Transcript Document 7402679

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
Consultant for Alive
Bamako Subregional Stakeholders’ Workshop
1. Context
•Ongoing consultation launched by Alive Secretariat in
collaboration with FAO
• FAO CVO and Senior Livestock policy officer
•René Bessin and François Le Gall
•Anni McLeod ; Joseph Domenech
•AHRS (3 sub-regions) + Socio-economic group at FAO
1. Concept note and ToR for the Study
2. Selection of the Consultants (4)
•Cheikh Ly (team leader, West and Central Africa)
•Anthony Mugisha (Eastern Africa)
•Simbarashe Sibanda (Southern Africa)
•Funso Sonaiya (West Africa)
a. Inception meeting – 18-22 Aug. 2008 – FAO HQ in Rome
b. Country visits – 1 to 25 September 2008
West Africa & Central Africa : Burkina, Cameroun,
Côte d’Ivoire, Ghana, Mali, Nigeria (Ly & Sonaiya)
East Africa : Ethiopia, Kenya, Uganda (Mugisha)
Southern Africa: Botswana, Malawi, South Africa, Zambia
c. Sub-regional Stakeholder Workshops :
Naïrobi – 15 – 16 October 2008
Bamako – 25 – 26 October 2008
Gaborone - ??
d. Report – Submission in November 2008
e. Alive EC – Sharm El Sheikh / Postponed
2. Objective of the work
Study the feasibility of
a socio-economics and
biodiversity network
in support of the control of HPAI
and
other emerging or re-emerging transboundary diseases
in Africa.
Assess the need to have a socio-economics and
biodiversity network & propose a scheme
• improve the understanding of the epidemiology of animal
diseases
• facilitate risk analysis, decision making and policy design
•to have a better monitoring of livestock production, trade
and consumption and animal health
• get more attention from livestock policy makers
• be able to assess the impact of change in policies
and regulation at the local community and national levels
Different layers of local, national and international institutions.
Context :
HPAI & other TADs
Construction of a “sanitary territory” with a common zoosanitary regulation
Règlement N° 7/CM/UEMOA
Process ECOWAS/OiE/EISMV towards regional
legislation under ECOWAS Sponsorship
Ultimate need to be assessed for CEMAC
3. Rationale for a network
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).
“There are no arguments better than figures!”
Questions to be answered ?
1. How to acquire and share knowledge, views, experience?
2. How to promote skills and knowledge in the economics of TADs in
Africa?
3. How to insure efficiency of 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
The Rise of the Network Society : Castells M., 1997, 1998
• The Information Age: Economy, society and Culture
• The Power of Identity
Civil societies
Development agencies
Policy communities ; policy actors; civil society
Management; knowledge; public policy; advocacy; etc
The CONCEPT
“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 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
financial support.
Six non-exclusive functions for networks : 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 special groups 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
Specific skills,
6 functions
Network
Two-major roles
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
SEC/NET
Policy process
AGENCY ROLE
SE
Policy process
Policy process
Policy process
Policy process
SEC/NET
Policy process
SUPPORT ROLE
How the form defines the functions of the network
G
L+S
S+A
EE
F
C+S
C
R
M
Functions
Governance
L+S: Localisation and
scope
C+S: Capacities and
skills
R: Resources
M: Membership
C: Communications
S+A: Strategic and
adaptive capacity
EE: External
environment
10 ‘keys to success’
1. Clear governance agreements: objectives, functions, membership structures,
decisions making and conflicts resolution processes
2. Strength in numbers (political weight)
3. Representativeness (legitimacy and influence)
4. Quality of evidence (credibility and legitimacy)
5. Packaging of evidence (effective communication)
6. Persistence over a period of time (policy influence)
7. Key individuals/Institutions (policy influence)
8. Informal links (critical usefulness)
9. Complementing official structures rather than duplicating
10. ICT: New information and communication technologies increasingly vital
4. The need for a network
•Information on the socio-economic consequences of HPAI +
TADS scattered among a number of small and large organisations
based in or working in Africa.
•Well tested analytical approaches and tools but limited discussion of
their use and appropriateness (cf. smaller organisations that find it hard to
participate in regional meetings)
When a product is produced that requires inputs from diverse and
geographically scattered human resources, a network is a highly
effective organisational form.
A network on socio-economics & biodiversity:
•Link research and planning centres in different African countries,
Facilitate information sharing on methods and results,
•Joint work on projects of regional interest,
•Timely analysis to planners and decision makers and
Promotion of a critical mass of experienced and well qualified economic
and policy analysts.
