Author: Jonathan Rushton

Publisher:

Published: 2011

Total Pages: 0

ISBN-13:

This guide is based on earlier practical field applications of approaches contained in a FAO working paper (Taylor et al., 2010). The working paper's detailed technical section has served as a background resource document for the present guide. The practical approach described in Part Two of this guide has been developed largely during practical and training workshops carried out in Viet Nam with a focus on H5N1 HPAI (Highly Pathogenic Avian Influenza). Work carried out by the authors in Indonesia, Thailand, China, Egypt and other African countries has also contributed to the preparation of this guide. Disease prevention and control, at the national or at local farm level, whether funded by the state or with private resources, must be planned and implemented in proportion to the level of risk associated with a particular animal disease. Planning for disease prevention and control should be risk-based, and prevention and control measures should be proportionate to the risk assessed. It is unrealistic to implement a very costly programme against a disease hazard that has low risk. Furthermore, it is recognized that in livestock production and marketing systems the different stakeholders (people, groups, organizations) may be affected by and react to disease hazards in different ways and may face and perceive and accept different levels of risk. The various stakeholders may also be affected in different ways by the prevention and control measures adopted. Ideally, prevention and control measures should be proportionate to the risk faced by each stakeholder; otherwise compensatory mechanisms may be needed to ensure compliance and equity. Two technical issues should be addressed together in order to achieve this goal. 1. Understanding the livestock production systems and how the stakeholders operate and the decisions they make within the livestock production systems. 2. Evaluation of disease risks within the livestock production systems in question and of measures to reduce those risks. The first issue involves what in economics is called 'value chain analysis'; the second issue entails what in veterinary epidemiology is called 'risk analysis'. The purpose of this guide is to show how elements of value chain analysis and risk analysis can be combined to form a practical and useful approach to planning for disease prevention and control measures. This approach should be risk-based and people-centred. Some of the key questions answered using these analysis techniques are: - Which processes within different production and marketing systems carry risk for disease spread, and what are their relative contributions to overall risk? - Which production systems carry more overall risk and therefore require more regulation/intervention? For example, with respect to H5N1 HPAI, should priority be given to backyard poultry, or do other commercial systems require urgent attention? - Who has most to gain or lose through risk reduction interventions? The purpose of applying the combination of value chain and risk analyses is to address the problem of disease risk and contribute to disease control planning. Therefore, the value chain analysis needs to focus specifically on elements that either increase disease risk or that are critical in disease risk management, thus avoiding the need for a complete value chain analysis; otherwise there is the danger that value chain mapping and analysis are carried out in unnecessary detail or with the wrong focus. The best way to achieve this is to ensure that veterinary epidemiologists and social scientists work together throughout the process at all levels. The methodological approach presented here can be flexible and should not be seen as a rigid prescription. It is important to work at different levels of detail. A clear overview is needed to ensure that no important risks in the value chains are omitted, while attention to detail is needed in identifying and appraising risk reduction measures. The amount of detailed data and detailed analysis required depends on objectives of disease control decision-making. The iterative nature of data gathering is an ongoing process, and therefore it is not necessary or practical to get everything perfect before making decisions. The value chain/risk analysis process will identify areas that require more or less detailed data so that data collection efforts are focused and prioritized. The processes described may be carried out by a few experts working together or with full involvement of all stakeholders through a series of workshops, discussions or personal interviews, depending on the availability of experts, time constraints and the budget available. The analyses and monitoring of risk in value chains should be carried out in preparedness for disease and not only in response to outbreaks. An understanding of the “usual” patterns of movements of animals, products, materials, people, vehicles, etc., leads to a better understanding of how disease could spread if introduced into the system at different places. This in turn allows for planning of strategies to reduce risks. It is important for veterinary services to monitor changes in value chains and assess how these chains may evolve in time and space (e.g. sudden reactions to market shocks, or longterm trends in consumer preferences and supply). Variations in short- or longer-term prices between areas within a country or across national boundaries may affect flows and alter the relative importance of different value chains, which in turn could affect disease risk. Risk factors can change seasonally and over the long term as livestock sectors develop. Veterinary services need to monitor the changes in the risk factor and respond to different risk levels. At the regional level the principles of this approach can be applied to rapidly assess production systems, the epidemiological situation of disease and the socio-political situation within several countries to identify those areas where disease control interventions for specific diseases may be feasible or not in the short or medium term. The processes of monitoring and evaluating the livestock value chains and assessing risks should never become an office-based and expert-orientated activity. The chains themselves are not run, managed or driven by the risk analyst, who is not part of these chains. The livestock value chains are run by people who work and run businesses within the chains. They are managed by the people who determine how the chain functions and how stakeholders within the chains interact. Finally, the chains are driven by the consumers who demand food of a certain quality and in certain quantities. If the risk analyst gets to know the people and interacts with them in a professional manner, offering his/her knowledge on animal disease and animal health, the chains will function better, then he/she will be considered an adviser. Such advisers will have a major impact on how these chains can avoid the introduction of disease and how they can manage and eliminate disease quickly, efficiently and cost-effectively.