Exploring Lessons Learned from a Century of Outbreaks Readiness for 2030: Proceedings of a Workshop (2019) / Chapter Skim
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9 Visions on Potential Priorities and Actions for Preparedness by 2030
9 Visions on Potential Priorities and Actions for Preparedness by 2030
Pages 121-136
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From page 121... ...
. Harvey Fineberg, president of the Gordon and Betty Moore Foundation, discussed ways to strengthen preparedness capacities by improving public understanding about influenza and by developing new vaccines, diagnostic technologies, and antiviral treatments.
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From page 122... ...
Additionally, Fineberg focused on the need for better organization and greater resource commitments. He noted that the world is still ill prepared to respond to a severe influenza pandemic or to any sustained global public health emergency -- this holds for Ebola, severe acute respiratory syndrome, or influenza.
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From page 123... ...
The significant changes effected by political strategies to address malaria, polio, and HIV/AIDS have inspired optimism that similar progress could be made through a concerted effort to develop a political strategy related to address microbial threats and outbreak preparedness. For example, The President's Emergency Plan for AIDS Relief initially received a funding commitment of $15 billion over its first 5 years because there was a concerted effort to prioritize HIV/AIDS on high-level political agendas (UNAIDS, 2018)
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From page 124... ...
Public health is inherently political, and health diplomacy involves finding ways to incentivize governments to achieve health goals. She said that a sophisticated health diplomacy and advocacy strategy will be needed to promote preparedness issues on political and financing agendas, she said.
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From page 125... ...
Lurie noted that outbreak-related research focused on a single disease is not sustainable, especially in developing countries, because it tends to be funder-driven and to dissipate when the disease du jour has grown quiet. Investment priorities should broaden beyond emerging infectious diseases to include multipurpose investments that link capacity-building efforts to outbreak preparedness, Lurie said.
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From page 126... ...
Making a Business Case for Capacity Building Lurie explained that the business case for investment should focus on generic skillsets that apply to noncommunicable diseases as well as outbreak preparedness. Framed appropriately, she said, this could also attract more private-sector interest and momentum among parties investing in developing countries that need more functional surveillance and health delivery systems.
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From page 127... ...
Lurie suggested that anthropologists and social scientists should be deployed to better understand how to engage the population in outbreak control activities, such as accepting vaccines or using at-home diagnostic tools. IMPROVING LOCAL, NATIONAL, REGIONAL, AND GLOBAL CAPACITIES FOR PREPAREDNESS: A PERSPECTIVE FROM THE PAN AMERICAN HEALTH ORGANIZATION Ciro Ugarte, director of the health emergencies department at PAHO, explored some of the challenges to and priorities for preparedness from his experiences working at an international health agency in the Americas.
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From page 128... ...
SOURCES: Ugarte presentation, November 28, 2018; data from WHO Global Health Observatory.
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From page 129... ...
Strengthening regional solidarity and creating a mutual support system would be ways to cope with such challenges, and he cited the effective cooperation among Caribbean states as an example. Ugarte noted that resources devoted to preparedness efforts should be balanced with resources for countries' more urgent priorities.3 He said PAHO has identified five lines of action to address its preparedness priorities.
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From page 130... ...
Similarly, the Global Outbreak Alert and Response Network missions, coordinated by PAHO, helped some countries by providing opportunities for knowledge and information exchange. However, according to Ugarte, all of these factors led to an uncoordinated influx of foreign aid, and some network members maintained their institution's objectives or interests, which created differences and potential conflicts with the PAHO response team.
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From page 131... ...
Fitzgerald also suggested conducting network mapping to identify key players, their priorities and targets, and the ways in which they can be encouraged to contribute to a unified political movement around the preparedness agenda. She noted that many advocacy organizations, philanthropists, and high-level experts would probably be interested in forming a coalition or constituency.
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From page 132... ...
Building Support for Preparedness Across Sectors Keiji Fukuda, director and clinical professor, School of Public Health, The University of Hong Kong, commented that in the context of addressing antimicrobial resistance, gaining multisectoral support and political buy-in are both important factors. Pandemic preparedness generally has the support of major scientific and technical bodies, but it lacks multi ectoral s support and a political champion.
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From page 133... ...
Ugarte replied that political and strategic support for local-level systems can sometimes have an even greater impact than the actual value of financial investments, because they can engage local decision makers in the solution-finding process. This can be made difficult by the multilevel governance structures in decentralized countries, but it is possible to create these lasting bridges of health diplomacy in order to engage local officials in traditionally hard-to-reach settings.
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From page 134... ...
Another core component, he added, is the need to focus, harmonize, and ensure functionality across a range of areas, including global governance, political attention and will, science and technology, operations on the ground, legal concerns, and trust-building. He suggested that preparedness efforts should target specific, focused steps to achieve continuous incremental gains within the broader, highly complex preparedness enterprise, with care taken to avoid fragmentation or silos.
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From page 135... ...
POTENTIAL PRIORITIES AND ACTIONS FOR PREPAREDNESS 135 ensure that the benefits of the PIP Framework are not lost, he said international mechanisms to share information and benefits need to be updated in a way that is transparent, understandable, and equitable. Fukuda urged these efforts should focus on creating platforms for sustainable cooperation toward mutually agreed-upon goals rather than on building yet another mechanism of coordination.
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