion of utilized resources from 75% to 100%
3. 100% of good performance compliance issues in line with the standards
51The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
4. 100% of procured and availed goods & supplies, construction and services
5. Reduce stock wastage rate to 2%.
6. Reduce procurement lead time from 240 days to 120 days
Strategic Initiatives:
1. Establish efficient financial resource mobilization and utilization system
2. Strengthening logistics management system
3.6.13. CB1: Improve Human Resource Development, Management and Governance
Performance measures:
By the end of 2020:
1. Increase proportion of employees achieving best performance with HDA Capacity
Building scheme to 95%
2. Increase proportion of employees trained with Long Term Training (LTT) from 95% to
100%
3. Increase proportion of employees trained with Short Term Training (STT) from 98% to
100%
4. Reduce staff attrition rate to 3%
5. 100% of standards achieving good governance
6. Increase staff satisfaction to 95%
Strategic Initiatives:
1. Strengthen HDA of the Institute to enhance performance and productivity
2. Strengthen Human Resource Development through trainings
3. Recruit and retain the skilled human resource
4. Enhance good governance
5. Mainstreaming of gender, HIV control and environmental issues
3.6.14. CB2: Enhance Infrastructure and System development
Performance measures:
By the end of 2020:
1. Fourteen physical facilities established in five years
2. Seventeen operations automated and put into operation
52 The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
Strategic Initiatives:
1. Build and strengthen administrative and technical infrastructures
2. Developing database(one data clearing house) and automate all operations
3.6.15. CB3: Enhance Communication, Coordination and Partnership
Performance measures:
By the end of 2020:
1. Three communication systems developed and operationalized
2. Thirty two national/regional/ international collaborations established in five years
3. Nineteen national/regional/ international partnerships established in five years
4. 100% of national/regional/ international collaborations and partnerships maintained
Strategic Initiatives:
1. Establish information and communication system
2. Strengthening collaboration and partnership at all level
53The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
CHAPTER 4
54 The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20C
hapt
er 4
: Cos
ting,
Fin
anci
ng a
nd R
esou
rce
Map
pin
g
The
budg
et h
as b
een
estim
ated
bas
ed o
n ac
tivity
cos
ting
and
orga
nize
d by
the
stra
tegi
c ob
ject
ives
. Ta
ble-
4: B
udge
t map
ping
by
stra
tegi
c ob
ject
ives
S. O
bjec
tives
Bud
get (
in U
SD
) by
budg
et y
ears
(‘00
0’)
2015
/16
2016
/17
2017
/18
2018
/19
2019
/202
0
Com
mitt
edG
apTo
tal
Com
mitt
edG
apTo
tal
Com
mitt
edG
apTo
tal
Com
mitt
edG
apTo
tal
Com
mitt
edG
apTo
tal
C1:
Impr
ove
utiliz
atio
n of
evi
denc
e ba
sed
info
rmat
ion,
pro
duct
pa
ckag
es a
nd p
rodu
cts
3337
8274
1034
1192
2866
3860
6229
2700
7860
6187
6062
6527
463
3552
9938
2762
3839
3373
3934
11
C2:
Impr
ove
publ
ic h
ealth
em
erge
ncy
resp
onse
and
re
habi
litat
ion
8000
-80
0071
50-
7150
7865
-78
6586
5186
5195
1795
17
C3:
Incr
ease
and
m
aint
ain
qual
ity a
ssur
ed
labo
rato
ries
10
81-
1081
1040
-10
4010
50-
1050
-10
4010
40-
5261
5261
C4:
Enh
ance
com
mun
ity
owne
rshi
p5,
800
-5,
800
5,80
0-
5,80
05,
800
-5,
800
5,80
0-
5,80
05,
800
-5,
800
P1:
Impr
ove
publ
ic h
ealth
su
rvei
llanc
e sy
stem
16
5190
1363
417
8824
1757
4684
,279
2600
2518
9994
9723
628
7230
2152
619
125
4065
122
874
8563
3143
7
P2:
Impr
ove
rese
arch
and
ev
alua
tion
on k
ey h
ealth
&
nutr
ition
issu
es72
5795
5488
178
0676
1573
159
317
7504
871
5126
703
3385
471
667
2797
299
639
3095
810
979
4193
7
P3:
Impr
ove
tech
nolo
gy
eval
uatio
n an
d tr
ansf
er
3750
1403
717
787
4125
1492
5617
1875
2555
327
428
2064
1542
117
485
2167
1484
117
008
P4:
Impr
ove
publ
ic h
ealth
em
erge
ncy
prep
ared
ness
8377
38-
8377
3889
8832
-89
8832
9680
15-
9680
15-
8371
1683
7116
9208
2892
0828
P5:
Enh
ance
labo
rato
ry
qual
ity m
anag
emen
t sy
stem
impl
emen
tatio
n50
68-
5068
6753
-67
5333
53-
3353
-27
5327
53-
2453
2453
P6:
Stre
ngth
enin
g La
bora
tory
Cap
acity
for
Ref
erra
l and
Bac
kup
Test
ing
Ser
vice
s
2083
-20
8320
50-
2050
2050
-20
50-
2050
2050
-20
5020
50
55The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
P7:
Impr
ove
prog
ram
s/pr
ojec
ts a
nd In
stitu
tiona
l po
licie
s D
evel
opm
ent a
nd
Man
agem
ent
3350
-33
5032
10-
3210
3956
3956
3636
3636
5212
-52
12
F1: I
mpr
ove
finan
cial
re
sour
ce m
obiliz
atio
n an
d ut
ilizat
ion
effic
ienc
y84
2067
7315
193
6212
3713
9925
6728
4084
1081
273
6444
9211
856
8035
4941
1297
6
CB
1: Im
prov
e H
uman
R
esou
rce
Dev
elop
men
t, m
anag
emen
t and
G
over
nanc
e
1025
010
250
7425
7425
8168
8168
8984
8984
9883
9883
CB
2: E
nhan
ce
Infra
stru
ctur
e an
d S
yste
m
deve
lopm
ent
2189
0060
0022
4900
1936
0019
3600
2026
7020
2670
2155
021
550
8600
8600
CB
3: E
nhan
ce
Com
mun
icat
ion,
C
oord
inat
ion
and
Par
tner
ship
1350
1350
2700
110
110
220
121
121
242
133
133
266
147
146
293
Tota
l23
3055
710
4085
2434
642
1614
422
1549
7317
6939
514
0887
475
9884
2168
758
1701
8712
7405
214
4423
993
714
1372
952
1466
666
Tabl
e -5
: Gap
ana
lysi
s of
fund
ing
(in U
SD
In ‘0
00’)
Bud
get Y
ear
Tota
l est
imat
ed c
ost
Res
ourc
e C
omm
itted
Res
ourc
e G
apG
over
nmen
tA
idTo
tal
2015
/16
2434
642
7962
6115
3429
623
3055
710
4085
2016
/17
1769
395
7654
7384
8949
1614
422
1549
73
2017
/18
2168
758
1277
4912
8112
514
0887
475
9884
2018
/19
1444
239
1635
9865
8917
0187
1274
052
2019
/202
014
6666
667
195
2651
993
714
1372
952
Tota
l92
8370
019
2027
636
9747
856
1775
436
6594
6
56 The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
CHAPTER 5
57The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
Chapter 5: EPHI SPM Implementation Arrangement
5.1. Strengthen integration and coordination for successful implementation of the SPM The full implementation of the five years strategic plan requires active involvement and participation
of all the stakeholders and partners from community level to central level in accordance with the
roles and responsibilities given to them. The management of SPM comprises structured consultation
forums and a joint decision-making framework. The plan will be implemented in a coordinated manner,
with the collaboration of all the stakeholders and partners by implementing regulations and strategies
such as International Health Regulation, the one health approach, and Global Health Security Agenda.
Additional technical knowhow and resources will be mobilized using all the opportunities that arise in
the process. To coordinate and manage the implementation of the EPHI’s SPM, the Institute will have
the consultative and review institutional frameworks as described below so as to have the integrated
and well-coordinated institutional frameworks.
5.1.1. Joint Partnership and Coordination Forum (JPCF)This coordination forum comprises DG, DDGs, representative from FMOH, key partners
representatives from the three thematic area who give guidance on the implementations of
strategic activities and overview the performances of the three joint partnership coordination
forums of the thematic areas. DG and PMED will serve as the chairman and secretary of this
forum, respectively, and the forum will meet biannually (every 6 months).
The main roles of the forum are:
· Follow up and gives advice on the major strategic activities
· Advise on the resource mobilization and support alternatives
· Review reports and give feedback on key programmes/projects performances
· Overview the supportive supervision findings and give feedback for improvement
5.1.2. Joint Partnership Coordination Forum of Research and Technology Transfer (JPCF-RTT)
This coordination forum comprises DDG of RTT, key Public Health Research University
institutions representatives, One Research Responsible Head from each RHB. This committee
is chaired by DDG- RTT and have regular meeting once in two months. The Secretary for this
forum is SERO.
The main roles of the forum are:
· Agenda setting and discuss on key focus area of research priorities, and guide on the
research resource mobilization and support alternatives
CHAPTER 5
58 The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
· Review reports and give feedback on key research programs performances and
documentation
· Overview the research and technology transfer development policy briefings.
5.1.3. Joint Partnership Coordination Forum of PHEM (JPCF-PHEM)
This coordination forum comprises DDG of PHEM, key partners’ representatives working on
PHE, PHEM Heads from each RHB, relevant experts and PR from EPHI. The forum is chaired
by DDG of PHEM and the regular meeting will be held once in two months. The Secretary for
this forum is the EPHI’s public relation.
The main duties are:
· Follow up and give guidance on the PHEM, and work in collaboration with the other
sectors
· Guide on the resource mobilization and support alternatives
· Mobilize all necessary resources at times of emergency
· Review reports and give feedback on key program performances
· Overview the supportive supervision findings and give feedback for improvement
5.1.4. Joint Partnership Coordination Forum for Laboratory Quality Management (JPCF-LQM)
This coordination forum comprises LCB, Technical experts from key partners, regional laboratory
heads from RHBs and representatives working in laboratory quality assurance. The forum is
chaired by LCB and Secretary is up on assignment by the forum. The forum regular meeting
will be once in two months.
The main duties and responsibilities of the forum are:
· Follow up and give guidance on the major laboratory quality management and
maintenance management
· Work on the resource mobilization and support alternatives
· Review reports and give feedback on key program performances
5.2. Ensuring the sustainability of the Institute’s achievementsThe Institute has planned the SPM to implement it in coordination and collaboration with stakeholders
and partners by decentralizing and cascading the SPM into regions. The stakeholders and partners
will use this strategic plan to guide them for the development of locally appropriate strategic plans
and action plans and design its implementation arrangements. Improvement of national and regional
public health research institutes, universities and others engaged in public health research and
capacitate them in terms of trainings, research methodologies and infrastructure. Coordination of
national public health research, policy/program/strategy evaluation and surveillance in collaboration
59The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
with similar institutions based on the country priority health agenda. Strengthening collaboration and
partnership of public health research by developing, institutionalizing and implementing one health
research framework that evolve potential partners such as local and international Research institutes,
Universities, and others engaged in public health and related research. Intramural and extramural
research approach will be applied for successful implementation of the SPM.
5.2.1. Improve human resource through trainingThe human resource capacity of the PHEM, laboratory quality system and research structures
will be strengthened. The research and laboratory quality system structures will be strengthened
at national and regional level. Long term and short term trainings will be given to enhance
the capacity of EPHI staffs as well as the regions. Short term trainings will be given for health
professionals (regions, health facilities) to strengthen research, laboratory quality, and PHEM. The
PHEM structures at national, regional, zonal, woreda levels as well as the critical Directorates
in MoH, EPHI and other Institutions such as Ministry of Agriculture will be staffed with highly
trained health workers (Field Epidemiologists). Basic level trainings on PHEM will also be given
to all Woreda level PHEM staffs.
5.2.2. Strengthen Capacity in Infrastructure and Logistic Enhancing the capacity of laboratory physical infrastructures and resource availability is paramount
for the Institute’s success. The Institute has planned to establish high level laboratories and
emergency operation centers. The Institute has consumed large amount of budget for vehicle
rent every year; so that it is critical to purchase and make avail the required amount of vehicles for
sustainable implementation of its SPM throughout the five years and beyond.
The surveillance of diseases, early detection of outbreaks and responding to any of the outbreaks
in fastest possible ways will be achieved through transformation of the reporting system by
full implementation of electronic reporting system (e-PHEM). Laboratory capacity at national
and regional levels will be upgraded so that prompt laboratory diagnosis of pathogens will be
achieved.
5.2.3. Project design and implementationThe Institute will focus on appropriate project cycle management to develop mega projects
in coordination and collaboration with stakeholders and partners for sustainable resource
mobilization and SPM implementation. Partners will also use the plan for identifying and
developing strategic roles to fill gaps in technical and resources inputs critical for the attainment
of the strategic objectives.
5.2.4. Planning and BudgetingBy cascading the SPM into annual plans of action, joint planning and reviews with stakeholders
and partners will be conducted every year throughout the SPM implementation period.
Collaboration, partnership, and agreements with all stakeholders and partners/funders are
expected to focus on priorities and targets of the strategic and annual plans. Budgeting will be
done every year based on priorities, targets, and availability of resources from goverment and
partners.
60 The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
CHAPTER 6
61The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
Chapter 6:EPHI SPM Monitoring and Evaluation Framework
6.1. The Indicators and Targets for SPM Monitoring and EvaluationPlanning, Monitoring and Evaluation Framework
The Institute upgraded the Planning Monitoring and Evaluation structure to directorate level to scale up its monitoring and evaluation efforts. The BSC based planning and progress monitoring will be followed. The Institute’s annual planning emanates from and based on the strategic plan prioritized areas. The plan will coordinate and guide the development of mega projects in close collaboration with concerned directorates and stakeholders. Annual joint plan will be conducted with the public wing including regional health bureaus and selected stakeholders.
The Institute’s monitoring and evaluation framework would be based on the identified performance measures. Continues monitoring of progress will be conducted using the HDA forums and bottom up approach at all level starting from case team, transformation, directorate and the council forums. The consolidated report will be prepared on quarterly bases and discussed with the Institute’s general staff forum and submitted periodically to concerned stakeholders for effective and efficient evidence based decision making. Bi-annual joint progress review with prioritized stakeholders and joint supportive supervision to the regional states would be implemented. The strategic plan midterm and final evaluation will be conducted to assess the progress and impact of the Institute’s activities towards universal health care coverage. Separate evaluations will be conducted for selected mega projects and programs implemented by the Institute.
The input, output, outcome and impact indicators are listed in the M&E matrix including baseline data and targets for the next five years (Figure 13 and Table 6). The input and process indicators will be monitored routinely at every stature of the Institute to ensure efficient availability and utilization of resources and activities are getting done while the output indicators would be assessed to cheek the delivery of outputs to the final users. The outcome and impact indicators will be validated with the midterm and final evaluation of the strategic plan to assess the Institute’s contribution towards the
HSTP’s universal health coverage and beyond.
62 The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
Indicator Level Inputs Process Output Outcomes Impact
Indicator Domain
Good governance and availability of sufficient human, financial and physical resources.
Surveillance, research and evaluation, technology transferEmergency preparednessLaboratory quality & capacity
Availability of evidence based information, vaccines, supplementary foods and anti-sera productsDelivery of PHE response and rehabilitation services Enhanced laboratory quality Management System and Capacity
Uptake of availed evidence based information, vaccines, supplementary foods and other anti-sera productsAccess to PHE response and rehabilitation services Access to of quality assured laboratories
Health policies and programs Improvement Access to quality health primary services Morbidity and mortality due to public health emergency
Data Collection and Analysis
Administrative Records and Sources Synthesized Review
Financial Reports
Joint Supportive Supervision reports
Strategic Plan Midterm and Final Evaluations Projects and programs evaluations Quarter and annual reports
Communication and use
Periodic Reports, Joint Reviews, Global Reports, Conference Proceedings, Journals, books and book chapters
Figure 13: Monitoring and Evaluation Framework
Further, the Institute’s scientific conference will be conducted every year to validate and disseminate
the Institute research outputs. Project validation workshops will also be organized in collective
manner based on the research sub thematic areas. Documentation of lessons learned and organized
experience sharing with national and international peer organization especially from sub-Saharan
African countries will be conducted. Approved research project would be reviewed periodically to
check weather projects are conducting according to the scientific and ethical protocols.
63The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
Tabl
e-6:
Lis
t of p
erfo
rman
ce m
easu
res
and
targ
ets
unde
r eac
h ob
ject
ive
Sr.
No
Indi
cato
rTy
pe o
f M
easu
reFo
rmul
aD
ata
Sou
rce
Uni
t of
Mea
sure
Bas
elin
e
Targ
ets
2015
/ 16
2016
/ 17
2017
/ 18
2018
/ 19
2019
/ 20
C1.
Impr
ove
utiliz
atio
n of
evi
denc
e ba
sed
info
rmat
ion,
pro
duct
ion
pack
ages
and
pro
duct
s
C1.
I1P
ropo
rtio
n of
syn
thes
ized
ev
iden
ce-b
ased
info
rmat
ion
utiliz
ed b
y de
cisi
on m
akin
g.O
utco
me
Num
ber o
f s
ynth
esiz
ed &
ut
ilized
evi
denc
es /
num
ber o
f sy
nthe
size
d ev
iden
ce-b
ased
in
form
atio
n di
ssem
inat
ed
Ass
essm
ent
repo
rt%
Not
A
vaila
ble
6078
8389
C1.
I2
Num
ber o
f syn
thes
ized
ev
iden
ce-b
ased
info
rmat
ion
gene
rate
d an
d di
ssem
inat
ed
for d
ecis
ion
mak
ing
Out
put
-P
rogr
ess
Rep
ort
Num
ber
110
510
6
C1.
I3Ty
pes
of v
acci
nes
and
seru
m
prod
ucts
dis
trib
uted
.O
utpu
t-
Pro
gres
s R
epor
tN
umbe
r1*
1*1*
3**
4**
5**
C1.
I4P
ropo
rtio
n of
dos
es/v
ials
of
vac
cine
s an
d A
nti-S
era
prod
ucts
util
ized
.O
utpu
t
Num
ber o
f dos
es/v
ials
of
prod
ucts
util
ized
/ N
umbe
r of
dos
es/v
ials
of p
rodu
cts
dist
ribut
ed
Pro
gres
s R
epor
t%
Not
A
vaila
ble
8085
9095
99
C1.
I5P
rodu
ctio
n pa
ckag
es
diss
emin
ated
.O
utpu
t-
Pro
gres
s R
epor
tN
umbe
rN
ot
appl
icab
le1
31
23
C1.
I6P
ropo
rtio
n of
pro
duct
ion
pack
ages
util
ized
.O
utco
me
Num
ber o
f pro
duct
ion
pack
ages
ut
ilized
/ N
umbe
r of p
rodu
ctio
n pa
ckag
es d
isse
min
ated
.
Pro
gres
s R
epor
t%
Not
ap
plic
able
100
8675
8999
C1.
I7Ty
pes
of d
iagn
ostic
te
chno
logi
es d
isse
min
ated
Out
put
-P
rogr
ess
repo
rtN
umbe
r2
1013
1212
14
C1.
I8P
ropo
rtio
n of
type
s of
di
agno
stic
tech
nolo
gies
ut
ilized
Out
com
eTy
pes
of d
iagn
ostic
tech
nolo
gies
ut
ilized
/ T
ypes
of d
iagn
ostic
te
chno
logi
es d
isse
min
ated
Ass
essm
ent/
Pro
gres
s re
port
%10
070
7792
9299
64 The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
Sr.
No
Indi
cato
rTy
pe o
f M
easu
reFo
rmul
aD
ata
Sou
rce
Uni
t of
Mea
sure
Bas
elin
e
Targ
ets
2015
/ 16
2016
/ 17
2017
/ 18
2018
/ 19
2019
/ 20
C2:
Impr
ove
publ
ic h
ealth
em
erge
ncy
resp
onse
and
reha
bilit
atio
n
C2.
I1P
ropo
rtio
n of
affe
cted
peo
ple
prov
ided
reha
bilit
atio
nO
utpu
tN
o. o
f Peo
ple
prov
ided
re
habi
litat
ion/
No.
of P
eopl
e af
fect
ed b
y m
ajor
PH
Es
Pro
gres
s R
epor
t%
3680
8585
8595
C2.
I2P
ropo
rtio
n of
hea
lth fa
cilit
ies
reha
bilit
ated
Out
put
No.
of H
ealth
Fac
ilitie
s R
ehab
ilitat
ed/N
o. o
f Hea
lth
Faci
litie
s D
amag
ed
Pro
gres
s R
epor
t%
Not
av
aila
ble
8590
9595
95
C2.
I3P
ropo
rtio
n of
pub
lic h
ealth
ris
ks a
vert
edP
roce
ssN
o. o
f Pub
lic H
ealth
Ris
ks
aver
ted/
No.
of H
ealth
risk
s id
entifi
ed
Pro
gres
s R
epor
t%
Not
av
aila
ble
5075
8590
95
C2.
I4P
ropo
rtio
n of
epi
dem
ics
cont
rolle
d w
ithin
the
stan
dard
of
mor
talit
y O
utco
me
No.
of E
pide
mic
s co
ntro
lled
with
in th
e st
anda
rd o
f mor
talit
y /
No.
of E
pide
mic
s oc
curr
ed
Pro
gres
s re
port
&
surv
eilla
nce
repo
rt
%N
ot
avai
labl
e50
6075
8585
C3:
Inc
reas
e an
d m
aint
ain
qual
ity a
ssur
ed la
bora
torie
s
C3.
I1P
ropo
rtio
n of
hos
pita
l and
re
gion
al la
bora
torie
s w
ith
SLI
PTA
Sta
r-le
vels
3-5
Pro
cess
N
o. o
f hos
pita
l and
regi
onal
labs
w
ith S
LIP
TA le
vel 3
-5/T
otal
No.
of
hosp
ital &
regi
onal
labs
Aud
it/as
sess
men
t re
port
%
2040
6080
9010
0
C3.
I12
Pro
port
ion
of h
ealth
cen
ter
labo
rato
ries
with
SLI
PTA
S
tar-
leve
ls 1
-5P
roce
ss
No.
of h
ealth
cen
ter l
abs
with
S
LIP
TA s
tar l
evel
1-5
/Tot
al N
o. o
f he
alth
cen
ters
labs
Aud
it/as
sess
men
t re
port
%
110
2040
6085
C3.
I13
Num
ber o
f lim
ited
scop
e ac
cred
ited
(LS
A) l
abor
ator
ies
to IS
O 1
5189
and
/or 1
7025
O
utpu
t Li
mite
d sc
ope
accr
edita
tion
(for
one
or m
ore
test
s)P
rogr
ess
repo
rtN
umbe
r 2
4560
7590
105
C3.
I14
Num
ber o
f ful
l sco
pe
accr
edite
d la
bora
torie
s to
IS
O 1
5189
and
/or 1
7025
Out
put
Full
scop
e ac
cred
itatio
n (
for a
ll te
sts)
Pro
gres
s re
port
Num
ber
06
618
2938
65The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
Sr.
No
Indi
cato
rTy
pe o
f M
easu
reFo
rmul
aD
ata
Sou
rce
Uni
t of
Mea
sure
Bas
elin
e
Targ
ets
2015
/ 16
2016
/ 17
2017
/ 18
2018
/ 19
2019
/ 20
C3.
I15
Pro
port
ion
of la
bs im
prov
ing
th
eir L
SA
sta
tus
Out
put
Num
ber o
f lab
s th
at e
xpan
d th
eir
LSA
by
at le
ast o
ne te
st ty
pe /
All
num
ber o
f lab
s w
ith L
SA
Pro
gres
s re
port
%
010
0 10
010
010
010
0
C3.
I16
Pro
port
ion
of la
bs
mai
ntai
ning
the
ir ac
cred
itatio
n st
atus
Out
put
Num
ber o
f lab
s m
aint
aini
ng th
eir
accr
edita
tion
stat
us/A
ll nu
mbe
r of
acc
redi
ted
labs
to I
SO
151
89
and/
or 1
7025
Pro
gres
s re
port
%0
100
100
100
100
100
C3.
I7P
erce
nt o
f cus
tom
er
satis
fact
ion
Out
com
e
Num
ber o
f cus
tom
ers
satis
fied
(with
≥80
per
cent
) /to
tal n
umbe
r of
cus
tom
ers
incl
uded
in th
e su
rvey
Sur
vey
repo
rt%
Not
av
aila
ble
5060
7585
≥95
C4:
Enh
ance
com
mun
ity o
wne
rshi
p
C4.
I1P
ropo
rtio
n of
keb
eles
that
im
plem
ent c
omm
unity
bas
ed
surv
eilla
nce
Pro
cess
N
o. o
f ke
bele
s im
plem
entin
g co
mm
unity
sur
veilla
nce
/Tot
al N
o.
of k
ebel
es in
Eth
.
Pro
gres
s R
epor
t %
00
1040
6080
P1:
Impr
ove
Pub
lic H
ealth
sur
veilla
nce
Sys
tem
P1.
I1N
umbe
r of p
ublic
atio
ns
prod
uced
on
peer
revi
ewed
jo
urna
ls f
rom
sur
veilla
nce
Out
put
-P
rogr
ess
Rep
ort
Num
ber
717
1014
1728
P1.
I2N
umbe
r of t
echn
ical
repo
rts
prod
uced
from
sur
veilla
nce.
Out
put
-P
rogr
ess
Rep
ort
Num
ber
2421
5344
4841
P1.
I3P
ropo
rtio
n of
hea
lth fa
cilit
ies
repo
rtin
g co
mpl
ete
and
timel
y w
eekl
y di
seas
es re
port
Out
put
Num
ber o
f Hea
lth F
acilit
ies
send
w
eekl
y re
port
on
Thur
sday
/N
o of
Hea
lth F
acilit
ies
Expe
cted
to
repo
rt
Sur
veilla
nce
Rep
ort
%77
8590
9595
95
P1.
I4P
ropo
rtio
n of
hea
lth fa
cilit
ies
usin
g e-
PH
EM re
port
ing
Out
put
No.
of H
ealth
Fac
ilitie
s us
ing
e-P
HEM
/# o
f Hea
lth F
acilit
ies
Expe
cted
to re
port
Sur
veilla
nce
repo
rt%
Not
A
vaila
ble
3045
5075
80
66 The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
Sr.
