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Geneva 27 September 2006

ILO Technical workshop on Avian and Human Influenza: Update from the UN System Influenza Coordination Team. Geneva 27 September 2006. UN System Influenza Coordination. Avian Influenza and humans.

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Geneva 27 September 2006

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  1. ILO Technical workshop on Avian and Human Influenza:Update from the UN System Influenza Coordination Team Geneva 27 September 2006 UN System Influenza Coordination

  2. Avian Influenza and humans • Human infection with H5N1 is rare, and usually the result of virus transmission from birds to humans. • Since 2003 H5N1 is known to have infected more than 247 people. At least 147 have died: mostly children and young adults. • No evidence of mutation to sustained human to human transmissibility

  3. ESTABLISHING PANDEMIC THREAT

  4. Economic Impact of Avian Influenza • Poultry producers - commercial farmers and smallholders – in H5N1 affected countries around the world have suffered billions of dollars of losses due to H5N1 infections over the past years. • Many small-holder poultry producers do not have the means to apply early detection, prevention and protection/biosecurity measures. • To reduce the impact of avian influenza, poultry production and marketing must be made safer – this means sound hygiene and biosecurity throughout the market chain.

  5. Economic Impact of Next Pandemic • The next influenza pandemic will start with a local-level incident but will have global impact • compare with SARS - <1000 dead, $50 billion economic loss. • It could lead to significant loss of life and high absenteeism in all sectors • The IMF suggests a significant temporary impact • markets closed, unreliable utilities and telecoms, cash shortages • Reduced travel and leisure, impact on food industry • There may be threats to Rule of Law, Security, Continuity of Governance. • Workforces in health care, retailing, utilities, maintenance of law and order may have particular cause for concern

  6. Global strategy agreed November 2005 • Stop influenza in animals through stamping out the disease at the place where the infection starts. • Prevent emergence of pandemic by limiting human exposure; • if pandemic does start, contain it quickly; • if containment is not possible, mitigate pandemic consequences.

  7. In pursuit of the strategy • Integrated National Influenza Plans • Multiple Actors Engaged • Financial Assistance Pledged (January 2006) • Urgent Programmes Initiated • National Plans Appraised • External support for Implementation • Emphasis on Coordination: Harmony, Synergy, Unity

  8. Coordination in Practice • Meeting together • Sharing Information with each other • Agreeing to work together with one strategy • Achieving Harmony (No discord) • Working in Synergy (Better than the sum of the parts) • Establishing Trust and Unity (working as one)

  9. Building a movement • Strategic Focus • Acting Locally, Nationally, Regionally, Globally • Involving Political Leaders, Government Services, Professional Bodies, Civil Society • Engaging key figures, institutions, systems, technical networks for the long term • Mobilizing funds…..

  10. AHI FUNDING SITUATION • Funds pledged in Beijing mid-January 2006 (for countries and UN) • pledged : $ 1.865 million • committed : $ 1.150 million • disbursed : $ 331 million • Biggest donors: European Commission, USA, Japan, UK, Norway, Australia • Not sufficient for countries, not sufficient for UN

  11. UN System Action Plan Why an action plan for the UN System and partners? • Translating a strategy into action • Coordination • Advocacy • Funding • Fundraising • Accountability

  12. UN System Action Plan 6 success factors 7 objectives 3 levels of intensity for prioritized interventions

  13. UN System Action PlanResource mobilization strategy Logframe UN System Action Plan Agencies Donors Cash People Tools Funding Fundraising

  14. UN System Action PlanResource mobilization strategy HOW: • Dissemination (Donor dissemination matrix) • Speaking with one voice • Combining bilateral funding with pooled funding

  15. UN System Action Plan: next steps December 2006: updated Action Plan with • New partners • A Logframe with timelines, more detailed activities, impacts, outputs and indicators of success • Revised financial requirements • Appraisal by donors

  16. Challenges of sustaining a focus on AHI Working together, as a global team • Moving as one, holding our shape, keeping fluid, whatever the challenges we face. • Making the weak parts strong, wherever they may be. • Being ready to raise our game - at a moments notice. • Coping with uncertainty about what will happen but determined to get the right result. • Sustaining focus when our colleagues question whether it really is necessary.

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