Kalombo Charles

E - PMR with the Ecell

• Goma in NorthKivu in DRC in the project of assistance to Gomavictims of war. Feb – October 2025.
• Budjala in SouthUbangi in DRC in the Mpoxoutbreakresponse, Sept. – Nov. 2024.
• Lagos Cholera emergency response in Nigeria, Aug. 2024.
• Iriba assistance to Sudaneserefugees in wadifira, Chad to, Ap. – Jun. 2024.

PMR with Ecell

• Emergency diphtheriaepidemicproject in Madaoua and the GR district, Niger Nov 2023 - Feb 2024.

• Couffo Project, KTL, Couffo, Republic of Benin.

• Malaria Project (Malaria Epidemic) Kinyinya and Ntita districts, Ruyigi and Gitega province Burundi

Responsabilitiescarried out as PMR in all missions:

• Carry out exploratory missions with opening of 2 projects
• Develop intervention proposals and medical budget, implementationstrategies
• Provideregular updates and reports on emergency interventions
• Provide leadership and HR management for the medical team of 5 staff on average
• 3 projectsunderway and progress report available
• 1 projectcompleted full cycle of opening and closure
• Strategies, resourcesknown and available to start up activities
• Med HR taking more responsibilities, involved in the process of decisionmaking
• Closure of 3 projectspecificallymedicalactivities, pharmacy stock, and archive management

• Management and coordination of activities of service and strategy of services
• Ensuring the provision of quality of care / Monitoring and coordinatingmedical care
• Leadership and HR management of the 4 medical team members
• Monitoring the implementation of the strategy of service (département)
• Coordinating the activities of the health staff
• Supporting the PMR (the project's medicalreferent) in the implementation and progress of activities, reviewing the project's medicalstrategy, planning and monitoring health staff
• Bangassou Project primary and emergency healthcare live saving in CAR.
• Continuousavailability of resources at hospital level
• Good cross-departmentalcohesion and collaboration
• Continuousimprovement of the PCI level
• Various audits carried out and increased patient safetyduring care
• Progressive improvement in the set of indicators

• Ensure the implementation and update of the medicalstrategy
• Ensure the availability of resources to carry out activities
• Ensure transversal collaboration between the support and Meddepartments
• Ensurefollow-up, monitoring of activities and reporting
• Monitor the project's medical budget and central pharmacy stock
• Provideregular updates and reports on interventions
• Leadership and HR management for the medical team of 6 staffs
• Responsible for staff healthpolicy and itsimplementation
• Lassa HaemorrhagicFeverproject at Alex EkwemeFederalTeachingHospital, Abakaliki, Nigeria.
• Activities reports available with improvedindicators
• Revisions of activities and strategies are presentedduring AROs
• No discontinuity of activities due to lack of resources
• Bottom-up decision-makingprocesses
• Development of autonomy and assumption of more responsibility by the Med. department team by empowering
• Med HR taking more responsibilities, involved in the process of decisionmaking
• Smooth communication collaboration with partners, enablingactivities to proceedsmoothly
• Project closure in line with exchanges, with good management of resources and archiving
• 2 measles mass vaccination campaignscarried out in different locations, as well as an intra-domiciliaryspraying
• Nigerian Lassa FHV national guidelineupdated 2019 – 2020; and Niger Diphtheria National guidelineupdated- 2023
• 1 month Project Coordinator gap filler

• Piborproject for primaryhealth care and emergency surgery in Pibor, SouthSudan.

• Sexual and Reproductive Health Clinic for Adolescents in Kasese, Uganda.

• Management and coordination of departmentactivities and strategy of department
• Ensuring the quality of care provided / Monitoring and coordinatingmedical care
• Leadership and HR management of the medical team of 6 staffs on average
• Monitoring the implementation of service strategy
• Ensuring ICP at ETC level
• Monitoring health staff
• Epidemic Emergencies and ArmedConflicts.
• Continuousavailability of resources at hospital level
• Good cohesion and cross-departmental collaboration
• Continuousimprovement in ICP levels
• Various audits carried out
• Progressive improvement in the set of indicators
• Increasedknowledge and empowerment of medical staff
• Reduction in nosocomial transmission to the ETC
• Control of the chain of transmission for FHV in the communities
• Development of local expertise and personaldevelopment

• Private sector.

• Gitegaregional and district hospital.