No
Indi
cato
rTy
pe o
f M
easu
reFo
rmul
aD
ata
Sou
rce
Uni
t of
Mea
sure
Bas
elin
e
Targ
ets
2015
/ 16
2016
/ 17
2017
/ 18
2018
/ 19
2019
/ 20
P1.
I5P
ropo
rtio
n of
PH
EM w
eekl
y di
seas
es re
port
s(bu
lletin
s)
dist
ribut
ed
Num
ber o
f PH
EM w
eekl
y di
seas
es b
ulle
tins
dist
ribut
ed/
Tota
l No.
of W
eeks
Pro
gres
s R
epor
t%
7785
8895
9598
P1.
I6P
ropo
rtio
n of
pos
t epi
dem
ic
asse
ssm
ent c
ondu
cted
Out
put
No.
of P
ost E
pide
mic
s as
sess
men
t con
duct
ed/N
o. o
f m
ajor
pub
lic h
ealth
em
erge
ncie
s oc
curr
ed
Pro
gres
s R
epor
t%
5070
7585
8590
P2:
Impr
ove
rese
arch
and
eva
luat
ion
on k
ey h
ealth
and
nut
ritio
n is
sues
P2.
I1N
umbe
r of p
ublic
atio
ns
prod
uced
in p
eer r
evie
wed
jo
urna
lsO
utpu
t-
Pro
gres
s R
epor
tN
umbe
r93
2939
4960
78
P2.
I2N
umbe
r of t
echn
ical
repo
rts
prod
uced
from
rese
arch
and
ev
alua
tion
Out
put
-P
rogr
ess
Rep
ort
Num
ber
3385
116
130
145
167
P3:
Impr
ove
tech
nolo
gy e
valu
atio
n an
d tr
ansf
er
P3.
I1Ty
pes
of v
acci
nes
and
seru
m
prod
ucts
pro
duce
dO
utpu
tP
rogr
ess
Rep
ort
Num
ber
1*1*
1*3*
*4*
*5*
*
P3.
I2N
umbe
r of p
rodu
ctio
n pa
ckag
es g
ener
ated
Out
put
-P
rogr
ess
Rep
ort
Num
ber
01
31
23
P3.
I3Ty
pes
of d
iagn
ostic
te
chno
logi
es e
valu
ated
and
re
com
men
ded
for u
seO
utpu
t-
Pro
gres
s R
epor
tN
umbe
r2
1013
1212
14
P3.
I4N
umbe
r of p
ublic
atio
ns
prod
uced
in p
eer r
evie
wed
jo
urna
lsou
tput
-P
rogr
ess
Rep
ort
Num
ber
85
69
1213
P3.
I5N
umbe
r of t
echn
ical
repo
rts
prod
uced
ou
tput
-P
rogr
ess
Rep
ort
Num
ber
012
1718
1826
NB
:
* Th
e sa
me
prod
uctio
n of
the
prod
uct w
ill co
ntin
ue o
nly
for 2
yea
rs.
** N
ewly
dev
elop
ed p
rodu
cts
prod
uctio
n w
ill co
ntin
ue.
67The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
Sr.
No
Indi
cato
rTy
pe o
f M
easu
reFo
rmul
aD
ata
Sou
rce
Uni
t of
Mea
sure
Bas
elin
e
Targ
ets
2015
/ 16
2016
/ 17
2017
/ 18
2018
/ 19
2019
/ 20
P4:
Impr
ove
publ
ic h
ealth
em
erge
ncy
prep
ared
ness
P4.
I1
Pro
port
ion
of id
entifi
ed
pote
ntia
l epi
dem
ics
with
ad
equa
te E
DK
s an
d ot
her
supp
lies
Out
put
No.
of P
oten
tial e
pide
mic
s w
ith
adeq
uate
ED
Ks
and
supp
lies/
No.
of
iden
tified
Pot
entia
l epi
dem
ics
Pro
gres
s re
port
%71
7580
8590
95
P5:
Enh
ance
labo
rato
ry q
ualit
y m
anag
emen
t sys
tem
impl
emen
tatio
n
P5.
I1P
ropo
rtio
n of
labo
rato
ries
impl
emen
ting
all e
ssen
tials
of
LQM
S
Out
put
Num
ber o
f lab
orat
orie
s im
plem
entin
g LQ
MS
/To
tal
num
ber o
f lab
orat
orie
s in
the
coun
try
Pro
gres
s re
port
%30
5065
8095
100
P5.
I2N
umbe
r of l
abor
ator
ies
with
ele
ctro
nic
labo
rato
ry
Info
rmat
ion
Sys
tem
O
utpu
t -
Pro
gres
s re
port
Num
ber
2240
6080
100
150
P5.
I3
Pro
port
ion
of la
bora
torie
s pa
rtic
ipat
ing
in E
xter
nal
qual
ity a
sses
smen
t pro
gram
s (E
QA
)
Out
put
No.
of l
abor
ator
ies
part
icip
ated
in
EQA
/To
tal n
umbe
r of l
abor
ator
ies
in th
e co
untr
y
Pro
gres
s re
port
%
7580
8590
9510
0
P5.
I4
Num
ber o
f equ
ipm
ent
mai
nten
ance
wor
ksho
ps
esta
blis
hed
and/
or
stre
ngth
ened
Out
put
-P
rogr
ess
repo
rtN
umbe
r 4
913
1313
13
P5.
I5
Pro
port
ion
of la
bora
torie
s be
low
5%
ser
vice
in
terr
uptio
n ra
te d
ue to
eq
uipm
ent f
ailu
res
and/
or
supp
ly s
tock
out
s
Out
put
No.
of l
abs
belo
w 5
% s
ervi
ce
inte
rrup
tion
rate
/Tot
al N
o. o
f gov
. la
bs in
the
coun
try
Pro
gres
s re
port
%N
ot
Ava
ilabl
e40
6075
8510
0
P5.
I6P
ropo
rtio
n of
EQ
A
rech
ecki
ng la
bora
torie
s w
ith
data
base
Out
put
Num
ber o
f lab
orat
orie
s w
ith
data
base
/ to
tal n
umbe
r of E
QA
re
chec
king
labo
rato
ries
in th
e co
untr
y
Pro
gres
s re
port
%5
2550
7585
100
68 The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
Sr.
No
Indi
cato
rTy
pe o
f M
easu
reFo
rmul
aD
ata
Sou
rce
Uni
t of
Mea
sure
Bas
elin
e
Targ
ets
2015
/ 16
2016
/ 17
2017
/ 18
2018
/ 19
2019
/ 20
P6:
Stre
ngth
enin
g La
bora
tory
Cap
acity
for R
efer
ral a
nd B
acku
p Te
stin
g S
ervi
ces
P6.
I1P
ropo
rtio
n of
labo
rato
ries
netw
orke
d to
re
ferr
al te
stin
g se
rvic
esO
utpu
t N
umbe
r of l
abs
havi
ng a
cces
s to
refe
rral
test
ing
serv
ices
/ to
tal
num
ber o
f ref
errin
g la
bora
torie
s
Ass
essm
ent
repo
rt
%60
7580
8590
100
P6.
I2P
ropo
rtio
n of
hea
lth fa
cilit
ies
have
impl
emen
ted
test
men
u pe
r est
ablis
hed
stan
dard
Out
put
Num
ber o
f lab
s im
plem
ente
d tie
r lev
el s
tand
ard
men
u /
tota
l nu
mbe
r of l
abor
ator
ies
in th
e co
untr
y
Ass
essm
ent
repo
rt%
Not
av
aila
ble
4060
8090
100
P6.
I3
Num
ber o
f fa
cilit
ies
capa
cita
ted
for d
etec
tion
and
char
acte
rizat
ion
of e
pide
mic
pr
one
dise
ase
and
othe
r di
seas
e of
Pub
lic H
ealth
im
port
ance
Out
put
-P
rogr
ess
repo
rtN
umbe
r5
510
105
5
P6.
I4
Pro
port
ion
of te
st s
ervi
ce
prov
isio
n fo
r nat
iona
l, re
gion
al a
nd in
tern
atio
nal
refe
rral
net
wor
k sy
stem
at a
ll tim
es fo
r epi
dem
ic p
rone
and
ot
her d
isea
se o
f pub
lic h
ealth
im
port
ance
Out
put
Num
ber o
f tes
t ser
vice
s pr
ovid
ed
/Tot
al n
umbe
r of t
est s
ervi
ce
requ
este
d in
the
refe
rral
net
wor
k sy
stem
Ass
essm
ent
repo
rt a
nd /
or p
rogr
ess
repo
rt
%N
ot
avai
labl
e10
010
010
010
010
0
P7:
Impr
ove
prog
ram
s/pr
ojec
ts a
nd in
stitu
tiona
l pol
icie
s de
velo
pmen
t and
man
agem
ent
P7.
I1N
umbe
r of p
rogr
ams/
proj
ects
mon
itorin
g ro
unds
co
nduc
ted
Out
put
-pr
ogre
ss
repo
rtN
umbe
r20
44
44
4
P7.
I2N
umbe
r of e
valu
atio
ns
cond
ucte
d O
utpu
t-
prog
ress
re
port
Num
ber
11
22
2
69The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
Sr.
No
Indi
cato
rTy
pe o
f M
easu
reFo
rmul
aD
ata
Sou
rce
Uni
t of
Mea
sure
Bas
elin
e
Targ
ets
2015
/ 16
2016
/ 17
2017
/ 18
2018
/ 19
2019
/ 20
P7.
I3N
umbe
r of
Inst
itutio
nal
polic
ies/
guid
elin
es/m
anua
ls
deve
lope
d an
d up
date
dO
utpu
t-
prog
ress
re
port
Num
ber
1012
1214
66
F1: I
mpr
ove
finan
cial
reso
urce
mob
ilizat
ion
and
utiliz
atio
n ef
ficie
ncy
F1.I1
Pro
port
ion
of m
obiliz
ed
finan
cial
reso
urce
O
utpu
tM
obiliz
ed fi
nanc
ial r
esou
rce
in
Birr
/ To
tal fi
nanc
ial g
ap id
entifi
ed
in B
irr
Pro
gres
s re
port
%65
7075
8085
90
F1.I2
Pro
port
ion
of u
tiliz
ed
reso
urce
s O
utpu
tU
tiliz
ed re
sour
ces/
Pla
nned
re
sour
ces
to u
tiliz
eP
rogr
ess
repo
rt%
7585
9597
100
100
F1.I3
Pro
port
ion
of g
ood
perfo
rman
ce c
ompl
ianc
e is
sues
in li
ne w
ith th
e st
anda
rds
Out
put
Num
ber o
f goo
d pe
rform
ance
co
mpl
ianc
e is
sues
han
dled
w
ith ≥
90%
per
fect
ion
as p
er
set s
tand
ards
/ To
tal n
umbe
r of
com
plia
nce
issu
es h
avin
g st
anda
rds
Pro
gres
s re
port
and
A
udit
repo
rt%
100
100
100
100
100
100
F1.I4
Pro
port
ion
of p
rocu
red
and
avai
led
good
s &
sup
plie
s,
cons
truc
tion
and
serv
ices
Inpu
t
On
time
proc
ured
and
ava
iled
good
s &
sup
plie
s, c
onst
ruct
ion
and
serv
ices
as
per n
eed/
Tota
l nee
d of
goo
ds &
supp
lies,
co
nstr
uctio
n an
d se
rvic
es to
be
avai
led
Pro
gres
s re
port
and
A
udit
repo
rt%
50
9095
100
100
100
F1.I5
Pro
port
ion
of s
tock
was
ted
due
to e
xpiry
Out
put
Am
ount
of c
hem
ical
s an
d re
agen
ts e
xpire
d /T
otal
am
ount
of
chem
ical
s an
d re
agen
ts a
vaile
d
Pro
gres
s re
port
an
d A
udit
repo
rt%
Not
av
aila
ble
98
76
5
F1.I6
Pro
cure
men
t lea
d tim
e (d
ays)
Inpu
t-
Pro
gres
s re
port
an
d A
udit
repo
rtN
umbe
r24
021
021
018
015
012
0
70 The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
Sr.
No
Indi
cato
rTy
pe o
f M
easu
reFo
rmul
aD
ata
Sou
rce
Uni
t of
Mea
sure
Bas
elin
e
Targ
ets
2015
/ 16
2016
/ 17
2017
/ 18
2018
/ 19
2019
/ 20
CB
1: Im
prov
e H
uman
Res
ourc
e D
evel
opm
ent ,
Man
agem
ent a
nd G
over
nanc
e
CB
1.I1
Pro
port
ion
of e
mpl
oyee
s ac
hiev
ing
best
per
form
ance
w
ith H
DA
Cap
acity
Bui
ldin
g sc
hem
e
Out
put
Num
ber o
f em
ploy
ees
achi
evin
g av
erag
e ‘A
’ lev
el p
erfo
rman
ce/
Tota
l num
ber o
f em
ploy
ees
Pro
gres
s re
port
%65
7080
9095
≥95
CB
1.I2
Pro
port
ion
of e
mpl
oyee
s tr
aine
d w
ith lo
ng t
erm
tr
aini
ng (L
TT)
Out
put
No.
of e
mpl
oyee
s tr
aine
d w
ith
LTT/
Tota
l num
ber o
f em
ploy
ees
to b
e tr
aine
d w
ith L
TT
Pro
gres
s re
port
%95
100
100
100
100
100
CB
1.I3
Pro
port
ion
of e
mpl
oyee
s tr
aine
d w
ith s
hort
term
tr
aini
ng (S
TT)
Out
put
No.
of e
mpl
oyee
s tr
aine
d w
ith
STT
/ To
tal n
umbe
r of e
mpl
oyee
s to
be
trai
ned
with
STT
Pro
gres
s re
port
%98
100
100
100
100
100
CB
1.I4
Pro
port
ion
of s
taff
attr
ition
ra
te re
duct
ion
Out
put
Num
ber o
f pot
entia
l sta
ffs
rele
ased
/Tot
al n
umbe
r of s
taffs
av
aile
d in
a y
ear
Pro
gres
s re
port
%N
ot
avai
labl
e6
54
33
CB
1.I5
Pro
port
ion
of s
tand
ards
ac
hiev
ing
good
gov
erna
nce
Out
put
Num
ber o
f st
anda
rds
with
goo
d go
vern
ance
pra
ctic
es(≥
90%
)/ To
tal n
umbe
r of
stan
dard
s fo
r as
surin
g go
od g
over
nanc
e
Pro
gres
s re
port
%N
ot
avai
labl
e85
9095
9810
0
CB
1.I6
Pro
port
ion
of s
taffs
sat
isfie
dN
umbe
r of
staf
fs s
atis
fied/
Tot
al
num
ber o
f st
affs
Pro
gres
s re
port
%N
ot
avai
labl
e65
7585
9095
CB
2: E
nhan
ce In
frast
ruct
ure
and
Sys
tem
dev
elop
men
t
CB
2.I1
Num
ber o
f ph
ysic
al fa
cilit
ies
es
tabl
ishe
dO
utpu
t-
Pro
gres
s re
port
Num
ber
11
62
5
71The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
Sr.
No
Indi
cato
rTy
pe o
f M
easu
reFo
rmul
aD
ata
Sou
rce
Uni
t of
Mea
sure
Bas
elin
e
Targ
ets
2015
/ 16
2016
/ 17
2017
/ 18
2018
/ 19
2019
/ 20
CB
2.I2
Num
ber o
f au
tom
atio
ns
esta
blis
hed
and
Ope
ratio
naliz
edO
utpu
t -
Pro
gres
s re
port
Num
ber
Not
av
aila
ble
103
4
CB
3: E
nhan
ce c
omm
unic
atio
n, c
oord
inat
ion
and
part
ners
hip
CB
3.I1
Com
mun
icat
ion
syst
ems
deve
lope
d an
d op
erat
iona
lized
-
Pro
gres
s re
port
Num
ber
13
33
33
CB
3.I2
Nat
iona
l/reg
iona
l/in
tern
atio
nal c
olla
bora
tions
es
tabl
ishe
d
-P
rogr
ess
repo
rtN
umbe
r20
1010
55
2
CB
3.I3
Reg
iona
l/int
erna
tiona
l pa
rtne
rshi
ps e
stab
lishe
d
-P
rogr
ess
repo
rtN
umbe
r2
44
44
3
CB
3.I4
Pro
port
ion
of n
atio
nal/
regi
onal
/ in
tern
atio
nal
colla
bora
tions
and
pa
rtne
rshi
ps m
aint
aine
d
No.
of
colla
bora
tors
an
d pa
rtne
rs
wor
king
w
ith E
PH
I/To
tal N
o. o
f co
llabo
rato
rs
and
part
ners
co
mm
itted
co
llabo
ratio
n &
par
tner
ship
Pro
gres
s re
port
%70
7580
8590
95
72 The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
ReferencesCenter for Disease Control and Prevention. 2009. CFS Public Health Research Program 5-year Strategic
Plan.
Ethiopian Health and Nutrition Research Institute. (2009). Master Plan for the Public Health Laboratory System in Ethiopia, 2nd edition, 2009-2013, Addis Ababa.
Ethiopian Health and Nutrition Research Institute. (2011, 2013). Annual Plans (2010/11-2012/13). Addis Ababa.
Ethiopian Health and Nutrition Research Institute. (2011, 2012, 2013). Annual Performance Report (2010/11, 2011/12 and 2012/13. Addis Ababa
Ethiopian Health and Nutrition Research Institute. (2010). A Five Year Balanced Score Card Based Strategic Plan (2010/11-2014/5), Addis Ababa.
Ethiopian Health and Nutrition Research Institute. (2012). Public Health Emergency Management: Guideline for Ethiopia, Addis Ababa.
Ethiopian Public Health Institute. Annual Plans (2013/14-2014/15). Addis Ababa.
Ethiopian Public Health Institute. (2014). Annual Performance Report (2013/14), Addis Ababa.
Ethiopian Public Health Institute, (2013). Midterm Evaluation of the Implementation of Strategic Plan (2010-2015).
Ethiopian Public Health Institute. (2015). Annual Performance Report (2014/15). Addis Ababa.
Federal Democratic Republic of Ethiopia. Ministry of Health. (2008) Program Implementation Manual of National Nutrition Programme (NNP)-I, Addis Ababa.
Federal Democratic Republic of Ethiopia. MoFED. (2010). FDRE Growth and Transformation Plan (GTP-Volume I), Addis Ababa.
Federal Democratic Republic of Ethiopia. MoFED. (2015). FDRE Growth and Transformation Plan (GTP-Volume II), Addis Ababa.
Federal Democratic Republic of Ethiopia, Ministry of Health. (2010). Health Sector Development Plan IV, Addis Ababa
Federal Democratic Republic of Ethiopia, Ministry of Health. (2015). Health Sector Transformation Plan, Addis Ababa
Maarten O Kok and Albertine J Schuit, Contribution mapping: a method for mapping the contribution of research to enhance, its impact, Health Research Policy and Systems 2012, 10:21, page 1-16.
73The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
Ann
exes
Anne
x-1:
Des
crip
tions
of s
trat
egic
initi
ativ
es (s
cope
s) a
nd th
eir
deliv
erab
les
SI. N
oSt
rate
gic
Initi
ativ
es(S
I) Sc
ope
of th
e SI
SI D
eliv
erab
le
C1: Im
prov
e ut
ilizat
ion
of e
vide
nce
base
d in
form
atio
n, p
rodu
ctio
n pa
ckag
es a
nd p
rodu
cts
C1.S
I1
Diss
emin
ate
evid
ence
bas
ed
info
rmat
ion,
pr
oduc
t pac
kage
s an
d pr
oduc
ts
This
mea
ns d
isse
min
atio
n of
syn
thes
ised
evi
denc
e-ba
sed
info
rmat
ion
of r
esea
rch,
sur
veilla
nce
and
tech
nolo
gy tr
ansf
er o
ut c
omes
for a
ppro
pria
te u
se b
y st
akeh
olde
rs in
cludi
ng p
olic
y m
aker
s an
d th
e pu
blic.
Evi
denc
e ba
sed
info
rmat
ion
abou
t pro
duct
ion
pack
ages
dev
elop
ed fr
om tr
aditi
onal
m
edici
nes
and
food
s th
at h
ave
pote
ntia
l for
com
mer
cializ
atio
n, fo
ur v
accin
e ty
pes
(rabi
es, (r
abie
s an
d m
enin
goco
ccal
) and
bio
logi
cal w
ill b
e pr
oduc
ed t
o pr
even
t in
fect
ious
dis
ease
s. In
form
atio
n of
tec
hnol
ogy
prod
uctio
n pa
ckag
es w
ill b
e di
ssem
inat
ed in
the
form
of t
echn
olog
y br
iefs
in a
n at
tem
pt to
tran
sfer
the
evid
ence
s fo
r the
indu
strie
s, m
anuf
actu
rers
. Out
puts
of p
rodu
ct p
acka
ges
and
prod
uctio
ns w
ill a
lso
be d
isse
min
ated
usi
ng a
ppro
pria
te le
gal f
ram
ewor
k an
d ch
anne
ls to
end
us
ers.
Diss
emin
ated
evi
denc
e ba
sed
info
rmat
ion,
pr
oduc
tion
pack
ages
and
pr
oduc
ts.
C1.S
I2
Ensu
re
tran
slat
ion
and
utiliz
atio
n of
ev
iden
ce b
ased
in
form
atio
n,
prod
uct p
acka
ges
and
prod
ucts
This
initi
ativ
e is
abo
ut en
surin
g ut
ilizat
ion
of d
isse
min
ated
evi
denc
e ba
sed
info
rmat
ion,
pro
duct
ion
pack
ages
and
pro
duct
s. A
ctiv
ities
inclu
de a
sses
smen
t an
d co
ntrib
utio
n m
appi
ng (e
valu
atio
n)
of s
ynth
esis
ed e
vide
nce-
base
d in
form
atio
n of
res
earc
h, s
urve
illanc
e an
d te
chno
logy
tra
nsfe
r ou
tcom
e ut
ilizat
ion
by s
take
hold
ers
inclu
ding
pol
icy
mak
ers
and
the
publ
ic. P
rodu
ctio
n pa
ckag
es
that
are
dev
elop
ed fr
om tr
aditi
onal
med
icine
s as
-wel
l-as
food
s, va
ccin
es a
nd b
iolo
gica
l pro
duct
s ut
ilizat
ion
by e
nd b
enef
iciar
ies
and
prod
uct p
acka
ges
prod
uced
by
othe
r aca
dem
ic in
stitu
tions
will
al
so b
e va
lidat
ed a
nd e
nsur
e fo
llow
ing
arra
ngem
ents
of M
emor
andu
m o
f Und
erst
andi
ng (M
oU)
that
inclu
de p
aten
t/ut
ility
right
for r
oyal
ty.
Utiliz
ed e
vide
nce
base
d in
form
atio
n, p
rodu
ct
pack
ages
and
pro
duct
s
74 The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
SI. N
oSt
rate
gic
Initi
ativ
es(S
I) Sc
ope
of th
e SI
SI D
eliv
erab
le
C2: Im
prov
e pu
blic
heal
th e
mer
genc
y re
spon
se a
nd re
habi
litat
ion
C2.S
I1
Stre
ngth
en
Epid
emic
resp
onse
and
re
habi
litat
ion
Resp
onse
will
be
impr
oved
thr
ough
sou
nd e
arly
war
ning
sys
tem
, pre
pare
dnes
s an
d sy
stem
atic
supp
ort
for
the
regi
onal
leve
l and
Wor
edas
to
assu
me
incr
easi
ng le
ader
ship
and
res
pons
ibilit
y.
A Ra
pid
Resp
onse
Tea
m a
nd a
n em
erge
ncy
oper
atio
n ce
nter
will
be
esta
blis
hed
at c
entr
al le
vel
equi
pped
with
sta
te o
f th
e ar
t IT
and
com
mun
icatio
n eq
uipm
ent.
Prob
lem
s do
not
dis
appe
ar
once
the
acut
e em
erge
ncy
is c
ontr
olle
d or
the
dise
ase
is c
onta
ined
. Rec
over
y an
d re
habi
litat
ion
will
rec
eive
spe
cializ
ed a
tten
tion
inclu
ding
in s
uppo
rt f
or a
sses
sing
the
eco
nom
ic co
sts
of a
n em
erge
ncy/
disa
ster
and
mob
ilizin
g re
sour
ces.
Decr
ease
d m
orbi
dity
and
m
orta
lity
reha
bilit
ated
com
mun
ity
C3: In
crea
se a
nd m
aint
ain
qual
ity a
ssur
ed la
bora
torie
s
C3.S
I1
Impl
emen
tatio
n of
Ste
pwis
e La
bora
tory
Qu
ality
Im
prov
emen
t Pr
oces
s to
war
ds
Accr
edita
tion
(SLI
PTA)
The S
tepw
ise L
abor
ator
y Im
prov
emen
t Pro
cess
Tow
ards
Acc
redi
tatio
n (S
LIPT
A) is
a co
mpr
ehen
sive
ap
proa
ch to
str
engt
hen
heal
th la
bora
tory
ser
vice
s in
a s
tepw
ise
man
ner b
y pr
ovid
ing
grad
uate
d le
vels
of
perf
orm
ance
rec
ogni
tion
as t
hey
mov
e to
war
ds t
he f
ulfil
lmen
t of
ISO
151
89/1
7025
st
anda
rds
over
tim
e. S
LIPT
A pr
ovid
es a
pat
hway
that
aim
s at
ach
ievi
ng fu
ll-fle
dged
conf
orm
ity b
y br
eaki
ng d
own
the
proc
ess
into
a s
erie
s of
spe
cific
and
achi
evab
le im
plem
enta
tion
stag
es. S
LIPT
A re
cogn
izes
labo
rato
ries
whe
re t
hey
are
in t
he p
roce
ss o
f qu
ality
impr
ovem
ent;
supp
orts
the
m
thro
ugh
the
prov
isio
n of
regu
lar a
udits
and
tech
nica
l ass
ista
nce
so a
s to
enh
ance
cont
inua
l qua
lity
impr
ovem
ent a
nd e
nsur
e m
aint
enan
ce o
f ach
ieve
men
ts.
As a
nat
iona
l str
ateg
y, SL
IPTA
will
be
impl
emen
ted
at a
ll tie
rs o
f the
nat
iona
l lab
orat
ory
netw
ork
whe
reby
the
Natio
nal a
nd R
egio
nal r
efer
ence
labo
rato
ries,
all H
ospi
tal l
abor
ator
ies
and
thos
e of
He
alth
Cen
ters
with
hig
h te
st v
olum
es a
re g
iven
prio
rity.
