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Case study: Egypt’s Multi-Sector Coordination forPandemic PreparednessIn partnership with the UN and other development partners, the Egyptian governmentaddressed HPAI H5N1 in a comprehensive manner. In 2005, the prime ministerestablished the National Supreme Committee for Combating Avian Influenza, with arotational chairmanship. This multi-sector committee included the ministers of agriculture,health, environment, and development as well as representatives from the officesof foreign affairs, interior, information, army, and police, and international cooperation(WHO, the Food and Agriculture Organization, and the UN resident coordinator’soffice). In addition, governors from the worst affected areas were also represented. Thecommittee led coordination of all HPAI H5N1 efforts, ensuring buy-in and harmonizationof interventions; development of appropriate, evidence-based policies; and consensuswith all relevant sectors.To respond to the 2009 H1N1 Influenza event, the Egyptian government activated itsnational preparedness plan and set up a multi-sector crisis management committee, ledby a decision support center that met regularly to provide a rapid response as the pandemicsituation evolved. The crisis committee reported regularly to the prime ministerwith clear action points for each sector, and issued regular press releases highlightingthe situation, government measures, and steps for prevention and mitigation. Below aresome of the features of Egypt’s response:Multi-Sector Approach: The roles and responsibilities of all concerned sectors wereidentified, including the involvement and support at sub-national levels. Each governoratedeveloped regional plans, based on a model from the Minufiya governorate.The decision support center provided support to all governorates during the preparednessphase. Reporting and response instruments were established and developed bythe decision support center, adopted by the General Secretariat of the Presidency ofthe Council of Ministers, and sent to all relevant actors. A sub-committee was formedto design training and simulation exercises to test ministry and governorate plans,examine policies and procedures and roles and responsibilities of different directorates,and identify gaps. Simulation exercises were carried out in the Ministry of Health andeight governorates. Plans were reviewed and updated by all governorates.Health System: The Ministry of Health received the committee’s full support, includingpolicy support as well as mobilization of resources. Surveillance activities wereenhanced to support successful decision-making regarding preventive and mitigationmeasures. A standardized severity index for pandemic and public health threats wasdeveloped. Laboratory capacity at the central level was strengthened, and five subnationallaboratories were upgraded. Other interventions included ensuring an adequatestockpile of equipment and supplies, designating specialized hospitals to treat patients,developing plans for hospitals, and enforcing infection control measures. However, gaps36BEYOND PANDEMICS: A WHOLE-OF-SOCIETY APPROACH TO DISASTER PREPAREDNESS
were also identified, especially regarding the 2009 H1N1 Influenza vaccine campaign.The procured amount of vaccine was not enough to cover initial needs, and rumorsabout the vaccine affected its uptake by the public, as well as by health professionals.2Business Planning: Two business continuity workshops were held on measures to betaken by government and private sectors to ensure continuity of services during apandemic. These were attended by government institutions, civil society, and theprivate sector. All ministries involved in critical services established business continuityplans for the management of crises and disasters, and submitted them to the NationalSupreme Committee.Coordination with Civil Society: The Egyptian government established a forumto identify the role of civil society organizations in the management of the crisis.Coordination with the Egyptian Red Crescent in preparedness and response wasdone at the beginning.Communication Strategy: The decision support center prepared a guide for governorateson how to prepare communication plans for confronting the pandemic. The governmentissued 189 reports to follow the 2009 H1N1 Influenza situation, with informationon: the situation in Egypt and globally, follow up and response by ministries, evaluationof community reaction towards the crisis, and recommendations to reduce the impact ofthe disease. Statements were distributed to newspapers and international media containinginformation on the global and national situation, public opinion about the crisis,and responses to media enquiries. A monitoring center was tasked to carry out 24-hourmonitoring of media coverage and monitor the key messages and concerns raised by themedia and the public.Future Challenges: Egypt’s pandemic preparedness experience provides some importantlessons learned on how to advance multi-sector planning. The future challenge for theEgyptian government will be in operationalizing the shift from an emergency responseto a long-term risk-reduction strategy. The challenge will be to convert a strong multisectorsystem for influenza pandemics into an institutionalized, sustainable, and holisticapproach for other emerging zoonotic diseases and public health threats. Egypt needs tostrengthen its institutional frameworks, incorporate its tools into wider risk reductionframeworks, build on existing mechanisms and coordination platforms, and maintainpublic and political interest in the face of changing perceptions and needs. To achievethis, risk-reduction strategies must be integrated and aligned, community and industrypartners engaged, and long-term investments made in animal and human health andthe local-level health delivery systems.MULTI-SECTOR PANDEMIC PREPAREDNESS 37
