2294 part 1 final report.pdf - Agra CEAS Consulting
2294 part 1 final report.pdf - Agra CEAS Consulting
2294 part 1 final report.pdf - Agra CEAS Consulting
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Prevention and control of animal diseases worldwide<br />
Part I: Economic analysis: prevention versus outbreak costs<br />
benefits (e.g. in terms of potential improvements in market access) can not clearly be defined<br />
because they can not be attributed to a specific livestock sector that may benefit from these<br />
improvements.<br />
• Third, these being transboundary diseases, the potential costs and benefits transcend national<br />
borders. In this case too, interrelationships are too complex to readily allow modelling. For<br />
example, the improvement of preventive capability in Nigeria should have major implications for<br />
neighbouring countries and the region, however relevant policies undertaken in the other countries<br />
also impact on the region.<br />
• Fourth, even where the costs and benefits can be examined in the context of a specific measure<br />
affecting a specific livestock sector (e.g. improved diagnostic laboratory capacity for HPAI), the<br />
resulting benefits are not always tangible or readily quantifiable. For example, in examining the<br />
potential benefits that may accrue from the avoidance of a human pandemic, only approximate<br />
estimates can be provided.<br />
• Fifth, it is difficult to isolate the potential benefits of the examined investment from other<br />
conjectural trends that may influence the outcome. For example, building a new diagnostic<br />
laboratory may improve detection of a disease but the likely benefit in terms of – say - the<br />
improved trade potential may be undermined by factors such as high production costs, poor<br />
marketing/distribution channels, poor infrastructure, trade policies, or the emergence of a new<br />
competitor in potential export markets.<br />
• Sixth, even where such analysis has been attempted, results depend heavily on the underlying<br />
assumptions and scenarios, and should therefore be interpreted within that context.<br />
The current project has examined the costs of specific measures, recognised by the competent agencies in<br />
this field as the minimum requirements for effective prevention and control, and has compared them to the<br />
costs of outbreaks in the <strong>part</strong>icular case of HPAI. For the latter, it has developed a detailed model, which<br />
estimated the costs per country and extrapolating at global level, under different scenarios and<br />
assumptions. The extent of the investment on prevention will depend on preparedness levels in each<br />
country, which, as demonstrated in the case studies and the literature review can be extremely variable.<br />
Similarly, the extent of the benefit will depend on a range of factors including the duration, severity and<br />
geographical scale of the epidemic, economic factors and the potential consequences and scale of a human<br />
pandemic.<br />
It is therefore important to view the estimates of prevention costs and outbreak costs in terms of relative<br />
scale rather than as absolute figures, and within the context in which they have been produced. For this<br />
reason, a range of estimates is provided under a range of scenarios and assumptions, while our most likely<br />
scenario is modelled closely on past experience and data from the costs of actual outbreaks (this has been<br />
used as our baseline).<br />
It is noted that direct costs and losses, although extensive in themselves, are in fact the smallest element of<br />
the overall impact of an outbreak and therefore produce the smallest element of benefit accruing from<br />
improved prevention. While direct impacts are relatively easier to determine, indirect impacts are more<br />
cumbersome, especially as we move down the list from ripple to spill-over and wider society effects.<br />
Results should therefore be interpreted with caution the further we move away from the estimation of<br />
direct impacts.<br />
Civic <strong>Consulting</strong> • <strong>Agra</strong> <strong>CEAS</strong> <strong>Consulting</strong> 159