Stre
ngth
enin
g la
bora
tory
man
agem
ent
tow
ards
acc
redi
tatio
n (S
LMTA
) will
be
impl
emen
ted
to
serv
e as
a to
ol a
nd e
ntry
poi
nt to
SLI
PTA.
SLM
TA is
a ta
sk-b
ased
trai
ning
and
men
torin
g pr
ogra
m
prov
ided
to la
bora
tory
per
sonn
el in
thre
e ph
ased
wor
ksho
ps w
ith s
ite m
ento
rshi
ps a
nd co
achi
ng
supp
ort i
n be
twee
n th
e ph
ases
ass
ocia
ted
with
impl
emen
tatio
n of
sel
ecte
d qu
ality
impr
ovem
ent
proj
ects
. Lab
orat
orie
s ar
e en
rolle
d in
to th
e pr
ogra
m b
ased
on
natio
nally
est
ablis
hed
crite
ria a
nd
will
gra
duat
e w
ith p
ost S
LMTA
exi
t rig
orou
s ex
tern
al a
sses
smen
t by
an in
depe
nden
t aut
horiz
ed
natio
nal o
r reg
iona
l bod
y/ag
ency
usi
ng S
ILPT
A ch
eckl
ist.
This
ext
erna
l ass
essm
ent w
ill d
eter
min
e th
e la
bs’ a
chie
vem
ents
and
pos
ition
s on
the
SLIP
TA g
radu
ated
Sta
r Lev
els
of 1
-5.
Labo
rato
ries
will
cont
inue
to b
e re
gula
rly m
ento
red
and
coac
hed
as th
ey p
ursu
e co
ntin
ual q
ualit
y im
prov
emen
t and
impl
emen
tatio
n of
SLI
PTA
tow
ards
acc
redi
tatio
n to
ISO
1518
9/17
025
stan
dard
s.
Impl
emen
tatio
n w
ise,
labo
rato
ries
with
bes
t per
form
ance
in S
LMTA
/SLI
PTA
will
be
supp
orte
d an
d en
cour
aged
to a
pply
for I
SO a
ccre
dita
tion.
Sus
tain
ed s
uppo
rt w
ill a
lso
be p
rovi
ded
to a
ll la
bs th
at
have
ach
ieve
d ac
cred
itatio
n in
ord
er to
mai
ntai
n th
is s
tatu
s at
all
times
.
SLM
TA g
radu
ated
la
bora
torie
sSt
ar le
vel r
ecog
nize
d la
bora
torie
s IS
O 15
189/
1702
5
Accr
edite
d la
bora
torie
s
75The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
SI. N
oSt
rate
gic
Initi
ativ
es(S
I) Sc
ope
of th
e SI
SI D
eliv
erab
le
C4: E
nhan
ce co
mm
unity
ow
ners
hip
C4.S
I1
Impl
emen
tatio
n of
com
mun
ity
base
d su
rvei
llanc
e
The c
omm
unity
will
be in
volv
ed in
the n
atio
nal s
urve
illanc
e sys
tem
thro
ugh
notif
ying
the o
ccur
renc
e of
dis
ease
s th
at a
re re
quire
d to
be
repo
rted
and
any
oth
er ill
ness
es th
at th
e co
mm
unity
cons
ider
s un
usua
l or o
ccur
ring
in e
xces
s of
wha
t is
expe
cted
and
une
xpla
ined
dea
ths.
Thi
s w
ill e
nhan
ce th
e ea
rly d
etec
tion
of o
utbr
eaks
and
tim
ely
resp
onse
. The
hou
seho
lds
are
expe
cted
to
repo
rt s
uch
dise
ases
or u
nusu
al e
vent
s am
ong
thei
r fam
ily to
the
1 to
5 n
etw
orks
, and
the
netw
orks
repo
rt to
he
alth
dev
elop
men
t tea
m o
r to
heal
th e
xten
sion
wor
kers
. At t
he e
nd o
f the
str
ateg
ic pl
an 8
0% o
f Ke
bele
s of
the
coun
try
will
fully
impl
emen
t com
mun
ity s
urve
illanc
e.
• Co
ntin
uous
wee
kly
notif
icatio
n re
port
s•
Kebe
les
impl
emen
ting
Com
mun
ity s
urve
illanc
e fu
lly
P1: Im
prov
e pu
blic
heal
th s
urve
illanc
e sy
stem
P1.S
I1
Surv
eilla
nce
of
dise
ases
and
thei
r de
term
inan
ts
This
mea
ns s
urve
illanc
e of
com
mun
icabl
e an
d no
n-co
mm
unica
ble
dise
ases
(CDs
and
NCD
s) a
nd
thei
r det
erm
inan
ts to
iden
tify a
nd cl
osel
y mon
itor p
ublic
hea
lth th
reat
s, pr
edict
ing
the
risk
it po
ses
on th
e hea
lth of
the p
ublic
and
to al
low
effe
ctiv
e res
pons
e and
actio
ns. It
also
inclu
des d
emog
raph
ic,
beha
vior
and
soc
ial f
acto
rs. I
n th
e N
CDs
cate
gory
maj
or d
isea
ses
such
as
card
iova
scul
ar, s
trok
e, hy
pert
ensi
on, d
iabe
tes,
men
tal il
lnes
s, ca
ncer
(cer
vica
l, bre
ast,
etc),
chro
nic r
espi
rato
ry a
nd H
IV, T
B be
havi
oral
sur
veilla
nces
and
inve
stig
atin
g th
e ca
use
of d
eath
s us
ing
verb
al a
utop
sy m
etho
d w
ill
be co
nduc
ted.
• Di
seas
es s
urve
illanc
e ou
tput
s in
the
form
of
tech
nica
l rep
orts
.•
Dise
ases
sur
veilla
nce
outp
uts
in th
e fo
rm o
f pe
er re
view
ed jo
urna
ls.
P1.S
I2
Surv
eilla
nce
of d
rugs
and
in
sect
icide
re
sist
ance
This
initi
ativ
e inc
lude
s the
surv
eilla
nce o
f ant
i-micr
obia
l dru
g res
ista
nce a
nd th
e irr
atio
nal u
tiliz
atio
n of
ant
imicr
obia
l dru
gs t
o pr
even
t an
d co
ntro
l em
ergi
ng o
f re
sist
ance
for
the
impr
ovem
ents
of
trea
tmen
t ou
tcom
es, t
o al
levi
ate
drug
add
ictio
n, s
ubst
ance
s of
abu
se a
nd t
heir
socia
l fac
tors
. Th
is in
clude
s an
ti-ba
cter
ial,
anti-
vira
l, an
ti-pa
rasi
tic d
rug
resi
stan
ces
and
phar
amac
ovig
ilanc
e fo
r the
maj
or d
isea
ses
of C
Ds a
nd N
CDs
of p
ublic
hea
lth im
port
ance
. Sur
veilla
nce
on th
e bu
rden
an
d pr
eval
ence
of
illicit
dru
gs (i
llicit
drug
use
) and
sub
stan
ce o
f ab
use
(suc
h as
Kha
t, To
bacc
o,
Alco
hol,
etc.)
and
thei
r det
erm
inan
t fac
tors
will
als
o be
don
e. I
nsec
ticid
e re
sist
ance
sur
veilla
nce
will
be
cond
ucte
d in
sel
ecte
d ar
eas
to id
entif
y th
e co
nven
tiona
l cau
ses
and
gene
tic fa
ctor
chan
ges
of t
he m
ajor
vec
tor/
s ba
sed
dise
ases
tra
nsm
issi
on. T
his
inclu
des,
sent
inel
site
s m
onito
ring
of
susc
eptib
ility
of m
alar
ia v
ecto
rs to
diff
eren
t mos
quito
cidal
chem
icals
, inse
ctici
des
used
for i
ndoo
r re
sidu
al s
pray
and
the
eff
icacy
of
mos
quito
cidal
impr
egna
ted
bed
nets
in k
illing
the
mos
quito
w
ithin
the
reco
mm
ende
d tim
e pe
riod.
• Dr
ugs
and
inse
ctici
de
resi
stan
ce s
urve
illanc
e ou
tput
s in
the
form
of
tech
nica
l rep
orts
.•
Drug
s an
d in
sect
icide
re
sist
ance
sur
veilla
nce
outp
uts
in th
e fo
rm o
f pe
er re
view
jour
nals
.
76 The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
SI. N
oSt
rate
gic
Initi
ativ
es(S
I) Sc
ope
of th
e SI
SI D
eliv
erab
le
P1.S
I3
Surv
eilla
nce
of
food
and
nut
ritio
n is
sues
This
is a
bout
the
sur
veilla
nce
of f
ood
fort
ifica
tion
and
micr
onut
rient
sta
tus.
Act
iviti
es in
clude
co
ntin
ues
asse
ssm
ent o
f foo
d fo
rtifi
catio
n at
food
indu
stry
leve
l and
mag
nitu
de o
f micr
onut
rient
de
ficie
ncie
s de
term
inat
ion
for t
rack
ing
inte
rven
tions
suc
h as
food
fort
ifica
tion
and
salt
iodi
zatio
n fo
r the
impr
ovem
ent o
f the
pub
lic h
ealth
.
• Fo
od a
nd n
utrit
ion
surv
eilla
nce
outp
uts
in
the
form
of t
echn
ical
repo
rts.
• Fo
od a
nd n
utrit
ion
surv
eilla
nce
outp
uts
in
the
form
of p
eer r
evie
w
jour
nals
.
P1.S
I 4Su
rvei
llanc
e of
re
prod
uctiv
e he
alth
issu
es
Repr
oduc
tive
heal
th s
urve
illanc
e an
d th
eir d
eter
min
ants
inclu
de ri
sky
beha
vior
s be
fore
or d
urin
g pr
egna
ncy
(abo
rtio
n, s
till
birt
h, e
tc),
neon
atal
and
chi
ld/i
nfan
t ill
hea
lth a
nd d
eath
, mat
erna
l m
orbi
dity
and
mor
talit
y, pr
egna
ncy
rela
ted
even
ts-S
TI, f
amily
pla
nnin
g, c
ontr
acep
tive
prac
tices
an
d un
inte
nded
pre
gnan
cy, i
nfer
tility
, rep
rodu
ctiv
e or
gan
canc
ers,
mat
erna
l and
chi
ld n
utrit
ion
indi
cato
rs w
ill a
lso
be in
clude
d.
• Re
prod
uctiv
e he
alth
is
sues
sur
veilla
nce
outp
uts
in th
e fo
rm o
f te
chni
cal r
epor
ts.
• Re
prod
uctiv
e he
alth
is
sues
sur
veilla
nce
outp
uts
in th
e fo
rm o
f pe
er re
view
ed jo
urna
ls.
77The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
SI. N
oSt
rate
gic
Initi
ativ
es(S
I) Sc
ope
of th
e SI
SI D
eliv
erab
le
P1.S
I5
Stre
ngth
en
rout
ine
Su
rvei
llanc
e (ID
S, S
entin
el
Labo
rato
ry b
ased
su
rvei
llanc
e, Nu
triti
on)
Elec
tron
ic Re
port
ing
Syst
em
facil
itate
s da
ta
shar
ing,
al
ertin
g,
notif
icatio
n an
d ep
idem
ic in
form
atio
n ex
chan
ge. T
he s
yste
m w
ill b
e es
tabl
ishe
d fr
om h
ealth
facil
ity to
nat
iona
l lev
el w
ith
all t
he n
eces
sary
tool
s an
d pr
ogra
mm
es. T
he h
ealth
risk
s/th
reat
s id
entif
ied
thro
ugh
the
indi
cato
r an
d ev
ent b
ased
surv
eilla
nce
shou
ld b
e an
alyz
ed a
nd d
isse
min
ated
to th
e pu
blic,
stak
ehol
ders
and
re
leva
nt p
artn
ers.
The
risk
cou
ld b
e di
ssem
inat
ed in
the
form
of p
erio
dic
new
slet
ters
or a
d ho
c bu
lletin
s on
hea
lth a
spec
ts o
f em
erge
ncie
s, fr
eque
nt u
pdat
ing
of w
eb si
tes,
oper
atio
n of
a n
atio
nal
aler
t net
wor
k on
a s
ecur
e w
ebsi
te fo
r em
erge
ncy
aler
ting
and
notif
icatio
n of
hea
lth p
erso
nnel
and
pa
rtne
rs, i
ssua
nce
of te
chni
cal p
ress
rele
ases
and
org
aniz
atio
n of
pre
ss c
onfe
renc
es a
s w
ell a
s th
e re
spon
se to
the
man
y re
ques
ts fo
r spe
cific
info
rmat
ion
from
par
tner
s. T
he e
ffec
tiven
ess
of
the
cent
er in
the
eyes
of t
he p
ublic
and
par
tner
s w
ill b
e de
term
ined
by
the
qual
ity, t
imel
ines
s an
d co
mpr
ehen
sive
ness
of t
he a
naly
sis
mad
e av
aila
ble
by th
e te
am.
The
eHM
IS/P
HEM
is a
n in
form
atio
n sy
stem
that
ena
bles
hea
lth fa
ciliti
es, W
ored
a He
alth
Off
ices
(Wor
HO),
Zona
l Hea
lth D
epar
tmen
ts (
ZHD)
, and
RHB
s to
ele
ctro
nica
lly c
ompi
le P
HEM
wee
kly
and
imm
edia
tely
repo
rtab
le, o
ut-p
atie
nt d
epar
tmen
t (OP
D), i
npat
ient
-dep
artm
ent
(IPD
data
and
el
ectr
onica
lly r
ecei
ve a
nd s
ubm
it th
em t
o th
e ne
xt le
vel.
Repo
rts
are
subm
itted
and
rec
eive
d el
ectr
onica
lly t
hrou
gh s
ecur
e e-
mai
l by
mea
ns o
f an
y av
aila
ble
com
mun
icatio
n in
fras
truc
ture
s in
cludi
ng C
DMA,
GPR
S, P
STN-
Dial
up, b
road
band
and
usi
ng m
obile
(SM
S) te
chno
logi
es fo
r PHE
M.
The
data
can
als
o be
exp
orte
d vi
a re
mov
able
med
ia s
uch
as U
SB fl
ash
driv
es, a
nd C
D/DV
D w
here
in
tern
et/n
etw
ork
conn
ectiv
ity is
not
ava
ilabl
e.
• Ti
mel
y an
d co
mpl
ete
wee
kly
surv
eilla
nce
repo
rt•
Heal
th fa
ciliti
es w
ith
func
tiona
l ePH
EM.
• Co
mm
unica
ted
publ
ic he
alth
risk
s, •
Iden
tifie
d sy
stem
gap
s an
d co
rrec
tive
mea
sure
s
P1.S
I6
Esta
blis
h Em
erge
ncy
Oper
atio
n Ca
nter
s (E
OC s
)
EOC
is a
phy
sica
l loc
atio
n at
whi
ch t
he c
oord
inat
ion
of in
form
atio
n an
d re
sour
ces
to s
uppo
rt
incid
ent m
anag
emen
t (on
-sce
ne o
pera
tions
) act
iviti
es n
orm
ally
take
s pl
ace.
The
maj
or fu
nctio
ns
of a
n EO
C ar
e ac
quiri
ng, a
lloca
ting,
and
tra
ckin
g re
sour
ces;
Man
agin
g an
d sh
arin
g in
form
atio
n;
esta
blis
hing
resp
onse
prio
ritie
s am
ong
incid
ents
; pro
vidi
ng le
gal a
nd fi
nanc
ial s
uppo
rt; a
nd L
iais
on
with
oth
er ju
risdi
ctio
ns a
nd o
ther
leve
ls o
f gov
ernm
ent.
• Es
tabl
ishe
d EO
C,•
Coor
dina
ted
info
rmat
ion
and
reso
urce
s sh
ared
78 The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
SI. N
oSt
rate
gic
Initi
ativ
es(S
I) Sc
ope
of th
e SI
SI D
eliv
erab
le
P2: Im
prov
e re
sear
ch a
nd e
valu
atio
n on
key
hea
lth &
nut
ritio
n is
sues
P2.S
I1
Cond
uct d
isea
ses
and
thei
r de
term
inan
ts
rese
arch
This
is a
bout
a b
road
are
a of
res
earc
h th
at c
onsi
sts
of c
omm
unica
ble
dise
ases
(CDs
), in
cludi
ng
emer
ging
and
re-e
mer
ging
and
non
-com
mun
icabl
e di
seas
es (N
CDs)
and
sur
vey
stud
ies.
Act
iviti
es
such
as;
i) Bi
omed
ical r
esea
rch
on v
iral,
bact
eria
l, fu
ngal
and
par
asiti
c di
seas
es t
hat
invo
lves
th
e in
vest
igat
ion
of b
iolo
gica
l pro
cess
and
the
cau
ses
of d
isea
se a
nd d
eath
thr
ough
car
eful
ex
perim
enta
tion,
obs
erva
tion,
lab
orat
ory
wor
k an
d an
alys
is o
f fin
ding
s fo
r th
e de
velo
pmen
t of
new
and
impr
oved
pre
vent
ion
and
cont
rol m
odal
ities
; ii)
Clin
ical r
esea
rch
that
invo
lves
the
et
iolo
gy, p
reve
ntio
n, d
iagn
osis
or
trea
tmen
t of
hum
an d
isea
se u
sing
hum
an s
ubje
cts,
hum
an
popu
latio
ns a
nd u
tiliz
e tis
sues
or p
atho
gens
if th
ey c
an b
e lin
ked
to a
pat
ient
; iii)
Epid
emio
logi
cal
rese
arch
inclu
des
the
patt
erns
, cau
ses,
and
effe
cts
of h
ealth
and
dis
ease
con
ditio
ns in
def
ined
po
pula
tions
inclu
ding
dis
ease
s et
iolo
gy, t
rans
mis
sion
, out
brea
k in
vest
igat
ion,
dis
ease
sur
veilla
nce
and
scre
enin
g, b
io-m
onito
ring
and
com
paris
ons
of t
reat
men
t ef
fect
s su
ch a
s in
clin
ical t
rials
; iv
) Beh
avio
ral a
nd s
ocia
l res
earc
h, d
eals
with
the
actio
ns o
r rea
ctio
ns o
f per
sons
in re
spon
se to
co
mm
unica
ble
and
non-
com
mun
icabl
e di
seas
es. I
t al
so s
eeks
to
iden
tify
rele
vant
pre
dict
ors
of
hum
an b
ehav
ior o
n kn
owle
dge,
perc
eptio
n, p
ract
ice a
nd a
nthr
opol
ogy/
socio
-cul
ture
det
erm
inan
ts.
• Di
seas
es r
esea
rch
outp
uts
in th
e fo
rm o
f te
chni
cal r
epor
ts
• Ge
nera
ted
rese
arch
ou
tput
s in
the
form
of
peer
revi
ew jo
urna
ls.
P2.S
I2
Perf
orm
tr
aditi
onal
and
m
oder
n m
edici
ne
rese
arch
This
initi
ativ
e inc
lude
s tra
ditio
nal m
edici
ne re
sear
ch an
d su
rvey
on tr
aditi
onal
med
icine
and
mod
ern
med
icine
s, dr
ug a
ddict
ion,
subs
tanc
e of
abu
se a
nd th
eir s
ocia
l fac
tors
. Act
iviti
es e
ncom
pass
es th
e sy
stem
atic
expl
orat
ion
of tr
aditi
onal
med
icine
know
ledg
e an
d pr
actic
es th
roug
h co
mm
unity
bas
ed
surv
eys
and
ethn
o-m
edica
l/eth
no-b
otan
ical s
tudi
es, d
ocum
enta
tion
of th
e in
dige
nous
kno
wle
dge
and
trad
ition
al m
edici
ne p
ract
ices
to e
xplo
re t
heir
pote
ntia
l thr
ough
bio
med
ical s
tudi
es a
s w
ell
as s
tudi
es o
n en
dang
ered
med
icina
l pla
nts
for c
onse
rvat
ion.
It a
lso
invo
lves
the
valid
atio
n of
the
safe
ty, e
ffica
cy, c
hem
ical c
onst
ituen
ts a
nd q
ualit
y of
pla
nt, a
nim
al a
nd m
iner
al b
ased
med
icine
s th
at a
re tr
aditi
onal
ly e
mpl
oyed
for t
reat
ing
vario
us a
ilmen
ts ta
rget
ing
to th
e pr
iorit
y di
seas
es o
f pu
blic
heal
th im
port
ance
for
the
dev
elop
men
t of
sta
ndar
dize
d pr
oduc
ts o
f re
liabl
e qu
ality
and
ra
tiona
lizat
ion
of th
eir u
se.
• Tr
aditi
onal
and
mod
ern
med
icine
res
earc
h ou
tput
s in
the
form
of
tech
nica
l rep
orts
• Tr
aditi
onal
and
mod
ern
med
icine
rese
arch
ou
tput
s in
the
form
of
peer
revi
ew jo
urna
ls.
79The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
SI. N
oSt
rate
gic
Initi
ativ
es(S
I) Sc
ope
of th
e SI
SI D
eliv
erab
le
P2.S
I3Co
nduc
t foo
d an
d nu
triti
on re
sear
ch
This
initi
ativ
e is
abo
ut re
sear
ch o
n fo
od a
nd n
utrit
ion
rela
ted
issu
es a
nd fo
od a
nd w
ater
safe
ty a
nd
qual
ity. A
ctiv
ities
inclu
de g
ener
atio
n of
evi
denc
e ba
sed
info
rmat
ion
on m
icron
utrie
nt d
efici
ency
an
d de
term
inat
ion
of th
e mag
nitu
de o
f nut
ritio
nal d
isea
ses t
o de
velo
p m
icro
nutr
ient
inte
rven
tions
an
d en
sure
the
heal
th o
f the
pub
lic. I
n ad
ditio
n, s
tudi
es o
n na
tiona
l micr
onut
rient
sur
vey,
lifes
tyle
an
d di
etar
y re
late
d no
n-co
mm
unica
ble
dise
ases
, foo
d an
d w
ater
saf
ety
and
qual
ity, p
ublic
hea
lth
prob
lem
s as
socia
ted
with
ani
mal
foo
ds, d
ocum
enta
tion
of in
dige
nous
foo
d, in
fant
and
you
ng
child
feed
ing
prac
tice,
unde
rutil
ized
food
s fo
r foo
d an
d nu
triti
on s
ecur
ity, s
afet
y, st
abilit
y an
d bi
o-av
aila
bilit
y of f
ortif
icant
, ana
lyzin
g, e
xpan
sion
and
upd
atin
g of
exis
ting
Ethi
opia
n fo
od co
mpo
sitio
n ta
ble,
the
linka
ge o
f nut
ritio
n, h
ealth
, agr
icultu
re a
nd cl
imat
e va
riabi
lity/
chan
ge, f
ood
shel
f life
, the
ef
fect
of m
ultip
le m
icron
utrie
nt p
owde
r on
child
mor
bidi
ty a
nd m
orta
lity,
etc.
will
be
cond
ucte
d to
ge
nera
te e
vide
nces
of e
ffec
tive
linka
ge fo
r bet
ter h
ealth
and
nut
ritio
n.
• Fo
od a
nd n
utrit
ion
re
sear
ch o
utpu
ts in
the
form
of t
echn
ical r
epor
ts
• Fo
od a
nd n
utrit
ion
rese
arch
out
puts
in th
e fo
rm o
f pee
r rev
iew
jo
urna
ls.
P2.S
I4
Carr
yout
po
licy,
stra
tegy
an
d pr
ogra
m
eval
uatio
ns
This
is a
bout
eva
luat
ion
of d
isea
ses
cont
rol,
nutr
ition
and
foo
d pr
ogra
ms.
Act
iviti
es in
clude
a
syst
emat
ic m
etho
d fo
r co
llect
ing,
ana
lyzin
g an
d us
ing
info
rmat
ion
to a
nsw
er q
uest
ions
abo
ut
proj
ects
, pol
icies
, pro
gram
s an
d st
rate
gies
impl
emen
tatio
n pa
rticu
larly
abo
ut th
eir e
ffec
tiven
ess
and
effic
ienc
y re
late
d to
dis
ease
s co
ntro
l, n
utrit
ion
and
food
pro
gram
s. It
focu
ses
on im
port
ant
cons
ider
atio
ns th
at of
ten
inclu
de h
ow m
uch
the p
rogr
am co
sts,
how
the p
rogr
am co
uld b
e im
prov
ed,
whe
ther
the
pro
gram
is w
orth
whi
le o
r th
ere
are
bett
er a
ltern
ativ
es, i
f th
ere
are
unin
tend
ed
outc
omes
, and
whe
ther
the
pro
gram
goa
ls a
re a
ppro
pria
te a
nd u
sefu
l. Po
licie
s, st
rate
gies
and
pr
ogra
ms
eval
uatio
n w
ill b
e co
nduc
ted
for
bett
er im
prov
emen
t, im
plem
enta
tion
and/
or c
hang
e of
act
iviti
es in
the
heal
th s
ecto
r. In
this
initi
ativ
e, pr
ogra
ms
eval
uatio
n of
vac
cine
prev
enta
ble
and
prio
ritiz
ed n
egle
cted
trop
ical d
isea
ses
cont
rol,
erad
icatio
n an
d el
imin
atio
n he
alth
pro
gram
s w
ith
spec
ial e
mph
asis
on
polio
, mea
sles
, gui
nea
wor
m, m
alar
ia, e
tc., n
atio
nal n
utrit
ion
prog
ram
(NNP
) an
d co
mm
unity
bas
ed n
utrit
ion
(CBN
), acu
te m
alnu
triti
on m
anag
emen
t (CM
AM), m
alar
ia in
dica
tor,
WAS
H su
rvey
and
als
o HI
V an
d TB
pro
gram
s ev
alua
tion
will
be
inclu
ded.
• Po
licy,
stra
tegy
and
pr
ogra
m e
valu
atio
ns
outp
uts
in th
e fo
rm o
f te
chni
cal r
epor
ts
• Po
licy,
stra
tegy
and
pr
ogra
m e
valu
atio
ns
outp
uts
in th
e fo
rm o
f pe
er re
view
jour
nals
80 The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
SI. N
oSt
rate
gic
Initi
ativ
es(S
I) Sc
ope
of th
e SI
SI D
eliv
erab
le
P2.S
I5Co
nduc
t hea
lth
syst
em re
sear
ch
This
initi
ativ
e in
clude
s re
sear
ch o
n se
rvice
del
iver
y an
d or
gani
zatio
n, h
ealth
car
e re
sour
ce a
nd
heal
th s
yste
m g
over
nanc
e an
d kn
owle
dge
man
agem
ent.
