FEASIBILITY OF SOCIO-ECONOMICS AND BIODIVERSITY NETWORK IN SUPPORT OF THE CONTROL OF HPAI AND OTHER EMERGING OR RE-EMERGING TRANSBOUNDARY DISEASES IN AFRICA Cheikh LY Service d’Economie Rurale et Gestion Ecole Inter-Etats des Sciences et Médecine Vétérinaires EISMV – DAKAR, SENEGAL
FEASIBILITY OF SOCIO-ECONOMICS AND BIODIVERSITY NETWORK
IN SUPPORT OF THE CONTROL OF HPAI AND OTHER EMERGING OR
RE-EMERGING TRANSBOUNDARY DISEASES IN AFRICA
Service d’Economie Rurale et Gestion
Ecole Inter-Etats des Sciences
et Médecine Vétérinaires
EISMV – DAKAR, SENEGAL
Consultant for Alive
Bamako Subregional Stakeholders’ Workshop
Côte d’Ivoire, Ghana, Mali, Nigeria (Ly & Sonaiya)
Naïrobi – 15 – 16 October 2008
Bamako – 25 – 26 October 2008
Gaborone - ??
d. Report – Submission in November 2008
e. Alive EC – Sharm El Sheikh / Postponed
Study the feasibility of
a socio-economics and
in support of the control of HPAI
other emerging or re-emerging transboundary diseases
Four basic considerations are used to build a rationale:
1. The most effective way to reduce the costs of disease is to control
new outbreaks rapidly. Outbreak control needs to be implemented in a way
that is efficient, safe and environmentally sound while minimising damage
to value chains and livelihoods.
2. Biosecurity & structural changes to the poultry sector & erosion of genetic diversity.
3. HPAI control requires an efficient and transparent financing process and
a support system that not only helps farmers to recover from immediate
losses from outbreaks but also assists them and other value chain agents
to re-establish their operations and improve animal husbandry.
4. Comprehensive analysis of the long term costs and impacts of HPAI control in Africa has yet to be done but also for other transboundary diseases
(RFV in the Horn of Africa, FMD, CBPP in Southern Africa, ASF in Western Africa, NCD).
Questions to be answered ?
1. How to acquire and share knowledge, views, experience?
2. How to promoteskills and knowledge in the economics of TADs in
3. How to insure efficiencyof information
dissemination, research and development (R&D)
at the different layers of decision-making
from local to international?
POWER DOES NOT RESIDE IN INSTITUTIONS NOT EVEN THE STATE OR LARGE CORPORATIONS.
It is located in the NETWORKS that structure society
Policy communities ; policy actors; civil society
Management; knowledge; public policy; advocacy; etc
The CONCEPT LARGE CORPORATIONS.
“Networks are formal or informal structures that link actors (individuals or organisations) who share a common interest or a general set of values¨.
Organisational structures or processes bringing actors together.
They constitute a way to gather, assess and share knowledge and learning.
Networks are now considered the most effective organisational model.
Networks are viewed as the solution to all worries.
This is amplified by the “end of project-era mechanisms”.
However, networks are not magic bullets.
In developing countries, the challenges of networking are significantly greater that in the North. Economic, social and political environments are more difficult.
Capacity is more limited. Resources are scarcer.
They can be formal or informal.
They can help LARGE CORPORATIONS. marshal evidence and increase the influence of good quality
evidence in the policy process;
They can foster links between researchers and policy-makers;
They can help bypass formal barriers to consensus;
They can bring resources and expertise to policy-making; and
broaden the pro-poor impact of a policy.
Networks are considered cost-effective ways to access or provide goods and
services to a large constituency or membership.
Sustainability of interventions is possible through developing strong springboards.
And, of course, networks can provide both direct and indirect access to
Six non-exclusive functions for networks LARGE CORPORATIONS. : Network functions approach (ODI).
Strategies and activities of networks:
1. Filters: Filtering, to help members find their way through often unmanageable amounts of information.
2. Amplifiers: Amplifying to make little-known or little-understood ideas more widely understood;
3. Convenors: Convening to bring together members from different communities.
4. Facilitators:Facilitating learning and the main activities of their members.
5. Community or specialgroups builder networks: Community-building, to promote and sustain a cohesive group.
6. Investors/Providers: Investing or providing resources, capacities and skills to their members.
Simultaneously or with trade-offs
6 functions LARGE CORPORATIONS.
a support role : interest-group or community development
and learning among the members
an agency role : developing and amplifying the voice of the members
Policy process LARGE CORPORATIONS.
Policy process LARGE CORPORATIONS.
How the form defines the functions of the network LARGE CORPORATIONS.
L + S
S + A
C + S
L+S: Localisation and scope
C+S: Capacities and skills
C: Communications S+A: Strategic and adaptive capacity
EE: External environment
4. The need for a network LARGE CORPORATIONS.
5. Scheme for the network LARGE CORPORATIONS.
6. Specific objectives LARGE CORPORATIONS.
8. Participatory approach disease
9. disease Expected impacts of the network & long term sustainability
ACTIVITIES SO FAR disease
Etude de faisabilité d’un réseau sur la socio-économie et la biodiversité
pour appuyer la lutte contre la grippe aviaire
et les maladies transfrontalières émergentes ou ré-émergentes
ATELIER CONSULTATIF SOUS-RÉGIONAL
23-24 Octobre 2008, CRSA, Bamako, Mali
Termes de référence & Programme
SPECIAL THANKS TO : et la biodiversité