•Focus on HPAI but skills and knowledge acquired to extended to
other TADs
Network = tool to contribute to the overall effort of prevention and control
of HPAI
•meet a membership including policymakers and other decision makers
in animal health systems that will become routine participants in developing
and using information.
•a principle of subsidiarity (If suitable network exists, they are strengthened,
if not creation)
•a wide multi-disciplinary constituency of information users and
information providers by means of electronic “meeting places”
and physical meetings funded through ALIVE.
•to serve the needs of planners and decision makers and grassroots
organisations in the region.
5. Scheme for the network
A “network” as defined here would be:
•based around five to ten main participating organisations (traditional
“research” or state planning organisations, private and NGO
organisations with existing programme and human resource capacity
suitable to support the work of the network)
•be anchored by one co-ordinating organisation that will receive
additional funding.
•have funding to support network activities of participating institutions
•support a grant (modest) for studies in support of animal health planning
within the region
6. Specific objectives
•a supporting network at national and regional levels for undertaking
assessment of impacts and their policy implications
•to identify “champions”, discover and stimulate the demand for socioeconomic analysis, and communicate effectively with policy makers and
planners.
•a platform for network members (methodologies)
•to support staff of organisations within the network ;
•technical guidance and support to decision makers on animal
disease
•control strategies that take into account their impacts on markets,
livelihoods and biodiversity, so that research findings are translated
into policy changes;
•linking up with existing technical networks
•the participation of all stakeholders (livestock market chains in the
design and evaluation of animal health control strategies.
7. Activities in support of the specific objectives
•Sub-regional (?) networks established with appropriate institutions at the
sub-regional level
•Designated focal point for the network by each participating institution
•Variety of tools, media and events supported initially for 2-3 years
Website, e-consultations, newsletter, database
chronology of events regarding the network since its inception
face-to-face consultations, regional or Africa-wide meetings
•Distribution of the work of generating and collating knowledge already
available on socio-economic and biodiversity impacts, for example through
international organisations
•Engaging with policy makers and decision makers distributed among
participating institutions
•Interactions of members for conducting a review of methodologies for
social, economic, production sector and policy assessment of HPAI (and
TADs) in the light of available data conducted.
•Capacity building within institutions in methodologies for HPAI and other
TADs assessment and supported by Institutes and individuals with
particular expertise
•Strategic economic and policy reviews and studies conducted by the
institutions in the network at country or regional level:
•Provision or promotion of decision support tools and
documentation in support of decision making, produced within the
network or produced elsewhere
•Participation in decision making fora in order that HPAI and other
Tads control strategies in the sub-regions incorporate information
provided by the networks
SUBSIDIARITY (existing networks – New networks)
8. Participatory approach
•Farmers associations, cooperatives and service providers
included in the network and benefiting from targeted support
•Provision and promotion of technical guidelines and manuals
field tested and translated in local languages targeting major
stakeholders in poultry production
•Distribution of material through public and private sectors
dialogue with governments and the private sector
establish contact with existing networks that have common
interests in order to widen the constituency for sharing
information.
9. Expected impacts of the network & long term sustainability
•Activities completed, strength of partnerships formed,
improvement in national and regional capacity)
•National animal health plans, dissemination of tool and
guidelines, and ability to effectively control disease).
The funding proposed under the present ALIVE cycle = for
2-3 years.
Multiagency multi-agency platform
ACTIVITIES SO FAR
Programme African Livestock (Alive)
Consultation des acteurs sur la faisabilité d’un Réseau sur la socio-économie et la
biodiversité pour appuyer la lutte contre la grippe aviaire hautement pathogène et les
autres maladies animales émergentes et ré-émergentes en Afrique
QUESTIONNAIRE
Remplissez s’il vous plait ce questionnaire et envoyer le aux adresses suivantes : [email protected], [email protected], [email protected],
[email protected]
Ne vous limiter pas à l’espace après chaque question. Utilisez autant d’espace que nécessaire:
1. Nom de l’Institution ou structure :
2. Type d’institution ou de structure (Mettre X pour répondre, plus d’un fois si nécessaire)
Recherche-Développement en Elevage
Services vétérinaires publics
ONG
Structure de formation/académique
Transformation/commercialisation
Organisation de producteurs
Donateur
Réseau
Prestataire de services privé (préciser le type de services) ………………
3.
4.
5.
6.
Nom du répondant:
Position du répondant:
Téléphone:
Adresse physique:
E-mail:
7. Avez-vous été/êtes vous impliqué dans un ancien réseau ou un réseau actuel consacré à la santé animale et/ou l’élevage?