Activ
ities
invo
lves
a m
ultid
iscip
linar
y sc
ient
ific
field
tha
t ex
amin
es h
ow s
ocia
l fac
tors
, fin
ancin
g sy
stem
s, or
gani
zatio
nal s
truc
ture
s an
d pr
oces
ses,
med
ical t
echn
olog
y an
d pe
rson
al b
ehav
iors
aff
ect
avai
labi
lity,
acce
ss (p
hysi
cal
and
serv
ices)
and
util
izat
ion
of h
ealth
car
e an
d m
edica
l pro
duct
s, te
chno
logi
es, c
halle
nges
and
op
port
uniti
es w
ill a
lso
be a
sses
sed.
• He
alth
sys
tem
rese
arch
ou
tput
s in
the
form
of
tech
nica
l rep
orts
• He
alth
sys
tem
rese
arch
ou
tput
s in
the
form
of
peer
revi
ew jo
urna
ls
P2.S
I6
Cond
uct
envi
ronm
enta
l, oc
cupa
tiona
l he
alth
and
thei
r de
term
inat
es
rese
arch
This
initi
ativ
e in
clude
s re
sear
ch o
n en
viro
nmen
tal, o
ccup
atio
nal h
ealth
and
saf
ety
rela
ted
issu
es.
Activ
ities
inclu
de s
tudi
es o
n as
sess
men
t and
dis
trib
utio
n of
Per
sist
ent O
rgan
ic Po
lluta
nts
(POP
s),
inte
grat
ed r
isk
asse
ssm
ent
of p
ollu
tion
in t
he v
icini
ty o
f ind
ustr
ial a
reas
, ind
oor a
ir qu
ality
and
he
alth
of
at r
isk
popu
latio
n,
micr
obia
l air
qual
ity o
f op
erat
ion
thea
ters
, del
iver
y ro
oms,
and
inte
nsiv
e ca
re u
nits
, eva
luat
ion
of co
ntrib
utin
g fa
ctor
s for
road
acc
iden
t (In
fras
truc
tura
l, beh
avio
ral
and
dem
ogra
phic
fact
ors)
, car
com
bust
ion
and
hum
an h
ealth
(res
pira
tory
and
oth
er d
isea
ses
), tr
ends
of r
oad
traf
fic a
ccid
ent
mor
bidi
ty a
nd m
orta
lity,
wat
er q
ualit
y an
d sa
nita
tion
insp
ectio
n of
com
mun
ity w
ater
sup
ply,
asse
ssm
ent
of h
ouse
hold
w
ater
han
dlin
g an
d hy
gien
ic pr
actic
es,
asse
ssm
ent o
f w
ater
was
hed
and
born
dis
ease
s w
ith s
anita
tion
and
hygi
enic
prac
tices
, clim
ate
chan
ge a
nd h
ygie
ne a
nd s
anita
tion,
dev
elop
men
t of w
ater
trea
tmen
t tec
hnol
ogie
s, as
sess
men
t of
indi
geno
us k
now
ledg
e an
d pr
actic
e in
hou
seho
ld t
reat
men
t, he
alth
car
e w
aste
man
agem
ent
prac
tices
, haz
ard,
exp
osur
e an
d ris
k as
sess
men
t in
occu
patio
nal s
ettin
gs (m
inin
g, m
anuf
actu
ring,
co
nstr
uctio
n an
d ag
ricul
tura
l ind
ustr
y) w
ill a
lso
be in
clude
d.
• En
viro
nmen
tal a
nd
occu
patio
nal r
esea
rch
ou
tput
s in
the
form
of
tech
nica
l rep
orts
• En
viro
nmen
tal a
nd
occu
patio
nal
rese
arch
ou
tput
s in
the
form
of
peer
revi
ew jo
urna
ls
P2.S
I7Co
nduc
t Re
prod
uctiv
e he
alth
rese
arch
Repr
oduc
tive
heal
th re
sear
ch e
ncom
pass
es co
nduc
ting
biom
edica
l, clin
ical, o
pera
tiona
l and
soc
io-
beha
vior
al re
sear
ch o
n va
rious
asp
ects
of r
epro
duct
ive
heal
th; i
nclu
ding
mat
erna
l and
new
born
he
alth
, chi
ld h
ealth
, and
ado
lesc
ent
and
youn
g pe
ople
sex
ual a
nd r
epro
duct
ive
heal
th.
Here
, ac
tiviti
es s
uch
as e
valu
atio
n of
mat
erna
l and
chi
ld h
ealth
pro
gram
s, ut
ilizat
ion
and
acce
sses
to
adol
esce
nt a
nd y
oung
peo
ple
sexu
al a
nd re
prod
uctiv
e he
alth
ser
vice
s, et
c. w
ill b
e co
nduc
ted.
• Re
prod
uctiv
e he
alth
re
sear
ch o
utpu
ts in
the
form
of t
echn
ical r
epor
ts
• Re
prod
uctiv
e he
alth
re
sear
ch o
utpu
ts in
the
form
of p
eer r
evie
w
jour
nals
.
81The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
SI. N
oSt
rate
gic
Initi
ativ
es(S
I) Sc
ope
of th
e SI
SI D
eliv
erab
le
P3: Im
prov
e te
chno
logy
eva
luat
ion
and
tran
sfer
P3.S
I1
Deve
lop
heal
th
tech
nolo
gy
prod
uctio
n pa
ckag
es fr
om
abro
ad a
nd
indi
geno
us
prac
tices
This
mea
ns a
ppro
pria
te h
ealth
tech
nolo
gies
will
be
asse
ssed
, int
rodu
ced,
tran
sfer
red,
eva
luat
ed
and
adop
ted
for
prod
ucin
g pr
oduc
tion
pack
ages
and
pro
duct
s. I
n th
is in
itiat
ives
app
ropr
iate
te
chno
logy
for
foo
d pr
oces
sing
, pro
duct
ion
of M
enin
goco
ccal
men
ingi
tis &
rab
ies
vacc
ines
and
An
ti-se
ra w
ill b
e tr
ansf
erre
d fr
om o
utsi
de a
nd a
dopt
ed. D
evel
op h
ealth
tec
hnol
ogy
prod
uctio
n pa
ckag
es m
eans
pro
duct
ion
of p
artia
lly p
roce
ssed
pro
duct
s fo
r br
ingi
ng a
fin
al p
rodu
ct f
or
bene
ficia
ries.
Her
e, he
alth
tech
nolo
gy p
rodu
ctio
n pa
ckag
es w
ill b
e de
velo
ped
and
valid
ated
for t
he
prod
uctio
n of
com
plem
enta
ry a
nd s
uppl
emen
tary
food
pac
kage
s, un
deru
tiliz
ed in
dige
nous
food
s fo
r co
nsum
ptio
n an
d nu
triti
on s
ecur
ity, d
iagn
ostic
med
ia a
nd k
it fo
r th
e di
agno
sis
of b
acte
rial
infe
ctio
n (W
idal
dia
gnos
tic k
it) u
sing
Eth
iopi
an s
trai
n/s
and
trad
ition
al m
edici
nes.
The
pro
duct
ion
pack
ages
, whi
ch w
ill b
e ge
nera
ted
from
the
proc
ess,
will
be
diss
emin
ated
and
use
d by
indu
strie
s m
ass
prod
uctio
n to
brin
g fin
al p
rodu
cts
for c
omm
ercia
lizat
ion.
• Id
entif
ied,
tran
sfer
red
and
adap
ted
know
ledg
e on
Hea
lth a
nd N
utrit
ion
tech
nolo
gy.
• De
velo
ped
prod
uctio
n pa
ckag
es
P3.S
I2Pr
oduc
tion
of
heal
th te
chno
logy
pr
oduc
ts
This
is a
bout
pro
duct
ion
of t
radi
tiona
l vac
cines
, Ant
i-Ser
a pr
oduc
ts a
nd p
rodu
ctio
n of
pan
els.
Ac
tiviti
es in
clude
pro
duct
ion
of a
nti-c
omm
unica
ble
dise
ases
vac
cines
and
Ant
i-ser
a pr
oduc
ts fo
r en
d be
nefic
iarie
s. In
this
initi
ativ
e th
e tr
ansf
er a
nd a
dopt
ion
of te
chno
logy
/bio
tech
nolo
gy fo
r the
pr
oduc
tion
of va
ccin
es su
ch a
s, ce
ll cul
ture
bas
ed a
nti-r
abie
s for
hum
an, M
enin
goco
ccal
men
ingi
tis.
Addi
tiona
lly, a
nti-r
abie
s m
onoc
lona
l ant
ibod
y, hu
man
ant
i-rab
ies
imm
unog
lobu
lin a
nd p
olyv
alen
t an
ti-ve
nom
pro
duct
ion
will
be
prod
uced
to im
prov
e an
d pr
omot
e th
e pu
blic
heal
th.
• He
alth
and
nut
ritio
n te
chno
logy
pro
duct
s
P3.S
I3
Eval
uatio
n of
dia
gnos
tic
and
dise
ase
prev
entiv
e te
chno
logi
es
Eval
uatio
n of
dia
gnos
tic te
chno
logi
es a
nd d
isea
se p
reve
ntiv
e su
pplie
s suc
h as
bed
net
s, di
agno
stic
tool
s/ki
ts, e
tc. w
ill b
e pr
oduc
ed fo
r sta
keho
lder
s in
cludi
ng p
olic
y m
aker
s, FM
oH, W
HO, U
NICE
F, et
c. an
d th
e pu
blic
at la
rge.
• Re
com
men
ded
diag
nost
ic an
d di
seas
e pr
even
tive
tech
nolo
gies
fo
r use
82 The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
SI. N
oSt
rate
gic
Initi
ativ
es(S
I) Sc
ope
of th
e SI
SI D
eliv
erab
le
P4: Im
prov
e pu
blic
heal
th e
mer
genc
y pr
epar
edne
ss
P4.S
I1
Vuln
erab
ility
Asse
ssm
ent a
nd
Risk
map
ping
(V
RAM
) and
av
ail e
mer
genc
y su
pplie
s
Risk
Man
agem
ent i
s fo
unde
d in
the
capa
city
for a
ll le
vels
of g
over
nmen
t to
iden
tify
and
mea
sure
ris
k pr
ior t
o an
eve
nt, b
ased
on
thre
ats/
haza
rds,
vuln
erab
ilitie
s, an
d co
nseq
uenc
es, a
nd to
man
age
the e
xpos
ure t
o tha
t ris
k thr
ough
the p
riorit
izat
ion
and
impl
emen
tatio
n of
risk
-red
uctio
n st
rate
gies
. Th
e m
ajor
act
iviti
es in
pre
parin
g he
alth
pro
file
are
asse
ssin
g ha
zard
s and
Vul
nera
bilit
y; es
tabl
ish
a da
ta b
ase
that
focu
ses u
pon
the
likel
y eff
ects
of p
oten
tial h
azar
ds, m
appi
ng th
e he
alth
risk
s in
the
coun
try a
nd a
ntici
patin
g re
lief n
eeds
and
ava
ilabl
e re
sour
ces
to a
vert
the
risk
or m
anag
e th
e cr
isis
.
• Pu
blic
Heal
th ri
sk p
rofil
e da
ta b
ase
deve
lope
d an
d m
appe
d•
Stoc
k pi
led
and
mob
ilized
reso
urce
P5: E
nhan
ce la
bora
tory
qua
lity
man
agem
ent s
yste
m im
plem
enta
tion
P5.S
I1Im
plem
entin
g Ex
tern
al Q
ualit
y As
sess
men
t (EQ
A)
EQA
is a
sys
tem
for
obj
ectiv
ely
chec
king
the
labo
rato
ry’s
perf
orm
ance
by
an e
xter
nal a
genc
y em
ploy
ing
one
or a
ll of
the
ava
ilabl
e m
etho
ds n
amel
y, pr
ofici
ency
tes
ting
(PT)
, Rec
heck
ing/
rete
stin
g an
d on
-site
eva
luat
ion
inclu
ding
all
suita
ble
inte
r-la
bora
tory
com
paris
on m
etho
ds s
uch
as s
plit
sam
ple
test
ing,
etc
. Par
ticip
atio
n in
EQA
is im
port
ant t
o ev
alua
te re
liabi
lity
of m
etho
ds,
mat
eria
ls, e
quip
men
t, m
onito
ring
of c
ompe
tenc
y an
d tr
aini
ng im
pact
, and
bui
ld c
usto
mer
s’ an
d he
alth
reg
ulat
ory
auth
oriti
es’ c
onfid
ence
in la
bora
tory
res
ults
. Par
ticip
atio
n in
EQA
cre
ates
a
suita
ble
mec
hani
sm f
or c
omm
unica
tions
, and
can
be
a pr
oven
too
l for
enh
ancin
g th
e na
tiona
l la
bora
tory
net
wor
k. Ju
stifi
ably
, EQA
par
ticip
atio
n is
one
of t
he m
ajor
crit
eria
for a
ccre
dita
tion.
It
is m
anda
tory
for
all c
linica
l and
pub
lic h
ealth
labo
rato
ries
of a
ll tie
rs in
the
nat
iona
l lab
orat
ory
syst
em to
par
ticip
ate
in a
t lea
st o
ne o
f the
thre
e EQ
A m
etho
ds, n
amel
y, Pr
ofici
ency
Pan
el Te
stin
g,
Rand
om B
linde
d Re
chec
king
and
ons
ite s
uper
visi
on f
or a
ll te
sts
they
per
form
.
• Na
tiona
l EQA
labo
rato
ry•
PT p
anel
s fo
r NEQ
AS
alw
ays
avai
labl
e•
All l
abs
part
icipa
ting
in
EQA
prog
ram
s
83The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
SI. N
oSt
rate
gic
Initi
ativ
es(S
I) Sc
ope
of th
e SI
SI D
eliv
erab
le
P5.S
I2Do
cum
ents
and
in
form
atio
n m
anag
emen
t
Docu
men
ts a
re n
eede
d in
the
labo
rato
ry t
o in
form
how
to
perf
orm
tes
ts a
nd a
re c
ritica
l too
ls
to s
tand
ardi
ze la
bora
tory
pro
cess
es a
nd a
ctiv
ities
. The
pro
duct
of t
he la
bora
tory
is in
form
atio
n,
prim
arily
in
the
form
of
test
res
ults
. In
form
atio
n (d
ata)
nee
ds t
o be
car
eful
ly c
aptu
red
and
man
aged
to e
nsur
e pr
ivac
y an
d co
nfid
entia
lity
patie
nts
and
othe
r sou
rces
, as
wel
l as
acce
ssib
ility
to th
e la
bora
tory
sta
ff a
nd h
ealth
car
e pr
ovid
ers.
Pro
perly
ana
lyze
d an
d in
terp
rete
d in
form
atio
n is
cru
cial f
or e
vide
nce
base
d de
cisio
n m
akin
g an
d po
licy
form
ulat
ions
. Lab
orat
ory
info
rmat
ion
may
be
colle
cted
, man
aged
and
con
veye
d us
ing
eith
er p
aper
or
elec
tron
ic sy
stem
s. A
s pa
rt o
f th
e im
plem
enta
tion
of t
his
initi
ativ
e, ne
w g
uide
lines
, man
uals
, tra
inin
g an
d ot
her
mat
eria
ls
will
be
deve
lope
d or
exis
ting
ones
rev
ised
in v
iew
of
curr
ently
pre
vailin
g ne
eds
with
a g
oal t
o en
sure
the
uni
form
ity a
nd s
moo
th im
plem
enta
tion
of L
abor
ator
y Qu
ality
Man
agem
ent
Syst
em
natio
nwid
e. A
ppro
pria
te s
yste
ms
and
tool
s fo
r el
ectr
onic
capt
urin
g, s
torin
g, r
etrie
ving
, ana
lysi
s an
d in
terp
reta
tion
of la
bora
tory
info
rmat
ion
will
be
deve
lope
d an
d im
plem
ente
d at
all
tiers
of t
he
natio
nal l
abor
ator
y ne
twor
k.
• De
velo
ped
and
/or
revi
sed
Guid
elin
es/
Man
uals
, etc
•
Stan
dard
ized
ele
ctro
nic
or p
aper
-bas
ed
info
rmat
ion/
data
ca
ptur
ing
syst
em in
pl
ace
• St
anda
rdiz
ed
trai
ning
mat
eria
ls
P5.S
I3Eq
uipm
ent
and
supp
lies
man
agem
ent
Prop
er m
anag
emen
t of e
quip
men
t and
sup
plie
s re
quire
d fo
r the
opt
imal
ope
ratio
n of
a la
bora
tory
ar
e fu
ndam
enta
l pre
requ
isite
s to
ens
ure
the
prov
isio
n of
acc
urat
e, re
liabl
e an
d tim
ely
test
ing
serv
ices.
Pro
per e
quip
men
t and
sup
ply
man
agem
ent p
rogr
ams
are
key
to m
aint
ain
a hi
gh le
vel o
f la
bora
tory
per
form
ance
, red
uce
varia
tion
in te
st re
sults
, impr
ove
the
tech
nolo
gist
’s co
nfid
ence
in
the
accu
racy
of t
estin
g re
sults
, low
er re
pair
cost
s, le
ngth
en in
stru
men
t life
, red
uce
inte
rrup
tion
of
serv
ices,
incr
ease
saf
ety
for w
orke
rs a
nd th
e en
viro
nmen
t as
wel
l as
to p
rodu
ce g
reat
er cu
stom
er
satis
fact
ion.
To
ach
ieve
the
afor
emen
tione
d go
al, r
equi
rem
ents
for p
rope
r spe
cifica
tion,
sel
ectio
n, in
stal
latio
n,
perf
orm
ance
verif
icatio
n an
d va
lidat
ion,
oper
ator
/use
r and
mai
nten
ance
trai
ning
s will
be d
evel
oped
an
d im
plem
ente
d. N
atio
nal e
quip
men
t pla
tfor
ms
will
be
esta
blis
hed,
cap
aciti
es fo
r the
pro
visi
on
of p
reve
ntiv
e an
d cu
rativ
e m
aint
enan
ce s
ervi
ces
will
be
stre
ngth
ened
bot
h at
nat
iona
l an
d re
gion
al le
vels
. Oth
er v
iabl
e st
rate
gies
that
will
cont
ribut
e to
str
engt
heni
ng la
bora
tory
equ
ipm
ent
mai
nten
ance
ser
vice
s lik
e co
ntra
ct a
gree
men
ts w
ith v
endo
rs a
nd fr
ee o
f cha
rge
swap
out
s ol
d in
stru
men
ts w
ill b
e de
sign
ed a
nd im
plem
ente
d. S
yste
m fo
r pos
t-m
arke
t sur
veilla
nce
rela
ted
to
the
prop
er fu
nctio
nalit
y of
labo
rato
ry e
quip
men
t and
dev
ices
will
als
o be
est
ablis
hed.
• Es
tabl
ishe
d Na
tiona
l an
d Re
gion
al la
bora
tory
eq
uipm
ent w
orks
hops
• Tr
aine
d m
aint
enan
ce
pers
onne
l•
Vend
or co
ntra
cts
• Es
tabl
ishe
d sy
stem
for
equi
pmen
t sw
ap o
uts
• Es
tabl
ishe
d sy
stem
for p
ost-
mar
ket
surv
eilla
nce
of e
quip
men
t fu
nctio
nalit
y
84 The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
SI. N
oSt
rate
gic
Initi
ativ
es(S
I) Sc
ope
of th
e SI
SI D
eliv
erab
le
P5.S
I4Pr
oces
s co
ntro
l an
d pr
oces
s im
prov
emen
t
Proc
ess
cont
rol c
ompr
ises
sev
eral
act
iviti
es t
hat
are
fund
amen
tal t
o en
surin
g th
e qu
ality
of
labo
rato
ry t
estin
g pr
oces
ses.
The
se a
ctiv
ities
inc
lude
, but
not
lim
ited
to, q
ualit
y co
ntro
l fo
r te
stin
g, a
ppro
pria
te m
anag
emen
t of
pat
ient
spe
cimen
s an
d en
viro
nmen
tal s
ampl
es, i
nclu
ding
co
llect
ion
and
hand
ling,
and
met
hod
verif
icatio
n an
d va
lidat
ion
exer
cises
. Pro
cess
impr
ovem
ent
is a
sys
tem
atic
and
perio
dic a
ppro
ach
to im
prov
ing
labo
rato
ry q
ualit
y an
d th
e in
puts
and
out
puts
th
at g
lue
thes
e pr
oces
ses
toge
ther
. Thu
s, pr
oces
s im
prov
emen
t is
the
core
con
cept
and
prim
ary
goal
in a
qua
lity
man
agem
ent s
yste
m. V
ario
us Q
ualit
y As
sura
nce
mea
sure
s w
ill b
e im
plem
ente
d at
all l
abs n
atio
nwid
e to
ens
ure
relia
bilit
y of a
ll lab
orat
ory t
estin
g pr
oces
ses a
nd o
pera
tions
for t
he
prov
isio
n of
acc
urat
e an
d tim
ely
resu
lts.
• Co
ntin
ued
qual
ity
Impr
ovem
ent a
ctiv
ities
• Fu
nctio
nal s
yste
ms
for
IQC,
met
hod
verif
icatio
n an
d va
lidat
ion
as
wel
l as
spec
imen
m
anag
emen
t
P5.S
I5Fa
cility
and
saf
ety
Facil
ity a
nd s
afet
y is
one
of
the
key
esse
ntia
ls o
f qu
ality
. Th
e la
bora
tory
wor
k sp
ace
and
the
gene
ral f
acilit
y m
ust
be o
rgan
ized
in s
uch
a w
ay t
hat
the
wor
kloa
d ca
n be
per
form
ed w
ithou
t co
mpr
omis
ing
the
qual
ity o
f te
stin
g an
d th
e sa
fety
of
the
labo
rato
ry s
taff,
oth
er h
ealth
car
e pe
rson
nel,
patie
nts
and
the
com
mun
ity. A
s pa
rt o
f th
is in
itiat
ive,
a na
tiona
l lab
orat
ory
safe
ty
and
bio-
secu
rity
prog
ram
will
be
impl
emen
ted
to e
nsur
e sa
fe la
bora
tory
ope
ratio
ns a
t all
times
. Pr
iorit
y ar
eas
inclu
de, b
ut n
ot li
mite
d to
, the
pro
tect
ion
of e
mpl
oyee
s, pa
tient
s, th
e en
viro
nmen
t an
d th
e co
mm
unity
from
haz
ardo
us ch
emica
ls a
nd A
nti-S
era
path
ogen
s as
wel
l as
the
prot
ectio
n of
lab
equi
pmen
t and
the
facil
ity fr
om u
nexp
ecte
d di
re e
vent
s.Hi
gh le
vel b
io-s
afet
y con
tain
men
ts su
ch a
s BSL
3 an
d BS
L4 ar
e crit
ically
requ
ired
whe
n de
alin
g with
kn
own
dead
ly a
nd lif
e th
reat
enin
g ex
otic
path
ogen
s or
age
nts
with
unk
now
n ris
k of
tran
smis
sion
. Th
us, a
ctiv
ities
will
be
unde
rtak
en to
inst
all t
hese
sys
tem
s at
the
Natio
nal R
efer
ence
Lab
orat
orie
s of
the
EPHI
and
sel
ecte
d Re
gion
al R
efer
ence
Lab
orat
orie
s.
• S
afe
labo
rato
ries
and
w
orki
ng e
nviro
nmen
t•
BSL3
and
4 la
bora
tory
fa
ciliti
es in
pla
ce•
Miti
gate
d ri
sk o
f in
fect
ions
and
oth
er
accid
ents
in th
e la
b •
Miti
gate
d ris
k of
env
ironm
enta
l co
ntam
inat
ion
85The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
SI. N
oSt
rate
gic
Initi
ativ
es(S
I) Sc
ope
of th
e SI
SI D
eliv
erab
le
P6: S
tren
gthe
ning
Lab
orat
ory
Capa
city
for R
efer
ral a
nd B
acku
p Te
stin
g Se
rvice
s
P6.S
I1
Stre
ngth
enin
g la
bora
tory
ne
twor
k an
d re
ferr
al te
stin
g se
rvice
s
The
natio
nal r
efer
ence
labo
rato
ry m
ust h
ave
the
high
est p
ossi
ble
tech
nica
l cap
acity
to p
erfo
rm
all t
ests
tha
t ar
e ro
utin
ely
done
by
all o
ther
tie
rs in
cludi
ng e
sote
ric s
pecia
lized
tes
ts w
hich
are
no
t ava
ilabl
e el
sew
here
in th
e co
untr
y. L
ikew
ise
regi
onal
refe
renc
e la
bora
torie
s ne
ed to
hav
e th
e ca
pacit
y to p
rovi
de re
ferr
al te
stin
g ser
vice
s for
heal
th fa
ciliti
es in
thei
r res
pect
ive r
egio
ns. In
addi
tion
to th
is ve
rtica
l ref
erra
l sys
tem
, inte
r-tie
r hor
izon
tal r
efer
ral s
ervi
ces a
re to
be
prov
ided
in th
e ev
ent
of in
stru
men
t bre
akdo
wn,
sup
ply
shor
tage
s or
sam
ple
back
logs
. A fu
nctio
nal l
abor
ator
y ne
twor
k an
d ro
bust
spe
cimen
tran
spor
tatio
n an
d ef
ficie
nt re
sult
deliv
ery
syst
em is
key
for t
he s
ucce
ss o
f re
ferr
al te
stin
g se
rvice
s. A
s su
ch, m
any
activ
ities
will
be
unde
rtak
en in
ord
er to
str
engt
hen
the
linka
ges
betw
een
and
with
in la
b tie
rs in
add
ition
to e
stab
lishi
ng a
relia
ble
spec
imen
and
resu
lt co
urie
r sy
stem
. Sui
tabl
e IT
tec
hnol
ogie
s w
ill a
lso
be d
eplo
yed
to e
nhan
ce c
omm
unica
tions
and
in
form
atio
n flo
w w
ithin
the
netw
ork.
