AI.COMM - Avian and Pandemic Influenza Resource Link

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6 Foreword Overview B FINAL REPORT OVERVIEW During almost four years of work in more than 40 countries, the AI.COMM Project has worked with USAID to achieve a number of signifi cant results in controlling avian infl uenza and preparing for and responding to the H1N1 pandemic. With our partners, we have helped to create a multi-sectoral preparedness and response infrastructure that operates at national, provincial, and district levels and that reaches across borders. This network of well-trained and organized government and community leaders, NGOs and, in some cases, private sector entities is now empowered and organized to address pandemic and disaster challenges – by providing prompt planning, leadership and communication responses to pandemic threats as well as preventing active outbreaks. From the upper levels of decisionmakers down to the responders on the ground, an infrastructure that did not exist or was not operational prior to USAID investment on avian fl u is now in place, and is functional. The utility of this network was demonstrated in the real-life laboratory of the H1N1 pandemic outbreak, when countries that had been building their capacity for avian infl uenza easily shifted from H5N1 response to H1N1 response. The networks of NGOs, local communities, health workers, private
sector organizations and government offi cials that had been nurtured over the four years of AI.COMM were prepared and quickly sprang to action, disseminating information and materials to their constituents and helping to mitigate the negative effects of the fi rst pandemic of the century. Government offi cials who had worked together to fend off avian infl uenza outbreaks reunited to determine the best response to the 2009 H1N1 virus in their communities, each feeling comfortable in their roles and responsibilities. The numbers also tell the story, and reinforce the importance of using an integrated approach to behavior change and communication. See side bar, AI.COMM by the Numbers. From a purely operational standpoint, AI.COMM was a monumental undertaking. Contracts with over 180 contractors and up to 100 consultants representing and working in 24 countries usually had to be processed in an expedited fashion to rapidly respond to outbreaks. Indeed, it required a new type of commitment by USAID and AI.COMM’s implementer, AED, to work together to adhere to government and fi nancial rules and regulations, while at the same time being responsive to the urgent demands of Missions, communities, and emerging viral pathogens. Much of the experience under AI.COMM represented a sea-change in how USAID did business with a contracting agency, mostly due to the rapid response nature of the emerging H5N1 virus. It has now formed a foundation for future pandemic threats and global health activities. AI.COMM by the Numbers Note: The following fi gures are low-end estimates 37 countries where programs were implemented 20 different languages in which materials were available 150 communication and training materials designed and developed 85 training events held 3,000 people trained or participated at events 150 partners from public and private sector and civil society 180 contracts signed 100 professionals in research, training, communication, advocacy, social mobilization used as consultants in 24 different countries 7 FINAL REPORT B
Page 1: AI.COMM End of Project Report MAY 2
Page 4 and 5: FOREWOR A letter from the Chief of
Page 6 and 7: 4 B FINAL REPORT of Agriculture wer
Page 10 and 11: Introduction 8 When the AI.COMM pro
Page 12 and 13: 10 Outbreak: Crisis/emergency risk
Page 14 and 15: 12 B FINAL REPORT Across the globe,
Page 16 and 17: 14 To determine which combination o
Page 18 and 19: 16 B FINAL REPORT In Bangladesh, ev
Page 20 and 21: 18 Even prior to AI.COMM, AED had b
Page 22 and 23: 20 PARTICIPATORY ACTION RESEARCH Pa
Page 24 and 25: MEASURING ACCOMPLISHMENTS 22 To ens
Page 26 and 27: SUPPLY CHAIN ANALYSIS - TRACKING PO
Page 28 and 29: 26 Research 3MESSAGE AND MATERIAL D
Page 30 and 31: AUDIENCES AND MESSAGE DEVELOPMENT 2
Page 32 and 33: 30 CHANNELS OF INFORMATION To reach
Page 34 and 35: 32 TARGETING MATERIALS B FINAL REPO
Page 36 and 37: 4CAPACITY BUILDING 34
Page 38 and 39: 36 This led to the development of t
Page 40 and 41: 38 INTERPERSONAL COMMUNICATION SKIL
Page 42 and 43: 40 AS-NEEDED CAPACITY BUILDING RESP
Page 44 and 45: 5 DEVELOPMENT OF A COMMUNICATION FR
Page 46 and 47: 44 The Conceptual Framework for AHI
Page 48 and 49: 46 6PANDEMIC PREPAREDNESS
Page 50 and 51: 48 Led by the International Federat
Page 52 and 53: 50 B FINAL REPORT In the area of re
Page 54 and 55: 52 RESPONDING TO THE H1N1 PANDEMIC
Page 56 and 57: 54 This prompt communications suppo
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56 AI.COMM created an Emergency Com
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58 As a relatively small project in
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LESSONS LEARNED 60 8CHALLENGES AND
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62 Making matters more complicated
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COLLABORATIONS AND PARTNERSHIPS 64
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BUILDING CAPACITY WITH AGRICULTURE
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MANAGING EXPECTATIONS: WHAT CAN COM
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70 Because it was so diffi cult to
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72 Overall, the up-front preparedne
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74 1 3 5 7 2 4 6 8 APPENDICES
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76 B LIST OF AI.COMM PARTNERS Acap
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78 C AI.COMM PRODUCTS Following is
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80 Posters Let’s hear it from the
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82 Community Preparation and Respon
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84 Pandemic Infl uenza: Food Securi
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86 D LIST OF AI.COMM STAFF AND CONS
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88 D OVERSEAS STAFF Abiodun Adetoro
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avianfl u.aed.org pandemicpreparedn
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