RESUMEN

Lagos state remains the epicenter of COVID-19 infection in Nigeria. To facilitate the emergency preparedness and response to COVID-19, the State Governor and Incident Commander constituted a Think Tank comprising 13 experts from various disciplines committed to the health of the public. The Think Tank assisted the government with decision-making strategies and supported the emergency operation centre (EOC) for the COVID-19 response. Their main achievements were developing frameworks for decision-making and strategies for phased easing of the State-wide lockdown. The challenges encountered were that it was often viewed as a parallel structure to the EOC and separated from the traditional civil service structure; causing some reluctance to implement ideas generated by the Think Tank. Nevertheless, the Think Tank played an important role during the COVID-19 pandemic; the lessons learned might help other states and resource-limited countries wishing to adopt this approach to emergency response.

RésuméL'État de Lagos reste l'épicentre de l'infection au COVID-19 au Nigeria. Pour faciliter la préparation et la réponse aux situations d'urgence (EPR) face au COVID-19, le gouverneur de l'État a constitué un groupe de réflexion composé de 13 experts de diverses disciplines. Le concept du groupe de réflexion était d'impliquer le secteur privé et le milieu universitaire dans la réponse COVID de l'État de Lagos, reconnaissant qu'un résultat réussi de l'EPR nécessite une expertise dont certaines n'existaient pas au sein de la fonction publique. Le Think Tank a aidé le gouvernement à élaborer des stratégies de prise de décision et a soutenu le centre des opérations d'urgence (COU) pour la réponse à la COVID-19. Leurs principales réalisations ont été l'élaboration de cadres de prise de décision et de stratégies d'assouplissement progressif du confinement à l'échelle de l'État. Les défis rencontrés étaient qu'il était souvent considéré comme une structure parallèle à l'EOC et séparé de la structure traditionnelle de la fonction publique; provoquant une certaine réticence à mettre en œuvre les idées générées. Le groupe de réflexion de l'État de Lagos a démontré un modèle réussi de partenariat public-privé dans le domaine de la santé mis en œuvre par une diversité d'acteurs dans des secteurs critiques. Cela pourrait être considéré comme un modèle utile pour faire face à une myriade de crises similaires auxquelles le secteur de la santé est souvent confronté. Les enseignements tirés pourraient aider d'autres États et pays aux ressources limitées souhaitant adopter cette approche dans les interventions d'urgence.

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RESUMEN

Lagos state remains the epicenter of COVID­19 infection in Nigeria. To facilitate the emergency preparedness and response to COVID­19, the State Governor and Incident Commander constituted a Think Tank comprising 13 experts from various disciplines committed to the health of the public. The Think Tank assisted the government with decision­making strategies and supported the emergency operation centre (EOC) for the COVID­19 response. Their main achievements were developing frameworks for decision­making and strategies for phased easing of the State­wide lockdown. The challenges encountered were that it was often viewed as a parallel structure to the EOC and separated from the traditional civil service structure; causing some reluctance to implement ideas generated by the Think Tank. Nevertheless, the Think Tank played an important role during the COVID­19 pandemic; the lessons learned might help other states and resource­limited countries wishing to adopt this approach to emergency response.

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BACKGROUND: Lagos state is the industrial nerve centre of Nigeria and was the epicentre of the 2014 Ebola outbreak in Nigeria as it is now for the current Coronavirus Disease (COVID-19) outbreak. This paper describes how the lessons learned from the Ebola outbreak in 2014 informed the emergency preparedness of the State ahead of the COVID-19 outbreak and guided response. DISCUSSION: Following the Ebola outbreak in 2014, the Lagos State government provided governance by developing a policy on emergency preparedness and biosecurity and provided oversight and coordination of emergency preparedness strategies. Capacities for emergency response were strengthened by training key staff, developing a robust surveillance system, and setting up a Biosafety Level 3 laboratory and biobank. Resource provision, in terms of finances and trained personnel for emergencies was prioritized by the government. With the onset of COVID-19, Lagos state was able to respond promptly to the outbreak using the centralized Incident Command Structure and the key activities of the Emergency Operations Centre. Contributory to effective response were partnerships with the private sectors, community engagement and political commitment. CONCLUSION: Using the lessons learned from the 2014 Ebola outbreak, Lagos State had gradually prepared its healthcare system for a pandemic such as COVID-19. The State needs to continue to expand its preparedness to be more resilient and future proof to respond to disease outbreaks. Looking beyond intra-state gains, lessons and identified best practices from the past and present should be shared with other states and countries.

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In recent times, there has been an increasing drive to demonstrate value for money (VfM) for investments made in public health globally. However, there is paucity of information on practical insights and best practices that have helped implementing organisations to successfully embed VfM in practice for programming and evaluation. In this article, we discuss strengths and weaknesses of approaches that been used and insights on best practices to manage for, demonstrate, and compare VfM, using a health pooled fund programme implemented in conflict-affected South Sudan as case study supported by evidence reported in the literature while critiquing adequacy of the available approaches in this setting. An expanded and iterative process framework to guide VfM embedding for health programming and evaluation is then proposed. In doing so, this article provides a very relevant one-stop source for critical insight into how to embed VfM in practice. Uptake and scale-up of the proposed framework can be essential in improving VfM and aid effectiveness which will ultimately contribute to progress towards achieving the Sustainable Development Goals by 2030.

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