• N
etw
orke
d la
bora
torie
s•
Robu
st s
yste
m fo
r sp
ecim
en re
ferr
al,
test
ing
and
resu
lt de
liver
y•
Unin
terr
upte
d la
b te
stin
g s
ervi
ces
at a
ll tim
es
P6.S
I2
Stre
ngth
enin
g di
agno
stic
capa
city
of
Labo
rato
ries
It is
ess
entia
l to
prov
ide
supp
ort t
o re
gion
al, f
eder
al a
nd p
erip
hera
l lab
orat
orie
s in
ord
er to
ena
ble
them
to
acco
mpl
ish
thei
r re
spon
sibi
litie
s. L
abor
ator
y su
ppor
t in
clude
s in
fras
truc
ture
upg
rade
s, tr
aini
ng p
rogr
ams,
qual
ity a
ssur
ance
pro
gram
s, la
bora
tory
equ
ipm
ent
mai
nten
ance
and
oth
er
stra
tegi
es th
at w
ill a
ssis
t the
labo
rato
ries
to e
nhan
ce th
eir a
bilit
y to
pro
vide
labo
rato
ry s
ervi
ces
for i
nteg
rate
d di
seas
es. H
owev
er, m
ultit
ude
gaps
exis
t bet
wee
n th
eir c
urre
nt s
tate
s an
d re
quire
d st
anda
rds;
fulfi
lling
thes
e ga
ps is
the
key
obj
ectiv
e of
thi
s in
itiat
ive
and
achi
evin
g it
in t
his
plan
per
iod
is c
onsi
dere
d as
an
impo
rtan
t m
ilest
one
in t
he n
atio
nal e
ffor
ts t
owar
ds im
prov
ing
the
qual
ity a
nd a
cces
sibi
lity
of c
linica
l and
pub
lic h
ealth
labo
rato
ry s
ervi
ces.
Act
iviti
es in
clude
, am
ong
othe
r thi
ngs,
intr
oduc
tion
and
scal
ing
up o
f adv
ance
d te
st m
etho
ds a
nd te
chno
logi
es, a
nd
unde
rtak
ing
exte
nsiv
e ca
pacit
y bu
ildin
g pr
ogra
ms
rela
ted
to in
stru
men
tatio
ns, h
uman
reso
urce
, in
fras
truc
ture
, etc
.
• Ca
pacit
y es
tabl
ishe
d bo
th a
t nat
iona
l lev
els
for a
dvan
ced
test
ing
serv
ices
• N
ew m
etho
ds a
nd/o
r te
chno
logi
es i
ntro
duce
d
86 The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
SI. N
oSt
rate
gic
Initi
ativ
es(S
I) Sc
ope
of th
e SI
SI D
eliv
erab
le
P7: Im
prov
e Pr
ogra
ms/
Proj
ects
and
Inst
itutio
nal P
olici
es D
evel
opm
ent a
nd M
anag
emen
t
P7.S
I1
Stre
ngth
enin
g pr
ogra
m/p
roje
ct
mon
itorin
g
and
Eval
uatio
n sy
stem
Stre
ngth
enin
g pr
ogra
m/p
roje
ct
mon
itorin
g is
to
m
ake
cont
inuo
us
trac
king
of
ef
fect
ive
impl
emen
tatio
n of
pla
nned
act
iviti
es,
it in
clude
s d
evel
opm
ent o
f lon
g te
rm p
lans
( ne
xt 5
yea
r, vi
sion
201
5), P
repa
ratio
n of
ann
ual o
pera
tiona
l pla
n, q
uart
erly
mon
itorin
g of
pro
gram
/ pr
ojec
ts
,cond
uctin
g s
uppo
rtiv
e su
perv
isio
n, m
akin
g an
nual
revi
ew m
eetin
g an
d fo
llow
up
of s
cient
ific a
nd
ethi
cal c
ompl
ianc
e of
rese
arch
pro
ject
s. E
valu
atio
n is
cond
uctin
g th
e 5y
rs S
PM tw
ice a
nd p
roje
cts/
prog
ram
s m
idte
rm &
end
term
eva
luat
ions
.
• M
onito
red
and
eval
uate
d P
rogr
ams/
proj
ects
and
str
ateg
y
P7.S
I2
Stre
ngth
en
adm
inis
trat
ive
and
tech
nica
l po
licie
s an
d gu
idel
ines
This
ini
tiativ
e is
to
in p
lace
and
cus
tom
izes
all
oper
atio
nal
in
tern
al p
olici
es/g
uide
lines
for
ad
min
istr
ativ
e ac
tiviti
es a
nd c
ompl
ianc
e, st
reng
then
tec
hnica
l gu
idel
ines
for
pro
gram
mat
ic ac
tiviti
es, e
nsur
e leg
al co
mpl
ianc
e of a
ll act
iviti
es, a
nd en
sure
goo
d go
vern
ance
and
mai
nstr
eam
ing
of H
IV p
reve
ntio
n, w
omen
and
you
th a
ffai
rs.
• De
velo
ped
Inst
itutio
nal
Polic
ies,
guid
elin
es,
man
uals
F1: Im
prov
e ef
ficie
nt m
obiliz
atio
n an
d ut
ilizat
ion
of fi
nanc
ial r
esou
rce
F1.S
I1
Esta
blis
h ef
ficie
nt
finan
cial r
esou
rce
mob
ilizat
ion
and
ut
ilizat
ion
syst
em
Thi
s in
itiat
ive
is a
imed
at r
aisi
ng s
uffic
ient
fund
for t
hose
act
iviti
es h
avin
g ga
p in
the
stra
tegi
c pl
an a
nd h
avin
g ef
ficie
nt u
tiliz
atio
n sy
stem
. Th
eref
ore
reso
urce
map
ping
, gap
ide
ntifi
catio
n,
stra
tegy
dev
elop
men
t, pr
opos
al d
evel
opm
ent a
nd m
obiliz
atio
n on
one
han
d an
d d
evel
opin
g ac
tion
plan
, tim
ely
trac
king
, eff
ectiv
e fo
llow
up,
pro
per d
ocum
enta
tion,
insp
ectio
ns a
nd e
nsur
ing
prop
er
utiliz
atio
n.
For
this
per
iodi
c fu
nd li
quid
atio
n, s
uppo
rtiv
e su
perv
isio
ns a
nd c
ontin
uous
feed
back
ac
tiviti
es a
re k
ey a
ctio
ns re
quire
d.
Fina
ncia
l and
per
form
ance
aud
iting
and
insp
ectio
n is
use
d to
ens
ure
prop
er u
tiliz
atio
n of
the
re
sour
ces.
• Ad
equa
te fi
nanc
ial
reso
urce
mob
ilized
• Ef
ficie
nt fi
nanc
ial
reso
urce
util
izat
ion
87The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
SI. N
oSt
rate
gic
Initi
ativ
es(S
I) Sc
ope
of th
e SI
SI D
eliv
erab
le
F1.S
I2
Stre
ngth
enin
g lo
gist
ics
man
agem
ent
syst
em
Sinc
e si
gnifi
cant
am
ount
of t
he In
stitu
te b
udge
t is
inve
sted
on
the
proc
urem
ent o
f goo
ds, s
ervi
ces,
cons
truc
tion
and c
onsu
ltanc
y, ta
king
it as
an in
itiat
ive i
s of a
para
mou
nt im
port
ance
. Thu
s, in
plac
ing
syst
ems
and
proc
edur
es w
hich
ena
bles
ens
urin
g ef
ficie
ncy,
tran
spar
ency
and
acc
ount
abilit
y is
the
maj
or fo
cus
of th
is in
itiat
ive.
Thi
s in
clude
s de
velo
ping
gen
eral
equ
ipm
ent a
nd s
uppl
ies
dire
ctor
y fo
r all l
abor
ator
ies,
annu
al p
rocu
rem
ent p
lan
prep
arat
ion
and
exec
utio
n, in
pla
cing
stoc
k da
taba
se,
havi
ng p
rope
rty
disp
osal
sys
tem
.Th
is i
s to
hav
e w
ell
plan
ned
tran
spor
t se
rvice
pro
visi
on f
or t
he e
ffici
ent
prog
ram
/ pr
ojec
t im
plem
enta
tion
and
effe
ctiv
e re
sour
ce u
tiliz
atio
n th
roug
h ha
ving
veh
icles
at
all t
imes
, tim
ely
vehi
cle m
aint
enan
ce a
nd p
uttin
g in
pla
ce lo
g sh
eet a
nd tr
ansp
ort s
ervi
ce m
anag
emen
t with
GPI
S.
• Un
inte
rrup
ted
inpu
t su
pply
• Ef
ficie
nt tr
ansp
ort a
nd
vehi
cle m
anag
emen
t sy
stem
CB1:
Impr
ove
Hum
an R
esou
rce
Deve
lopm
ent a
nd M
anag
emen
t
CB1.
SI1
Stre
ngth
en H
DA
of th
e In
stitu
te
Alth
ough
HDA
str
engt
heni
ng is
par
t of e
mpl
oyee
cap
acity
dev
elop
men
t, it
is s
epar
atel
y ta
ken
as
an in
itiat
ive
to s
tren
gthe
n in
divi
dual
s an
d te
am p
erfo
rman
ce th
roug
h co
ntin
uous
per
form
ance
ap
prai
sals
, giv
ing
feed
back
, rec
ogni
tion
of b
ette
r per
form
ers
and
prov
idin
g tr
aini
ng b
y id
entif
ying
th
e ga
p ai
min
g to
brin
g al
l em
ploy
ees
to th
e hi
ghes
t sta
ndar
d le
vel o
f eff
icien
cy (A
).
• Fu
ll sc
ale
impl
emen
tatio
n of
HDA
• Be
st p
erfo
rmin
g st
affs
/te
ams/
foru
ms
and
Inst
itute
88 The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
SI. N
oSt
rate
gic
Initi
ativ
es(S
I) Sc
ope
of th
e SI
SI D
eliv
erab
le
CB1.
SI2
Stre
ngth
en
Hum
an R
esou
rce
De
velo
pmen
t th
roug
h tr
aini
ng
This
is to
dev
elop
em
ploy
ee c
apac
ity o
f the
Inst
itute
by
prov
idin
g lo
ng a
nd s
hort
term
Tra
inin
gs
with
pro
per g
ap a
naly
sis
and
desi
gnin
g st
rate
gy. P
rovi
ding
sho
rt te
rm tr
aini
ngs
rele
vant
to th
e ta
rget
ed m
issi
ons
and
obje
ctiv
es a
nd p
rovi
ding
long
term
trai
ning
s of
BA,
MSC
, MPH
/MA
and
PhD
prog
ram
s fo
r the
Inst
itute
sta
ff a
re th
e in
tern
al H
R de
velo
pmen
t.Th
e ot
her H
R de
velo
pmen
t is
focu
sing
on
the
over
all s
kill
and
know
ledg
e de
velo
pmen
t of h
ealth
w
orke
rs in
the
sect
or p
ertin
ent t
o th
e In
stitu
tion
mis
sion
and
obj
ectiv
es. E
stab
lishi
ng p
ublic
hea
lth
trai
ning
ope
ratio
nal s
yste
m is
focu
sing
to o
pera
tiona
lize
the
natio
nal p
ublic
hea
lth tr
aini
ng ce
nter
(N
PHTC
) in
its fu
ll sca
le. T
his
inclu
des
Fina
lizat
ion
of th
e TC
phy
sica
l wor
k, se
ttin
g its
man
agem
ent
syst
em, d
evel
opin
g tr
aini
ng m
anua
ls a
nd m
odul
es, d
esig
ning
cou
rses
on
sele
cted
dis
ciplin
es,
host
ing
loca
l re
gion
al a
nd in
tern
atio
nal p
ublic
hea
lth co
nfer
ence
s.Kn
owle
dge d
evel
opm
ent a
nd im
prov
emen
t of h
ealth
prof
essi
onal
s in
sele
cted
nat
iona
l and
regi
onal
pu
blic
heal
th re
sear
ch In
stitu
tes,
Univ
ersi
ties
and
othe
rs e
ngag
ed in
pub
lic h
ealth
rese
arch
will
be
capa
citat
ed in
term
s of
trai
ning
s on
rese
arch
met
hodo
logi
es/t
echn
ique
s, et
hics
, dat
a an
alys
is a
nd
man
agem
ent.
Desi
gnin
g of
trai
ning
s, de
velo
pmen
t of t
rain
ing
man
uals
and
mod
ules
on
rese
arch
, et
hics
dat
a an
alys
is, m
anag
emen
t and
rela
ted
disc
iplin
es a
nd h
ostin
g of
regi
onal
and
inte
rnat
iona
l pu
blic
heal
th re
sear
ch w
orks
hops
/con
fere
nces
in c
olla
bora
tion
with
par
tner
s w
ill b
e am
ong
the
plan
ned
activ
ities
.
• Tr
aine
d Em
ploy
ees
CB1.
SI3
Recr
uit a
nd re
tain
th
e sk
illed
hum
an
reso
urce
This
initi
ativ
e is
fillin
g va
canc
ies
thro
ugh
deve
lopi
ng c
lear
HR
stra
tegy
and
recr
uitin
g e
mpl
oyee
s as
pla
nned
.Re
tent
ion
initi
ativ
e is
pla
nned
to re
view
the
care
er s
truc
ture
, dev
elop
ing
and
in p
lacin
g in
cent
ive
guid
elin
e, ex
pand
ing
the
tr
ansp
ort
serv
ices
cove
rage
fo
r em
ploy
ees,
Impr
ovin
g t
he c
antin
g se
rvice
by c
ontin
uous
exis
ting
qual
ity im
prov
emen
t an
d Es
tabl
ishi
ng s
port
and
oth
er re
crea
tiona
l ac
tiviti
es. T
his
is to
bui
ld s
tand
ard
grou
nd te
nnis
fiel
d an
d ba
sket
bal
l fie
ld.
• Re
crui
ted
and
reta
ined
sk
illed
HR
89The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
SI. N
oSt
rate
gic
Initi
ativ
es(S
I) Sc
ope
of th
e SI
SI D
eliv
erab
le
CB1.
SI4
Enha
nce
good
go
vern
ance
This
str
ateg
ic in
itiat
ive
is a
bout
enh
ancin
g go
od g
over
nanc
e of
pub
lic h
ealth
. It
requ
ires
impl
emen
tatio
n of
the
prin
ciple
s of
goo
d go
vern
ance
, i.e.
rule
of l
aw, t
rans
pare
ncy,
inclu
sive
ness
an
d eq
uity
, re
spon
sive
ness
, ef
ficie
ncy
and
effe
ctiv
enes
s, an
d pa
rtici
pato
ry e
ngag
emen
t of
cit
izen
s. F
or g
ood
gove
rnan
ce to
pre
vail
ther
e is
a n
eed
for s
tron
g le
ader
ship
and
com
mitm
ent,
staf
fs c
omm
itmen
t, ro
bust
par
ticip
atio
n of
pub
lic w
ing,
and
invo
lvem
ent o
f the
priv
ate
sect
or in
up
hold
ing
the
prin
ciple
s of
goo
d go
vern
ance
. Goo
d go
vern
ance
is p
aram
ount
to p
rom
ote
effe
ctiv
e de
liver
y of
pub
lic h
ealth
ser
vice
s. C
ritica
l ar
e ap
prop
riate
sta
ndar
ds, i
ncen
tives
, inf
orm
atio
n,
and
acco
unta
bilit
ies,
whi
ch i
nduc
e hi
gh p
erfo
rman
ce f
rom
pub
lic p
rovi
ders
. Im
prov
ed p
ublic
pe
rfor
man
ce is
one
mea
ns t
o en
hanc
e re
turn
s to
pub
lic h
ealth
inve
stm
ents
. It
can
also
redu
ce
heal
th s
ervi
ce q
ualit
y di
spar
ities
. Mor
eove
r, go
od g
over
nanc
e di
scou
rage
s co
rrup
tion
and
rent
-se
ekin
g pr
actic
es, w
hich
dire
ctly
aff
ects
the
per
form
ance
of t
he p
ublic
hea
lth in
terv
entio
ns. T
o im
prov
e go
vern
ance
and
sub
sequ
ently
the
perf
orm
ance
of h
ealth
sys
tem
s it
is cr
itica
l to
iden
tify
the
wea
k po
ints
that
cont
ribut
e to
poo
r per
form
ance
and
corr
uptio
n.
Good
gov
erna
nce
allo
ws
citiz
ens
to e
xpre
ss t
heir
pref
eren
ces
and
be in
volv
ed in
the
dec
isio
n-m
akin
g pr
oces
ses
and
assu
res
that
the
vie
ws
of a
ll se
gmen
ts o
f th
e po
pula
tion,
par
ticul
arly
th
e vo
ices
of t
he m
ost
vuln
erab
le s
egm
ents
of s
ocie
ty a
re h
eard
in d
ecis
ion-
mak
ing.
It is
als
o re
spon
sive
to th
e pr
esen
t and
futu
re n
eeds
of t
he s
ocie
ty. T
o re
aliz
e go
od g
over
nanc
e it
shou
ld b
e ow
ned
by e
ach
staf
f of t
he in
stitu
te a
nd s
take
hold
ers.
• Go
od g
over
nanc
e at
all
leve
ls
CB1.
SI5
Mai
nstr
eam
ing
of g
ende
r, HI
V co
ntro
l and
en
viro
nmen
tal
issu
es
This
initi
ativ
e is
abo
ut m
ains
trea
min
g th
e cr
itica
l and
cros
scut
ting
issu
es o
f the
socie
ty, v
iz: g
ende
r, HI
V co
ntro
l and
env
ironm
enta
l iss
ues.
It in
clude
s cr
eatin
g sa
fe, c
lean
and
att
ract
ive
envi
ronm
ent
for
staf
fs a
nd c
usto
mer
s to
be
serv
ed, e
nhan
cing
HIV
cont
rol,
and
facil
itatin
g ge
nder
equ
ity in
le
ader
ship
and
gend
er m
ains
trea
min
g in
all a
spec
ts. A
ll act
iviti
es o
f the
inst
itute
tow
ards
ach
ievi
ng
its m
issi
on a
nd v
isio
n w
ill b
e im
plem
ente
d by
invo
lvin
g th
e pe
rspe
ctiv
es o
f gen
der, H
IV co
ntro
l and
en
viro
nmen
tal i
ssue
s m
ains
trea
min
g.
• M
ains
trea
med
gen
der,
HIV
cont
rol a
nd
envi
ronm
enta
l iss
ues
90 The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
SI. N
oSt
rate
gic
Initi
ativ
es(S
I) Sc
ope
of th
e SI
SI D
eliv
erab
le
CB2:
Enh
ance
Infr
astr
uctu
re a
nd S
yste
m d
evel
opm
ent
CB2.
SI1
Build
and
st
reng
then
ad
min
istr
ativ
e
and
tech
nica
l in
fras
truc
ture
s
The
adm
inis
trat
ive
infr
astr
uctu
re i
s to
bui
ld
the
Ins
titut
e’s m
ain
Com
plex
and
sta
ndar
d w
areh
ouse
, whi
ch h
as a
ll fa
ciliti
es in
one
com
poun
d to
ena
ble
the
Inst
itute
to p
rovi
de a
ll se
rvice
s in
one
pre
mis
e. T
he te
chni
cal in
fras
truc
ture
is to
bui
ld h
igh
leve
l labo
rato
ries,
emer
genc
y ope
ratio
n ce
nter
and
bas
ic ut
ility
facil
ities
for t
he re
sear
ch a
nd s
ervi
ce p
rovi
sion
.
• Bu
ilt In
fras
truc
ture
s
CB2.
SI2
Deve
lopi
ng
data
base
s an
d au
tom
ate
all
oper
atio
ns
This
initi
ativ
e is
to m
ake
the
Inst
itute
fully
aut
omat
ed a
nd h
avin
g al
l the
dat
a ba
ses
in o
rder
to
impr
ove
effic
ienc
y an
d ef
fect
iven
ess
in t
he o
vera
ll pr
ogra
m im
plem
enta
tion.
All
adm
inis
trat
ive
and
tech
nica
l ope
ratio
n w
ill b
e fu
lly a
utom
ated
and
com
pute
rized
usi
ng re
leva
nt s
oft w
ares
• Au
tom
ated
Ope
ratio
ns
CB3:
Enh
ance
Com
mun
icatio
n, C
oord
inat
ion
and
Part
ners
hip
CB3.
SI1
Esta
blis
h
info
rmat
ion
and
com
mun
icatio
n sy
stem
for t
he
publ
ic
This
initi
ativ
e is
to
have
eff
ectiv
e in
form
atio
n an
d co
mm
unica
tion
to t
he g
ener
al p
ublic
and
re
leva
nt s
take
hold
ers.
Thi
s in
volv
es d
evel
opm
ent
of
info
rmat
ion
and
com
mun
icatio
n st
rate
gy,
orga
nizin
g
info
rmat
ion
diss
emin
atio
n fo
r mas
s m
edia
, or
gani
zing
natio
nal E
vent
s ,d
evel
opin
g an
d di
ssem
inat
e au
dio-
visu
al m
essa
ges
and
Orga
nizin
g co
nfer
ence
s an
d w
orks
hops
• Co
mm
unica
tion
syst
em D
evel
oped
and
op
erat
iona
lized
CB3.
SI2
Stre
ngth
enin
g co
llabo
ratio
n an
d pa
rtne
rshi
p at
all
leve
l
This
initi
ativ
e is
aim
ed a
t to
wor
k in
col
labo
ratio
n w
ith p
artn
ers
and
stak
ehol
ders
to
mee
t th
e In
stitu
te’s
mis
sion
and
obj
ectiv
e. T
his
inclu
des
iden
tifyi
ng k
ey p
artn
ers/
stak
ehol
ders
, pre
parin
g di
rect
ory
for p
artn
ersh
ip, d
evel
opin
g pa
rtne
rshi
p st
rate
gy b
ased
on
the
mis
sion
and
obj
ectiv
es o
f th
e Ins
titut
e and
fina
lly es
tabl
ishi
ng an
d m
aint
aini
ng p
artn
ersh
ip b
ased
on
the d
evel
oped
stra
tegy
. Th
is in
itiat
ive
inclu
des
enha
nce
com
mun
icatio
n, c
oord
inat
ion
and
part
ners
hip
of n
atio
nal p
ublic
he
alth
rese
arch
as
per t
he n
atio
nal p
riorit
y re
sear
ch a
gend
a by
dev
elop
ing
and
impl
emen
ting
one
heal
th re
sear
ch fr
amew
ork
appr
oach
that
evo
lve
pote
ntia
l par
tner
s fr
om lo
cal a
nd in
tern
atio
nal
rese
arch
Inst
itute
s, Un
iver
sitie
s, an
d ot
hers
eng
aged
in p
ublic
hea
lth re
sear
ch. I
t is
aim
ed to
wor
k in
clos
e co
llabo
ratio
n w
ith p
artn
ers
and
stak
ehol
ders
to m
eet t
he in
stitu
tes’
rese
arch
mis
sion
and
ob
ject
ives
. Ide
ntify
ing
of k
ey p
artn
ers/
stak
ehol
ders
, est
ablis
h an
d m
aint
ain
part
ners
hip
base
d on
th
e st
rate
gy d
evel
oped
and
nat
iona
l hea
lth re
sear
ch a
gend
a w
ill b
e am
ong
the
maj
or a
ctiv
ities
.
• Co
mm
unica
tion
esta
blis
hed
• Co
llabo
ratio
n an
d pa
rtne
rshi
ps
esta
blis
hed
• Co
mm
unica
tion,
co
llabo
ratio
n an
d pa
rtne
rshi
ps m
aint
aine
d
91The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
Anne
x -2
: Maj
or A
ctiv
ities
and
spe
cific
act
iviti
es u
nder
eac
h in
itiat
ive
and
thei
r ta
rget
s
S. N
o.In
itiat
ive
Maj
or A
ctiv
ities
Spe
cific
Act
ivity
Uni
t of
Mea
sure
Impl
emen
tatio
n Y
ear
2015
/ 16
2016
/ 17
2017
/ 18
2018
/ 19
20
19/
20
C1:
Impr
ove
tran
slat
ion
and
utiliz
atio
n of
evi
denc
e- b
ased
info
rmat
ion,
pro
duct
ion
pack
ages
and
pro
duct
s
C1.
SI1
Dis
sem
inat
e ev
iden
ce b
ased
in
form
atio
n,
prod
uctio
n pa
ckag
es a
nd
prod
ucts
Dis
sem
inat
ion
of e
vide
nce
base
d in
form
atio
n (o
n C
Ds,
N
CD
s, N
utrit
ion,
Tra
ditio
nal
and
Mod
ern
Med
icin
e, H
ealth
sy
stem
, Rep
rodu
ctiv
e he
alth
, en
viro
nmen
tal a
nd o
ccup
atio
nal
heal
th, P
olic
y, p
rogr
am a
nd
stra
tegy
eva
luat
ion
issu
es.)
Dis
sem
inat
e sy
nthe
size
d ev
iden
ce b
ased
in
form
atio
n (o
n m
alar
ia, z
oono
sis,
HIV
, HIV
/STI
, H
IV/T
B, T
B, N
utrit
ion,
Tra
ditio
nal a
nd m
oder
n m
edic
ine,
Hea
lth s
yste
m. r
epro
duct
ive
heal
th )
Num
ber
105
106
Con
duct
pol
icy
dial
ogN
umbe
r5
65
511
Dis
sem
inat
ion
of o
utpu
ts b
y pr
epar
ing
prog
ram
s th
roug
h m
edia
.N
umbe
r5
64
48
Dis
sem
inat
ion
of o
utpu
ts th
roug
h co
nfer
ence
N
umbe
r1
11
11
Dis
sem
inat
ion
of o
utpu
ts th
roug
h w
orks
hops
Num
ber
7 10
69
13
Dis
sem
inat
ion
of o
utpu
ts th
roug
h EP
HI J
ourn
al
Num
ber
11
11
1
Dis
sem
inat
ion
of o
utpu
ts th
roug
h sc
ient
ific
new
slet
ter
Num
ber
22
22
2
Dis
sem
inat
e di
etar
y m
enus
(for
chr
onic
dis
ease
s,
for p
eopl
e liv
ing
in c
amp
like
univ
ersi
ty s
tude
nts,
sp
ort a
cade
my
& a
rmy)
.N
umbe
r1
12
1
Dev
elop
men
t & d
isse
min
atio
n of
Eth
iopi
an fo
od
guid
e py
ram
id.
Num
ber
1
Dis
sem
inat
ion
of p
rodu
ctio
n pa
ckag
es o
n Tr
aditi
onal
m
edic
ine
and
nutr
ition
Dis
sem
inat
e Te
chno
logy
brie
f on
Trad
ition
al
med
icin
e an
d N
utrit
ion
(loca
l)N
umbe
r1
45
49
Dis
trib
utio
n of
pro
duct
type
sD
istr
ibut
ion
of v
acci
nes
and
anti-
sera
pro
duct
ty
pes
Num
ber
1*1*
3**
4**
5**
92 The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
NB
:*
The
sam
e pr
oduc
t (Fe
rmi r
abie
s va
ccin
e) w
ill be
dis
trib
uted
onl
y fo
r 2
year
s an
d st
oppe
d af
ter
2 ye
ars.