Oui
Non
8. Si oui, répondez s’il vous plait aux questions suivantes: (s’il y a plusieurs réseaux, les lister en 8.1 avec un numéro d’ordre et répondre aux questions 8.1
à 8.10 suivant le numéro d’ordre).
8.1
Quel est/était le nom de ce réseau ?
8.2
Quel est/était l’objectif principal de ce réseau?
8.3
Quels sont /étaient les centres d’intérêt de ce réseau?
8.4
Quels sont/étaient les principales cibles/participants de ce réseau ?
8.5
Lister les principales activités de ce réseau ?
8.6
Sous quelle(s) forme(s) sont/étaient ses services et produits ? (ex: lettres d’information/ bulletins de liaison, site web, conférences, système de
subventions, système d’information, support technique etc.)
8.7
Quelles valeurs avaient/ont les activités du réseau pour les différents types de participants?
8.8
A quels enjeux est/était confronté le réseau?
8.9
Suivant votre expérience des réseaux, quelles sont les questions qui déterminent la durabilité d’un réseau?
Pensez-vous qu’il y ait besoin d’un réseau sur la socio-économie et la biodiversité en relation avec la santé animale et la lutte contre la grippe aviaire et les
autres maladies animales transfrontalières ?
10. Quels déficits un réseau sur la socio-économie et la biodiversité peut combler, en tenant compte de l’existence d’autres réseaux en santé animale et en
élevage ?
11. Quels devraient être les objectifs principaux et l’impact d’un réseau sur la socio-économie et la biodiversité?
12. Lister les activités auxquelles un réseau pourrait être consacré :
13. Quels types d’institutions/personnes/acteurs devraient être à la base d’un réseau sur la socio-économie et la biodiversité?
14. Quels sont les autres types d’institutions/acteurs qui devraient participer à un tel réseau ?
15. Comment devrait être organisé un tel réseau? (Niveaux régional et sous-régional, gouvernance,
modalités/dispositifs pour l’hébergement, coordination, taille, etc.)?
16. Comment financer un tel réseau? (démarrage et durabilité des activités)
Merci d’avoir consacré du temps pour remplir ce questionnaire. Envoyer le par e-mail à :
[email protected], [email protected], [email protected], [email protected]
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
en Afrique
ATELIER CONSULTATIF SOUS-RÉGIONAL
23-24 Octobre 2008, CRSA, Bamako, Mali
Termes de référence & Programme
Horaire
Activité
Responsable
1er jour
8:30 - 9:00
Cérémonie d’ouverture
Officiels
9:00-10:30
Session plénière 1
Présidence : Cameroun; Rapporteurs : Sénégal, Ghana
Presentations
1. Santé animale dans la sous-région et point spécial sur l’influenza aviaire hautement pathogène,
les maladies transfrontalières émergentes et ré-émergentes
2. Importance de la socio-économie et de la biodiversité en santé animale et sa panification –
Introduction sur la nécessité d’un réseau sur la socio-économie et la biodiversité
3. Historique, raisons de l’étude, expériences, objectifs de l’étude
FAO-CRSA
FAO-CRSA - Socio-économie
Consultant Alive
Président et rapporteurs
Discussion générale
10:30 -11:00
Pause
11:00 - 12:30
Session plénière 1
Président : Nigeria; Rapporteur : Côte d’Ivoire
Objectifs (programmes) du réseau sur la socio-économie et la biodiversité
Discussion Générale
Organisation du travail de groupe (élection d’un modérateur et de 2 rapporteurs)
12:30 -2:00
Déjeuner
2:00 – 3:30
Discussions en groupe
Groupe 1: Arrangements institutionnels du Réseau
Group 2: Activités du Réseau et programmes
Group 3: Ressources et gestion financière du Réseau
3:30-3:45
Pause
3:45-4:30
Poursuite des discussions en groupe
Président et rapporteurs
Consultant - facilitateurs
Consultant - facilitateurs
2e jour
8:30 – 10:30
Session plénière 2
Présidence : Burkina; Rapporteur : Togo
Présentation des résultats des discussions en groupe
Discussion générale
10:30-11:00
Pause
11:00-1:00
Session plénière 3
Conclusions
Perspectives
Rapporteurs
Consultant Alive
Clôture
Officiels
1:00-2:00
Déjeuner
Président et rapporteurs
SPECIAL THANKS TO :
Alive Secretariat
FAO
Thank you
Merci