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Page 12 and 13: expertise and a range of specialist
Page 14 and 15: In addition, the realization that h
Page 16 and 17: the impact of a crisis on an organi
Page 18 and 19: 1The health chapter reviews global
Page 20 and 21: • This Towards a Safer World anal
Page 22 and 23: the regulations, global preparednes
Page 24 and 25: and provided guidance to national a
Page 26 and 27: The Pandemic influenza preparedness
Page 28 and 29: The cause for alarm within the glob
Page 30 and 31: A selection of key lessons from the
Page 32 and 33: Analyses and Key LessonsThe Europea
Page 34 and 35: ConclusionAlthough there have been
Page 36 and 37: 2Increasingly, global, regional, an
Page 38 and 39: • Simulations, table-top exercise
Page 40 and 41: Increasingly, global, regional, and
Page 42 and 43: Despite the increase in countries w
Page 44 and 45: disagreement concerning which minis
Page 48 and 49: Moving Towards an All-Hazards Appro
Page 50 and 51: 3In 2007, the Association of Southe
Page 52 and 53: Planning Preparedness from a Region
Page 54 and 55: the actions to be undertaken by eac
Page 56 and 57: • Examine the regional communicat
Page 58 and 59: Case Study: Multi-Sector Planning i
Page 60 and 61: Ministry of Industry and Trade: The
Page 62 and 63: For the future, the multi-sector an
Page 64 and 65: 4Civil-military coordination is wid
Page 66 and 67: Military’s Comparative Advantage
Page 68 and 69: More recently, the U.S. Agency for
Page 70 and 71: • Assisting partner nations in un
Page 72 and 73: The U.S. Africa Command’s experie
Page 74 and 75: quantitative indicators may still n
Page 76 and 77: ConclusionAcross regions, there is
Page 78 and 79: 5Most experts agree that countries
Page 80 and 81: Humanitarian Agency Support for Pan
Page 82 and 83: Pandemic Preparedness at the Commun
Page 84 and 85: crucial at the community level, yet
Page 86 and 87: seasonal risk of outbreaks, with mo
Page 88 and 89: Reducing RiskAnimal and human influ
Page 90 and 91: Case Study: Collateral Benefits of
Page 92 and 93: The program includes an implementat
Page 94 and 95: 6The intensification of livestock p
Page 96 and 97:
Understanding the Linkages between
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Ideally, pandemic planning should b
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Crisis ManagementIn view of the glo
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In 2009, the U.S. Agency for Intern
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There is also recognition that effi
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y the West and Central Africa Veter
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diseases. A portion of the budget f
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in global agendas, especially as it
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7By 2004, multiple outbreaks of dif
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- Companies need to consider vulner
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“In 2011, DuPont’s pandemic pla
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The Crisis Planning LifecycleGlobal
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Case Study: GlaxoSmithKline (GSK)Gl
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Improving Linkages with Governments
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Internet-Based Information and Tool
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Identifying Other VulnerabilitiesBu
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8Comprehensive risk communication p
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Risk Communication as a Strategic T
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Working with Partnerships for Risk
Page 134 and 135:
Bangladesh’s National Preparednes
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Comprehensive Communication Strateg
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home from work remained largely unc
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Case Study: Social Mobilization of
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government authorities and the pres
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9The supply chain and logistics sec
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Complexity and Strategic Importance
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elatively few examples of comprehen
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Most national pandemic plans do not
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availability through pre-arranged a
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Case Study: H1N1 Influenza Vaccine
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ConclusionsMany governments, NGOs,
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10Travel and tourism is a growing e
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A Critical Element of Global Econom
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The tourism sector has taken pandem
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The Tourism Emergency Response Netw
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The 2009 H1N1 Influenza pandemic ge
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ConclusionsThe global travel and to
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