**N
ewly
dev
elop
ed p
rodu
cts
will
be d
istr
ibut
ed c
ontin
ually
, in
cum
ulat
ive
way
from
yea
r to
yea
r.
C1.
SI2
Ensu
re
tran
slat
ion
and
utiliz
atio
n of
ev
iden
ce b
ased
in
form
atio
n,
prod
uctio
n pa
ckag
es a
nd
prod
ucts
Con
duct
Con
trib
utio
n m
appi
ng
(eva
luat
ion)
of u
tiliz
ed e
vide
nce
base
d in
form
atio
n an
d pr
oduc
tion
pack
ages
Con
duct
con
trib
utio
n m
appi
ng (e
valu
atio
n) o
f ut
ilized
evi
denc
e ba
sed
info
rmat
ion.
Num
ber
11
11
1
Con
duct
con
trib
utio
n m
appi
ng (e
valu
atio
n) o
f ut
ilized
pro
duct
ion
pack
ages
Num
ber
11
11
C2:
Impr
ove
prom
pt h
ealth
em
erge
ncy
resp
onse
and
reha
bilit
atio
n
C2.
SI1
Stre
ngth
en
Epid
emic
R
espo
nse
and
Reh
abilit
atio
n
Out
brea
k In
vest
igat
ion
Con
duct
fiel
d in
vest
igat
ion
%75
8090
9595
Out
brea
k co
nfirm
atio
n w
ith la
bora
tory
%75
8590
9095
Take
pre
vent
ive
and
cont
rol m
easu
res
%85
9095
100
100
Con
duct
pos
t Epi
dem
ic A
sses
smen
t for
maj
or
publ
ic h
ealth
em
erge
ncie
s%
5060
7080
85
Con
duct
reha
bilit
atio
n an
d re
cove
ry
Con
duct
rapi
d da
mag
e as
sess
men
t dur
ing
emer
genc
y tim
e%
100
100
100
100
100
Mai
ntai
n ba
sic
heal
th s
ervi
ces
%10
010
010
010
010
0
Con
duct
psy
chos
ocia
l ser
vice
s%
100
100
100
100
100
93The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
C3:
Incr
ease
and
mai
ntai
n qu
ality
ass
ured
labo
rato
ries
C3.
SI1
Enha
nce
the
impl
emen
tatio
n of
Ste
pwis
e La
bora
tory
Q
ualit
y Im
prov
emen
t P
roce
ss T
owar
ds
Acc
redi
tatio
n (S
LIP
TA)
Enro
ll la
bora
torie
s fo
r st
reng
then
ing
labo
rato
ry
man
agem
ent t
owar
ds
accr
edita
tion
(SLM
TA)
SLM
TA tr
aini
ng a
nd m
ento
ring
of l
abor
ator
ies
Num
ber
7080
100
120
150
Con
duct
SLI
PTA
fina
l ass
essm
ent a
nd s
tar l
evel
re
cogn
ition
Per
cent
100
100
100
100
100
Ena
ble
labo
rato
ries
to
achi
eve
ISO
151
89/1
7025
A
ccre
dita
tion
Enab
le la
bora
torie
s to
ISO
151
89/1
7025
With
Li
mite
d sc
ope
Acc
redi
tatio
n by
at l
east
one
di
scip
line
Num
ber
45
70
100
120
150
Enab
le la
bora
torie
s to
incr
ease
thei
r Lim
ited
scop
e IS
O 1
5189
/170
25 A
ccre
dita
tion
by a
t lea
st o
ne
disc
iplin
eN
umbe
r
2
4
570
100
120
Enab
le la
bora
torie
s to
ISO
151
89/1
7025
ac
cred
itatio
n w
ith fu
ll sc
ope
accr
edita
tion
Num
ber
66
1829
38
Mai
ntai
n la
bora
torie
s w
ith th
eir I
SO
151
89/1
7025
A
ccre
dita
tion
Per
cent
100
100
100
100
100
C4:
Enh
ance
com
mun
ity o
wne
rshi
p
C4.
SI1
Impl
emen
tatio
n of
com
mun
ity
base
d su
rvei
llanc
e
Dev
elop
sys
tem
for c
omm
unity
ba
sed
surv
eilla
nce
Esta
blis
h to
ols
and
pro
cedu
res
%10
0
Mak
e co
mm
unity
bas
ed
surv
eilla
nce
oper
atio
nal
Impl
emen
t com
mun
ity s
urve
illanc
e %
1040
6080
P1:
Impr
ove
publ
ic h
ealth
sur
veilla
nce
syst
em
P1.
SI1
Sur
veilla
nce
of d
isea
ses
and
thei
r de
term
inan
ts
Sur
veilla
nce
on C
omm
unic
able
D
isea
ses.
Sur
veilla
nce
of R
abie
s.N
umbe
r1
11
11
Sur
veilla
nce
on H
IV a
nd re
late
d di
seas
es.
Num
ber
77
77
7
Sur
veilla
nce
on H
IV a
nd T
B C
o-in
fect
ion.
Num
ber
11
11
1
Sur
veilla
nce
on v
iral s
exua
lly-t
rans
mitt
ed in
fect
ion.
Num
ber
11
11
1
94 The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
P1.
SI1
Sur
veilla
nce
of d
isea
ses
and
thei
r de
term
inan
ts
Sur
veilla
nce
on C
omm
unic
able
D
isea
ses.
Nat
iona
l HIV
est
imat
ion
and
proj
ectio
n.N
umbe
r1
22
22
Con
duct
labo
rato
ry b
ased
sur
veilla
nce
on v
acci
ne
prev
enta
ble
vira
l dis
ease
s (P
olio
, Mea
sles
/Rub
ella
, R
ota,
Influ
enza
, Hep
atiti
s, e
tc)
Num
ber
56
66
6
Sur
veilla
nce
on T
B.
Num
ber
1
Sen
tinel
site
sur
veilla
nce
on v
acci
ne p
reve
ntab
le
bact
eria
l dis
ease
s (m
enin
gitis
, pur
tesi
s, e
tc)
Num
ber
22
22
2
Sen
tent
ial s
ite s
urve
illanc
e on
ent
eric
bac
teria
l di
seas
es.
Num
ber
11
11
Sen
tent
ial s
ite s
urve
illanc
e on
bac
teria
l sex
ually
-tr
ansm
itted
dis
ease
s.N
umbe
r1
11
1
Sen
tent
ial s
ite s
urve
illanc
e on
mal
aria
(cas
e,
clim
ate,
and
Vec
tor)
para
site
. N
umbe
r1
11
Clim
ate
info
rmat
ion
anal
ysis
for m
alar
ia e
limin
atio
n.N
umbe
r1
1
Sen
tent
ial s
ite s
urve
illanc
e of
NTD
s (o
ncho
cerc
iasi
s, ly
mph
atic
fila
riasi
s, s
oil-
tran
smitt
ed h
elm
enth
iasi
s, le
ishm
ania
sis
, sc
hist
osom
iasi
s an
d tr
acho
ma
)
Num
ber
33
33
Beh
avio
ral a
nd d
emog
raph
ic s
urve
illanc
e on
HIV
.N
umbe
r1
1
Beh
avio
ral a
nd d
emog
raph
ic s
urve
illanc
e on
TB
. N
umbe
r1
1
Pub
licat
ion
in p
eer-
revi
ew J
ourn
als
Num
ber
57
97
18
Tech
nica
l Rep
orts
N
umbe
r17
2927
2825
95The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
P1.
SI1
Sur
veilla
nce
of d
isea
ses
and
thei
r de
term
inan
ts
Sur
veilla
nce
on N
on
Com
mun
icab
le D
isea
ses
(NC
Ds
and
Beh
avio
ral,
dem
ogra
phic
and
soc
ial
dete
rmin
ants
)
Beh
avio
ral &
dem
ogra
phic
sur
veilla
nce
on
CVD
, hyp
erte
nsio
n, d
iabe
tes,
can
cers
, chr
onic
re
spira
tory
illn
ess,
men
tal i
llnes
s th
roug
h he
alth
&
dem
ogra
phic
site
s of
Uni
vers
ities
.
Num
ber
1
Sur
veilla
nce
on m
orbi
dity
and
m
orta
lity.
Inve
stig
atin
g th
e ca
use
of d
eath
s us
ing
verb
al
Aut
opsy
met
hod.
Num
ber
1
P1.
SI2
.
Sur
veilla
nce
of d
rugs
and
in
sect
icid
e re
sist
ance
.
Con
duct
ant
i-mic
robi
al d
rug
resi
stan
ce s
urve
illanc
e (a
nti-
vira
l, ba
cter
ial,
para
sitic
)
Sur
veilla
nce
of a
nti-m
alar
ial d
rug
effic
acy
Num
ber
11
Sur
veilla
nce
of C
omm
on a
ntib
acte
rial d
rug
resi
stan
ce
Num
ber
11
11
1
Ant
imic
robi
al re
sist
ance
(AM
R) i
n an
imal
pa
thog
ens
of p
ublic
hea
lth s
igni
fican
ceN
umbe
r1
11
Sur
veilla
nce
of N
TDs
drug
effi
cacy
stu
dy.
(Lei
shm
ania
sis,
Onc
hoce
rcia
sis,
Lf,
STH
&
Sch
isto
som
iasi
s)
Num
ber
11
HIV
dru
g re
sist
ance
Num
ber
4
4
4
4
4
TB-d
rug
resi
stan
ceN
umbe
r2
12
22
Dru
g, s
ubst
ance
s ab
use
and
thei
r det
erm
inan
ts a
nd h
ealth
ef
fect
s
Ass
essi
ng th
e tre
nds
and
burd
en o
f Sub
stan
ce o
f ab
use
(Kha
t, ci
gare
ttes,
alc
ohol
, etc
.) an
d na
rcot
ic
and
psyc
hotro
pic
drug
s/m
edic
ines
addi
ctio
n pa
ttern
add
ictio
n an
d th
eir d
eter
min
ant
and
heal
th e
ffect
s
1
Pha
ram
covi
gila
nce
stud
y
Pha
ram
covi
gila
nce
stud
y of
Ant
i-mal
aria
l dru
gsN
umbe
r1
11
Pha
ram
covi
gila
nce
stud
y of
Pre
vent
ive
Che
mo
ther
apy
(PC
), N
TDs.
Num
ber
11
1
phar
mac
ovig
illanc
e su
rvei
llanc
e on
ke
y th
erap
eutic
age
nts.
Num
ber
11
1
96 The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
P1.
SI2
.
Sur
veilla
nce
of d
rugs
and
in
sect
icid
e re
sist
ance
.
Inse
ctic
ide
susc
eptib
ility
m
onito
ring
stud
y
Eval
uatio
n of
inse
ctic
ides
use
d fo
r ind
oor r
esid
ual
spra
y.N
umbe
r1
11
11
Inse
ctic
ides
use
d fo
r im
preg
natio
n of
long
-last
ing
mos
quito
net
sN
umbe
r1
11
11
Pub
licat
ion
in p
eer-
revi
ew jo
urna
ls
Num
ber
22
33
5
Tech
nica
l Rep
orts
N
umbe
r3
12
13
1512
P1.
SI3
Sur
veilla
nce
of
food
and
nut
ritio
n is
sues
.
Food
fort
ifica
tion
surv
eilla
nce
Con
tinue
s as
sess
men
t of f
ood
fort
ifica
tion
at fo
od
indu
stry
leve
l.N
umbe
r1
1
Esta
blis
hmen
t of f
ood
fort
ifica
tion
and
mic
ronu
trie
nt s
tatu
s su
rvei
llanc
e si
te.
Num
ber
1
Sal
t for
tifica
tion
surv
eilla
nce.
Num
ber
11
11
1
Mic
ronu
trie
nt s
tatu
s su
rvei
llanc
e
Ass
essm
ent o
f ane
mia
and
oth
er m
icro
nutr
ient
st
atus
from
sel
ecte
d fa
cilit
ies.
Num
ber
11
Pub
licat
ion
in p
eer-
revi
ew J
ourn
als
Num
ber
12
23
Tech
nica
l Rep
orts
Num
ber
12
23
2
P1.
SI4
Stre
ngth
en
rout
ine
S
urve
illanc
e (ID
S
surv
eilla
nce,
N
utrit
ion)
Con
duct
indi
cato
r bas
ed
surv
eilla
nce
Sur
veilla
nce
data
in w
eekl
y ba
ses
colle
cted
from
he
alth
faci
litie
s%
8588
8890
95
Pre
pare
and
sha
re w
eekl
y Fe
edba
ck%
8090
9090
95
Sen
ding
Epi
dem
iolo
gica
l bul
letin
to re
gion
s%
8090
9090
95
Com
mun
icat
e id
entifi
ed ri
sk s
to R
Hbs
and
pa
rtne
rs%
8090
9090
95
Esta
blis
h e
-PH
EMD
evel
op a
nd u
pdat
e e
-PH
EM s
oftw
are
Num
ber
11
11
1
Incr
ease
pro
port
ion
of h
ealth
faci
litie
s re
port
ing
us
ing
e-P
HEM
%25
3045
6080
97The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
P1.
SI5
Esta
blis
h Em
erge
ncy
Ope
ratio
n C
ente
rs (E
OC
s)
Stre
ngth
en E
OC
sys
tem
Dev
elop
and
ado
pt g
uide
lines
and
SO
Ps
For E
OC
O
pera
tions
Num
ber
12
Link
the
e-P
HEM
with
the
EOC
Num
ber
1
Tech
nica
l ass
ista
nt to
regi
ons
to e
stab
lish
EOC
Num
ber
11
12
Stre
ngth
en e
vent
bas
ed
surv
eilla
nce
Iden
tify
and
use
the
sour
ce a
nd m
eans
of E
vent
B
ased
sur
veilla
nce
Num
ber
11
11
1
Link
the
Even
t ba
sed
surv
eilla
nce
with
EO
C
Num
ber
1
P2:
Impr
ove
rese
arch
and
eva
luat
ion
on k
ey h
ealth
& n
utrit
ion
issu
es
P2.
SI1
Con
duct
di
seas
es
and
thei
r de
term
inan
ts
rese
arch
.
Con
duct
Com
mun
icab
le
Dis
ease
s (v
iral,
bact
eria
l, pa
rasi
tic a
nd, v
ecto
rs)
re
sear
ch a
nd th
eir b
ehav
iora
l /
soci
al fa
ctor
s
HIV
- Im
mun
o-pa
thog
enes
is (i
mm
une-
mod
ulat
ors)
N
umbe
r7
78
1010
HIV
Mol
ecul
ar e
pide
mio
logy
Num
ber
46
56
5
TB-H
IV c
o-in
fect
ion
path
ogen
esis
& m
olec
ular
in
tera
ctio
nsN
umbe
r3
34
44
HIV
& re
late
d di
seas
es (c
ance
r, di
abet
es, O
Is.)
Num
ber
32
22
2
Iden
tifica
tion
of b
iom
arke
rs fo
r HIV
Num
ber
22
33
3
TB-Im
mun
e-pa
thog
enes
is (i
mm
une-
mod
ulat
ors)
Num
ber
23
33
3
TB M
olec
ular
epi
dem
iolo
gy
Num
ber
11
TB a
nd re
late
d di
seas
es (c
ance
r, di
abet
es)
Num
ber
22
3
NTN
dis
ease
pre
vale
nce
and
thei
r ris
k fa
ctor
sN
umbe
r1
1
Iden
tifica
tion
, qua
lifica
tion,
and
val
idat
ion
of
biom
arke
rs fo
r TB
Num
ber
33
33
4
Pilo
t stu
dy fo
r rab
ies
Elim
inat
ion
Num
ber
1
Nos
ocom
ial c
ausi
ng b
acte
rial i
nfec
tion
surv
eyN
umbe
r1
Met
hici
llin-r
esis
tant
Sta
phyl
ococ
cus
aure
us
carr
iage
sur
vey
Num
ber
1
98 The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
P2.
SI1
Con
duct
di
seas
es
and
thei
r de
term
inan
ts
rese
arch
.
Con
duct
Com
mun
icab
le
Dis
ease
s (v
iral,
bact
eria
l, pa
rasi
tic a
nd, v
ecto
rs)
re
sear
ch a
nd th
eir b
ehav
iora
l /
soci
al fa
ctor
s
Pre
vale
nce
of S
trept
ococ
cus
agal
actie
a in
pr
egna
nt w
omen
Num
ber
1
Ass
essm
ent o
n co
mm
unity
aw
aren
ess
&
heal
th s
ervi
ce d
eliv
ery
syst
em fr
om Z
oono
ses
pers
pect
ive
Num
ber
1
Stu
dy o
n pr
iorit
y zo
onot
ic d
isea
ses
at h
uman
an
imal
eco
syst
em in
terfa
ce.
Num
ber
32
3
Com
mun
ity c
ompl
ianc
e to
MD
A o
f O
ncho
cerc
iasi
s, L
F, S
chis
to/S
TH a
nd T
rach
oma
(Qua
litat
ive)
Num
ber
1
Ecol
ogic
al &
epi
dem
iolo
gica
l stu
dy o
f em
ergi
ng
and
re-e
mer
ging
dis
ease
s in
clud
ing
Yello
w F
ever
&
Den
gue
Feve
r.N
umbe
r1
Epid
emio
logy
of
Leis
hman
iasi
s in
Eth
iopi
aN
umbe
r1
Mol
ecul
ar e
pide
mio
logy
of m
alar
ia p
aras
ites.
Num
ber
1
Stu
dy o
f Myc
olog
ical
dis
ease
s/ m
edic
ally
im
port
ant y
east
s.N
umbe
r1
Gen
etic
stu
dy a
nd v
acci
ne d
evel
opm
ent f
rom
lo
cally
isol
ated
rabi
es v
irus
Num
ber
1
Cap
sula
r sw
itch
stud
y of
men
igoc
occa
l men
ingi
tisN
umbe
r1
The
effe
ct o
f Pha
ram
coge
netic
var
iabi
lity
stud
y on
the
effic
acy
of a
nti-m
alar
ial d
rugs
in E
thio
pian
po
pula
tions
.N
umbe
r1
Epid
emio
logy
of p
ublic
hea
lth im
port
ant v
iral
dise
ases
(pap
illom
a, re
spira
tory
, dia
rrhe
a, e
tc.)
Num
ber
11
1
Opp
ortu
nist
ic b
acte
rial a
nd fu
ngal
infe
ctio
ns
amon
g H
IV s
ero-
posi
tives
.N
umbe
r1
Epid
emio
logy
of e
mer
ging
& re
-em
ergi
ng p
riorit
y di
seas
es (b
acte
rial,
vira
l, pa
rasi
tic).
Num
ber
11
1
HIV
rela
ted
epid
emio
logi
cal s
urve
y N
umbe
r6
88
810
TB r
elat
ed e
pide
mio
logi
cal s
urve
yN
umbe
r4
68
810
99The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
P2.
SI1
Con
duct
di
seas
es
and
thei
r de
term
inan
ts
rese
arch
.
Con
duct
Com
mun
icab
le
Dis
ease
s (v
iral,
bact
eria
l, pa
rasi
tic a
nd, v
ecto
rs)
re
sear
ch a
nd th
eir b
ehav
iora
l /
soci
al fa
ctor
s
HIV
rela
ted
beha
vior
al s
urve
yN
umbe
r1
11
TB re
late
d be
havi
oral
sur
vey
Num
ber
11
1
Pub
licat
ion
in p
eer-
revi
ew J
ourn
als
Num
ber
1215
2025
30
Tech
nica
l Rep
orts
Num
ber
3747
5756
64
Con
duct
non
com
mun
icab
le
dise
ases
rese
arch
Con
duct
ing
rese
arch
on
non-
com
mun
icab
le
dise
ases
Num
ber
11
Pub
licat
ion
in p
eer-
revi
ew J
ourn
als
Num
ber
22
1
Tech
nica
l Rep
orts
Num
ber
11
Pre
clin
ical
stu
dy o
f sta
ndar
dize
d tr
aditi
onal
m
edic
ines
on
fung
al s
kin
infe
ctio
ns, h
elm
inth
es,
hype
rten
sion
and
dia
betic
sN
umbe
r 3
Hea
lth o
utco
me
asse
ssm
ent o
n co
mm
only
util
ized
m
edic
inal
pla
nts
Num
ber
1
Ass
essi
ng th
e H
ealth
see
king
beh
avio
r (K
AP
) of
the
com
mun
ity to
war
ds h
ealth
car
e se
rvic
e de
liver
y, p
rofe
ssio
nal p
ract
ices
, tra
ditio
nal
med
icin
e, tr
aditi
onal
hea
lers
& th
eir p
ract
ices
Num
ber
1
Pre
clin
ical
tria
l on
poly
vale
nt a
nti-v
enom
Num
ber
1
Pre
clin
ical
tria
l on
hum
an c
ell c
ultu
re a
nti-r
abie
s va
ccin
e1
Pre
clin
ical
tria
l on
hum
an a
nti-r
abie
s im
mun
oglo
bulin
N
umbe
r1
Pre
clin
ical
tria
l of T
rival
ent M
enin
goco
ccal
m
enin
gitis
vac
cine
Num
ber
1
Effe
ct o
f HIV
Car
e an
d tre
atm
ent
Num
ber
46
810
14
HIV
, Can
cer a
nd o
rgan
dys
func
tion
rese
arch
N
umbe
r2
510
12
HIV
and
tran
sitio
nal s
tudy
Num
ber
12
22
2
Effe
ct o
f TB
car
e an
d Tr
eatm
ent
Num
ber
43
35
4
100 The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
P2.
SI1
Con
duct
di
seas
es
and
thei
r de
term
inan
ts
rese
arch
.
Car
e &
trea
tmen
t
stud
y on
CD
and
NC
D
dise
ases
.
Ass
ocia
tion
of T
B a
nd c
o-m
orbi
ditie
s (n
utrit
ion,
di
abet
es e
tc.)
Num
ber
33
56
3
Hea
lth s
ervi
ce a
ctiv
ities
rela
ted
to T
B
Num
ber
45
67
7
Sta
ble
isot
opes
tech
niqu
e re
sear
ch to
det
erm
ine
nutr
ient
bio
ava
ilabi
lity
& s
tore
Num
ber
11
Pub
licat
ion
in p
eer-
revi
ew
Num
ber
810
1212
14
Tech
nica
l Rep
ort
Num
ber
1625
3241
46
P2.
SI2
Con
duct
tr
aditi
onal
and
m
oder
n m
edic
ine
rese
arch
.
Eva
luat
e sa
fety
, effi
cacy
and
qu
ality
of t
radi
tiona
l med
icin
e
Eval
uate
the
Effic
acy,
saf
ety
and
qual
ity
of c
omm
only
util
ized
med
icin
al p
lant
s by
th
e co
mm
unity
and
trad
ition
al h
eale
rs fo
r th
e tre
atm
ent o
f C
Ds
and
NC
Ds
(mal
aria
, le
shem
ania
sis,
tryp
anos
omiy
asis
, hel
met
hics
, ba
cter
ial a
nd fu
ngal
infe
ctio
ns, H
IV/A
IDS
, di
abet
ics,
ast
hma,
hyp
erte
nsio
n, c
ance
r, ra
bies
, re
prod
uctiv
e an
d Fa
mily
hea
lth)
roun
ds1
1 1
Pub
licat
ion
in p
eer-
revi
ew jo
urna
lsN
umbe
r1
11
Tech
nica
l rep
orts
N
umbe
r1
11
Sur
vey
on tr
aditi
onal
med
icin
e
Ass
essi
ng th
e ca
tego
ries,
util
izat
ion
and
the
cont
ribut
ion
of tr
aditi
onal
med
icin
e to
the
heal
th
care
sys
tem
in E
thio
pia
Num
ber
1
Con
duct
ing
an in
vent
ory
surv
ey o
f tra
ditio
nal
med
icin
es s
old
by v
ende
rs in
the
mar
kets
of
diffe
rent
citi
es in
Eth
iopi
a.N
umbe
r1
Ass
essm
ent o
f end
ange
red
med
icin
al p
lant
s an
d es
tabl
ish
thei
r con
serv
atio
n.N
umbe
r1
Ethn
omed
icin
al, b
iolo
gica
l and
clin
ical
sup
port
for
med
icin
al p
lant
s us
e in
sel
ecte
d re
gion
s of
Eth
iopi
aN
umbe
r1
Pub
licat
ion
in p
eer-
revi
ew jo
urna
lsN
umbe
r1
1
Tech
nica
l rep
orts
N
umbe
r1
12
101The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
P2.
SI2
Con
duct
tr
aditi
onal
and
m
oder
n m
edic
ine
rese
arch
.
Con
duct
rese
arch
on
Mod
ern
Med
icin
e
Nat
iona
l ass
essm
ent o
f ant
ibio
tic, a
nti-d
iabe
tic
and
anti-
hype
rten
sive
med
icat
ion
and
patie
nt
adhe
renc
e, p
resc
riptio
n pr
actic
es in
the
publ
ic a
nd
priv
ate
heal
th fa
cilit
ies
Num
ber
1
Ass
essm
ent o
f pre
vale
nce
and
type
of d
rug,
su
bsta
nces
of a
buse
and
det
erm
inan
t fac
tors
and
th
eir i
nflue
nce
on h
ealth
and
soc
ial f
acto
rsN
umbe
r1
Met
abol
ism
of t
oxic
ity o
f dru
gs a
nd S
ubst
ance
s,
dete
rmin
e m
etab
olis
m o
f Tox
icity
of d
rugs
an
d S
ubst
ance
s, A
sses
s dy
nam
ic p
hase
of
met
abol
ism
toxi
city
Num
ber
11
11
Pub
licat
ion
in p
eer-
revi
ew jo
urna
lsN
umbe
r1
1
P2.
SI3
Stre
ngth
en fo
od
and
nutr
ition
re
sear
ch
Con
duct
rese
arch
on
nutr
ition
an
d re
late
d is
sues
Mic
ronu
trie
nt (a
nem
ia ,
iron
defi
cien
cy, v
itam
in A
,
Iodi
ne d
efici
ency
, Zi
nc d
efici
ency
, Vi
tam
in B
12
and
folia
te,
hous
ehol
ds w
ith a
dequ
atel
y io
dize
d sa
lt)
Num
ber
1
Inte
grat
ing
stra
tegi
es fo
r the
pre
vent
ion
of
pree
clam
psia
and
ane
mia
into
com
mun
ity b
ased
pr
ogra
mN
umbe
r1
Stu
dy o
n di
et re
late
d N
CD
s su
ch a
s ob
esity
, di
abet
es m
ellit
us, c
ardi
ovas
cula
r dis
ease
, hy
pert
ensi
on a
nd s
troke
rela
tion:
Coh
ort s
tudy
.N
umbe
r1
1
Mea
sure
IYC
F pr
actic
e &
thei
r nut
ritio
nal s
tatu
s be
twee
n em
ploy
ed &
non
em
ploy
ed m
othe
rs.
