Humanitarian Logistics & Pandemic Influenza

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Delilah Harmon
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1 Humanitarian Logistics & Pandemic Influenza Alastair Cook Budapest 22 nd October, 2009

2 Pandemic Influenza Influenza pandemics are naturally occurring events Influenza pandemics occur 2 3 times each century In 1918 influenza claimed more than 50 million lives The last global pandemic occurred over 40 years ago

3 Influenza What is it? Seasonal Influenza The Flu Normally occurs every year Routine vaccines provide protection Not serious but can be fatal to the elderly and young Swine or Avian Influenza Bird or Swine Flu An virus that spreads from animal to animal On rare occasions can infect humans Can sometimes mutate into a human virus Pandemic Human Influenza A global outbreak of a new human influenza A rare event that causes illness and death The last 3 pandemics all came from avian viruses

4 Pandemic Human Influenza Human Influenza pandemics occur when a new human influenza virus emerges and spreads rapidly around the globe At present the H1N1 virus is of greatest concern, however the H5N1 avian virus still remains active and continued surveillance is required H1N1 has now met all of the 3 conditions to start a pandemic 1. A new influenza virus emerges 2. The new virus is able to cause illness and death in people 3. The new virus is able to transmit easily between people

5 Pandemic Human Influenza In the current environment this is not suggested!

6 Pandemic Human Influenza A highly pathogenic human influenza is a potentially imminent, multi-sector, trans-border threat preparation is essential! To try and not to succeed is forgivable, but not trying is unforgivable!

7 Logistics Objectives To avoid a parallel crisis during a pandemic by maintaining the supply of critical commodities to vulnerable beneficiaries e.g. Refugees This is not an impossible mission but will depend upon prior planning, a clear understanding of tasks, collaboration and good coordination

8 Logistics Objectives Identifying the strengths, risks and challenges to logistics operational continuity and strengthening possible responses with all key stakeholders This includes Commercial Partners, Governments, UN agencies, IO s, NGO s, Donors

9 ~ 2-3 weeks ~ months Prep Mode Crisis Mode Crisis Mode Crisis Mode Lockdown Mode Lockdown Mode ~ 4-6 weeks ~ 4-6 weeks Key Planning Considerations Time-scale not a single event but possibly many! Will necessitate long term behaviour change Tested and resilient systems will be required

10 Camp Funston, Kansas, March 1918: Sadly, the comparatively benign first wave was not at all predictive of what was to come

11 Planning Assumptions 40% - Staff absenteeism 20% - Worlds population sickened Potential for civil unrest and violence Massive disruptions to global markets National infrastructure and services impacted

12 Kenya Post Election Violence January February 2008 The Northern Corridor stopped Situation was very fluid and insecure Drivers were unwilling to enter conflict zone Transporters were unwilling to commit hardware

13 Kenya Post Election Violence Mombasa Port became congested Ships waiting on anchor or diverted Railways were frequently disabled No rail diversion options available Transporters demanded higher rates Trucks disabled, looted or destroyed

14 Kenya Post Election Violence Fuel supplies severely disrupted Rapid regional fuel price increases Regional cost increases of commodities Regional shortages of food and supplies Military escorts required to resolve stoppage Functioned successfully for 6 weeks

16 Planning Progress Pandemic Influenza Corridor Project Completed in Africa, Asia & Central America Stakeholder Pandemic Awareness Training Completed at key ports and transport corridors Pandemic Influenza Operational Action Plans Completed by over 50 countries

17 Economic Systems Disruption to trade, labour & supply systems Transport Limitations Fuel Supplies Public Utilities Planning Assumptions Quarantines, ports, aviation & borders Supplies, refining & distribution Electricity, water & telephones

18 Planning Security Phases Duration Civil Unrest Complacency, communication & monitoring When?... How many waves?... How long? Staff, premises, assets & commodities at risk Invisible Threat No proven vaccine & infectious before visible

19 Security Communication Collaboration Planning Considerations Seasonal Issues Will impact all aspects of operations International, stakeholders, beneficiaries Forming new partnerships Winter, planting and monsoon seasons

20 Planning Considerations Cultural & Religious Impacts Awareness and sensitivities Stakeholder Staff Absenteeism Will vary from location to location District, National & Regional Requirements Movement restrictions & border controls Post Pandemic Recovery Phase Limited recovery period between phases

21 Personal Protection Equipment? The correct use of PPE is vital however, although innovative, it is questionable how effective this approach is!

22 Pandemic Coordination & Response At what level Global and/or Region/Country? At what point is structured coordination required? Who will perform what and how? What is expected from cluster participants? Preparedness?... Response? Next Steps?

23 Thank you and good luck!

University of Colorado Denver. Pandemic Preparedness and Response Plan. April 30, 2009

University of Colorado Denver. Pandemic Preparedness and Response Plan. April 30, 2009 University of Colorado Denver Pandemic Preparedness and Response Plan April 30, 2009 UCD Pandemic Preparedness and Response Plan Executive Summary The World Health Organization (WHO) and the Centers for