Num
ber
1
Pilo
t stu
dy fo
r est
ablis
hing
nat
iona
l hum
an b
reas
t m
ilk b
ank
in E
thio
pia
Num
ber
1
Iden
tify
cultu
ral a
nd s
ocia
l bar
riers
of c
hild
feed
ing
prac
tice
in e
mer
ging
regi
on /
past
oral
com
mun
ity
of E
thio
pia.
Num
ber
11
Tran
slat
ing
adop
tion
of im
prov
ing
varie
ties
(qua
lity
prot
ein
mai
ze) i
nto
nutr
ition
al im
pact
in ru
ral
Ethi
opia
N
umbe
r1
The
effe
ct o
f mai
ze w
ith Z
inc,
fert
ilizat
ion
on
nutr
ition
al s
tatu
s of
you
ng c
hild
ren
and
wom
en o
f re
prod
uctiv
e ag
e in
rura
l, Et
hiop
ia
Num
ber
1
102 The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
P2.
SI3
Stre
ngth
en fo
od
and
nutr
ition
re
sear
ch
Con
duct
rese
arch
on
nutr
ition
an
d re
late
d is
sues
The
effe
ct o
f clim
ate
varia
bilit
y on
food
sec
urity
an
d nu
triti
onal
sta
tus
amon
g w
omen
& c
hild
ren
in
Ethi
opia
Num
ber
11
Fore
st d
istr
ibut
ion
in re
latio
n w
ith n
utrit
ion
and
heal
th.
Num
ber
1
Expl
orin
g th
e ag
ro e
colo
gica
l pot
entia
l for
en
hanc
ed c
hild
nut
ritio
n.N
umbe
r1
The
effe
ct o
f mul
tiple
mic
ronu
trie
nt p
owde
r on
child
mor
bidi
ty a
nd m
orta
lity:
Effe
ctiv
enes
s tr
ial
Num
ber
1
Det
erm
inat
ion
of b
ioav
aila
bilit
y of
zin
c an
d vi
tam
in
A s
tore
usi
ng s
tabl
e is
otop
e te
chni
que
Num
ber
11
Res
earc
h on
food
and
rela
ted
issu
es.
Doc
umen
tatio
n of
indi
geno
us fo
od a
nd te
chni
ques
us
ed b
y et
hnic
gro
ups
for
ferm
ente
d, n
on-
ferm
ente
d a
nd o
ther
s in
dige
nous
food
sN
umbe
r1
Stu
dy o
n un
deru
tiliz
ed fo
ods
for f
ood
and
nutr
ition
se
curit
y
Num
ber
1
Expa
nsio
n an
d up
datin
g ex
istin
g Et
hiop
ian
food
co
mpo
sitio
n ta
ble
Num
ber
1
Res
earc
h on
food
and
wat
er
safe
ty &
qua
lity
Ass
essm
ent o
f myc
otox
ins
in s
tapl
e fo
ods
and
iden
tifica
tion
of th
e re
spon
sibl
e fu
ngus
for i
ts
prod
uctio
ns.
Num
ber
11
11
Mol
ecul
ar e
pide
mio
logy
of S
alm
onel
la e
nter
tides
an
d ot
her e
nter
ic p
atho
gens
in E
thio
pia.
Num
ber
1
Stu
dy o
n m
icro
bio
tech
nolo
gica
l asp
ects
of
ferm
ente
d fo
ods
and
drin
ks o
f Eth
iopi
a.N
umbe
r1
Saf
ety
of s
treet
food
in E
thio
pia.
N
umbe
r1
Ass
essm
ent o
f foo
d ad
ulte
ratio
n in
Eth
iopi
a (c
offe
e, re
d pe
pper
and
but
ter)
Num
ber
1
Sta
tus
of fo
od s
afet
y pl
an a
nd q
ualit
y in
Eth
iopi
a.N
umbe
r1
1
Stu
dy o
n sa
fety
of e
dibl
e oi
lN
umbe
r1
1
103The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
P2.
SI3
Stre
ngth
en fo
od
and
nutr
ition
re
sear
ch
Res
earc
h on
food
and
wat
er
safe
ty &
qua
lity
Stu
dy o
n pu
blic
hea
lth p
robl
ems
asso
ciat
ed w
ith
food
s fro
m a
nim
al o
rigin
N
umbe
r1
11
Food
she
lf lif
e of
indu
stria
lly p
roce
ssin
g fo
od in
Et
hiop
ia.
Num
ber
11
11
Food
she
lf lif
e of
loca
lly p
roce
ssin
g fo
od in
Eth
iopi
aN
umbe
r1
11
11
Dev
elop
die
tary
men
u fo
r pat
ient
with
chr
onic
di
seas
es v
ulne
rabl
e gr
oups
, spo
rt a
cade
my
&
arm
y.N
umbe
r1
11
1
Dev
elop
men
t & d
isse
min
atio
n of
Eth
iopi
an fo
od
guid
e py
ram
id.
Num
ber
1
Pub
licat
ion
in p
eer-
revi
ew jo
urna
lsN
umbe
r5
22
1011
Tech
nica
l Rep
orts
Num
ber
711
910
8
Stu
dy o
n sa
fety
, sta
bilit
y &
bio-
avai
labi
lity
of
fort
ifica
nt.
Num
ber
1
Ass
essm
ent o
f myc
otox
ins
in s
tapl
e fo
ods
and
iden
tifica
tion
of th
e re
spon
sibl
e fu
ngus
for i
ts
prod
uctio
ns.
Num
ber
11
11
P2.
SI4
Pol
icy,
pro
gram
an
d st
rate
gy
eval
uatio
n
Eval
uatio
n of
dis
ease
con
trol
prog
ram
s
Eval
uatio
n of
prio
ritiz
ed n
egle
cted
trop
ical
dis
ease
s co
ntro
l, el
imin
atio
n an
d er
adic
atio
n pr
ogra
ms
Num
ber
1
NTD
s ep
idem
iolo
gica
l and
pro
gram
impa
ct s
tudi
es
(onc
hoce
rcia
sis,
lym
phat
ic fi
laria
sis
and
STH
/S
chis
toso
mia
sis,
trac
hom
a.)
Num
ber
1
Mal
aria
indi
cato
r sur
vey
Num
ber
11
WA
SH
sur
vey
Num
ber
12
1
HIV
rela
ted
prog
ram
eva
luat
ion
Num
ber
23
45
6
TB re
late
d pr
ogra
m e
valu
atio
nN
umbe
r1
12
11
Eval
uatio
n of
nut
ritio
n an
d fo
od
prog
ram
s
Nat
iona
l nut
ritio
n pr
ogra
m e
valu
atio
n N
umbe
r1
Pul
se c
omm
unity
bas
ed n
utrit
ion
form
ativ
e st
udy
to in
dent
ify th
e ga
p in
hea
lth a
gric
ultu
re &
ed
ucat
ion
sect
ors
at th
e co
mm
unity
leve
l.N
umbe
r1
104 The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
P2.
SI4
Pol
icy,
pro
gram
an
d st
rate
gy
eval
uatio
n
Eval
uatio
n of
nut
ritio
n an
d fo
od
prog
ram
s
Eval
uatio
n of
inte
rven
tion
stra
tegy
of c
omm
unity
ba
sed
nutr
ition
pro
gram
to g
ener
ate
info
rmat
ion
on d
ieta
ry d
iver
sity
, com
plem
enta
ry fe
edin
g,
anth
ropo
met
ric a
nd h
emog
lobi
n le
vel o
n st
udy
part
icip
ants
.
Num
ber
11
Stu
dy o
n C
MA
M P
rogr
am e
valu
atio
nC
omm
enta
ry &
bud
get n
eede
dN
umbe
r1
Dev
elop
pol
icy
and
te
chno
logy
brie
fs
Dev
elop
Pol
icy
brie
fsN
umbe
r5
75
611
Dev
elop
tech
nolo
gy b
rief o
n pr
oduc
tion
pack
ages
fro
m in
tern
atio
nal s
ourc
e N
umbe
r1
11
11
Pub
licat
ion
in p
eer-
revi
ew J
ourn
als
Num
ber
15
42
8
Tech
nica
l rep
ort
Num
ber
1919
1722
28
P2.
SI5
Stre
ngth
en
heal
th s
yste
m
rese
arch
Con
duct
hea
lth s
ervi
ce d
eliv
ery
and
orga
niza
tion
rese
arch
Ser
vice
ava
ilabi
lity
and
Rea
dine
ss A
sses
smen
t (S
AR
A) i
nclu
ding
UH
C a
t PH
CU
.N
umbe
r1
11
1
Ser
vice
Pro
visi
on A
sses
smen
t Plu
s (S
PA+)
Num
ber
1
Opp
ortu
nitie
s an
d ch
alle
nges
in la
bora
tory
test
su
ppor
t to
fede
ral h
ospi
tals
incl
udin
g re
ferr
al
serv
ice
deliv
ery
by E
PH
I. N
umbe
r1
Res
earc
h on
hea
lth e
quity
, Hea
lth s
ervi
ces
utiliz
atio
n an
d ac
cess
to h
ealth
car
e.N
umbe
r1
Ava
ilabi
lity
& re
adin
ess
of s
ervi
ces
for P
HEM
(p
ublic
hea
lth e
mer
genc
y) re
port
able
cas
es in
he
alth
faci
litie
s.N
umbe
r1
Eval
uatio
n of
hea
lth s
ervi
ces
refe
rral
link
age
and
effic
ienc
y of
the
syst
em a
cros
s di
ffere
nt le
vels
of
faci
litie
s.N
umbe
r1
Con
duct
hea
lth s
yste
m
Gov
erna
nce
and
know
ledg
e m
anag
emen
t Res
earc
h
Eval
uatio
n of
med
ical
equ
ipm
ent a
nd
phar
mac
eutic
al s
uppl
y ch
ain
man
agem
ent
Num
ber
11
Eco
nom
ic e
valu
atio
n of
sel
ecte
d h
ealth
pro
gram
s in
Eth
iopi
a N
umbe
r1
Cha
lleng
es a
nd o
ppor
tuni
ties
for m
anag
ing
Hum
an R
esou
rces
for h
ealth
(HR
H) i
n Et
hiop
ia.
Num
ber
1
105The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
P2.
SI5
Stre
ngth
en
heal
th s
yste
m
rese
arch
Con
duct
hea
lth C
are
reso
urce
re
sear
ch
Kno
wle
dge,
mot
ivat
ion,
per
cept
ion
& a
ttitu
des
of c
omm
unity
hea
lth w
orke
rs in
clud
ing
Hea
lth
Dev
elop
men
t Arm
y’s
(HD
A) o
n pr
imar
y he
alth
car
e.N
umbe
r1
Eval
uatio
n of
Eth
iopi
a he
alth
car
e fin
anci
ng
stra
tegi
es in
clud
ing
the
impl
emen
tatio
n of
the
natio
nal h
ealth
insu
ranc
e N
umbe
r1
1
Con
duct
hea
lth s
yste
m
Gov
erna
nce
and
know
ledg
e m
anag
emen
t Res
earc
h
Verifi
catio
n of
rout
ine
heal
th fa
cilit
y da
ta (D
QA
). N
umbe
r1
11
Impl
emen
tatio
n st
atus
and
util
izat
ion
of h
ealth
m
anag
emen
t inf
orm
atio
n sy
stem
for s
trat
egic
de
cisi
on a
t all
leve
ls in
Eth
iopi
a
Num
ber
1
Eval
uatio
n of
cha
lleng
es a
nd o
ppor
tuni
ties
in
natio
nal b
lood
ban
k sy
stem
.N
umbe
r1
Pub
licat
ion
in p
eer-
revi
ew jo
urna
lsN
umbe
r3
45
56
Tech
nica
l rep
ort
Num
ber
46
44
4
P2.
SI6
.
Car
ryou
t en
viro
nmen
tal
and
occu
patio
nal
heal
th re
sear
ch
Con
duct
rese
arch
on
envi
ronm
enta
l hea
lth a
nd
rela
ted
issu
es
Indo
or a
ir qu
ality
and
hum
an h
ealth
bur
den
Num
ber
11
1
Mic
robi
al A
ir Q
ualit
y of
Ope
ratio
n Th
eate
rs,
Del
iver
y R
oom
s, a
nd In
tens
ive
Car
e U
nits
in M
ajor
R
efer
ral H
ospi
tals
in E
thio
pia
Num
ber
11
1
Ass
essm
ent o
f the
dis
trib
utio
n of
per
sist
ent
orga
nic
pollu
tant
s (P
OP
s)N
umbe
r1
11
Hea
lth c
are
was
te m
anag
emen
t pra
ctic
es a
nd
optio
ns.
Num
ber
11
1
Roa
d tr
ansp
ort,
hum
an h
ealth
and
con
trib
utin
g fa
ctor
sN
umbe
r1
21
Wat
er s
uppl
y, s
anita
tion,
hyg
iene
and
hea
lth
Num
ber
11
Inte
grat
ed e
nviro
nmen
tal r
isk
asse
ssm
ent i
n th
e vi
cini
ty o
f ind
ustr
ial
and
mun
icip
al a
reas
N
umbe
r1
11
2
Con
duct
rese
arch
on
occu
patio
nal h
ealth
and
rela
ted
issu
es
Haz
ard,
exp
osur
e an
d ris
k/in
jury
ass
essm
ent i
n oc
cupa
tiona
l set
tings
Num
ber
12
2
Pub
licat
ion
in p
eer-
revi
ew jo
urna
lsN
umbe
r2
25
Tech
nica
l rep
ort
Num
ber
27
910
106 The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
P2.
SI7
Con
duct
re
prod
uctiv
e he
alth
rese
arch
Mat
erna
l and
new
bor
n re
sear
ch a
nd re
late
d is
sues
Eval
uatio
n of
mat
erna
l and
new
born
hea
lth
prog
ram
sN
umbe
r1
11
Ass
essm
ent o
f util
izat
ion
and
acce
ss to
mat
erna
l an
d ne
wbo
rn h
ealth
ser
vice
s N
umbe
r1
Chi
ld h
ealth
rese
arch
Expa
nded
pro
gram
of i
mm
uniz
atio
n(EP
I) co
vera
ge
incl
udin
g se
ro s
urve
yN
umbe
r1
Eval
uatio
n of
chi
ld h
ealth
pro
gram
s N
umbe
r1
1
Ado
lesc
ent a
nd y
oung
peo
ple
sexu
al a
nd re
prod
uctiv
e he
alth
re
sear
ch
Ass
essm
ent o
f ris
ky s
exua
l beh
avio
rs a
mon
g ad
oles
cent
s an
d yo
uth
Util
izat
ion
and
acce
ss to
ado
lesc
ent a
nd y
oung
pe
ople
sex
ual a
nd re
prod
uctiv
e he
alth
ser
vice
s
Pub
licat
ion
in p
eer-
revi
ew jo
urna
ls
Tech
nica
l rep
ort
P3:
Impr
ove
tech
nolo
gy e
valu
atio
n an
d tr
ansf
er
P3.
SI1
Dev
elop
hea
lth
and
nutr
ition
te
chno
logy
pr
oduc
tion
pack
ages
.
Car
ryou
t tec
hnol
ogy
deve
lopm
ent
Food
pro
cess
ing
tech
nolo
gy id
entifi
catio
n,
eval
uatio
n fo
r ada
ptat
ion
and
diss
emin
atio
n.
Num
ber
11
Tech
nolo
gy a
sses
smen
t for
ada
ptio
n fo
od
proc
essi
ng te
chno
logy
Num
ber
11
Reg
ion
base
d co
mpl
emen
tary
food
dev
elop
men
tN
umbe
r1
11
1
Sup
plem
enta
ry fo
od d
evel
opm
ent
Num
ber
1
Trad
ition
al m
edic
ine
prod
uctio
n pa
ckag
e fo
r hu
man
ski
n di
seas
esN
umbe
r1
Trad
ition
al m
edic
ine
prod
uctio
n pa
ckag
e fo
r m
osqu
ito re
pelle
nt
Num
ber
1
Trad
ition
al m
edic
ine
prod
uctio
n pa
ckag
e fo
r wat
er
clar
ifyin
g ag
ent
Num
ber
1
Trad
ition
al m
edic
ine
prod
uctio
n pa
ckag
e fo
r an
imal
ant
i-Ect
opar
asite
sN
umbe
r1
1
Pub
licat
ion
in p
eer-
revi
ew jo
urna
ls
Num
ber
23
Tech
nica
l rep
ort
Num
ber
13
33
4
107The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
P3.
SI1
Dev
elop
hea
lth
and
nutr
ition
te
chno
logy
pr
oduc
tion
pack
ages
.
Per
form
vac
cine
tech
nolo
gy
tran
sfer
Tech
nolo
gy tr
ansf
er fo
r the
pro
duct
ion
of T
ypho
id
vacc
ine
Num
ber
1
Tech
nolo
gy tr
ansf
er fo
r the
pro
duct
ion
of c
hole
ra
vacc
ine
Num
ber
1
Tech
nolo
gy tr
ansf
er fo
r the
pro
duct
ion
of y
ello
w
feve
r vac
cine
Num
ber
1
Tech
nolo
gy tr
ansf
er o
n ce
ll cu
lture
bas
ed a
nti-
rabi
es v
acci
neN
umbe
r1
Dev
elop
ant
i-rab
ies
vacc
ine
prod
uctio
n pa
ckag
e fro
m lo
cal r
abie
s vi
rus
stra
ins
Num
ber
1
Tech
nica
l rep
ort
Num
ber
12
2
Car
ryou
t tec
hnol
ogy
eval
uatio
n
Wid
al R
DT
kit
eval
uatio
nN
umbe
r1
Blo
od c
ultu
re m
edia
tech
nolo
gy e
valu
atio
n N
umbe
r1
Mal
aria
dia
gnos
tic to
ols
eval
uatio
nN
umbe
r1
11
11
Inse
ctic
ide
kits
eva
luat
ion
(IR
S a
nd L
LIN
s)N
umbe
r1
11
11
HIV
dia
gnos
tics
eval
uatio
nN
umbe
r3
44
44
HIV
co-
infe
ctio
ns d
iagn
ostic
eva
luat
ion
Num
ber
23
33
3
TB d
iagn
ostic
s ev
alua
tion
(Act
ive
TB, L
TBI,
child
ho
od T
B,
EPTB
, TB
/HIV
)N
umbe
r3
33
33
Eval
uatio
n an
d sc
ale
up o
f rab
ies
diag
nost
ic
tech
niqu
e to
regi
ons
Num
ber
23
22
Dia
gnos
tic te
chno
logy
eva
luat
ion
for F
ood
and
Nut
ritio
nN
umbe
r1
Pub
licat
ion
in p
eer-
revi
ew jo
urna
ls
Num
ber
56
79
9
Tech
nica
l rep
orts
Num
ber
1013
1212
14
108 The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
P3.
SI2
Pro
duct
ion
of
heal
th te
chno
logy
pr
oduc
ts
Pro
duct
ion
of V
acci
nes
and
Ser
um
Ferm
i typ
e an
t-ra
bies
vac
cine
pro
duct
ion
for
hum
ans
Dos
e32
,000
32,0
00
Cel
l-cul
ture
ant
i-rab
ies
vacc
ine
prod
uctio
n fo
r hu
man
Dos
e50
,000
50,0
0050
,000
Rab
ies
Imm
unog
lobu
lin (R
IG) p
rodu
ctio
n fo
r th
erap
eutic
use
Dos
e1,
000
1,00
01,
000
Ant
i-rab
ies
mon
oclo
nal a
ntib
ody
Vial
1,00
01,
000
1,00
0
Triv
alen
t Men
goco
cal m
enin
gitis
vac
cine
pr
oduc
tion
Dos
e18
0,00
0
Pol
yval
ent a
nti-v
enom
pro
duct
ion
Dos
e5,
000
Tech
nica
l rep
orts
Num
ber
11
33
5
Pub
licat
ion
in p
eer-
revi
ewed
jou
rnal
sN
umbe
r3
1
Pro
duct
ion
of p
anel
s (P
aras
itic,
Bac
teria
l and
TB
/H
IV)
Num
ber
38
88
Tech
nica
l rep
orts
Num
ber
38
88
P4:
Impr
ove
publ
ic h
ealth
em
erge
ncy
prep
ared
ness
P4.
SI1
Vuln
erab
ility
Ass
essm
ent a
nd
Ris
k m
appi
ng
(VR
AM
) and
av
ail e
mer
genc
y su
pplie
s
Pre
pare
risk
pro
file
for p
ublic
he
alth
risk
s an
d m
ap
Con
duct
vul
nera
bilit
y an
d ris
k as
sess
men
tN
umbe
r1
Pre
pare
risk
map
Num
ber
1
Esta
blis
h ca
paci
ty fo
r pr
even
tion
and
cont
rol o
f pub
lic
heal
th ri
sks
Pre
parin
g E
PR
P
Sto
ckpi
le e
mer
genc
y dr
ugs
and
supp
lies
109The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
Trav
eler
s H
ealth
and
In
tern
atio
nal V
acci
natio
n
Dev
elop
ing
and
adop
ting
Gui
delin
es a
nd S
OP
sN
umbe
r1
1
Iden
tify
and
map
trav
eler
s ri
sk a
reas
(Glo
bal a
nd
Loca
l)1
Dev
elop
trav
eler
s he
alth
mes
sage
1
Initi
ate
vario
us V
acci
natio
ns fo
r tra
vels
to a
ny ri
sk
area
s%
100
100
100
100
100
Pro
vide
adv
ice
for t
rave
lers
to h
ealth
risk
are
as%
100
100
100
100
100
Esta
blis
h Q
uara
ntin
e si
tes
at p
oint
s of
ent
ry%
5075
100
P5:
Enh
ance
labo
rato
ry q
ualit
y m
anag
emen
t sys
tem
impl
emen
tatio
n
P5.
SI1
Stre
ngth
en
Exte
rnal
Qua
lity
Ass
essm
ent
Cap
acity
bui
ldin
g fo
r nat
iona
l EQ
A p
rogr
ams
Esta
blis
h N
atio
nal E
QA
labo
rato
ry b
y IS
O 1
7043
S
tand
ard
Num
ber
1
Pre
para
tion
of d
iffer
ent t
ypes
of P
T fo
r NEQ
AS
Num
ber
35
55
5
Stre
ngth
en R
egio
nal E
QA
pr
ogra
ms
Sup
port
Reg
iona
l Lab
orat
orie
s fo
r EQ
A a
ctiv
ities
Num
ber
1313
1313
13
Enro
ll la
bora
torie
s in
diff
eren
t EQ
A p
rogr
ams
Per
cent
8085
9095
100
Stre
ngth
en s
yste
m fo
r PT
dist
ribut
ion,
resu
lt co
llect
ion
and
feed
back
pro
visi
onP
erce
nt
100
100
100
100
100
P5.
SI2
Equi
pmen
t an
d su
pplie
s m
anag
emen
t
Stre
ngth
en e
quip
men
t m
aint
enan
ce
Esta
blis
h an
d st
reng
then
Cen
tral
and
Reg
iona
l M
aint
enan
ce w
orks
hops
N
umbe
r 9
1313
1313
Pro
vide
pre
vent
ive
labo
rato
ry e
quip
men
t m
aint
enan
ce s
ervi
ces
Per
cent
100
100
100
100
100
Pro
vide
cur
ativ
e la
bora
tory
equ
ipm
ent
mai
nten
ance
ser
vice
s P
erce
nt10
010
010
010
010
0
Esta
blis
h ag
reem
ent f
or v
ende
r inv
olve
men
t in
mai
nten
ance
act
iviti
esN
umbe
r 3
55
55
Ensu
re th
e av
aila
bilit
y of
nec
essa
ry s
pare
-par
tspe
rcen
t10
010
010
010
010
0
110 The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
P5.
SI2
Equi
pmen
t an
d su
pplie
s m
anag
emen
t
Eval
uatio
n/va
lidat
ion
of
Equi
pmen
t and
sup
plie
s
Und
erta
ke v
alid
atio
n an
d ce
rtifi
catio
n of
Bio
saf
ety
Cab
inet
s an
d N
egat
ive
Pre
ssur
es
%10
010
010
010
010
0
Pro
vide
Val
idat
ion/
Verifi
catio
n se
rvic
es fo
r la
bora
tory
equ
ipm
ent,
reag
ents
and
dev
ices
Num
ber
55
55
5
Und
erta
ke P
ost m
arke
t sur
veilla
nce
of la
bora
tory
eq
uipm
ent,
reag
ents
and
dev
ices
Num
ber
77
710
10
P5.
SI3
Pro
cess
con
trol
and
impr
ovem
ent
Qua
lity
assu
ranc
e im
plem
enta
tion
Impl
emen
t Qua
lity
Ass
uran
ce m
easu
res
at a
ll la
bora
tory
faci
litie
s%
100
100
100
100
100
Esta
blis
h tie
r bas
ed m
inim
um q
ualit
y st
anda
rd
Num
ber
22
P5.
SI4
Stre
ngth
en fa
cilit
y an
d sa
fety
Labo
rato
ry in
frast
ruct
ure/
syst
em d
evel
opm
ent
Esta
blis
h en
hanc
ed B
SL-
3 La
bora
tory
sys
tem
at
natio
nal l
evel
Num
ber
1
Esta
blis
h B
SL-
3 La
bora
tory
sys
tem
at n
atio
nal a
nd
regi
onal
leve
lN
umbe
r1
22
Bio
-saf
ety
and
Bio
-sec
urity
sy
stem
Ensu
re a
ppro
pria
te v
acci
natio
n fo
r lab
orat
ory
wor
kers
%
100
100
100
100
100
Intro
duce
sys
tem
for
Bio
-sec
urity
%75
8595
100
Impr
ove
was
te d
ispo
sal a
nd s
ewer
age
syst
em%
7585
9095
100
P6:
Stre
ngth
enin
g La
bora
tory
Cap
acity
for R
efer
ral a
nd B
acku
p Te
stin
g S
ervi
ces
P6.
SI1
Stre
ngth
enin
g la
bora
tory
ne
twor
k an
d re
ferr
al te
stin
g se
rvic
es
Stre
ngth
en n
atio
nal s
yste
ms
for
refe
rral
spe
cim
en tr
ansp
orta
tion
and
resu
lt de
liver
y
Stre
ngth
enin
g sp
ecim
en re
ferr
al a
nd tr
ansp
orta
tion
syst
em%
100
100
100
100
100
IT te
chno
logi
es d
eplo
ymen
t for
resu
lt de
liver
y%
6575
8595
100
Pro
vide
ref
erra
l tes
ting
serv
ices
Pro
vide
ref
erra
l tes
ting
serv
ices
for p
ublic
prio
rity
serv
ices
%75
8090
9510
0
Pro
vide
bac
kup
test
ing
serv
ices
Pro
vide
bac
kup
test
ing
serv
ices
%10
010
010
010
010
0
Cap
acity
for m
icro
biol
ogic
al te
st fo
r sel
ecte
d ho
spita
ls%
3545
7585
100
Incr
ease
faci
litie
s te
st m
enu
per e
stab
lishe
d st
anda
rd
%40
5065
7580
Stre
ngth
enin
g na
tiona
l and
regi
onal
cap
aciti
es fo
r de
tect
ion
and
char
acte
rizat
ion
of e
pide
mic
pro
ne
and
othe
r dis
ease
of
Pub
lic H
ealth
impo
rtan
ce
Num
ber
1015
2025
35
111The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
P7:
Impr
ove
prog
ram
s/pr
ojec
ts a
nd In
stitu
tiona
l pol
icie
s D
evel
opm
ent a
nd M
anag
emen
t
P7.
SI1
Stre
ngth
enin
g pr
ogra
m/p
roje
ct
plan
, mon
itorin
g
and
Eval
uatio
n sy
stem
Dev
elop
lon
g te
rm a
nd a
nnua
l op
erat
iona
l pla
n
Dev
elop
5 y
ears
and
vis
ioni
ng p
lans
Num
ber
11
Dev
elop
ann
ual o
pera
tiona
l pla
nN
umbe
r4
44
44
Dev
elop
pub
lic h
ealth
rese
arch
age
nda
Num
ber
11
Con
duct
Mon
itorin
g of
pr
ogra
ms/
proj
ects
Con
duct
qua
rter
ly m
onito
ring
of p
rogr
ams/
proj
ects
an
d su
bmit
prog
ress
repo
rts
Rou
nds
44
44
4
Con
duct
inte
grat
ed s
uppo
rtiv
e su
perv
isio
nN
umbe
r1
22
22
Con
duct
ann
ual r
evie
w m
eetin
g
Num
ber
11
11
1
Rev
iew
res
earc
h pr
opos
al d
ocum
ents
qua
rter
lyN
umbe
r3
44
44
Con
duct
mon
itorin
g of
rese
arch
pro
ject
s on
thei
r ad
here
nce
to a
ppro
val
%50
7590
100
100
Con
duct
str
ateg
y an
d pr
ogra
ms/
Pro
ject
s e
valu
atio
ns
Con
duct
mid
term
and
end
-ter
m s
trat
egy
plan
m
anag
emen
t (S
PM
) N
umbe
r1
1
Con
duct
pro
gram
s an
d M
ega-
proj
ects
ev
alua
tions
Num
ber
11
21
P7.
SI2
Stre
ngth
en
adm
inis
trat
ive
and
tech
nica
l po
licie
s an
d gu
idel
ines
de
velo
pmen
t and
us
e
Dev
elop
int
erna
l pol
icie
s/gu
idel
ines
for
adm
inis
trat
ive
and
com
plia
nce
activ
ities
Cus
tom
izat
ion
of
inte
rnal
pol
icie
s/gu
idel
ines
for
adm
inis
trat
ive
activ
ities
N
umbe
r2
23
Dev
elop
int
erna
l pol
icie
s/gu
idel
ines
to
ensu
re
com
plia
nce
Num
ber
11
1
Dev
elop
pol
icie
s/gu
idel
ines
for
la
bora
tory
, res
earc
h an
d P
HEM
op
erat
ions
/act
iviti
es
Dev
elop
pol
icie
s/gu
idel
ines
for
qua
lity
labo
rato
ry
syst
emN
umbe
r5
66
66
Dev
elop
pol
icie
s/gu
idel
ines
for
rese
arch
op
erat
ions
/act
iviti
esN
umbe
r1
Dev
elop
pol
icie
s/gu
idel
ines
for
PH
EM (
PH
EM
guid
elin
e, Y
ello
w fe
ver,
Den
gue
feve
r, A
nthr
ax,
Rab
ies,
MER
S-C
ov, E
bola
, , M
ater
nal d
eath
su
rvei
llanc
e, E
OC
SO
P, a
nd e
-PH
EM S
OP
)
Num
ber
33
4
112 The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
F1: I
mpr
ove
finan
cial
reso
urce
mob
ilizat
ion
and
utiliz
atio
n ef
ficie
ncy
F1.S
I1
Esta
blis
h ef
ficie
nt
finan
cial
reso
urce
m
obiliz
atio
n sy
stem
Fund
Mob
ilizat
ion
base
d on
the
stra
tegy
Iden
tify
gaps
and
map
fina
ncia
l res
ourc
es%
100
100
100
100
100
Dev
elop
fina
ncia
l res
ourc
e m
obiliz
atio
n st
rate
gyN
umbe
r1
Dev
elop
meg
a pr
ojec
ts a
nd m
obiliz
e re
sour
ces
Num
ber
25
35
2
F1.S
I2En
sure
effi
cien
t fin
anci
al re
sour
ce
utiliz
atio
n sy
stem
Trac
k pr
oper
and
effi
cien
t fin
anci
al u
tiliz
atio
n C
ondu
ct in
tern
al m
onth
ly fi
nanc
ial u
tiliz
atio
n au
ditin
g R
ound
s12
1212
1212
Ensu
re a
nd in
spec
t pr
oper
ut
ilizat
ion
of fi
nanc
ial r
esou
rce
Con
duct
mon
thly
fina
ncia
l util
izat
ion
insp
ectio
nR
ound
s12
1212
1212
F1.S
I3
Enha
nce
logi
stic
s m
anag
emen
t sy
stem
Esta
blis
h Ef
ficie
nt
Pro
cure
men
t sys
tem
Dev
elop
gen
eral
equ
ipm
ent a
nd s
uppl
ies
dire
ctor
y N
umbe
r1
Impl
emen
t on
line
auto
mat
ed p
rocu
rem
ent a
nd
prop
erty
adm
inis
trat
ion
%10
010
010
010
010
0
Pre
pare
ann
ual p
rocu
rem
ent p
lan
Num
ber
11
11
1
Ava
il go
ods
and
supp
lies
as p
er th
e ne
ed a
nd le
ad
time
%10
010
010
010
010
0
Con
duct
on
time
prop
erty
inve
ntor
y an
d m
anag
emen
t to
redu
ce w
asta
ge
Rou
nds
22
22
2
Dec
reas
e tim
e ta
ken
for c
usto
m c
lear
ance
D
ays
109
88
6
Esta
blis
h ef
ficie
nt E
mer
genc
y D
rugs
and
sup
plie
s m
anag
emen
t and
fast
trac
k sy
stem
Con
duct
reg
ular
Em
erge
ncy
drug
s an
d su
pplie
s
inve
ntor
y N
umbe
r12
1212
1212
Esta
blis
h Em
erge
ncy
Dru
gs fa
st tr
ack
syst
em%
5060
8090
95
Esta
blis
h ef
ficie
nt tr
ansp
ort
serv
ice
& v
ehic
le m
aint
enan
ce
syst
em
Pur
chas
e an
d av
ail v
ehic
les
for t
rans
port
ser
vice
s N
umbe
r
Con
duct
on
time
vehi
cle
mai
nten
ance
%
100
100
100
100
100
Pro
vide
on
time
and
effic
ient
tran
spor
t ser
vice
s%
9595
100
100
100
Impl
emen
t aut
omat
ed lo
g sh
eet a
nd G
PIS
for
tran
spor
t man
agem
ent
%10
010
010
010
010
0
113The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
CB
1: Im
prov
e H
uman
Res
ourc
e D
evel
opm
ent,
Man
agem
ent
and
Gov
erna
nce
CB
1.S
I1S
treng
then
HD
A
of th
e In
stitu
te
Con
duct
con
tinuo
us H
DA
pe
rform
ance
eva
luat
ion
and
supp
ort
Con
duct
HD
A m
onito
ring,
eva
luat
ion
and
feed
back
Rou
nds
44
44
4
Pre
pare
indi
vidu
als
casc
aded
pla
n us
ing
BS
C a
nd
perfo
rman
ce e
valu
atio
n R
ound
s2
22
22
Rec
ogni
ze b
ette
r per
form
ers
annu
ally
Rou
nds
11
11
1
Con
duct
HD
A tr
aini
ngpr
ovid
e H
DA
sch
eme
trai
ning
bas
ed o
n id
entifi
ed
gaps
%
100
100
100
100
100
Stre
ngth
enin
g ot
her r
efor
m
tool
s im
plem
enta
tions
Pilo
ting
and
impl
emen
ting
Kai
zen
tool
on
labo
rato
ry, p
rope
rty
and
proc
urem
ent
adm
inis
trat
ion
%50
100
100
100
Rev
isin
g an
d up
datin
g EP
HI B
PR
doc
umen
t%
100
100
100
100
CB
1.S
I2
Stre
ngth
en
Hum
an R
esou
rce
Dev
elop
men
t th
roug
h tr
aini
ng
Pro
vide
sho
rt te
rm tr
aini
ng
for i
nter
nal a
nd e
xter
nal
prof
essi
onal
s
Pro
vide
sho
rt te
rm tr
aini
ng fo
r int
erna
l and
ext
erna
l pe
rson
nel i
n di
ffere
nt la
bora
tory
dis
cipl
ines
Num
ber
1500
1500
1500
1500
1500
Trai
n P
HEM
offi
cers
/pro
fess
iona
ls in
diff
eren
t P
HEM
ope
ratio
nsN
umbe
r75
185
275
165
`70
Pro
vide
sho
rt te
rm tr
aini
ng o
n re
sear
ch p
ropo
sal
writ
ing
and
ethi
cs
Num
ber
2570
8090
100
Pro
vide
sho
rt te
rm tr
aini
ng o
n di
ffere
nt d
isci
plin
es
(lead
ersh
ip -
gove
rnan
ce)
Num
ber
110
120
130
140
150
Pro
vide
lon
g te
rm tr
aini
ng fo
r in
tern
al a
nd e
xter
nal h
ealth
w
orke
rs
Trai
n w
orke
rs w
ith M
SC
/MP
H/M
A le
vel
Num
ber
1015
1015
15
Trai
n w
orke
rs w
ith P
hD le
vel
Num
ber
510
1012
12
Fiel
d Ep
idem
iolo
gy a
nd la
bora
tory
Tra
inin
g pr
ogra
m (L
ab a
nd E
pi tr
acks
)N
umbe
r12
612
612
612
612
6
Hig
hly
Spe
cial
ized
sub
ject
mat
ter T
rain
ing
(MP
H,
MS
c., P
hD)
Num
ber
12
13
3
Esta
blis
hing
pub
lic h
ealth
trai
ning
ope
ratio
nal
syst
emN
umbe
r1
CB
1.S
I3A
vail
and
reta
in
the
skille
d hu
man
re
sour
ce
App
ly a
ttrac
tive
sch
emes
to
reta
in s
kille
d w
orkf
orce
Con
duct
ass
essm
ent t
o kn
ow w
orke
rs
satis
fact
ions
Num
ber
11
11
1
Esta
blis
h co
mpr
ehen
sive
ret
entio
n sc
hem
es%
100
100
100
100
100
114 The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
CB
1.S
I4E
nhan
ce g
ood
gove
rnan
ce
Impl
emen
t goo
d go
vern
ance
Impl
emen
t citi
zen
char
ter a
nd tr
ack
prog
ress
Rou
nd4
44
44
Ensu
re th
e 8
prin
cipl
es o
f goo
d go
vern
ance
and
tr
ack
prog
ress
roun
d4
44
44
Ensu
re a
nd m
aint
aini
ng a
ccou
ntab
ility,
and
trac
k pr
ogre
ssro
und
44
44
4
CB
1.S
I5
Mai
nstr
eam
ing
wom
en &
yo
uths
, HIV
co
ntro
l and
en
viro
nmen
tal
issu
es
Mai
nstre
amin
g w
omen
&
yout
hs a
ffairs
Wom
en &
you
ths
affa
irs m
ains
tream
ing,
faci
litat
e ge
nder
equ
ity in
lea
ders
hip,
and
trac
k pr
ogre
ssro
und
44
44
4
Mai
nstre
amin
g H
IV c
ontro
l H
IV c
ontro
l mai
nstre
amin
g an
d tr
ack
prog
ress
Rou
nd4
44
44
Mai
nstre
amin
g en
viro
nmen
tal
prot
ectio
n is
sues
Cre
ate
wor
king
saf
ety
and
envi
ronm
ent
prot
ectio
n m
ains
tream
ing,
and
trac
k pr
ogre
ssR
ound
44
44
4
CB
2.S
I1B
uild
and
st
reng
then
in
frast
ruct
ures
Bui
ld t
he I
nstit
ute’
s m
ain
pr
emis
es in
clud
ing
war
ehou
se
and
sec
urity
Bui
ld
the
Inst
itute
’s m
ain
Com
plex
N
umbe
r1
Con
stru
ct s
tand
ard
war
ehou
seN
umbe
r1
Con
stru
ct c
ompo
und
secu
rity
faci
lity
Num
ber
1
CB
2: E
nhan
ce In
frast
ruct
ure
and
Sys
tem
dev
elop
men
t
CB
2.S
I1B
uild
and
st
reng
then
in
frast
ruct
ures
Bui
ld t
he I
nstit
ute’
s m
ain
pr
emis
es in
clud
ing
war
ehou
se
and
sec
urity
Bui
ld th
e In
stitu
te’s
mai
n C
ompl
ex
Num
ber
1
Con
stru
ct s
tand
ard
war
ehou
seN
umbe
r1
Con
stru
ct c
ompo
und
secu
rity
faci
lity
Num
ber
1
Bui
ld h
igh
leve
l te
chni
cal
faci
litie
s
Bui
ld e
nhan
ced
BS
L3 L
abor
ator
y at
nat
iona
l lev
elN
umbe
r1
Est
ablis
h B
SL3
Lab
orat
ory
at n
atio
nal a
nd re
gion
al
leve
lN
umbe
r1
22
Ren
ovat
e se
lect
ed h
ospi
tal l
abor
ator
ies
Num
ber
86
54
3
Con
stru
ct e
mer
genc
y op
erat
ion
cent
ers
(EO
Cs)
Num
ber
14
Con
stru
ct s
tand
ard
rece
ptio
n ce
nter
Num
ber
1
Con
stru
ct b
asic
util
ity fa
cilit
ies
Num
ber
2
115The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
CB
2.S
I2
Str
engt
hen
info
rmat
ion
com
mun
icat
ion
tech
nolo
gy(IC
T) o
f th
e in
stitu
te
Dev
elop
nat
iona
l dig
ital p
ublic
he
alth
dat
a re
posi
tory
Est
ablis
h st
anda
rd d
ata
war
e-ho
use
Num
ber
1
Dev
elop
dat
a st
ruct
ure
dire
ctor
yN
umbe
r1
Con
duct
dat
a co
llect
ion
and
orga
niza
tion
%10
0
Aut
omat
e al
l maj
or o
pera
tions
of
the
inst
itute
Aut
omat
e 17
EP
HI m
ajor
ope
ratio
ns fu
lly
Num
ber
85
4
Exp
and
Ele
ctro
nic
Labo
rato
ry in
form
atio
n sy
stem
Num
ber
4060
8010
015
0
CB
3: E
nhan
ce C
omm
unic
atio
n, C
oord
inat
ion
and
Par
tner
ship
CB
3.S
I1
Est
ablis
h in
form
atio
n an
d co
mm
unic
atio
n sy
stem
Str
engt
hen
com
mun
icat
ion
tool
s ca
paci
ty
Dev
elop
info
rmat
ion
and
com
mun
icat
ion
stra
tegy
N
umbe
r1
Dev
elop
and
dis
sem
inat
e au
dio-
visu
al
prog
ram
mat
ic m
essa
ges
(On
rese
arch
, PH
EM,
qual
ity la
bora
tory
sys
tem
, SER
O, M
&E
)N
umbe
r7
1010
1010
Est
ablis
h in
form
atio
n an
d co
mm
unic
atio
n di
rect
ory
Num
ber
1
Pro
vide
tim
ely
info
rmat
ion
and
effic
ient
co
mm
unic
atio
n w
ithin
10
days
%10
010
010
010
010
0
CB
3.S
I2S
tren
gthe
ning
co
ordi
natio
n a
nd
part
ners
hip
Est
ablis
h na
tiona
l/ re
gion
al/
inte
rnat
iona
l co
llabo
ratio
ns a
nd
part
ners
hips
Dev
elop
par
tner
ship
str
ateg
y ba
sed
on m
issi
on
and
obje
ctiv
esN
umbe
rN
umbe
r1
Est
ablis
h co
llabo
ratio
ns b
ased
on
the
stra
tegy
de
velo
ped
Num
ber
1010
55
2
Est
ablis
h pa
rtne
rshi
p ba
sed
on th
e st
rate
gy
deve
lope
dN
umbe
r4
44
43
Mai
ntai
n EP
HI’s
nat
iona
l/ re
gion
al/
inte
rnat
iona
l co
llabo
ratio
ns a
nd
part
ners
hips
mai
ntai
ned(
RT
T)
Mai
ntai
n pa
rtne
rshi
p ba
sed
on th
e st
rate
gy
deve
lope
d
Enh
ance
pub
lic h
ealth
co
ordi
natio
n
Con
duct
join
t par
tner
ship
coo
rdin
atio
n fo
rum
s of
th
e in
stitu
teN
umbe
r2
22
22
Con
duct
coo
rdin
atio
n fo
rum
s of
PH
EMN
umbe
r4
44
44
Con
duct
coo
rdin
atio
n fo
rum
s of
rese
arch
and
te
chno
logy
tran
sfer
Num
ber
22
22
2
Con
duct
coo
rdin
atio
n fo
rum
s of
qua
lity
labo
rato
ry
syst
emN
umbe
r4
44
44
116 The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
Annex-3: Participants of the strategic planning processA. Participants of the strategic planning process
A.Name and address of participants of stakeholders on review meeting , which discussed on the
prepared five years (2015-2020) strategic plan held in Kuriftu Hotel , Adama , Ethiopia, June 18-20,
2015 (Sene 11-13/2007 E.C ).
No. Participants name Organization
1 Berhanu Amare CDC Ethiopia
2 Yenew Kebede, Dr. CDC Ethiopia
3 Kiyoon Yoon UNICEF
4 Ashenafi Hailu, Dr. CDC
5 Eshetu Yimer, Dr. Tufts University
6 Redeat Belanehe NAHDIC
7 Hagos Hadish FMHACA
8 Daniel Beshah TASH
9 Feradeselassie Mikru WHO
10 Elias Gossa, Dr. AFRTH
11 Getnet Tsigemealk ENAO
12 Tewodros Adere, Dr. Amanuel Hospital
13 Retalign Geletu EMLA
14 Yohannes H/Michael Jimma University
15 Alemayehu Bayray Mekele University
16 Mesfin Tesfay TRHB
17 G/Selassie Tekle TRHB
18 Tibebu Asfaw FHAPCO
19 Gelila Asamenew ELAR
20 Yalew Birke ORHB
21 Wondimu Gebayehu Bansangul RL
22 Kefni Kelbecha Afar RL
23 Yonas Taffese A & T
24 Bahari Belete CHAl
No. Participants name Organization
25 Alemayehu Bekele EPHA
26 Yohannes G/Hawaria TRHB
27 Yemane G/Silassie GRPHL
28 Ayichew Seyoum Harmaya University
29 Nena Okello Gambella RHB
30 Helen Engisa AAHB
31 Teferi Mekonnen ASLM
32 Hailay Berhe Dessie Reg. Lab
33 Nena Okello Gambella RHB
34 Helen Engisa AAHB
35 Teferi Mekonnen ASLM
36 Hailay Berhe Dessie Reg. Lab
37 Mequanent Eyayu EBI
38 Ashebir Gurmessa F.Prison
39 Tibebu Bekele EPHI
40 Yonas Sebsibe St.Petros
41 Mekonnen G/Selassie MOFED
42 Adane Mihret, Dr. AHRI
43 Markos Abebe, Dr. AHRI
44 Gudeta Tibesso, Dr. HEAL TB
45 Wessen Nega ICAP
46 Belete W/Maria SNNPR RHB
47 Dawit Abebe, Dr. EPHLA
48 Mohamed Ismael Harrare Regional lab
117The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
No. Participants name Organization
49 Ibrahim Adem Afar
50 Tessema Debaca Oromiya
51 Endashaw Shibru SNNP RHB
52 Ahmed Bedru TB/USAID
53 Endale Mengesha EPHI/KNCU
54Teklehaymanot Gebrehiwot
Amhara Regional H.B
55 Girmay Ayana EPHI
56 Amanuel Dibaba EPHI
57 Abraham Haile EPHI
58 Nigussie Gezahegn EPHI
59 Almaz Gonfa, Dr. EPHI
60 Abel Yeshaneh EPHI
61 Abraham Haile EPHI
62 Nigussie Gezahegn EPHI
63 Almaz Gonfa, Dr. EPHI
64 Abel Yeshaneh EPHI
65 Seid Kassaw EPHI
66 Abraham Tesfaye AACAHB
67 Lemma Bogalae Harar RHB
68 Mesele Mulugeta A.A.H.B
69 Amha Kebede, Dr. EPHI
70 Yibeltal Assefa, Dr. EPHI
71 Daddi Jima, Dr. EPHI
72 Habtamu Merha F.Police
73 Assefa Habete EPHI
74 Arega Zeru EPHI
75 Alemayehu Regassa EPHI
76 Firdu Egi EPHI
No. Participants name Organization
77 Biruktawit Girma EPHI
78 Amete Mihret EPHI
79 Abebe Mengesha EPHI
80 Adisu Kebede EPHI
81 Mekonnen Tadesse EPHI
82 Tibebu Mogesse EPHI
83 Asefa Deressa, Dr. EPHI
84 Masresha Tessema EPHI
85 Zelalem Yaregal EPHI
86 Hussien Faris EPHI
87 Abdi Ahmed EPHI
88 Ashenafi Assefa EPHI
89 Almaz Abebe, Dr. EPHI
90 Melke Tadesse EPHI
91 Mamuye Hadise, Dr. EPHI
92 Adugna Woyessa, Adamu Belay
EPHI
93 Temesgen Aweke EPHI
94 Samson Yelma EPHI
95 Asmamawe Tigre EPHI
96 Negero Gemeda EPHI
97 Tsegerda Assefa EPHI
98 Mesfin Yohannes EPHI
99 Tadesse Abebe EPHI
100 Ashenefe Tadesse EPHI
101 Achamayeleh Mulugeta EPHI
102 Kissi Mudi EPHI
103 Nuria Yesufe EPHI
104 Tesfaye Hailu EPHI
118 The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
No. Participants name Organization
105 Abyot Bekele EPHI
106 Kelbessa urga EPHI
107 Mekonnen Tadesse EPHI
108 Tibebu Mogesse EPHI
109 Aweke Kebede, Dr. EPHI
110 Wondwossen Kassa EPHI
111 Getachew Addis, Dr. EPHI
112 Asfaw Debella, Dr. EPHI
113 Teshome Abdeta EPHI
114 Molla Deribie EPHI
115 Abiy Nigussie EPHI
116 Adimasu Shibru, Dr. Education S. Center
119The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
B. Senior Management that have overseen the SPM process
1. Dr. Amha Kebede-Director General
2. Dr. Yibeltal Assefa-D/Director General
3. Dr. Daddi Jimma-D/Director General
C. SPM Development Core Team Members
1. Dr. Almaz Abebe-Chairperson (Research and Technology Transfer)
2. Ato Arega Zeru-Secretary (Planning, Monitoring and Evaluation Directorate)
3. Dr. Asfaw Debela-Co-Chair (Research and Technology Transfer)
4. Ato Adisu Kebede-Member (Laboratory Capacity Building Directorate)
5. Ato Achamyeleh Mulugeta- Member (Laboratory Capacity Building Directorate)
6. Ato Haftom Teame-Member (Public Health Emergency Management)
7. Ato Abdi Ahmed- Member (Public Health Emergency Management)
8. Ato Hussien Faris-Member (Procurement and Finance Directorate)
9. Ato Tadesse Nigatu-Member (Human Resource Management Directorate)
10. Ato Molla Deribie-Member (Planning, Monitoring and Evaluation Directorate)
120 The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
Diseases on Eradication program in Ethiopia
1. Poliomyelitis (Polio)2. Dracunculiasis (Guinea worm)
Diseases on Elimination program in Ethiopia
1. Onchocerciasis2. Lymphatic filariasis (Elephantiasis)
121The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
Participants of the 2nd EPHI’s SPM preparation stakeholders’ review workshop
Regional Coordinatorscross check
IFSS packed fileCentral Server at EPHI IT dept.
Data collectors
INTERNET FILE STREAMING SYSTEM OF EPHI
Data collectors senddata to RC and receive
feedbackSh
are
data
Data collectors send data to central server
Feed back from data quality control team
122 The 2nd BSC Based EPHI’s Strategic Management Plan: 2015/16 to 2019/20
EPHI’s New Training Center
Director General’s Office . . . . . . . . . . . . . . . . . . . . . . .0112754647
Planning, Evaluation & Monitoring Directorate . . . . . .0112753330
Public Relations Office . . . . . . . . . . . . . . . . . . . . . . . . .0112133499
Fax . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .0112754647
P.o.Box . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .01242/5654
E-mail . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . [email protected]
Website . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .www.ephi.gov.et
Where to find us.
Contact
EPHIArbegnoch Street Gulele Sub CityAddis Ababa, Ethiopia
EPHI’s New Training Center
ContactDirector General’s Office . . . . . . . . . . . . . . . . . . . . . . . . . 0112754647Planning, Monitoring & Evaluation Directorate . . . . . 0112753330Public Relations Office . . . . . . . . . . . . . . . . . . . . . . . . . . 0112133499Fax . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 0112754647P.o.Box . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ..1242/5654
E-mail . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . [email protected] . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .www.ephi.gov.et
Where to find us.Arbegnoch Street Gulele Sub City Addis Ababa, Ethiopia